ISO 9001:2015 | ISO 14001:2015 | ISO 45001:2018
PROCESS
PRO-90-01 | REV01 | DECEMBER 2022
Performance Evaluation
Analysis and evaluation of the data collected are critical to making sure the SHEQ processes are functioning as per the ISO and company
requirements. This analysis is an important part of the process. if it is not done, then data is collected for no reason, which is an expense
that will do no good for the SHEQ system.
Landline +27 11 422 3000
Fax: 086 651 4022
vee-jays@mweb.co.za
3 Toronto Street, Apex, Benoni 1501
-26.183499310865372, 28.3477829590301
www.vee-jays.co.za
Psalm 37:4 - Delight yourself in the Lord and He will give you the desires of your heart.
Integrated System PROCESS
DOCUMENT INFORMATION
Title
Performance Evaluation Process
Description
The Performance Evaluation Process will assist the company in meeting the requirements of Clause 9 of the
ISO 45001:2018, ISO 14001:2015 and ISO 9001:2015 International Standards.
Performance evaluation is the critical Check step in the Plan-Do-Check-Act (PDCA) cycle that the ISO
Standards are based on, and it is only through this step that you can determine if the SHEQ System is
functioning properly, or if changes are needed to meet the requirements.
Of course, we want to measure our performance to know how well we’re doing. If we don’t measure
how things are going, we run the risk of experiencing ‘unplanned results. Never a good thing, unless
the results are better than we had planned for.
First, take a page from John Seddon’s playbook and make sure that you are taking measurements in these 4
broad areas. 1. Customer Satisfaction, 2. Organizational Capacity, 3. Process Performance and 4. System
Performance. This will lay a foundation for a measurement program. Remember that people will pay
attention to what’s being measured, so choose your measurements carefully and evaluate the risk of
creating unwanted focus and unusual behaviours. For example, if you reward regional managers for having
‘no nonconformities’ then that’s what will happen, they will be hidden, ignored, or called something else. If,
on the other hand, we set rewards for ‘system improvement’ then those dreaded NCs will become nuggets
of gold.
Status
☐ New Document
Approval Authority
Richard and Adrian Van Heerden (Co-Chief executive officers)
Responsible Officer
Mike Greyling (Operations Manager)
Effective Date
January 2023
Date of Next Review
December 2025
 Review of Existing Document
DOCUMENT HISTORY
This document is NOT controlled in printed format. Consult the latest Master Document Register to verify the latest revision.
Rev
Date
Author Initials
Brief Change Description
00
Oct19
R Van Heerden
Initial issue, as required by ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018.
01
Dec22
R & A Van Heerden
Complete review and change of look and feel.
APPROVAL
Development & Administration
Approval
Approval
ISO Coordinator
Co-Chief executive officer
Co-Chief executive officer
MIKE GREYLING
ADRIAN VAN HEERDEN
RICHARD VAN HEERDEN
Mike
Adrian
Richard
MISSION, VISION, AND VALUES
MISSION: Creating a sustainable mining and engineering service.
VISION: A strong, sustainable, and leading mining and engineering service.
VALUES: Quality of services, the safety of people, sustainability, and customer satisfaction.
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Integrated System PROCESS
TABLE OF CONTENTS
DOCUMENT INFORMATION ........................................................................................................................... 2
DOCUMENT HISTORY .................................................................................................................................... 2
APPROVAL .................................................................................................................................................... 2
MISSION, VISION, AND VALUES ..................................................................................................................... 2
TABLE OF CONTENTS ..................................................................................................................................... 3
1.
PURPOSE & SCOPE.................................................................................................................................. 4
2.
REFERENCES ........................................................................................................................................... 4
3.
TERMS & DEFINITIONS ............................................................................................................................ 4
4.
ROLES & RESPONSIBILITIES ..................................................................................................................... 4
5.
PROCESS - MONITORING & MEASUREMENT ............................................................................................ 5
6.
7.
8.
9.
5.1
Monitoring and Measurement ....................................................................................................................5
5.2
Analysis and Evaluation ...............................................................................................................................5
PROCESS - CUSTOMER SATISFACTION ..................................................................................................... 6
6.1
Enhancing and Maintaining Customer Satisfaction ....................................................................................6
6.2
Customer Complaints ..................................................................................................................................6
PROCESS - INTERNAL AUDITS .................................................................................................................. 7
7.1
Internal Audits .............................................................................................................................................7
7.2
Audit Scheduling & Conducting ...................................................................................................................7
7.3
Auditors .......................................................................................................................................................7
PROCESS - MANAGEMENT REVIEW ......................................................................................................... 7
8.1
Frequency and Elements of Management Review......................................................................................7
8.2
Reporting .....................................................................................................................................................8
RETAINED DOCUMENTED INFORMATION ................................................................................................ 8
10. PROCESS-SPECIFIC FORM TEMPLATES ..................................................................................................... 8
END OF PROCESS DOCUMENT........................................................................................................................ 8
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Integrated System PROCESS
1.
