DATE EDIT : 9/2/93 DATE RE-ED. : 30/10/13 ED : 20 P1/3 TABLE OF CONTENT - QUALITY MANUAL (ISO 9002) RESPONS. : Managing Director SIGN. :.

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1 Organisatin manual

2 DATE EDIT : 9/2/93 DATE RE-ED. : 30/10/13 ED : 20 P1/3 TABLE OF CONTENT - QUALITY MANUAL (ISO 9002) RESPONS. : Managing Directr SIGN. :. TABLE OF CONTENT PART 1 ORGANISATION MANUAL (OM). CHAPTER TITLE DATE RE-ED. ED 1 TARGET 08/01/ STRATEGY 08/01/ STRUCTURE 10/04/ PRODUCT 08/01/ PROCESS 08/01/ EQUIPMENT 08/01/ KNOW-HOW 08/01/ MOTIVATION & COLLABORATION 08/01/ CULTURE 08/01/ ENVIRONMENT 08/01/13 10 OH_TABEL

3 DATE EDIT : 9/2/93 DATE RE-ED. : 30/10/13 ED : 20 P2/3 TABLE OF CONTENT - QUALITY MANUAL (ISO 9002) RESPONS. : Managing Directr SIGN. :. 11 SYSTEMS 30/10/13 50 TABLE OF CONTENT - PART 1 - ANNEX ORGANISATION MANUAL (AOM). CHAPTER TITLE DATE RE-ED ED ANNEX ORGANISATION MATRIX 08/01/13 10 OF CHAPTER 3 FUNCTION- & TASK-DESCRIPTION OF : Managing Directr & Quality Manager 08/01/13. 8 Directr 08/01/13 5 Sft-ware Manager 08/01/13 5 Sales & Marketing Manager 08/01/13 8 Administrative Manager 08/01/13 12 Respnsible Secretary 08/01/13 12 OH_TABEL

4 DATE EDIT : 9/2/93 DATE RE-ED. : 30/10/13 ED : 20 P3/3 TABLE OF CONTENT - QUALITY MANUAL (ISO 9002) RESPONS. : Managing Directr SIGN. :. Secretary 08/01/13 10 Respnsible Distributin & Warehusing 08/01/13 11 Chief Wrkers 08/01/13 15 Wrkers 08/01/13 15 OH_TABEL

5 DATE EDIT. : 09/2/93 DATE RE-ED. : 08/01/13 ED: 5 1/4 ORGANISATION - 1 TARGET RESPONS. : Managing Directr SIGN. :. 1.1 MISSION As the mst imprtant gal, the bard f directrs is frmulating the fllwing missin : The cmpany has as statutry gal : the purchase, sale, handling, industrial manufacturing, in Belgium as well as abrad f all kind f fibres, yarns, by-prducts and generally speaking all textile prducts, as well natural as synthetic. Mre precisely, the cmpany has the bjective in hlding cntinuusly and managing stcks in rder t respnd n the spt t pssible inquiries f its clients. The cmpany aims at a prmpt delivery frm stck, n request f the clients, because f the cnvictin that prducers aren't any mre investing in stcks but nly in prductin, taking int accunt the relative shrtage f private finance, the high cst f it, and n the ther hand their bjective t nly prduce and manufacture. The cmpany shall guarantee the supplier (sub cntractr), as well a sufficient vlume, as a regular ff take. The cmpany endeavurs t get favurable prices by purchasing big vlumes. Besides this target, the cmpany assists the sub cntractr in case f market-saturatin t accept t take surplus-stcks. The cmpany has as target t accept, beside first quality gds, wastes frm the supplier and t channel them fr recycling and re-manufacturing having at its dispsal the necessary machinery t d it. In rder t reach these gals, the cmpany shall use all ecnmic, financial, administrative and qualitative tls that will be managed in the best way. coh1

