PASSENGER HANDLING & RAMP SERVICES Chapter 1 Page 1 QUALITY ASSURANCE MANUAL PASSENGER HANDLING AND RAMP SERVICES EDITION No: FOUR Up to date copy of is now available on PIA Local Area Network (tms.piac.com.pk, webmail.piac.aero) and is accessible to all PIA employees.
Chapter 1 Page 2 Intentionally Left Blank
Chapter 1 Page 3 1.2 FOREWORD This Manual is a significant part of the quality initiatives being undertaken as a part of the Quality Assurance program. It provides a broader picture of the Quality Management System going through implementation in the Passenger Handling & Ramp Services Division. Efforts undertaken in the completion of this manual are the result of strong teamwork between the following personnel of PHS & RS Division & Corporate Quality Assurance: Mr. S. Aftab Ali Zaidi Mr. Nadeem Shakoor Mr. Hasan Zafar Mr. Shamim Ahmed Ansari Mr. Iftikhar Bhatti Mr. Kapeel Kumar Mr. Zulqarnain Mehdi Mr. Nawab Khattak Mr. Humayun Rizvi Mr. Abdul Wahid (Corporate Safety & Quality Assurance) (Corporate Safety & Quality Assurance) (Corporate Safety & Quality Assurance) Aforementioned team members were supported by their senior management in review & completion of the this Manual. I expect effective implementation of this manual and look forward to furthering the cause of quality through such initiatives.
Chapter 1 Page 4 1.3 TABLE OF CONTENTS Chapter 1 1.1 Title Page... 1 1.2 Foreword...Error! Bookmark not defined. 1.3 TABLE OF CONTENTS... 4 1.4 DISTRIBUTION OF MANUAL... 6 1.5 AMENDMENT SHEET... 7 1.6 INCORPORATION OF REVISIONS... 8 1.7 LIST OF EFFECTIVE PAGES... 9 2 GENERAL... 1 2.1 INTRODUCTION... 1 2.2 SCOPE... 2 2.3 TERMS AND DEFINITIONS... 4 2.4 ABBREVIATION... 7 3 THE ORGANIZATION... 1 3.1 Divisional Profile... 1 3.2 AL ORGANOGRAM OF PHS & RS... 2 3.4 STATION ORGANOGRAM... 4 3.5 AL QUALITY CONTROL ORGANOGRAM... 5 3.6 JOB DESCRIPTIONS... 6 3.7 SUPPLY CHAIN PERSPECTIVE... 13 4 QUALITY MANAGEMENT SYSTEM... 1 4.1 GENERAL REQUIREMENTS... 1 4.2 DOCUMENTATION REQUIREMENTS... 2 4.3 Control of Documents... 4 4.4 Control of Quality Records... 5 5 MANAGEMENT RESPONSIBILITY... 1 5.1 MANAGEMENT COMMITMENT... 1 5.2 CUSTOMER FOCUS... 1 5.3 QUALITY POLICY... 2 5.4 PLANNING... 4 5.5 RESPONSIBILITY, AUTHORITY, AND COMMUNICATION... 4 5.6 MANAGEMENT REVIEW... 5 6 RESOURCE MANAGEMENT... 1 6.1 PROVISION OF RESOURCES... 1 6.2 HUMAN RESOURCES... 1 6.3 INFRASTRUCTURE... 2
Chapter 1 Page 5 6.4 WORK ENVIRONMENT... 2 7 SERVICE REALIZATION... 3 7.1 PLANNING OF SERVICE REALIZATION PROCESSES... 3 7.2 CUSTOMER-RELATED PROCESSES... 4 7.3 DESIGN AND/OR DEVELOPMENT... 6 7.4 PURCHASING... 6 7.5 SERVICE PROVISION... 8 7.6 CONTROL OF MEASURING AND MONITORING DEVICES... 10 8 MEASURMENT, ANALYSIS AND IMPROVEMENT... 1 8.1 GENERAL... 1 8.2 MEASUREMENT AND MONITORING... 1 8.3 CONTROL OF NONCONFORMING SERVICES... 4 8.4 ANALYSIS OF DATA... 4 8.5 IMPROVEMENT... 4 9 QUALITY SYSTEM PROCEDURES... 1 9.1 Quality System Procedure for Control of Documents... 1 9.2 Quality System Procedure for Control of Quality Records... 4 9.3 Quality System Procedure for Control of Non-conforming Services... 6 9.4 Quality System Procedure for Internal Quality Audits... 8 9.5 Quality System Procedure for Corrective Actions... 9 9.6 Quality System Procedure for Preventive Actions... 13 APPENDICES... 1 Annexure A... 3 Forms & Formats... 9
Chapter 1 Page 6 Rev # : 01 Jun 08, 2010 1.4 DISTRIBUTION OF MANUAL Master Copy of is retained by the office of the QMR. Control of this Manual is with the DQC Manager PHS & RS Division. The manual is available on PIA intranet for easy access; however, the uploaded copy in viewable only in PDF Format. Printed copy of this manual and or any part of it will be considered as uncontrolled copy.
Chapter 1 Page 7 Doc #:FDD/QAM/01 1.5 AMENDMENT SHEET S. PAGE REV. REV. ENTERED CHAPTER/SECTION NO. NO. NO. DATE By On 01. 9 9/9.4 01 01.05.2009 DQC 01.05.2009 02. 6 1/1.4 01 08.06.2010 DQC 08.06.2010 03. 2-3 3/3.2 01 08.06.2010 DQC 08.06.2010 04. 5 5 / 5.5.3 01 08.06.2010 DQC 08.06.2010 05. 5 9/9.1.4 01 08.06.2010 DQC 08.06.2010 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30.
Chapter 1 Page 8 Doc #:FDD/QAM/01 1.6 INCORPORATION OF REVISIONS General Amendments to shall be issued from time to time with a list of effective pages. Amendments shall be done when required by law, to keep abreast of all regulatory requirements and in case of change of airline policies and procedures and also in case of periodic management reviews. Amendments are covered by a Letter of Revision All amendments to the QAM will become effective from the dates of revisions, unless a different date has been specified in the respective Letter of Revision. Record of Revisions A revision record for the QAM is shown on the following page in the List of Effective Pages. This is numbered and dated. The QAM copy uploaded on PIA intranet shall be kept current with latest revisions. When an amendment is received the number and date shall be entered in the Amendment Sheet to reflect the current status of the QAM. List of Effective Pages These are shown chapter by chapter wise in the Table of Contents. Each chapter is listed in serial order with the total number of effective pages in it clearly indicated.
Chapter 1 Page 9 Doc #:FDD/QAM/01 1.7 LIST OF EFFECTIVE PAGES Chapter No. Title Effective Pages Revision No. Revision Date 1 THE MANUAL 01-05 06 07-09 00 01 00 Jun 08,2010 Dec 30,2008 2 GENERAL 01-08 00 3 THE ORGANIZATION 01 02-03 04-14 00 01 00 Jun 08,2010 Dec 30,2008 4 QUALITY MANAGEMENT SYSTEM 1-5 00 5 MANAGEMENT RESPONSIBILITY 01-04 05 06-07 00 01 00 Jun 08,2010 Dec 30,2008 6 RESOURCE MANAGEMENT 1-2 00 7 SERVICE REALIZATION 1-08 00 8 MEASUREMENT, MONITORING & IMPROVEMENT 1-5 00 9 QUALITY SYSTEM PROCEDURES 01-04 05 06-08 09 10-18 00 01 00 01 00 Jun 08,2010 Dec 30,2008 May 01,2009 10 APPENDICES 1-21 00
Chapter 2 Page 1 2 GENERAL 2.1 INTRODUCTION This document specifies the Quality Management System of Passenger Handling & Ramp Services Division. The systems requirements of this manual are aimed at achieving customer satisfaction by consistently providing conforming services and meeting or exceeding customer and applicable regulatory requirements through application of the system, continuous improvement and prevention of nonconformities. This document ensures that Passenger Handling & Ramp Services Division adequately identifies customer needs and expectations throughout all the Quality Management System processes and achieves customer satisfaction with distinctive services using a closed-loop Process Model methodology. All the prerequisites of Quality Management System are incorporated in this manual. It focuses on the areas of core services, resource management, management commitment & responsibility, measurement & analysis of critical aspects and continual improvement in services, pervasive in the Divisional set-up. The manual goes through periodic review, taking into consideration all the relevant divisional procedural formalities, and ongoing developments and trends of the functional areas, with the formal consent and approval of the Management. The availability of this manual is ensured at all the relevant locations and operational areas to facilitate quality improvement initiatives.
Chapter 2 Page 2 2.2 SCOPE 2.2.1. The scope of the Passenger Handling & Ramp Services Division organization encompasses the system processes and core operational service areas of Passenger Handling & Ramp Services including the Handling Agreements section. Scopes of these divisions are elaborated in Para 2.2.3 The Handling Agreements section operates from Karachi only. The Passenger Handling Services and Ramp Services operate through a number of domestic and international stations. However at present only the following four stations are being considered for ISO 9001:2008 Certification. Karachi Lahore Islamabad Peshawar Following services are being provided from external sources to the organization: Food Services Calibration of Measuring Equipment Work Environment in service delivery areas Repair of ULDs Ground Handling Services at Foreign Stations SABRE ACSI Module World Tracer system for baggage reconciliation Hotel for passenger layover Ground Feeding to passengers from contracted agencies Monitoring and Control of the aforementioned outsourced services is given in chapter 8 of this Manual. 2.2.2. The services of the Passenger Handling & Ramp Services Division are customer specified which are performed using the CAA Pakistan regulated and approved standards. Therefore Design and Development activities are not part of this organization s QMS. Most purchasing functions like supplier evaluation, tendering and supplier control are ensured by the centralized Procurement & Logistics Department of PIA and thus are again excluded from the scope of Passenger Handling & Ramp Services Division. 2.2.3. Services of the respective sections are as follows: a) Passenger Handling Services provides following main services: Passenger Embarkation This refers to a collection of services provided to the embarking passengers at the airport. These include check-in, baggage acceptance, special handling facilities, passenger
Chapter 2 Page 3 assistance and boarding. Details of the respective services are given in chapter 3 of the Passenger Handling Manual. Passenger Disembarkation This refers to a collection of services provided to the disembarking passengers at the airport. These include passenger guidance, special handling facilities and baggage delivery. Details of the respective services are given in chapter 6 of the Passenger Handling Manual. Baggage Handling This refers to a collection of services pertaining to baggage of the embarking/disembarking passengers at the airport. These include baggage identification, segregation, dispatch and delivery. Details of the respective services are given in chapter 4 & 7 of the Passenger Handling Manual. Ramp Handling This refers to loading, un-loading and dispatch of baggage/cargo. Details of the respective services are given in chapter 5 & 8 of the Passenger Handling Manual. b) Handling Agreements Section develops, negotiates and finalizes ground handling agreements for acquisition and provision of ground handling services at foreign and domestic stations respectively. There are mainly two types of agreements: Bi-lateral agreements Reciprocal agreements Procedures for Handling Agreements are compiled in the Handling Agreements Manual. c) Ramp Services maintains the largest ground handling facilities to meet the requirements of corporation and it also provides services to other airlines across Pakistan, and its main functions are: Operate & Maintain Ground Support Equipment Baggage Sorting/Delivery ULD Build-up and reconciliation Baggage and Cargo transport between Aircraft & Terminals and vise versa Detailed procedures are elaborated in the TGS Operations & Maintenance Manual.
Chapter 2 Page 4 2.3 TERMS AND DEFINITIONS (Source: ISO 9001: 2008) TERMS Audit Audit Conclusions Audit Criteria Audit Evidence Audit Findings Audit Programme Audit Scope Audit Team Auditee Auditor Capability Concession Conformity Correction Corrective Action Customer Customer Satisfaction Design and Development Document Guideline DEFINITIONS Systematic, independent and documented process for obtaining evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled Outcome of an audit decided by the audit team after consideration of all the audit findings Set of policies, procedures, or requirements against which collected audit evidence is compared Records, verified statements of fact or other information relevant to the audit. Results of the evaluation of the collected audit evidence against audit criteria Set of audits to be carried out during a planned timeframe Extent and range of a given audit One or more auditors conducting an audit, one of whom is appointed as leader Organization being audited Person qualified and competent to conduct audits Ability of an organization, system, or process to realize a product that fulfils the requirements for that product Authorization to use or release a product that does not conform to the specified requirements Fulfillment of a requirement. Action taken to eliminate a detected nonconformity. Action taken to eliminate the cause of a detected nonconformity or other undesirable situation. Organization or person that receives a product Customer s opinion of the degree to which a transaction has met the customer s needs and expectations Set of processes that transforms requirements into specified characteristics and into the specifications of the product realization process Information and its support medium Document stating recommendations or suggestions
Chapter 2 Page 5 Inspection Interested Property Management System Measurement Measurement Control System Measurement Process Measuring Equipment Non-conformity Objective Evidence Organizational Structure Preventive Action Procedure Process Product Quality Quality Assurance Quality Characteristics Quality Control Quality Improvement Quality Management System Quality Manual Quality Objectives Quality Plan Conformity evaluation by observation and judgment accompanied as appropriate by measurement, testing or gauging. Person or group having an interest in the performance or success of an organization System to establish policy and objectives and to achieve those objectives Set of operations having the object of determining the value of a quantity Set of operations necessary related to achieve meteorological confirmation and continuous control of measurement processes Set of interrelated resources, activities, and influences related to a measurement Instrument, measurement standard, reference material and/or auxiliary apparatus necessary to implement a measurement process for carrying out a specified and defined measurement Non-fulfillment of a requirement. Data supporting the existence or verity of something. Orderly arrangement of responsibilities, authorities and relationships between people Action taken to eliminate the causes of a potential non-conformity or other potentially undesirable situation. Specified way to perform an activity or a process. System of activities which uses resources to transform inputs into outputs Result of a process Ability of a set of inherent characteristics of a product, system or process to fulfill requirements of customers and other interested parties. Part of quality management, focused on providing confidence that quality requirements are fulfilled Inherent characteristics of a product, process, or system derived from a requirement Part of quality management, focused on fulfilling quality requirements Part of quality management, focused on increasing effectiveness and efficiency System to establish a quality policy and quality objectives and to achieve those objectives Document stating the quality management system of an organization Something sought, or aimed for related to quality. Document specifying the quality management system elements and the resources
Chapter 2 Page 6 Quality Planning Quality Policy Quality Requirement Record Re-grade Release Repair Rework Scrap Service Specification Supplier Traceability Validation Verification Work Environment to be applied in a specific case. Part of quality management focused on setting quality objectives and specifying necessary operational processes and related resources to fulfill the quality objectives. Overall intentions and direction of an organization related to quality as formally expressed by to management. Requirement for inherent characteristics of a product, process or system Document stating results achieved or providing evidence of activities performed Alteration of the grade of a non-conforming product in order to make it conformant with requirements differing from the initial ones Authorization to proceed to the next stage of a process Action taken to a non-conforming to make it acceptable for the intended use Action taken on a non-conforming product to make it conform to the requirements Action taken on a non-conforming product to preclude its originally intended usage Intangible product that is the result of at least one activity performed at the interface between the supplier and customer Document stating requirements Organization or product that provides a product Ability to trace the history, application or location of that which is under consideration Confirmation and provision of objective evidence that the requirements for a specific intended use or application have been fulfilled Confirmation and provision of objective evidence that specified requirements have been fulfilled. Set of conditions under which a person operates or services delivered to the customers.