PURPOSE & SCOPE
The process aims to define the performance evaluation process used by Vee-Jays during the establishment of its products
and services per the requirements of the ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018 International Standards.
The document applies to Vee-Jays Mining & Engineering Supplies Offices and Workshop and its employees.
2.
REFERENCES
SHEQ Manual.
ISO 45001:2018 Clause 9.0.
ISO 14001:2015 Clause 9.0.
ISO 9001:2015 Clause 9.0.
3.
TERMS & DEFINITIONS
The definitions in the subscribed standards will apply.
The following additional definitions and abbreviations are process-specific: -
4.
3.1
Monitoring - This is the supervising of activities in progress to ensure they are on course and scheduled in meeting
the objectives and performance targets.
3.2
Measuring - This is the extent, dimensions, quantity, etc., of something, ascertained especially by comparison with
a standard.
3.3
Analysis - It is a systematic examination and evaluation of data or information, by breaking it into its parts to
uncover their interrelationships.
3.4
Evaluation - is a systematic determination of a subject's merit, worth and significance, using criteria responsive to
a set of standards.
3.5
Customer Satisfaction - A customer's opinion of the degree to which a transaction has met the customer's needs
and/or expectations.
3.6
Audit - A structured, planned, independent and objective evaluation of the integrity of the QMS based on the
criteria defined in the purpose.
3.7
Auditor - A competent person trained in the required skills of auditing and capable of independent judgement
based on objective evidence.
3.8
Management Review - A process to evaluate the overall effectiveness of an organisation's management system
and to identify improvement opportunities. These reviews are carried out by the organisation's top management
at appropriate intervals.
ROLES & RESPONSIBILITIES
4.1
Chief executive officer - for the approval of this document and overseeing the implementation thereof within the
company through the structure of Officers.
4.2
Officers (or Designee) - implementing this process in their area of responsibility.
4.3
ISO Coordinator - responsible for: a)
Maintaining and updating this process as required.
b) Coordinating and delivering training required.
c)
Assisting workplaces in complying with this process.
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Integrated System PROCESS
5.
PROCESS - MONITORING & MEASUREMENT
5.1
Monitoring and Measurement
a)
The company to determine: i)
What needs to be monitored and measured?
ii)
Methods for monitoring, measurement, analysis and evaluation, to ensure valid results.
iii)
When the monitoring and measuring shall be performed.
iv)
How the results from monitoring and measurement shall be analysed and evaluated.
b) Additionally, the company to: -
c)
i)
Take action, when necessary, to address adverse trends or results before a non-conformity occurs.
ii)
Include the documenting of information to track performance, relevant operational controls, and
conformance with the organisation’s objectives and targets.
iii)
Identify lessons learned from each event and feed the acquired knowledge into the planning and
delivery of future events/event-related activities to improve its event sustainability performance:
this information should be made available to interested parties.
The table below outlines the re-active and pro-active key performance indicators: KPI
5.2
FREQUENCY
OBJECTIVE
METRIC
>10
Quarterly
Obtain new business through tendering or
quotation
Quantity tenders or quotations
>50%
Quarterly
<10%
Quarterly
>2
Quarterly
No of tenders vs. success rate
Retain and develop key human resources
Employee turnover
Employee training
Maintain and improve the company’s
financial stability
18%
Quarterly
EBIT
25%
Quarterly
85%
Quarterly
<3
Quarterly
>9
Quarterly
0
Quarterly
Fatal Injury Frequency Rate (FIFR)
<2
Quarterly
Lost-time Injury Frequency Rate (LTIFR)
<4
Quarterly
Total Injury Frequency Rate (TIFR)
<10t
Quarterly
Waste disposed
<??kWh
Quarterly
Electricity usage
<5
Quarterly
EBITA
Create a hazard-free working environment
by measuring SHEQ key performance
indicators and compliance with legal and
other requirements
Customer satisfaction surveys
Customer complaints
Customer referrals
Compliance nonconformities
Ensure operations comply with customer
requirements and lead times
<15
Quarterly
Out-of-specification measurements
<5
Quarterly
Corrective Action Requests (CAR)
<5
Quarterly
Unexpected breakdowns (technical
faults)
0
Quarterly
Out-of-stock materials
<3
Quarterly
Stock turnover
<2%
Quarterly
Physical vs theoretical stock count
Analysis and Evaluation
a)
In all performance areas tracked by the company, the overall goal is for improvement over time.
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Integrated System PROCESS
b) The company will analyse and evaluate appropriate data and information arising from monitoring and
measurement.
c)
6.
The results of this analysis shall be used to evaluate: i)
Conformity of services.
ii)
The degree of customer satisfaction.
iii)
The performance and effectiveness of this QMS.
iv)
The effectiveness of actions taken to address risks and opportunities.
v)
The performance of external providers.
vi)
The need for improvement of this QMS.
