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BUSINESS MANAGEMENT SYSTEM - SUPPLEMENTAL MANUAL

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TERMENI importanti pentru acest document

BUSINESS MANAGEMENT SYSTEM

SUPPLEMENTAL MANUAL

Code IBK-BMSM

Designated to conform to ISO 9001: 2000

                                                                                 


Cover Page

Initial issued

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1A

Revision History

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1B

Distribution List

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1C

Table of Contents

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1D

List of Abbreviations

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2

Company Overview

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3

Scope and Purpose

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4

BUSINESS MANAGEMENT SYSTEM

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4.1

General Requirements

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4.2

Documentation Requirement

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4.2.1

General

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4.2.2

Business Management Manual

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4.2.3

Control of Documents / Data Systems

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4.2.4

Control of Records

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5

MANAGEMENT RESPONSIBILITY

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5.1

Management Commitment

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5.2

Customer Focus

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5.3

Business Management Policy

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5.4

Planning

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5.4.1

Business Management Objectives

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5.4.2

Business Management System Planning

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5.5

Responsibility, Authority and Communication

Changes in staff

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5.5.1

Responsibility & Authority

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5.5.2

Management Representative

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5.5.3

Internal communication

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5.6

Management Review

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6

RESOURCE MANAGEMENT

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6.1

Provision of Resources

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6.2

Human Resources

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6.2.1

General Human Resources/Personnel Policy

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6.2.2

Competence, Awareness and Training

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6.3

Infrastructure

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6.4

Work Environment

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7

PRODUCT REALIZATION

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7.1

Planning of Product realization

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7.2

Customer-related processes

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7.2.1

Determination of requirements related to product

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7.2.2

Review of requirements related to product

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7.2.3

Customer Communication

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7.4

Purchasing

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7.4.1

Purchasing Process

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7.4.2

Purchasing information

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7.4.3

Verification of Purchased Product

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7.5

Production and Service provision

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7.5.1

Control of Production and Service provision

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7.5.2

Validation of Processes for Production and Service provision

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7.5.3

Identification and Traceability

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7.5.4

Customer Property

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7.5.5

Preservation of Product

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7.6

Control of Monitoring and Measuring devices

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8

MEASUREMENT, ANALYSIS AND IMPROVEMENT

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8.1

General

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8.2

Monitoring and Measurement

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8.2.1

Customer Satisfaction

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8.2.2

Internal Audit

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8.2.3

Monitoring and Measurement of Processes

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8.2.4

Monitoring and Measurement of Product

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8.3

Control of Nonconforming Product

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8.4

Analysis of Data

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8.5

Improvement

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8.5.1

Continual Improvement

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8.5.2

Corrective Action

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8.5.3

Preventive Action

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9.

Annexes

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9.1

Annex 1: Orgchart of Inspect Balkan SRL

Changes in staff

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15.03.2007

9.2

Annex 2: List of Controlled Documents of SC INSPECT BALKAN SRL

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9.3

Annex 3: List of Forms

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9.4

Annex 4: List of specific Standards

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9.5

Annex 5: List of SM documents of the Laboratory

-

List belongs to the Laboratory Accredited acc. to SR EN ISO/CEI 17025:2005

2/1

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9.6

Annex 6: Business Process Diagram - Group

Group

Ian 2006

9.7

Annex 7: Procesele sistemului de management al calitatii din SC Inspect Balkan  SRL si interactiunea dintre ele

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Distribution List for IBK BMSM, Ed. 1 Rev. 1

Exemplar No.

Addressee Name

Function

Signature

Date

Description

Abbreviation

1

VICTOR KURILENKO

General Manager

GM

15 June 2007

2

Iolanda POP

Quality Manager

QM

15 June 2007

3

Nicoleta Vrabie

Finance Manager

FM

15 June 2007

4

Monica Coman

Managing Operations Coordinator

MOC

15 June 2007

5

Doru Cobzaru

Constanta Branch Manager

Cta BM

15 June 2007

6

Elena Diaconeasa

Ploiesti Branch Manager

Pl BM

15 June 2007

7

Iolanda POP

Laboratory Manager

LM

15 June 2007

8

………………………..

BV Representative

/

………….2007


BMM

Sec. No.

Particulars

Edition/ Revision

Dated

Page

1A

Revision History

1/ 1

15.06.2007

2

1B

Distribution List

1/ 1

15.06.2007

5

1C

Table of Contents

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6

1D

List of Abbreviations

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15.03.2007

8

2

Company Overview

1/ 0

15.03.2007

10

3

Scope and Purpose

1/ 0

15.03.2007

11

ISO Clause No.

Particulars

Edition/ Revision

Dated

 Page

4

BUSINESS MANAGEMENT SYSTEM

4.1

General Requirements

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12

4.2

Documentation Requirement

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13

4.2.1

General

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13

4.2.2

Business Management Manual

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14

4.2.3

Control of Documents / Data Systems

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16

4.2.4

Control of Records

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21

5

MANAGEMENT RESPONSIBILITY

 

5.1

Management Commitment

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24

5.2

Customer Focus

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24

5.3

Business Management Policy

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24

5.4

Planning

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26

5.4.1

Business Management Objectives

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26

5.4.2

Business Management System Planning

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28

5.5

Responsibility, Authority and Communication

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32

5.5.1

Responsibility & Authority

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5.5.2

Management Representative

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37

5.5.3

Internal communication

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38

5.6

Management Review

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39

6

RESOURCE MANAGEMENT

6.1

Provision of Resources

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45

6.2

Human Resources

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45

6.2.1

General Human Resources/Personnel Policy

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45

6.2.2

Competence, Awareness and Training

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45

6.3

Infrastructure

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49

6.4

Work Environment

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49

7

PRODUCT REALIZATION

7.1

Planning of Product realization

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7.2

Customer-related processes

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7.2.1

Determination of requirements related to product

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51

7.2.2

Review of requirements related to product

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52

7.2.3

Customer Communication

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53

7.4

Purchasing

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55

ISO Clause No.

Particulars

Edition/ Revision

Dated

Page

7.4.1

Purchasing Process

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55

7.4.2

Purchasing information

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56

7.4.3

Verification of Purchased Product

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56

7.5

Production and Service provision

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56

7.5.1

Control of Production and Service provision

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56

7.5.2

Validation of Processes for Production and Service provision

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57

7.5.3

Identification and Traceability

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58

7.5.4

Customer Property

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58

7.5.5

Preservation of Product

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59

7.6

Control of Monitoring and Measuring devices

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60

8

MEASUREMENT, ANALYSIS AND IMPROVEMENT

8.1

General

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64

8.2

Monitoring and Measurement

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64

8.2.1

Customer Satisfaction

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64

8.2.2

Internal Audit

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64

8.2.3

Monitoring and Measurement of Processes

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65

8.2.4

Monitoring and Measurement of Product

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65

8.3

Control of Nonconforming Product

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66

8.4

Analysis of Data

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66

8.5

Improvement

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67

8.5.1

Continual Improvement

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67

8.5.2

Corrective Action

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70

8.5.3

Preventive Action

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71

9.

