Draft Quality Manual

Related To:

Related Department: 

QA & QD

Issue no: 

01

Approved By: 

C.E.O

 

TABLE OF CONTENTS

1.0         Welcome to Jazaa Foods Pvt. Ltd. 5

2.0         JFL Who We Are. 5

2.1         Determining Our Strategic Direction. 5

2.2         Scope of the Management System.. 6

2.2.1          Scope Statement. 6

2.2.2          Facilities within the Scope. 6

2.2.3          Permissible Exclusions. 6

2.2.4          Scope of the Quality Manual 7

3.0         Quality Policy. 8

4.0         Management System Structure and Controls. 9

4.1         Process Approach. 9

4.1.1          Process Identification. 9

4.1.2          Process Controls & Objectives. 9

4.1.3          Outsourced Processes. 10

4.2         Documentation & Records. 11

4.2.1          General 11

4.2.2          Control of Documents. 11

4.2.3          Control of Records. 11

4.3         Change Management. 12

4.4         Risks and Opportunities. 12

5.0         Management & Leadership. 12

5.1         Management Leadership and Commitment. 12

5.2         Customer Focus. 13

5.3         Quality Policy. 13

5.4         Organizational Roles Responsibilities & Authorities. 13

5.5         Internal Communication. 14

5.6         Management Review.. 14

6.0         Resources. 15

6.1         Provision of Resources. 15

6.2         Human Resources. 15

6.3         Infrastructure. 15

6.4         Work Environment. 16

6.5         Organizational Knowledge. 16

7.0         Operation. 17

7.1         Operational Planning and Control 17

7.2         Customer-Related Activities. 17

7.2.1          Capture of Customer Requirements. 17

7.2.2          Review of Customer Requirements. 17

7.2.3          Customer Communication. 17

7.3         Design and Development. 18

7.4         Purchasing. 18

7.5         Provision of Rice Dealer/Trader. 19

7.5.1          Control of Provision of Rice Dealer/Trader. 19

7.5.2          Identification and Traceability. 19

7.5.3          Property Belonging to Third Parties. 20

7.5.4          Preservation. 20

7.5.5          Post-Delivery Activities. 20

7.5.6          Process Change Control 20

7.5.7          Measurement and Release of Rice Dealer/Trader. 20

7.5.8          Control of Nonconforming Outputs. 21

8.0         Improvement. 21

8.1         General 21

8.2         Customer Satisfaction. 21

8.3         Internal Audit. 22

8.4         Corrective Action. 22

Appendix A:     Overall Process Sequence & Interaction. 23

Appendix B:      ISO 9001:2015 Cross Reference. 24

Appendix C:     Organizational Chart. 27

Appendix D:      Departmental Chart. 28

 

 

Rev.	Nature of changes	Approval	Date
[Rev Number]	Original release.	[Quality Manual Approver Name]	[Date of Issue]

 

 

Jazaa Foods Pvt. Ltd.’s nature of business is Food Related and is a  firm established in 2015 as a provider of Rice Dealer/Trader to the Local & Export markets, which demand high quality and leading edge goods and services as well as on time delivery.
Our company owner is Mr. Muhammad Ali/ CEO

 

2.1         Determining Our Strategic Direction

Jazaa Foods Pvt. Ltd. (JFL) has reviewed and analysed key aspects of itself and its stakeholders to determine the strategic direction of the company. This involves:

·         Understanding our core products and services, and scope of management system (see 2.2 below).

·         Identifying “interested parties” (stakeholders) who receive our Rice Dealer/Trader, or who may be impacted by them, or those parties who may otherwise have a significant interest in our company. These parties are identified in the document Context of the Org Procedure.

·         Understanding internal and external issues that are of concern to JFL and its interested parties; also identified in the document Context of the Org Procedure. Many such issues are identified through an analysis of risks facing either JFL or the interested parties. Such issues are monitored and updated as appropriate, and discussed as part of management reviews.

This information is then used by senior management to determine the company’s strategic direction. This is defined in records of management review, and periodically updated as conditions and situations change.

 

2.2         Scope of the Management System

2.2.1         Scope Statement

Based on an analysis of the above issues of concern, interests of stakeholders, and in consideration of its products and services, JFL has determined the scope of the management system as follows:

Processing and Export of Rice (Rice Dealer/Trader)

2.2.2         Facilities within the Scope

(If more than one site)

The quality system applies to all processes, activities, and employees of the following locations within the company:

 

Office number: 401, 4th Floor, Techno City Office, Tower, Hasrat Mohani Road, Karachi, Pakistan.