Chapter 2 Page 7 2.4 ABBREVIATION (Source: ISO 9001: 2008 & Department terminology) TERMS ACSI A/C ANO CAA CAR CPAF DOC DCF FAR FAA GM GSE HA IATA ICAO ISB ISO KHI LHE MT&D PHS PEW PTC QAM QMR QSP RS SDP DEFINITIONS Airport Check-in System International Aircraft Air Navigation Order Civil Aviation Authority Civil Aviation Regulations Corrective and Preventive Actions Form Document Document Change Form Federal Aviation Regulations Federal Aviation Authority General Manager Ground Support Equipment Handling Agreements International Air Transport Association International Civil Aviation Organization Islamabad International Organization for Standardization Karachi Lahore Manager Training & Development Passenger Handling Services Peshawar PIAC Training Centre Quality Management Representative Quality System Procedure Ramp Services Service Delivery Procedure
Chapter 2 Page 8 SOP TGS TNA ULD Standard Operating Procedure Technical Ground Support Training Need Analysis Unit Load Device
3.1 AL PROFILE PASSENGER HANDLING & RAMP SERVICES Chapter 3 Page 1 3 THE ORGANIZATION The Passenger Handling & Ramp Services Division is one of the core service areas of PIA, which is headed by General Manager PHS & RS. It consists of three main sections namely Passenger Handling Services, Ramp Services and Handling Agreements. Each functional section is headed by its respective Deputy General Manager/Manager. Passenger Handling Services caters for the provision of Passenger Embarkation, Disembarkation, Baggage and Ramp Handling services over the PIA network. Ramp Services maintains the Ground Support Equipment to meet the requirements of corporation and it also provides services to other airlines across Pakistan. Handling Agreements section negotiates and finalizes Ground Handling Agreements with other airlines for provision of Ground Handling services within Pakistan and with Handling Agencies/Carriers for acquiring handling services at overseas stations. All the sections of the division are continuously striving for the maximum satisfaction of their valued customers. Work profile of the respective divisions is given as follows: a) Passenger Handling Services Section Passenger Handling Services Division focuses on facilitating passengers by providing them ground handling services at flight departures and arrivals including the passenger transit facilities at all domestic airports. It ensures that passengers enjoy proper attention and care at foreign/domestic stations. The Ramp Services provides the Ground Support Equipment to PHS for efficient arrivals and departures functions. Ticketing and Reservation, Flight Operations, and Engineering are outsourced services that actively support this division to perform over its services efficiently. The primary job of this section is to provide handling services to passengers with special attention to ladies, children, groups, special care passengers, transit and transfer passengers on departure and arrival and to handle their baggage in a proper manner. b) Handling Agreements Section Handling Agreements Section negotiates and finalizes Ground Handling Agreements with: Other airlines for provision of handling within Pakistan. Handling Agencies/Carriers for acquiring handling services at overseas stations.
Chapter 3 Page 2 c) Ramp Services Section Ramp Services is responsible for providing and maintaining the Ground Support Equipment for aircraft arrival/departure, such as: T G S i s e q u Air-Conditioning Van Catering Van Air-Start Cart Ground Power Unit (GPU) PAX Step Ramp Coach Ambulifter Coaster Lower Lobe Loader Water Cart Aircraft Tow Tractor Flush Cart Main Deck Loader Conveyor Belt Freight Truck Delivery Van Fork Lifter Baggage Tractor Equipped with broad range of equipment to provide quality services and competitive turnaround times and is in process of upgrading the entire fleet of vehicles. Ramp Services/Technical Ground Support (TGS) has a maintenance facility that caters for complete maintenance of all Ground Support Equipments. In addition, ULDs are also repaired through the ramp services/ Technical Ground Support (TGS) and external maintenance agencies have been hired for the purpose.
Chapter 3 Page 2 Rev # : 01 Jun 08, 2010 3.2 AL ORGANOGRAM OF PHS & RS Passenger Handling Services Managing Director Deputy Managing Director General Manager PHS Quality Management Representative (PHS) DY.GM/Manager Ramp Operations Manager DCS (ACSI) Dy.GM/Manager Handling Agreements Dy.GM/Manager Passenger Handling Manager Baggage Services ULD Cell Dy.GM/Manager Facilitation Manager Training & DQC Ramp Safety Coordinator Centralized Load Control (CLC) Shift ABCD ACSI Help Desk Shift ABCD Station Controller Shift ABCD Station Manager across Network Situation Room
Chapter 3 Page 3 Rev # : 01 Jun 08, 2010 Ramp Services
Chapter 3 Page 4 3.4 STATION ORGANOGRAM Station Manager NOTE: This is the most comprehensive organizational chart of a station. Positions, however, may vary based on a station s operational requirements and availability of operational workforce.
3.5 AL QUALITY CONTROL ORGANOGRAM Chapter 3 Page 5 Quality Manager Representative (QMR) Manager DQC (Deputy QMR) Assistant Manager Quality Control Assistant Manager Quality Control Assistant Manager Quality Control Quality Control Officer Quality Control Officer Quality Control Officer
3.6 JOB DESCRIPTIONS PASSENGER HANDLING & RAMP SERVICES Chapter 3 Page 6 Following are the Job Descriptions of Top/Senior Management of the Passenger Handling & Ramp Services Division. The Specifications of these key jobs are given in the Corporate Job Description Manual of the Corporation. General Manager Passenger Handling Services and Ramp Services Key Responsibilities Define the major objectives of his division to enable it to meet corporate requirements. Propose plans and budgets to cover the manpower, organization and facilities required to achieve divisional objectives. Ensure implementation of the above to meet approved plans and budgets. Set major objectives and allocate appropriate responsibilities and resources to his Line Managers. Ensure that Line Managers organize the work in their sections along optimum efficient lines. Ensure Optimum Utilization of available Human Resources. Establish and maintain good working relationships with the Civil Aviation Authority in order to particularly get facilities at Airport fro improvements. Ensure that the most efficient systems and procedures are developed and implemented for the control on all activities of his divisions. Liaise at General Manager level with Government agencies such as immigration, Security, health etc. in order to achieve corporate objectives. See to the development and training of staff of each functional areas to ensure that standards are met and the level of supervision is maintained at a high level. Ensure that safety aspects are taken care of in passenger handling, in Ramp services and in Security services. To be responsible for IOSA/ISO/OH&SAS/EMS audit outcomes of all internal and external audit processes. To be responsible to ensure that all non-conformities identified during the audit process are satisfactorily closed in an acceptable time frame. Direct and coordinate planning of all ground passenger handling procedures and ensure the compliance of procedures with industry standards and Marketing goals set by management Supervise and directs the managers in developing methods and procedures for passenger handling facilities such as; Passenger movement & direction at terminal and terminal baggage handling. Establish system in order to ensure that latest information regarding regulatory agencies of various countries are kept up to date and are properly communicated to all concerned stations. Ensure that close operational liaison is maintained with Flight operations control, Engineering, Civil Aviation Authority and all other government agencies at all stations with a view to provide optimum facilities and comforts to traveling public in line with their expectation.
Chapter 3 Page 7 Continuously monitor the performance of all stations and advise station managers for the procedural changing and improvements in service. Make budget proposals and monitor the progress of work against agreed budget heads and determine future requirements with regard to establishing flight enquires facilities based on the short term/long term plans. To establish, maintain and develop a good working relationship with Ground Handling Agents at International Stations and Ground Handling customers at domestic stations. Ensure regular analysis of ICAO recommendatory practices and take necessary action for their implementation at Pakistani airports Prepare budgetary proposals for GSE activities throughout the network and provide functional guidance and assistance in monitoring expenditure, introducing economics and increasing productivity. To ensure strict compliance (by own self and by the subordinate staff) with all HSEQ standards and other legal or regulatory bodies requirements; applicable to operational areas under their jurisdiction at all times during conduct of normal operations. Make plans and proposals for ensuring that security throughout PIA operations is maintained at an appropriate level. Ensure the necessary level of liaison with the security units of other airlines and Government Security Forces at PIA Domestic and Foreign Operating locations Works in close liaison with Government Agencies including Director General Civil Aviation, Authority, Customs.ASF, Immigration, Anti Narcotics Force, Intelligence Bureau and Police. Quality Management Representative PHS&RS (QMR) Key Responsibilities Support and advise the GM PHS&RS on all Quality Improvement policy / procedural matters at the Departmental level. Develop, implement and effectively execute the Strategic Quality Management Plan in Passenger Handling & Ramp Services Division. Ensure that the Departmental Quality Control functions are operating effectively at the required levels in the organization. Develop, modify and upgrade effectiveness of human resources in SQM to improve the Quality Improvement System performance from time to time. Ensure that the right level of core competencies in Quality functions exist at divisional levels in Passenger Handling & Ramp Services Division. Ensure publishing of the Quality Performance Reports, when required, for top managements review. Ensure that clear and effective internal and external communication channels are established in the overall Quality Management infrastructure so that performance quality is reliably measured, recorded, shared and continually improved. Take a lead in the implementation of quality management systems which conform to the requirements of international standards e.g. ISO 9001:2008 and IOSA.
Chapter 3 Page 8 Provide guidance and support to the divisions in re-engineering of their processes for achieving effectiveness and efficiency in service delivery. Ensure that analysis of customer feedback is effectively carried out and significant trends are highlighted. Assist the GM PHS&RS in communicating the customer feedback/complaints to all the relevant divisions within Passenger Handling & Ramp Services Division for necessary corrective and preventive actions. Deputy General Manager / Manager Passenger Handling Key Responsibilities Develop standard and procedures for passenger handling. Advise station managers through out the network on the application of the managerial functions to their areas. Visit stations to review performance as necessary. Advise station managers on the formulation of budgets for manpower organization, equipment and facilities for passengers. Investigate complaints from passengers received centrally with recommendation with any compensation. Analyze complaints received and propose remedial measures. Take note of manpower levels, functional performance levels, and the performance and potential of promising passenger services employees in all stations and where applicable recommend transfers, or other measures to strengthen weak areas and develop staff in passenger handling. Keep statistical records of network passenger complaints, revenue from excess baggage. Analyze these records and reports on trends to management. Handle the audit matters and queries. Provide central guidance in the development of passenger handling services throughout all stations in the network, ensure that effective standards and procedures are set and monitor their implementation. Manage central passenger complaints. To manage and coordinate manpower & resources effectively to carry out assigned duties. Perform any other duties assigned by GM PHS&RS from time to time. Deputy General Manager / Manager Ramp Operations Key Responsibilities Analyze and evaluate all system delays on day to day basis for management morning briefing. Keep record of all over delays and submit monthly/yearly comparison to bring improvement. Formulate policies to streamline smooth working at stations. Reply to points raised by Station Managers in relation to all Administrative and general matters at their stations. Coordinate replies to Station Managers where multi-functional responses to their quires are required. Act in every way to provide for uniform and equitable treatment of station affairs in line with laid down policies.
Chapter 3 Page 9 Assist the General Manager on matters relating to Station Problems and over-all performances. To manage and coordinate manpower & resources effectively to carry out assigned duties. To suggest budget for his respective section. Perform any other duties assigned by GM PHS&RS from time to time. Deputy General Manager / Manager Baggage Services Key Responsibilities Initiates action on all baggage mishandling complaints. Carries out all correspondence concerning baggage complaints. Follow up all pending cases with stations and Check, monitor and assess the genuinity of the cases settled by the stations. Ensure the efficient operation of central baggage tracing. Assess the long and short term requirement of training and arrange training for baggage service staff especially for World Tracer Management. Maintenance and up-dation of baggage Service Manual for ready reference at stations and head office. Pinpoint the causes of baggage losses and develop procedures to eliminate them. Performance evaluation of stations on specified parameters and standards set by the industry. Investigate complaints from passengers received centrally and recommend any payment to be made in compensation for lost baggage. Formulate policies and procedures for smooth and efficient baggage handling. Monitor AHL/OHD messages and arranges their recovery/delivery. Prepare daily/weekly and monthly statements for management/showing list of baggage pieces lost and found and their disposal. Monitoring and follow-up of the following : o Proper and complete documentation at the time of pax reporting loss i.e. PIR. o Quick and efficient disposal of PIR. Considering the corporation s interest and passenger satisfaction. o Maintenance of interline baggage record at stations. o Non acceptance of heavy/over sized baggage in cabins. o Use of tags on baggage like; Transfer Transit Tags Limited Release Tags Rush Tags To manage and coordinate manpower & resources effectively to carry out assigned duties. Perform any other duties assigned by GM PHS&RS from time to time.
Chapter 3 Page 10 Deputy General Manager / Manager Facilitation Key Responsibilities. Prepare subject wise list of problems at each domestic airport with the view to liaise with Civil Aviation authority and concerned airport managers for corrective actions. Analyze ICAO recommendatory practices and take necessary action for their implementation at Pakistani airports. Make recommendations to change PIA policies and practices with the view to introduce better facilities for the overall comfort of the passengers. Attend facilitation committee meetings at Karachi and follow up actions with PIA departments concerned for the implementation of decisions taken in these meetings. Attend Government agencies meetings on passenger facilitation and make recommendation with the objective to improve passenger comfort and convenience. Liaise Ministry of defense regarding overseas Pakistanis Foundation and Ministry of Culture and Tourism. To solve and process approval of various facilities required at all online stations e.g. space problem, office accommodation, office equipment and other related problems. To manage and coordinate manpower & resources effectively to carry out assigned duties. To suggest budget for his respective section. Perform any other duties assigned by General Manager PHS&RS from time to time. Deputy General Manager / Manager Handling Agreements Key Responsibilities Conducting analysis for outsourcing ground handling of PIA flights at International Stations. Negotiating and finalizing Ground Handling Agreements, with handling agents at all International Stations for PIA flights. Ensure coordination between PIA and the handling agent (at International Stations) To establish, maintain and develop a good working relationship with Ground Handling Agents at International Stations and Ground Handling customer s domestic stations. Preparing periodic financial statements showing payments made to foreign handling agencies and revenue earned at various airports in Pakistan by PIA for receiving/providing handling facilities, respectively. Identifying the target market for domestic ground handling services. Conducting competitive analysis. Prepare the product, distribution and pricing strategy. Identifying potential business risks and developing both strategic approach and immediate tactical solutions. Explores and pursue innovation into new products. Involved in sales and service delivery of the Ground handling services of PIA to carriers operating to any domestic destinations in Pakistan. Coordinate with Finance, TGS, Engineering, Field Services in obtaining their clearance before finalizing the agreements. To manage and coordinate manpower & resources effectively to carry out assigned duties.
Chapter 3 Page 11 To assist GM (PHS&RS) in budget preparation and provisioning of funds. Perform any other duties assigned by General Manager PHS&RS from time to time. Deputy General Manager / Manager Quality Control Key Responsibilities Support GM PHS&RS on Quality and performance matters. Prepare and monitor Quality performance objectives, set targets and implement a measurement system in PHS&RS Division in coordination with CQA in line with the departmental and PIA s Quality Policy. Continuously coordinate and follow up with Station & Sectional Heads for ensuring that the processes needed for the Quality Management system are established, implemented and maintained. Ensure that the customer requirements are being determined continuously through different means and are being met with the aim of enhancing customer satisfaction. Manage and Control the Quality Control function in all areas of PHS&RS division and Prepare action plans for achievement of set quality targets and related activities schedules given by CQA from time to time. Measure performance, compile and analyze the data of all areas on a regular basis including the customer satisfaction indices. Identify the critical areas, determine root cause of the problem and Initiate corrective actions in coordination with concerned heads and CQA. Encourage, promote, create and motivate Quality Improvements Teams in the department and ensure that departmental quality reviews are held regularly by management on a monthly basis. Perform any other tasks/duties on special projects as assigned by GM (CQA) from time to time. To manage and coordinate manpower & resources effectively to carry out assigned duties. Station Manager Key Responsibilities Develops strong, self supportive shifts, based on sound operating procedures, with built-in flexibility to ensure optimum coordination of work under all anticipated airport conditions. Develops Shift Managers at airport to manage the passenger services shift staff efficiently and effectively. Ensures that close operational liaison is maintained with Flight Operations Control, Engineering and Maintenance, DGCA and all government agencies. Develops efficient procedures for coordination including those for shift take over and handover, work allocation, monitoring and control. Develops Management Information Reports for the monitoring and control of performance, time standards, identification and eradication of trouble spots or bottlenecks. Ensures that all the functions within shifts are given adequate guidance by their functional advisors at head Office. Indicates areas where more training is required. Liaises with Civil Aviation Authority and attends coordination meetings to suggest improvements in airport facilities. Makes budget proposals and monitors the progress of work against agreed budget heads. Manages the personnel efficiently in terms of their selection, development, motivation and discipline. To suggest budget for his division and ensure the effective utilization of funds allocated. To manage and coordinate manpower & resources effectively to carry out assigned duties.
Chapter 3 Page 12 Ensures that ground handling services rendered to PIA at foreign stations by handling agencies and the services provided by PIA at domestic stations to other carriers conform to the standards of services which are agreed upon in handling agreements in the areas of his concern. Performs any other duties assigned by GM PHS&RS from time to time.
Chapter 3 Page 13 3.7 SUPPLY CHAIN PERSPECTIVE
Chapter 4 Page 1 4 QUALITY MANAGEMENT SYSTEM 4.1 GENERAL REQUIREMENTS Passenger Handling & Ramp Services Division has established, documented, implemented, and maintained a Quality Management System which is geared towards continual improvement while meeting all the requirements of ISO 9001:2008. To implement the quality management system, the Passenger Handling & Ramp Services Division has identified the following key processes within its quality management system: i. Quality System Processes Control of Documents Control of Records Control of Non-Conforming Services Internal Quality Audits Corrective Action Preventive Action ii. Service Delivery Processes Passenger Embarkation Passenger Disembarkation Baggage Handling Ramp Handling Passenger Safety All the above processes are applicable throughout the organization. The sequence and interaction of the aforementioned processes is shown in the respective Process Maps at Appendices to this Manual and the Supply Chain Perspective diagram shown in Chapter 1 of this Manual. The criteria and methods required to ensure the effective operation and control of the abovementioned processes is explained in Passenger Handling Manual, Baggage Claims Manual, TGS Operations & Maintenance Manual, Job Descriptions Manual and Handling Agreements Manual etc. The availability of information necessary to support the operation and monitoring of these processes is ensured through relevant Distribution Lists maintained by DQC Manager. Procedures for measurement, monitoring and analysis of these processes are explained in Chapter 8 of this Manual. Outsourced processes are defined in the scope of this manual (Chapter 2.2). Whereas, the control of these processes is given in Chapter 8 of this Manual. Actions necessary to achieve the planned results and continual improvement are implemented through the use of processes shown in Chapter 8 & 9 of this Manual. The Passenger Handling & Ramp Services Division manages aforementioned processes in accordance with the requirements of the respective standard.