6 DATE EDIT. : 09/2/93 DATE RE-ED. : 08/01/13 ED: 5 2/4 ORGANISATION - 1 TARGET RESPONS. : Managing Directr SIGN. :. 1.2 TARGETS FOR TOTAL QUALITY CONTROL (TQC) In accrdance with the missin, the Management is frmulating fllwing gals fr Ttal Quality Cntrl. With the client : T ffer prducts the quality f which still is in accrdance with the requirements defined by the custmer, taking int accunt the price he is willing t pay fr it. In this way, we are establishing a cnfident relatinship, cunting n them fr further rders. The quality f the gds sld is ensured by quality cntrl n different stages. In case f dispute r claims abut the quality f the prduct, we are in the psitin, via integrated systems, t find the cause f the discrepancies and t take crrective actins accrdingly. With the sub cntractr : As we have at ur dispsal a quality-system, f which the sub cntractr is infrmed abut, the latter will take the necessary care f the deliveries, therwise he takes the risk that the gds will be rejected. The gds delivered shuld fulfil ur requirements. The sub cntractr shall be submitted t a system f assessment as well fr the delivered prduct as service. With the rganisatin : Ttal Quality Cntrl frm the stage f delivery f the gds thrugh the sub cntractr till the stage f delivery t the custmer, with build-in cntrls and internal audits, invlves a reassurance amngst the managers and cllabratrs. The sense f respnsibility at different echelns is encuraged. Incidental mistakes in the executin f a jb can easily be traced and cnsequently crrected. coh1

7 DATE EDIT. : 09/2/93 DATE RE-ED. : 08/01/13 ED: 5 3/4 ORGANISATION - 1 TARGET RESPONS. : Managing Directr SIGN. :. 1.3 TARGETS FOR THE QUALITY SYSTEM In the frame f the targets f Ttal Quality Cntrl, the managing directr is frmulating fllwing bjectives in rder t btain a certified Quality System: With the client : We create an additinal cnfidence with the custmer by applying rigrus and reliable Quality System which will be certified, if needed, bya accredited rganisatin. With the sub cntractr : As urselves we have t fulfil certain criteria regarding quality, clear requirements will be requested frm the sub cntractr, the mre we shall use a strnger purchase plicy. With the rganisatin : Standardisatin f the system and way f wrking, encurages the respect f an impsed discipline, in such a way that mistakes can be minimised, and encurages the sense f duty f cllabratrs. Duties as well as impsed jbs will be executed knwing the benefit f it. coh1

8 DATE EDIT. : 09/2/93 DATE RE-ED. : 08/01/13 ED: 5 4/4 ORGANISATION - 1 TARGET RESPONS. : Managing Directr SIGN. :. 1.4 DECLARATION OF THE MANAGING DIRECTOR In rder that all ur cllabratrs and clients shuld be advised f the missin f ur rganisatin and the invlved general quality-targets, the managing directr is indicating the imprtance f it thrugh fllwing declaratin : '' T all cllabratrs as well as hnurable client: Since several years, we still have aimed at satisfying ur clients and suppliers. This by means f ffering t the client an as cheap as pssible but gd prduct, and guaranteeing the supplier a regular take-ff at a reasnable price. Since years we try t ptimise the link between client and supplier and t spend the necessary care t the system develped by us. Thanks t the appliance f an internatinal certified standard, as ISO-9002, we find a way in making ur qualitysystem public. I, Managing Directr, shall as Quality Manager, guarantee that the necessary actins will be taken t imprve the rganisatin as well as the prduct sld. T achieve this gal, I shall frmulate every year cncrete quality-targets and cntrl the practical implementatin f it. I stay, at any time, at the dispsal f the clients,cllabratrs and sub cntractrs fr any criticism.'' L.Defrancq Managing Directr coh1