Site 2 Address

 

(If single site)

The quality system applies to all processes, activities and employees within the company. The facility is located at: Office number: 401, 4th Floor, Techno City Office Tower, Hasrat Mohani Road, Karachi, Pakistan.

2.2.3         Permissible Exclusions

(If exclusions)

The following clauses of ISO 9001 were determined to be not applicable to JFL

ISO 9001:2015 Clause Ref.	Statement of Non-Applicability
8.3 Design and development of products and services	Jazaa foods is not responsible for design of products as defined in the scope. We works to the customer requirements only.

 

(If no exclusions)

The company claims no exclusions from the ISO 9001 standard.

(Optional: site exclusion table)

The following sites are excluded from the company quality system at this time; in the future, these may be incorporated into the company QMS, and this manual will be updated accordingly.

Site 1 Address

Site 2 Address

 

2.2.4         Scope of the Quality Manual

This manual is prepared for the purpose of defining the company’s interpretations of the ISO 9001:2015 international standard, as well as to demonstrate how the company complies with that standard.

This manual does not strictly follow the numbering structure of ISO 9001. Instead, Appendix B presents a cross reference between the sections of this manual and the clauses of ISO 9001:2015.

This manual presents “Notes” which are used to define how JFL has tailored its management system to suit its purposes. These are intended to clarify implementation approaches and interpretations for concepts which are not otherwise clearly defined in ISO 9001:2015. Notes appear in italics, with gray background.

Where subordinate or supporting documentation is reference in this manual, these are indicated by bold italics.

 

 

The Quality Policy of JFL is as follows:

“"In Jazaa Foods (Pvt) Ltd, our main policy is to produce products, To fully satisfy customer needs, with continuous improvement tools, on time, in desired quality, with full participation of our employees, with minimum cost and with minimum waste to environment while complying with the legal regulations.
As a supplier of food products, we have a responsibility to identify the hazards that endanger the food safety and human health. We always aim to terminate these risks or minimize them to acceptable or at least to the legal limits.
To meet our customer’s food safety and quality expectations and to do better than this, we constantly review ourselves with continuous improvement and team work culture. We produce our goods as we are going to consume them. We always analyze our processes in accordance with the HACCP system considering that the ISO 9001:2015 and the HACCP systems are complement parts of each other.
"”

 

Approved by: Muhammad Ali

CEO

 

 

4.1         Process Approach

4.1.1         Process Identification

JFL has adopted a process approach for its management system. By identifying the top-level processes within the company, and then managing each of these discretely, this reduces the potential for nonconforming Rice Dealer/Trader discovered during final processes or after delivery. Instead, nonconformities and risks are identified in real time, by actions taken within each of the top-level processes.

Note: not all activities are considered “processes” – the term “process” in this context indicates the activity has been elevated to a higher level of control and management oversight. The controls indicated herein are applicable only to the top-level processes identified.

The following top-level processes have been identified for JFL

• Processing and Export of Rice

Each process may be supported by other activities, such as tasks or sub-processes. Monitoring and control of top level processes ensures effective implementation and control of all subordinate tasks or sub-processes.

Each top-level process has a Process Definition document which defines:

·         applicable inputs and outputs

·         process owner(s)

·         applicable responsibilities and authorities

·         applicable risks and opportunities

·         critical and supporting resources

·         criteria and methods employed to ensure the effectiveness of the process

·         quality objectives related to that process

The sequence of interaction of these processes is illustrated in Appendix A.

Note: Appendix A represents the typical sequence of processes, and may be altered depending on customer or regulatory requirements at the job or contract level, as needed.

4.1.2         Process Controls & Objectives

Each process has at least one objective established for it; this is a statement of the intent of the process. Each objective is then supported by at least one “metric” or key performance indicator (KPI) which is then measured to determine the process’ ability to meet the quality objective.

Note: some processes have multiple objectives and multiple metrics. This is determined by the nature of the process, it’s impact on Rice Dealer/Trader, and associated risks.

