CSL Management System Policy Manual
COMPOUND SECTIONS LIMITED
MANAGEMENT SYSTEM POLICY MANUAL
Document Number: -
CSL-QPM-01
Issuer: -
Damandeep Hillyer
Approved By: -
Management Review Board Team
Revision Number: -
2
Revision Date: -
27/06/03
Organisation Abbreviation: -
CSL
Table of Contents
Introduction
Scope
Documentation Structure of QMS
Overview
Mission
Quality Policy
Policy
Objectives
Organisation Structure
Quality Management System Development
Role of Top Management
Continual Improvement
Core Processes
Procedural References
Glossary
Appendices
Organisation Chart {CSF-001a}
Personnel Index {CSF-001b}
Interaction of Core Processes {CSR-0092}
CSL Contacts List
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INTRODUCTION
This quality process manual describes CSL's quality management system, the
processes involved in the operation of our quality management system, the
interaction of these processes within the system, and our established policies as
they relate to TS16949:2002 Quality management systems - Requirements
It is important to understand how our critical (core) processes interact with each
other because a change in one process may have an impact on another process. This
quality management system is focused on process management. We have identified
our critical (core) and support processes and determined how to monitor and
measure these processes. Using data from these measurements, we make informed
decisions on correcting and preventing non-conformances as well as for making
continual improvements related to these processes.
Scope
Due to the nature of our business, this quality process manual addresses our entire
quality management system and the majority of applicable requirements of the
TS16949:2002 Quality management systems - Requirements. Those requirements
not addressed in this manual are covered in related supporting procedures. CSL is
not design responsible for the product.
Documentation Structure of the Quality Management System
The quality management system is documented in the following manner:  The quality management system manual is considered a top-level (Level I)
document of CSL quality management system. It defines our quality policy and
objectives; top management's commitment to quality and it identifies our critical
processes and the resulting process owner. The quality management system
manual is revised periodically to keep it up to date with our processes as they are
continually improved. All revisions to this manual are recorded in our electronic
document control system (EDMS). Obsolete or superseded printed, controlled
copies of this document are retrieved and destroyed. Current copies of the
manual are available through our EDMS.
 A cross-referencing system identifies the procedures that are linked to the
related core processes identified in this manual. These procedures are necessary
for the proper implementation of these processes.
 Quality procedures, a lower level document (Level II) defines the primary
responsibilities within each of the documented processes. They execute the
policies established in this manual and link this document to the process
documents. These procedures are assigned the general prefix CSP and a
reference number. In many cases, a CSP satisfies requirements of several
elements of the International Standard.
 Some processes may require the execution of specific tasks. When this is
required, on a routine basis then this activity is documented in the form of an
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CSL Management System Policy Manual
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instruction, a level III document used to support a level II procedure. An
instruction may take the form of a text document, a picture, a shop router
(traveller), a flowchart or other means of consistently communicating the
necessary information in order to perform the task. The process owners are
responsible for creating, co-ordinating, maintaining and improving the
instructions. The amount of detail contained in the instruction may vary
depending on the complexity of the task being performed, the training the
individual has received and/or the education and experience level of the
individual performing the task.
Another type of quality system document is a record, which states results
achieved or provides evidence of activities being performed. Generally speaking,
records need not be under revision control. The document control administrator
maintains most records while the department managers maintain records relevant
to their activities. Access to records is restricted to prevent loss and/or
damage.
The documents that define our quality system are controlled by an electronic
document system. This system is designed to deliver only the current version of
all quality system documents to those individuals who have a need for those
documents and are established as a "user" in the system. Access to view
documents is controlled on document-by-document basis and is provided as
needed. Access to edit documents is even more limited and only specifically
assigned individuals are given this level of access.
The management representative has the authority to revise quality system
documents requiring administrative changes. These changes do not need to be
routed for review but does require approval by the designated final approval
authority of the document.
OVERVIEW
Compound Sections Limited headquarters is located at: Bond Avenue
Bletchley
Milton Keynes
MK1 1JS
Compound Sections limited manufactures and manipulates metal sections and related
sub-assemblies. The company was founded in 1966
MISSION
The quality management system is to be used by all CSL employees to raise
standards, reduce waste and to make CSL a better place to work. Quality at CSL will
continue always to be a consideration in all our internal and external business
activities, with a total company effort and commitment to continuous improvement
and customer satisfaction.