Annexes

15.03.2007

9.1

Annex 1: Orgchart of Inspect Balkan SRL

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72

9.2

Annex 2: List of Controlled Documents of SC INSPECT BALKAN SRL

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73

9.3

Annex 3: List of FORMs

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75

9.4

Annex 4: List of specific Standards

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15.03.2007

78

9.5

Annex 5: List of SM documents of the Laboratory

2/ 1

15.03.2007

82

9.6

Annex 6: Business Process Diagram - Group

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87

9.7

Annex 7: Procesele sistemului de management al calitatii din SC Inspect Balkan  SRL si interactiunea dintre ele

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88


Abbreviation:

Description:

ADM

Administration

AC

Accountant

ADMM

Administration Manager

AGRI

Agriculture Products

BDM

Branch Deputy Manager

BLBMT

Branch Local Business Management Team

BM

Branch Manager

BMS

Business Management System

Ct

Constanta

DCR

Document Change Request

DEPT

Department

DRY

Dry Cargo

F

Form

FERT

Fertilizer

FIN

Finance & Accounts

FS

Finished Steel

GBMM

Global Business Management Manual

GEN

General

GM

General Manager

HR

Human Resources

IAU

Internal auditor

IBK

Inspect Balkan SRL

INS

Inspector

IT

Information Technology

KPI

Key Performance Indicator

LA

Legal Adviser

LBMT

Local Business Management Team

LM

Laboratory Manager

LT

Laboratory Technician

MA

Manual

MKTG

Marketing

MM

Metals & Minerals

MOC

Managing Operations Coordinator

NO

Number

OM

Operation Manager

OCR

Operations Co-ordinator

OP/ O&P

Oil and Petroleum Products

OPS

Operations

OST

Operation Support Team

P / QP

Quality Procedure

Pl

Ploiesti

PO

Policy

PPM

Processes & Procedures Manual

PUR

Purchasing

QM / MR

Quality Manager / Management Representative

QR

Quality Representative

REV

Revision

RGR

Register

SEC

Secretary

SLSM

Sales Manager

SM

Staff Member

SVR

Surveyor

SYSAD

System Administrator

TLM

Tallyman

WI

Work Instruction


INSPECT BALKAN SRL - COMPANY OVERVIEW

INSPECT BALKAN SRL is continuing the activity of BSI Inspectorate Romania SRL that replaced an earlier representation partnership that had operated in Romania for nearly a decade. Continuity of effort is ensured as key members of the inspection team (who have worked both in Romania and abroad) have transferred to the company as full-time personnel. Inspect Balkan SRL staff training programs have ensured their continued professional development and awareness of methods and standards applying internationally to cargo inspection.

BSI Inspectorate Romania SRL, was founded in 2002, 100% owned by Inspectorate Group’s holding company, IOL Investments BV. Inspectorate Group has been a recognized firm of fist class cargo inspectors in Eastern Europe for 14 years.

INSPECT BALKAN SRL is part of the INSPECTORATE multi-country network with strong coordination, administration and technical support from it regional headquarters in Lausanne, Switzerland. Close working synergies exist with the other Group companies in the region, particularly in Hungary and Bulgaria, and expertise and experience are shared between the affiliates at regular meetings.

INSPECT BALKAN SRL is a major provider of services in the assessment of quality and determination of weight. INSPECT BALKAN SRL are completely independent of buyer and seller and have built up a strong reputation for integrity and professionalism in what is one of the most difficult sectors of the inspection business.  This reputation is founded on the substantial experience of its inspection staff.

INSPECT BALKAN operates an Agro commodities Laboratory in the Port of Constanta.

The Laboratory is established in may 2003 and uses advanced technological achievements in modern methods of analysis, guarantees stringent compliance to both national (STAS, SR, SR ISO) and international standards (ISO, GAFTA, FOSFA, EEC Rules) and has well trained staff offering all necessary condition in this respect.

INSPECT BALKAN as member of Inspectorate Group is full member of IFIA (Federation of Inspection Agencies).

INSPECT BALKAN is Member of GAFTA as superintendent since 2003.

INSPECT BALKAN is Member of FOSFA as superintendent since 2003.

The Testing Laboratory of INSPECT BALKAN is recognized as follows:

RENAR accredited according to SR EN ISO/ CEI 17025:2005 for cereals, oilseeds and feedstuffs, Nr. 278-L / 07. 06.2004

GAFTA approved under GAFTA Analyst Scheme (G - Grains) since 2003 and (F - Feedstuffs) since 2004

FOSFA Analyst (D3) Oilseeds accredited since 2004.


Inspect Balkan SRL

Member of Inspectorate Group

INSPECT BALKAN BUSINESS SYSTEM MANAGEMENT SUPPLEMENTAL MANUAL

Purpose

Inspect Balkan (IBK) Business Management System Manual (BMSM) defines:

the overall business management policy adopted by Inspect Balkan

the organization that has been developed to implement this policy;

the documentation (i.e. Processes, Procedures) that has been designed to enable IBK to carry out the policy.

Note: The contents of this manual and other supporting manuals (Process and Procedures Manual) (PPM), Operations Manuals define the way IBK conducts business. All processes and procedures are business oriented; therefore, the word “Business” has been used wherever a reference is made to “Quality” in the benchmark ISO 9001:2000 Standard.

Scope

IBK COVER THE MANAGEMENT, COORDINATION AND PROVISION OF INSPECTION SERVICES, PRODUCT ANALYSIS, PRE-SHIPMENT INSPECTIONS AND DOCUMENT VERIFICATION IN RELATION TO:

Oil and Petrochemicals

Metals and Minerals

Finished Steel Products

    Steel Scrap

Agricultural Products

Fertilizers

IBK services are dedicated to the quality monitoring and independent evaluation of materials, whether our clients are importers or exporters, buyers or manufacturers, traders or financial institutions. Serving all industries and many government and international aid organizations, our certificates and reports are recognized internationally. The scope of this manual is applicable to IBK Operations in its Constanta and Ploiesti offices.

Inspect Balkan own a Testing Laboratory which the Management System is dealt with by the Laboratory Quality Manual, MCL-Insp, ed.2, rev. 1, of 15.03.2007, built to satisfy the requirements of ISO 17025: 2005.

The Laboratory is accredited according to IS0 17025:2005, owning the certificate of Accreditation No. 278-L by the Romanian Body of Accreditation, RENAR since 07.06.2004.


Business Management SYSTEM

4.1. General Requirements

This manual documents the way in which IBK’s Business Management System shall be implemented and maintained, and provide for its continual improvement in accordance with the requirements of ISO 9001:2000.

IBK has identified the Business Management Processes. The sequence and interaction of these processes within the organization are described in the “Business Process” diagram.

This manual also describes their implementation and application throughout the organization.

Business Process Diagram

Note: These processes are further detailed in “Process Mapping” showing the Input, Output, resources etc. in the PPM.

Customer

Customer Requirement

Inspection Certificate

Complaints/ Comments

Operations

Customer Feedback

Customer Property Control

Control of Nonconforming Product

Material Management

Training

Internal Audit

Corrective Action

Management Control Process

Preventive Action

Record Control

Document Control


Supplier/ Subcontractor

The manual also provides criteria and methods required to ensure the effective operation and control of the processes, and describe how IBK make available the resources and information necessary to operate and monitor them. (See Section 6 – Resource management).

This manual also provides methods for the measurement, monitoring and analysis of the processes and associated procedures in order to ensure their effectiveness and to identify opportunities for improvement. (See Section 8 – Measurement, analysis and improvement).

This manual also includes instructions on the implementation of actions considered necessary to achieve planned results and to continually improve the processes and associated supporting operational procedures and work instructions. (See Section 5.6 – Management review, and Section 8.5 – Improvement).

This manual also covers outsourcing – the use of sub-contractors – with instructions for providing criteria governing their use, and measurement of their performance. (See Section 7.4 – Purchasing).

