Crisis Response & Communication Planning
Workbook
TABLE OF CONTENTS
1. Identify the crisis planning team
2. The Crisis Audit
2.1 Evaluating Crisis Potential
a) Size/Scope of your association
b) Public/industry profile
c) Potential vulnerabilities and possible crisis scenarios
d) Establish Monitoring (Early Warning) Systems
e) Documenting current procedures and policies
3. Identification and Location of Resources
4. Crisis response team members and responsibilities
a) Selecting the crisis team members and spokesperson
b) Qualifications for and identification of spokesperson(s)
c) Decide on response levels/Teams
5. Contact Lists
a) Key association members/personnel list
b) Associations/Company board member list
c) Federal government/provincial government/public health officer checklist
d) Template of commodity/other organizations and stakeholders
e) Producers/growers/members list
6. Developing Crisis Scenario Modules
7. Crisis Documentation
8. Writing and Assembling the Crisis Manual
9. Test out the Crisis Response Plan
Appendix A: Example of crisis team members and responsibilities Appendix B: Other checklists
Crisis Response & Communications PLAN - Workbook
The workbook section of the crisis plan will walk you through the development of a crisis communications plan. This section includes worksheets and checklists to facilitate the process.
1. Identify the crisis planning team.
A crisis-planning team is composed of a core group of managers from all sectors of your association. It is important to note that these individuals may or may not serve later on as your on-going crisis response team. At this point, their purpose is to give you the perspectives of all the key departments: production, purchasing, sales, marketing, quality control, safety, transportation, legal, and communications.
Crisis Planning Team Members (List as many as applicable):
2. The Crisis Audit
Assess your association’s present situation by conducting a "crisis audit." Thi s means taking a very close look at your operations and identifying potential vulnerabilities and possible crisis scenarios. It also means documenting current procedures and policies of your organization—especially those regarding good manufacturing practices, including those to reduce risk of microbial contamination; what pesticides are used on what crops; how produce/product is labeled for shipping; and, what mechanisms are in place for communicating externally and internally. If you work for an association or commodity board, it is necessary to review its policies and positions on product safety, animal health, etc., update them, make additions (with member input) if necessary, and communicate these to the members.
2.1 Evaluating Crisis Potential
a) Size/Scope of your association
Information related to size is important because the bigger and more diverse your organization, the greater the possibility for problems to occur. By taking a hard look at the size and complexity of your organization, you will get a better sense of how a crisis would affect your operations. The information can also be used as a part of a fact sheet for dissemination to media and other key audiences.
Association/Company Information
Number of Employees/Producers/:____________________________ Number of Facilities: ____________________________
Locations of Plants/Operations/Farms: ____________________________ Range of Products/Animal Herds/Crops: ____________________________ Number of Customers: ____________________________
Years of Operation: ____________________________
Food Safety Record: ____________________________
b) Public/industry profile
Information on perceptions of your company can help determine how big a "target" you may be in a crisis. If formal research on consumer perception of your industry has been conducted on this area, include it here and use it in the team discussion. Assess the following:
i ndustry visibility among customers and consumers
r elations with activist/special-interest groups (list those you work with)
r elations with regulators (list all regulatory agencies you cooperate with)
r elations with trade associations (list all of your national, provincial, and local affiliations)
Documenting this information will help you identify resources for information and support during a crisis. Make sure your contacts are current.
c) Potential vulnerabilities and possible crisis scenarios
Identify potential vulnerabilities and possible crisis scenarios (e.g. outbreak of disease, product recall, use of illegal pesticide, etc.)
1.
______________________________________________________________ _____
2.
______________________________________________________________ _____
3.
______________________________________________________________ _____
4.
______________________________________________________________ _____
5.
______________________________________________________________ _____
6.
______________________________________________________________ _____
7.
______________________________________________________________ _____
8.
______________________________________________________________ _____
9.
