Automotive Quality Systems Handbook Episode 14 pptx

l Preparing the annual audit programl The selection of auditors and team leader if necessary l Planning audits of each type l Conducting the audit Figure 17.1 Clause relationships with t

ty system The requirements do not apply to audits of suppliers or subcontractors as theyare covered in clause 4.6 of the standard.

The purpose of quality audits is to establish, by an unbiased means, factual information

on quality performance Quality audits are the measurement component of the qualitysystem Having established a quality system it is necessary to install measures that willinform management whether the system is being effective Installing any system withoutsome means of being able to verify whether it is doing its intended job is a waste of timeand effort – hence the importance of the internal audit requirement Audits gather facts,they should not change the performance of what is being measured and should always

be performed by someone who has no responsibility for what is being measured Auditsshould not be performed to find faults, to apportion blame, or to investigate problems;other techniques should be used for these purposes Further guidance is provided in theISO 9000 Quality System Assessment Handbook and in ISO 10011

The requirements in element 4.17 are linked with other elements of the standard evenwhen there is no cross reference This relationship is illustrated in Figure 17.1

l Preparing the annual audit program

l The selection of auditors and team leader if necessary

l Planning audits of each type

l Conducting the audit

Figure 17.1 Clause relationships with the internal quality audit element

PREPARE SYSTEM AUDIT SCHEDULE (4.17.1)

SELECT AUDITORS (4.17.1)

PLAN SYSTEM AUDIT (4.17.1)

CONDUCT SYSTEM AUDIT (4.17.1)

REPORT AUDIT (4.17.1)

QUALITY RECORDS (4.16)

CORRECTIVE ACTION (4.14.2.1) SCHEDULE FOLLOW-UP AUDITS (4.17.1)

MANAGEMENT REVIEW (4.1.3)

PREPARE PROCESS AUDIT SCHEDULE (4.17.1)

SELECT AUDITORS (4.17.1)

PLAN PROCESS AUDIT (4.17.2.3)

CONDUCT PROCESS AUDIT (4.17.2.3)

Figure 17.2 Internal quality system audit process

PREPARE/UPDATE ANNUAL AUDIT PROGRAM

VERIFY EFFECTIVENESS

EFFECTIVE? No

CLOSE REPORT Yes RECORDS CONTROL

SCHEDULE NEXT AUDIT

QUALITY SYSTEM MAINTENANCE

VERIFY ACTION

ACTION COMPLETE?

Yes

ESCALATE TO HIGHER MANAGEMENT REASON VALID?

SET NEW TARGET DATE

No

Yes

No

l Recording observations

l Determining corrective actions

l Reporting audit findings

l Implementing corrective actions

l Confirming the effectiveness of corrective actions

l The forms on which you plan the audit

l The forms on which you record the observations and corrective actions

l Any warning notices you send out of impending audits, overdue corrective actions,escalation actions

The system audit process is shown in Figure 17.2 Certain activities such as the openingand closing meeting have been omitted for clarity because they are not always neededfor internal audits The product audit process would be somewhat different but the prin-ciples would be the same Further guidance on the conduct of audits can be found inAppendix C

The audit program (4.17.1)

The standard requires audits to be planned but does not specify whether it is the systemthat should be planned or whether it is individual audits that should be planned Theoverall plan is in fact a program because this should have dates on which the audits are

to be conducted There is no requirement for audits to be comprehensive; however,planned audits may not be comprehensive and comprehensive audits may not beplanned, so there is a need to ensure that the audit program covers all aspects of thequality system in all areas where it is to be employed The coverage of the audit pro-gram should be designed so that it obtains sufficient confidence in operations to be able

to declare that the system is effective There may be a need for different types of auditprograms depending on whether the audits are of the quality system, processes, prod-ucts, or services The audit program should be presented as a calendar chart showingwhere and when the audits will take place

