SASB TECH.

Symbol LLP
PRECISION MACHINING FOR AEROSPACE, AUTOMOTIVE, OIL & GAS

SASB Tech. LLP

Gat No.135/2, Mantarwadi Bypass
Fursungi, Pune - 412308
Maharashtra
INDIA

QUALITY MANUAL
Document Code: - SASB/QM/01

AS9100 Rev D & ISO 9001:2015

QUALITY MANUAL

Issue 01
Position Name Signature

Prepared By Management Representative Vasudevan G

Baljinder Singh
Approved by Managing Director
koura

Date of issue /04/2019

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INDEX

Manual Ref Description AS9100 ISO 9001

QUALITY MANAGEMENT SYSTEM
1. Scope
2. Normative References
3. Terms & Definitions
4 CONTEXT OF ORANGIZATION
4.1 Understanding the Organization and its Context 4.1 4.1
4.2 Understanding the needs and expectations of interested parties 4.2 4.2
4.3 Determining the scope of the Quality Management System 4.3 4.3
4.4 Quality Management System and its process 4.4 4.4
5 LEADERSHIP
5.1 Leadership and Commitment 5.1 5.1
5.1.1 General 5.1.1 5.1.1
5.1.2 Customer Focus 5.1.2 5.1.2
5.2 Policy 5.2 5.2
5.2.1 Establishing the Quality Policy 5.2.1 5.2.1
5.2.2 Communicating the Quality Policy 5.2.2 5.2.2
5.3 Organizational Roles, Responsibilities, and Authorities 5.3 5.3
6 PLANNING
6.1 Actions to Address Risks and Opportunities 6.1 6.1
6.1.1 Determine the risks and opportunities that need to be addressed 6.1.1 6.1.1
6.1.2 Planning how to address these risks and opportunities 6.1.2 6.1.2
6.2 Quality Objectives and Planning to Achieve Them 6.2 6.2
6.2.1 Establish quality objectives at relevant functions, levels and processes 6.2.1 6.2.1
6.2.2 Planning how to achieve its quality objectives 6.2.2
6.3 Planning of Changes 6.3 6.3
7 SUPPORT
7.1 Resources 7.1 7.1
7.1.1 General 7.1.1 7.1.1
7.1.2 People 7.1.2 7.1.2
7.1.3 Infrastructure 7.1.3 7.1.3
7.1.4 Environment for the Operation of Processes 7.1.4 7.1.4
7.1.5 Monitoring and Measuring Resources 7.1.5 7.1.5
7.1.5.1 General 7.1.5.1 7.1.5.1
7.1.5.2 Measurement traceability 7.1.5.2 7.1.5.2
7.1.6 Organizational Knowledge 7.1.6 7.1.6
7.2 Competence 7.2 7.2
7.3 Awareness 7.3 7.3
7.4 Communication 7.4 7.4
7.5 Documented Information 7.5 7.5
7.5.1 General 7.5.1 7.5.1
7.5.2 Creating and Updating 7.5.2 7.5.2
7.5.3 Control of Documented Information 7.5.3 7.5.3
8 OPERATION
8.1 Operational Planning and Control 8.1 8.1
8.1.1 Operational Risk Management 8.1.1
8.1.2 Configuration Management 8.1.2
8.1.3 Product Safety 8.1.3
8.1.4 Prevention of Counterfeit Parts 8.1.4
8.2 Requirements for Products and Services 8.2 8.2
8.2.1 Customer Communication 8.2.1 8.2.1
8.2.2 Determining the Requirements for Products and Services 8.2.2 8.2.2
8.2.3 Review of the Requirement for Products and Services 8.2.3 8.2.3
8.2.3.1 The requirements for products and services to be offered to customers. 8.2.3.1 8.2.3.1
8.2.3.2 Documented information for the requirements for the products and services 8.2.3.2 8.2.3.2
8.2.4 Changes to Requirements for Products and Services 8.2.4 8.2.4
8.4 Control of Externally Provided Processes, Products and Services 8.4 8.4
8.4.1 General 8.4.1 8.4.1
8.4.2 Type and Extent of Control 8.4.2 8.4.2
8.4.3 Information for External Providers 8.4.3 8.4.3
8.5 Production and Services Provision 8.5 8.5
8.5.1 Control of Production and Services Provision 8.5.1 8.5.1
8.5.2 Identification and Traceability 8.5.2 8.5.2
8.5.3 Property Belonging to Customers or External Providers 8.5.3 8.5.3
8.5.4 Preservation 8.5.4 8.5.4

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8.5.5 Post-Delivery Activities 8.5.5 8.5.5
8.5.6 Control of Changes 8.5.6 8.5.6
8.6 Release of Products and Services 8.6 8.6
8.7 Control of Nonconforming Outputs 8.7 8.7
8.7.1 Control of prevent the nonconforming parts for unintended use or delivery 8.7.1 8.7.1
8.7.2 Documented Information for control of Nonconforming outputs 8.7.2 8.7.2
9 PERFORMANCE EVALUATION
9.1 Monitoring, Measurement, Analysis, and Evaluation 9.1 9.1
9.1.1 General 9.1.1 9.1.1
9.1.2 Customer Satisfaction 9.1.2 9.1.2
9.1.3 Analysis and Evaluation 9.1.3 9.1.3
9.2 Internal Audit 9.2 9.2
9.2.1 Planning for Internal Audits 9.2.1 9.2.1
importance of the processes concerned, changes affecting the organization,
9.2.2 9.2.2 9.2.2
and the results of previous audits
9.3 Management Review 9.3 9.3
9.3.1 General 9.3.1 9.3.1
9.3.2 Management Review Inputs 9.3.2 9.3.2
9.3.3 Management Review Outputs 9.3.3 9.3.3
10 IMPROVEMENT
10.1 General 10.1 10.1
10.2 Nonconformity and Corrective Action 10.2 10.2
10.3 Continual Improvement 10.3
11 NOTES
11.1 Revision Indicator 11.1

1. SCOPE

SASB Tech LLP has adopted AS9100 Rev D & ISO 9001:2015 standards, to establish, document, implement and maintain
a quality management system to demonstrate its ability to provide products which meets customer and any applicable
Statutory and regulatory requirements. Its aim is to enhance customer satisfaction by continually improving the
system.

SL. NO. CLAUSES EXCLUDED JUSTIFICATION

Since all the Products are manufactured as per the

8.3 Design and Development of Customer Specifications supplied via Drawings, Bill of
1
Products and Services Materials, Test specifications, Design is not applicable
and hence excluded from the scope.

Statutory & Regulatory Requirements:

I. Environment, Health &Safety during all Processes.

II. Products should not contain any of the Substances identified by Customer or the substances which are
hazardous Materials (As per Customer Specific requirement)

2. NORMATIVE REFERENCES
Following standards/reference manuals are referred while developing the system:-

AS9100 - Guidelines for Quality Management System

AS 9102 - Guidelines for First Article Inspection
AS 9103 - Management of Key Characteristics
ISO 9001:2015 - Guidelines for Quality Management System

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3. TERMS & DEFINITIONS

3.1 Control Plan

Control plan is documented descriptions of the system and processes required for the control of products.
3.2 Prevention of nonconformities (Error proofing)
The control of design and development and manufacturing processes aimed to prevent nonconforming products.
3.3 Laboratory
The facilities used to perform inspections, tests or calibrations to verify the properties of products include but not
limited to the chemical, metallurgy, dimension, physical, electrical properties and reliability of products.
3.4 Manufacture
The processes adopted to manufacture or assemble the following materials:
- Raw materials used for production;
- Products or materials used for production or service;
- The parts or materials used for assembly, heat-treatment, welding, painting, electroplating and other processes.
3.5 Predictive Maintenance
The activity aimed to prevent problems by predicting the potential failure modes.
3.6 Preventive maintenance
The activity aimed to eliminate the risks of equipment malfunctions which may cause unplanned stops in production. It
is an output of design of manufacturing process.
3.7 Premium freight
Premium costs or expenses caused by unplanned deliveries.
Note: Premium costs and expenses may be caused by inappropriate arrangement, or insufficient, unplanned or delayed
delivery of products.
3.8 Setup Parts
The setup parts are those parts which are manufactured during trials or before First Piece Approval given by Quality
Dept.
3.9 Special Characteristics
The features of products and parameters of manufacturing process which may affect the safety, the compliance with
laws and regulations, or the function, performance or subsequent processing of products or the fitness between
products.
3.10 Risk
An undesirable situation or the circumstances that has both a like hood of occurring and potentially negative
consequences.
3.11 Special requirements
For the special requirement need to be identified by the customer & need to include in the risk management if
applicable
These requirements identified by the customer, or determined by the organization which have high risks to being
achieved, thus requiring their inclusion in the risk management process. Factors used in the determination of special
requirements include product or process complexity, past experience and product or process maturity.
Examples of the special requirements include performance requirements imposed by the customers that are at the limit
of industry’s capability, or requirements determined by the organization to be at the limit of its technical or process
capabilities

3.12 Critical Items

Those items (e.g. functions, parts, software, characteristics, and processes) having the significant effect on the product
realizations and use of the product: include safety, performance, fit, form, functions, producibility, service life etc; that
require specific actions to ensure they are adequately managed.
3.13 Key Characteristic
An attribute or feature whose variations has a significant effect on the product fit, form, function, performance, service
life or producibility ,that require specific actions for the purpose of controlling the variation.
For the product, Customer needs to define the key characteristics

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3.14 Counterfeit Part
An unauthorized copy, imitation, substitute, or modified part ( e.g., material part, component), which is knowingly
misrepresented as a specified genuine part of an original or authorized manufacturer.
3.15 Product safety
The state in which a product is able to perform to its designed or intended purpose without causing unacceptable risk to
harm to persons or damage to property.

4. CONTEXT OF THE ORGANIZATION

4.1 Understanding the Organization and its Context:

We have determined our external and internal issues relevant to our purpose, values, culture, knowledge performance and
strategic direction which affect our ability to achieve intended results of our QMS. The results of this are detailed in
Appendix 1
In compilation of the context we have considered / included positive and negative factors or conditions in various topics such
as, legal, technological, competition, market, cultural, social and economic environments covering local, regional, national or
international areas.
These internal and external issues are monitored and reviewed at Management Review Meetings with any updates or actions
being assigned as required.

Appendix 1

COMPANY: SASB Tech LLP ASSESSOR: DATE: /04/2019

Context of the Organization

2. With What (Material/Equipment/Resources) 4. With Whom (Competence/Skills/Training)

Shop floor Management Team Responsibilities / Authorities
Equipment Competent Staff, Training Programs, Induction/ Training
Software Records
Materials Suppliers
Subcontractors (outsourced processes / external providers)
Interested Parties (Appendix 2)

1.Inputs 6. Outputs

Process
CONTEXT
Quality Policy OF THE Conforming Work Delivered to
Customer/Customer Orders Customer Schedule
ORGANIZATION
Objectives and Targets Minimal Rejection
QMS Planning Improvement to the Systems
Processes Efficient Processes
Monitoring Satisfied customers
Risk Assessment

3. How (Methods/Procedures/Techniques & Support 5. With What Result (Performance Indicators / Metrics)
Processes) Objectives and Targets / Updated and discussed
Quality Manual, Flowchart, Process sheets, Check List KPI’s,
Customer Survey Planned Improvements to the QMS
SECTION CONTEXT COMMENTS
Make to print Company
Quality policy appropriate to company providing precision components
using external providers
1.INPUTS which also can be provided in kits or minor assemblies to customer
for processes not done in
requirements.
house
SASB Tech LLP is an established privately owned company who specialize in Company Processes in
precision machining. The company operates from a CNC machine shop place aid in the
based near Pune and supplies a wide and diverse range of industries continuing satisfaction
including aerospace. and meeting of customer
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The Company assesses the risks involved in meeting customer requirements
requirements.
and in collecting payment.
Most orders received will
Orders are generally communicated by E Mail – updates and schedule
have had a quotation
changes are handled as per customer preferred methods i.e. some re-issue
provided before the 1st
orders, some use excel spreadsheets for current demand.
supply.
The processes operated by the Company are those required for the supply of
components.
The Company do not involved in the design of products.
The Company does not carry out any special processes on behalf of
customers in house but do sub contract which is controlled via the external
providers controls.
We do receive raw material from customers, vendors for use - this is
allocated directly to the works orders relating to customer requirements and
is not held as stock.
The company work closely with suppliers & subcontractors to ensure
product meet customer requirements.
The Company owns the properties they occupy.
The Company use normal office equipment for processing and supply of
product which includes delivery, certifying and invoicing purposes.
Product storage is mainly whilst it is in WIP on shelves / racking and / or in
boxes. Raw Material is maintained in similar ways whilst in stock or awaiting
1st operation. Work is progressed as determined by the routing in the works
2.With What order pack. The Company main facility has approximately 10,500 sq ft shop
floor space with over 8 CNC machines (Milling & Turning) plus a variety of
conventional machines and advanced measuring equipment which support
the processes as required.
Raw material and components when required can be moved using pallet
trucks / trolleys or for particularly heavy items fork lift truck, outside these
the majority of handling is manual particularly for work in progress.
The Company have QMS which documents the quality system requirement,
the documents used, the process flows, relevant to the work activities. The
Company have defined it’s key processes as Sales, Production and
Purchasing but also have a number of functions that support these including
Measuring & Monitoring Devices, Nonconformity including root cause,
remedial and corrective actions records problems encountered (internal,
3.Support
customer complaints), Supplier Approval / Monitoring, Management Review
Processes
Meetings. All processes follow the principles of PDCA.
The Company have a health & safety manual & procedure in which staff are
trained to ensure their safety at work following due diligence.
The Company has an Employee Handbook which details the main
contractual requirements applicable to all employees including areas such as
ethical behavior and the consequences of gross mis conduct.
4.With Whom Staffs are trained in their role & the requirements of the Quality system & Appendix 2 – Internal
meeting requirements at initial induction & subsequently as required both Managing Director /
internally & externally. Competence records are maintained of skills required Managers / Staff
& level achieved, most training is on the job. Update training is carried out as
required. Appendix 2 – External
Customers may be credit checked (through our accountants) & risk assessed Clients
as part of the initial process of accepting an order and also insurance can be
obtained if necessary. Appendix 2 – External
Inherent in the product realization process the majority of purchasing is Suppliers / Contractors
contained with component routing / works orders (i.e. raw material and sub
contract processes) and personnel with the approval and access to
undertake the activity can do so. Purchasing & sourcing of product from
suppliers or subcontractors is undertaken by personnel that have been Appendix 2 – External
approved (by role / skill). External providers are selected dependent upon The Government /
approvals (system and customer) who are capable of meeting the order Regulatory Authorities
requirements, however the management team will determine portfolio of
supplies and initially evaluate potential suppliers prior to being added to the
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approved list. Generally more than 1 supplier is approved for any supply to
ensure production can continue at all times.
There is a an approved suppliers list.
The Company also have to comply with legal requirements - Health &Safety
(HSE), Environmental Requirements (Environment Agency). The Company
are aware they have to provide access to regulatory authorities in aerospace
as required (although no investigations have occurred to date) and facilitate
any requests as they are received. The Company have been certified to
AS9100 by NQA.
Legally compliant product provided.
Customer product delivered on time and working correctly & in good
condition.
Have proof of delivery for accounting & legal purposes
Minimized risk of NC Product by key beneficial partnerships with suppliers &
5. With What
have affective corrective action process in place to isolate and correct any
Result
defective items.
Continually Improve any parts of the QMS not functioning correctly
Minimized the effect on the environment
Kept staff safe during the product realisation process
Fully up to date QMS records showing compliance with AS9100.
Product suitably packaged for method of delivery. No damage in transit
Order requirements delivered on time & satisfactory with no suggestions for
improvement
Reducing Issues
6. Outputs Delivery Documentation meeting agreed requirements including any COC &
signed to accept by customer (delivery notes signed / traceable to courier
ticket)
Any improvements identified are included at Management Reviews to the
continual improvement process.
Update QMS to record & documentation for any changes to the processes

4.2 UNDERSTANDING THE NEEDS and EXPECTATIONS of INTERESTED PARTIES

Due to their effect or potential effect on the Company’s ability to consistently provide products and services that
meet customer and applicable statutory and regulatory requirements, we have determined (see Appendix 2):
a. the interested parties that are relevant to the quality management system;
b. the requirements of these interested parties that are relevant to the quality management system.
We monitor and review information about these interested parties and their relevant requirements at
Management Review Meetings.

APPENDIX 2

4.2 Understanding the needs and expectations of interested parties

Who are the interested parties that are RELEVANT to the operations of the company that are covered by the
Management Systems? What are their requirements (i.e. their needs and expectations whether implied, specified
or mandatory)?

Low Implied Reason for interest

Medium Specified
High Mandatory

Internal

Managing Director High Mandatory Shareholder &Owner

Managers High Mandatory Continued employment
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Staff High Mandatory Continued employment

External

Supply of products to requirements and

Clients Medium Specified
continually improving business relations.
Bank / Financiers High Specified Money / loans invested in business
Shareholders High Mandatory Shareholding Return
The general public Low Implied Potential customers / employees
Staff next of kin Low Implied Part of family income
Insurers Medium Specified Terms of insurance and cover agreed
HSE, EA – low risk business with general H
& S and Environmental requirements in low
The Government / Regulatory
Medium Mandatory risk industry
Authorities
HMRC – financial ties / requirements
regular contact
Orders provided and company credit
Suppliers High Specified
worthy given repeat business
Orders provided and company credit
Contractors High Specified
worthy given repeat business
Competitors Low Implied Manly price competition
Reporting of incidents / accidents, also joint
The media Low Implied
press releases with customers etc.
Trade unions N/A N/A N/A
Industrial estate with heavy haulage –
Neighbors (or neighboring
Low Implied mainly businesses no effect to local housing
businesses)
areas if any changes

4.3 DETERMINING THE SCOPE OF QUALITY MANAGEMENT SYSTEM

In review of our interested parties and the associated requirements thereof the Company has determined that the
scope of registration for AS9100 & ISO 9001 general and precision machining of components and fasteners to
customer drawing / requirements by CNC and conventional machining methods for a variety of industries including
the aerospace sector.

OUTSOURCED PROCESSES
The Company can source and control high quality heat treatments, plating, grinding, calibration, internal audits,
NDT and any unusual machining or other techniques not available in house, these are controlled using approved
suppliers and subcontractors working to instructions / purchasing requirements and completing records as
appropriate.

APPLICABILITY
The following are not applicable to the services / products provided by the company and are classed as not
applicable, there is no risk to the conformity of our product or services in the business or to the enhancement of
customer satisfaction in the omission of these sections.

Design & Development of Products and Services 8.3: The Company are a make to print Company and do produce
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development parts for customers but this remains to customer drawing requirements.

4.4.1 QUALITY MANAGEMENT SYSTEM & IT’S PROCESSES

The Company has established, documented, implemented, maintained and will continue to improve its quality
management system to meet the requirements of AS9100 & ISO 9001, contractual, statutory and regulatory
requirements.

This includes evidence that all work undertaken within the defined scope is completed correctly within the
specification stated by the customer.

The Company have identified the processes (including associated inputs and outputs) needed for the quality
management system together with the sequence and the interaction of these processes for its effective operation.

The company ensure that resources and information are available to support the operations or processes.
Responsibilities within processes are determined through job profiling / job titles and overall responsibility for all
processes lies within the Management Team.

The management through management review meetings, monitor, maintain records and analyse these processes
and
implement actions to achieve the planned result and continual improvement of these processes.

Reviews and Audits of the documented quality system are undertaken to enable management to check its
implementation and effectiveness and it is updated when necessary to meet new or revised requirements.

The Managing Director through his strategic analysis and reviews for the Company will assess the risks and
opportunities within the business which are included in the risk mitigation plan and also covered in management
review
meetings.

4.4.2 The Company within this Quality Manual / Procedures System (QMS) have detailed:
a. the documented information to support the operation of its processes (including details of interested parties –
Appendix 2, the scope – 4.3, description of processes, sequence and interaction and assignment of the
responsibilities and authorities – training records / skills sheets);
b. retain documented information (as detailed on document index) to provide confidence that the processes are
being carried out as planned.

The Managing Director has overall responsibility for maintaining all copies of the QMS, which on a daily basis is
delegated to the Quality Manager (or appropriate replacement / cover) including document control, issue, review,
updating, re-issue and approval, where appropriate, as follows:

Document Approval and Issue

The approval, issue and registration of any issued part of the QMS is maintained on the Cover Sheet / Index of any
section of the QMS to ensures that the current issue of documents are available at locations where operations
essential to the quality system are performed as necessary.
Documents and subsequent changes are reviewed prior to approval. Management within an area / processes can
authorize changes as required for improvements to the QMS but the changes are controlled via Management
Representative. Authority for the changes is shown through signing of the cover page of the associated section of
the QMS. The QMS is discussed and reviewed at each management review meeting. A trial period of a process /
document may be undertaken to ascertain the validity and expected improvement prior the change being written
into the QMS. Holders of controlled copies are responsible for their safekeeping and uncontrolled copies will not
be updated.

Revisions to Documents
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The Quality Manager / Department Manager or deputy control changes, they withdraw copies of controlled
documents that have been revised.
When changes occur the relevant item is up-issued (the Quality Manual generally in its entirety and other
documents on an individual basis). Changes (where the identification of such will not cause an unprofessional
image i.e. in the QMS) are identified in italics (except in deletion where the record is only the issue history). In
some cases such as External Documents for completion documents changes are not identified in italics as this is
impractical – the details of the change will be within the issue history. In cases when there has been no
fundamental change to the format and structure changes may occur with no record being up-issued – this includes
marketing updates such as logo updates, changes to fonts or corrections to spellings / grammar etc.
Any superseded document is destroyed immediately or marked as such if retained for knowledge preservation.
The Management Representative when required by Contract and/or regulatory requirements shall co-ordinate
with the applicable customer and/or regulatory authority ensuring that all approvals have written agreement from
the parties involved.

Computer Control
The Managing Director or nominated deputy is responsible for the control, approval, access and changes to
computer equipment, software, data / documentation. This control includes any version control necessary and the
replication / control of backup data, as appropriate. A virus protection program is on all PC’s and updated regularly
to protect the system.

Technical Data and Changes

Technical and other data that is relevant to the Company's activities and is logged on the Technical Data register.
Technical Reference Data received is reviewed and added to the Register and stored in the Specifications file.

Periodically the specifications are checked for any revisions by management. Any technical data changed is
obtained and reviewed. Upon completion of the review the item is to be stamped to signify acceptance and
implementation of any changes.

Customer drawing is to be supplied with each new order, this is then stamped and marked with the Sales Order
number and issued with the Route card. When the route card is completed the drawing is either destroyed or
retained as reference only, not for any new manufacture unless the customer confirms the issue status.

Any revisions to drawings are reviewed and necessary changes put in place, this is either conducted at enquiry or
order review.

Any technical information retained for knowledge preservation and any superseded information retained for
knowledge preservation purposes must be identified as such and stored in the reference section only.

Control of Records
The documents become records following completion of the information for which they were designed and records
are to be suitably identified, retrievable, legible and maintained in good condition.
These records are then maintained for reference purposes to demonstrate achievement of the required quality and
also the effective operation of the Quality System.
Records are maintained in a suitable filing system, and stored in a recognised location, which includes computer
records.

Disposal of old records is at management discretion after the normal retention period has expired. But this may be
extended if required for certain contracts e.g. Aerospace and others. Customer agreement may also be required for
such contracts for disposal methods or return to the customer.

Customers and/or regulatory authorities will have access available with reasonable notification to access records
and documents.

All documents are to remain legible and identifiable at all times. No alterations or changes are acceptable without
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management approval. Also no correction fluid or similar is to be used on any document.

All purchases are made with reference to our standard terms and conditions of purchase which detail our
requirement for record control.

The Computer networked computer system is backed up daily, the Company have an IT contract set up who
maintain backups etc. and can do restores as required.

5. LEADERSHIP
5.1 Leadership and Commitment

5.1.1 General
The Managing Director(generally consolidated within the Management Review Meeting) demonstrates leadership and
commitment with respect to the quality management system by:
a. taking accountability for the effectiveness of the quality management system;
b. ensuring that the quality policy and quality objectives are established for the quality management system and are
compatible with the context and strategic direction of the Company;
c. ensuring the integration of the quality management system requirements into the Company’s business processes;
d. promoting the use of the process approach and risk-based thinking;
e. ensuring that the resources needed for the quality management system are available;
f. communicating the importance of effective quality management and of conforming to the quality management system
requirements;
g. ensuring that the quality management system achieves its intended results;
h. engaging, directing, and supporting persons to contribute to the effectiveness of the quality management system;
i. promoting improvement;
j. supporting other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility.

5.1.2 Customer Focus

The Managing Director demonstrates leadership and commitment with respect to customer focus by ensuring that:

a. customer and applicable statutory and regulatory requirements are determined, understood, and consistently met;
Management have established systems to ensure customer, statutory and regulatory needs and expectations are determined,
converted into requirements and fulfilled with the aim of achieving customer satisfaction.
b. the risks and opportunities that can affect conformity of products and services and the ability to enhance customer
satisfaction are determined and addressed;
Detailed within the Sales processes and included within the risk mitigation plan or Management Review Meetings as required.
c. the focus on enhancing customer satisfaction is maintained;
The Customer Liaison department ensure that the needs of customers are focused by feeding into the daily / regular
production walkabouts etc.
Management will identify a point of contact for notifying and liaising with customers on major organizational changes (i.e. site
changes, Director changes, buyouts etc.) ensuring that any actions required are carried out.
d. product and service conformity and on-time delivery performance are measured and appropriate action is taken if planned
results are not, or will not be, achieved.
To improve the service to customers, management will agree the targets for delivery and non-conformance at management
review and assess performance to these targets to gauge customer perception.

5.2 POLICY
The Company has defined its policy on Quality Assurance in a statement. Management hold discussions with employees
generally at induction to ensure this policy is understood, implemented and maintained. In addition quality system information
may be passed to employees, subcontractors or other people in the most appropriate way, for Policy Statement see
Appendix 3.

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APPENDIX 3 POLICY STATEMENT

SASB Tech LLP is dedicated to consistently provide its customers with a service that as a minimum satisfies the customer’s
needs and expectations as well as other regulatory and legal requirements.

The management recognise that quality is determined by the cumulative effects of our environment, activities and of
personnel involved directly or indirectly in the processes and that we must strive to continually improve the effectiveness of
our quality management system.

As part of this continual improvement process the management establish quality objectives, monitoring systems, evaluate and
discuss performance at regular management review meetings. Appropriate personnel will be involved and their roles will be
explained.

Quality is the collective and mandatory responsibility of all personnel and our policy will only be achieved by the commitment
and team effort of all employees and adherence to the quality management system requirements.

All personnel will be trained in their role within the QMS and the relevant parts will be issued to certain persons involved in the
management and inspection of quality to enable them to take action needed to operate the quality system successfully.

This policy is reviewed to ensure its continuing suitability to meet Company, customer and other requirements

Please forward any suggestions that may lead to an improvement in the quality of our work.

Signature

Baljinder Singh Koura

Managing Director

5.2.2 Communicating the Quality Policy

The quality policy is:

a. available and maintained as documented information on the Company server in the Quality section;
b. is communicated, understood, and applied within the Company – generally at induction for all personnel but can be covered
at other times if deemed necessary i.e. at Quality Focus meetings / reminders and displayed on noticeboards;
c. is available to relevant interested parties upon request or can be discussed dependent upon their needs / requests.

5.3 Organizational Roles, Responsibilities, and Authorities

The Managing Director ensures that the responsibilities and authorities for relevant roles are assigned, communicated, and
understood within the Company.
These include:
a. ensuring that the quality management system conforms to the requirements of ISO 9001 / AS 9100;
b. ensuring that the processes are delivering their intended outputs;
c. reporting on the performance of the quality management system and on opportunities for improvement, in particular to top
management;
d. ensuring the promotion of customer focus throughout the Company;
e. ensuring that the integrity of the QMS is maintained when changes are planned and implemented.

These have been defined as follows:

Managing Director
Managing Director is responsible for every aspect of the company including quality and service provided and the provision of
resources necessary for the operation of the system including, marketing, sales, administration, production, purchasing,
maintenance, testing, accounting, finance and compliance with legal requirements.
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The Managing Director is nominated as Management Representatives and is responsible for quality and Health & Safety.

Commercial Manager
The Commercial Manager is responsible for the day to day sales activities for the Company. Requirements to the role include
but are not limited to:

1. Develop and maintain customer communication and negotiations w.r.t. RFQ’s, quotations and queries

2. Deliver consistent and timely quotations to customers

3. Identify new markets and business opportunities

4. Monitor Sales performance to established KPI’s and report to Managing Director

Business Development Manager

The Business development Manager is responsible for expanding and diversifying the Company Customer base.

1. Delivery – achieving customer delivery requirements.

2. Assist with Production Planning and control of shop floor activities, including progression of work, ensuring operations are
carried out (loading jobs to machines with program and inspection equipment needed)

3. Managing Sub-Contract Processes – release and receipt and ensuring that progress is monitored
(i.e. Plating, Heat Treatment, Machinists, Grinding, Thread Rolling, NDT)

4. Transportation – efficient route planning to reduce waste / duplicate journeys / repeat journeys etc.

5. Responsible for ensuring that product meets all contractual requirements.

6. Achieving monthly production targets / sales targets

7. Assist in promoting the quality requirements and systems designated within the QMS throughout the company.

8. Ongoing recommendations for improvements in products and processes.

9. Carry out and authorise changes to route cards

The Production Engineer is responsible for ensuring the technical aspects including but not limited to:

1. Ensure that method of manufacture is correct and appropriate for works.

2. Create, control and issue all programs for turning machines.

3. Purchase special tooling and production fixtures via the Operations Director.

4. Assist Production Assistant with duties (acting as deputy when required).

5. Carry out and authorise changes to route cards

The Production Co-ordinator is responsible for the daily progression of work to Company / Customer requirements including
external parties progression as follows (but not limited to):

1. Preparation and production of shop floor paperwork including works orders, certificate of conformities, personnel
information records

2. Delivery – achieving customer delivery requirements.

3. Assist with Production Planning and control of shop floor activities, including progression of work, ensuring operations are
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carried out (loading jobs to machines WITH program and inspection equipment needed)

4. Managing Sub-Contract Processes / Raw Material – release and receipt and ensuring that progress is monitored (i.e. track
work that is being processed by sub-contractors: Plating, Heat Treatment, Machinists, Grinding, Thread Rolling, NDT)

5. Transportation – efficient route planning to reduce waste / duplicate journeys / repeat journeys etc.

6. Assist in promoting the quality requirements and systems designated within the QMS throughout the company.

7. Ongoing recommendations for improvements in products and processes.

Other Personnel

Other personnel are responsible for ensuring that functions affecting the service and quality the company provide are carried
out. This includes ensuring that processes and documentation have been completed as required.

Management Representative – Appendix 4

JOB TITLE: Management Representative

RESPONSIBLE TO: Managing Director

RESPONSIBLE FOR: Operation and maintenance of the Quality System.

SPECIFIC RESPONSIBILITIES:

1. The co-ordination and monitoring of the Quality System and maintaining records.

2. Ensure the Company continually improve the efficiency of the Quality Management System.

3 Ensure that timely and effective action is taken by appropriate personnel to obtain compliance with the Quality Syste4
Ensure that the Company inspection equipment is in good condition and that it is serviced and/or calibrated as required.

5 Ensure that incoming material is inspected and checked and acceptance or rejection recorded and stored in designated
areas.

6 Ensure the inspection of work-in-progress/finished products complies with requirements and documentation is completed.

7 The resolution of any non-conformity in the system and ensure non-conforming work is identified and segregated for
corrective action and records completed.

8. Compliance with Quality System Audits and Reviews in accordance with the procedures shown in the Manual.

9 Ensure that appropriate inspection methods and equipment are made available for any new work.

10. Maintain the Company registration and liaise with the Assessment Authority representative as required.

11. Maintain the Company library of technical information.

12. Provide information and training on the Quality System to other Company personnel.

13. Control and records of approved signatories of Quality Records.

14. Control and records of customer contact and complaints.

15. Ensures customer awareness

16. Resolve matters pertaining to the quality system and has unrestricted access to top management
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to resolve quality management issues.

The Managing Director the Company Management Representative, he may also nominate other personnel to assist in the role
as deemed necessary to ensure the continued effectiveness of the QMS. The management representative has the
responsibility and authority for oversight of the QMS and the organisational freedom and unrestricted access to the Managing
Director and Management Team to resolve quality management issues.

The Company organisation Structure is shown in Appendix 5.

APPENDIX 5 ORGANISATION STRUCTURE

MANAGING DIRECTOR

PRODUCTION
HEAD QUALITY HEAD

COMMERCIAL MANAGER
PRODUCTION QUALITY ASSURANCE
ENGINEER ENGINEER

OPERATORS INSPECTORS

6. PLANNING

6.1 Actions to Address Risks and Opportunities

6.1.1 The Company has considered it’s context and interested parties when planning for the QMS. The associated risks have
been determined and addressed in the Company Risk Mitigation Plan and opportunities via Management Review Meetings to
ensure that:
a. the QMS can give assurance that it can achieve its intended result(s);
b. enhance desirable effects;
c. prevent, or reduce, undesired effects;
d. achieve improvement.

6.1.2 The Company through its process have planned:

a. actions to address these risks and opportunities (detailed in the risk mitigation plan);
b. how to:
1. integrate and implement the actions into its quality management system processes;
2. evaluate the effectiveness of these actions.
Actions taken to address risks and opportunities shall be proportionate to the potential impact on the conformity of products
and services.

6.2 Quality Objectives and Planning to Achieve Them

6.2.1 The Company set quality objectives for relevant functions, levels, and processes needed for the QMS at Management
Review Meetings.

The quality objectives are:

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a. consistent with the quality policy;
b. measurable;
c. take into account applicable requirements;
d. relevant to conformity of products and services and to enhancement of customer satisfaction;
e. monitored – at management review meetings;
f. be communicated – monthly performance displayed;
g. be updated, as appropriate.

The Company maintains documented information on the quality objectives.

6.2.2 When planning how to achieve its quality objectives, the Company determines on the Objectives and Targets Register:
a. what will be done;
b. what resources will be required;
c. who will be responsible;
d. when it will be completed;
e. how the results will be evaluated.

6.3 Planning of Changes

When the Company determines the need for changes to the quality management system, the changes shall be carried out in a
planned manner.

The Company consider:

a. the purpose of the changes and their potential consequences;
b. the integrity of the quality management system;
c. the availability of resources;
d. the allocation or reallocation of responsibilities and authorities.

7. SUPPORT
7.1 Resources

7.1.1 General
The Company has determined and provided the resources needed for the establishment, implementation, maintenance, and
continual improvement of the QMS. In this process the Company has considered:

a. the capabilities of, and constraints on, existing internal resources;

b. what needs to be obtained from external providers.

7.1.2 People
The Company has determined and provided the persons necessary for the effective implementation of its quality management
system and for the operation and control of its processes an overview of the organisation can be seen in Appendix 5 the
organisation Chart.

The Company provides induction training that is recorded, see Induction Record, quality training that is provided and recorded
on the Training Record and assess competency needs for achieving product quality on the Skills Matrix. The employee is also
taken through the Employee Handbook.

The Company provide training or other necessary actions to satisfy these needs and this is checked to ensure that it was
effective.

When a deficiency or lack of competence s is identified the Company will provide the necessary training either internal or
external as required and this is documented and reviewed through the Nonconformity / management review procedure.

The Company keep records of employee’s previous education, training and experience, provide induction and quality training
upon starting and maintain records of this.

The Company ensure that its personnel are aware of the relevance and importance of their activities and how they contribute
to the achievement of the quality objectives.

In addition management assess the skills within the company, identify when applicable areas of weakness, this is discussed /
reviewed at management review meetings and establish new training needs are required and any identified are then planned
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and records are maintained.

To ensure that adequate cover is always available employees complete a Holiday Request Form for time off. Completed
Holiday Forms are approved by the Managing Director. The Production Co-ordinator updates the holiday sheet.

7.1.3 Infrastructure
The company provides and maintains the facilities and amenities required to achieve conformity of the product requirements.

This infrastructure includes the buildings, workspace, plant, equipment, hardware and software, communications and other
supporting services these are inspected and / or maintained using subcontractors as part of a formal maintenance contract or
not as the case may be. Most contractors maintain records and inform the Company when service is due, emergency repairs
are affected by a competent person procuring the appropriate service or affecting the repair.

7.1.4 Environment for the Operation of Processes

The company ensure the working environment; this includes housekeeping, health & safety equipment, lighting, heating (i.e.
temperature controlled inspection rooms) and any other appropriate arrangements including environmental considerations to
ensure they are adequate to achieve product conformity. Equipment is maintained and serviced by contractors to ensure
continued productivity. Due to the nature of work undertaken electro sensitivity procedures are not required, however
consideration is given on machining magnetic materials.

The Company when considering / reviewing environmental needs include factors such as:

a. social (e.g., non-discriminatory, calm, non-confrontational) – disciplinary areas in employee handbook etc.;
b. psychological (e.g., stress-reducing, burnout prevention, emotionally protective) limiting overtime, allowing flexible working
etc. when needed;
c. physical (e.g., temperature, heat, humidity, light, airflow, hygiene, noise) - inspection rooms.

7.1.5 Monitoring and Measuring Resources

7.1.5.1 General
The Company have determined and provided the resources needed to ensure valid and reliable results when monitoring or
measuring is used to verify the conformity of products and services to requirements.

The Company have ensured that the resources provided:

a. are suitable for the specific type of monitoring and measurement activities being undertaken;
b. are maintained to ensure their continuing fitness for their purpose.

Monitoring and Measurement documented information (equipment information is maintained within FactoryMaster and
calibration certificates etc. are held in files under equipment reference).

7.1.5.2 Measurement Traceability

To ensure confidence in measuring traceability validity of measurement results, measuring equipment is:
a. calibrated or verified, or both, at specified intervals, or prior to use, against measurement standards traceable to
international or national measurement standards; when no such standards exist, the basis used for calibration or verification
the details of which are maintained within Factory Master
b. identified in order to determine their status;
c. safeguarded from adjustments, damage, or deterioration that would invalidate the calibration status and subsequent
measurement results.

The Company have established, implement, and maintain a process for the recall of monitoring and measuring equipment
requiring calibration or verification.

The Company maintain a register of the monitoring and measuring equipment. The register includes the equipment type,
unique identification, location, and the calibration or verification method, frequency, and acceptance criteria.

Monitoring and measuring equipment can include, but are not limited to:

test hardware, test software, automated test equipment (ATE), and plotters used to produce verification data.
It also includes personally owned and customer supplied equipment used to provide evidence of product and service
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conformity. It is Company policy to minimise the levels of personal equipment to ensure that no method of inspection is lost if
an employee leaves.
Calibration or verification of monitoring and measuring equipment shall be carried out under suitable environmental
conditions in the temperature controlled inspection room if done in house.
The Company shall determine if the validity of previous measurement results has been adversely affected when measuring
equipment is found to be unfit for its intended purpose, and shall take appropriate action as necessary, this is recorded using
the non-conformance report.

7.1.6 Organizational Knowledge

The Company has determined the knowledge necessary for the operation of its processes and to achieve conformity of
products and services.

This knowledge is maintained and is made available to the extent necessary as follows:

a. product knowledge is incorporated into works order information

b. other specific knowledge of roles etc. is passed down through cross training and multiple ‘cover’, also areas such as
succession planning i.e. bringing in new employees for cross over period with other personnel before they leave.

When addressing changing needs and trends, the Company considers its current knowledge and determine how to acquire or
access any necessary additional knowledge and required updates.

The Company consider:

Organizational knowledge is knowledge specific to the organization; it is generally gained by experience. It is information that
is used and shared to achieve the organization’s objectives.

Organizational knowledge can be based on:

a. internal sources (e.g., intellectual property; knowledge gained from experience; lessons learned from failures and successful
projects; capturing and sharing undocumented knowledge and experience; the results of improvements in processes, products
and services);
b. external sources (e.g., standards; academia; conferences; gathering knowledge from customers or external providers).

7.2 Competence
The Company have:
a. determine the necessary competence of person(s) doing work under its control that affects the performance and
effectiveness of the QMS – Competence Determination and Skills Sheet;
b. ensure that these persons are competent on the basis of appropriate education, training, or experience – completed
application forms, trial periods, CV’s etc.;
c. where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken – in
house and external training, mentoring;
d. retain appropriate documented information as evidence of competence – training records / personnel files.

Personnel are reviewed at Management Review Meetings including necessary competencies.

7.3 Awareness
The Company in the first instance at induction ensure that persons doing work under the Company’s control are aware of:

a. the quality policy;

b. relevant quality objectives;
c. their contribution to the effectiveness of the quality management system, including the benefits of improved performance;
d. the implications of not conforming with the quality management system requirements;
e. relevant quality management system documented information and changes thereto;
f. their contribution to product or service conformity;
g. their contribution to product safety;
h. the importance of ethical behaviour.

7.4 Communication
The Company have determine the internal and external communications relevant to the QMS including:
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a. on what it will communicate;
b. when to communicate;
c. with whom to communicate;
d. how to communicate;
e. who communicates.

Communication includes internal and external feedback relevant to the QMS which is included within the management review
meetings.

7.5 Documented Information

7.5.1 General
The Company’s QMS includes:

a. documented information required by ISO 9001 & AS 9100;

b. documented information determined by the Company as being necessary for the effectiveness of the quality management
system.

7.5.2 Creating and Updating

When creating and updating documented information, the Company ensure appropriate:

a. identification and description (e.g., a title, date, author, or reference number);

b. format (e.g., language, software version, graphics) and media (e.g., paper, electronic);
c. review and approval for suitability and adequacy.

7.5.3 Control of Documented Information

7.5.3.1 Documented information required by the QMS and by ISO 9001 & AS 9100 are controlled to ensure:
a. it is available and suitable for use, where and when it is needed;
b. it is adequately protected (e.g., from loss of confidentiality, improper use, or loss of integrity).

7.5.3.2 For the control of documented information, the Company through the Document Index have addressed the following
activities, as applicable:
a. distribution, access, retrieval, and use;
b. storage and preservation, including preservation of legibility;
c. control of changes (e.g., version control);
d. retention and disposition;
e. prevention of the unintended use of obsolete documented information by removal or by application of suitable
identification or controls if kept for any purpose.

Documented information of external origin identified on the Document Index necessary for the planning and operation of the
QMS have been identified and controlled.

Documented information retained as evidence of conformity shall be protected from unintended alterations.

Documented information which is managed electronically has been set up to ensure data protection. Factory Master is
controlled via access and password protection dependent upon role and need (i.e. shop floor personnel have data capture
screens for clocking on / off etc. and no access to purchasing or sales areas). Network access is controlled via password
protection and provided to personnel as it is needed. The Company have a network support company that aid in the security
of the system. Access to wifi on site by guests has been separated from the Company systems to ensure no interference or
unintended exposure of information.

8. OPERATION
8.1 Operational Planning and Control
The Company plan, implement, and control the processes needed to meet the requirements for the provision of products and
services, and to implement the actions determined in clause 6, by:
a. determining the requirements for the products and services;

Determination of requirements for the products and services include consideration of:
− personal and product safety;
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− producibility and inspectability;
− reliability, availability, and maintainability;
− suitability of parts and materials used in the product;
− selection and development of embedded software;
− product obsolescence;
− prevention, detection, and removal of foreign objects;
− handling, packaging, and preservation;
− recycling or final disposal of the product at the end of its life.
b. establishing criteria for:
1. the processes;
2. the acceptance of products and services;
According to the nature of the product and depending on the specified requirements, statistical techniques can be used to
support:
− process control – MSA activities for FAIR validation of measuring equipment selection etc.;
• selection and verification of key characteristics
• process capability measurements;
• statistical process control;
c. determining the resources needed to achieve conformity to the product and service requirements and to meet on-time
delivery of products and services;
d. implementing control of the processes in accordance with the criteria;
e. determining, maintaining, and retaining documented information to the extent necessary:
1. to have confidence that the processes have been carried out as planned;
2. to demonstrate the conformity of products and services to their requirements;
f. determining the processes and controls needed to manage critical items, including production process controls when key
characteristics have been identified;
g. engaging representatives of affected organization functions for operational planning and control;
h. determining the process and resources to support the use and maintenance of the products and services;
i. determining the products and services to be obtained from external providers;
j. establishing the controls needed to prevent the delivery of nonconforming products and services to the customer.
The Company achieve operational planning and control can be through using integrated phased processes (Flow Process
Charts)

The Company plan and manage product and service provision in a structured and controlled manner including scheduled
events performed in a planned sequence to meet requirements at acceptable risk, within resource and schedule constraints
(generally referred to as project planning, project management, or program management.

Due to the nature of the work undertaken by the Company specific project plans for day to day work are not used and the
normal procedures are in place to control work throughout its stages from enquiry to post delivery.

If a customer requires a specific project plan being put in place then this will be controlled and progressed by personnel
allocated. If Customers do request control plans these are developed through the first run of the part. The Production
Assistant controls these and instructions from them are communicated to personnel generally via works order documentation.

Any project work to be undertaken by the Company – including areas such as infrastructure changes and improvement
projects, generally the project team will be classed as the Management of the Company site, with 1 member being selected as
the Project Leader ensuring that items required are actioned according to the project requirements.

Upon completion of a project, review for areas where improvement or lessons learned can be made and incorporate into
Company systems where possible.

The output of this planning is suitable for the Company's operations and includes works order, FAIR pack information including
quality plans.

The Company control planned changes and review the consequences of unintended changes, taking action to mitigate any
adverse effects, as necessary.
The organization shall ensure that outsourced processes are controlled (see 8.4).

The Company transfer work on a temporary basis to suppliers undertaking sub contract operations (i.e. plating, heat treatment
etc.), following purchasing requirements 8. Work being sent off site is securely packaged to prevent damage (dependent on
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method of delivery i.e. own transport may use only the cutout foam trays where courier transfer will be securely packaged in
an appropriate box, taped closed etc. All items/material leaving the Company control is accompanied by normally for
suppliers, a purchase order detailing the part, drawing issue and required service.

Permanent transfers are not generally used, but if the need arose then this would be project managed to ensure that all
controls and communications for monitoring etc. are in place. The Company do have a ‘sister’ location that could be
developed if the need arose.

8.1.1 Operational Risk Management

The Company plan, implement, and control operational risks to the achievement of applicable requirements, which includes as
appropriate to the Company and the products and services through the Risk Mitigation Plan:

a. assignment of responsibilities for operational risk management;

b. definition of risk assessment criteria (e.g., likelihood, consequences, risk acceptance);
c. identification, assessment, and communication of risks throughout operations;
d. identification, implementation, and management of actions to mitigate risks that exceed the defined risk acceptance
criteria;
e. acceptance of risks remaining after implementation of mitigating actions.

8.1.2 Configuration Management

The configuration of the product is determined and controlled through the procedures, flow charts, documents and work
instructions as detailed in this quality manual.

In support of the product configuration the Company has networked the machines to a programming computer which is
isolated from the administration network, minimizing risk of viruses etc. The Managing Director is responsible for the issue
and updating of any software and hardware. Programs are written and saved on the computer ready for downloading to
machines as and when required – the program will have the drawing issue within it to verify that the correct parts are being
made.

All computers work on the Windows operating system and use Microsoft Office – updating of these is the responsibility of the
Managing Director considering impact to other programs, training requirements etc.

The administration side of the manufacturing process is controlled via the software program. This is maintained on a support
contract, which provides for updates, bespoke requirements and support.

All system held on the computer are backed up on a regular basis to aid retrieval in the case of corruption or other incident.
The back-up method has been tried and tested to ensure that a restore will work.

An individual audit will be scheduled on the audit schedule and carried out at least once per annum to ensure that
configuration management of product and supporting services is being maintained and identify any possible improvements.

Changes to the documented system are controlled as detailed above.

Software and structural changes are the responsibility of the Chairman and Managing Director. Changes are to be discussed in
Management Review meetings (Resources).

8.1.4 Prevention of Counterfeit Parts

The Company plan, implement, and control processes, appropriate to the Company and the product, for the prevention of
counterfeit or suspect counterfeit part use and their inclusion in product(s) delivered to the customer.

All raw material is sourced from approved and proven suppliers who also have the appropriate customer approvals which is
checked against specification requirements to certification supplied.

The Counterfeit part prevention process has considered:

− training of appropriate persons in the awareness and prevention of counterfeit parts – only known issue that has been raised
in previous years was when a customer returned parts as where possible when part marking a unique code is used to identify
the Company;
− application of a parts obsolescence monitoring program – done generally by our customers as we are make to print;
− controls for acquiring externally provided product from original or authorised manufacturers, authorised distributors, or
other approved sources;
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− requirements for assuring traceability of parts and components to their original or authorised manufacturers;
− verification and test methodologies to detect counterfeit parts;
− monitoring of counterfeit parts reporting from external sources;
− quarantine and reporting of suspect or detected counterfeit parts.

If the need or sufficient risk was identified in relation to counterfeit materials it has been agreed that a more robust process in
line would be implemented.

8.1.3 Product Safety

The Company make to print and as such cannot affect the state in which a product is designed or intended for. We do not
however ignore our ethical and business responsibility to ensure that products are managed safely.

8.2 Requirements for Products and Services

8.2.1 Customer Communication

Communication with customers includes:
a. providing information relating to products and services;
b. handling enquiries, contracts, or orders, including changes;
c. obtaining customer feedback relating to products and services, including customer complaints;
d. handling or controlling customer property;
e. establishing specific requirements for contingency actions, when relevant.

The Directors or administration provide communication between the company and customers with regard to company
information for marketing purposes, contract handling including amendments, and, customer feedback and complaints.

The company maintains records of customer feedback, including satisfaction and complaints.

It is the responsibility of top management to ensure that any significant changes to Company structures / procedures are
communicated to all customers as appropriate, using official customer defined processes (i.e. source change documentation)
or using email etc. to established Customer contacts i.e. purchasing / quality personnel, for notification or guidance on
additional requirements.

8.2.2 Determining the Requirements for Products and Services

When determining the requirements for the products and services to be offered to customers, the Company ensure that:
a. the requirements for the products and services are defined, including:
1. any applicable statutory and regulatory requirements;
2. those considered necessary by the organization;
b. the organization can meet the claims for the products and services it offers;
c. special requirements of the products and services are determined;
d. operational risks (e.g., new technology, ability and capacity to provide, short delivery time frame) have been identified.

The Company establish co-ordinate & review quotations as follows:

 Product requirements including special requirements, functionality, availability, delivery, support, legal or regulatory
and end of life are specified and met.
 Contract requirements are defined and documented in an adequate manner, and any customer requirements that differ
from any quotation are resolved.
 Where no customer statement of requirements is provided they are confirmed prior to commencing.
 The Company is able to meet the contract requirements, especially with regard to quality and the results of the review
and follow up action are recorded.
 Changes to orders will be communicated immediately to all personnel affected by them.
 Risks such as new technology, short delivery requirements & batch sizes.

8.2.3 Review of the Requirements for Products and Services

8.2.3.1 The Company ensures that it has the ability to meet the requirements for products and services to be offered to
customers. The Company conduct a review before committing to supply products and services to the customer, to include:
a. requirements specified by the customer, including the requirements for delivery and post-delivery activities;
b. requirements not stated by the customer, but necessary for the specified or intended use, when known;
c. requirements specified by the organization;
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d. statutory and regulatory requirements applicable to the products and services;
e. contract or order requirements differing from those previously expressed.

This review is coordinated with applicable functions of the Company as required.

If upon review the Company determines that some customer requirements cannot be met or can only partially be met, the
Company negotiates a mutually acceptable requirement with the customer.

The Company ensures that contract or order requirements differing from those previously defined are resolved.

The customer requirements are confirmed by the Company before acceptance, when the customer does not provide a
documented statement of their requirements.

8.2.3.2 The Company retains documented information, as applicable:

a. on the results of the review – approved order / completed contract review sheet;
b. on any new requirements for the products and services.

8.2.4 Changes to Requirements for Products and Services

The Company ensures that relevant documented information is amended, and that relevant persons are made aware of the
changed requirements, when the requirements for products and services are changed.

8.4 Control of Externally Provided Processes, Products, and Services

8.4.1 General
The Company ensures that externally provided processes, products and services conform to specified requirements. The type
and extent of control applied to a supplier and product is dependent upon the effect of the purchased product on subsequent
product realization or final product.

No Matter the source of purchased product the Company remains responsible for all items.

The Company ensure, when required, that customer-designated or approved external providers, including process sources
(e.g., special processes), are used.

The Company identify and manage the risks associated with the external provision of processes, products, and services, as well
as the selection and use of external providers.

The company through its terms and conditions of Purchase require that external providers apply appropriate controls to their
direct and sub-tier external providers, to ensure that requirements are met.

Suppliers are evaluated and selected based on their ability to supply product in accordance with requirements. Criteria for
selection/evaluation /re-evaluation have been established and are detailed in Flow Process Chart 9.

The Company ensure that:

a) A register of Approved Suppliers is maintained

b) Suppliers performance is reviewed; and records of these reviews are used as the basis for establishing the level of
controls to be implemented (generally at Management Review Meetings)
c) The necessary actions to take when dealing with suppliers that do not meet requirements are defined using the
nonconformance report
d) Ensure that both the company and all suppliers use customer approved special process sources where required
e) Ensure that the function having responsibility for approving supplier quality systems has the authority to
disapprove the use of sources, this is detailed in an individual’s Competence Record
f) The risks when selecting and using suppliers is determined and managed via the purchasing process and the
Business Continuity & Risk Mitigation Plan

8.4.1.1 The Company have:

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a. define the process, responsibilities, and authority for the approval status decision, changes of the approval status, and
conditions for a controlled use of external providers depending on their approval status;
b. maintain a register of its external providers that includes approval status (e.g., approved, conditional, disapproved) and the
scope of the approval (e.g., product type, process family);
c. periodically review external provider performance including process, product and service conformity, and on-time delivery
performance;
d. define the necessary actions to take when dealing with external providers that do not meet requirements;
e. define the requirements for controlling documented information created by and/or retained by external providers.

8.4.2 Type and Extent of Control

The Company ensure that externally provided processes, products, and services do not adversely affect the Company’s ability
to consistently deliver conforming products and services to its customers.
The Company:
a. ensures that externally provided processes remain within the control of its quality management system;
b. define both the controls that it intends to apply to an external provider and those it intends to apply to the resulting output;
c. take into consideration:
1. the potential impact of the externally provided processes, products, and services on the organization’s ability to consistently
meet customer and applicable statutory and regulatory requirements;
2. the effectiveness of the controls applied by the external provider;
3. the results of the periodic review of external provider performance;
d. determine the verification, or other activities, necessary to ensure that the externally provided processes, products, and
services meet requirements.

Verification activities of externally provided processes, products, and services shall be performed according to the risks
identified by the Company. These shall include inspection or periodic testing, as applicable, when there is high risk of
nonconformities including counterfeit parts.

The Company ensure that incoming productive product is checked for conformity to order requirements. This includes the
identification of both accepted and rejected items, which are held in designated areas, see also 10 & 11.

Inspection of purchased product to follow the process of:

Receive goods
Verify goods ordered – Company purchase order etc.
Sign delivery paperwork to enable delivery driver to leave
Check incoming product using appropriate method (see notes below)
Upon satisfactory completion of inspection:
pass goods to required location – raw material to allocated material location, sub contract to next operation, general items for
storing
complete the return details on the front of route card (sub contract only)
pass paperwork to Admin – process details on , raw material and sub contract purchase orders to be filed numerically with
receipt documentation and certification, general / consumables orders are not required to be kept (details on ).

The means of checking incoming productive product may include;

a) objective evidence of the quality of the product from suppliers (e.g. accompanying documentation, certificate of
conformity, test reports, statistical records, process control
b) inspection and audit at suppliers premises
c) review of the required documentation
d) inspection of products upon receipt
e) delegation of verification to the supplier, or supplier certification

Incoming productive product will not be processed until it has been verified as conforming to requirements.

Where the supplier relationship has been proven and the Company have delegated verification to the supplier the supplier
details and relevant approval areas are recorded in .

When the company or customer intends to inspect work at the suppliers premises this will be specified on the purchasing
document, as would the inspection arrangements and method of release.

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Where a contract specifies the Company shall arrange for the customer or the customers representative to verify at the
suppliers premises or the Company’s’ premises that subcontracted product conforms to specified requirements. This
verification will be in addition to the normal verification processes in place and shall not replace the need for the normal
process of verification.

8.4.3 Information for External Providers

Purchasing information shall describe the requirements for the product and where appropriate detail;

a) requirements for approval of product, procedures, processes and equipment including the identification of relevant
technical data (e.g., specifications, drawings, process requirements, work instructions);
b. the approval of:
1. products and services;
2. methods, processes, and equipment;
3. the release of products and services;
c. competence, including any required qualification of persons;
d. the external providers’ interactions with the organization;
e. control and monitoring of the external providers’ performance to be applied by the organization;
f. verification or validation activities that the organization, or its customer, intends to perform at the external providers’
premises;
g. design and development control;
h. special requirements, critical items, or key characteristics;
i. test, inspection, and verification (including production process verification);
j. the use of statistical techniques for product acceptance and related instructions for acceptance by the organization;
k. the need to:
− implement a QMS;
− use customer-designated or approved external providers, including process sources (e.g., special processes);
− notify the organization of nonconforming processes, products, or services and obtain approval for their disposition;
− prevent the use of counterfeit parts (see 8.1.4);
− notify the organization of changes to processes, products, or services, including changes of their external providers or
location of manufacture, and obtain the organization’s approval;
− flow down to external providers applicable requirements including customer requirements;
− provide test specimens for design approval, inspection/verification, investigation, or auditing;
− retain documented information, including retention periods and disposition requirements;
l. the right of access by the organization, their customer, and regulatory authorities to the applicable areas of facilities and to
applicable documented information, at any level of the supply chain;
m. ensuring that persons are aware of:
− their contribution to product or service conformity;
− their contribution to product safety;
− the importance of ethical behaviour.

Purchasing requirements to be made on formal documentation that will be authorized prior to its release (Purchase Orders).

8.5 Production and Service Provision

8.5.1 Control of Production and Service Provision

The Company plan and carry out production and assembly operations under controlled conditions, ensuring the following
essential stages are incorporated, as follows:

Controlled conditions include, as applicable:

a. the availability of documented information that defines:

1. the characteristics of the products to be produced, the services to be provided, or the activities to be performed;
2. the results to be achieved;
Documented information that defines characteristics of products and services include digital product definition data, drawings,
parts lists, materials, and process specifications.
Documented information for activities to be performed and results to be achieved are process flow charts, control plans,
production documents (e.g., FAIR information packs, works order), and inspection sheets.
b. the availability and use of suitable monitoring and measuring resources;
c. the implementation of monitoring and measurement activities at appropriate stages to verify that criteria for control of
processes or outputs, and acceptance criteria for products and services, have been met;
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1. ensuring that documented information for monitoring and measurement activity for product acceptance includes:
− criteria for acceptance and rejection;
− where in the sequence verification operations are to be performed;
− measurement results to be retained (at a minimum an indication of acceptance or rejection);
− any specific monitoring and measurement equipment required and instructions associated with their use;
2. ensuring that when sampling is used as a means of product acceptance, the sampling plan is justified on the basis of
recognized statistical principles and appropriate for use (i.e., matching the sampling plan to the criticality of the product and to
the process capability).
d. the use of suitable infrastructure and environment for the operation of processes;
NOTE: Suitable infrastructure can include product specific tools (e.g., jigs, fixtures, moulds) and software programs.
e. the appointment of competent persons, including any required qualification;
f. the validation, and periodic revalidation, of the ability to achieve planned results of the processes for production and service
provision, where the resulting output cannot be verified by subsequent monitoring or measurement;
NOTE: These processes can be referred to as special processes (see 8.5.1.2).
g. the implementation of actions to prevent human error;
h. the implementation of release, delivery, and post-delivery activities;
i. the establishment of criteria for workmanship (e.g., written standards, representative samples, illustrations);
j. the accountability for all products during production (e.g., parts quantities, split orders, nonconforming product);
k. the control and monitoring of identified critical items, including key characteristics, in accordance with established
processes;

l. the determination of methods to measure variable data (e.g., tooling, on-machine probing, inspection equipment);
m. the identification of in-process inspection/verification points when adequate verification of conformity cannot be
performed at later stages;
n. the availability of evidence that all production and inspection/verification operations have been completed as planned, or as
otherwise documented and authorized;
o. the provision for the prevention, detection, and removal of foreign objects;
p. the control and monitoring of utilities and supplies (e.g., water, compressed air, electricity, chemical products) to the extent
they affect conformity to product requirements (see 7.1.3);
q. the identification and recording of products released for subsequent production use pending completion of all required
measuring and monitoring activities, to allow recall and replacement if it is later found that the product does not meet
requirements.

The Company may use production easing – this is where 2 consecutive operations may be undertaken predominately in
combination. The machines must be together in a cell and no interruption or further processing until the 2 nd operation has
been completed on all parts (it may be carried out by 1 person on 2 machines or 2 people on 2 machines).

8.5.1.1 Control of Equipment, Tools, and Software Programs

The Company provide a wide variety of equipment that is used in the production process. These are investigated and
controlled by the Managing Director / Production Assistant / deputy.

NC Programs are held on the programming computer, which is backed up. New programs are written by authorised personnel
as determined in the Skills Matrix.

Tooling is checked by the supervisor for adequacy to requirements and stock levels at least monthly and any purchasing is
undertaken as required. Any tooling not fit for use is either returned to the supplier or disposed of ensuring that it cannot be
used in error.

The job is set as stated in the NC program which details the machine and tooling requirements. Prior to the production run a
first off inspection must be carried out and passed initially by the operative performing the operation and then verified by a
different operative/inspection. The first off inspection must cover all aspects of the design data / specification (i.e. drawing) as
0applicable. Only after acceptance of 1st off to validate the programme can the part be released for production (i.e. run the
machine to complete the operation).

The company have internally trained personnel for frequent maintenance and issues. Contractors are also used to maintain
production equipment as required i.e. breakdown or alarm.

8.5.1.2 Validation and Control of Special Process

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The Company do not undertake any special processes in house but do sub contract out to approved suppliers. This is
controlled via the Purchasing and Goods received processes. Through these processes we ensure:

a. definition of criteria for the review and approval of the process

b. determination of conditions to maintain the approval
c. approval of facilities and equipment
d. qualifications of persons
e. use of specific methods and procedures for implementation and monitoring processes
f. requirements for documented information to be retained

8.5.1.3 Production Process Verification

The Company implement production process verification activities to ensure the production process is able to produce
products that meet requirements. These activities can include risk assessments, capacity studies, capability studies, and control
plans.

The company undertakes as required First Article Inspections for the inspection, verification and documentation of an item
from the first production run of a new part, or following subsequent changes in the production process as instructed by our
customers. The FAIR form used or client supplied documentation. FAIR’s (or similar) are not completed for commercial
customers or proprietary parts unless specifically requested.

8.5.2 Identification and Traceability

The company identify material, product or parts, by suitable means throughout product realisation and where appropriate-
reference is made to drawings or samples or other documents during all stages of receipt, production, inspection and delivery.

Stamps are used to record inspections and approvals and changes to processes etc. Issued stamps numbers are detailed on
the Company Skills Matrix. If a stamp issued is lost the stamp is removed from the system recording the date on the matrix
and new stamp (number) is issued – a replacement is not provided. For damaged or ‘found’ lost stamps these are discarded
ensuring they cannot be used and the matrix updated.

Normally this is done using the Works Order number at the earliest possible stage. The Works Order will accompany the work
throughout the production process ensuring the configuration of the product at all stages and as a record in case any
differences between the configuration agreed and the actual configuration. (N.B. the configuration is made up of machines,
programs, material specs etc. any changes must be approved by the Managing Director / Commercial Manager / Production
Assistant or other personnel authorised to do so as detailed in the Skills Matrix).

Any product found to be defective will be identified and segregated from similar conforming product.

The company can as required by contract, regulatory or other established required can provide for:

a) identification to be maintained throughout the product life by marking each part individually
b) all the products manufactured from the same batch of raw material or from the same manufacturing batch to be
traced, as well as the destination (delivery, scrap) of all products of the same batch through the Works Order.
c) for an assembly, the identity of its components and those of the next higher assembly can be traced
d) for a given product, a sequential record of its production to be retrieved from the Works Order Number.

8.5.3 Property Belonging to Customers or External Providers

Externally supplied materials are controlled to ensure that:

 Incoming externally supplied items are checked for correct quantity, specification and to detect damage.
 Liaison takes place so that the owner is informed of any deviation with regard to loss damage or quality.
 In cases of free issue material, the return of material bar ends / castings, rejects etc. is generally detailed within the
customer order. The company ensure that customer product is identified or segregated and not used for other work.
 Materials, goods or valuables received are stored safely and securely to prevent loss or damage.
 Arrangements are made to identify finished work or vehicles to customer requirements.
 The Management Representative facilitates customer or third party visits.
 Drawings or intellectual property sent by the customer are held in designated files whether physical or computer files.

8.5.4 Preservation
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The Company will preserve the conformity of the products to customer requirements during product realisation processes as
follows.

 Methods of handling incoming materials, work-in-progress and finished work are provided which prevent damage or
deterioration, consideration is given to special handling for sensitive products and hazardous materials as appropriate.
 Cleaning of product.
 Prevention, detection and removal of foreign objects.
 Storage systems are used to protect material or product pending use or delivery, account for stock movements and
provide for assessment of condition.
 Suitable methods of marking and labelling preservation are used to ensure identification and conformity to specified
requirements including any safety warnings.
 Protection of quality after final inspection is also provided during delivery to ensure that customers receive the order in
good, clean condition.
 Shelf life control and stock rotation.
 All subcontract services are capable of verification and therefore validation is not required.

8.5.5 Post-Delivery Activities

The Company meet requirements for post-delivery activities associated with the products and services and in .
In determining the extent of post-delivery activities that are required, the Company has considered:
a. statutory and regulatory requirements;
b. the potential undesired consequences associated with its products and services – n/a make to print;
c. the nature, use, and intended lifetime of its products and services – lifetime n/a make to print;
d. customer requirements;
e. customer feedback;
f. collection and analysis of in-service data (e.g., performance, reliability, lessons learned) – n/a/ customer / end user integrator
requirements;
g. control, updating, and provision of technical documentation relating to product use, maintenance, repair, and overhaul –
part supply only technical information part of integrator;
h. controls required for work undertaken external to the organization (e.g., off-site work) after supply not in our control on use
of parts etc.;
i. product/customer support (e.g., queries, training, warranties, maintenance, replacement parts, resources, obsolescence).
When problems are detected after delivery, the Company take appropriate action including investigation and reporting.

8.5.6 Control of Changes

Personnel approved for recording changes to the production process are detailed on the Skills Matrix. Where required (by
contract or regulatory requirements) customer and/or regulatory authority acceptance is obtained for any changes in the
production process. This must be in writing (i.e. fax or e-mail) and held in the appropriate customer and/or regulatory
authority file.
Changes to the production process are to be initially recorded on the Works Order with the stamp of an authorised person.
Changes in the production process program are permitted in relation to speeds and feeds to allow for variances in material etc.
Other changes are controlled via the Production Engineer / deputy. Upon satisfactory results of the production process change
is updated to confirm assessment that the desired effect has been achieved without adverse effects to product quality.

8.6 Release of Products and Services

The Company have implemented planned arrangements, at appropriate stages, to verify that the product and service
requirements have been met.

The release of products and services to the customer shall not proceed until the planned arrangements have been
satisfactorily completed, unless otherwise approved by a relevant authority and, as applicable, by the customer.

The Company retain documented information on the release of products and services (Certificate of Conformity). The
documented information shall include:
a. evidence of conformity with the acceptance criteria;
b. traceability to the person(s) authorising the release.

When required to demonstrate product qualification, the organization shall ensure that retained documented information
provides evidence that the products and services meet the defined requirements.
The Company shall ensure that all documented information required to accompany the products and services are present at
delivery.

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8.7 Control of Nonconforming Outputs
8.7.1 The Company ensure that outputs that do not conform to their requirements are identified and controlled to prevent
their unintended use or delivery.

The Quality Manager / Management Representative or deputy as defined in the Skills Matrix shall ensure that when a
nonconformity or complaint is reported to quality inspection it is recorded, investigated, correctly actioned and closed as
follows:

Through the manufacturing process

Issues can be identified at defined inspection stages or in process checks carried out on the machine. Examine the part to
determine if rework is viable within manufacturing and cost constraints. Contain the issue – assess / review other parts in
process on shop floor (check for problem on other batches and stock on shop floor). Upon disposition record scrap on the
works order (authorized personnel as per Skills Matrix). Segregate parts into Red container / bag. Upon completion of the
operation the parts are assessed and disposed of (aerospace parts are rendered physically useless if disposed of in the majority
of cases all parts are to be kept separate to conforming and returned to customer for final disposition and disposal).

Parts that can be reprocessed to be put through. Ensure quantity details on route card are maintained/updated.
Work is checked at defined stages throughout the product realisation process in accordance with the planned arrangements,
upon receipt, during production and at final inspection the details of which are recorded on the Works order, these details
accumulated and entered on the production spreadsheet. This information is reviewed as part of the Company KPI’s for any
trends or areas of concern, if there is an excess of 50% of a batch scrapped with a monetary value of over £1,000 a quality alert
or non-conformance report will be raised as deemed necessary by the Managing Director.

Customer Returns
Upon notification of rejects from customer raise Non Conformance Report and/or use Customer documentation as required.
Once items have been received back from the customer inspect to confirm the details reported by the customer. At all times
ensure the parts are kept segregated from other work. Investigate and determine the disposition of the parts (i.e. scrap or
rework). If rework is to be undertaken the details to be recorded within the investigation.

When material, product or work does not meet the specification, it is suitably identified and segregated from similar
conforming work.

It remains segregated until it has been investigated and a decision is reached upon the action required.

In the cases of customer returns / supplier rejects etc. the Managing Director/Commercial Manager/Production Assistant
(other personnel outside these roles may be approved by management to undertake the decision process – this will be shown
on the approvals matrix) will decide on the course of action dependent upon cost of re-work (to drawing specification) or re-
making part& customer needs. If the product has been verified as scrap and cannot be re-worked or repaired it will be
conspicuously and permanently marked or positively controlled until physically rendered unusable. Approval for disposition
decisions is determined by the Managing Director, factors taken into consideration are position within the company (i.e. cell
leader – in process scrapping etc.), satisfactory performance over a given time under supervised conditions relative to the work
area, experience and overall performance (i.e. timekeeping, tardiness etc.).

Any item or / work / subject to corrective action will be re-inspected and approval recorded prior to release.

Reported problems are logged in the NCR / Complaints Register, and each is given a unique identification number to identify it.

A Nonconformance Report records the details as follows:

o Brief details of the complainant, date problem arose and person dealing with it.
o Details of the problem in sufficient detail for it to be understood.
o The investigation of why the problem arose.
o Evaluation of the corrective/ preventive action to be undertaken to rectify or replace non-conforming
material / work / product and seeing that it is carried out correctly.

Supplier Issues
Upon discovering a supplier issue a Non-conformance report is raised. Exemptions from raising NC’s is tooling these are to be
rejected on , contact supplier to arrange credit and replacement then once received they can be closed on .
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Admin in the Production Office are to log the issue on the NCR / Complaints Register – completing the details required and
then completing the Non-Conformance Form with the details and sending form to the supplier for completion and return with
corrective and preventive action. Reports will be reviewed for adequacy and closed off on the register once accepted. If there
are any issues not being resolved then escalate to management for resolution.

information is to be used in Management Review Meetings for the review and re-evaluation of suppliers. Actions for suppliers
performing poorly will be detailed at Management Review Meetings.

8.7.2 The Company retain documented information that:

a. describes the nonconformity;
b. describes the actions taken;
c. describes any concessions obtained;
d. identifies the authority deciding the action in respect of the nonconformity.