______________________________________________________________ _____ etc.
Note: If a product recall is identified as a potential crisis scenario, see Appendix B of this document (Other checklists) to develop a product recall protocol.
d) Establish Monitoring (Early Warning) Systems
In many crisis situations, there are warning signs. If detected early enough, they can help the crisis team better prepare for and manage crises, minimizing the impact on the organization.
The crisis audit should provide a good list of the key issues to monitor. Some may be internal, such as employee-relations problems, and operational procedures. Others will be external -- the actions of public interest groups, or media coverage of related events. Each member of the crisis response team can be assigned a key issue to monitor in the following ways:
s ubscribe to and track the trade publications and newsletters specific to the issue.
m onitor trade and special-interest groups pertinent to the issue.
e stablish contacts within regulatory agencies, state health departments, trade associations, and other organizations who can provide "intelligence" on emerging issues and serve as resource in times o
f crisis.
a sk the public relations director or outside public relations counsel to provide additional monitoring through major media, wire services, and the Internet.
A system should be established for keeping the crisis team up to date on each issue. It is up to the members of the organization to decide how updates should be handled.
e) Documenting current procedures and policies
Documenting current procedures and policies of your organization -- especially those regarding good manufacturing practices, including those to reduce risk
of microbial contamination; what pesticides are used on what crops; how produce/product is labeled for shipping; and, what mechanisms are in place for communicating externally and internally. If you work for an association or commodity board, it is necessary to review its policies and positions on product safety, animal health, etc., update them, make additions (with member input) if necessary, and communicate these to the members.
List of current procedures and policies that need to be examined and documented
1.
______________________________________________________________ _____
2.
______________________________________________________________ _____
3.
______________________________________________________________ _____
4.
______________________________________________________________ _____
5.
______________________________________________________________ _____
6.
______________________________________________________________ _____ etc.
Identify all the relevant legislation concerning your commodity, or products. Consult the Ontario Ministry of Agriculture and Rural Affairs (OMAFRA) to ensure that nothing has been omitted.
Identify all responsibilities required from your organization that existing within provincial or federal crisis plans.
Prepared company policies and statements regarding the following may be appropriate (check all that apply):
C ritical Control Points (CCPs)
F oodborne pathogens
T esting for residues and/or pathogens
Q uality and/or safety control systems
S afe transportation and storage
W orker hygiene/sanitation
W ater quality issues
H erd health records
P ractices and documentation of antibiotic usage on herd animals
P esticide usage (which ones, when, how much, on which crops)
W hat best management practices do you have in place to minimize microbial contamination?
O thers (Include any others not mentioned here)
It is also prudent to:
E valuate and analyze the probability of certain threats occurring
D efine the problems such events would present
E stablish actions and measures to take to reduce the risks that such events would pose; and
P rotect company assets, employees and others if such events were to occur 3. Identification and Location of Resources
Identify all communications resources that would be needed during a crisis and document where they are located and/or how to obtain them (e.g. extra phone lines, fax machines, computer(s) for emailing and web updates, telephones, web master, government resources, etc.)
4. Crisis response team members and responsibilities
(Note: It may be necessary to do this on a case by case basis.)
There are two important matters to consider in this section:
a) Selecting the crisis team members and spokesperson:
i. Qualifications for crisis management team members
The people selected for the Crisis Management Team should generally have the same qualities that make good managers in any situation. The team should include people who are:
P erceptive
I ntuitive
K nowledgeable in one or more functional area
A ble to accept additional responsibility
C lear thinkers
D ecisive
C alm under stress
C apable problem solvers
List candidates:
________________________________________________________
______________________________________________________________ _________
______________________________________________________________ _________
b) Qualifications for and identification of spokesperson(s)
Selecting the right crisis communications spokesperson is essential. How your company handles all aspects of the communications necessary during a crisis will either make or break your association in the eyes of the public. As well, having one spokesperson for all media communications is best to ensure the consistency of messages and response communications. But it is also prudent to identify a back-up person in the event that the main, or delegated, spokesperson is unavailable or is implicated in the crisis.