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QUALITY POLICY
Policy
Compound Sections Ltd management is committed to QUALITY, ON-TIME
DELIVERY and COST-EFFECTIVENESS, as a supplier of cold rolled section,
fabricated extrusion and light assembly. The company's objectives are to:-
Objectives
1. Consistently meet or exceed our customer's expectations for product quality
and performance, by manufacturing products that meet customer specifications.
2. Monitor customer satisfaction.
3. Monitor on-time delivery of products & services to meet our customer’s
requirements.
4. Improve cost of quality & establish cost reduction programs to reduce all costs
to the lowest possible level.
5. Continuously improve our processes, and systems to enhance our performance
and in turn satisfy our customers.
6. Ensure our personnel are properly trained so they are better able to serve our
customers.
7. Practice good housekeeping so that we never compromise employee safety.
8. Comply with all customer, professional and regulatory legislation.
9. CSL shall work towards using only Selected, Approved, Preferred or Certified
suppliers.
10. Establish & maintain an appropriate level of communication with its customers,
internally & externally, to ensure that it can provide total satisfaction with
respect to products/services.
11. Identify and provide resources needed to meet objectives.
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ORGANISATION STRUCTURE
The senior executive of CSL operations is the Managing Director. CSL maintains
written organisation charts designating positions and responsibilities of company
officers, managers and employees. These charts are maintained separately from this
manual and are referenced in the organisation references in the next section. CSL
operations with an impact on quality are more fully described below. Responsibilities
within the quality management system are defined for the following: -
Managing Director
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Ensures necessary resources are identified by senior managers and provided
enabling us to accomplish our mission;
Establishes the vision and direction for the organisation;
Creates policy (including quality policy);
Implements and demonstrates the organisations commitment to quality;
Ensures customer requirements are understood throughout the organisation;
Creates the business and quality objectives for CSL;
Reviews and approves continual improvement of core processes.
Works Manager
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Identifies necessary resources and communicates them to the Managing
Director;
Co-ordinates production planning;
Ensures production processes are controlled;
Ensures quality policy is understood throughout the department;
Ensures customer requirements are understood.
Creates policy (including quality policy);
Implements and demonstrates the organisations commitment to quality;
Reviews and approves continual improvement of core processes.
Engineering Manager
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Identifies necessary resources and communicates them to the Managing
Director;
Creates policy (including quality policy);
Implements and demonstrates the organisations commitment to quality
Responds to customer RFQ's.
Reviews unique customer requirements to determine feasibility and capability;
Reviews and approves continual improvement of core processes.
Co-ordinates with appropriate departments to review unique customer
requirements;
Ensures quality policy is understood throughout the department;
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Management Representative/Quality Manager
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Communicates performance of the QMS to top management.
Ensures the quality management system is implemented and functioning
effectively;
Ensures relevant personnel are aware of customer requirements;
Ensures quality policy is understood throughout the department;
Establishes and plans internal audits of the quality management system;
Ensures core processes have measures identified to determine effectiveness of
corrective and preventive actions and process improvements;
Is the voice of the customer;
Receives, records and works to resolve customer concerns;
Monitors the status of corrective and preventive actions;
Reviews and dispositions non-conforming material;
Ensure that in-process and final product inspections are carried out;
Chairs Management Review meeting;
Production Control
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Control production, packaging and shipping processes;
Implements identified corrective actions.
Establishes customer profile, related products, and new products in Order
Processing System;
Co-ordinates production planning;
Ensures quality policy is understood throughout the department;
Supervisors
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Machine set-up;
Control production, packaging and shipping processes;
Understands quality policy;
Implements identified corrective actions.
Ensures customer requirements are fully understood and communicated to
appropriate personnel;
Conduct in-process product inspections;
QUALITY MANAGEMENT SYSTEM DEVELOPMENT
The approach used to develop, implement and maintain our quality management
system consists of the following steps: We determined the needs and expectations of our customers and other
interested parties. An interested party is defined as a person or group having an
interest in the performance or success of our organisation. Interested parties
include our customers, the owner and investors, our suppliers, our community, and
our employees.