Chapter 4 Page 2 4.2 DOCUMENTATION REQUIREMENTS Passenger Handling & Ramp Services Division has prepared its Quality Management System documentation, which includes: 4.2.1. is a departmental policy document outlining the structure and general principles of the quality management system, it includes: The scope of the Quality System, including details of and justification for any exclusion Reference to the Quality System Procedures, Departmental/Divisional Procedures and related documentation, e.g., circulars, bulletins, orders, policies A description of the sequence and interaction of the processes included in the QMS has been identified and its distribution is controlled by a unique number i.e. Doc #: PHS/QAM/01. QAM is the level one document of Passenger Handling & Ramp Services Division. 4.2.2. Quality System Procedures The Quality System Procedures are the second level quality system documents, which contain a detailed description of how quality system requirements, as specified by ISO 9001:2008 standard, have been addressed and implemented in various functions of the Passenger Handling & Ramp Services Division. The Division has identified, developed and implemented the following Quality System Procedures: i. Quality system Procedure for Control of Documents ii. Quality System Procedure for Control of Quality Records iii. Quality System Procedure for Control of Non-Conforming Services iv. Quality System Procedure for Internal Quality Audits v. Quality System Procedure for Corrective Action vi. Quality System Procedure for Preventive Action QSPs are shown in Chapter 9 of this Manual. 4.2.3. Operations Manual Passenger Handling & Ramp Services Division has the following operations/safety documentation which is in the form of SOP s/work instructions, that provides guidance on activities carried out in its various operational areas: i. Passenger Handling Manual ii. Baggage Claims Manual iii. TGS Operations & Maintenance Manual iv. Handling Agreements Manual v. Job Descriptions Manual vi. Training & Development Manual
Chapter 4 Page 3 4.2.4. Supporting Documents / Records These are fourth level quality system documents. Passenger Handling & Ramp Services Division has maintained a Master List of Documents and a Master List of Records, which includes documents and records required in the Quality System of the Division. These documents and records are properly referenced in all the relevant procedures, and include data/records such as forms, log sheets and other reports generated while performing routine activities. A copy of each performa used by Passenger Handling & Ramp Services Division is shown in Passenger Handling Manual, Handling Agreements Manual and TGS Operations & Maintenance Manual. The fourth level quality system documents also include all the legal and regulatory requirements that apply to various aspects of the Passenger Handling & Ramp Services Division. Documentation hierarchy is depicted through the documentation hierarchy pyramid. 4.2.5. Quality Policy and Objectives A documented statement of quality policy and department s quality objectives are given in Chapter 5 of this Manual. 4.2.6. Type of Medium (Documents and Records) Documents and records are maintained and made accessible to the relevant personnel either in the form of a hard copy or through soft copy available on intranet and databases. Specific details of the different types of documents/records and the medium in which these are maintained are included in the procedures for Control of Documents and Records. Level 1 Quality Assurance Manual Level 2 Quality System Procedures Level 3 Operational Manual(s) TGS Operations & Maintenance Manual Job Descriptions Manual Training & Development Manual Passenger Handling Manual Baggage Claims Manual Handling Agreements Manual Level 4 Supporting Documents / Records Documentation Hierarchy (Regulations, Standards, reports etc.) Documentation Hierarchy
Chapter 4 Page 4 4.3 CONTROL OF DOCUMENTS Passenger Handling & Ramp Services Division has established a procedure for controlling documents used in its quality management system. QSP for control of documents is shown in Chapter 9 of this Manual, which includes: a) Documents such as and Operations Manual are approved by PHS & RS and CAA Pakistan (if required). However, prior to approval of any document a thorough review is conducted by all the relevant sectional and divisional heads. Documents which require State/CAA approval is approved by General Manager PHS&RS before submission of the same to CAA Pakistan for approval purposes. b) Any revision to an already approved document follows a formal review and re-approval process. Documents are re-approved by the same authority which was involved in its initial approval. In case of and Operations Manual the review is conducted by Dy. GMs Passenger Handling & Ramp Services and re-approval given by GM PHS&RS. Sectional level controlled documents such as Work Instructions etc. may be re-approved by Sectional heads/managers. All controlled documents are reviewed annually for the purpose of assessing adequacy and suitability. c) Each controlled document indicates, as a minimum, the current revision number, revision date, revision history specifying nature of changes made to the document. d) The DQC Manager ensures that the relevant versions of applicable documents are available at point of use. Documents are distributed as per the approved distribution list and acknowledgement received from the person concerned. Availability of the current copy of the documents at point of use is checked during internal quality audits or day to day operations. e) Legibility of the printed manuals and standard operating procedures is ensured through the use of printing press, standard laser printers and photo copier machines. Integrity of the data recorded manually on different forms/formats is ensured through the use of pen. Use of lead pencil in filling out operational forms and registers/logs is not acceptable. f) Documents of external origin e.g. IATA DGR Manual & IATA Airport Handling Manual are included in the Master List of Controlled Documents. The DQC Manager ensures that distribution of these external origin documents to the relevant personnel is controlled and only the current versions of the same are available at the point of use. g) Obsolete/superseded copies of the controlled documents are retrieved from all the locations. The DQC Manager ensures that if obsolete documents have to be retained for reference purposes only then these documents have to be suitably identified either through the use of Obsolete stamp or a prominent handwritten note.
Chapter 4 Page 5 4.4 CONTROL OF QUALITY RECORDS Passenger Handling & Ramp Services Division has established a procedure for controlling of records shown in Chapter 9 of this Manual. This control ensures proper identification, storage, retrieval, protection, retention time and disposition of quality records.
Chapter 5 Page 1 5 MANAGEMENT RESPONSIBILITY 5.1 MANAGEMENT COMMITMENT The management of Passenger Handling & Ramp Services Division is fully committed to Quality, and demonstrates its commitment to the development and improvement of the quality management system by: a) Communicating at all levels in the organization the importance of meeting customer as well as regulatory and legal requirements through the following methods: Management Review Meetings (Ref: Chapter 5.6 of this manual) Internal Correspondence, e.g., Circulars, Bulletins, e-mails, faxes, telexes, etc. Quality System Documentation, e.g., SOPs, SDPs, WIs, etc. Training, e.g., DGR, Basic Training, SEP Refresher, etc. b) Adhering to the corporate quality policy (Ref: Chapter 5.3 of this Manual) c) Formulating quality objectives, and ensuring that they are deployed effectively at all functions and levels (Ref: 5.4.1 of this Manual) d) Performing management reviews and ensuring that quality performance is effectively reviewed at relevant levels (Ref: Chapter 5.6 of this Manual) e) Ensuring the availability of necessary resources for the fulfillment of needed quality standards. (Ref: Chapter 6 of this Manual) 5.2 CUSTOMER FOCUS The Flight Service s management determines appropriate customer needs and requirements, and converts them into new service delivery requirements with the goal of achieving customer satisfaction. Regulatory and legal requirements are properly considered while establishing the service delivery standards based on customers needs and expectations feedback. The customer focus in PHS & RS Division is ensured through: Compliance Checks Form These forms comprising of Key Performance Indicators are filled by Quality Coordinators or Designated Personnel (by Station Manager) on randomly selected flights. Respective Station Managers are responsible to monitor customer satisfaction and need for improvement through these forms. Weekly reports that includes analysis on compliance checks and improvement suggestions (if any) is forwarded to Manager Passenger Handling for appropriate consideration. Compliance check forms are shown in the Appendices of this Manual. Comment Cards/Weekly Customer Feedback Report The Comment Cards are distributed on all flights which are ultimately received by the Customer Relations Section of Quality Assurance Department. Customer Relations Section compiles the weekly customer feedback report based upon the received Comment Cards. The respective report is received by
Chapter 5 Page 2 Manager Passenger Handling who analyses these reports in consultation with other Managers and ensures that appropriate improvement actions are taken. Furthermore, facilitates DQC Manager for providing customer feedback data input for the Management Review Meetings. The above mentioned records are being maintained. Passenger Handling Section ensures that effective action is accordingly taken. 5.3 QUALITY POLICY Passenger Handling & Ramp Services Division follows the Corporate Quality Policy of PIA. PIA s Quality Policy is aimed at giving guidance for establishing quality objectives and focal points for performance improvements. The awareness and understanding regarding PIA s Quality policy is ensured through the following measures: Displaying the Policy at prominent areas and offices Making the Policy available on PIA s website/intranet Discussing the Quality policy during the training sessions Quality Policy of PIA is reviewed on an annual basis to establish its continuing suitability/ applicability. The Policy may be revised as a result of the review. The PIA Quality Policy is given as following:
Chapter 5 Page 3 QUALITY POLICY Quality is our company culture extending beyond controlled applications and is maintained as a constant component in our decision making processes to achieve tangible / continual improvement of their effectiveness. Qualified PIA employees are committed to providing customers with distinctive air transport services shaped around their global needs and expectations, thus ensuring their complete satisfaction and loyalty. We will proactively strive for consistent improvements in our day to day work systems and procedures to successfully accomplish our Vision / Mission statements and to stand up to the business challenges of future. In our search for excellence in performance we will strictly adhere to international standards, regulatory requirements, rules / laws and continuously evaluate our performance using optimal yardsticks. This policy is implemented in the Passenger Handling Services and Ramp Services Division; it covers entire airline operations and applies to all its employees, suppliers and customers.
Chapter 5 Page 4 5.4 PLANNING 5.4.1. Quality Objectives The Passenger Handling & Ramp Services Division has established quality objectives at appropriate functions and levels within the organization. These objectives are defined in measurable terms and are the interpretation goals of quality policy deployment. These objectives are established and maintained at divisional/sectional level and are consistent with the quality policy, commitment to continual improvement and meeting requirements for services. 5.4.2. Quality Management System Planning i. The Passenger Handling & Ramp Services Division has established action plans (Ref: Objective Implementation Forms) for achieving the quality objectives. ii. Quality System Planning covers the following issues: The processes of the quality management system, considering permissible exclusions The resources needed Continual improvement of the Quality Management System Aforementioned issues are discussed in the Management Review Meeting and it is ensured that change is conducted in a controlled manner and the integrity of the quality management system is maintained during such change(s) (Ref: QSP for Control of Documents in Chapter 9 of this Manual). 5.5 RESPONSIBILITY, AUTHORITY, AND COMMUNICATION 5.5.1. Responsibility and Authority Functions and their interrelationships within the department including responsibilities and authorities are defined (Ref: Divisional JD Manuals) and communicated in order to facilitate effective quality management. Whereas, the departmental chart (Ref: Chapter 3.2 of this Manual), describes the hierarchical structure of Passenger Handling & Ramp Services Division. 5.5.2. Management Representative Top management of the Passenger Handling & Ramp Services Division has appointed the Deputy General Manager Quality Assurance as the Quality Management Representative (QMR) who, irrespective of other responsibilities, has defined responsibility and authority for the Quality Management System, which includes: a) Ensuring that processes of the Quality Management System are established and maintained in accordance with the requirements of ISO 9001:2008, IOSA and other relevant standards; b) Reporting to top management on the performance of the Quality Management System, including needs for improvement; c) Promoting awareness of customer requirements throughout the organization.
Chapter 5 Page 5 d) Liaison with external parties on matters relating to the Quality Management System. QMR is assisted by Manager DQC of Passenger Handling & Ramp Services Division (Ref: Chapter 3.2 &3.3 of this Manual), whereas, Manager Quality Audits facilitates the QMR, from the corporate perspective in terms of systems development. 5.5.3. Internal Communication The Passenger Handling & Ramp Services Division is maintaining internal communication effectively between various levels and functions using the following channels; a) Notice Boards b) Faxes, Phone, Telexes and E-mails c) Internal Correspondence, e.g., Circulars, Bulletins, Orders, etc d) World Tracer for the communication of baggage delivery e) SABRE ACSI for communicating passenger check-in function and SABRE Load Manager f) PHS Newsletter g) TDMS (Training Database Management System) of PHS This ensures that the quality policy, goals, procedures, and records are properly communicated to relevant persons for awareness and implementation in a timely manner. 5.6 MANAGEMENT REVIEW 5.6.1. General The Passenger Handling & Ramp Services Division has established a platform for management reviews through Departmental Management Review Meeting which are held at least once in a year to assess the adequacy, suitability and effectiveness of the Quality Management System. These reviews ensure the continuing suitability, adequacy and effectiveness of the whole Quality System. The review includes evaluation of the need for changes to Quality Management System, including Quality Policy and Quality Objectives. These management review meetings also serve as a central forum for monitoring the activities at outstations by reviewing the minutes/reports of the monthly meetings from outstations. 5.6.2. Review input Periodic review of current performance and improvement opportunities through management reviews are related to: a) Results of Internal and External Audit reports; b) Customer feedback, e.g., Complaints & Suggestions etc. c) Resource Provisioning d) Process performance and service conformance; e) Status of preventive and corrective actions; f) Follow-up actions from earlier management reviews; g) Changes that could affect the Quality Management System.
Chapter 5 Page 6 h) Recommendations for Improvements Aforementioned points are agenda items (Ref: Agendas of Management Review Meetings) utilized for the conduct of the Management Review Meetings. A presentation and/or report covering each agenda item are prepared by QMR to facilitate the discussion and decision making during the Management Review Meetings. 5.6.3. Review output The outputs from management review include actions related to: a) Improvement of quality management system and its processes; b) Improvement of service related to customer requirements; c) Resource needs. Results of management reviews are recorded. 5.6.4. Key Responsibilities i. QMR arranges to circulate agenda of the meeting. Minutes of the meeting are accordingly taken and circulated to all functions concerned. Follow-ups are made to ensure the effectiveness of decisions taken in the review. ii. The unit/sectional head concerned is responsible for the smooth functioning of their concerned area. They identify, highlight and suggest remedial/improvement action/plans for their areas in consultation with QMR. iii. Top/Senior Management ensures the effectiveness of the Quality Management System in all functional areas of the department. 5.6.5. Meeting Mechanism QMR conducts the Review Meeting following the points of agenda. Concerned sectional heads briefly comment/argue on the points included in the agenda pertaining to their sections. Sectional heads ensure the availability of all the concerned evidences and information to highlight the effectiveness of their respective sections. GM PHS & RS gives approval on decisions pertaining to issues discussed in the Review Meeting. Incase GM PHS & RS is not able to attend the meeting; he nominates a competent authority to perform his functions for the respective meeting. 5.6.6. Minutes of the Meeting/Follow-ups QMR ensures that the minutes (Ref: Minutes of Management Review Meetings) of the respective meetings are prepared in a proper manner. These minutes are circulated to all concerned within one week of the respective meeting. Follow-ups are accordingly arranged to ensure the implementation of decisions taken in the review meeting.
Chapter 6 Page 1 6 RESOURCE MANAGEMENT 6.1 PROVISION OF RESOURCES The top management of Passenger Handling & Ramp Services Division is responsible to assess resource needs and to provide adequate, suitably qualified requisite human resources with the right facilities/infrastructure and congenial work environment. This is necessary to: a) Implement, monitor, control and improve the processes of the quality management system b) Improve customer satisfaction levels and service delivery standards 6.2 HUMAN RESOURCES 6.2.1. General The management of human resources is an important activity to effectively implement the Quality Management System. The basic aim is to ensure availability of the right person for the right job. Suitable resources are provided for operation and improvement of the quality management system, and to achieve customer satisfaction through distinctive services. 6.2.2. Training, Awareness and Competency Training needs assessment is conducted by managers/supervisors for their subordinates. The training requirements are then communicated by the respective managers/supervisors to Manager Training and Development who maintain the records identifies training requirements at regular intervals especially, in case of regulatory timelines (e.g. Mass and Balance & DGR). A training schedule for the year is prepared in light of the training needs analysis. Personnel nominated by section/station heads are provided relevant training through Training Managers and by utilizing appropriate available training sources e.g., PIA Training Centre, local trainers. Basic competence for performing job functions is highlighted in the relevant Job Specifications given in Job Descriptions Manual. Whereas, any additional competence requirements are highlighted in the relevant operational documentation. The respective managers/supervisors determine the competence of the employees in the ability to carry out assigned tasks. All personnel training records are maintained by PHS & RS Training Unit PIA Training center. The PHS & RS Training Unit along with relevant line supervisors determine on-job training effectiveness and are responsible to upgrade training syllabi, circulars etc. when necessary. Additionally, training effectiveness is gauged by Employee Performance Evaluation forms which are also utilized for future training need analysis. Note: Detailed procedures regarding Training, Awareness and Competency are given in Training & Development Manual (Passenger Handling Services & Handling Agreements).