All audits should be conducted against a standard for the performance being measured.Examinations without such a standard are surveys, not audits Audits can also be con-ducted against contracts, project plans, specifications – in fact any document with whichthe organization has declared it will comply The standard now requires system audits to

be conducted to verify compliance with ISO/TS 16949 and any other system ments

require-An audit of one procedure or requirement of the standard in one area only will not beconclusive evidence of compliance if the same procedures and requirements are alsoapplicable to other areas Where operations are under different managers but perform-ing similar functions you cannot rely on the evidence from only one area – managementstyles, commitment, and priorities will differ In order to ensure that your audit program

is comprehensive you will need to draw up a matrix showing what policies, procedures,standards, etc apply to which areas of the organization The program also has to includeshift working so your auditors need to be very flexible One audit per year covering 10%

of the quality system in 10% of the organization is hardly comprehensive However,there are cases where such an approach is valid If sufficient confidence has beenacquired after conducting a comprehensive series of audits over some time, the auditprogram can be adjusted so that it targets only those areas where change is most likely,auditing more stable areas less frequently

Procedures will contain many provisions, not all of which may be susceptible to cation at the time of the audit This may be due either to time constraints or to work forwhich the provisions apply not being scheduled It is therefore necessary to record whichaspects have or have not been audited and engineer the program so that over a one tothree year cycle all procedures and all requirements are audited in all areas at least once

verifi-Planning quality audits

The detail plan for each audit may include dates if it is to cover several days but themain substance of the plan will be what is to be audited, against what requirements, and

by whom At the detail level, the specific requirements to be checked should be fied based upon risks, past performance, and when it was last checked Overall plansare best presented as program charts and detail plans as checklists Audit planning shouldnot be taken lightly Audits require effort from auditees as well as the auditor so a well-planned audit designed to discover pertinent facts quickly is far better than a ramblingaudit which jumps from area to area looking at this or that without any obvious direction.Although checklists may be considered a plan, in the context of an audit they should beconsidered only as an aid to allow the auditor to follow trails that may lead to the dis-covery of pertinent facts However, there is little point in drawing up a checklist thenputting it aside The checklist should represent the minimum aspects to be checked sothat following the audit you have evidence indicating:

identi-l Which activities were compliant

l Which activities did not comply

l Which activities were not checked

Verifying compliance with planned arrangements (4.17.1)

The standard requires the supplier to carry out audits to verify whether quality activitiesand related results comply with planned arrangements

The term quality activities is not defined in ISO 8402 and while it may seem obvious itcan create confusion If we list all the activities which can affect quality, we could say thatthese are all quality activities But many of these are also design, purchasing, manufac-turing, and installing activities Can they also be quality activities? Quality activities arenot restricted to the activities of the quality department or other similar departments.The only clue in the standard as to what quality activities are is in clause 4.1.2.1 where

it requires the responsibility of all personnel who manage, perform, and verify workaffecting quality to be defined So a quality activity is any activity that affects the ability

of a product or service to satisfy stated or implied needs

The related results are the results produced by implementing the policies and dures They include documents, decisions, products, and services It is not enough forinternal audits to verify that procedures are being followed They need to verify whetherthe outputs of these procedures comply with the prescribed requirements

proce-Planned arrangements is another unusual term, especially when throughout the dard the terms documented quality system and documented procedures have beenused However, so that audits are not restricted to documented procedures and policies,the term planned arrangement has been used It encompasses contracts, specifications,plans, objectives, strategies – in fact any arrangement made by the organization to sat-isfy customer needs You therefore need to define what constitutes your plannedarrangements

stan-One aspect often overlooked in carrying out audits is the working environment Theworking environment becomes important when it can affect the product – such as clean-liness in the microelectronics and coatings industries

However, there are aspects which directly affect the product such as handling, ness, temperature, etc and those that indirectly affect the product such as lighting,housekeeping, ventilation, etc If the personnel cannot see, or become dizzy throughfumes, then the product may be damaged or nonconforming product may be released

cleanli-If personnel could be injured and blood drip onto the product then obviously this needs

to be prevented The methods used to provide a safe and suitable working environmentshould be a part of your planned arrangements and be included in your audit checklists.The scope of the working environment should not be limited to manufacturing areas butinclude the working environment in the marketing, design, purchasing, quality assur-

ance departments, etc In these areas there may be an indirect effect on product

quali-ty if we take into account noise, housekeeping, and staff discipline It is difficult toconcentrate and make the right decisions when the working area is noisy and other col-leagues cause distraction