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We established a quality policy and objectives for our organisation. A quality
policy is a statement from top management that provides the overall intentions
and direction of our organisation as it relates to quality and sets the framework
for our quality objectives. A quality objective is something that is sought or
aimed for that relates to the quality of our organisation and to the quality of our
products and services. Each level in our organisation has established quality
objectives that are relevant to their functions and to our quality policy.
We determined our processes and responsibilities necessary to achieve our
quality objectives. These processes have documented procedures that define
who the "process owner" is and related responsibilities within the process.
Occasionally, some of our processes require a set of detailed instructions that
define how specific activity is to be accomplished. The process owner is
responsible for ensuring these instructions are properly documented, coordinated, and maintained.
Each functional area is responsible for identifying the resources necessary to
accomplish the specific quality objectives. Top management reviews the resource
requirements for final approval. Where resources requirements are not
approved, top management documents the reason for disapproval and the impact
on the process and on the quality management system.
Each process owner is responsible for establishing methods to measure the
effectiveness and efficiency of their processes and any related sub-processes.
The results of these measurements are subject for review by top management
during the management review process.
Each process owner is responsible for using these process measurements as a
means of preventing nonconformity and eliminating their causes and for
identifying root causes for existing non-conformities and implementing
corrective actions.
Process owners are responsible for establishing and implementing our
organisational approach to continual improvement. Through our continual
improvement process, our organisation can determine non-value added steps in a
process, improve existing processes, or determine the most efficient steps to
achieve a desired outcome. Continual improvement is defined as recurring activity
to increase our ability to fulfil requirements more efficiently.
Role of Top Management
Through the leadership of top management and more importantly, through our
actions, we create an environment where employees are fully involved in our quality
management system. The role of top management as it relates to our quality
management system is defined as follows: To establish and maintain the quality policy and quality objectives of our
organisation. The actions of top management create and maintain an environment
in which we can live by our quality policy and achieve our organisation’s
objectives.
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 Each department manager is responsible for understanding the quality policy,
communicating it to employees in the department and to define how the quality
policy is applicable within the department.
 To ensure employees understand our customer requirements. Knowing our
customer requirements helps our employees understand their role and how they
add value to the products and services we provide to our customers.
 To ensure our processes are implemented, managed and improved, which will
enable us to meet our customer requirements and our quality and financial
objectives.
 To ensure the availability of necessary resources to enable us to meet our
objectives. Necessary resources are defined as people, equipment, and space.
 To ensure employees are adequately trained to perform their functions and are
involved in continual improvement of those functions.
 To have regularly scheduled reviews of the status of our quality management
system. These reviews include, at a minimum, the results of our internal audits,
customer feedback, process and product conformity, recommendations for
improvements, corrective and preventive actions and status of personnel training.
Continual Improvement
Continual improvement is defined as recurring activity that is used to increase our
ability to meet our customer requirements and our corporate objectives. There are
two fundamental ways to conduct continual process improvement: A. Breakthrough projects which either lead to a major revision or an existing
process leading to a significant cost savings. This is usually accomplished through
the efforts of a cross-functional team outside of routine day-to-day operations.
B. Small-step ongoing improvement activities conducted within existing processes
by people involved in those processes. These improvements are usually based on
the analysis of data provided by the specific process measurements.
The basic actions for continual improvement, whether small-step or breakthrough,
include the following seven-step approach: 1) Analysing and evaluating the existing process/situation to identify areas for
improvement, such as reviewing process data, interviewing people performing the
process and benchmarking activities.
2) Establish the objectives for the improvement. Determine if the improvement
provides an associated cost saving, eliminates a production problem, enables us to
better meet customer requirements or improves our quality management system.
3) Determine possible solutions to accomplish the identified objective.
4) Evaluate the possible solution to determine if the desired outcome is achievable.
Conduct trial tests of potential solutions and/or benchmark other organisations
with a similar process in determining the desired outcome.
5) Implement the recommended change and train employees on the change.