PROCESS - CUSTOMER SATISFACTION
6.1
Enhancing and Maintaining Customer Satisfaction
a)
Data related to customer satisfaction is to be gathered using: i)
Customer satisfaction surveys.
ii)
Enquiry during meetings.
iii)
Telephonic conversations.
iv)
E-mail responses.
v)
Meeting reports.
vi)
Field and service reports, and
vii)
Customer complaints, returns or warranty claims.
b) Meetings with the customer are a good platform to obtain customer satisfaction or complaints. Any feedback
or complaints are to be handled as described within this process.
c)
Management to determine the number of times customer feedback or satisfaction surveys are required. i.e.
at the delivery of work, etc.
d) In some cases, the ISO Coordinator is to forward an electronic Customer Satisfaction Survey form to the
customer with a request that the survey is returned to the company upon completion.
e)
6.2
If there is a problem with the delivery of work assignment requirements or, if the customer indicates his or
her dissatisfaction with the way a work assignment is handled, the ISO Coordinator is to interview the
customer in person to record what problems were encountered, to co-ordinate any corrective action that
may be required and to identify opportunities for improvement.
Customer Complaints
a)
Recording Complaints
i)
A Customer Complaint Register is to be maintained. Once a problem has been confirmed as a
customer complaint, a Corrective Action Request (CAR) Form is to be generated and processed.
ii)
The request is to be used to collate all correspondence and corrective actions regarding the
complaint.
iii)
The company ISO Coordinator shall handle all quality-related complaints.
iv)
Commercial and operational-related complaints are to be handled by the CEO.
b) Complaints Investigating, Analysing and Reporting
i)
The CEO is to appoint individuals to investigate complaints of a serious nature.
ii)
The person investigating the complaint shall complete a CAR and attach any relevant information
about the complaint or subsequent investigation.
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Integrated System PROCESS
7.
iii)
Upon completion of the investigation, the relevant documentation is to be filed in the QMS Filing
System files.
iv)
The status of complaints and any trends are to be evaluated and acted upon every month, with a
collaborative review at annual Management Review Meetings.
PROCESS - INTERNAL AUDITS
7.1
Internal Audits
a)
The following audits/evaluations will be conducted by the company: i)
SHEQ System Compliance Audits (Annual), and
ii)
Legal Compliance Assessments (Annual)
b) Internal compliance audits/evaluations are performed using pre-establish protocols.
c)
In evaluating compliance, the ISO Coordinator is to consider whether the company has established successful
control mechanisms that can effectively detect and prevent compliance deviations and that the processes
have been effectively implemented.
d) Additional compliance evaluations may be conducted by external parties at the discretion of the CEO.
7.2
Audit Scheduling & Conducting
a)
At the beginning of every year, the ISO Coordinator is to draw up an audit schedule for the workplace.
b) The QMS department is the contact and facilitator for the assessment, coordinating the schedule, and
ensuring facilities, documents, and personnel are available as necessary to make the process efficient.
c)
The criteria for performing audits/evaluations include the results of past compliance evaluations, routine
inspections, and corrective action reports.
d) Audit findings are to be listed in an Action Plan. The action plan is to be used to manage and track the
correction of findings and recommendations.
7.3
e)
An audit report is generated as a record of the assessment.
f)
Audit results are distributed to the CEO.
Auditors
a)
8.
Vee-Jays is making use of an external provider to perform internal audits on their behalf.
PROCESS - MANAGEMENT REVIEW
8.1
Frequency and Elements of Management Review
a)
Management review meetings will be conducted at least annually, however, it is up to the members to decide
to have them more often.
b) At a minimum, each management review meeting to consider the following: i)
Results of Audits/Evaluations,
ii)
Communication,
iii)
QMS Process Performance,
iv)
Non-conformity, Corrective Actions and Cost of Non-conformity,
v)
Changes or Changing Circumstances,
vi)
Objectives Achievements,
vii)
Recommendations for Improvement
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Integrated System PROCESS
c)
Minutes of the management reviews are to be documented by the ISO Coordinator or designee and will
include, at a minimum the list of attendees, a summary of key issues discussed and any action items arising
from the meeting.
d) A copy of the meeting minutes is to be distributed to attendees. A copy of the meeting minutes will be
retained on file by the ISO Coordinator.
e)
8.2
An action plan will be created with specific due dates of actions arising from the review.
Reporting
a)
The results of performance measurement and the effectiveness of the company QMS shall be summarized in
quarterly management reports.
b) Reports generally consist of data analysis, data visualisation and written account of monitoring and
measurement activities.
9.
RETAINED DOCUMENTED INFORMATION
Evaluation of Compliance Reports
List of Trained & Certified Auditors
Internal Audit Schedule
Internal Audit Reports
Internal Audit Action Plan
Management Review Agenda
Management Review Minutes
Management Review Action Plan
10.
PROCESS-SPECIFIC FORM TEMPLATES
Template PRO-90-01-F01- Customer Satisfaction Analysis
Template PRO-90-01-F02 - Customer Satisfaction Survey Form
Template PRO-90-01-F03 - Customer Complaint Register
Template PRO-90-01-F04 - Internal Audit/Evaluation of Compliance Schedule
Template PRO-90-01-F05 - Management Review Agenda & Minutes
END OF PROCESS DOCUMENT
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