Note: Whereas ISO 9001 discusses process measurements and “quality objectives” as separate concepts, JFL combines them; i.e., quality objectives are used to control the processes. Additional objectives for Rice Dealer/Trader may be assigned, but these will also be used to measure process effectiveness.

Throughout the year, metrics data is measured and gathered by process owners or other assigned managers, in order to present the data to Steering Committee, which is composed of following members:

• C.E.O;Director;GM Export;GM Sales & Marketing & Commercial;QA Officer

The data is then analyzed by Steering Committee in order that Steering Committee may set goals and make adjustments for the purposes of long-term continual improvement.

The specific quality objectives for each process are defined in the applicable Process Definition Document.

Metrics, along with current standings and goals for each objective, are recorded in records of management review.

When a process does not meet a goal, or an unexpected problem is encountered with a process, the corrective and preventive action process is implemented to research and resolve the issue. In addition, opportunities for improvement are sought and implemented, for the identified processes.

4.1.3         Outsourced Processes

Any process performed by a third party is considered an “outsourced process” and must be controlled, as well. The company’s outsourced processes, and the control methods implemented for each, are defined in Outsourced Processes Procedure.

The type and extent of control to be applied to the outsourced process take into consideration:

1. the potential impact of the outsourced process on the company’s capability to provide product that conforms to requirements,
2. the degree to which the control for the process is shared,
3. the capability of achieving the necessary control through the purchasing contract requirements.

4.2         Documentation & Records

4.2.1         General

The management system documentation includes both documents and records.

Note: the ISO 9001:2015 standard uses the term “documented information”; JFL does not use this term, but instead relies on the terms “document” and “record” to avoid confusion. In this context the terms are defined by JFL as:

• Document – written information used to describe how an activity is done.
• Record – captured evidence of an activity having been done.

Documents and records undergo different controls as defined herein.

The extent of the management system documentation has been developed based on the following:

1. The size of JFL
2. Complexity and interaction of the processes
3. Risks and opportunities
4. Competence of personnel

4.2.2         Control of Documents

Documents required for the management system are controlled in accordance with procedure Control of Documents Procedure. The purpose of document control is to ensure that staff has access to the latest, approved information, and to restrict the use of obsolete information.

All documented procedures are established, documented, implemented and maintained. 

4.2.3         Control of Records

A documented procedure Control of Records Procedure has been established to define the controls needed for the identification, storage, retrieval, protection, retention time, and disposition of quality records.  This procedure also defines the methods for controlling records that are created by and/or retained by suppliers.

These controls are applicable to those records which provide evidence of conformance to requirements; this may be evidence of Rice Dealer/Trader requirements, contractual requirements, procedural requirements, or statutory/regulatory compliance. In addition, quality records include any records which provide evidence of the effective operation of the management system.

4.3         Change Management

When JFL determines the need for changes to the management system or its processes, these changes planned, implemented, and then verified for effectiveness; see the document Change Management Procedure.

Documents are changed in accordance with Control of Documents Procedure.

4.4         Risks and Opportunities

Note: JFL deviates slightly from the approach towards risk and opportunity presented in ISO 9001. Instead, JFL views “uncertainty” as neutral, but defines “risk” as a negative effect of uncertainty, and “opportunity” as a positive effect of uncertainty. JFL has elected to manage risks and opportunities separately, except where they may overlap. Formal risk management may not be utilized in all instances; instead, the level of risk assessment, analysis, treatment and recordkeeping will be performed to the level deemed appropriate for each circumstance or application.

JFL considers risks and opportunities when taking actions within the management system, as well as when implementing or improving the management system; likewise, these are considered relative to products and services. Risks and opportunities are identified as part of the “Context of the Organization Exercise” defined in Context of the Org Procedure as well as throughout all other activities of the QMS.

Risks and opportunities are managed in accordance with the document Risk Management Procedure. This procedure defines how risks are managed in order to minimize their likelihood and impact, and how opportunities are managed to improve their likelihood and benefit.