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6) Evaluate the implemented changes to determine if the improvement objectives
have been met. If not then return to the beginning of the continual improvement
process.
7) When an interim, implemented change is determined to be effective, the change
is formalised, documents are updated, related processes are reviewed to
determine impact, and employees are trained on the new process.
CORE PROCESSES
1. PROCESS NAME: Quality Management System.
PROCESS OWNER: Management Representative.
PROCESS DESCRIPTION: Process used to ensure CSL develops accurate plans
determining how we will meet our customer product and service requirements. This
system identifies product and process non-conformance. Using process
data/measurements we are able to determine root cause, the corrective actions to
be implemented, steps for preventive action and continual improvement.
PROCESS INPUTS: TS16949 Quality management systems - Requirements, ISO
9004 Quality management systems - Guidelines for performance improvements, top
management involvement, process measurement data.
KEY ACTIONS: Identify critical processes, establish process measurements,
collect and analyse process data to determine preventive and improvement actions,
conduct internal audits of the system, conduct management review on scheduled
basis.
PROCESS MEASUREMENT: Effectiveness of Management Review is measured by
the achievement of our Quality Objectives.
OUTPUT/RECORD: Certification to TS16949:2002, internal audit reports,
management review meeting minutes.
LINKED PROCESS: Processes that directly affect the quality of the product we
deliver to our customers. Control of Product, Manufacturing Process Management,
Suppliers & Purchasing, Inspection Equipment, Maintenance & Control, and Training
processes.
2. PROCESS NAME: Contract Review.
PROCESS OWNER: Engineering / Sales ADM.
PROCESS DESCRIPTION: This process is used to respond to customer request for
quote and capture and review all customer requirements to determine feasibility and
capability prior to acceptance of the order.
PROCESS INPUT: Customer purchase order received by verbal, fax or mail. Access
to order processing software program, co-ordination from applicable departments
when capability and feasibility is not known.
KEY ACTIONS: Ensure customer requirements are identified, identify customer
and/or product in order processing software, create order, operator instructions,
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create purchase order when new tooling is required, send operator instructions to
production.
PROCESS MEASUREMENT: Effectiveness of Contract Review is measured by
achievement of in time delivery of product to correct customer specification.
OUTPUT/RECORD: Operator instructions with customer requirements, this serves
as contract review record.
LINKED PROCESSES: Inventory Management, Suppliers & Purchasing, APQP and
Manufacturing processes.
3. PROCESS NAME: Goods In/Receiving.
PROCESS OWNER: Store-man.
PROCESS DESCRIPTION: Process of receiving and accepting of raw material,
assemblies and tooling into inventory.
PROCESS INPUT: Purchase order, bill of material, materials, packing slip.
KEY ACTIONS: Unloading of material, visual checks to determine transit damage,
confirmation with bill of lading and packing slip, visual checks of materials and
tooling to determine acceptance, record items into inventory.
PROCESS MEASUREMENT: Effectiveness of Goods In/Receiving is measured by
the amount of material rejected back to supplier after receipt by Store-man.
OUTPUT/RECORD: Packing slip, supplier corrective action for damaged material.
LINKED PROCESSES: Suppliers & Purchasing, Inventory Management, Control of
Product and Contract Review.
4. PROCESS NAME: Shipping.
PROCESS OWNER: Dispatch Supervisor.
PROCESS DESCRIPTION: Process from finished goods through packaging and
delivery of product to our customer.
PROCESS INPUT: Finished products ready for delivery to customer.
KEY ACTIONS: Determines the appropriate shipping container for product and
review operator instructions for special packaging or shipping instructions. Packages
the products to prevent damage during shipping, produce shipping label; notify
customer for customer pick-up. When required notify the customer that package
has shipped by carrier, complete and file ASN's and Advice notes.
PROCESS MEASUREMENT: Effectiveness of Shipping is measured by the
reduction in complaints from the customer relating to damaged product and delivery
performance.
OUTPUT/RECORD: Shipping record, Advice Note, ASN's, packing labels.
LINKED PROCESSES: Inspection & Testing, Suppliers & Purchasing, Contract
Review and Inventory Management.
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5. PROCESS NAME: Product Inspection.