To be effective, a crisis communication spokesperson must (Covello, 1995): b e someone of sufficient authority to be accepted as speaking for the company;
p ossess relevant technical knowledge about the crisis;
b e able to express technical knowledge in a way that can be understood by the news - media and the average person;
b e able to respond to sensitive questions;
b e resourceful and a quick learner;
b e able to make decisions;
p ossess excellent communication skills
b e able to work well under pressure
b e perceived as highly credible by the news media and the public;
b e able to learn from mistakes
Other Deciding Factors (Covello, 1995)
r esources for identifying and training company spokespersons
e stablished relationships and patterns o
f communication with affected audiences as the normal course of business
s everity of the crisis
l iabilities, for the person or for the company
c onflicts with other crisis management responsibilities
a nticipated legal issues
e xpected level o
f media interest
e xpected level o
f public interest
e xpected level o
f government involvement
Candidates:____________________________________________________ _________
______________________________________________________________ ________
______________________________________________________________ ________
Outline the team members and their responsibilities. The crisis team members may include other key managers and outside council. Your association’s team will need to be customized to fit your needs. See appendix A for an example of a company crisis team with the responsibilities of each member outlined.
c) Decide on response levels/Teams
Level I: Plan implementation
Outline all parties involved in deciding to activate the response plan.
Level II: Rapid response
The response is to be managed by a team responsible for coordinating the association/company response. List all level II members and contact numbers/email. Also list resources (PR firms, etc) for the level II team. The team should be in constant contact throughout the crisis period.
Level III: Crisis communications
This group is responsible for carrying out communications with key audiences (List audience/responsibility). The level III team should meet as often as necessary and be provided with information sources and materials for distribution. The team can meet by conference call, and meetings should probably be at least daily in the first few days.
5. Contact Lists
Create Emergency telephone lists and contact information for the following communication channels/information sources:
a) Key Association members/personnel list
- These people are those who need to be contacted in the event of a crisis
b) Associations/Company Board member list
- Not all of these people will need to be contacted for each crisis, but their contact information will be available if the crisis affects them.
c) Federal government/provincial government/public health officer checklist
- This checklist will ensure the necessary officials are contacted and are aware of the situation. This list should be updated every six months to ensure accuracy.
d) Template of commodity/other organizations and stakeholders
- This will be an exhaustive list of industry organizations and stakeholders. Not all of these will need to be contacted for each issue, but their name; their contact person and phone/fax will be readily available.
e) Producers/growers/members list
- This will be a complete listing of producers and/or growers that the organization represents. This type of list will prove to be useful in event that important information regarding actions needs to be disseminated to the producers themselves.
The communication/notification section should also include:
- For each scenario, outline to whom and where information relevant to the crisis situation will be disseminated and through which channels
e.g.
a dd an update/info page on we
b site specifically for the crisis situation
b roadcast FAX to association leaders, member organizations, and stakeholder organizations
b roadcast FAX to retail partners
n ews releases/statements to consumer media and trade media
n etworking resources employed by level III staff (telephone, email, listserv, Fax)
Vehicles for notifying key audiences include:
i nternal mechanisms for reaching consumers, employees, sales force, etc.
c ustomer hotline
m ailing lists/fax numbers for local, provincial, and federal government offices m ailing lists/fax numbers for customers, suppliers, distributors, unions, interest groups, trade associations, etc.
6. Developing Crisis Scenario Modules
Aside from some information that will be common to all issues, there will be key procedures specific to each priority issue. Common information that should appear at the front of each scenario in the crisis response plan are:
C risis team organizational chart and prescribed roles for each team member, and
N ames and phone/fax numbers (including home) of crisis team members to contact
Specific modules for each issue should be developed and include:
a holding statement for media inquiries (e.g. the organization is aware of the situation, is investigating the details, and will inform the public as soon as the details are known).
k ey external audiences to contact, their phone/fax numbers (e.g. customers,
suppliers, distributors, health officials, growers-shippers, sales force, employees, government agencies, trade organizations, media: media contact list can be tailored to the issue, may include key reporters covering particular issue).
d esignated organization spokesperson (this is critical for dealing with media). If possibl
e use only one spokesperson to provide consistency and avoid media confusion about whom to contact. This spokesperson should be at a level within the organization that is senior enough to speak with authority.
o rganization position on the issue
k ey messages
a nticipated questions/responses
t hird-party experts (and contact information)
b ackground information on topics that might be relevant to the issue (e.g. newspaper/magazine articles, copies of speeches delivered by government officials and food safety specialists, and statements/position papers issued by government agencies).