4.2 Documentation Requirement

4.2.1 General

IBK’s Business Management System documentation includes the following:

1. Documented statement of Quality Policy, and Quality Objectives (5.3 & 5.4.1 respectively)

2. A Quality Manual (Business Management System Manual, BMSM)

3. Mandatory documented procedures required by ISO 9001:2000 standard (Process & Procedure Manual, PPM)

4. Documents needed by IBK to ensure effective planning, operation and control of its processes (Process & Procedure Manual, PPM) and

5. Records required by ISO 9001:2000 standard (4.2.4 Control of Records)

List of processes and procedures in the PPM

Refer Table of Contents in the Process and Procedure Manual (PPM: 1C and Annex 2 of IBK-BMS manual “List of Controlled Documents” of SC Inspect Balkan SRL)

 


SUPPLEMENTAL MANUAL

(Reference Global BMS Manual: Section 4.2.2 Business System Manual)

LINK BETWEEN

THE GLOBAL BUSINESS MANAGEMENT SYSTEM MANUAL

AND

THE Inspect Balkan (RO) BMS SUPPLEMENTAL MANUAL

Level 2 - Global Business Management System Manual (GBMSM) (This is WHAT we do)

This top-level manual defines the scope of Inspectorate’s overall Business Management System, including the Business Management Policy and objectives. It describes the system processes, their sequences and interrelationships, and references documented procedures.

Included are details of and justification for pertinent exclusions to the standard.

This manual is deliberately generic, as it is pertinent to all offices, divisions, product lines and countries that follow this process.

Level 3 – Inspect Balkan Business Management System Supplemental Manual (This is HOW we do it)

It is the detailed country-specific Business Management Manual and defines the overall business management policy adopted by Inspect Balkan SRL; the organization that has been developed to implement this policy; the documentation (i.e. Processes, Procedures) that has been designed to enable IBK to carry out the policy. The content of this manual and other supporting manuals is designated to ensure conformance within to Inspectorate’s Business Management processes.

4.2.2 Business Management Manual

The IBK Business Management System shall be controlled by documentation at four levels, as follows:

LEVEL DOCUMENTS

1 Business Management System Manual (BMSM)

2 Process and Procedure Manual (PPM) with local procedures

3 Forms, Quality Records and Quality Documents

4 Operations manuals, Internal Work Instructions (WI) and other external national and international standards

IBK’s BMS Documentation Pyramid

     BMSM


     PPM


                                                   Forms, Quality

       Records & Documents

      

Ops. Manuals, Work Instructions

                                  External National and International Standards

PERMISSIBLE EXCLUSIONS

ISO 9001:2000 Section 7.3 – Design and Development, including all subsections

Justification:

IBK shall not design or develop products. Our product is a service culminating in information, a written report and/or a certificate. IBK shall perform inspection and testing services on a number of different commodities in conformance with customer supplied instructions and/or applicable procedures/ standards and regulatory requirements.

When new business opportunities arise, the applicable procedures/standards shall be followed. Existing inspection and testing procedures may be adapted to accommodate any new requirements.

Computer programs used in our processes shall be based on appropriately licensed commercially available software.

Should any of the requirements of Section 7.3 become relevant, appropriate procedures will be developed to accommodate them at that time.

ISO 9001:Section 7.5.1 – Control of Production and Service Provision, subsection (f)

Justification:

IBK’s product is a service culminating in information, a written report and/or a certificate. The service ends once the report or certificate is delivered to the customer. Unless required/requested by the customer specifically, post delivery service shall not be required.

 


SUPPLEMENTAL MANUAL

(Reference Global BMS Manual: Section 4.2.3 Control of Documents / Data Systems)

BUSINESS MANAGEMENT SYSTEM SUMMARY

Documents and/or data systems that support the Business Management System processes and that facilitate the proper execution of Inspectorate’s business activities are established, identified and controlled by the Company.

Details of Inspectorate’s Document Control procedures can be found in the Global Business Management System Manual. They include the following aspects:

• Establishment of Documents / Data Systems

• Types of Documents

• Approval, Identification, and Control of Documents / Data Systems

• Issuance of Documents

• Record-keeping

• Review of Documents / Data Systems

• Amendments to Document / Data Systems

Documents, whether in hardcopy or electronic format, are established to ensure that operations are performed in accordance with:

• The requirements of the customer

• The requirements of Industry standards and regulations

• Ethical practices, and

• Company policy detailed in the Business Management System.

Documents that are required by the Business Management System shall be controlled.

These shall include any document that is:

a. Issued to the customer as a part of a final report

b. Used in recording customer contract data

c. Used in job tracking and process reporting

d. Used in monitoring business performance

e. Used to control processes

f. Used in the purchasing of supplies or subcontractor services

g. Used as part of internal audits

h. A written procedure

i. Business Management Manual, in part or in whole

j. Any other document designated as such by the management

An uncontrolled document shall be any document not described above, or any document marked or stamped “uncontrolled” or positively identified by other means as being uncontrolled.

Completed documents produce records that provide evidence of conformance to requirements.

Pertinent controlled documents are made available to all locations, and may be made issued in a hard copy form (manuals), or may be available in an electronic format on the website as applicable.

Proper control and usage of documents will be verified in Internal audits.

LOCAL OFFICE’S RESPONSIBILITY

It is the responsibility of each local office to ensure that current revisions of documents are used. Failure to update documents in a timely manner is a frequent cause for locations failing to meet current requirements within the Business Management System (e.g. training, equipment verification, safety or industry requirements).

Controlled Formal Documents

The Table of Contents of any electronic manual or file folder of documents will be the MASTER LIST that will identify the documents contained therein, and indicate the current revision status. This master list will be kept current by the OST/ Quality Department.

Logbooks and record books made up of controlled formal documents may be issued, as applicable, to local offices for their convenience. These forms may also be downloaded directly from the electronic documents on line on an as-needed basis.

However, be aware that paper copies of electronic documents being used may not be the most current revision.

If copies of the electronic manuals, or parts thereof, are printed out and bound in a manual format for reference purposes, this manual should be marked “uncontrolled” as a reminder that the contents may not be current at all times. Always refer to the Table of Contents of the electronic manuals or file folders on line to determine the most current revision of documents.

Individual documents not included in formally controlled electronic manuals, file folders or programs should be regarded as site-specific, and should be controlled as per the procedures for site-specific documents detailed below.

Site-specific Documents

Locations may, when applicable, maintain a Site-Specific List of Controlled Document.

Site-specific / local procedures and / or work instructions may be needed to accommodate local requirements for a specific client / product / vessel / test. This may require customization of an existing document or creation of a new one.

However, even site-specific documents, whether in hardcopy or electronic format, must be properly identified and controlled in order to ensure that operations are performed in accordance with requirements.

Identification and control of approved site-specific documents is the responsibility of the local manager or designated substitute.

The following requirements apply for identifying and controlling any site-specific documents:

• Customization of an existing controlled document should ensure that the integrity of the original is maintained (captures, at minimum, the same critical information).

• Creation of a new document requires proper identification and control. It should include at minimum:

Title of document

Revision status (date)

Page numbers

ISO/manual section number (on text pages and/or electronic pages) if applicable

Related Department (Operations, Human resources, etc.), if applicable to specifically identify documents.

Location (plus Product Line / Country / Region, if applicable) to specifically identify documents

• Customization of documents or creation of new ones for local use must be approved by the local manager.

• Site-specific documents should be kept in a separate Site-specific Manual / File, apart from the formally controlled documents

• A list or Table of Contents of this manual / file should be maintained to ensure proper control. This list or Table of Contents should be kept up to date at all times.

• A master copy of the site-specific documents must be signed and dated by the manager and identified in some way as being applicable for that site or purpose only and be kept in this manual / file. However, if there are numerous documents, the list or Table of Contents may be signed and dated by the manager to indicate that the entire contents of the manual / file has been approved for local use.

• If any of these documents are amended, when new ones are added, or when old ones are discarded, the list or Table of Contents should be amended and resigned and dated by the manager.