PROCESS OWNER: Production Supervisor/ Quality Manager.
PROCESS DESCRIPTION: Identification and disposition of product/parts that do
not meet customer requirements.
PROCESS INPUT: Product inspection specification, standard inspections required
for this type of product and Control Plans/OQI's.
KEY ACTIONS: Determine customer requirements have been met, source
customers approval for substandard product, ensure faulty product is not sent to
customer, decide on disposition/rework of suspect product.
PROCESS MEASUREMENT: Effectiveness of Product Inspection is measured by
the level of customer returns, internal scrap/rework and Excess/Bonded NC's
raised.
OUTPUT/RECORD: CAR’s/PAR's/NC's, attribute/variable charts, SPC data and
monthly performance reports.
LINKED PROCESSES: Inventory Management, Control of Product, Receiving and
Customer Concerns & Satisfaction.
6. PROCESS NAME: Inventory Storage.
PROCESS OWNER: Production Control/ Store-man.
PROCESS DESCRIPTION: Storage and control of raw materials, stock, customersupplied material, tooling and packaging.
PROCESS INPUT: Purchased material, purchase order, operator instruction, packing
slip, goods received notes, returned goods notes.
KEY ACTIONS: Movement of material, assemblies, packaging and tooling from
receiving, in-process and final audit to safe secure locations.
PROCESS MEASUREMENT: Effectiveness of Inventory storage is measured by the
number of complaints generated internally/externally, relating to damaged material.
OUTPUT/RECORD: Inventory tag, operator instruction, receiving log, storage
location plans.
LINKED PROCESSES: Suppliers & Purchasing, Manufacturing Process.
7. PROCESS NAME: Internal Audit.
PROCESS OWNER: Management Representative/ Quality Manager
PROCESS DESCRIPTION: Process for assessing the processes in the organisation
to determine compliance and improvement activity.
PROCESS INPUT: Process measurement data, documents, and records.
KEY ACTIONS: Planning, checklist development, conducting interviews, observation,
and non-conformance identification, audit report, corrective action request.
PROCESS MEASUREMENT: Effectiveness of Internal Audits is measured using
data related to changes to QMS due to audit activity and process changes as a
result of audit actions.
OUTPUT/RECORD: Checklist, process non-conformance, audit report, corrective
action request.
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LINKED PROCESSES: Corrective Action, Preventive Action, Continual Improvement,
and Management Review.
8. PROCESS NAME: Management Review.
PROCESS OWNER: Senior Management.
PROCESS DESCRIPTION: Process to review the status and effectiveness of the
quality management system.
PROCESS INPUT: Process measurement data, customer feedback, internal audit
results, status of corrective and preventive actions, follow-up actions from previous
meetings, recommended improvements.
KEY ACTIONS: Review information provided, determine actions to be taken, update
meeting schedule, and create minutes of meeting.
PROCESS MEASUREMENT: Effectiveness of Management Review is measured by
level of customer satisfaction, improvement activities, achieving objectives and
maintaining TS16949
OUTPUT/RECORD: Meeting minute’s system improvements, resources required
product improvements.
LINKED PROCESSES: Continual Improvement, Corrective & Preventive Action,
Internal Audit and Training.
9. PROCESS NAME: Corrective Action.
PROCESS OWNER: Management Representative.
PROCESS DESCRIPTION: Actions taken to identify and eliminate root cause of
non-conformance.
PROCESS INPUT: Process data, customer feedback, non-conformance report,
records, documents.
KEY ACTIONS: Understand non-conformance, interview process owner and other
interested parties, determine cause of non-conformance, implement actions to
eliminate cause.
PROCESS MEASUREMENT: Effectiveness of Corrective Actions is measured by
verification via internal audits, reduction of similar incidents and customer
feedback/satisfaction.
OUTPUT/RECORD: Completion of CAR, actions to be implemented, processes
changed.
LINKED PROCESSES: Internal Audit, Preventive Action, and Management Review.
10.
PROCESS NAME: Preventive Action.
PROCESS OWNER: Process Owner/ Management Representative.
PROCESS DESCRIPTION: Process used to monitor system to determine if a
potential product/process non-conformance will occur if no action is taken.