Chapter 6 Page 2 6.3 INFRASTRUCTURE All infrastructures at airports, apart from business class passenger lounges and airline offices, is responsibility of Civil Aviation Authority. The office building and workspace is maintained by PIA Works Department. The hardware and software in use is being provided and maintained by the PIA IT department. Transportation of personnel to and fro the workplace has been outsourced to private contractors. 6.4 WORK ENVIRONMENT Work environment at all airports is responsibility of Civil Aviation Authority. Monitoring of environment at the airports is carried out on an ongoing basis by the respective Station Managers/Senior Shift Duty Officers. Deterioration in the lounges standards or facilities is reported and taken up with the concerned Civil Aviation Authorities for resolution. Work environment at PHS & RS facilities/offices is the responsibility of the Works Division.
Chapter 7 Page 3 7 SERVICE REALIZATION 7.1 PLANNING OF SERVICE REALIZATION PROCESSES Following service delivery processes are planned for service realization considering the quality objectives, regulatory requirements and PIA s own standards in respect of each service: a) Passenger Handling Services Division i. Passenger Embarkation: ii. Passenger Disembarkation: iii. Baggage Handling: iv. Ramp Handling: There are two types of planning carried out for the above-mentioned service delivery processes in Passenger Handling Services at airports and these include long term planning and short term (shift wise) planning. In long term planning, the Station Manager in consultation with the Manager Station Operations/Terminal Services, Manager Baggage Services and Manager Ramp Services works out a plan to ensure availability of the required resources, change in processes (if any) and training of service personnel. The required resources comprise of adequate number of manpower, check-in counters, wheel chairs, Unit Load Devices (ULD), golf carts, Enhanced Gate Reader (EGR) etc. and the requirement for these resources depend upon the existing as well as anticipated load/flights, flight schedule and other operational requirements. Proposed changes in processes are also discussed in light of the inconvenience caused to the passengers and achieving operational efficiencies. Training needs of personnel are worked out and coordinated with Training Coordinator of Passenger Handling Services Division. Long term planning issues are taken up with GM Passenger Handling & Ramp Services on a case to case basis and also during the periodic Station Managers meetings. Short term planning entails all steps involved in ensuring smooth operations during the shift. These steps include duty allocation of check-in personnel, flight supervisors, boarding staff, arrival staff, ramp staff, etc. and arrangements needed for handling special loads, transit passengers and special handling passengers. Details are included in the Passenger Handling Manual. b) Handling Agreements Section Handling Agreements Section comprises of Domestic ground handling agreements and International ground handling agreements. i. Domestic Ground Handling Agreements In the domestic ground handling section, planning is done to acquire new business from the domestic ground handling market, this involves A - Identifying the target market of domestic ground handling B - Contacting prospects C Making all possible efforts to sell PIA s ground handling to carriers operating to Pakistan.
Chapter 7 Page 4 ii. International Ground Handling Agreements Any addition on PIA International Network leads to the requirements of a Ground handling Agreements, this section ensures timely conclusion of international ground handling agreements, enabling PIA to operate to the new stations. Agreements done at International Stations are at times done for a specific period and require that they be renewed before expiry, so this section also ensures timely revision of the ground handling agreements With respect to the aforementioned services, Passenger Handling & Ramp Services Division has determined the following: a). Requirements for the service, e.g., baggage allowance, business class service, etc. (Ref: Passenger Handling Manual) b). The need to establish processes, documents, and provide resources specific to the service (Ref: Management Review Meeting & Inter-departmental meetings) c). Required verification, validation (Ref: Chapter 7.5.2 of this Manual), monitoring, inspection and test activities specific to the service and the criteria for service acceptance (Ref: Chapter 8 of this Manual) d). Records needed to provide the evidence that the service realization/service delivery processes and resulting service fulfill requirements (Master List of Records) 7.2 CUSTOMER-RELATED PROCESSES 7.2.1. Determination of Requirements related to the service Passenger Handling & Ramp Services Division determines service requirements of the customers in the following manner: a) Requirements specified by the customer, including the requirements for delivery and postdelivery activities are determined through analysis of Customer Comment Cards / Report that are forwarded to Manager Passenger Handling (PHS&RS Divisions). The analysis of Customer Comment Cards is undertaken by Customer Relations Section and the same is communicated to the Passenger Handling & Ramp Services Division through internal correspondence. b) Requirements not stated by the customer but necessary for specific or known and intended uses are determined by Manager Passenger Handling (PHS&RS Divisions) in consultation with Managers concerned and Senior / Top Management. The implied requirements are determined through informal interaction with the passengers by departmental personnel, prevalent industry practices and personal experiences of departmental personnel. c) Statutory and regulatory requirements related to the service are provided by the Civil Aviation Authority. d) Additional requirements determined as a result of benchmarking exercises.
Chapter 7 Page 5 7.2.2. Review of Service Requirements Passenger Handling & Ramp Services Division conducts review of the service requirements prior to supply a service to the customers. It is ensured that service requirements are clearly defined and there is inherent ability to meet the customer requirements for the service. a. Passenger Handling Services The check-in personnel (Passenger Handling Services Division) are normally the first in the Passenger Handling & Ramp Services Division to interact with the passengers after the baggage strapping activity. Any specific requirements relating to seat allocation, handling of checked-in baggage (fragile items) etc. are handled by check-in personnel. In case a passenger is carrying any item which is classified under Dangerous Goods category then the check-in personnel regret in a polite manner the carriage of the same in the aircraft s cabin. Check-in personnel resolves with the passengers the issues that relate to excess baggage, pool baggage, number of pieces to be carried as cabin baggage, type and size of baggage that can be taken in the cabin etc. Special Handling Unit is, however, the first point of contact for passengers with special requirements such as wheel chair handling, transportation of physically incapacitated passengers, unaccompanied minor, blind passengers with or without Seeing Eye dogs, sick passengers requiring constant supply of therapeutic oxygen etc. Representatives of the Special Handling Unit facilitate passengers with the above-mentioned types of requirements. Details are included in the Passenger Handling Manual under the section Passenger Embarkation. Records of the results of the review at check-in counter are maintained in the ACSI system. b. Handling Agreements Section A three tier review model is applicable in the Handling Agreements Section. The relevant procedures for Initial, Interim and expiry review are detailed in Handling Agreements Manual. A- Initial Review of GHA/SLA Handling Agreements Section conducts the initial review to assess the service requirements acquired/provided before finalizing the Ground Handling Agreement. B Interim Review of GHA/SLA A situation might arise when an interim review of GHA/SLA is required, either to incorporate a service which was missed when the agreement was being finalized, or to incorporate any service requirement which did not existed at the time when the agreement was done, or to offer/gain concession in the handling charges, or to amend a service delivery standard, when such a situation arises, an interim review of the GHA/SLA is required to amend the current agreements.
Chapter 7 Page 6 C Review of GHA/SLA at expiry Mostly ground handling agreements finalized for a location are time bound, on expiry of these agreements, service requirements are reanalyzed and if any change is required in the services/charges being taken/given (depending upon PIA s role in the agreement i.e. carrier or the handling company) to the other party, agreements are amended accordingly. 7.2.3. Customer Communication The Passenger Handling & Ramp Services Division ensures that there is effective liaison with customers through following channels: a) Direct Channel (where the department is directly communicating with the passengers) On ground/onboard Announcements Passenger Ticket Jacket Communication with passengers on-board the aircraft and at check-in counters b) Indirect Channels (where the Department is communicating with the passengers through other departments) PIA Corporate Website, e.g., link for customer comments (IT Department) Customer Comment Cards (Customer Relations Section) PIA Call Center 7.3 DESIGN AND/OR DEVELOPMENT The services of the Passenger Handling & Ramp Services Division are customer specified which are performed using the CAA Pakistan regulated and approved standards. Therefore Design and Development activities are not part of this organization s QMS. 7.4 PURCHASING 7.4.1. General Most Purchasing functions like supplier evaluation, tendering and supplier control are ensured by the centralized Procurement Division of PIA and thus are excluded from the scope of Passenger Handling & Ramp Services Division. However, direct departmental procurement is defined in the subsequent sections. 7.4.2. Purchasing Process Following types of procurement/acquisition is done directly by the Passenger Handling & Ramp Services Division: Printing of various forms & Performa s Ground Handling Services at International Airports
Chapter 7 Page 7 Accommodation & transportation Services Office supplies i. Procurement of Items Items like office supplies, etc are procured through a requisition (that may include specifications especially for non-standard items) raised by the section head which is approved by the Divisional/Departmental head against the approved budget. The approved requisition is forwarded to the procurement section which invites quotations from pre-qualified suppliers and selects the most suitable offer based upon conformity to item specifications and price. It also monitors timely delivery of purchased items. ii. Acquisition of Services Suitable sources are traced for provision of required services, e.g., ground handling services at international airports, etc. in accordance with Handling Agreements Manual, etc. by section heads/station managers concerned. Negotiations are carried out with multiple parties before finalization with a single source for provision of respective services. Acquired services are formalized in the form of relevant service contracts which contain all agreed parameters of services to be provided and other administrative controls. 7.4.3. Purchasing Information Purchasing documentation e.g., requisition, contains all information clearly describing the specifications of items required. Departmental/Divisional head reviews and approves the requisition prior to further processing by procurement cell. Records of purchasing activities are maintained. 7.4.4. Verification of Purchased items/acquired services Verification is performed in the following manner: i. Purchased items Purchased items are verified by the sectional heads concerned, in accordance with the original specifications given in the requisition and recording any deviation remarks on the receiving documents. ii. Acquired Services Acquired services are verified by sectional heads/station managers in accordance with terms agreed in the service contracts. The detailed procedure for subsequent oversight of ground handling services at international airports is given in Handling Agreements Manual.
Chapter 7 Page 8 7.5 SERVICE PROVISION 7.5.1. Control of Service Provision Following services of Passenger Handling & Ramp Services Division are being planned and carried out under controlled conditions. Passenger Handling Services Division Passenger Embarkation Passenger Disembarkation Baggage Handling Ramp Handling Controlled conditions include: Availability of information that defines the characteristics of the services as defined in Operations Manuals Availability of work instructions/sops e.g., WI for queue formation, wheel chair handling etc in Passenger Handling Manual. SOP for ULDs line-up in Passenger Handling Manual Availability and use of suitable measuring and monitoring equipment e.g., weighing scales at check-in counters Implementation of monitoring and measurement activities given in Chapter 8 of this Manual Implementation of defined processes for release, delivery and post delivery activities as shown in Process Maps of Service Delivery Processes in Appendices of this Manual 7.5.2. Validation of Processes for Service Provision Customer dealing process during various stages of service delivery in Passenger Handling & Ramp Services Division is the main area that cannot be verified by subsequent monitoring or measurement and deficiencies become apparent, only after the service has been delivered, through customer feedback such as: Greeting to customers Responding to customer queries Facilitation for special needs of customers, e.g., wheelchairs Training is the primary tool used for educating and coaching personnel to improve upon customer dealing skills. Validation is carried out through monitoring of physical demonstrations and level of success achieved by trainees during training. Training procedures and simulations are utilized for validation and subsequent re-validation is carried out in similar manner based upon results achieved in operational situations. Details are given in Training & Development Manual.
Chapter 7 Page 9 7.5.3. Identification and Traceability Where appropriate, Passenger Handling & Ramp Services Division identifies and traces the status of services through the following sources: Operational Documentation and Records, e.g., Passenger Manifest, Trim Sheet, Baggage Reconciliation Sheet etc. Computer Software, e.g., ACSI, World Tracer etc. Information displayed at airports, e.g., signboards at check-in counters for various class of passengers Identification and traceability requirements regarding passengers checked baggage and customer belongings carried in the Cabin are discussed in the Section 7.5.4 Customer Property given below Identification of passengers with special needs e.g. unaccompanied minor, blind passengers is also maintained in order to cater to their unique service requirements throughout their journey i.e. during the flight, on airports and other transit points/hotels (if any) etc. Traceability of special meals is done through the use of Passenger Information list provided by a representative of Passenger Handling Services and reconciling it with the Food Load Sheet provided by Food Services. 7.5.4. Customer Property a) Passenger Handling & Ramp Services Division takes necessary measures to ensure that any customer property, which is in the control or incorporated in the services of the department is properly safeguarded, e.g., customer checked baggage, customer belongings like coats, medicines, etc. b) The control measures include identification, verification, segregation, protection, safeguarding and return of customer property as given in the Chapter 3, 4 and 7 of Passenger Handling Manual. c) In case customer property is lost, damaged, pilferages or otherwise found unsuitable for use, the respective status is immediately reported to the customer and related records are maintained for appropriate compensation. Details are given in the Baggage Claims Manual. 7.5.5. Preservation of Service Passenger Handling & Ramp Services Division ensures that during internal processing and final delivery of service or services to the intended destination, the conformity of service with requirements is maintained. This includes service identification, packaging, storage, preservation and handling. This also applies to parts or components of the service. Care is taken to preserve items on flights that require preservation through adequate methods. For example, checked baggage is properly strapped, handled and stored to ensure safe delivery to relevant destinations. Special care is given to fragile items and heavy baggage. Details are given in Chapter 3, 4 & 7 of Passenger Handling Manual.
Chapter 7 Page 10 7.6 CONTROL OF MEASURING AND MONITORING DEVICES Passenger Handling & Ramp Services Division takes proper care in using monitoring and measuring devices and ensures the validity of calibration. The respective control is exercised at the divisional level in the following manner: Passenger Handling Services Division uses two types of equipment i.e. weighing scales at check-in counters and Hand Carry baggage sizer to provide its services efficiently. The digital weighing scales at the check-in counters are maintained by Civil Aviation Authority which calibrates them on daily basis and relevant record is provided to the Station Manager / designated personnel. However analog weighing scales used at other areas are calibrated by an external agency through assigned personnel designated by Station Manager (details are given in Passenger Handling Manual). Whereas; Hand Carry baggage sizer, which is fixed in its dimensions and therefore does not require any calibration, is maintained by the station itself. Records of results of all the calibration and verification are maintained accordingly.