 

5.1         Management Leadership and Commitment

Steering Committee of JFL provides evidence of its leadership and commitment to the development and implementation of the management system and continually improving its effectiveness by: (See Annex “C” Organizational Chart & Annex “D” Departmental Chart)

1. taking accountability of the effectiveness of the management system;
2. ensuring that the Quality Policy and quality objectives are established for the management system and are compatible with the strategic direction and the context of the organization;
3. ensuring that the quality policy is communicated, understood and applied within the organization;
4. ensuring the integration of the management system requirements into the organization’s other business processes, as deemed appropriate (see note);
5. promoting awareness of the process approach;
6. ensuring that the resources needed for the management system are available;
7. communicating the importance of effective quality management and of conforming to the management system requirements;
8. ensuring that the management system achieves its intended results;
9. engaging, directing and supporting persons to contribute to the effectiveness of the management system;
10. promoting continual improvement;
11. supporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility.

Note: “business processes” such as accounting, employee benefits management and legal activities are out of scope of the QMS.

5.2         Customer Focus

Steering Committee of JFL adopts a customer-first approach which ensures that customer needs and expectations are determined, converted into requirements and are met with the aim of enhancing customer satisfaction.

This is accomplished by assuring:

1. customer and applicable statutory and regulatory requirements are determined, understood and consistently met;
2. the risks and opportunities that can affect conformity of products and services and the ability to enhance customer satisfaction are determined and addressed;
3. the focus on enhancing customer satisfaction is maintained.

5.3         Quality Policy

Steering Committee has developed the Quality Policy, defined in section 3.0 above, that governs day-to-day operations to ensure quality.

The Quality Policy is released as a standalone document as well, and is communicated and implemented throughout the organization.

5.4         Organizational Roles Responsibilities & Authorities

Steering Committee has assigned responsibilities and authorities for all relevant roles in the company. These are communicated through the combination of the Organizational Chart and Job Description’s.

The Steering Committee  accepts responsibility and authority for:

1. ensuring that the management system conforms to applicable standards;
2. ensuring that the processes are delivering their intended outputs;
3. reporting on the performance of the management system;
4. providing opportunities for improvement for the management system;
5. ensuring the promotion of customer focus throughout the organization;
6. ensuring that the integrity of the management system is maintained when changes are planned and implemented.

5.5         Internal Communication

Steering Committee of JFL ensures internal communication takes place regarding the effectiveness of the management system. Internal communication methods include (modify as appropriate):

1. use of corrective and preventive action  processes to report nonconformities or suggestions for improvement
2. use of the results of analysis of data
3. meetings (periodic, scheduled and/or unscheduled) to discuss aspects of the QMS
4. Email;Phone/SMS
5.  Steering Committee’s “open door” policy which allows any employee access to Steering Committee for discussions on improving the quality system

5.6         Management Review

The Steering Committee reviews the management system, at planned intervals, to ensure its continuing suitability, adequacy and effectiveness. The review includes assessing opportunities for improvement, and the need for changes to the management system, including the Quality Policy and quality objectives.

Management review frequency, agenda (inputs), outputs, required members, actions taken and other review requirements are defined in the documented Management Review Procedure.

Records from management reviews are maintained.

 

6.1         Provision of Resources

JFL determines and provides the resources needed:

1. to implement and maintain the management system and continually improve its effectiveness
2.  to enhance customer satisfaction by meeting customer requirements

Resource allocation is done with consideration of the capability and constraints on existing internal resources, as well as needs related to supplier expectations.

Resources and resource allocation are assessed during management reviews.

6.2         Human Resources

Senior management ensures that it provides sufficient staffing for the effective operation of the management system, as well its identified processes.

Staff members performing work affecting product quality are competent on the basis of appropriate education, training, skills and experience. Documented in Training Procedure, defines these activities in detail.

Training and subsequent communication ensures that staffs are aware of:

1. the quality policy;
2. relevant quality objectives;
3. their contribution to the effectiveness of the management system, including the benefits of improved performance;
4. the implications of not conforming with the management system requirements.

Note: the management system does not include other aspects of Human Resources management, such as payroll, benefits, insurance, labor relations or disciplinary actions.

6.3         Infrastructure

JFL determines, provides and maintains the infrastructure needed to achieve conformity to product requirements.  Infrastructure includes, as applicable:

1. buildings, workspace and associated facilities;
2. process equipment, hardware and software;
3. supporting services such as transport;
4. information and communication technology.

Equipment is validated per the Equipment Validation Procedure and maintained per Preventive Maintenance Procedure

Where equipment is used for critical measurement activities, such as inspection and testing, these shall be subject to control and either calibration or verification; see the Calibration Procedure.