Audits can take several forms:

l The system audit: to verify that the quality system complies with the appropriatepart of ISO 9000 The system audit is a composite of a documentation audit andimplementation audit (see below) This is now required in ISO/TS 16949 clause4.17.2.2 VDA 6.1 provides general guidance and VDA 6.2 addresses services

l The strategic quality audit: to verify that the strategic plans of the organizationaddress specified legal, environmental, safety, and market quality requirements

l The policy audit: to verify that the documented policies promulgate the ments of the standard and the objectives of the business

require-l The organization audit: to verify that the organization is equipped and resourced toimplement the policies and achieve the stated objectives

l The documentation audit: to verify that the documented practices implement theapproved policies and the relevant requirements of the standard

l The implementation audit: to verify that the documented practices are being lowed and that there are no undocumented practices employed that affect quality.This can be divided into two parts, one addressing upper management and theirimplementation of the strategic plans and one addressing staff and their implemen-tation of the procedures

fol-l The process audit: to verify that the result-producing processes control products andservice within the defined limits This is now required in ISO/TS 16949 clause4.17.2.3 VDA 6.3 provides guidance

l The product or service audit: to verify that the resultant products and services meetthe prescribed requirements This is now required in ISO/TS 16949 clause 4.17.2.4.VDA 6.5 provides guidance

Determining the effectiveness of the system (4.17.1)

The standard requires the supplier to carry out audits to determine the effectiveness ofthe system

Even when you have verified that policies are being met, documented procedures areimplementing policies, and these procedures are being implemented etc., you need ameans of determining whether the system is being effective You could be doing every-thing you say you will do but still not be satisfying customers

The requirement is also somewhat duplicated in clause 4.1.3 on management reviews.You are required to conduct management reviews to ensure quality system effectivenessand conduct internal quality audits to determine the effectiveness of the system It wouldappear that the audit collects the evidence and the review ensures that it is collected.There are two dimensions to effectiveness: the results gained by measuring effectivenessand the effectiveness of the method used to determine the results There are severalmethods which can be used to determine the effectiveness of the quality system:

be providing management with knowledge they don’t possess, not telling them whatthey already know as a fact The audit and not the customer should be the first to revealany problems If audits only report historic facts they are ineffective If having conduct-

ed an audit, problems are later revealed which were clearly present when the audit wasconducted, the audit has not been effective If subsequent audits reveal facts that shouldhave been detected during previous audits, measures should be taken to adjust theauditing method or the audit plan

Effectiveness is concerned with doing the right things rather than with doing things right

So if the system enabled management to stop the development of products for whichthere was no requirement, discover a potential safety problem, anticipate customerneeds ahead of the competition, cut waste by 50%, successfully defend a product

liability claim, meet all the delivery targets agreed with the customer, you would bly say that the system was pretty effective If on the other hand the system allowed theshipment of defective products every day, lost one in three customers, allowed the devel-opment of unsafe products to reach the market, or the failure of a revolutionary powerplant, you would probably say that the system was pretty ineffective So the first thingyou need to do is establish what you want the quality system to do, because without ayardstick as a measure, you can’t determine whether the system is effective or not Manysystems are only designed to meet the standard with the result that you can deliverdefective product providing you also deliver some which are not defective The standardcannot and should not tell you what targets to meet; that is why you need to define yourquality objectives (see Part 2 Chapter 1) and use performance monitoring as a means

proba-of determining whether these objectives are being achieved One measure proba-of quality isthe cost of nonconformance

In order to discover whether you are doing the right things a measure of the distribution

of effort would help If you are spending 50% of the effort on appraisal and correctiveactivities, clearly your operations are not effective or efficient Quality costs can helpreveal this data and while it should not be used as a measure of absolute costs, it doeshelp in determining whether there have been improvements if you take measurementsbefore and after the introduction of change So while not a requirement, it can beargued that quality costs should be used as one of the methods of determining the effec-tiveness of the quality system

Scheduling quality audits (4.17.1)

The standard requires the supplier to schedule audits on the basis of the status andimportance of the activity

Status of the activity

Status has three meanings in this context: the first to do with the relative position of theactivity in the scheme of things; the second to do with the maturity of the activities; andthe third to do with the performance of activities There is little point in conducting in-depth audits on activities that add least value There is also little point auditing activitiesthat have only just commenced You need objective evidence of compliance and thatmay take some time to be collected Where the results of previous audits have revealed

a higher than average performance in any area (such as zero nonconformities on morethan two occasions), the frequency of audits may be reduced However, where theresults indicate a lower than average performance (such as a much higher than averagenumber of nonconformities), the frequency of audits should be increased