Documents of External Origin

Certain documents of external origin are needed, either as reference or in order to satisfy customer requirements. It is the responsibility of the local office to identify and control distribution of these documents to ensure that only current revisions are in use.

Types of external documents may include, but are not limited to, the following:

• Industry standards and/or analytical methods

• Government regulations

• Safety and environmental statutes

• Customer-supplied forms, reports, data entry computer programs, etc.

Each location should maintain a list of pertinent industry standards, analytical methods, government regulations, safety and environment statues needed, together with the current revision status, to ensure that they can be updated as necessary.

Industry Standards

Industry Standards, which are used as reference or guidelines to set company procedures, are considered controlled documents.

Customer-Supplied Documents

Locations may utilize customer-supplied documents (such as work instructions, reports, forms or computer programs) in order to satisfy customer requirements. These are considered controlled documents.

Copies of customer-supplied forms and documents should be maintained in a suitable manner such as in a specific customer file or a specially designated Customer-supplied Document File.

These should be kept current at all times. A list of documents on hand showing current revision status of each form may be kept to facilitate control and currency of these documents.

Review of Documents/Data Systems

All controlled documents / data systems, including site-specific documents, should be continuously reviewed for effectiveness by the actual users. Suggestions for improvement may be made by the Business Management Team system and / or through normal Management Review activities.

Changes in industry standards or regulations, business objectives, customer requirements, etc., may require that the current Business Management System be reviewed and amended accordingly. This may result in revision of pertinent documents.

Applicable Industry Standards for all commodities shall be reviewed at least annually, and shall be updated whenever significant changes occur, or every five (5) years.

Documents / Data Systems Changes

When new documents, revisions, corrections or other changes are approved for use, the OST/ Quality Manager will issue these documents, in accordance with procedures detailed in Section 4.2.3 of the Global Business System Manual, as follows:

• Approved electronic documents are issued by placing them in the public network directory containing the electronic version of the Business Management System manuals / file folders

• Approved paper documents may also be issued if deemed appropriate

When amendments and / or revisions are issued, the OST/ Quality Manager will send out notification to this effect electronically and / or by mail.

When notification is received of electronic database revisions, it is the responsibility of the recipient to ensure that pertinent updates are implemented, as applicable.

Recipients will be requested to provide acknowledgement of receipt and / or verification that the changes have been made to existing manuals or documents, distributed to all relevant parties, and have been incorporated into usage, as applicable.

The Change Management Procedure and Tracking Record form (Section 5.4.1) should be used to ensure that these changes have been properly incorporated into the local operations and as proof that this has been done. Being able to provide proof of how you manage changes at your location is an auditable item (especially by customer auditors).

Any document NOT updated or replaced at this time for some reason will need to become a site-specific document in order to remain valid. The location will need to be able to validate the reason for continued use of this document.

Obsolete Documents

Obsolete and / or superseded documents should be promptly removed from circulation to prevent unintended use. This requirement pertains to documents from the internal Business Management System, site-specific documents, documents of external origin and customer-supplied documents.

If, however, copies are left in bound manuals, they should be marked through, labeled as obsolete, and signed and dated. Invalid documents kept for legal and / or knowledge-preservation purposes should be suitably identified as such to prevent unintended use.

Details of Document Control Procedure – (Ref: PPM: P-BMS-01) includes:

a. Approval of documents for adequacy prior to issue

b. Availability of current version

c. Document Identification

d. Amendment and new document introduction system

e. Removal of obsolete documents

f. Identification of documents of external origin and their control

g. Availability of the relevant versions of the documents at all points of use

The sections of the Business Management System Manual shall be revised in part or whole at any time as determined by the QM. When any section of the manual has been revised at least four times earlier, the entire manual shall be re-issued as a revised manual. At any time, if at least five sections of the manual are required to be revised, the entire manual shall be reissued as a revised manual.


SUPPLEMENTAL MANUAL

(Reference Global BMS Manual: Section 4.2.4. Control of Records)

BUSINESS MANAGEMENT SYSTEM SUMMARY

Requirements have been identified for the establishment, maintenance and disposal of Business Management records that facilitate the proper execution of Inspectorate’s business activities and that provide evidence of conformance to requirements.

Details of Inspectorate’s record control procedures can be found in the Global Business Management System Manual. They include the following aspects:

• Establishment of Records

• Identification and Creation of Records

• Maintenance of Records

• Indexing and Storage

• Preservation of Critical Data

• Retention of Records

• Disposition of Records

Records are documents that have been completed with relevant data.

Records, whether in hard copy or electronic format, are established to retain raw data that is evidence of conformance to:

• Customer requirements

• Industry standards and regulations

• Ethical practices

• Business Management System requirements

Proper control of records will be verified in Internal Audits.

LOCAL OFFICE’S RESPONSIBILITY

Records are documents that have been completed with relevant data. It shall usually be a document that shall be completed with information, the loss of which will create a hardship to the operations.

It is the responsibility of each local office to ensure that pertinent records are established; identified and indexed to facilitate their retrieval; appropriately stored in an environment to prevent deterioration or loss of critical data; retained for the designated periods of time; and disposed of appropriately.

Records shall be established and maintained to:

  Provide evidence that an activity has been accomplished or an event has happened.

  Provide information on the conformity or nonconformity of the product.

  Provide evidence that customer requirements have been met.

  Provide traceability information (who did what, when).

 Provide evidence that the Business Management System is operating in accordance with documented procedures and that it is effective.

Types of Documents to Keep On Record

The types of documents considered records include, but are not necessarily limited to, those listed on the Records List Matrix, as applicable. This shall include the raw data obtained during the inspection / analysis process.

 

Raw Data

Raw data records are those that provide enough data to be able to reproduce the job report (i.e. customer nomination information, “tally books”, gauge tickets, lab logbooks or worksheets, etc.)

Raw data may be recorded on the report forms provided (either electronically or in hard copy format), or in some other industry accepted manner such as a “tally book”, or similar.

Raw data should normally include the identification of any equipment used and the initials of the field inspector or technician performing the tasks.

For requirements for completing inspection and testing reports, refer to Section 7.5.1 Process Controls: D – Recording and Reporting

Records

All records are dated and identify the person or event to which they pertain.

Paper Records

• All paper records should be legible and should be completed in ink only.

• Where applicable, any remaining blank lines on records should be crossed through, or some other means should be adopted to prevent later additions being made.

• Corrections and amendments to instructions should be lined through with a single line and the correction(s) initialed. In order to preserve raw data, no liquid paper or erasures are permitted, except on working copies of original documents.

• When logbooks are used, entries should be initialed, except where a 'book' is issued for the use of a single person, and marked to that effect.

Electronically Produced Records:

• The name of the individual who performed the job should be entered into the program. (In the case of 2 or more individuals, all names should be included.) This will be done in lieu of an actual signature.

Corrections and / or amendments to raw data in an electronic program are typically made directly into the program. In this case, the signature and date on the critical path sheet indicating that verification has been completed will signify who made the corrections and when.

• It is the responsibility of the signatory / location to ensure that any corresponding raw data (i.e. gauge tickets, tally books, logbooks, etc.) related to the job file is retained appropriately and available for reference.

 

Identification, Maintenance and Storage of Records

• Business Management records shall be established, identified, and indexed to facilitate their retrieval, and stored in a suitable environment to prevent deterioration.

Established records should be:

• Appropriately retained in a designated location in such a way as to minimize deterioration, and to prevent damage or the loss of critical data due to unforeseen circumstances.

• Organized and labeled for easy identification and retrieval.

Confidentiality

Note: Once a final report has been delivered to the customer, the job file and related supporting data ceases to the “product” and becomes a record.

Completed final job reports should be readily retrievable and secured to preserve customer confidentiality.