Chapter 8 Page 1 8 MEASURMENT, ANALYSIS AND IMPROVEMENT 8.1 GENERAL Passenger Handling & Ramp Services Division plans and implements monitoring, measurement, analysis and improvements processes needed to: Demonstrate conformity of service through the application of operational documentation that utilizes monitoring records, e.g., Compliance Checks Forms, Objective implementation forms etc. Ensure conformity of the quality management system through Internal Audit and Management Review Meetings. Continually improve the effectiveness of the quality management system through quality system procedures, e.g., QSP for Corrective Action, QSP for Preventive Action, etc., and Management Review Meetings, etc. Different statistical techniques are used to measure and analyze the processes of Passenger Handling & Ramp Services Division such as, Random Sampling, Graphs, etc. 8.2 MEASUREMENT AND MONITORING 8.2.1. Customer Satisfaction Customer satisfaction in PHS & RS Division is measured and monitored as follows: Compliance Check Forms (Passenger Handling Services) These forms comprising of Key Performance Indicators are filled by Quality Coordinators or Designated Personnel (by Station Manager) on randomly selected flights. These forms (as shown in appendices to this Manual) determine the process performance that affects the service conformance criteria pertaining to customer satisfaction. Respective Station Managers are responsible to monitor, collect and analyze these forms to identify the improvement areas with the aim of achieving customer satisfaction. Weekly reports that include analysis on compliance checks and improvement suggestions (if any) are forwarded to Manager Passenger Handling for appropriate consideration. Compliance Forms (Handling Agreements) These forms comprising of Key Performance Indicators are filled by Designated Personnel on randomly selected agreements. These forms (as shown in appendices to this Manual) determine the fulfillment of necessary criteria pertaining to Ground Handling Agreements. These are utilized by the designated Manager from Handling Agreements Section and results are forwarded to Manager Handling Agreements for appropriate consideration with the aim of achieving customer satisfaction at foreign stations. Comment Cards/Weekly Customer Feedback Report The comment cards are distributed on all flights which are ultimately received by the Customer Relations Section of Quality Assurance Department. Customer Relations Section compiles the
Chapter 8 Page 2 weekly customer feedback report based upon the received Comment Cards. The respective report is received by Manager Passenger Handling who analyses these reports in consultation with other Managers to identify the customer requirements and ensures that appropriate actions are taken. Corrective / Preventive actions that fall outside the scope of Passenger Handling & Ramp Services Division are taken in accordance with management directives and discussed in Management Review Meetings. Furthermore, Manager Passenger Handling facilitates DQC Manager for providing customer feedback data input for the Management Review Meetings. The above mentioned records are being maintained and Manager Passenger Handling ensures that effective action is accordingly taken. 8.2.2. Internal Audit The internal audit process acts as a management tool for independent assessment of any designated process or activity. The internal audit process provides an independent tool for use in obtaining objective evidence that the existing requirements have been met. Passenger Handling & Ramp Services Division has established a process for performing internal audits in order to determine if the quality management system: a) conforms to the requirements of this international standard; b) has been effectively implemented and maintained DQC Manager of Passenger Handling & Ramp Services Division plans audit program in coordination with Manager Quality Audits from Corporate Quality Assurance, which is based on the status and importance of the activities, areas or items to be audited, and the results of previous audits. Audits are performed by personnel other than those who performed the work being audited. Management of Passenger Handling & Ramp Services Division takes timely corrective actions on deficiencies found during audit. Follow up actions include verification of implementation of the corrective action and the reporting of verification results. Detailed procedure that covers methodologies, as well as the responsibilities, requirements for conducting audits, recording and reporting results to management is given in Quality System Procedure for Internal Quality Audits in Chapter 9 of this Manual. 8.2.3. Measurement and Monitoring of Processes Processes of Passenger Handling & Ramp Services Division are measured and monitored through the following Key Performance Indicators by Manager Passenger Handling (PHS&RS Division) based upon monthly feedback received from all domestic and international stations through relevant records generated as a result of operational activities: Number of traffic staff complaints per 10000 passengers Number of traffic staff appreciations per 10000 passengers Mishandled baggage per 10000 passengers on all domestic & international stations Amount in PKR of revenue earned from excess baggage per 10000 passengers
Chapter 8 Page 3 No. of offloaded baggage pieces per 1000 domestic & international flights No. of baggage claims received per 1000 domestic & international flights No. of baggage claims settled per 1000 domestic & international flights No. of inadmissible cases per 1000 passengers on account of PIA No. of late departures due to Passenger Handling Services Division per 1000 domestic & international flights Amount in PKR of ground feeding & layover expenses on all domestic & international stations HA Section Amount of revenue (in PKR) earned from the Ground Handling Business at domestic stations per month. No. of Chartered flights handled per month at domestic stations. Amount of cost (in PKR) involved for the acquisition of ground Handling Services at international stations per month. Aforementioned KPIs are incorporated into Divisional Quality Reports by Manager Passenger Handling (PHS Division) and forwarded to DQC Manager for incorporation into Departmental Quality Report which serves as an input for management reviews. In case of non-conformance with the desired results, corrective actions are taken to ensure conformity of services in accordance with QSP for Corrective Action. 8.2.4. Measurement and Monitoring of Services Services of Passenger Handling & Ramp Services Division are measured and monitored through Compliance Check Forms (PHS Division) by Quality Coordinators and Compliance Form (HA Section) by designated individual as highlighted in section 8.2.1 through Key Performance Indicators, which are highlighted in the respective forms, Compliance Check Forms are compiled into a weekly report by Quality Coordinators which is forwarded, with analysis and improvement suggestions (if any), by station managers to Manager Passenger Handling (PHS Division) for compilation into a Divisional Quality Report and forwarded to DQC Manager for incorporation into the Departmental Quality Report which serves as an input for management reviews. Performance of TGS is monitored by Station Manager through Flight Sequence Proforma/Log filled by a designated officer on a daily shift basis and forwarded to designated personnel for Ramp functions who analyzes these reports and gives feedback to the TGS Coordinator. Whereas oversight of Handling Agents is carried out in accordance with SOP depicted in Handling Agreements Manual. In case of non-conformance with the desired results, corrective actions are taken to ensure conformity of processes in accordance with QSP for Corrective Action.
Chapter 8 Page 4 8.3 CONTROL OF NONCONFORMING SERVICES Nonconforming services of Passenger Handling & Ramp Services Division have been segregated into three categories, e.g., A, B & C. a) Category A refers to those nonconforming services that can easily be corrected on the spot without any need for corrective action, e.g., issuance of wrong boarding card, wrongly tagged passenger baggage etc. b) Category B refers to those nonconforming services that cannot be corrected on the spot and require corrective action, e.g. offloading of confirmed passengers etc. c) Category C refers to those nonconforming services that constitute a safety hazard and require corrective action that supersedes Category B in terms of priority, e.g., wrongly loaded hazardous cargo and mishandling of stretcher cases, etc. Category A is managed by senior operations personnel on airports and aboard aircrafts. Category B is referred to head office where corporate managers / designated personnel initiate the corrective action procedure given in section 9 of this manual. Similar procedure is followed in case of Category C, however, corrective action is taken specifically in consultation with Corporate Safety Division. Records of nature of nonconformity and any subsequent actions taken are maintained. Whereas, details are available in the QSP for Nonconforming Services given in chapter 9 of this manual. 8.4 ANALYSIS OF DATA Manager Passenger Handling (PHS Division) receives data through methods defined in section 8.2.1 generated by measuring and monitoring activities and other relevant sources. Consequently, Divisional Quality Reports are prepared by them that utilize basic statistical techniques, e.g., graphical representations, applied on Key Performance Indicators pertaining to processes and services. These reports are forwarded to DQC Manager for incorporation into Departmental Quality Report which serves as an input to management reviews. Main information gauged from the Departmental Quality Reports for utilization in continual improvement initiatives is as follows: a) Customer satisfaction and/or dissatisfaction b) Conformance to customer requirements c) Process and service trends d) Supplier Performance (if applicable) 8.5 IMPROVEMENT 8.5.1. Continual improvement Passenger Handling & Ramp Services Division strives to continually improve the effectiveness of quality management system through the use of quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions. Primary forum for monitoring, analyzing and furthering continual improvement are the management review meetings where decisions are taken
Chapter 8 Page 5 by top/senior management to facilitate respective initiatives within Passenger Handling & Ramp Services Division. 8.5.2. Corrective Action Passenger Handling & Ramp Services Division takes action to eliminate the causes of nonconformities in order to prevent recurrence. The extent of corrective actions taken depends on the impact of the problems encountered. Procedure for corrective action addresses: a) Identification and review of nonconformities (including customer complaints b) Determination of causes of nonconformities c) Evaluation of the need for actions to ensure that nonconformities do not recur d) Determination and Implementation of any actions necessary to prevent the recurrence of nonconformities e) Recording results of actions taken f) Follow-up to ensure corrective action taken is effective and recorded Details are given in the QSP for Corrective Action available in section 9 of this Manual. 8.5.3. Preventive Action Passenger Handling & Ramp Services Division determines actions to eliminate the causes of potential nonconformities in order to prevent their occurrence. Extent of preventive actions depends on the impact of the potential problems. Procedure for preventive action addresses: a) Identification of potential nonconformities and their causes b) Determination and ensuring the Implementation of preventive action c) Recording of results of action taken d) Review of preventive action taken is effective and recorded Details are given in the QSP for Preventive Action available in section 9 of this Manual.
Chapter 9 Page 1 9 QUALITY SYSTEM PROCEDURES 9.1 QUALITY SYSTEM PROCEDURE FOR CONTROL OF DOCUMENTS 9.1.1. Purpose 9.1.2. Scope To ensure that all the quality system documents and records are properly reviewed and approved prior to issue, are available at the appropriate locations, and changes to documents are properly authorized and documented. This procedure applies to all the quality system documentation of PHS&RS Division. 9.1.3. Key Responsibilities All section heads of Passenger Handling & Ramp Services Division are responsible for the proper usage and maintenance of quality system documents related to their respective areas. DQC Manager, also known as Deputy QMRs, is mainly responsible for the control of all quality system documents and maintains the Master List of Controlled Documents and Master List of Quality Records. Whereas, section heads / station managers may maintain relevant portions of the respective Master Lists which are available with the DQC Manager. 9.1.4. Procedure i. General Following quality system documents are under the document control system: Level 1 Quality Assurance Manual Level 2 Quality System Procedures Level 3 Operational Manual(s) TGS Operations & Maintenance Manual Job Descriptions Manual Training & Development Manual Passenger Handling Manual Baggage Claims Manual Handling Agreements Manual Level 4 Supporting Documents / Records (Regulations, Standards, reports etc.)
Chapter 9 Page 2 Aforementioned documents may include documents of external origin, which are maintained within the prevalent quality system of Passenger Handling & Ramp Services Division at relevant sectional levels with proper review and approval by authorized personnel. DQC Manager is mainly responsible for the control of all quality system documents and maintains the Master List of Controlled Documents and Master List of Quality Records the division. Whereas, section heads / station managers may maintain relevant portions of the respective Master List available with the DQC Manager. The respective master lists are updated accordingly to ensure their current status, whereas, obsolete copies are consequently destroyed. Implementation of a controlled document in the prevalent quality system is considered to be effective from the specified date on the title page of the respective document and/or on the relevant Master List. All documents are formally reviewed at least once a year for continued suitability and adequacy by senior management at appropriate forums, e.g., Divisional Management Review meetings. ii. Identification of Documents Quality System documents, apart from, are generally identified by a unique numbering format, given as: DDD / EEE / FFF / # #, Rev. #, Issue Date: - -/- -/- - Where, DDD represents the abbreviation for the Department, EEE represents Issuing Function/Station, FFF represents document type and ## represents Issue number of the respective document. Whereas, Revision Number represents the Revision status of the respective document and Issue Date highlights the date on which the respective document was issued. Incase of Operational Manuals having multiple volumes, the aforementioned may be complemented by the relevant volume number in the following manner; DDD / EEE / FFF / # #/ * Where * refers to the relevant volume number. Whereas, identification of is described in iii. (a) iii. Preparation, Review, Approval and Distribution of Quality System Documentation a) QA Manual is the main document describing quality system of Passenger Handling & Ramp Services Division. It is used for the following purposes: To communicate PHS &RS policies to customers, etc., with regards to the prevalent quality system. To define the divisional organizational structure and responsibilities of various key
Chapter 9 Page 3 functions Describe the systematic practices relating to the prevalent quality system. QA Manual of Passenger Handling & Ramp Services Division is prepared by DQC Manager, whereas, it is reviewed by DGMs of PHS&RS Division and Deputy General Manager Quality Assurance. It is approved by the General Manager PHS & RS. DQC Manager is responsible for distribution control of QA Manual according to the specified distribution list. Relevant record of the respective distribution is maintained accordingly with receiving signatures and dates on the master copy or accompanying memo / correspondence. Additionally, Master List is also updated upon approval of QA manual. is identified by a unique numbering format, given as: DDD / EEE / # #, Rev. #, Issue Date: - -/- -/- - Where, DDD represents the abbreviation for the Department, EEE represents document type and ## represents Issue number of the respective document. Whereas, Revision Number represents the Revision status of the respective document and Issue Date highlights the date on which the respective document was issued. e.g.: PHS/QAM/01, Rev. #, Issue Date: - -/- -/- - The aforementioned example indicates the first issue with no revisions of the Quality Assurance Manual. b) Quality System Procedures The purpose of the quality system procedures is to: Assign specific responsibilities and authorities for carrying out all activities comprising the prevalent quality system. Describe the systematic practices relating to the prevalent quality system. Identify the documentation used and records generated as a result of quality activities. Quality System Procedures follow the same preparation, review, and distribution process as QA Manual of Passenger Handling & Ramp Services Division. They are provided in the appendix of the respective Manual. c) Operations Manual(s) These are documents that incorporate all the relevant SOPs / WIs pertinent to specific operational areas of various sections within PHS&RS. They can be in the form of fully developed documents by respective divisions on its own or simplified derivations from relevant regulatory requirements, e.g., CAA. Operations Manual(s) are prepared / compiled by the respective Designated Manager in consultation with other sectional heads concerned, reviewed by the DGMs concerned and approved by the General Manager PHS & RS. Designated Manager is responsible for distribution control according to the specified distribution list. Relevant record of the respective distribution is maintained accordingly with receiving signatures and dates on the master copy or accompanying memo / correspondence. Additionally, DQC Manager
Chapter 9 Page 4 update the Master List of Controlled Documents upon receiving written intimation from Designated Manager / approved copy of operations manual. Operations Manuals of Passenger Handling Services Division and Handling Agreements Section are identified by a unique numbering format, given as: Example 4: PHS/PHM/01 The aforementioned example indicates first issue of the Passenger Handling Manual issued by Passenger Handling and Ramp Services Division. d) Internal Supporting Documents (Quality Records, Circulars, etc.) These reflect the activities performed in various sectional areas and / or provide evidence of actions / decisions taken in diverse situations, e.g., Meeting Minutes, Shift Logs, Trim Sheet, etc. Formats of the divisional Quality System Records are designed by the Designated Managers / DQC Manager, in consultation with other team members and reviewed/approved General Manager PHS & RS. Approved formats are distributed by the respective DQC Manager / sectional heads concerned according to the specified distribution list. DQC Manager maintains the Master List of Quality Records of respective sections which also includes computer generated records. Whereas, section heads / station managers may maintain relevant portions of the respective Master List available with the DQC Manager. Relevant record of the respective distribution is maintained accordingly with receiving signatures and dates on the master copy or accompanying memo / correspondence. Additionally, DQC Manager update the Master List of Quality Records upon receiving written intimation from designated manager / approved copy of the Quality Record Format. Quality Record formats of Passenger Handling & Ramp Services Division are identified by a unique numbering scheme, given as: DDD/R/01, Rev. # Where, DDD represents the abbreviation for the Department, R represents abbreviation for Quality System Records and ## represents the serial number of the respective Quality System Record. Whereas, Revision Number represents the Revision status of the respective Quality System Record format. Furthermore the respective format may also carries issue date. e.g. FDD/R/03, Rev. #: 00 The aforementioned example indicates the third Quality System Record format issued by the Passenger Handling & Ramp Services Division with no revision. Whereas, Quality Record formats of a particular division are identified by a unique numbering scheme, given as:
Chapter 9 Page 1 Rev # : 01 Jun 08, 2010 DDD/EEE/R/01, Rev. # Where, DDD represents the abbreviation for the Division, EEE represents the Issuing Function/Station, R represents abbreviation for Quality System Records and ## represents the serial number of the respective Quality System Record. Whereas, Revision Number represents the Revision status of the respective Quality System Record format. Furthermore the respective format may also carries issue date: e.g. PHS/STN/R/01, Rev. #: 00, Rev Date: N/A The aforementioned example indicates the first Quality System Record format issued by Passenger Handling at a station of PHS&RS Division with no revision. Computer generated documents/records are identified only by their name and (if applicable) utilize other types of identification specific to the software that is generating the respective records. Additional internal supporting documents (if applicable), e.g. Circulars, Safety/Service Bulletins, etc. are controlled through relevant SOP s/wi s given in the Operational Manuals of respective divisions of Passenger Handling & Ramp Services Division. Backup of the computer generated documents such as PHS & RS operations Manual is the responsibility of the IT Department. It is done as per their defined IT backup policy and local backup procedures where applicable. iv. External Documents External documents, such as Regulatory Requirements, Reference Standards and IATA Manuals etc are controlled by the DQC Manager through relevant Master List of Controlled Documents, prior to which, they have been approved for usage by DGMs/Managers concerned /General Manager PHS & RS. Their unique identification, e.g., numbering, coding, issue #, revision # and revision date is maintained in the Master List of Controlled Documents in accordance with record of revision given by the document issuing authority e.g. CAA Pakistan and IATA. Relevant record of the respective distribution is maintained accordingly with receiving signatures or accompanying memo / correspondence. Additionally, DQC Manager updates the Master List of Controlled Documents upon receiving written intimation from designated manager/approved copy of the respective documents. Obsolete document of external origin are destroyed as par company policy and selected copies may be retained for reference purposes marked as obsolete document. v. Controlled Documents Documents / Quality Record Formats are controlled by their specific distribution lists. In other cases, duplicate / uncontrolled copies are only given with the written authorization of the GMs concerned / General Manager PHS&RS with UNCONTROLLED stamped / printed on the title page of the respective document / quality record format by the DQC Manager.