Note: Calibration and measurement traceability is not employed for all measurement devices. Instead, JFL determines which devices will be subject to calibration based on its processes, products and services, or in order to comply with specifications or requirements. These decisions are also based on the importance of a measurement, and considerations of risk.

6.4         Work Environment

JFL provides a clean, safe and well-lit working environment.  The Steering Committee of JFL manages the work environment needed to achieve conformity to product requirements.  Specific environmental requirements for products are determined during quality planning and are documented in subordinate procedures, work instructions, or job documentation. Where special work environments have been implemented, these shall also be maintained per 6.3 above.

Human factors are considered to the extent that they directly impact on the quality of Rice Dealer/Trader.

Note: Social, psychological and safety aspects of the work environment are managed through activities outside of the scope of the management system. Only work environment aspects which can directly affect process efficiency or product and service quality are managed through the management system.

6.5         Organizational Knowledge

JFL also determines the knowledge necessary for the operation of its processes and to achieve conformity of products and services. This may include knowledge and information obtained from:

1. internal sources, such as lessons learned, feedback from subject matter experts, and/or intellectual property;
2. external sources such as standards, academia, conferences, and/or information gathered from customers or suppliers.

This knowledge shall be maintained, and made available to the extent necessary.

When addressing changing needs and trends, JFL shall consider its current knowledge and determine how to acquire or access the necessary additional knowledge.

7.1         Operational Planning and Control

JFL plans and develops the processes needed for product realization.  Planning of product realization is consistent with the requirements of the other processes of the management system. Such planning considers the information related to the context of the organization (see section 2.0 above), current resources and capabilities, as well as product and service requirements.

Changes to operational processes are done in accordance with the document Change Management Procedure.

7.2         Customer-Related Activities

7.2.1         Capture of Customer Requirements

During the intake of new business JFL captures:

1. requirements specified by the customer, including the requirements for delivery and post-delivery activities;
2. requirements not stated by the customer but necessary for specified or intended use, where known
3. statutory and regulatory requirements related to the product;
4. any additional requirements determined byJFL.

These activities are defined in greater detail in the Quoting and Orders Procedure.

7.2.2         Review of Customer Requirements

Once requirements are captured, JFL reviews the requirements prior to its commitment to supply the Rice Dealer/Trader This review ensures that:

1. product requirements are defined,
2. contract or order requirements differing from those previously expressed are resolved,
3. the organization has the ability to meet the defined requirements, and/or the claims for the products and services it offers, and
4. risks have been identified and considered.

These activities are defined in greater detail in the procedure Quoting and Orders Procedure.

7.2.3         Customer Communication

JFL has implemented effective communication with customers in relation to:

1. providing information relating to products and services;
2. handling enquiries, contracts or orders, including changes;
3. obtaining customer feedback relating to products and services, including customer complaints;
4. handling or controlling customer property;
5. establishing specific requirements for contingency actions, when relevant.

7.3         Design and Development

For new designs and for significant design changes, JFL ensures the translation of customer needs and requirements into detailed design outputs. These address performance, reliability, maintainability, testability, and safety issues, as well as regulatory and statutory requirements.

This process ensures:

1. Design planning is conducted
2. Design inputs (requirements) are captured
3. Design outputs are created under controlled conditions
4. Design reviews, verification and validation are conducted
5. Design changes are made in a controlled manner.

These activities are further defined in the document Design & Development Procedure.

7.4         Purchasing

JFL ensures that purchased Rice Dealer/Trader conform to specified purchase requirements. The type and extent of control applied to the supplier and the purchased product is dependent on the effect on subsequent product realization or the final product.

JFL evaluates and selects suppliers based on their ability to supply product and service in accordance with the organization's requirements. Criteria for selection, evaluation and re-evaluation are established.  

Purchases are made via the release of formal purchase orders and/or contracts which clearly describe what is being purchased. Received Rice Dealer/Trader are then verified against requirements to ensure satisfaction of requirements. Suppliers who do not providing conforming Rice Dealer/Trader(s) may be requested to conduct formal corrective action.

These activities are further defined in the documents Purchasing Procedure and Receiving Procedure.