Retention

The Records List Matrix lists the Company policy for minimum retention times. However, in certain circumstances, local laws or extenuating circumstances may dictate a longer or lesser retention period time.

Methods of Retention

As long as data is securely preserved and is retrievable, the means of preservation may be in the form most appropriate to each location. This may include, as applicable:

• Hard copy: kept in a fireproof safe, off-site, etc.

• Electronic copy: network archives, diskettes or zip disks, etc.

For more specific details on requirements for preserving electronically produced data, refer to 7.5.5 Preserving Data: Electronic Data Backup

 

Disposition of Records

• When the designated retention period has ended, records must be disposed of in an appropriate manner. This includes electronically stored records as well as paper copies. Retention periods shall be determined by company policy, by the event to which the documents pertain, and by any applicable regulatory or contractual requirements.

• Records shall be retained for designated periods of time, as applicable, and are suitably disposed of at the completion of the retention period.

• Job records must be disposed of with due consideration for confidentiality of client information. Consideration should be given to shredding or incinerating any paper documents that may be of a sensitive nature.

• Records should be disposed of only by designated and authorized personnel.

Records shall be available in paper and / or in electronic media. Note: Local laws (and / or individual contracts, if any) for document retention shall take precedence over company policy, when applicable.

When the designated retention period shall end, records shall be disposed of in an appropriate manner. This shall include electronically stored records as well as paper copies.

Details of Record control procedure are covered in the Process and Procedure manual – Ref. PPM:P-BMS-02.


SUPPLEMENTAL MANUAL

(Reference Global BMS Manual Sections: 5.1 Management Commitment; 5.2. Customer Focus; 5.3. Business Management Policy and 5.4 Business Management System Planning)

5.1 Management Commitment

Top executive management of Inspectorate Balkan shall be represented by the General Manager (GM) who shall be supported by a Local Business Management Team (LBMT).

Evidence of commitment by LBMT to the development and implementation of the Business Management Policy and its related objectives, and to the continuous improvement of the Business Management System shall be demonstrated through related activities.

The Business Management System shall be communicated to the organization through policies, procedures and processes that are made available to all employees throughout the organization.

Each manager shall ensure that the Business Management Policy and objectives, and the Business Management System processes are clearly understood and followed by the personnel in his/her area.

5.2 Customer Focus

Attaining customer satisfaction shall be an integral part of the Business Management System, and seeking continuous improvement of customer service is a key objective. Top executive management shall implement processes and procedures that focus on providing exemplary customer service.

Details of Customer related procedures are covered in the Process and Procedure manual – Ref. PPM:P-BMS-10 and P-BMS-11.

5.3 Business Management Policy

Top executive management has established the Business Management Policy (see Next Page) as an expression of the organization’s business philosophy, its commitment to comply with all requirements, and its aspiration to continually improve the effectiveness of the Business Management System.

Every employee within IBK shall be provided with the Business Management Policy, which shall be posted in prominent locations within the office premises. All the managers shall ensure that the Policy and Business Management processes are clearly understood by the personnel in his/her area. All employees shall sign the Policy in acknowledgement of awareness and understanding of the company’s business philosophy. New recruits shall also be made aware of the company policy and they will be required to sign the policy confirming their understanding thereof.

The Business Management Policy shall be reviewed in conjunction with the Business Management objectives for continued relevance and suitability to the company’s strategic plans. This will be done at least annually when the annual Business Management Review reports are presented to top executive management.


INSPECT BALKAN

BUSINESS MANAGEMENT POLICY

“INSPECT BALKAN SRL” IS COMMITTED TO PROVIDING SERVICES TO OUR CUSTOMERS THAT WILL COMPLETELY MEET THEIR REQUIREMENTS, ON TIME, EVERY TIME, AND RIGHT THE FIRST TIME.

FULL COMPLIANCE TO INDUSTRY STANDARDS, ETHICAL PRACTICE AND REGULATORY COMPLIANCE IS OUR PRIME CONSIDERATION.

WE, THE EMPLOYEES, ARE DEDICATED TO THE CONTINUOUS IMPROVEMENT OF CUSTOMER SERVICE, OUR BUSINESS PROCESSES, AND TO THE OVERALL EFFECTIVENESS OF OUR BUSINESS MANAGEMENT SYSTEM.

10.03. 2007                                                                             VICTOR KURILENKO

General Manager

Fair Trading Policy

Inspectorate believe that honesty, impartiality and Integrity in its dealings with others are prerequisites for success and sustained relationships.

Inspectorate is therefore committed to conducting itself fairly, honestly and lawfully in all of its dealings with customers, suppliers, shareholders and other third parties. Corrupt practices will not be tolerated.

• Inspectorate prohibits practices which seek to increase sales other than through legitimate marketing efforts

• Inspectorate maintains confidentiality of customer and supplier information.

• Inspectorate employees are prohibited from giving or receiving money or gifts that could be construed as bribes.

• Inspectorate conducts its business in an environmentally safe manner and treats the health and safety of its employees and third parties as a high priority.

In the various trading markets, Inspectorate competes vigorously but honestly and fairly in accordance with the fair trading policy and competition laws generally. In particular

• Inspectorate does not favour one customer over another

• Inspectorate does not engage in restrictive trade practices or seek to abuse its marketing position.

• Inspectorate employees will avoid discussing confidential or proprietary information In their contacts with competitors.

• Inspectorate employees will not seek to damage the reputation of competitors either directly or indirectly.

5.4. Business Management System Planning

5.4.1 BUSINESS MANAGEMENT OBJECTIVES

Business Management objectives have been established to support and implement the Business Management Policy, to meet requirements for products and processes, and to improve business performance.

 

Types of Objectives

Policy objectives (overall company philosophy; superior customer service; compliance; continuous improvement, etc.)

Business Management Performance Objectives (operational performance, compliance to customer, company and regulatory requirements, etc.)

Business Management System Objectives (provision of interlinking processes and supporting resources to assist in achieving and maintaining business objectives) Note: This includes the management of changes and / or amendments brought about by changes in business needs and goals or to areas within the system identified as needing improvement

General Good Business Practice Objectives (basic minimum levels of performance in key areas)

To maintain good business practices and to set a baseline to measure for improvement opportunities, basic minimum levels of performance are set by the Inspectorate Group. The goal is to meet / exceed expectations in the following categories:

-          Customer satisfaction of 90% or above

-          Employee satisfaction of 75% or above

-          Financial performance in accordance with budgetary requirements set by the Board

-          Injury/accident rate superior to industry performance

-          100% of workforce trained as required by job function

-          100% of workforce trained in ethics compliance

-          Compliance to appropriate standards at all designated locations (e.g. ISO 9001:2000)

Business Management objectives are also useful tools for helping to achieve conformity and to define the direction and priorities for continual improvement. Objectives may be classified, depending on the business need, as follows:

• Long term and constant goals

• Floating objectives to accommodate an immediate or short-term goal

• Oriented to a particular business function such as finances, resources, processes, product, safety, employee competence, customer satisfaction, development of the business, etc.

• Company-wide

• Specific to a section of the company (region, product line, etc.)

Local – specific to a location or job function

Business Management Objectives

The company-wide Business Management objectives that ALL locations must strive to achieve include, but are not limited to:

• The BM Policy basic goals of superior customer service, compliance to regulatory and industry requirements, and continuous improvement. (The 3 C’s).