Importance of the activity

On the importance of the activity, you need to establish to whom is it important: to thecustomer, the managing director, the public, your immediate superior? You also need toestablish the importance of the activity upon the effect of noncompliance with theplanned arrangements For example, not ordering the correct grade of steel may onlydelay fabrication if you are lucky but, if not detected in time, may result in the compo-nent failing in service Getting the purchase specification correct is important so thisactivity should be audited

Importance also applies to what may appear minor decisions in the planning or designphase If such decisions are incorrect they could result in major problems downstream

If not detected, getting the decimal place wrong or the units of measure wrong can havesevere consequences Audits should verify that the appropriate controls are in place todetect such errors before it is too late

Previously on the subject of the comprehensiveness of audits, it was suggested that youensure all procedures and policies are verified in all areas at least once every one to threeyears The status and importance of the activities will determine whether the audit isscheduled once a month, once a year, or left for three years

The independence of auditors (4.17.1)

The standard requires that internal quality audits be carried out by personnel pendent of those having direct responsibility for the activity being audited

inde-By being independent of the audited activities, the auditor is unaware of the pressures,the excuses, the informal instructions handed down and can examine operations objec-tively without bias and without fear of reprisals It is for this reason that it was consideredappropriate for the auditor to have no direct responsibility for the work being audited:i.e audits carried out by a manager, supervisor, or foreman of his/her own department

or section do not qualify as internal quality audits in ISO 9001:1994 However, they willqualify under ISO 9000:2000

To ensure their independence, auditors need not be placed in separate organizations.Although it is quite common for quality auditors to reside in a quality department it is

by no means essential There are several solutions to retaining impartiality:

l Auditors can be from the same department as the activities being audited,

provid-ed they are not responsible for the activities being auditprovid-ed

l Separate independent quality audit departments could be set up, staffed withtrained auditors.

l Implementation audits could be carried out by trained line personnel supervised by

an experienced quality auditor

You can show compliance with this requirement by defining where the auditors fit intothe organization by means of an organization chart and by giving position titles in thereports of the audit

As internal audits can comprise documentation audits, implementation audits, productaudits, process audits, etc., it is not necessary to train everyone assigned to carry outaudits in the auditing techniques defined in ISO 10011 This is one of the ambiguities

in the series of standards The term quality audit is defined in such a way that passes all types of audit and yet ISO 10011 only applies to quality system audits wherethe objective evidence is obtained through interviewing personnel When conductingproduct audits, knowledge and skill in reading specifications, planning tests, setting upand operating test and measuring equipment is more relevant In fact the audits maywell be carried out by an accredited test laboratory

encom-Reporting the results of audits (4.17.1)

The standard requires the results of the audits to be recorded and brought to the tion of the personnel having responsibility in the area audited

atten-Audits of practice against procedure or policy should be recorded as they are observedand you can either do this in note form to be written up later or directly onto observa-tion forms especially designed for the purpose Some auditors prefer to fill in the formsafter the audit and others during the audit The weakness with the former approach isthat there may be some dispute as to the facts if presented some time later It is there-fore safer to get the auditee’s endorsement to the facts at the time they are observed Inother types of audits there may not be an auditee present Audits of procedure againstpolicy can be carried out at a desk You can check whether the documents of the qual-ity system satisfy all the clauses of the standard at a desk without walking around thesite, but you can’t check whether the system is documented unless you examine theoperations in practice There may be many activities which make the system work thatare not documented

The audit report should state the results of the audit, what was found compliant as well

as what was found noncompliant

As the use of computer networks become more widespread, auditing the practice againstprocedure will be possible without leaving your desk and can be carried out without theauditee knowing.

Whichever the approach, the report should be presented to the manager of the areaaudited; if several managers are affected, the report should also be presented to themanager above them However, audit reports should not be issued to a person’s man-ager without their knowledge and agreement

Taking timely corrective action (4.17.1)