Chapter 9 Page 2 vi. Document Changes a) Minor / editing mistakes in are corrected by QMR, by signing and dating the respective change area and sending the amended page(s) to DQC Manager who approves the changes and ensures the updation of the Quality Assurance Manual on PIA Corporate intranet and further communication to all concerned through e- mails/letters. Record of distribution of amended pages(s) is maintained by the DQC Manager with receiving signatures and dates on the master copy or accompanying memo / correspondence. A copy of the obsolete page(s) is kept by the DQC Manager by stamping / printing OBSOLETE on each page. Critical changes to can be initiated by at least the sectional heads through the Document / Data Change Form and forwarded to the DQC Manager for review by QMR, who submits the respective form to General Manager PHS&RSfor necessary approval. In case of approval, QMR updates the amendment sheet of the, list of effective pages and relevant pages. After 10 revisions or at least 10% of the respective document changing at any one time, issue # of the manual is incremented with a new amendment sheet and all revisions of the previous issue are incorporated as a standard part of the new issue. In case of disapproval, the respective form is accordingly filed and the request initiator informed of the relevant decision by the QMR / DQC Manager accordingly. QMR is responsible for incorporating the respective approved changes in the Quality Assurance Manual and for sending the updated amendment sheet, list of effective pages and changed page(s) to the DQC Manager with instructions to retrieve the obsolete documents from other copy holders for appropriate disposal. A copy of the obsolete document is kept by the DQC Manager by stamping / printing OBSOLETE on the first page of the respective document. Record of distribution of updated amendment sheet, list of effective pages and changed page(s) is maintained by the DQC Manager with receiving signatures and dates on the master copy or accompanying memo / correspondence. Additionally, DQC Manager update the Master List of Controlled Documents upon receiving written intimation from QMR/approved copy of QA Manual. b) Operations Manual(s) / Other Documents Minor / editing mistakes in Operations Manual(s) are corrected by respective Designated Manager, by signing and dating the respective change area and forwarding the amended page(s) to copy holders with instructions to destroy the obsolete page(s). Record of distribution of amended pages(s) is maintained by the Designated Manager through a relevant memo / correspondence with receiving signatures and dates. A copy of the obsolete page(s) is kept by the Designated Manager by stamping / printing OBSOLETE on each page.
Chapter 9 Page 3 Critical changes to Operations Manual can be initiated by at least the section head through the Document / Data Change Form and forwarded to Designated Manager for review by DGMs concerned and approval by General Manager PHS & RS. In case of approval, Designated Manager updates the amendment sheet, list of effective pages and relevant pages of the Operations Manual(s). After 10 revisions or at least 10% of the respective document changing at any one time, issue # of the operations manual is incremented along with a new amendment sheet and all revisions of the previous issue are incorporated as a standard part of the new issue. In case of disapproval, the respective form is accordingly filed by the Designated Manager who also informs the request initiator about the respective decision. Designated Managers are responsible for incorporating the respective approved changes in the relevant Operational Manual(s) and for sending the updated amendment sheet, list of effective pages and changed page(s) through a memo to the copy holders on the relevant distribution list with instructions to return the obsolete documents for appropriate disposal. Record of distribution of updated amendment sheet, list of effective pages and changed page(s) is maintained by the Designated Manager with receiving signatures and dates on the master copy or accompanying memo / correspondence. A copy of the obsolete document is kept by the Designated Manager by stamping / printing OBSOLETE on the title page of the respective document. Additionally, DQC Manager update the Master List of Controlled Documents/Master List of Quality Records upon receiving written intimation from Designated Manager/approved copy of the respective document. c) External Documents 9.1.5. Related Records Designated Manager / DQC Manager ensure the availability of current versions of external documents by continuously monitoring the frequency of revisions through relevant communication channels with the issuing organizations, e.g., ISO, CAA, etc. Upon receiving any updation, the respective documents are forwarded to DGMs concerned / General Manager PHS&RS for approval before being distributed among copy holders. Record of distribution of revised documents is maintained by the Designated Managers / DQC Manager with receiving signatures and dates on the master copy or accompanying memo / correspondence. Additionally, DQC Manager updates the Master List of Controlled Documents/Master List of Quality Records upon receiving written intimation from Designated Manager/approved copy of the respective document. i. Master List of Documents ii. Document / Data Change Form 9.1.6. Reference Documents QSP for Control of Quality Records
Chapter 9 Page 4 9.2 QUALITY SYSTEM PROCEDURE FOR CONTROL OF QUALITY RECORDS 9.2.1. Purpose To provide a system for control of Quality Records 9.2.2. Scope The scope of this procedure includes all quality records produced in the quality system as a result of various activities. 9.2.3. Responsibilities All section heads of Passenger Handling & Ramp Services Division are responsible for the proper usage and maintenance of quality records related to their respective areas. DQC Manager, also known as Deputy QMRs, is mainly responsible for controlling all formats of quality system records within their divisions through the Master List of Quality Records. Section heads / station managers may keep relevant portions of Master List of Quality Records available from DQC Manager. The respective list is updated, as and when required, to reflect the current status of applicable Quality Records. 9.2.4. Procedure i. Identification of Quality Record Formats Please refer to QSP for Control of Documents (section 4.2.4) ii. Filing of Records Quality Records are kept in files that are identified by a unique numbering scheme, given as: DDD/EEE/FL/## Where, DDD represents the abbreviation for the Division, EEE represents Issuing Function/Station, FL represents abbreviation for File and ## represents serial number of file, for example: PHS/DQC/FL/02 The aforementioned example indicates the second file maintained by the DQC section of PHS&RS Division. In addition, Color coding may be done to distinguish certain files that keep certain critical records, for which, color-coding scheme is defined by the concerned section head through a relevant memo / correspondence. iii. Storage and Maintenance of Quality Records Quality Records are stored in suitable facilities, e.g., cabinets / bins / shelves, etc., and maintained in a manner that facilitates easy retrieval. Suitable actions are taken to minimize chances of damage due to moisture, water spill, insects, etc.
Chapter 9 Page 5 Backup of the computer generated records such as Passenger Manifest, data of property irregularity report, flight delays etc. is the responsibility of the IT Department. It is done as per their defined IT backup policy. iv. Protection and Security of Quality Records Quality record will be kept at locations, ensuring maximum protection from calamities such as fire, rain, moisture, dust and insects (termites) etc. Proper security arrangements are made to ensure that records are properly secure from any unauthorized access. v. Retention and Disposition of Quality Records Retention period of records has been defined in the Master List of Records to indicate the time period, during which, the record may be required for study / verification / legal / regulatory purposes. This is the minimum amount of time for record retention, after which, a relevant record may be disposed on the direction of the Section head / GM PHS &RS through a memo / correspondence, by the person maintaining the respective record. Electronic records will be deleted by the PHS & RS Division/IT Department as per the PIA policy and System backup policy of the IT Department. 9.2.5. Related Records Master List of Quality Records 9.2.6. Reference Documents QSP for Control of Documents
Chapter 9 Page 6 9.3 QUALITY SYSTEM PROCEDURE FOR CONTROL OF NON-CONFORMING SERVICES 9.3.1. Purpose To provide for a system for proper identification and control of nonconforming services. 9.3.2. Scope This procedure applies to all services provided by various divisions of Passenger Handling & Ramp Services Division. 9.3.3. Responsibilities General Manager PHS & RS is overall responsible for effective resolution of matters pertaining to nonconforming services in consultation with GMs of various division of Passenger Handling & Ramp Services Division. Section heads/station Managers/Base Managers/DQC Manager are responsible for ensuring that nonconforming services are properly identified, segregated, reviewed, disposed and / or improved in their respective functional areas. 9.3.4. Procedure i. Identification & Segregation of Nonconforming Product / Service Nonconforming services are identified through the following sources: a. Departmental Inspections at Airports b. Internal Quality Audits c. External Quality Audits d. Customer Complaints e. Flight Evaluations Nonconforming services of Passenger Handling & Ramp Services Division have been segregated into three categories, i.e., A, B & C. a. Category A refers to those nonconforming services that be easily corrected on the spot without any need for corrective action, e.g., issuance of wrong boarding card, wrongly tagged passenger baggage, beverage spillage on passenger, insufficient newspapers for passengers, etc. b. Category B refers to those nonconforming services that cannot be corrected on the spot and require corrective action, e.g., insufficient meals for passengers, offloading of confirmed passengers, malfunctioning of IFE equipment, etc. c. Category C refers to those nonconforming services that constitute a safety hazard and require corrective action that supersedes Category B in terms of priority, e.g., wrongly loaded hazardous cargo, unavailability of necessary safety equipment onboard an aircraft, mishandling of stretcher cases, etc.
Chapter 9 Page 7 Category A is resolved by senior operations personnel on airports, e.g., shift station managers and aboard aircrafts, e.g., senior purser. Category B is referred to head office where corporate managers / designated personnel initiate the corrective action procedure given in section 9 of this manual. Similar procedure is followed in case of Category C, however, corrective action is taken specifically in consultation with Corporate Safety Division. Whenever practical, the nonconforming services, e.g., malfunctioning check-in computers/printers, leaky toilets, faulty seats, are clearly identified to prevent misuse. ii. Review & Disposition Standard operating procedures given in various operations manual covers the review of nonconforming services by authorized personnel for taking appropriate corrective actions. The respective corrective actions are taken according to the relevant non-conforming category. Nonconforming services pertaining to category B & C and any remedial actions taken are identified in relevant quality system records, which are maintained by station managers (PHS Division) at the airports, and also provided to Manager Passenger Handling (PHS&RS Division) for taking corrective actions with the approval of top/senior management. The respective corrective actions may include one or more of the following: Refinement of Existing Service Characteristics Training of Personnel Development of SOPs Refinement of Monitoring Controls All changes are carefully monitored for suitability before being offered through appropriate service delivery processes on a mass scale. 9.3.5. Related Records Internal Quality Audit Reports External Quality Audit Reports Customer Complaints Flight Evaluation Reports Corrective / Preventive Action Form 9.3.6. Reference Documents QSP for Corrective Action
Chapter 9 Page 8 9.4 QUALITY SYSTEM PROCEDURE FOR INTERNAL QUALITY AUDITS NOTE: Refer to Corporate Quality Manual (Ed. 03, Rev. 02, Effective Mar 2009) Chapter 11 - Internal Quality Audits - on PIA corporate website / intranet for procedure on Internal Quality Audits as the Corporate Quality Assurance has the authority and responsibility to carry out this function.
Chapter 9 Page 9 9.5 QUALITY SYSTEM PROCEDURE FOR CORRECTIVE ACTIONS 9.5.1. Purpose To provide a system for initiating and implementing corrective actions relating to service quality / safety / process improvements/ customer feedback and working system nonconformities. The procedure also describes a mechanism for incorporating employee suggestions aimed at bringing improvements to processes. 9.5.2. Scope This procedure applies to correcting non-conformities and bringing service quality standards improvements related to various activities being performed within the prevalent quality system of entire Passenger Handling & Ramp Services Division. It also provides a mechanism for creating better working environment, simplifying work processes and improving system efficiencies. 9.5.3. Responsibilities All employees of Passenger Handling & Ramp Services Division can initiate the process for Corrective Action by filling the Corrective / Preventive Action Form (CPAF) and submitting it to the DQC Manager directly for further processing. The final decision making authority with respect to actions and disposal of any CPAF rests solely with General Manager PHS & RS. Non punitive reporting of occurrences, violations, suggestions etc. is an integral component of the CPAF procedures and all reports shall be treated in strict confidence. No action however, will be taken against anonymous CPAF submissions. DQC Manager is responsible for: a) Maintaining the CPAF Receipts, Corrective / Preventive Action Logs. b) Putting up the CPAFs to General Manager PHS&RSfor decision on further actions needed. c) Undertaking follow-up actions for implementation of corrective actions in line with GM PHS&RS decisions and closing them by agreed target dates. The DQC Manager or any other employee assigned by General Manager PHS&RSmay be required to investigate nonconformities, perform root cause analysis to ensure satisfactory completion of the appropriate corrective actions within the specified timeframe. 9.5.4. Procedure i. Initiation of a Corrective / Preventive Action Form (CPAF) Corrective / Preventive Action Form (CPAF) is initiated in any of the following situations: Identification of major product / service rules/ safety nonconformities. This is the result of serious shortcomings in the quality of services provided to the customers, employee misconduct and violation of service rules etc. Accumulation of minor service nonconformities of a recurring nature. These are the results of observing particular types of mistakes being done repeatedly with regards to service provided to the customers.
Chapter 9 Page 10 Customer Complaints/ Observations / Suggestions. Voice of the customer is heard through various sources, such as, customer correspondence / customer in-flight comment cards/ PIA website etc. The passenger comment cards are placed in seat pockets of the aircraft. Cabin crew makes announcements on flights informing passengers on the availability of the comment cards and requests them for their suggestions/ comments. Comment cards are collected in briefing rooms and dispatched to the QA Department. Analyzed passenger complaints are received by either Manager Passenger Handling or Manager Monitoring & Standards from the Customer Relations Section. These are then forwarded to the General Manager PHS&RS. Complaints and corrective actions are also discussed in quarterly Management Review meetings. Corrective actions that fall outside the scope of Passenger Handling & Ramp Services Division are taken in accordance with management directives and discussed in Management Review Meetings. Non-conforming deliveries from suppliers or subcontractors. These are the results of services/products received from suppliers / subcontractors that fail to meet the specified requirements. Suggestions for improvements in processes. These improvements can be highlighted by employees Identification of any other condition that does not comply with the prevalent documented quality system in PHS&RS Division. This is the result of deviation from the prevalent documented quality system, which is observed during routine operations and not as a result of formal quality audit. Issues highlighted in the Quality Audit Reports These are the result of applying statistical techniques on data generated on critical areas of various functions. ii. Processing Corrective / Preventive Actions Forms (CPAF) Provisioning and Availability of CPAF The DQC Manager ensures the availability and free access of Corrective/Preventive Action Forms (CPAF) to all the employees at the corporate head office, all outstations and briefing rooms. Submission and Receipt of CPAF All employees are encouraged to suggest improvements in processes, identify details of existing and potential non conformances on a filled out CPAF to the DQC Manager. Employees are allowed to attach with the CPAF any details in the form of additional papers or exhibits. The employees initiating the CPAF are required to disclose their identity (Name, P-No., Division/Sections etc.) specially, if the forms are mailed and not personally handed over to the DQC Manager. No further action will be taken on CPAFs
Chapter 9 Page 11 from anonymous sources. The DQC Manager has the authority to discard and dispose off anonymous CPAFs. Wherever required, DQC Manager may obtain clarifications, data / information authentication from the initiator of the CPAF or other relevant sources before putting it up to GM PHS&RS for review and decision for any further action. Customer Relations section sends copies of customer complaints, customer feedback and quality of service related analysis reports of PHS&RS to the DQC Manager who prepares CPAFs on that basis. The customer related CPAFs are forwarded to the General Manager PHS&RS for further decision. The DQC Manager assigns a unique number to the submitted/prepared CPAF and also makes relevant entries in the Corrective/Preventive Action log. Review of Suggestions The CPAFs are reviewed by the General Manager PHS&RS who may independently take a decision regarding the action to be taken or not taken. He may decide to discuss the issue with the Division s Top Management Review Committee which meets on a monthly basis. Procedure for the conduct of Departmental Management Review Meetings is given in the. Additionally, the General Manager PHS & RS may direct the DQC Manager to assign responsibility of any suitable person /official for collection of additional data, determination of root cause analysis and undertaking any investigation. Acceptance / Rejection of Suggestions Following criteria is used by General Manager PHS & RS or participants of the Top Management Review Meetings in acting upon any CPAF describing any specific observation, complaint or suggestion for evaluation or investigation: a. Suggestion is stated in unambiguous/ reasonable terms and clearly identifies improvement opportunities with associated benefits to PIA. b. Anonymous complaints or suggestions will be immediately discarded without taking any further action. c. Suggestion is not maliciously targeted at disciplining specific individuals or addresses only personal grievances without any solid proof in support of allegations. d. Suggestion is realistic in application with reference to available resources. The General Manager PHS & RS has the final authority to initiate action upon or to reject any CPAF. In case the CPAF has been rejected from taking any further action, the DQC Manager takes the following actions: a. Informs the initiator of CPAF; b. Mentions in Corrective/Preventive Action log No action required ; and c. Files the CPAF.