Position Statement/Messages Example: The ideal position on an issue is one that mutually benefits the organization, the affected audiences, and the greater public good. Messages are then crafted to communicate the position, resulting in the perceptions you want to create about the company or organization.
D raft media releases and statements
- Draft news releases and statements for a few possible scenarios. These will need to be adjusted for a specific issue, but the template will be available with key message information
D raft stakeholder letters
- A letter template (for each issue) should be included to notify and reassure stakeholders if a crisis appears.
M edia release/statement checklist
- This checklist will make sure the release or statement follows a standard format, including heading, content and tone.
*** See worksheet A. Duplicate as necessary for number of scenarios.
Work Sheet A:
Crisis Scenario Module Outline
Crisis Scenario:
_________________________________________________________
_________________________________________________________ Background Information on the issue and related topics:
______________________________________________________________ ________
______________________________________________________________ ________
______________________________________________________________ ________
______________________________________________________________ ________
______________________________________________________________ ________
______________________________________________________________ ________
______________________________________________________________ ________
______________________________________________________________ ________
______________________________________________________________ ________
etc.
Crisis Team Members:
ABC Farms ISO 14001 - Environmental Management System Manual Prepared By: Approved By: Signature: ____________________________ Date: _________ / Revision #: 0 / Revision Date: / Effective Date:
SECTION 0 - TABLE OF CONTENTS MANUAL ISO SECTION SECTION TITLE PAGE SECTION 0TABLE OF CONTENTS x SECTION I INTRODUCTION x SECTION II DISTRIBUTION, REVISION & CONTROL x 4.2 4.2ENVIRONMENTAL POLICY x 4.3 4.3PLANNING x 4.3.1 4.3.1 Environmental Aspects x 4.3.2 4.3.2 Legal and Other Requirements x 4.3.3 4.3.3 Objectives and Targets x 4.3.4 4.3.4 Environmental Management Programs x 4.4 4.4IMPLEMENTATION & OPERATION x 4.4.1 4.4.1 Structure and Responsibility x 4.4.2 4.4.2 Training, Awareness and Competence x 4.4.3 4.4.3 Communication x 4.4.4 4.4.4 Environmental Management System Documentation x 4.4.5 4.4.5 Document Control x 4.4.6 4.4.6 Operational Control x 4.4.7 4.4.7 Emergency Preparedness and Response x 4.5 4.5CHECKING AND CORRECTIVE ACTION x 4.5.1 4.5.1 Monitoring and Measurement x 4.5.2 4.5.2 Non-conformance and Corrective Action x 4.5.3 4.5.3 Records Management x 4.5.4 4.5.4 Environmental Management System Audits x 4.6 4.6MANAGEMENT REVIEW x
Ningbo XXX Material Technology Co.,Ltd ISO9001:2015 Quality Manual Revision [A/0] - [2018/3/1] (c) [Copyright Year Of 2018] [Ningbo XXX Material Technology Co.,Ltd]; all rights reserved. This document may contain proprietary information and may only be released to third parties with approval of management. Document is uncontrolled unless otherwise marked; uncontrolled documents are not subject to update notification.