• Employee dedication to and involvement in effective execution and continual improvement of the operation

• Effective verification practices and process controls

• Ethical practices

• Safe working practices

• Maintaining a well-trained and competent workforce

• Responsible management of changes and / or amendments

• Financial performance

IBK has established the following Business Management objectives to support and implement the Business Management Policy, to meet requirements for products and processes, and to improve business performance:

Objectives

-To monitor and continuously improve the Business Management System as per Objective Realisation Program (ORP)

-To adopt ethical business practices throughout the organization

-To adequately train all employees for their respective job profiles and increase their capability to take on new responsibilities and job functions

-To achieve the set level of Customer Satisfaction as per ORP

-To achieve the set level of Employee Satisfaction as per ORP

-To comply with customer-supplied job instructions, national and international standards, where applicable, for the job undertaken and regulatory requirements

-To achieve the set level of on-time Service delivery to customer as per ORP

-To achieve the set level of error-free documentation and record keeping as per ORP

-To set and monitor the Key Performance Indicators (KPI) of our Business Management

-Processes, achieve the targeted level set by the ORP and continually improve their effectiveness

At appropriate intervals, objectives shall be monitored and evaluated for progress status.

Objectives may change or be modified to reflect changing industry and/or business trends and requirements, or in response to improvement opportunities identified in management review. When objectives shall be reached, they may be set aside or be redefined, setting higher goals.

5.4.2 Business Management System Planning

Plans are formulated to set goals and priorities and to provide processes and resources to assist in accomplishing objectives.

LOCAL OFFICE’S RESPONSIBILITY

It is the responsibility of the local office to makes plans to achieve the company’s Business Management Objectives through awareness, provision of appropriate resources, implementation of operational process controls, staying current, and the monitoring and evaluation of the status and level of achievement where applicable.

Planning activities at the local level that will help to achieve these goals and objectives may include, but not be limited to:

• Conducting review of local operations whenever possible (management –of operations – review) to monitor status of regular activities such as training, calibrations, etc.; to identify existing or potential problem areas; to profile good ideas or exemplary performance; to ensure resources are adequate and all parties are properly informed of requirements, etc.

• Conducting training

• Holding safety meetings

• Performing verification checks at all critical points in the job process

• Ensuring the calibration / verification and maintenance of equipment is current

• Providing reference materials such as industry standards and procedures

• Developing computer programs

• Conducting audits or other checks to ensure conformance

• Developing error prevention tools and techniques rather than waiting for problems to occur and then applying corrective action processes

• Using tools and techniques provided, including incoming communications such as minutes, survey results, customer or corporate instructions, etc.

• Regarding changes and amendments as an opportunity to improve and stay current

• Identification and determination of interrelating Business Management processes (including permissible exclusions)

• Priorities for continual improvement

• Resources needed to achieve goals and objectives

• Resources needed to maintain and improve the Business Management System

• Change management

Planning shall ensure that the elements and processes of the Business Management System are appropriate for their intended purpose and that the system is effective and efficient, so that requirements for products, projects and contracts can be met. It shall also ensure that an infrastructure is in place to promote the identification of opportunities for continual improvement and to assist in the achievement of goals and objectives.

The Management Representative shall collate pertinent data/information from all relevant processes across all the departments in the organization and present it to the Executive Director for drawing up the Objective Realization Program (ORP). The ORP shall indicate the present status of the individual processes relative to the set objectives and specify targets for improvement of the processes in accordance with the Business Management Objectives, wherever required. The set targets shall be communicated to the members of the management through the Management Review meeting and/or otherwise.

Business Management plans shall be periodically evaluated through the Management Review processes and shall be updated, as necessary, to maintain the integrity of the system when changes occur. Business Management System planning output shall be implemented by means of this manual, associated operational procedures, and other referenced documents.

Local Goals and Objectives

It is the responsibility of the local office to identify and work towards achieving at least one local goal that will satisfy the ongoing quest for improved operations.

General good business practice goals, as listed above, generically require that everyone provide good customer service, operate as efficiently as possible, and comply with regulations and requirements; however, they do not count as LOCAL goals.

Local goals need to be something that is important or useful to THAT location as a result of some kind of measurement of local operations or incoming data. Adequate management (of operations) review should help to identify areas where a local office can improve its own operations. (5.6 Management Review)

IBK local goals could be:

• A cost cutting or time saving activity

• A performance improvement, such as an error-prevention measure or a new process control

• Something we want to achieve to make a bad situation go away (too much time spent on the work or finding misplaced reference materials; too much money spent on outsourcing testing, etc.)

• Something to enhance what we already have (you have the work but are spending too much money on overtime)

• Something that we want to work for that we never had before, but that would make our operations so much better / easier (additional or new equipment, computerization, etc.)

Beware of making goals that are vague (e.g. improve customer service, organize the office, etc.) because it is almost impossible to measure and profile progress towards attaining such vaguely stated goals.

Basically, local goals need to be:

Identified or justified (what prompted you to make this a goal: money problem, time problem, customer complaint, complaints from employees, changes in needs, etc.)

Clearly stated, including a targeted level of achievement (reduce electricity bill by 50%, increase level of training compliance from 60% to 100%, etc.)

Planned. You must be able to articulate what you plan to do to achieve the goal so that you set aside the time, money and resources needed to work on it. (Some simple examples: Lab overtime costs too high? Introduce a swing shift in the lab. Communication problem with inspectors? Buy them cell phones or beepers. Too much time spent looking for strapping tables or VEFs? File alphabetically in central place or enter into computer database.)

Measured to show progress. You MUST have some sort of baseline measurement to compare the results of your efforts to. The most practical way is to come up with matrix of previous results that measurements can be plugged into. (e.g. how much time or money spent, number of times something happened, etc.). Then measure current results and plug into the matrix for comparison. It is also very beneficial to produce graphs as visible evidence of progress towards your goal whenever possible. Usually a simple bar graph or line graph using different colors works really well.

It is better to have one or two local goals well planned, clearly documented, with visible evidence of progress, than to have an impressive list of poorly handled projects.

Change Management

It is also the responsibility of the local manager(s) to effectively implement significant changes and / or amendments in any key area in a responsible and timely manner, and to ensure that all pertinent parties are aware of the changes so that the operation stays in compliance with current requirements. Records of this process need to be kept.

Changes to the system may occur as a result of, as applicable:

• Customer requirements

• Modifications to organizational structure

• New technology / equipment

• Turnover of personnel

• Significant increases or decreases in volume of work

• Changes in industry or regulatory requirements

• Elimination of non-value added activities in order to improve efficiency

A “Change Management Procedure and Tracking Record”, (F-P-MAN-02-04) form is provided for the purpose of effectively managing changes. This form is designed to be both the procedure for making changes, and the record of assurance that:

• All pertinent steps are followed

• All relevant parties are informed

• This is documented.

In order to maintain the integrity of the system when it is modified, changes are managed and communicated through procedures in document control (4.2.3), internal communication (5.5.3), management review (5.6), training (6.2.2) and process control (7.5.1).

The steps involved in responsible management of change include the following processes, as applicable to the change:

• Process Control Maintenance of Industry / Regulatory Standards and internal standard operating procedures to ensure currency

  Management Review: Review of changes to determine the implication of the changes and the action items needed; subsequent review to ensure effective implementation of changes and the effect on the operation, as applicable

• Document Control Removal of obsolete documents and / or issuance of new documents, as applicable; completion of any documentation pertinent to the change

• Communication: Communication to all pertinent parties to ensure changes are known and implemented wherever necessary

• Training Development and conduction of training, if applicable; review of training for effectiveness

• Other any other process that might be dictated by the nature of the change(s)

Records

Copies of all completed and signed forms are to be retained on file as a record of change management. (4.2.4 Records Control)

Note: It is particularly important for ISO 17025 compliance to be able to provide evidence of a procedure and records for managing change and / or amendments to Laboratory Methodologies.

(7.5.1 Process Controls: B - Operational Procedures, Subsection: Laboratory - Procedure for Managing Amendments to Laboratory Methodologies)


SUPPLEMENTAL MANUAL

(Reference Global BMS Manual: 5.5 Responsibility, Authority and Communication )

BUSINESS MANAGEMENT SYSTEM SUMMARY

Functional Organization

Organizational charts are the means used to define all departments and the inter-relational functions within the company. Each Product Line / Division /Location shall post an organizational chart showing its structure and the areas of responsibility and authority within it.

See on the next page the Inspect Balkan Organizationl Chart.



5.5.1 Responsibility and Authority

The company utilizes the techniques of cascading leadership and employee empowerment to effectively manage the business and to communicate internally. This is accomplished through the formation of Business Management Teams at various functional levels within the company, such as Executive Management, Product Line / Region, and Local Offices.

Operations Support Team(s)/ QM/ QR  shall be maintained in key locations to assist all levels. Data from teams at all levels should be forwarded to the pertinent Operations Support Team for review, action or distribution to appropriate parties, as applicable.

Business Management Teams are a vital part of Inspectorate’s Business Process, and effective management of the business is dependent upon the existence and effective operation of the team system as a means of reviewing and addressing business and operational issues and communicating data at all levels within the company.

The Business Management System has defined the levels of responsibility and authority assigned to each functional level.

Top executive management is responsible for:

• The formulation of policies, procedures and objectives

• The provision of adequate resources and support services to enable the company to operate with technical excellence and in compliance with requirements

The appointment of a management representative who will have the responsibility and authority to implement the BMS, to ensure compliance, review it and report back on its continued suitability and effectiveness (Global BMS Manual - 5.1 Management Commitment)

Management at all levels within the organization is responsible for:

• Implementing the process

• Providing adequate resources

• Maintaining a safe work environment

• Attaining customer satisfaction

• Communicating requirements and providing feedback to all pertinent parties

Employees at all levels within the organization are encouraged to serve on any of the applicable Management Teams, and to participate in ensuring a high quality of service to the customers.

LOCAL OFFICE’S RESPONSIBILITY

Organizational Structure

The manager at each location is responsible for creating and maintaining an organizational chart. This chart shall:

• Show all functions within the department or office

• Clearly illustrate the correct reporting chain. For convenience, job function titles only may be used, if desired

• Be signed and dated by the manager and be posted

• Be updated no later than 30 days from when a change in personnel occurs that affects the structure.

Local Operational Management Responsibility and Authority

The manager at each location is responsible for:

• Direct implementation of the Business Management process

• Ensuring adequate resources are available to maintain technical excellence, conformance to internal and external requirements, and a safe working environment

• Attaining customer satisfaction

• Ensuring that the personnel he / she is responsible for are aware of the company’s business philosophy and objectives (5.4.1/2 Goals, Objectives and Change Management)

• Ensuring that all employees clearly understand the extent and limits of his / her responsibilities and the importance of their contribution to the achievement of business objectives through maintaining quality in operations, functional duties and customer service

• Communicating pertinent information to both upper management, to corporate departments (e.g. Safety) and to employees, as applicable

• Promoting, encouraging, and providing his / her fullest support to the local Business Management Team.

• Conducting regular reviews of local operations (5.6 Management Review)

• Making any resultant corrective, preventive or improvement action, as required

• Managing changes effectively and in a timely manner (5.4.1/2 Goals, Objectives and Change Management)

Employee Responsibility and Authority

Each employee has key responsibilities for:

• Awareness of the company’s business philosophy and objectives as stated in the Business Management Policy, and of his / her own role in achieving this

• The quality of data output and for all related operations

• Exercising his / her authority to contribute to the continuous improvement of customer service, to the internal processes, and to the overall effectiveness of the BM System

Local Business Management Teams (Location BMTs) Responsibility and Authority

These teams are comprised of employees in operational locations.

Each location with more than a single employee has the responsibility for organizing an appropriate local Business Management Team.

Purpose

The purpose of the local Business Management Team is to:

• Represent and support the Business Management System

• Provide leadership at a local level

• Empower employees to participate, contribute and make a difference to the Business Management processes and local work environment

• Communicate the results of local operational issue review to the OST for review, action or distribution, as applicable. (5.6 Management Review)

Structure and Requirements of Local Business Management Teams

Ideally, teams should include members from every department and /or function within the location (e.g. dispatch, inspection, lab, clerical, etc.) to ensure a well-rounded representation of all issues.

Every team should:

• Appoint a leader and a scribe

• Draw up a formal contract and have it signed by all team members to demonstrate commitment. This contract should normally include the purpose of the team, meeting times and duration, the number of members, minimum length of service on the team, code of conduct, and provision for timely distribution of minutes and / or agendas

• Meet at agreed intervals. Since local teams are required to address and review operational issues on an ongoing basis, meetings should not normally be less than once per month

• Coordinate and maintain close communication with their manager to ensure mutual understanding and cooperation

• Establish alternate means for members to still participate when unable to attend meetings

• Review and revise the contract accordingly when team members rotate in or out

(See 5.6 Management Review for details on function of teams)

No.

DESIGNATION

RESPONSIBILITY AUTHORITY

1

General Manager (GM)

Company administration, policies, strategic planning corporate finance, budgeting, operations and staff matters.

Responsibility includes liaison with Government, major

clients, and overseas offices. Overall responsibility for the

performance of the Company.

2

Management Representative (MR) / Quality Manager (QM)

Supervision of the entire Business Management System

(BMS) ensuring that all the business processes are

established, implemented and maintained effectively and

efficiently. MR/ QM is also responsible for the ISO certification

of the organization and reports to the General Manager.

3

Finance Manager (FM)

Overall responsibility for the Finance management of the company as per its job file.

3

Managing Operations Coordinator

Overall responsibility for operations in technical divisions.

 Reports to the General Manager.

4

Operations Manager

Overall responsibility for the operations in O & P, metals, minerals (Finished steel and Steel Scrap), agricultural products and fertilizers.

Provide statistical performance indicators, analyze feedback customer satisfaction questionnaires, manage customer complaints, responsible for preparing and approving quotations, contract review of inspection contracts, draft, proof read and issue certificates, provide on-the-job training and in-house procedures, review company's approved suppliers, co-ordinate advertising campaign.

Specific responsibility in marketing of the company’s services in the above sectors. Reports to the MOC and General Manager.

5

Operations Co-ordinator

Primary responsibility includes coordination and supervision of operations in the technical division. Specific responsibility in marketing of the company’s services in this sector.

Co-ordinate operations, co-ordinate physical inspections, issue quotes to client, draft, proof read and issue certificates, issue invoice to client, assist with marketing efforts, enter data into client database, send marketing material, follow-up calls, market research, customer satisfaction calls, send customer satisfaction questionnaires.

 Reports to the Operations Manager and MOC.

6

Systems Administrator

Overall responsibility for procurement, establishment and maintenance of IT equipments, computer networking and

office automation. Reports to the General Manager.

7

Inspectors (O&P, Dry)

Primary responsibility includes executions of operations in their respective departments. Perform physical inspections.

Specific responsibility in the company’s services in their respective fields. Reports to the respective Departmental Heads /Group Heads.

8

Secretary (SEC)

Materials In-charge

Primary responsibility includes procurement, storage,

preservation and issuance of materials for organizational

use. Prepare purchase orders and verify incoming supplies, review, distribute and verify incoming data and field data, responsible for incoming/outgoing post, responsible for booking travels. Reports to the Branch Manager/ General Manager.

5.5.2 Management Representative

Top management (GM) shall appoint the Management Representative (QM) who supervises the Business Management System and ISO certification in addition to his other official commitments. LBMT shall assist in this assignment, as applicable.

The Management Representative/ Quality Manager shall have responsibility and authority that includes:

- Ensuring that the processes needed for the Business Management System are established, implemented and maintained.