Chapter 9 Page 12 Processing of CPAFs For those CPAFs in which the General Manager PHS&RS desires some sort of investigation or determination of root cause analysis to be undertaken on a target date, the DQC Manager under the authority of the SVP, forwards a copy of the CPAF to the concerned Section Head. The DQC Manager receives all the completed CPAFs from individuals assigned to work out the root cause analysis, suggest corrective action plans and give the dates by which action is required to be completed. Completed CPAFs are again submitted to the GM PHS&RS for assessment of the accuracy of the determined root cause and adequacy of the proposed actions taken and proper implementation of his orders. After determining the root cause of any nonconformity, GM PHS&RS may assign responsibility to any Manager/ Section Head or any other suitable official to take appropriate corrective / preventive actions. Verification of Corrective Actions Upon or immediately after implementation due date of a corrective action has expired without closure, the DQC Manager follows up with an inquiry / verification audit to determine if the corrective action has been implemented and whether it is effective. When there is objective evidence that the corrective action is effective, the CPAF is closed out. If more work is needed to fully implement the respective corrective / preventive action, a new target date is agreed upon between the sectional head and DQC Manager who may retain a copy of the completed CPAF for record purposes in addition to the Corrective / Preventive Action Log. Three target dates are allowed before a new CPAF is issued to the sectional head with a reference of the pending CPAF to ensure appropriate resolution of the pending nonconformity. Furthermore, the respective matter is also discussed by the DQC Manager in relevant management review meetings to discuss ways of overcoming delays and enhance the ability to take timely corrective actions in future. 9.5.5. Related Records Presentation in Management Review Meetings Critical nonconformities (indicating, either a major failure in service / safety / process / system, or, still pending after three target dates) and relevant corrective are also discussed in management review meetings conducted at various levels. DQC Manager brings the Corrective / Preventive Action Log at the respective meetings, where the seriousness of the situation is assessed and suitable course of action decided to avoid recurrences (corrective mode). 1. CPAF 2. Corrective / Preventive Action Log 3. Analyzed customer feedback from QA Department
Chapter 9 Page 13 9.6 QUALITY SYSTEM PROCEDURE FOR PREVENTIVE ACTIONS 9.6.1. Purpose To provide a system for initiating and implementing preventive actions relating to service quality / safety / process improvements/ customer feedback. The procedure also describes a mechanism for incorporating employee suggestions aimed at bringing improvements to processes. 9.6.2. Scope This procedure applies to preventing non-conformities and bringing service quality standards improvements related to various activities being performed within the prevalent quality system of Passenger Handling & Ramp Services Division. It also provides a mechanism for creating better working environment, simplifying work processes and improving system efficiencies. 9.6.3. Responsibilities All employees of Passenger Handling & Ramp Services Division can initiate the process for Preventive Action by filling the Corrective / Preventive Action Form (CPAF) and submitting it to the DQC Manager directly for further processing. The final decision making authority with respect to actions and disposal of any CPAF rests solely with General Manager PHS & RS. Non punitive reporting of occurrences, violations, suggestions etc. is an integral component of the CPAF procedures and all reports shall be treated in strict confidence. No action however, will be taken against anonymous CPAF submissions. DQC Manager is responsible for: a) Maintaining the CPAF Receipts, Corrective / Preventive Action Logs. b) Putting up the CPAFs to the GM PHS&RS for decision on further actions needed. c) Undertaking follow-up actions for implementation of preventive actions in line with GM PHS&RS decisions and closing them by agreed target dates. The DQC Manager or any other official assigned by the General Manager PHS&RSmay be required to investigate nonconformities, perform root cause analysis to ensure satisfactory completion of the appropriate preventive actions within the specified timeframe. 9.6.4. Procedure i. Initiation of a Corrective / Preventive Action Form (CPAF) Corrective / Preventive Action Form (CPAF) is initiated in any of the following situations: Customer Observations / Suggestions. Voice of the customer is heard through various sources, such as, customer correspondence / customer in-flight comment cards and PIA website etc. The passenger comment cards are placed in seat pockets of the aircraft. Cabin crew makes
Chapter 9 Page 14 announcements on flights informing passengers on the availability of the comment cards and requests them for their suggestions/ comments. Comment cards are collected in briefing rooms and dispatched to the Customer Relations. Analyzed passenger complaints are received by Manager Passenger Handling from the Customer Relations Section. These are then forwarded to General Manager PHS & RS. Complaints and preventive actions are also discussed in quarterly Management Review meetings. Preventive actions that fall outside the scope of Passenger Handling & Ramp Services Division are taken in accordance with management directives and discussed in Management Review Meetings. Suggestions for improvements in processes. These improvements can be highlighted by employees ii. Processing Corrective / Preventive Actions Forms (CPAF) Provisioning and Availability of CPAF The DQC Manager ensure the availability and free access of Corrective/Preventive Action Forms (CPAF) to all the employees at the corporate head office, all outstations and briefing rooms. Submission and Receipt of CPAF All employees are encouraged to suggest improvements in processes, identify details of existing and potential non conformances on a filled out CPAF to the DQC Manager. Employees are allowed to attach with the CPAF any details in the form of additional papers or exhibits. The employees initiating the CPAF are required to disclose their identity (Name, P-No., Division/Sections etc.) specially, if the forms are mailed and not personally handed over to the DQC Manager. No further action will be taken on CPAFs from anonymous sources. The DQC Manager has the authority to discard and dispose off anonymous CPAFs. Wherever required, DQC Manager may obtain clarifications, data / information authentication from the initiator of the CPAF or other relevant sources before putting it up to GM PHS&RS for review and decision for any further action. Customer Relations section sends copies of customer complaints, customer feedback and quality of service related analysis reports of PHS&RS to the DQC Manager who prepares CPAFs on that basis. The customer related CPAFs are forwarded to the GM PHS&RS for further decision. The DQC Manager assigns a unique number to the submitted/prepared CPAF and also makes relevant entries in the Corrective/Preventive Action log. Review of Suggestions The CPAFs are reviewed by the General Manager PHS&RS who may independently take a decision regarding the action to be taken or not taken. He may decide to discuss the issue with the Department s Top Management Review Committee which meets on a monthly basis. Procedure for the conduct of Departmental Management Review Meetings is given in the. Additionally, the General Manager PHS & RS
Chapter 9 Page 15 may direct the DQC Manager to assign responsibility of any suitable person /official for collection of additional data, determination of root cause analysis and undertaking any investigation. Acceptance / Rejection of Suggestions Following criteria is used by General Manager PHS&RSor participants of the Top Management Review Meetings in acting upon any CPAF describing any specific observation, complaint or suggestion for evaluation or investigation: a. Suggestion is stated in unambiguous/ reasonable terms and clearly identifies improvement opportunities with associated benefits to PIA. b. Anonymous complaints or suggestions will be immediately discarded without taking any further action. c. Suggestion is not maliciously targeted at disciplining specific individuals or addresses only personal grievances without any solid proof in support of allegations. d. Suggestion is realistic in application with reference to available resources. The General Manager PHS&RShas the final authority to initiate action upon or to reject any CPAF. In case the CPAF has been rejected from taking any further action, the DQC Manager takes the following actions: a. Informs the initiator of CPAF; b. Mentions in Corrective/Preventive Action Log No action required ; and c. Files the CPAF. Processing of CPAFs For those CPAFs in which the General Manager PHS&RSdesires some sort of investigation or determination of root cause analysis to be undertaken on a target date, the DQC Manager under the authority of GM PHS&RS, forwards a copy of the CPAF to the concerned Section Head. The DQC Manager receives all the completed CPAFs from individuals assigned to work out the root cause analysis, suggest corrective /preventive action plans and give the dates by which action is required to be completed. Completed CPAFs are again submitted to the General Manager PHS&RS for assessment of the accuracy of the determined root cause and adequacy of the proposed actions taken and proper implementation of his orders. After determining the root cause of any nonconformity, the General Manager PHS&RS may assign responsibility to any Manager/ Section Head or any other suitable official to take appropriate preventive actions.
Chapter 9 Page 16 Verification of Preventive Actions Upon or immediately after implementation due date of a preventive action has expired without closure, the DQC Manager follows up with an inquiry / verification audit to determine if the preventive action has been implemented and whether it is effective. When there is objective evidence that the preventive action is effective, the CPAF is closed out. If more work is needed to fully implement the respective preventive action, a new target date is agreed upon between the sectional head and DQC Manager who may retain a copy of the completed CPAF for record purposes in addition to the Corrective / Preventive Action Log. Three target dates are allowed before a new CPAF is issued to the sectional head with a reference of the pending CPAF to ensure appropriate resolution of the pending nonconformity. Furthermore, the respective matter is also discussed by the DQC Manager in relevant management review meetings to discuss ways of overcoming delays and enhance the ability to take timely preventive actions in future. Presentation in Management Review Meetings Critical nonconformities (indicating, either a major failure in service / safety / process / system, or, still pending after three target dates) and relevant preventive actions are also discussed in management review meetings conducted at various levels. DQC Manager brings the Corrective / Preventive Action Log at the respective meetings, where the seriousness of the situation is assessed and suitable course of action decided to avoid occurrences (preventive mode). 9.6.5. Related Records CPAF Corrective / Preventive Action Log Analyzed customer feedback from QA Department
Chapter 10 Page 1 APPENDICES
PASSENGER HANDLING SERVICES AND RAMP SERVICES Intentionally left blank Chapter 10 Page 2
Stage Responsibility Flight Departure Planning Check-In Boarding Area Boarding Finalization of Flight Post Departure Activities Station Manager Analyses the suggestions/ recommendations received from Mngr. Operations/SSM and take necessary actions to avoid the future discrepancies Manager Station. Ops. Advise SSM/TM for improvements based on lessons learnt from previous discrepancies Analyses the suggestions/ recommendations received from SSM and advise Station Manager to take necessary actions Shift Station Manager Advises Terminal Manager for improvements based on lessons learnt from previous discrepancies Give Recommendations/ Suggestions for improvement in Service and to avoid any discrepancy PASSENGER HANDLING SERVICES AND RAMP SERVICES Service Delivery Procedure for Passenger Embarkation Terminal Manager Duty Allocator Flight Supervisor Load Master Baggage Attendant Passenger Passenger Facilitator Check-in Agent Boarding Agent Checks the Passenger Manifest Plans & assigns duties Plans for cargo and baggage load and determines the load for and ensures proper for all the flights within the shift each flight provision of manpower for and prepares the Zero fuel weight Nominates the flight supervisor all functional areas in (ZFW)/Load sheet in coordination and identifies check-in counter consultation with SSM, with cargo and through for each flight TM and Flight Supervisor computerized passenger manifest Carries out the complete pre -flight checks and checks the flight departure status Flight on STD YES NO Announces ETD Opens the Flt. as per standard time for each flight Provides Strip for Ensures that baggage Guides the passenger to the Baggage for security is secured against theft counters of respective flights against theft/pilferage Presents ticket and Baggage at the checkin counter Greets the passenger Checks the authenticity of ticket and inquires about baggage /seat choice from passenger Checked/unchecked baggage As per Allowance/ Open or Damaged NO Charges EBT(for excess baggage) YES Takes baggage (if applicable) intacts baggage tags/limited Release Tag Stamps the timings on Pax. (if applicable) and issues boarding tkts. reporting after stipulated card Closes the Flight as time for check-in Guides the Passenger for further per standard time formalities Arrives after completion Arrives at the stipulated time to of necessary formalities activate the boarding desk Announces the boarding of flight in sequence Takes / checks authenticity of boarding card Updates the boarding information into the system Guides the Passenger to the Passenger leaves the aircraft/transport (if aircraft is Boarding gate parked at remote area) Passenger proceeds to Hand carry baggage YES the Aircraft as per specifications NO Attaches the Limited Release Tag and send baggage to the loading supervsor for loading in AFT hold of the Aircraft Reconciles the Check-in and Boarding Figure YES Prepares the final/updated trim sheet of respective flight Ensures the availability / Presents the Trim sheet to the completion of relevant Cockpit crew for signature and documents distributes the copies accordingly Coordinates with the flt. Purser and ensures that no ground staff is on board Ensures the door closure Processes the Flight papers for Records/Management Review/ Auditing purposes Ensures the Communication of Flight Data to the next/ destination station Chapter 10 Page 3 (Annexure-F) ANNEXURE A Satellite Incharge System Controller Takes control of respective flight at stipulated time from reservation Checks the flight departure status Flight at STD NO Announces the ETD YES Gets clearance from the cabin and cockpit crew at stipulated timings Ensures the timely announcement for boarding after getting clearance Ensures the reconciliation of Check-in and Boarding Figure Figure Reconciled NO Offloads the missing Passengers and their baggage (If applicable) Passes the control to the next/destination station and ensures in coordination with Flt. Supervisor that no updates are left
PASSENGER HANDLING SERVICES AND RAMP SERVICES Service Delivery Procedure for Baggage Handling ( Aircraft Departure) Responsibility Stage Station Manager ASM Arrival Baggage Controller In Charge DBS/IBS Mgr. Ramp Services Shift Station Manager In Charge Transit Planning Advise SSM/ASM for Advise ASM for Receive Flight movement, checks Load improvements based on improvements based on Message and determine the load of lessons learnt from lessons learnt from Passengers and Baggage on each flight previous discrepancies previous discrepancies Coordinate with the Baggage Controller and assign the baggage attendant and staff for each flight Ensures that the sufficient equipments are available for carrying the Baggage from Ensures the deployment of staff for each build up area towards the Aircraft area Checks the Log book and identify the left behind Baggage, transit Baggage and Rush tag baggage Looks after the overall functions of DBS/ IBS I/Cs and I/C transit Baggage and ensure the loading of baggage for correct destination Coordinate with the Trim controller, Operation control & Ramp coordinator and confirm the Bay allocated, aircraft type/registration & load plan for each flight Ensure the proper line up of Containers and Ensures proper segregation of Transit Coordinate, advise and update the load Pallets as per advise/planning of Load control for Baggage and Baggage line up for correct control regarding the Passenger respective flight and ensures the proper tagging destination and building up of destination baggage and transit/joining baggage on Containers and Pallets wise containers and pallets Coordinate with the Incharge transit baggage for timely handling of transit baggage Baggage Handling Ensures the proper segregation of Baggage for each flight and preparation of Baggage Reconciliation Sheet (BRS) at the stipulated time Ensures the loading of baggage in correct ULDs and the proper tagging on containers/pallets and the dispatch of these to the correct Aircraft/Bay NO Coordinate with the terminal Manager/ traffic control for baggage Strapping/Tagging (whichever applicable) Coordinate with Departure lounge for any incoming baggage and with G.O.C for timely loading of Baggage and also for closing of flight for Check-in Inform G.O.C, Ramp coordinator and loading supervisor for closure of flight for Check-in Post Departure Activity Analyses the suggestions/ recommendations received from Mngr. Ramp Services/ SSM and take necessary actions to avoid the future discrepancies Analyses the suggestions/ recommendations received from SSM and advise Station Manager to take necessary actions Give Recommendations/ Suggestions for improvement in Service and to avoid any discrepancy Processes the Flight papers for Records/ Management Review/ Auditing purposes Ensures the completion of necessary documents and proper maintenance of record in Log book Enter the information in Log Book regarding open/damage baggage and of any discrepancy NO Chapter 10 Page 4 Annexure A Baggage Attendant properly segregate the Baggage for each flight and prepares the Baggage Reconciliation Sheet (BRS) at the stipulated time Checks for Open/Damage baggage YES Inform to the I/C IBS/DBS and attaches the limited release tag Baggage is properly Strapped/tagged YES Load the Baggage into Containers and pallets and coordinate with the Loading supervisor through IBS/DBS I/C for dispatching of Containers and Pallets from Baggage Buildup area towards aircraft Ensures the removal of last piece tag from Baggage with time of received at Baggage Build-up area