Revision [A/0] - [2018/3/1] Page 1 of 19 TABLE OF CONTENTS 0.0 Revision History and Approval ...................................................................................................................... 3 1.0 Welcome to Ningbo XXX Material Technology Co.,Ltd ................................................................................ 4 2.0 XXX Material: Who We Are ........................................................................................................................... 4 2.1 Determining Our Strategic Direction ......................................................................................................... 4 2.2 Scope of the Management System ........................................................................................................... 4 2.2.1 Scope Statement ............................................................................................................................... 4 2.2.2 Facilities Within the Scope ................................................................................................................ 4 2.2.3 Permissible Exclusions ..................................................................................................................... 5 2.2.4 Scope of the ISO9001:2015 Quality Manual ..................................................................................... 5 3.0 Quality Policy................................................................................................................................................. 5 4.0 Management System Structure and Controls ............................................................................................... 5 4.1 Process Approach .................................................................................................................................... 5 4.1.1 Process Identification ........................................................................................................................ 5 4.1.2 Process Controls & Objectives .......................................................................................................... 6 4.1.3 Outsourced Processes ...................................................................................................................... 7 4.2 Documentation & Records ....................................................................................................................... 7 4.2.1 General .............................................................................................................................................. 7 4.2.2 Control of Documents ....................................................................................................................... 7 4.2.3 Control of Records ............................................................................................................................ 7 4.3 Change Management ................................................................................................................................ 8 4.4 Risks and Opportunities ............................................................................................................................ 8 5.0 Management & Leadership ........................................................................................................................... 8 5.1 Management Leadership and Commitment .............................................................................................. 8 5.2 Customer Focus ........................................................................................................................................ 9 5.3 Quality Policy ............................................................................................................................................. 9 5.4 Organizational Roles Responsibilities & Authorities ................................................................................. 9 5.5 Internal Communication ............................................................................................................................ 9 5.6 Management Review .............................................................................................................................. 10 6.0 Resources ................................................................................................................................................... 10 6.1 Provision of Resources ........................................................................................................................... 10 6.2 Human Resources .................................................................................................................................. 10 6.3 Infrastructure ........................................................................................................................................... 11 6.4 Work Environment ................................................................................................................................... 11 6.5 Organizational Knowledge ...................................................................................................................... 11 7.0 Operation ..................................................................................................................................................... 11 7.1 Operational Planning and Control ........................................................................................................... 12 7.2 Customer-Related Activities .................................................................................................................... 12 7.2.1 Capture of Customer Requirements ............................................................................................... 12 7.2.2 Review of Customer Requirements ................................................................................................ 12 7.2.3 Customer Communication ............................................................................................................... 12 7.3 Design and Development ........................................................................................................................ 13 7.4 Purchasing .............................................................................................................................................. 