9 DATE EDIT. : 09/02/93 DATE RE-ED. : 08/01/13 ED:10 P1/3 ORGANISATION - 2 STRATEGY RESPONS. : Managing Directr SIGN. :. 2.1 INTRODUCTION In rder t fulfil the gals mentined in previus chapter sme strategies are used n fllwing area: Cmmercial strategy The strategy cnsists in gathering all infrmatin n the ffering as well as selling side, t evaluate and t take the necessary cmmercial steps. Fr sme cuntries, this infrmatin can easily be btained thrugh ur presence during years n the market. These cuntries are then als wrked up directly frm ur headquarters. Fr cuntries where we dn't have enugh experience r where the necessary infrmatin is difficult t be gathered, r in case we feel that we have t cnsider the lcal habits, we are in tuch with lcal agents wh still infrm us abut inquiries and ffers. We refer t the chapter 11 'Culture'. Financial strategy The purchases are mstly dne n a cash basis, using financial discunts. Credit terms, n the ther hand are given t the clients, in case they are credit-insured. We are handling a lt f financial tls as private, straightlans, drawing-credit, stck-credit, mnetary hedging, etc. Administrative strategy The clients and sub cntractrs are managed thrugh a sphisticated cmputer system. All administrative tasks are, if pssible, dne by cmputer. Fr sme special tasks, appeal is dne n sister-cmpanies, wh are mre specialised in ne r anther area. Quality strategy By the way f building up an rganisatin and systems, that are still imprving, we aim at ffering the client a prduct t satisfy him. This strategy is mre specifically treated in chapter 2.2. OH2

10 DATE EDIT. : 09/02/93 DATE RE-ED. : 08/01/13 ED:10 P2/3 ORGANISATION - 2 STRATEGY RESPONS. : Managing Directr SIGN. :. 2.2 TRANSLATION INTO DEDUCTED QUALITY TARGETS. The missin and the general quality targets, resumed in the declaratin f the managing directr, shw the Qualitymanagement f a specific strategic perid. This strategic Quality-prject, as a part f the general strategy f the cmpany, is yearly translated in a cncrete actin-plan. This translatin is rganised thrugh a 'DENIMG' CYCLE : (PLANNING, DO, CONTROL, ACT.) STEP 1 - PLAN Target : defining the quality target. Means : Strategy Meetings. Frequency : Every year in March. Executr : Steering- grup (TQC). STEP 2 - DO Target : Out-wrking f the quality-targets in cncrete actin-plans. Executr : Members f the Steering-grup as respnsible fr the actins. STEP 3 - CONTROL & STEP 4 - ACTION Target : Observatin f the realisatin f the actin plan, crrectin and re-planning. Means : C-rdinating meetings. Frequency : Every three mnths. Executr : Steering-grup (TQC). Of each C-rdinating Meeting, a reprt is established and spread amngst the members f the Steering-grup (TQC). OH2

11 DATE EDIT. : 09/02/93 DATE RE-ED. : 08/01/13 ED:10 P3/3 ORGANISATION - 2 STRATEGY RESPONS. : Managing Directr SIGN. :. 2.3 QUALITY MANAGEMENT In rder t realise the frmulated quality-targets, the managing bard has prmulgated general managing directives. These directives shuld be cnsidered as general rules when executing all actins in the frame f Ttal Quality Cntrl. 1 Maintain rder & cleanness in the stres and ffices. 2 Mistakes and shrtcmings shuld be cmmunicated spntaneusly. 3 Taking initiatives in rder t steady the imprvement f the rganisatin. 4 N smking in the stres. 5 During the ffice-time, care shuld be given that there is still a presence in the ffices. 6 Quick receptin f the clients, aviding t keep clients waiting. 7 Clse the drs f the stres and ffices at clsing hur. 8 N parking n the lading and discharge area. 9 Keep the wrking-stck in gd cnditin. 10 Cnsult regularly the rganisatin-manual and the manual fr prcedures and instructins that shuld be strictly enfrced. 11 Trying t get frm clients their wn pinin abut ur service & quality system in rder t imprve them bth. 12 There is a zer tlerance fr alchl. OH2

12 DATE EDIT : 9/2/93 DATE RE-ED. 10/04/13 ED : 10 P1/1 ORGANISATION - 3 STRUCTURE RESPONS. : Managing Directr SIGN. :. 3.1 ORGANISATION-STRUCTURE Departments : Department first quality r similar gds (1A) Department secnd chice, substandard, regenerated gds. Department Transfrmatin and Prductin. Ttal number f emplyees 9 - ttal managers : 3 - ttal emplyees : 3 - ttal wrking-men : 3 Organisatin chart and Functin- & Jb-descriptin. SEE APPENDIX OF THE ORGANISATION MANUAL. 3.2 STEERING-GROUP In rder t c-rdinate the quality-actins a Steering-grup has been set up, cmpsed as fllws: Members : Managing Directr Defrancq Ludvic : Marketing & Sales Manager Defrancq Stéphane President : Secretary : Managing Directr. Marketing & Sales Manager OH3