PROCESS INPUT: Process measurement information, documents, instructions,
FMEA's, error-proofing activity and contingency planning.
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KEY ACTIONS: Monitor process measurements, process parameters, determine
potential non-conformance root cause, develop action plan to eliminate potential nonconformance, determine outcome, standardise change in process.
PROCESS MEASUREMENT: Effectiveness of Preventive Action is measured by
continual improvement i.e. reduction of similar incidents changes to QMS, FMEA's
and internal audit verification/follow up activity.
OUTPUT/RECORD: Process Change, preventive action report.
LINKED PROCESSES: Management Review, Corrective Action, and Continual
Improvement.
11. PROCESS NAME: Continual Improvement.
PROCESS OWNER: Senior Management.
PROCESS DESCRIPTION: Process used to monitor system to determine non valueadded activity. Method used to decrease internal costs.
PROCESS INPUT: Process measurement information, documents, instructions,
benchmarking activity, employee suggestions.
KEY ACTIONS: Monitor process measurements, process parameters, determine
non-value added activity, small steps of improvement, breakthrough improvement.
PROCESS MEASUREMENT: Effectiveness of Continuous Improvement is measured
by the reduction of costs, complaints, increase in customer satisfaction and meeting
quality objectives/targets.
OUTPUT/RECORD: Process change, continual improvement report, and prioritised
reduction plans, quality plans and error proofing activity.
LINKED PROCESSES: Management review, all other processes
12.
PROCESS NAME: Purchasing
PROCESS OWNER: Purchasing Assistant / Production Controller
PROCESS DESCRIPTION: Process of sourcing component materials & consumable
items to meet customer orders and manufacture product.
PROCESS INPUT: Customer order, production schedule, inventory management
system stock levels, resource identified by managers and internal requisition.
KEY ACTIONS: Establish source for material, match requisition requirements to
source, get best price/quality of service, schedule material deliveries in order to
manufacture to customer schedules.
PROCESS MEASUREMENT: Effectiveness of Purchasing is measured by the ability
of the supplier's capability, to deliver on time quality products at the right price
OUTPUT/RECORD: Purchase order sent to supplier, supplier assessment, supplier
questionnaire, approved suppliers list, delivery of material or resource item, reject
notes for non-conforming materials.
LINKED PROCESSES: Goods In, Contract Review, Supplier Performance and
Inspection & Testing.
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13.
PROCESS NAME: Customer Satisfaction
PROCESS OWNER: Senior Management / Quality Manager
PROCESS DESCRIPTION: This process is used to assess and measure the
performance of CSL by enhancing customer satisfaction.
PROCESS INPUT: Customer complaints, delivery performance reports, returned
product, customer survey sent out, customer web site links, customers own rating,
verbal comments.
KEY ACTIONS: To set criteria for customer satisfaction measurement, identify
customer requirements and expectations for quality and satisfaction. Monitor
critical customer satisfaction issues and provide feedback measurement of
performance improvement over time.
PROCESS MEASUREMENT: Effectiveness of Customer Satisfaction is measured by
the decline of complaints and higher ratings from our customers, new business from
satisfied customers or the loss of business from poor satisfaction.
OUTPUT/RECORD: Customer survey analysis, continual improvement plans, customer
visits reports.
LINKED PROCESSES: Contract Review, Corrective Action, Preventive Action,
Delivery Performance, Training, Manufacturing, Management Review and Continual
Improvement
14. PROCESS NAME: Training
PROCESS OWNER: Department Manager, Supervisors & Human Resources
PROCESS DESCRIPTION: Process used to ensure that the training needs of all
employees are identified. To demonstrate that training has been planned, provided,
evaluated and documented to determine competency of personnel performing work
affecting product quality.
PROCESS INPUT: New employee starts, change to manufacturing process or
equipment, appraisal/evaluation identifies employees training needs, operator audit
shows need for training.
KEY ACTIONS: Maintain departmental employee training records, train employee
when changes to processes are made, evaluate employee competency levels, provide
external training for statutory training needs, identify resources required to train
employees.