13 7.5 Provision of [Production of adhesive tape] .............................................................................................. 13 7.5.1 Control of Provision of [Production of adhesive tape] ..................................................................... 13 7.5.2 Identification and Traceability .......................................................................................................... 14 7.5.3 Property Belonging to Third Parties ................................................................................................ 14 7.5.4 Preservation .................................................................................................................................... 14 7.5.5 Post-Delivery Activities .................................................................................................................... 14 7.5.6 Process Change Control ................................................................................................................. 15 7.5.7 Measurement and Release of [Production of adhesive tape] ......................................................... 15 7.5.8 Control of Nonconforming Outputs .. (15)
质量手册翻译中英文术语表 3.1.1 质量 quality 3.1.2 要求 requirement 3.1.3 等级 grade 3.1.4 顾客满意 customer satisfaction 3.1.5 能力 capability 3.2.1 体系(系统) system 3.2.2 管理体系 management system 3.2.3 质量管理体系 quality management syste m 3.2.4 质量方针 quality policy 3.2.5 质量目标 quality objective 3.2.6 管理 management 3.2.7 最高管理者 top management 3.2.8 质量管理 quality management 3.2.9 质量策划 quality planning 3.2.10 质量控制 quality control 3.2.11 质量保证 quality assurance 3.2.12 质量改进 quality improvement 3.2.13 持续改进 continual improvement 3.2.14 有效性 effectiveness 3.2.15 效率 efficiency 3.3.1 组织 organization 3.3.2 组织结构 organizational structure 3.3.3 基础设施 infrastructure 3.3.4 工作环境 '77ork environment 3.3.5 顾客 customer 3.3.6 供方 supplier 3.3.7 相关方 interested party 3.4.1 过程 process 3.4.2 产品 product 3.4.3 项目 project 3.4.4 设计和开发 design and development 3.4.5 程序 procedure
Table of Contents 1. Purpose & Scope (2) 2. Applicable Standards (2) 3. Business Profile (2) 4. Authority & Responsibility (2) 5. Terms & Definitions (2) 6. Policy & Objectives (3) 7. Application (4) 8. Quality Management System (4) 9. Management Responsibility (6) 10. Resource Management (8) 11. Product Realization (8) 12. Purchasing (11) 13. Production Control / Product Identification & Traceability (12) 14. Control of Inspection, Measuring, and Test Equipment (13) 15. Measurement, Analysis, Improvement (14)
1. Purpose & Scope This manual describes the Quality Management System (QMS) established by and for Dongguan XXX Appliances Limited. The principles and policies on which this manual is based; along with operating procedures, work instruc-tions, and other supporting documents; govern all processes that affect quality throughout the organiza-tion. 2. Applicable Standards 2.1 The QMS is structured and intended to be in compliance with the following standards. ISO 13485:2016 Medical Devices Quality Management Systems Requirements for Regulatory Purposes 21 CFR Part 820 Quality System Regulation (Exclusions and Exceptions noted below.) 2.2 Normative References ISO 9000:2015 Quality Management Systems · Fundamentals and Vocabulary ISO 13485:2016 Medical devices · Quality Management Systems · Guidance on the Application of ISO 13485:2016 3. Business Profile 3.1 Mission Statement To deliver zero defects to our internal and external suppliers and customers. 3.2 XXX, with one facility located at xxx, Dongguan City, Guangdong Province, China. 3.3 The organizational structure is described by Dongguan XXX Appliances Limited Organization Chart. 4. Authority & Responsibility 4.1 This manual is issued under the authority of the President. 4.2 It is the responsibility of the Director of Quality, who is the designated Management Representative, to ensure that the principles of this manual, the Quality Policy, quality objectives, customer requirements, applicable regulatory requirements, and quality management system requirements are promoted, com-municated to and understood by all XXX employees. 5. Terms & Definitions 5.1 Corrective Action A process improvement methodology aimed at identifying and eliminating the causes of known non-conformities to prevent their recurrence. A problem solving process.
ISO 9001:2000 QUALITY MANUAL WOLSTENHOLME INTERNATIONAL LIMITED CONTENTS 1.0 Scope of the Quality Management System at Wolstenholme International Limited 1.1 Statement of Quality Policy 2.0 Quality Management System Documented Procedures 2.1 Document Control 2.2 Control of Quality Records 2.3 Internal Quality Audits 2.4 Control of Nonconforming Product 2.5 Corrective Action 2.6 Preventative Action 3.0 Quality Management System Processes and Interrelations 3.1 Organisation Charts 3.2 Responsibilities 3.3 Interrelation of Processes 3.4 Processes 1.0 Scope of the Quality Management System at Wolstenholme International Limited
Wolstenholme International Limited is a Company with a long-standing successful history of supplying metal powders, pastes, pellets, varnish, offset ink, flexography ink and other related products for use in a large range of applications, on a worldwide basis. The scope of the Quality Management System encompasses all activities on the Darwen Site. The Metallic Powders Operation at Darwen is responsible for the manufacture and supply of metal powders and pigments mainly in aluminium, copper and brass (bronze) based alloys, for use in printing, inks, plastics and other industrial and engineering applications. The Ink Operation at Darwen is responsible for the manufacture of a wide range and type of printing ink, 'one-pack' gold ink, varnish and related printing products. All production processes at Darwen are validated before leaving the site and as such sub-clause 7.5.2 is excluded. The overall operation at Darwen is controlled by the Ink & Print business unit and the Industrial business unit. Technical Service and Research and Development are vital to the future development of the Company, together with understanding and developing new products and applications for our customers. The manufacturing, technical and administration functions of the Company are based in Darwen, Lancashire, England and employ some 210 staff at that location. Through the application of Quality Management Systems and Company wide training programmes, Wolstenholme International Ltd. is committed to ensuring continuous improvements to both its processes and product technology.