13 DATE EDIT. 9/2/93 DATE RE-ED : 08/01/13 ED : 10 P1/2 ORGANISATION - 4 PRODUCT RESPONS. : Managing Directr SIGN. :. Our prducts cnsist f a scale f synthetic r artificial textile-fibres (inc. tws & tps), as well as natural fibres. Thse fibres can be srted in tw different grups: 1 First Quality, als named standard fibres, r gds that are nt clearly named as substandard r wastes These gds are accmpanied by certificates (Quality Certificate r Certificate f cnfrmity) Our prduct name FIBRAL has been registered n 12/03/99 under number Secnd chice, substandard, regenerated gds and wastes, as well as gds that aren't accmpanied by a certificate, and bught in such a way. This grup f fibres are sld claimless withut any guarantee. These gds are used in the textile-industry. The destinatin f ur prducts can be split in tw markets : 1. Spinning-mills : - Cttn spinning-mills, classic and pen-end. - Wl-spinners. - Spinning-mills fr carpet yarns, wrsted and semi-wrsted - Spinning-mills that aren't' mentined abve as : Fancy-yarns, etc. 2. The Nn-wven sectr : - Fr carpets and flr- and wall cvering. - Fr autmtive. - Fr industrial applicatins. - Fr apparel-industry ( inter-lining) - Fr Hygienic purpses. - Fr ge-applicatins. etc. 3. The Fibre fill sectr : OH4

14 DATE EDIT. 9/2/93 DATE RE-ED : 08/01/13 ED : 10 P2/2 ORGANISATION - 4 PRODUCT RESPONS. : Managing Directr SIGN. :. The range f prducts cnsists f : - SYNTHETIC STAPLE FIBRES - POLYESTER - ACRYLIC - POLYPROPYLENE - POLYAMIDE (NYLON 6 r 66) - ARTIFICIAL STAPLE FIBRES - VISCOSE - NATURAL STAPLE FIBRES - FLAX Our prducts still are sld n basis f an identified and t the client shwn sample, with eventual available technical specificatins, r n basis f a previus trial delivery. Prducts nt explicitly sld as first quality are claimless withut any guarantee regarding the quality. OH4

15 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED : 10 P1/3 ORGANISATION - 5 PROCESS RESPONS. : Managing Directr SIGN. :. 1. Descriptin: The wrking-prcess cnsists f fllwing activities that are mre detailed in Prcedure 4.8. All gds that are cming in are subject t a severe cntrl that is resumed as fllws: 1. Weighing f all trucks n an electrnic weigh-bridge, mentining the grss-weight, net-weight with date and hur and number-plate f the truck. 2. Visual cntrl f each bale when discharging the gds, regarding their state (tears and cleanness), as well as sampling f the gds. 3. All figures f the delivery are put in the cmputer, as: Name f sub cntractr, number f bales, price, date f delivery, weight f each bale (grss, net, cmmercial weight), tgether with a number fr identificatin and lt number). Descriptin f the quality: cde, fineness, cut, and eventually brightness and clur, as well, mentining if first quality r nt (substandard). In this way a trace f these gds can be fund n an easy and quick way. Registratin in cmputer files f the assessment f sub cntractrs. 4. Strage f the gds indicating each parcel with a lt number. 5. A sample is taken frm the parcel delivered, and delivered t the Quality manager, in rder t qualify the delivered gds as cmplying with what has been bught. This sample is depsed in a sample-rm, that is managed by cmputer. (2500 cages are prvided) In case discrepancies in quality are nticed, the sub cntractr is at nce infrmed abut this matter. A cmplaint-frm with questinnaire is sent (reasn f nncnfrmity, crrective actin, etc.) In case f bvius nn-cnfrmity the delivery is rejected r déclassé r regraded fr alternative applicatins. OH5