7.5         Provision of Rice Dealer/Trader

7.5.1         Control of Provision of Rice Dealer/Trader

To control its provision of Rice Dealer/TraderJFL considers, as applicable, the following:

1. the availability of documents or records that define the characteristics of the Rice Dealer/Trader as well as the results to be achieved;
2. the availability and use of suitable monitoring and measuring resources;
3. the implementation of monitoring and measurement activities;
4. the use of suitable infrastructure and environment;
5. the appointment of competent persons, including any required qualifications;
6. the implementation of actions to prevent human error;
7. the implementation of release, delivery and post-delivery activities.

If no in-house special processes, but some done by suppliers:

At this time, JFL does not utilize any in-house “special processes” where the result of the process cannot be verified by subsequent monitoring or measurement.  Any such special processes are sent to outside suppliers, and controlled and an outsourced process per Outsourced Processes Title.

If there are in-house special processes:

JFL utilizes some “special processes” where the result of the process cannot be verified by subsequent monitoring or measurement.  The special processes in use and the methods of validation of each are defined in the document Special Process.

7.5.2         Identification and Traceability

Where appropriate, JFL identifies its Rice Dealer/Trader or other critical process outputs by suitable means. Such identification includes the status of the Rice Dealer/Trader’s with respect to monitoring and measurement requirements. Unless otherwise indicated as nonconforming, pending inspection or disposition, or some other similar identifier, all Rice Dealer/Trader(s) shall be considered conforming and suitable for use.

If unique traceability is required by contract, regulatory, or other established requirement, JFL controls and records the unique identification of the Rice Dealer/Trader

The documented procedure Identification & Traceability Procedure defines these methods in detail.

7.5.3         Property Belonging to Third Parties

JFL exercises care with customer or supplier property while it is under the organization’s control or being used by the organization.  Upon receipt, such property is identified, verified, protected and safeguarded. If any such property is lost, damaged or otherwise found to be unsuitable for use, this is reported to the customer or supplier and records maintained.

For customer intellectual property, including customer furnished data used for design, production and/or inspection, this is identified by customer and maintained and preserved to prevent accidental loss, damage or inappropriate use.

This activity is defined in greater detail in the document Customer Property Procedure.

7.5.4         Preservation

JFL preserves conformity of product or other process outputs during internal processing and delivery.  This preservation includes identification, handling, packaging, storage, and protection. Preservation also applies to the constituent parts of a product.

The documented procedure Preservation Procedure defines the methods for preservation of product.

7.5.5         Post-Delivery Activities

As applicable, JFL conducts the following activities which are considered “post-delivery activities”:

• Inspection

Post-delivery activities are conducted in compliance with the management system defined herein.

7.5.6         Process Change Control

JFL reviews and controls both planned and unplanned changes to processes to the extent necessary to ensure continuing conformity with all requirements.

Process change management is defined in the document Change Management Procedure.

7.5.7         Measurement and Release of Rice Dealer/Trader

Acceptance criteria for Rice Dealer/Trader are defined in appropriate subordinate documentation. Reviews, inspections and tests are conducted at appropriate stages to verify that the product and service requirements have been met. This is done before Rice Dealer/Traderare released or services are delivered.

Each process utilizes different methods for measuring and releasing Rice Dealer/Trader. These methods are defined in Process Definition Documents.

7.5.8         Control of Nonconforming Outputs

JFL ensures that Rice Dealer/Trader or other process outputs that do not conform to their requirements are identified and controlled to prevent their unintended use or delivery.

The controls for such nonconformances are defined in Control of NCP Procedure and Control of Nonconforming Service Procedure. ß delete whichever do not apply.

 

8.1         General

JFL uses the management system to improve its processes, products and services. Such improvements aim to address the needs and expectations of customers as well as other interested parties, to the extent possible.

Improvement shall be driven by an analysis of data related to:

The results of analysis shall be used to evaluate:

1. conformity of products and services;
2. the degree of customer satisfaction;
3. the performance and effectiveness of the management system;
4. the effectiveness of planning;
5. the effectiveness of actions taken to address risks and opportunities;
6. the performance of external providers;
7. other improvements to the management system.

8.2         Customer Satisfaction

As one of the measurements of the performance of the management system, JFL monitors information relating to customer perception as to whether the organization has met customer requirements. The methods for obtaining and using this information include:

·         EDIT LIST AS NEEDED

·         recording customer complaints

·         product rejections or returns

·         repeat orders for product

·         changing volume of orders for product

·         trends in on-time delivery

·         obtain customer scorecards from certain customers

·         submittal of customer satisfaction surveys

The corrective and preventive action system shall be used to develop and implement plans for customer satisfaction improvement that address deficiencies identified by these evaluations, and assess the effectiveness of the results.