Quality Management System Policy Manual ISO 9001:2015 11-8-17 Date Printed: _______________
1. Quality Management System Scope COMPANY NAME establishes this quality policy manual to implement and maintain a quality management system meeting the requirements of ISO 9001:2015, to ensure customer satisfaction in the manufacturing of stamped, formed, machined and fabricated metal parts, weldments, subassemblies and painting of metal parts to customer and COMPANY NAME specifications 1.1. Non-applicable Clauses of ISO 9001: 1.1.1. 8.3 Product Design & Development of Products & Services – COMPANY NAME is a custom manufacturer and designs are provided by our customers. 2. Quality Policy Statement COMPANY NAME is committed to continually improving all products and services to achieve our customer’s expectations. We do this by: 1) Living our values, 2) Providing opportunities for employee involvement, motivation and training, 3) Developing, documenting and following processes. 3. Quality Objectives COMPANY NAME’s quality management system objectives are to enable COMPANY NAME to be our customers’ first choice by: 1) Achieving satisfactory ratings on quality, delivery and other key metrics tracked and reported by our customers through their formal supplier evaluation and performance systems, 2) Achieving a level of 700 ppm as tracked through COMPANY NAME’s RA system for customers without a formal supplier evaluation system for quality, 3) Achieving a 95% on-time delivery to the COMPANY NAME warehouse for customers without a formal supplier evaluation system for delivery. Policy Manual Revisions Log Date 3/22/17 8/7/17 Summary of Revisions Rewrite of Quality Policy Manual to meet ISO 9001:2015. 1. Revised 4.2 to include “employees”, “owners” and “regulators”. Made By JGV JGV 2. Added Figure 2 to support to support the COMPANY NAME QMS Process Flow 11-8-17 Updated to clarify risk, inputs, out puts and KPI’s for Support and Management Process in QMS Process Reference page (page 6) JGV Management Approval Name: Title: Signature: Date: Paul Gintner President
Quality Manual Reference Standard ISO/IEC 17025:2017 Issue Number 01 Issue Date 01–08–2018 Copy Number Total Pages Issued To Address Prepared By Approved By Issued By Name Designation Quality Manager CEO Quality Manager Prepared By Approved By Issued By Page 1 of 59
Prepared By Approved By Issued By Page 3 of 59 Chapter → 1.0 General Information 1.1 Table of contents Chapter No. Subject Amend ment No. Page No. ISO/IEC 17025 Clause Ref. 1 Cover page, table of contents, amendment record sheet and glossary of terms (abbreviation) 00 1 – 6 ========== 2 Authorization statement and laboratory profile and context of organization 00 7 – 9 ========== 3 Control and distribution 00 10 – 11 ========== 4.0 General requirements 4.1 Impartiality 00 12 – 13 4.0 4.2 Confidentiality 00 14 5.0 Structural requirements 00 15 – 20 5.0 6.0 Resource requirements 6.0 6.1 General 00 21 6.2 Personnel 00 21 – 22 6.3 Facilities and environmental conditions 00 23 6.4 Equipment 00 24 – 26 6.5 Metrological traceability 00 27 6.6 Externally provided products and services 00 28 – 29 7.0 Process requirements 7.0 7.1 Review of requests, tenders and contracts 00 30 – 31 7.2 Selection, verification and validation of methods 00 32 – 34 7.3 Sampling 00 35 7.4 Handling of test or calibration items 00 36 7.5 Technical records 00 37 7.6 Evaluation of measurement uncertainty 00 38 7.7 Ensuring the validity of results 00 39 – 40 7.8 Reporting of results 00 41 – 43 7.9 Complaints 00 44 7.10 Nonconforming work 00 45 7.11 Control of data – Information management 00 46