Stage Responsibility Flight Departure Planning Loading Finalization of Flight Post Departure Activities PASSENGER HANDLING SERVICES AND RAMP SERVICES Chapter 10 Page 5 Service Delivery Procedure for Ramp Handling (Aircraft Departure) Annexure A Station Manager Mgr. Ramp Services Shift Station Manager DSM Ramp Load Control Loading Supervisor Baggage Attendant Security GOC Plan for cargo and baggage load for all Checks the aircraft for Narcotics along Advise SSM/DSM for Plans and allocates manpower at Coordinates with loading supervisors Advise DSM for improvements the flights within the shift and prepares with the customs personnel and hands improvements based on ramp area according to the flight Coordinate with Load control for the and TGS operations to initialize the based on lessons learnt from the Zero fuel weight (ZFW)/Load sheet over the clearance Performa to GOC lessons learnt from movement and assigns loading loading advise of the assigned flights loading process for all the flights previous discrepancies in coordination with cargo and through once the aircraft is checked and previous discrepancies supervisors for each flight within a given shift computerized passenger manifest cleared Carries out the pre-loading checks as per Coordinate with ICT, DCT, IBS and check list and operational status of Cargo DBS for cargo and baggage line up holds and loading equipments with the aircraft for loading All the holds and equipments are operational and Catering Van is positioned with the Aircraft at the Stipulated time NO Coordinates with the concerned area for resolving the problem Coordinate with baggage controller, I/C IBS, DBS for timely movement of baggage from baggage build-up area to the aircraft YES Check ULD s for proper netting and curtains Net the palette properly/ensure YES NO the curtain is secured and intact with the container Load cargo/baggage as per load plan/ advise Check ULD s are properly loaded and locked in the aircraft holds NO YES Coordinate with ramp coordinator for handling the situation Close the main hold after receiving all the ULD s as per load plan specified for the aircraft keep the Aft hold open for intercepted baggage till stipulated time YES Check for more intercepted baggage/boarding status from I/C satellite area NO Coordinate with the Satellite in charge for figure reconciliation of check-in and boarding Figure reconciled NO Identify the baggage of missing passengers and keep it on standby position YES MissingPassengers reported at stipulated time NO YES Offload the baggage of missing passengers Prepares the final/updated trim sheet of respective flight Close the Aft hold and Notify GOC Presents the Trim sheet to the Cockpit crew for signature and distributes the copies accordingly Log all the discrepancies in the Analyses the suggestions/ Analyses the Log book recommendations received suggestions/ Processes the Flight papers for from Mngr. Ramp Services/ recommendations Give Recommendations/ Records/Management Review/ SSM and take necessary received from SSM and Suggestions for improvement Auditing purposes and give actions to avoid the future advise Station Manager in Service and to avoid any suggestions for improvement to discrepancies to take necessary actions discrepancy SSM
Stage Responsibility Flight Arrival Planning Arrival Lounge Baggage Delivery Area Post Arrival Activities Station Manager NO Analyses the suggestions/ recommendations received from Mngr. Baggage Services/SSM and take necessary actions to avoid the future discrepancies PASSENGER HANDLING SERVICES AND RAMP SERVICES Service Delivery Procedure for Passenger Disembarkation Manager Baggage Services Shift Station Manager ASM Arrival Passenger Service Assistant Passenger Service Officer/ Asssitant Checks the Load Message and Advise SSM/ASM (Arrival) for Advise ASM Arrival for determine the load of Passengers and improvements based on improvements based on lessons Baggage on each flight lessons learnt from previous learnt from previous discrepancies discrepancies Assign Staff/Baggage attendant for each flight in consultation with Duty Allocator Greets and directs the passenger to the Baggage Delivery Area NO NO Collects, Match and Reconciles the claim tag with the Baggage tag Settle Claim for damaged/ Pilferaged Baggage or get baggage repaired within seven days if required by customer Checks the Log book for any Lost/Found report and prepare the cases for further actions Baggage traced/found within fifteen days YES Inform Passenger and Deliver Baggage Inform Passenger and refer case to Head Office for Settlement of Claim as per entitlement Analyses the suggestions/ Give Recommendations/ recommendations received Suggestions for improvement in from SSM and advise Station Service and to avoid any Processes the Flight papers for Manager to take necessary discrepancy Records/Management Review/ actions Auditing purposes Chapter 10 Page 6 Annexure A Passenger Baggage Supervisor Arrives at the Baggage Delivery Area Identify his/her Baggage on the belt Baggage Identified YES Baggage Damage/Pilferage YES Lodge Complain at the Baggage lost Fill Damage Baggage Report/Pilferage and found section Report for the Damaged/Pilferaged Baggage Lodge Complain at the Baggage lost and found section Log the damage/pilferage report in the log book for the further necessary actions by Baggage Services Section Fill Property Irregularity Report for the Lost Baggage Send telex to all the stations including originating/stopover regarding discrepancy and enter the same into World Tracer system and Log Book for Baggage Services Section Log the report in the log book for the further necessary actions by Baggage Services Section Passenger leaves the Arrival Lounge Collects and Reconciles all the claim tags and ensures!00% baggage Delivery
Stage Responsibility Planning Baggage Handling Post Arrival Activity PASSENGER HANDLING SERVICES AND RAMP SERVICES Chapter 10 Page 7 Service Delivery Procedure for Baggage Handling ( Aircraft Arrival) Annexure A Station Manager Mgr. Ramp Services Shift Station Manager ASM Arrival Baggage Controller In Charge Arrival Belts Incharge Transit Baggage Baggage Attendant Advise SSM/ASM(Arrival) for improvements based on lessons learnt from previous discrepancies Advise ASM for improvements based on lessons learnt from previous discrepancies Receive Flight movement, checks Load Message and determine the load of Passenger and Baggage on each flight Coordinate with the Baggage Controller and assign the baggage attendant and staff for each flight arrival Ensures the deployment of staff for each area Checks Telexes of concerned flight and give necessary instructions to staff for Baggage delivery/transit baggage Ensures proper segregation of Transit Baggage and coordinate with I/C IBS and Transit Baggage for timely transfer of this baggage to the respective flight Coordinate with the ULD cell and ensures the availability of required ULDs for Transit Baggage Coordinate with the ASM(Arrival) for allocation of belt through CAA, Operation control, and Ramp coordinator and confirm the Bay allocated to each flight Coordinate with G.O.C, Ramp coordinator and Offloading supervisor for parking and door open of Aircraft and time of dispatch of Baggage from Aircraft Ensures that the correct ULDs are placed on the correct belt Ensures proper segregation of Transit Baggage and destination baggage at the time of arrival at segregation area and line up of transit baggage for its correct destination Transfer the destination baggage from Containers/ Pallets and from trolleys trucks to the belt allocated Note down the first piece and last piece timings of Baggage transfer from Containers and Pallets to belt for each class and also maintain the Baggage Line-up Performa Ensures the completion of necessary documents Analyses the suggestions/ recommendations received from Mngr.Ramp Services/SSM and take necessary actions to avoid the future discrepancies Analyses the suggestions/ recommendations received from SSM and advise Station Manager to take necessary actions Give Recommendations/ Suggestions for improvement in Service and to avoid any discrepancy Processes the Flight papers for Records/Management Review/ Auditing purposes
Stage Responsibility Flight Arrival Planning Off loading Finalization of Flight Post Arrival Activities PASSENGER HANDLING SERVICES AND RAMP SERVICES Chapter 10 Page 8 Service Delivery Procedure for Ramp Handling(Aircraft Arrival) Annexure A Station Manager Mgr. Ramp Services Shift Station Manager DSM Ramp Load Control Un-loading Supervisor Baggage Attendant GOC Advise SSM/DSM for improvements based on lessons learnt from previous discrepancies Advise DSM for improvements based on lessons learnt from previous discrepancies Plans and allocates manpower at ramp area according to the flight movement and assigns off loading supervisors for each flight Coordinate with TGS and ensures the availability and serviceability of required equipments for Aircraft Arrival Coordinate with the originating station of each flight and identify the load/containers and pallets on each flight and their positioning Coordinate with Load control for the load message of the assigned flights Coordinates with un-loading supervisors and TGS operations to initialize the offloading process for all the flights within a given shift at Stipulated timings Checks the number of containers, pallets of cargo and baggage/ transit baggage through load message Coordinate with ICT, DCT and Baggage Controller for cargo and baggage un-loading status from aircraft Carries out the pre-unloading checks as per check list All the holds and equipments are operational YES NO Coordinates with the concerned area for resolving the problem Identify the location of each container and pallet Opens the door in presence of relevant regulatory agencies Offload the Containers/Pallets as per load message Initially offload the containers/ Baggage of Passengers as per priority Ensures the timely movement of baggage to the arrival area Transfer the Containers and Pallets on the dollies Ensures the proper un-loading of all containers/pallets/baggage from the Aircraft All Baggage properly un-loaded NO YES Coordinate with the ramp coordinator for handling the situation Coordinate with G.O.C, Baggage Controller and inform regarding the complete baggage un-loading from aircraft Enter the information in the Log Book for any discrepency Analyses the suggestions/ recommendations received from Mngr. Ramp Services/ SSM and take necessary actions to avoid the future discrepancies Anlayze the suggestions/ recommendations received from SSM/DSM and advise Station Manager to take necessary actions to avoid the future discrepencies Give Recommendations/ Suggestions for improvement in Service and to avoid any discrepancy Processes the Flight papers for Records/Management Review/ Auditing purposes and give suggestions for improvement to SSM
Chapter 10 Page 9 FORMS & FORMATS
Chapter 10 Page 10 MASTER LIST OF DOCUMENTS Section: Form# FDD/R/01 S / No. Document # Document Name Issue # Issue Date Rev. # Rev. Date Effective Date Issued by Maintained by Updated by: Signature: Date
Chapter 10 Page 11 DOCUMENT / DATA CHANGE FORM Form # FDD/R/02 Serial # Section 1 (Change Request, to be filled by the Change Initiator) Name: Designation: Issue No.: Document Name: Document No.: Rev. No.: Reason for change: Nature of change: Signature Section 2 (Review of Change Request, to be done by Designated Manager / DQC Manager Remarks: Date Signature Section 3 (Decision on Change Request, to be done by Division / Department Head) Change is: Approved, Not Approved Date New Revision No.: Signature Date New Issue No. (If applicable):
Chapter 10 Page 12 Section: Record S / No. # Master List of Quality Records Record Name Rev. # Retention Period Form# FDD/R/03 Maintained Issued by by Updated by: Signature: Date:
Chapter 10 Page 13 AUDIT NON CONFORMANCE REPORT FDD/R/04 DEPARTMENT/SECTION: LOCATION: NC #:, Old NC#: Clause Ref.: Audit Scope: Audit Period: Description of Nonconformity: Auditor Name and Designation Root Cause & Corrective Action Auditor Signature and Date Initiated by Verified by Implementation Date First Follow-up: Second Follow-up: Third Follow-up: NCR is closed NCR is pending NCR is closed NCR is pending NCR is closed NCR is pending Verified by: Signature Date Verified by: Signature Date Verified by: Signature Date Next follow-up date: Next follow-up date: New NC #:
Chapter 10 Page 14 Audit Plan Form # FDD/R/05 S.no Date Time Auditor Area Area Incharge Applicable Clauses Remarks: Issued by: Signature/Date
Chapter 10 Page 15 Audit Schedule for <Year> Form # FDD/R/06 Revision : Division Audit Area/Field (Sections) Audit JAN FEB MAR APR MAY JUN JUL AUG SEP Criteria* 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 Date * Specific audit criteria to be determined in the Audit Plan X Planned IOSA Audit o Conducted IOSA Audit Prepared by: Approved by: Planned ISO Audit Manager - DQC GM (PHS&RS) Conducted ISO Audit P Planned Combined IOSA & ISO Audit C Conducted Combined IOSA & ISO Audit
Chapter 10 Page 16 Corrective / Preventive Action Form (CPAF) Form # FDD/R/07 NC # New NC # Originator s Name: Concerned Function/ Location: Request Initiated For: Product / Service Nonconformity Regulatory Nonconformity Customer Complaint Vendor / Subcontractor Nonconformity Improvement suggestion Other Description of Nonconformity/Suggestion: (to be filled in by the originator) Comments: (to be filled in by the DQC Manager): Nonconformity/Suggestion is: To be actioned, No Action Remarks: Root Cause: (to be filled in by the concerned functional head) Signature/Date Signature/Date Department Head Corrective / Preventive Action: (to be filled in by the concerned functional head) Target Corrective Action Date: First Follow-up: Second Follow-up: Signature/Date Third Follow-up: closed pending closed pending closed pending Remarks: Remarks: Remarks: Verified by: Signature/ Date Next follow-up date: Verified by: Signature/ Date Next follow-up date: Verified by: Signature/Date New NC #:
Chapter 10 Page 17 Sr. NC# Date Initiated Nature of Nonconformity Corrective / Preventive Action Log Resp. Corrective Action / Preventive Action Target Date Form # FDD/R/08 Actual Date Verified by (Sig. & Date) NC # = DDD / X / ##, where DDD = Issuing Department s Abbreviation, X = Type of NC, ## = Serial No.Type of Non-Conformity: A = Audit, C= Customer Complaint, P= Product / Service, V = Vendor / Subcontractor, S = Safety & M = Other
Chapter 10 Page 18 Compliance Checks Form PHS/DQC/R/20 Part A Departure Functions Revision: 00 Issue: 01; Issue Date: 11/11/05 STATION : DATE: Domestic International PK : Shift : Section -1 CHECK-IN COUNTERS Cleanliness Yes No Remarks: Flight/ Counter Signage Yes No Remarks: 100% Availability of Counter Inventory Grading Remarks: 100% manning of available counters (designated for particular flight) during Grading Remarks: flight opening till flight closing GROOMING Uniform Personal tidiness Attitude 1 Check-in Agent Grading Grading Grading 2 Check-in Agent Grading Grading Grading 3 Check-in Agent Grading Grading Grading 4 Check-in Agent Grading Grading Grading 5 Check-in Agent Grading Grading Grading Overall Remarks: Check-in Process Presentable Female Greeting Staff in the Lounge Grading Remarks: Timely opening of flight for Check-in as per standard Grading Remarks: Passenger guidance Grading Remarks: Passenger greeted and called by name Grading Remarks: Average Queue Time per passenger as per standard Grading Remarks: Average Check-in Time per passenger as per standard Grading Remarks: Baggage acceptance as per SOP Grading Remarks: Section -2 BOARDING Availability of staff at Designated counters Grading Remarks: Availability of Counter Inventory Grading Remarks: Timely clearance of Boarding as per standard Grading Remarks: Boarding Process as per SOP Grading Remarks: Section -3 BAGGAGE HANDLING 100% accurate segregation of baggage according to destination Grading Remarks: 100% accurate tagging of Containers according to destination Grading Remarks: 100% accurate loading of baggage in ULDs in accordance with SOP Grading Remarks: Availability of 100% serviceable ULDs Grading Remarks: Section -4 LOAD CONTROL & RAMP HANDLING Accurate preparation of Trim Sheet in accordance with SOP Grading Remarks: 100% accurate loading of ULDs & Bulk Baggage in accordance with Load Plan Grading Remarks: Conducted by : Name : Designation : Note: 1. Grading Key and Applicable Service Delivery Standards are given on the back side
Chapter 10 Page 19 2. Sample size (where applicable) and frequency of form usage are also given on the back page PHS/DQC/R/20 Revision: 00 Issue: 01; Issue Date: 11/11/05 Grading/Qualitative Judgment: 01 to 02 = Poor (10% to 20% Compliance or barely any conformance to applicable requirement); 03 to 05 = Good (30% to 50% Compliance or some conformance to applicable requirement); 06 to 08 = Very Good (60% to 80% Compliance or significant compliance to applicable requirement); 09 to 10 = Excellent (90% to 100% Compliance or hardly any nonconformance to applicable requirement) Service Delivery Process Standards : Check-in Counter Inventory Serviceable Computer Boarding Pass Printer Baggage Tag Printer Manual Baggage Tags, e.g., LRT, Fragile, etc. (as per operational requirements) EBT (if needed) Stationary Items, e.g., Stapler, Writing utensils etc. Check-in Flight Opening : 04 hours prior to departure Average Queue Time per passenger : 15 Average Check-in Time per passenger : 03 Boarding Counter Inventory Enhanced Gate Reader Serviceable Computer Boarding Minimum Boarding Staff at counter : 02 Boarding Clearance o International Flights : One (01) hour before departure time o Domestic Flights(Wide-bodied aircraft) : 45 min. before departure time o Domestic Flights(Narrow-bodied aircraft) : 30 min. before departure Sample Size & Frequency : Sample size of at least 05 cases will be used (where applicable) Frequency of form usage will be once on a daily basis with respect to a departure and an arrival
Chapter 10 Page 20 Compliance Checks Form PHS/DQC/R/20 Revision: 00 Issue: 01; Issue Date: 11/11/05 Part B Arrival Functions STATION : DATE: Domestic International PK : Shift : Section 1 100% accurate Unloading of ULDs & Bulk Baggage in accordance with Load Message Section 2 RAMP HANDLING ON ARRIVAL Grading Remarks: BAGGAGE HANDLING ON ARRIVAL 100% accurate segregation of transit baggage according to destination Grading Remarks: Handling of baggage as per Baggage Delivery Standard Grading Remarks: Baggage Delivery Standard on Conveyor Belt (in minutes) REMOTE AEROBRIDGE A/C TYPE DOM DOM INT INT DOM DOM INT INT F/P L/P F/P L/P F/P L/P F/P L/P B-742/743/777 15/ 30/ 15/ 45/ 10/ 30/ 15/ 40/ A-310 15/ 30/ 15/ 30/ 10/ 25/ 10/ 30/ B-737 12/ 25/ 15/ 30/ 10/ 20/ 10/ 25/ ATR 500 12/ 15/ -- -- -- -- -- -- Section -3 ARRIVAL AREA 100% delivery of baggage to passengers Grading Remarks: 100 % collection of Claim Tags Grading Remarks: Section -4 TRANSIT FUNCTIONS Availability of staff at transit desk Yes No Remarks: Passenger Guidance at transit desk Yes No Remarks: Availability of coupons (meal/hotel) Yes No Remarks: Availability of Hotel Transport Yes No Remarks: Remarks Conducted by : Name : Designation :
Compliance Form PASSENGER HANDLING & RAMP SERVICES Chapter 10 Page 21 HA/R/03 Issue Date: 21/11/05 GHA STATUS Station: Carrier: Handling Company: Date of Effectiveness: Agreement Type: Ramp Terminal Cargo Date of Expiry: Initiate Revision: Revision Completion: IATA SGHA Format Followed Yes No If Not, Reason: Subcontractor If Any, Covered under the agreement Yes No N/A Settlement Methodology Local Settlement Via Interline Liability and Indemnity Provision Present Absent Termination Clause Present Absent Condition of Termination Clause Arbitration Methodology Present Absent SLA STATUS Service Level Agreement: Present Absent If Present, Effective From: