If this document is printed or copied, it is an uncontrolled document
| Quality Manual |
7-Support |
|
| Section 7.1 | Section Revision: B | Revision Date: 9/7/2017 |
| 7.1 – Resources | ||
| Approved By: Dave Zirkelbach | Date: 3/30/2017 | |
GENERAL POLICY
Top executive management is committed to provide adequate resources for the implementation and improvement of the quality system, and for addressing customer satisfaction.
PROCEDURAL POLICIES
1. Provision of resources
1.1 Top executive management has the responsibility and authority for provision of resources.
1.2 Allocation of resources for particular activities is integrated with the process of defining and initiating the activity. It may take the form of personnel assignments, allocation of space or equipment, training, procurement decisions, budgets, etc.
1.3 Allocation of resources may be documented in the quality manual, operational procedures, minutes of meetings, memoranda, or any other form. Approvals of resource allocations may be also communicated verbally.
1.4 Management review of the quality system is the principal forum for allocation of resources for the operation and improvement of the system, however, resource allocation is also discussed and reviewed at Office Group Meetings, which include the executive management team. All actions initiated by these reviews are supported by allocation of specific resources necessary for their implementation.
2. People
2.1 Top executive management has the responsibility and authority for provision of resources.
3. Infrastructure
3.1 Planning of new, and/or modification of existing infrastructure and facilities is usually conducted in conjunction with process changes; capacity and/or work force expansions; and other such events. Facilities may also be expanded or modified to improve productivity and/or quality, or to improve the work environment.
3.2 Executive Management and Managers/Supervisors are responsible for identifying the need and requirements for new, and/or modification of existing infrastructure and facilities in their departments. Requests for significant changes and/or expansions of facilities are submitted to the top management for review and approval.
3.3 Supporting services required by Dee Electronics include transportation, communication, and IT services:
Transportation services are usually purchased from parcel delivery and courier services, and from trucking or other transportation companies or consolidators. Purchasing of these services is managed by Executive Management.
Communication services are provided by various telephone, wireless, and internet access companies. Executive Management is responsible for administrating and coordinating these contracts.
IT systems are designed and implemented by Dee personnel and external consultants, and are operated internally by IT Department.
3.4 Maintenance of buildings and facilities is performed by external contractors. Repairs of building are contracted as needed. Executive Management is responsible for coordinating and managing maintenance contracts.
3.5 Key process equipment are suitably maintained in accordance with maintenance plans specified by equipment manufacturers or departmental managers responsible for the equipment.
Forklift Daily Inspection Checklist
4. Environment for the operation of processes
4.1 Top executive management is responsible for ensuring suitable social and psychological conditions in the workplace. This is to include such aspects as interaction and communication between employees, employee harassment, conflict resolution, and so forth. Relevant workplace policies are implemented mainly through our Employee Manual (issued to every employee), training and awareness programs and, where necessary, disciplinary actions.
4.2 The President and executive management team are responsible for identifying those operations where extreme environmental conditions could impact quality performance of personnel and result in product nonconformities. Where appropriate, limits of exposure and/or mitigating measures shall be defined and implemented for these operations.
4.3 From an organization and cleanliness as well as safety standpoint, DEE utilizes the 5s process (Industry standard organization, sort, streamline, shine, standardize, sustain), and has assigned a 5s Champion. The 5s Champion will be the “go to” person for anything and everything relating to 5s. The workforce as a whole is taught the ideology of 5s organization and does their best to adhere to it’s standards; however, stations are missed, and sometimes improvements can be made. In the situation where an improvement can be made, because we have the ideology that everyone has a 5s mind, any worker can go to the 5s champion and recommend a workstation to be organized. The 5s champion will then review and determine if improvements can be made, and, if the time to do so is worth the reward.
5. Monitoring and measuring resources
5.1 General
5.1.1 Dee Electronics provides the necessary dedicated resources to ensure all measuring equipment are properly maintained and calibrated.
5.2 Measurement Traceability
Dee Electronics has established and maintains documented procedures to control, calibrate and maintain inspection, measuring and test equipment (I,M&TE) it uses to demonstrate the conformance of product to the specified requirements. I,M&TE is used in a manner which ensures that the measurement uncertainty is known and is consistent with the required measurement capability. I,M&TE include (but are not limited to) scales, calipers, wire processors, and reel counters. No customers require verification of I,M&TE accuracy.
Control Procedure:
- Selects appropriate I,M&TE that is capable of the necessary accuracy and precision,
- Identifies I,M&TE and specifies frequency of checks,
- Maintains calibration records for I,M&TE,
- Assesses the validity of previous inspection and test results when I,M&TE is found to be out of calibration,
- Provides suitable environmental conditions for calibrations, inspections and tests,
- Safeguards I,M&TE from damage, abuse and unauthorized adjustment.
6. Organizational Knowledge
DEE determines the knowledge necessary for our processes and to achieve conformity of products and services. DEE maintains this knowledge in the forms of Procedures, Work Instructions, Templates and Forms, Visual Aids, Poka Yokes, Jigs, Training References, Videos, Books, and other references, mostly all available on the DEE computer system and intranet. DEE maintains this knowledge reference material indefinitely, backed up, accessible by all employees to the extent it has continuing useful purpose.
When addressing changing needs and trends, DEE considers its current knowledge and determines how to acquire or access any necessary additional knowledge and required updates. This is done via Management Review Meetings, various ongoing brainstorming sessions, Sales Meetings, Training Meetings, and one-on-one discussions. DEE generally seeks out new expertise in validated expert’s books, videos, or seminars/classes/workshops/conferences, and/or from within the company, when expertise resides within the company. DEE also gains knowledge by Testing and Controlled Experimentation. When knowledge or ideas to address a problem or opportunity is discovered, many times greater definitive experience-based knowledge is gained by conducting a test or controlled experiment. In this way, DEE can learn from direct experience without making a large monetary or time investment without knowing what the results might be. Once something is tested, the results are shared/documented.