The standard requires the management personnel responsible for the area to take

time-ly corrective action on the deficiencies found during the audit

Unless the auditee is someone with responsibility for taking the corrective action, theauditee’s manager should determine the corrective actions required If the actionrequired is outside that manager’s responsibility, the manager and not the auditor shouldseek out the appropriate authority and secure a corrective action proposal Your policymanual should stipulate management’s responsibility for taking timely corrective actionand define what timely means Timely to one person may be untimely to another Thestandard should require timely and effective corrective action in order to yield the rightresult The standard does not actually require that corrective actions be proposed andtarget dates set for their completion Even clause 4.14 does not require corrective actionproposals to be recorded but these omissions should not be cause for inaction In reali-

ty the manager responsible should:

l Take remedial action to correct the particular nonconformity

l Search for other examples of nonconformity and to establish how widespread theproblem is

l Establish the root cause of the nonconformity and prevent its recurrence

A proposed corrective action may not remove the noncompliance, it may be a palliativeleaving the problem to recur again at some future time Target dates should be agreedfor all corrective actions and the dates should be met as evidence of commitment Thirdparty auditors will search your records for this evidence so impress on your managersthe importance of honoring their commitments The target dates also have to match themagnitude of the deficiencies Small deficiencies which can be corrected in minutesshould be dealt with at the time of the audit otherwise they will linger on as sores andshow a lack of discipline Others which may take 10-15 minutes should be dealt with

within a day or so Big problems may need months to resolve and require an trated program to be implemented The corrective action in all cases when implementedshould remove the problem, i.e restore compliance A corrective action should not belimited to generating another form or procedure as it can be rejected by another man-ager, thereby leaving the deficiency unresolved.

The auditor who carries out the follow-up audit need not be the same as carried out theinitial audit In fact there is some merit in using different auditors in order to calibrate theauditors

When all the agreed nonconformities have been eliminated the audit report can beclosed The audit remains incomplete until all actions have been verified as being com-pleted Should any corrective action not be carried out by the agreed date, the auditorneeds to make a judgement as to whether it is reasonable to set a new date or to esca-late the slippage to higher management For minor problems, when there are moreurgent priorities facing the managers, setting a new date may be prudent However, youshould not do this more than once Not meeting the agreed completion date is indica-tive either of a lack of commitment or incompetent estimation of time and both indicatethat there may well be a more deep-rooted problem to be resolved

Auditor qualification (4.17.3)

The standard requires the supplier to comply with customer requirements for internalsystem and process auditor qualification

Customers are likely to require internal auditors to at least have taken an InternalAuditor Training Course that meets the requirements of ISO 10011 but are unlikely torequire Lead Auditor Registration VDA 6.3 on Process audits requires the auditor tohave at least two years’ practical experience in process management in the automotiveindustry and to have performed at least three process audits with the support of a tech-nical expert from the process area.

For product audits VDA 6 lists several technical and human characteristics of the tor:

audi-l Knowledge of the purpose of the product audit

l Product and quality specific knowledge

l Use of inspection, measuring, and test specifications

l Mastery of inspection, measuring, and test techniques

l Knowledge of handling of nonconformities

l Practical experience in manufacturing

l Knowledge of production processes and of their application

l Knowledge of and access to information about customer expectations

Task list

1 Decide on the scope of the audit program.

2 Produce an annual audit program.

3 Devise a method of determining when parts of the system were last audited.

4 Decide on the types of audits to be conducted and the level of staff to conduct them.

5 Determine the standards against which the organization is to be audited.

6Train your quality auditors to a defined standard and train sufficient auditors to enable your program to be met.

7 Use auditing as a means of familiarizing staff with the operations of the organization.

8 Allocate trained auditors to the program.

9 Plan individual audits.

10 Produce audit procedures that cover products, processes, and organizations.

11 Provide forms for recording observations, recommendations, and corrective actions.

12 Conduct the audits to the defined plan and procedure with a clear objective.

13 Record the results of audits, both noncompliances and compliances.

14 Devise a means of tracking the status of corrective actions.

15 Provide a means for linking the corrective actions arising from audits to tation changes, organization changes, process changes, design changes, etc.

documen-16Assess audit data periodically and determine the effectiveness of auditing.

17 Provide for changing audit methods and training should auditing be not as effective

Internal quality audits questionnaire

1 In which documents have you defined your procedures for planning and menting internal quality audits?

imple-2 How do you verify whether quality activities and related results comply with planned arrangements?

3 How do you determine the effectiveness of the quality system?

4 Which documents constitute the internal quality audit plans?

5 How do you ensure that audits are scheduled on the basis of the status and tance of the activity to be audited?

impor-6How do you ensure that all audits are carried out by personnel independent of those having responsibility for the activities audited?