8.3         Internal Audit

JFL conducts internal audits at planned intervals to determine whether the management system conforms to contractual and regulatory, ISO 9001, and to management system requirements. Audits also seek to ensure that the management system has been effectively implemented and is maintained.

These activities are defined in the document Internal Auditing Procedure.

8.4         Corrective Action

JFL takes corrective action to eliminate the cause of nonconformity in order to prevent recurrence.  Likewise, the company takes preventive action to eliminate the causes of potential nonconformities in order to prevent their occurrence.

These activities are done through the use of the formal Corrective Action Request (CAR Form) system, and are defined in the document Corrective Action System Procedure.          

 

 

 

 

 

 

 

 

 

ISO 9001:2015 Clause	Section in Manual
4.0 Context of the Organization (all)
4.1 Understanding the Organization & Its Context	2.1 Determining Our Strategic Direction
4.2 Understanding the needs & expectations of interested parties	2.0 Who We Are
4.3 Determining the scope of the QMS	2.2 Scope of the Management System
4.4 Management system and its processes	4.1 Process Approach
5.0 Leadership
5.1 Leadership & Commitment	5.1 Management Leadership and Commitment
5.1.1 General	5.1 Management Leadership and Commitment
5.1.2 Customer focus	5.2 Customer Focus
5.2 Policy	3.0 Quality Policy 5.3 Quality Policy
5.3 Organizational Roles Responsibilities and Authorities	5.4 Organizational Roles and Responsibilities and Authorities
6.0 Planning
6.1 Actions to address risks and opportunities	4.4 Risks and Opportunities
6.2 Quality objectives and planning to achieve them	4.1.2 Process Controls & Objectives
6.3 Planning of changes	4.3 Change Management
7.0 Support
7.1 Resources
7.1.1 General	6.1 Provision of Resources
7.1.2 People	6.2 Human Resources
7.1.3 Infrastructure	6.3 Infrastructure
7.1.4 Environment for the operation of processes	6.4 Work Environment
7.1.5 Monitoring and measuring resources	6.3 Infrastructure
7.1.6 Organizational knowledge	6.5 Organizational Knowledge
7.2 Competence	6.2 Human Resources
7.3 Awareness	5.5 Internal Communication
7.4 Communication	5.5 Internal Communication
7.5 Documented information	4.2 Documentation & Records
8.0 Operation
8.1 Operational planning and control	7.1 Operational Planning and Control
8.2 Requirements for products and services
8.2.1 Customer communication	7.2.3 Customer Communication
8.2.2 Determining the requirements related to products & services	7.2.1 Capture of Customer Requirements
8.2.3 Review of requirements related to products & services	7.2.2 Review of Customer Requirements
8.2.4 Changes to requirements for products and services	7.2.2 Review of Customer Requirements
8.3 Design and development of products and services	7.3 Design and Development
8.4 Control of externally provided processes, products & services	7.4 Purchasing
8.5 Production and service provision
8.5.1 Control of production and service provision	7.5.1 Control of Provision of Rice Dealer/Trader
8.5.2 Identification and traceability	7.5.2 Identification and Traceability
8.5.3 Property belonging to customers or external providers	7.5.3 Property Belonging to Third Parties
8.5.4 Preservation	7.5.4 Preservation
8.5.5 Post-delivery activities	7.5.5 Post-Delivery Activities
8.5.6 Control of changes	7.5.6 Process Change Control
8.6 Release of products and services	7.5.7 Measurement and Release of Rice Dealer/Trader
8.7 Control of nonconforming outputs	7.5.8 Control of Nonconforming Outputs
9.0 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.1 General	8.1 Improvement: General
9.1.2 Customer satisfaction	8.2 Customer Satisfaction
9.1.3 Analysis and evaluation	8.1 Improvement: General
9.2 Internal audit	8.3 Internal Audit
9.3 Management review	5.6 Management Review
10.0 Improvement
10.1 General	8.1 Improvement: General
10.2 Nonconformity and corrective action	8.4 Corrective and Preventive Action
10.3 Continual improvement	8.1 Improvement: General

 

 

 

 

 

Document Distributed To: 

Fahad Zafar Baloch