PROCESS MEASUREMENT: Effectiveness of Training to be measured by decrease
of concerns during random operator audits, reduction of customer returns and
internal CAR’s due to operator errors.
OUTPUT/RECORD: Training record, certificates gained, appraisal record, CAR’s,
customer returns record.
LINKED PROCESSES: Manufacturing, Management Responsibilities and Continual
Improvement.
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15. PROCESS NAME: Advanced Quality Planning
PROCESS OWNER: Project Leader / APQ Team
PROCESS DESCRIPTION: Process that identifies the expectations and processes
for product quality planning throughout the product lifecycle, to ensure customer
requirements have been met.
PROCESS INPUT: New enquiry comes in, customer requests design or process
change, change of supplier is required and as part of cost reduction activities.
KEY ACTIONS: To address all customer requirements, significant characteristics,
resolve any issues with customer/suppliers, communicate details of changes to
relevant staff, determine feasibility and costs.
PROCESS MEASUREMENT: Effectiveness can be measured by the number of new
enquiries have been dealt with and lead to production, the time taken to implement
engineering changes reduces and the customers rejection of submitted PPAP/RFQ
OUTPUT/RECORD: Team feasibility commitment, enquiry record, PPAP records,
project files, CAR’s raised, project timing plans, capability studies and meeting
minutes.
LINKED PROCESSES: Contract Review, Customer Satisfaction & Concerns,
Manufacturing.
16. PROCESS NAME: Manufacturing
PROCESS OWNER: Works, Engineering & Quality Manager’s
PROCESS DESCRIPTION: This process defines how new jobs get to production
stage and that the controls and documentation required have been provided to meet
customer requirements and reduce the risk of producing non-conforming parts.
PROCESS INPUT: Customer order, new work accepted, APQP planning outputs
identify need for changes, new tooling or changes to current practices identified.
KEY ACTIONS: Identify tooling requirements, equipment, produce and validate
samples parts, approve tooling, develop process routing, identify manufacturing
processes that need operator instructions, conduct capability studies, produce
control plans, write and approve instructions or update existing ones, conduct first
piece approvals, verify job set-up, authorise production.
PROCESS MEASUREMENT: Effectiveness can be measured by SPC charts
performance trends, reduction in non-conforming parts, continuous improvement
actions, internal CAR’s linked to manufacturing.
OUTPUT/RECORD: Control plans, OQI’s, tooling records, FMEA’s, first off samples
& records, PPAP submissions.
LINKED PROCESSES: Contract Review, Training, Management Review, Continual
Improvement, and APQP.
Release Date: - 28/06/2016
Date Printed: - 28/06/2016 20:09:00
Page 15 of 16
CSL Management System Policy Manual
PROCEDURAL REFERENCES
Advanced Quality Planning
Management Responsibilities
Internal Audits
Control of Documents
Corrective Action & Problem Solving
Customer Concerns & Satisfaction
Inspection & Testing
Inspection Equipment Control, Maintenance & Calibration
Laboratory Testing (Internal/External)
Measurement Systems Development & Qualification
Preventive Action
Quality System Effectiveness & Continuous Improvement
Statistical Methods
Contract Review
Manufacturing Process Management
Production Equipment Maintenance
Control of Product
Part Approval Process
Inventory Management
Suppliers & Purchasing
Tooling Management
Training Needs
Personnel Job Responsibilities
CSP-002
CSP-003
CSP-004
CSP-005
CSP-010
CSP-011
CSP-015
CSP-016
CSP-017
CSP-018
CSP-020
CSP-021
CSP-022
CSP-023
CSP-027
CSP-029
CSP-030
CSP-032
CSP-035
CSP-037
CSP-039
CSP-040
CSI-008-HR
GLOSSARY
EDMS  Electronic Document Management System
PROCESS  Set of interrelated activities which transforms inputs into outputs.
ASN  Advanced Shipping Notice
QMS  Quality Management System
RFQ  Request For Quote
APPENDICES
Organisation Chart
Personnel Index
Interaction of Core Processes
CSL Contacts List
CSF-001a
CSF-001b
CSR-0092
N/A
Release Date: - 28/06/2016
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Date Printed: - 28/06/2016 20:09:00