02. Quality Planning Procedure 1.0
PURPOSE
1.1
To establish a procedure for quality planning including how planning is done and linkages to organizational structure and quality objectives.
2.0
RESPONSIBILITY
2.1
The Management Representative is responsible for administering this procedure.
2.2
Top Management is responsible for implementing this procedure.
3.0
CRITERIA
3.1
Planned achievement of organizational objectives including the use of key metrics
3.2
Understanding the quality policy in the Quality Manual and the linkages to the key objectives
4.0
PROCESS
4.1
Quality Planning
4.1.1
The Management Representative (MR) reviews and implements change to the quality management system (quality planning) as appropriate. Typically, this review is part of the Management Review Procedure. However, specific reviews may be implemented at any time as required to implement new processes (e.g. new products or customer requirements) or resources (e.g. new equipment and/or personnel) or requirements (e.g. changes to standards and legal requirements). Where new processes are required, Top Management will ensure the development of procedures and/or work instructions as appropriate, and add these to the QMS.
4.1.2
Typical inputs to the planning process can include:
4.1.3
i
Needs and expectations of the customers and other interested parties;
ii
Performance of the products;
iii
Performance of the quality management system;
iv
Lessons learned from previous experience;
v
Opportunities for improvement; and
vi
Risk assessment and mitigation.
Typical outputs from the planning process can identify:
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02. Quality Planning Procedure i
Responsibility and authority for the improvement plans;
ii
Skills and resources needed;
iii
Improvement approaches, methodology and tools;
iv
Resources required;
v
Alternative planning needs;
vi
Measurement systems and indicators for performance achievement;
vii Needs for documentation and records. The diagram below shows the checklist for planning a new process: Inputs • What initiates the process? • What inputs are required – data and/or materials? • How are the inputs received, where from and are they fit for purpose?
Outputs • What product or service is produced? • Are there measures for the process? • Is there any internal / external customer feedback? • How are any “unplanned” products such as scrap and waste dealt with?
Process • What are the process steps? • Is the process documented? • Are any documents or records created? • Are controls or checks applied? Resources • Are the human and facility resources adequate? • Is equipment suitable, calibrated and maintained? • Are the operators competent and suitably trained?
Controls • Is the process defined? Who is responsible? • Are there any legal / regulatory requirements? • Are the customer requirements defined? • Are the product / service requirements defined? • What are the objectives and acceptance criteria?
Effectiveness of Process • What is the purpose of the process? • How does it affect the customer? • How does it affect existing processes?
• What is the affect on the quality objectives? • Where might failures of this process be identified? • Do outputs meet planned requirements?
4.2
Commitment, Organization & Communication
4.2.1
The organization chart is kept on the computer system by the MR.
4.2.2
Top management is defined on the organization chart.
4.2.3
The Management Representative is nominated by Top Management and is identified on the Organization chart.
4.2.4
In the absence of a member of management, Top Management may assume those responsibilities or temporarily appoint a replacement.
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02. Quality Planning Procedure 4.2.5
Top Management provides its commitment to the development and implementation of the Quality Management System by ensuring that appropriate resources and communication processes exist within the organization to determine and meet customer, statutory and regulatory requirements. The aim is to enhance customer satisfaction and continually improve the effectiveness of the quality management system. Typically this communication includes: i
Internal Manager meetings every 3 months to review sales targets, bonus and other issues
ii
VP Sales & Marketing meets with each Field Sales every quarter to review targets and results
iii
Regular communication (e.g. memos, e-mails and notes on the MCI System) to senior managers to communicate: • Results of management reviews (including resource needs) • Sales instructions • Changes to Suppliers / Manufacturers • Process changes, e.g. as a result of CPARs • Customer complaints • Other issues
4.3
Customer Satisfaction Measures
4.3.1
Sales Managers are continually assessing customer satisfaction through normal sales communication. These managers will issue a CPAR if the customer feedback requires.
4.3.2
The management review allows a more formal review of feedback from customers (positive feedback and complaints) and other interested parties including information relating to customer perception of whether the organization has met customer requirements. Measures might include: i
Number and type of customer complaints (and compliments)
ii
Number of RMAs and other issues
4.3.3
Top Management may also organize a Customer Satisfaction Survey (see forms) to customers. The survey may be administered in a convenient medium (e.g. by mail, electronically or verbally). The results of the survey will be analyzed and action taken to correct any trends or poor results. A CPAR will be issued if necessary.
4.4
Quality Objectives
4.4.1
The Organizational Quality Objectives are provided below:
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02. Quality Planning Procedure Objective Increase customer satisfaction Reduce controllable errors Meet Customer delivery requirements Increasing profit 4.4.2
5.0
Top Management determines criteria and methods needed to ensure that both the operation and control of their processes are effective. Managers may develop further metrics (and goals) as in-process and end-process metrics to measure issues of importance and to improve effectiveness. These may be added to the Management Review. Such measures might include: i
Quote analysis for win-loss of orders
ii
Vendor analysis for on-time deliveries
iii
Inventory levels and turnover
iv
Sales analysis e.g. • Bookings report for each sales person analyzed by customer and by supplier • Sales report for each sales territory analyzed by customer and by supplier • Quote activity – e.g. comparative activity of existing customers and new customers
QUALITY RECORDS
Record Name Organization Chart
6.0
Responsible Person Management Rep
Location
Index method
computer
By rev Date
Minimum Retention Until Superseded
Change History
Revision Date Level 1
Goal Zero shipping errors Zero order processing errors Zero delays Increase sales Increase average margin
20 Oct 04
Description of Change Initial Release
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