7 In which documents are the results of quality audits recorded?

8 How do you ensure that the results of audits are brought to the attention of the sonnel having responsibility in the area being audited?

per-9 How do you ensure that management personnel responsible for the area audited take timely corrective action on deficiencies found by the audit?

10 How do you verify the effectiveness of any corrective actions taken?

Do’s and don’ts

L Don’t limit the scope of your audit program to the procedures.

J Do select your auditors carefully.

L Don’t use aggressive staff for auditing.

L Don’t persist in enforcing compliance with trivia.

J Do adjust the audit program to cover aspects that have attracted management tion.

atten-L Don’t audit for the sake of it – define your objective and make it important enough for management to take notice of the results.

J Do keep a log of audits and a log of corrective action reports.

L Don’t go into an area unannounced – always give advanced warning.

J Do explain the purpose and objectives of the audit to the manager before you mence.

com-J Do review the relevant documents before you audit operations.

J Do follow audit trails to discover facts and don’t break the trail until you have uncovered the facts.

J Do check downstream of the operation being audited to gather facts on its tiveness.

effec-J Do be helpful to the auditee (don’t argue but don’t accept everything at face value).

L Don’t be critical of anyone’s work or how he/she operates.

J Do listen to what the auditee and his/her manager say.

L Don’t leave the scene of the audit without obtaining agreement to corrective actions and either setting a target date for their completion or agreeing on a date by which the target date will be set.

J Do act professionally, be courteous, tactful, and diplomatic, and avoid nit-picking.

J Do establish whether your audit objective has been achieved before completing the audit.

J Do reduce the frequency of audits if you have confidence in a particular area.

L Don’t copy the audit report to anyone other than the auditee’s manager without the manager’s consent.

as key factors in achieving quality Academic qualifications are often prerequisites forcertain jobs but without training in the particular jobs in which they are engaged, per-sonnel will not yield their full potential Education imparts knowledge, whereas trainingimparts skills However, without the right motivation any amount of qualifications andtraining will be wasted (Motivation is addressed in Part 2 Chapter 1 under Employeemotivation, empowerment, and satisfaction.) These requirements apply to all personnelperforming activities affecting the quality of the products or services supplied Theyinclude personnel in management, design, purchasing, production, installation, verifica-tion, servicing, auditing, and packing – in fact any activity that requires skill to performwell They do not apply to the training of customers or users of equipment or servicesprovided by the supplier to its customer This is the customer’s/user’s responsibility.The requirements in element 4.18 are linked with other elements of the standard evenwhen there is no cross reference This relationship is illustrated in Figure 18.1.

It is not uncommon to find that organizations only train operational staff and not agers Training as a formal activity is often only executed when the need is obvious such

man-as when new technology is introduced Training is therefore sometimes viewed man-as a tical issue and not a strategic issue As a strategic issue, training would feature in thebusiness plan as a means to move the company forward towards new goals However,there is a gray area between training and education Training imparts skills and educa-tion imparts knowledge but one cannot practically undergo training without priorknowledge so the two are often delivered together If you treat training and education as

tac-one and the same, then it will become apparent that all employees will require training

at some time or other

No improvement comes about without change in some parameters of the business It isfutile to set goals tougher than last year without considering what has to be changed tomeet them Sometimes the changes will be in technology, in product design, in proce-dures, in attitudes and behavior but all will require people to do differently tomorrowwhat they did yesterday To demonstrate you are in fact viewing training as a strategicissue, the CEO and executive managers will need to show how they have prepared theirresources to meet the identified goals One such item of preparation is the training andeducation of the people concerned Company-wide initiatives require company-widetraining programs with the necessary budgets approved by the executive managers TheCEO will need to show that the training has not been limited to operators but extends

to all managers including the CEO

Figure 18.1 Clause relationships with the training element

PROCEDURES (4.2.2) IDENTIFY TRAININGNEEDS

(4.18.1)

PROVIDE FORMAL TRAINING (4.18.1)

QUALIFY PERSONNEL (4.18.1)

TRAINING RECORDS (4.18.1)

EVALUATE EFFECTIVENESS (4.18.2)

PROVIDE ON-THE-JOB TRAINING (4.18.3) NEW/MODIFIED JOB

QUALITY RECORDS (4.16)

RESOURCES (4.1.2.2)

CORRECTIVE ACTION (4.14.2)

PERSONNEL APPRAISAL

RESPONSIBILITIES &

AUTHORITY (4.1.2.1)