9. PERFORMANCE EVALUATION
9.1 Monitoring, Measurement, Analysis, and Evaluation

9.1.1 General
The Company have determined:
a. what needs to be monitored and measured;
b. the methods for monitoring, measurement, analysis, and evaluation needed to ensure valid results;
c. when the monitoring and measuring shall be performed;
d. when the results from monitoring and measurement shall be analysed and evaluated.

The Company evaluate the performance and the effectiveness of the QMS and retain appropriate documented information as
evidence of the results.

9.1.2 Customer Satisfaction

During management review meeting, KPI’s (delivery performance, Customer Complaints, scrap/rework data) are discussed and
asks whether the Company has met the customer’s requirements. Any other additional sources of information such as
customer supplied reports, general feedback will also be used when available.

9.1.3 Analysis and Evaluation

The Company analyze and evaluate appropriate data and information arising from monitoring and measurement.

The results of analysis are used to evaluate:

a. conformity of products and services;
b. the degree of customer satisfaction;
c. the performance and effectiveness of the quality management system;
d. if planning has been implemented effectively;
e. the effectiveness of actions taken to address risks and opportunities;
f. the performance of external providers;
g. the need for improvements to the quality management system.

9.2 Internal Audit

9.2.1 The Company undertake internal audits at planned intervals to provide information on whether the quality management
system;
a. conforms to:
1. the Company’s own requirements for its QMS including customer and applicable statutory and regulatory QMS
requirements.
b. is effectively implemented and maintained.

9.2.2 The Company:

a. plan, establish, implement, and maintain an audit program(s) including the frequency, methods, responsibilities, planning
requirements, and reporting, which shall take into consideration the importance of the processes concerned, changes affecting
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the company, and the results of previous audits;
b. define the audit criteria and scope for each audit;
c. select auditors and conduct audits to ensure objectivity and the impartiality of the audit process;
d. ensure that the results of the audits are reported to relevant management;
e. take appropriate correction and corrective actions without undue delay;
f. retain documented information as evidence of the implementation of the audit program and the audit results.

Audits will be undertaken by the Management Representative or nominated deputy, who is independent of the area audited,
according to the Audit Schedule.

All areas of the standard, the QMS and other planned arrangements as indicated in the Audit Schedule will be audited at least
annually & the findings entered on the Audit Report. The Audit Report is used as a checklist and a record of findings, and is
updated for changes prior to each audit.

Audits are scheduled on the Audit Schedule by entering a month & year in the appropriate box.

Upon completion of an audit the schedule is updated using the key at the bottom.

Any unsatisfactory conditions found during the audit will be recorded on the Audit Report, the schedule is updated as above. A
non-conformity report will be raised and followed through to record the resultant actions etc. An audit follow up will be
conducted approximately 3 months from the original audit to confirm satisfactory implementation of any actions etc. resulting
from the non-conformance (note: this does not over-ride any action requirements for the investigation and closure of the non-
conformance). At the appointed close-out date the auditor will verify the resolution of the observed unsatisfactory condition
and complete the appropriate Audit Report and update the Audit Schedule.
The results of each audit will be discussed at Management Review Meetings and the frequency and conduct of audits is
reviewed and changes are introduced to meet prevailing conditions.

Documented Information
The Management Representative maintains records to provide evidence of conformity and continued effectiveness of the
Quality System, these records will be made available to other parties when requested and agreed by him.

9.3 Management Review

9.3.1 General
Top management shall review the Company's QMS, at planned intervals, to ensure its continuing suitability, adequacy,
effectiveness, and alignment with the strategic direction of the organization.

9.3.2 Management Review Inputs

The management review shall be planned and carried out taking into consideration (Agenda Appendix 6):
a. the status of actions from previous management reviews;
b. changes in external and internal issues that are relevant to the quality management system;
c. information on the performance and effectiveness of the quality management system, including trends in:
1. customer satisfaction and feedback from relevant interested parties;
2. the extent to which quality objectives have been met;
3. process performance and conformity of products and services;
4. nonconformities and corrective actions;
5. monitoring and measurement results;
6. audit results;
7. the performance of external providers;
8. on-time delivery performance;
d. the adequacy of resources;
e. the effectiveness of actions taken to address risks and opportunities (see 6.1);
f. opportunities for improvement.

APPENDIX 6 AGENDA FOR MANAGEMENT REVIEW MEETINGS

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DATE OF MEETING:

PERSONS ATTENDING:

AGENDA

1. APOLOGIES FOR ABSENCE AND SUBSTITUTIONS.

2. MINUTES OF PREVIOUS MEETING.

3. MATTERS ARISING FROM PREVIOUS MEETING.

4. MANAGEMENT REPRESENTATIVE'S REPORT.

a) Results of Internal/External Audit - Corrective Action.

b) Non-Conformance Reports Completed / Concessions.
c) Customer Complaints.
d) Customer Satisfaction suggestions.
e) Process performance & product conformity – KPI performance
f) Analysis / Monthly Scrap / Shop floor Information (OEE) / status of Corrective Actions, Trends & Preventive Actions
(consider risks of new technology etc.)
g) Targets and Objectives for Continuous Improvement and improvements.
h) Legislation changes.

5. REVIEW OF QUALITY MANAGEMENT SYSTEM

- Amendments to system
- Effectiveness of system
- Review QM/Procedures/Documents/Work Instructions
- Feedback concerning the QMS
- Context of the Organisation
- Interested Parties (Changes etc.)

6. RESOURCES – human, infrastructure & work environment (changes, additions, deletions to computer setup and file
infrastructure).
TRAINING REVIEW
Employees - review competencies / against actual duties – any gaps.
Any changes in technology – training required? Internal/ External
Any significant issues arising with employees – NC increases in an area?
Any other training requirements?

7. SUPPLIER REVIEW – KPI’s On time delivery / Quality - discuss and record any suppliers who are not performing as
required (too late on deliveries, poor ppm results) and note any additional or special conditions to be applied.
Performance
- ppm & delivery reports for sub contract
- delivery OTD for material
Risks
Changes to suppliers – additions, deletions

8. RISK MITIGATION PLAN REVIEW / OPPORTUNITIES

9. ANY OTHER BUSINESS.

10. DATE OF NEXT MEETING.

9.3.3 Management Review Outputs

The outputs of the management review include decisions and actions related to:
a. opportunities for improvement;
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b. any need for changes to the quality management system;
c. resource needs;
d. risks identified.

The Company retains documented information as evidence of the results of management reviews.

10. IMPROVEMENT

10.1 General
The Company determines and select opportunities for improvement and implement any necessary actions to meet customer
requirements and enhance customer satisfaction.

These include:
a. improving products and services to meet requirements as well as to address future needs and expectations;
b. correcting, preventing, or reducing undesired effects;
c. improving the performance and effectiveness of the quality management system.
NOTE: Examples of improvement can include correction, corrective action, continual improvement, breakthrough change,
innovation, and reorganisation.

10.2 Nonconformity and Corrective Action

10.2.1 When a nonconformity occurs, including any arising from complaints, the Company:
a. react to the nonconformity and, as applicable:
1. take action to control and correct it;
2. deal with the consequences;
b. evaluate the need for action to eliminate the cause(s) of the nonconformity, in order that it does not recur or occur
elsewhere, by:
1. reviewing and analysing the nonconformity;
2. determining the causes of the nonconformity, including, as applicable, those related to human factors;
3. determining if similar nonconformities exist, or could potentially occur;
c. implement any action needed;
d. review the effectiveness of any corrective action taken;
e. update risks and opportunities determined during planning, if necessary;
f. make changes to the quality management system, if necessary;
g. flow down corrective action requirements to an external provider when it is determined that the external provider is
responsible for the nonconformity;
h. take specific actions when timely and effective corrective actions are not achieved.
Corrective actions shall be appropriate to the effects of the nonconformities encountered.
The Company maintain documented information that defines the nonconformity and corrective action management
processes.

The QMS requires that action be taken to eliminate the cause of non-conformity and to prevent recurrence.

The reasons for non-conformity are analyzed by the Management Representative in order to detect and eliminate potential
problems and thus avoid / prevent its recurrence, by means of enforcing, control, correct working methods, equipment,
training requirements and not using unreliable suppliers.

All these actions must be seen to be ongoing and effective in order to maintain the quality management system and the
Management Representative or deputy is responsible for ensuring that:

Each Non Conformance Report completed by is reported to the Management Representative who notifies the action required
by other people and this action shall always be immediate and effective.
The analysis of non-conformity is included in the agenda for each Management Review Meeting. Where possible, any trends
are noted in order to anticipate and resolve potential problems before undertaking further work. Changes to the quality
management system as a result of corrective / preventive action must be implemented by the Management Representative,
controlled and recorded. Where it is identified that corrective action is not being achieved in a timely and/or effective manner
the Management Representative will instigate actions, additional resources, discuss with relevant parties, reinvestigate or
similar suitable actions as required.
When it is determined that a supplier is responsible for the root cause in a nonconformity the supplier will be notified and
included in the flow down of corrective action requirements.
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The control procedures are designed to:

a) review non conformities (including customer complaints)

b) determine the causes of non-conformities
c) evaluate the need for action to ensure that nonconformities do not recur
d) determine and implement action required
e) record the results of action taken
f) review the effectiveness of the action taken
g) flow down corrective action requirements to a supplier / sub-contractor when it is determined that the supplier /
sub-contractor is responsible for the non-conformity
h) specific actions where timely and / or effective corrective actions are not achieved
determine if additional nonconforming product exists based on causes of the nonconformities and taking further action when
required

10.2.2 The Company retain documented information as evidence of:

a. the nature of the nonconformities and any subsequent actions taken;
b. the results of any corrective action.

10.3 Continual Improvement

The Company continually improve the suitability, adequacy, and effectiveness of the quality management system.
The Company considers the results of analysis and evaluation, and the outputs from management review, to determine if
there are needs or opportunities that shall be addressed as part of continual improvement.
The Company monitors the implementation of improvement activities and evaluate the effectiveness of the results.

Management will continually improve the effectiveness of the QMS based upon the policy, objectives, feedback from its
activities and the problems identified; these will be recorded on the Targets and Objectives Register included in the
management review minutes.

Each project identified on the Objectives and a unique reference number will identify Targets Register, the details recorded on
it will describe briefly the project, its activities, and the person responsible for achievement, the time scale and sign off.

Projects will be allocated to personnel for action with necessary responsibility authority to achieve them and will be
monitored, reviewed and the objectives and targets will be updated at each management review meeting.
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