16 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED : 10 P2/3 ORGANISATION - 5 PROCESS RESPONS. : Managing Directr SIGN. :. In case f cntest, after analysis in ur wn Lab, the samples are sent t an external lab (university lab r ther). We run files abut all previus infrmatin. Acting in this way, we are cnfident abut the quality f the stck. 6. Fr each sale, a quality- and lt number is assigned. This lt number figures n all packing lists. The bales are prepared fr shipment, and the bale numbers are cmpared with cmputer listings that are delivered t the invicing department. A final inspectin is executed. The shipped gds, whse packing is inspected a last time, is weighed again. On client's request, technical specs can be prvided. We may cnclude that we can retrace the histry f each bale delivered, that the gds have been inspected and apprved in several stages and that in case f dispute, we are in pssessin f the necessary elements t take the needed crrective actins. OH5

17 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED : 10 P3/3 ORGANISATION - 5 PROCESS RESPONS. : Managing Directr SIGN. :. 2. Master Quality plan: QUALITY PLANNING PROCESS-STEPS PROCEDURE STANDARD CONTROLS Sales 1. Evaluatin f the inquiry. 2. Establishment f an ffer. 3. Cntract Review. Cntrl n cncrdance P Fulfilment f the rder. and crrectness. Cntrl f clients special Instructins. I Invicing. Purchase 1. Tenders f sub cntractrs r inquiries. 2. Evaluatin f the tender. 3. Sub cntractr Assessment. Cntrl f Capability P Purchase.(Instructins) Cntrl n cncrdance P 5.1/2 5. Evaluatin f perfrmance. and crrectness. P Claims. 7. Payment. Prcess 1. Cntrl f incming gds. Cntrl n cncrdance P Cntrl f prcesses f I 4.8.1/ Warehusing. 2/3/4/6/7 3. Cntrl f ut cming gds Cntrl n clients special 4. Cntrl f prcesses f Instructins. I Maintenance. OH5

18 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED : 10 P1/2 ORGANISATION - 6 EQUIPMENT RESPONS. : Managing Directr SIGN. :. The cmpany dispses f a new built cmplex cnsisting f: 1. WAREHOUSES The stres are built in line side by side. (5000 m²) Each stre has its wn gate, electrical equipment and is separated f the thers with a fully clsed wall. All walls and flrs are in cncrete The flr is plished in rder t avid develpment f dust and t facilitate cleaning. In this way n damage is caused at the packing by hitches when handling the bales. The whle cnstructin is in 100% cncrete fire-prf, in rder t get the cheapest fire-insurance. These stres are indicated n a plan expsed in the entrance at the ffice-side, as fllws: Dept Q & R Dept S The way between the different stres is made ut f asphalt reinfrced with quartz, with again the purpse t ptimise the manipulatin f the gds and t reduce all damage (N brken stnes, mud, etc.) At the utside, a perfrming lighting and guarding-camera s ensure a safe area. 2. SAMPLING ROOM The sampling rm is equipped with stcking-rack divided int 2500 cmpartments. All panels have a number. These numbers are cntrlled by a cmputer. These cmpartments are used t stck samples tgether with their individual cunter. With the number f the cmpartment all additinal data can be withdrawn. Tw kinds f samples are hld: 1. Reference-samples shwing the quality f the item (Article-number). 2. Shipping-samples drawn frm deliveries dne by sub cntractrs, during the inspectin f incming gds. OH6

19 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED : 10 P2/2 ORGANISATION - 6 EQUIPMENT RESPONS. : Managing Directr SIGN. :. 3. OFFICES The ffices are als new built and cnsist f : - Separated entrance fr visitrs and truck-drivers. - Offices, meeting-rm, ne receptin-rm, kitchen, labratry, etc. 4. EQUIPMENT. T handle the gds, the cmpany has the dispsal f : - A lad-bridge fr lading an unlading clsed wagns r cntainers. - Three lift-trucks with a capacity f kg each, with hydraulic arms. - A cleaning-machine fr the maintenance f the warehuse. - The ffice-appliance is f the newest technlgy and cnsist f : Central cmputer in netwrk with 6 wrkstatins. Individual printers.(6). Individual terminals (5). Fax Cpier Cmputerised phne-central with mdem Internet cnnectin (bradband) There is a cmplete prductin line fr cutting, blending fibres with a packing unit (150T) OH6

20 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED : 10 P1/2 ORGANISATION - 7 KNOW-HOW RESPONS. : Managing Directr SIGN. :. The cmpany has a family character. Since generatins, the active family has been invlved in the textile-branch and mre particularly in the flax that is a reginal industry. Knwledge f the fibre has been tld frm father t sn. In frmer times it was flax, and by nw mre synthetic and artificial fibres. This kind f experience is difficult t be learned at schl. Actual Managing Directr f the cmpany has grwn in this middle and has btained tw university titles : in the Applied Ecnmic Science (A.E.S.) and as Cmmercial Engineer. Knwledge f the language is necessary in internatinal cmpaninship: Dutch, French, English, German are spken fluently, and at a lwer extent Italian. Terms f prbatin have been dne in Banking. The successin is assured by his sn, nw Sales & Marketing Manager, university graduate with mre than ten year experience in the textile business. The cmpany has been funded since 1977 as a limited cmpany. and has grwn steadily. Appeal has been dne n persnnel speaking and writing easily Dutch, French, and English. Sme cllabratrs have knwledge f Italian and Spanish. Our Sales & Marketing Manager is als graduated in S.A.E. He is active in sales, prspects and Marketing-research, and is active n internet dmains. One f the cllabratrs is specialised in sft- and hardware and has realised specific prgrams. Infrmatin is btained frm abrad by lcal agents. Fairs are regularly visited. Prfessinal jurnals are cnsulted and as well clients as suppliers are infrming us abut new prducts. We appeal t external quality-cnsultants in rder t imprve the quality f the rganisatin. We may cnclude that we have at ur dispsal the necessary knw-hw t satisfy the quality-requirements f the custmer. OH7

21 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED : 10 P2/2 ORGANISATION - 7 KNOW-HOW RESPONS. : Managing Directr SIGN. :. OH7

22 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED :10 P1/2 ORGANISATION - 8 MOTIVATION & COLLABORATION RESPONS. : Managing Directr SIGN. :. Cnsidering ur familial and decentralised structure, as well as the small grup f cllabratrs, the relatinship t each ther is cnfident and gracius. Everybdy is cncerned abut ne and the same purpse t wrk tgether with mre efficiency. The cllabratrs are still mtivated t an active cllabratin with TQC by means f: - By shwing the benefit f Ttal Quality Cntrl against clients, sub cntractrs r wn rganisatin. We refer fr this t chapter 2 - Strategy. - Dictate and taking initiative that are submitted t the critic f each member f the rganisatin. - Shwing the sundness f specific impsed tasks and prmting reflectin. All cllabratrs are wrking clsely tgether in rder that, when missing ne member the task are dne by the ther. If ne f the cllabratrs is encuntering prblems f any kind, he shuld infrm the Managing Directr f it. We refer fr the mutual relatinship t the rganisatinmatrix in the annex f the rganisatin manual. T execute specific tasks we appeal n sister-cmpanies. The ffered services can vary frm strage, services, cnsulting n revenue tax and finance. T find a way ut in quality prblems, and t c-rdinate effectively all actins in the whle rganisatin fllwing tls are handled: OH8

23 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED :10 P2/2 ORGANISATION - 8 MOTIVATION & COLLABORATION RESPONS. : Managing Directr SIGN. :. MEANS OF COMMUNICATION FREQUENCY WHO Strategy meeting yearly Steering-grup TQC Cllabratrs C-rdinating meetings every 3 mnths Steering-grup TQC Cllabratrs Infrmal meetings 'brainstrming' ad hc Cllabratrs Kaizen meetings every 6 mnths Steering-grup TQC ad hc cllabratrs OH8

24 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED : 10 P1/1 ORGANISATION - 9 CULTURE RESPONS. : Managing Directr SIGN. :. We endeavur t ffer ur clients gd prducts that satisfy them and that fulfil their requirements. We try t deliver standard gds the client is trusting. Besides, we still try t imprve the service, by setting up a reliable rganisatin. With service we understand t deliver, up t the measure f ur capabilities, accrding t client's requirements. A prmpt delivery can be dne because f the big buffer-stcks we are hlding. We als are requesting carriers wh guarantee quick deliveries. We have infrmed them abut their bligatin t achieve defined quality-requirements. Granting payment-cnditins invlves creating a climate f cnfidence amngst clients. Specific demand f ur custmers can be satisfied prmptly by using a sphisticated Marketing Cmputer Prgram (BMS). We are quite advanced in sft-ware. When clients find sme difficulties in prcessing the material, we assist them with ur knw-hw and if the prblem cannt be slved gds are taken back. Clients remarks are still welcme, s we can discuss abut during special meetings fr Quality imprvement. Given the internatinal envirnment where we are active, we need t cnceive a clear image f client's cnduct-pattern. The reactins and expectatins f clients will differ frm cuntry t cuntry, in functin f their culture. Fllwing values culd be f mst significance : nly price, nly service, nly cntinuity in deliveries, nly quality, nly purchases trugh cuntrymen,, etc. Fr these reasns we generally wrk thrugh lcal agents that represent us and cllabrate clsely with us in such a way that we still are well infrmed. We realise that the clients will still mre take decisins upn criterin as quality f the prduct and rganisatin, and that wrking accrdingly a quality-standard will cntribute t create a climate f cnfidence. We have a strict attitude and try in several areas t develp methds fr imprvement. OH9

25 DATE EDIT. : 9/2/93 DATE RE-ED. : 08/01/13 ED : 10 P1/1 ORGANISATION - 10 ENVIRONMENT RESPONS. : Managing Directr SIGN. :. In rder t adapt the rganisatin t an ever changing envirnment, the bard f Directrs is, when defining the strategy, taking int accunt fllwing external factrs: FACTOR MEANS EXECUTOR Ecnmy Infrmatin abut a/. antidumping' duties, Managing Directr Imprt duties, Imprt-licenses, Blckade due t every pssible reasn, Mnetary envirnment by: Newspapers & technical Jurnals, Internet Cmpetitin Gathering client's infrmatin Trade-fairs, Technical Jurnal Statistics, Internet Managing Directr Sales & Mark.Man. Clients & Suppliers Prspects, client-questinnaire Managing Directr abut used prducts and Sales & Mark.Man. quantity Official Departments, Public Organisatins Cnsulates Internet Technlgy Fairs, Technical Jurnals. Infrmatin amng clients & suppliers Prspectuses. Internet Hard-& Sft up dates Internet Managing Directr Sales & Mark.Man. Cmputer Man. Envirnment & Sciety Research fr ut-lets - Managing Directr fr wastes Sales & Mark.Man. Private recycling units Quality T.Q.C., Prcedures & Quality Manager Instructins. Jurnals, Internet OH10

26 DATE EDIT. : 9/2/93 DATE RE-ED. : 30/10/13 ED : 50 P1/26 ORGANISATION - 11 SYSTEMS RESPONS. : Managing Directr SIGN. :. 9.1 UP BUILDING OF A QUALITY SYSTEM. The Quality-system inspired n frmer ISO-9002 nrms, frmally fasten dwn in the Quality Manual, is built as fllws: PART I ORGANISATION MANUAL PART II PROCEDURE & INSTRUCTION MANUAL 9.2 DEFINITION OF PROCEDURES AND INSTRUCTIONS. PROCEDURE This is a methd, a way t be fllwed t achieve a well defined result, namely TQC. This methd describes hw the tasks shuld be perfrmed in a chrnlgical way, where mstly several functinaries r departments are invlved. INSTRUCTION This is a well defined stage f a prcedure where a well defined instructin is given. Here, mstly nly ne functinary is invlved. OH11

27 DATE EDIT. : 9/2/93 DATE RE-ED. : 30/10/13 ED : 50 P2/26 ORGANISATION - 11 SYSTEMS RESPONS. : Managing Directr SIGN. :. 9.3 IDENTIFICATION OF PROCEDURES EN INSTRUCTIONS. All prcedures and instructins are prvided with an IDENTIFICATION LABEL with : Date f editin (EDIT), Date f revisin (RE-ED.) / Editin (ED) / Page. X/Y. Prcedure/instructin number with title. build up as fllws : A.B.Z A = Number that refers t the cncerned paragraph f the frmer ISO-9002 standard (= way f cnfrmity B = Reference number in case f splitting up in partial -prcedures Fr instructin an additinal number Z is added, being the reference-number in the invlved prcedure. Respnsible functinary and signature 9.4 SURVEY OF THE QUALITY SYSTEM. In rder t give the client an insight in the Quality-system we describe hereafter the general prcedures and indicate the instructin that shuld be fllwed. The rganisatin manual can be delivered n simple request and in pre-cntract-stage, as a nt cntrlled cpy. The prcedure and instructin manual can be cnsulted in ur ffices when establishing the cntract. OH11

28 DATE EDIT. : 9/2/93 DATE RE-ED. : 30/10/13 ED : 50 P3/26 ORGANISATION - 11 SYSTEMS RESPONS. : Managing Directr SIGN. :. PROCEDURE MANAGEMENT RESPONSIBILITY GOAL. The purpse f this prcedure is t define the Quality-plicy and t cntrl the implementatin f the frmulated targets and t evaluate the Quality-system. WHEN? The strategy is defined in the Strategy-meetings, every year in the mnth March. The fllw-up f the actin-plan is dne every six mnths in the c-rdinatin-meetings. WHO? Steering-grup (TQC) Cllabratrs. USED RECORDS Reprt f the Strategy-meetings Reprt f C-rdinatin-meetings Frms fr Quality-prjects. Reprts f internal and external quality-audits. 'Kaizen'-reprts. Data files abut assessment f sub cntractrs & utprint. HOW? The definitin f the strategy and the implementatin f it ccurs n basis f the DEMING-CYCLE (= PDCA-cycle). In this way, actin can be taken in gd time and in an ever changing situatin, and the management will be in psitin t endeavur a permanent imprvement ('Kaizen') STEP 1 - PLAN T define the quality-strategy and t establish an actin-plan in functin f an analysis abut the strengths & weaknesses f the rganisatin. STEP 2 - DO A detailed elabratin and implementatin f the actinplan and registratin n frms 'Quality-prjects'. STEP 3 - CONTROL Cntrl f the prgress f the actin-plan, the apprval f new quality-actins and discussin abut the executed quality-audits. Cntrl f the crrective actins. STEP 4 - ACTION Crrectin r new planning f the actin-plan. OH11

29 DATE EDIT. : 9/2/93 DATE RE-ED. : 30/10/13 ED : 50 P4/26 ORGANISATION - 11 SYSTEMS RESPONS. : Managing Directr SIGN. :. PROCEDURE MANAGEMENT OF QUALITY-SYSTEMS GOAL. The purpse f this prcedure is t establish a dcumented quality system in the Quality Manual, t implement it, and t mdify it WHEN? The prcedure shuld be implemented as a result f prcedure 4.1, , 4,13.2, 4.16 and the external audits carried ut by clients r the Organisatin fr Certificatin. WHO? Respnsibles f the chapters f part 1 - Organisatin Manual. Respnsibles f the prcedures and instructins. Steering-grup TQC. Cllabratrs. USED RECORDS. Quality Manual. Register f dcuments. Prjects f chapters abut rganisatin, prcedures and instructins. Frms fr Quality-prjects. (4.1) 'Kaizen'-reprts. Divergence-frms fr internal quality-audits. Checklist Internal Audits. HOW? PROCEDURE-STEPS / CONTENT STEP 1 - PLAN REDACTION OF THE QUALITY-MANUAL. STEP 2 - DO MANAGEMENT OF THE QUALITY-MANUAL. STEP 3 - CONTROL ON EFFICIENCY AND EFFECTIVENESS. STEP 4 - ACTION CORRECTION OR RE-PLANNING. OH11

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