- Ensuring the promotion and awareness of customer requirements throughout the organization through issuance of procedures focused on attaining customer satisfaction, discussion in training classes, customer feedback, and internal audits and through other tools issued to various managers.

- Promoting internal communication at all levels and functions throughout the company

- Ensuring effectiveness and suitability of the Business Management System is regularly reviewed by gathering data, measuring, monitoring, analyzing and identifying opportunities or need for improvement

- Reporting on the performance of the Business Management System to the top executive management on a regular basis

- Communicating on matters relating to the Business Management System and ISO certification to interested external parties, as applicable.

5.5.3 Internal Communication

Internal communication processes within the company shall flow both upward, downward and as well as horizontal.

The Business Process Diagram (Ref. Section 4.1 and GBMS 5.5.3 and Annex 6 of IBK-BMS “Bussiness Process Diagram – Process Interrelationships and Communication Cycles” issued in GBMSM, Rev January 2006) shall define the major communication cycles within the organization. Various inputs and outputs shall be communicated to and from all levels and functions, and include policies and objectives, customer and regulatory requirements, manuals, operational procedures, resource needs, customer feedback, service reports, performance reports, minutes of meetings and statistical evaluation data.

LBMT shall ensure that appropriate communication processes are established within the organization and that communication takes place regarding the effectiveness of BMS. The communication may be verbal or written and may be done through fax, e-mail, notice boards, suggestion box, etc.

Awareness of requirements shall also be communicated through training and in operational meetings.


SUPPLEMENTAL MANUALS

(Reference Global BMS Manual: Sections 5.6.1 Management Review – General, 5.6.2 Review Input

and 5.6.3 Review Output)

BUSINESS MANGEMENT SYSTEM SUMMARY

Executive management makes provision for reviews of business performance and the Business Management System to be conducted on a regular basis.

Management review of the company’s Business Management System is conducted at several levels throughout the company under the direction of the Management Representative. Reviews may be:

• Regional / National

• Local

• International, where applicable

• In response to changing or special conditions and events

An Annual Business Management Review Report is presented to the General Manager for review and to enable him to:

• Evaluate the continued suitability and effectiveness of the system

• Formulate BM policies and objectives

• Make changes to the BM System, Policy and / or objectives, as necessary

• Direct the continuous improvement efforts of the Business Management Teams throughout the company

Information presented to executive management for review normally includes, but is not limited to, the following:

• Results of audits

• Customer feedback

• Process Performance and Product Conformance

• Corrective and Preventive Actions

• Follow-up on actions from previous management reviews

• Changes that could affect the Business Management System

• Training

• Safety

• Employee Recognition

• Improvement

Copies of the Annual Review Report are distributed to all field offices, and to other interested parties, by the OST. Any resulting action from this review will also be appropriately communicated and / or distributed, as applicable. Collation of data and distribution of results of extraordinary reviews are dealt with as dictated by the condition or event.

Records

All management Review records are regarded as Business Management Records (4.2.4) and shall be maintained accordingly. Records should be maintained both by the QM and by local offices.

LOCAL OFFICE’S RESPONSIBILITY / LOCAL MANAGEMENT REVIEWS

Management Review must also be conducted on a local level. Each location is required to monitor and report on local operational issues (field, office, lab) on a regular basis, normally at a minimum of once per month.

Primarily this is accomplished by:

• The local manager completing the Manager’s Monthly Review sheet

• Local employees forming a Local Business Management Team (LBMT), meeting regularly to discuss operational issues and potential improvements, and producing meeting minutes to record this. (5.5.1 Responsibility, Authority Structures)

Local Manager’s Monthly Review Checklist

A monthly review checklist is available as a tool for managers to enable them to:

• Conduct a quick review at the end of each month of critical local operational issues to ensure that they are being conducted as required

• Address any overdue items in a timely manner

• Have a record on file that management of operations review has been done

• Provide critical data to the QM for the collation and tracking of company-wide Key Performance Indicators (KPIs)

This checklist should be completed and communicated to the relevant QM/ QR. It is critical to understand that the value of this tool depends entirely on the accuracy of the information recorded on the checklist.

Important Note: If business pressures prevent a LBMT meeting from being held during the month, managers should consider adding some detailed notes to the comments section of the Manager’s Monthly Review checklist (such as: 2 proficiency audits conducted this month, CARs being reviewed for effectiveness, meeting not held because of ……, incoming communications distributed to all employees for review, etc.) when they complete it at the end of the month.

Doing this will provide a record that at least some local operational issues were reviewed and dealt with at this location during the month, as per company and ISO requirements.

Branch Local Business Management Teams (BLBMTs)

To accomplish the required management of operations review, the Branch local Business Management Team, in conjunction with local management, shall exercise leadership and the empowerment function of teams and hold regular meetings, normally a minimum of once per month.

Purpose

The purpose of these team meetings is, through the management of operations review process, to ensure adherence to company processes and policies, and to empower local operational offices to:

• Maintain and improve customer satisfaction by focusing on customer needs and ensuring excellent customer service

• Monitor, review and address business and operational issues to ensure full compliance to company, industry, regulatory and ethical requirements

• Ensure adequacy, accuracy and precision of material resources through the use of applicable process control tools

• Ensure a well-trained, competent and aware workforce

• Ensure the health and safety of employees

• Facilitate communications, both internally (by distributing incoming data to all pertinent parties) and externally (by submitting minutes to the OST)

• Practice effective problem solving techniques

• Address operational nonconformities by practicing effective problem solving techniques to identify problem areas, plan corrective actions, implement, prevent recurrence and review actions taken for effectiveness (reactive)

• Identify, plan for and / or take advantage of improvement opportunities

• Initiate preventive action and error-prevention measures (proactive)

• Provide for individual and / or team recognition

• Work towards attaining national or regional goals and objectives

• Use the data obtained from management review activities to identify local goals and objectives; to plan and implement means to achieve them; and to regularly monitor and report the level of progress towards the targeted goal(s). (5.4.1/2 Goals, Objectives and Change Management)

• Generally offer leadership, support, feedback and / or information, as needed

• Encourage all employees to participate by submitting suggestions, ideas, questions, new documents or procedures, etc. to the team; or by assigning them to work on special projects

RESOURCES FOR REVIEW (INPUT)

Resources available to the local offices to assist in the management of operations review may include, but are not limited to:

• Meeting minutes (local previous minutes, minutes from other BMTs, OST, etc.)

• Audit results (customer, internal, safety, field personnel, supplier, etc.)

• Survey results (customer, employee, etc.)

• Incoming suggestions or good ideas

• Incoming Corrective Action Requests

• Error prevention activities (maintain a current error prevention list)

• Business Management Review reports

• Incoming directives, work instructions, customer requests, informational memos, etc.

• Management reports (overdue invoicing listings, benefit changes, safety issues, etc.)

• Document changes (new/amended documents and procedures, Industry Standards, etc.)

• Status of local procedural requirements (equipment verification / maintenance, training, safety requirements, etc.)

• Results of local process control statistics (QC charts, repair costs, job turnaround time, etc.)

• Local operational incidents or problems identified during the course of normal business

Generic Tools

To ensure everyone has the opportunity to participate in managing local operation issues, regardless of whether they are members of the Business Management Team or not, the local BMT (in conjunction with management) is responsible for making available to all employees the following items, as applicable:

• Corrective Action Request and Suggestion forms

• Record of Customer Concern forms

• Safety Report forms

• Problem-Solving tools

• Relevant customer data

• Incoming reports, directives, instructions, etc. (i.e. Audit results, survey reports, safety information, minutes from other MRMs, memos from management, etc.)

• Changes to procedures, Industry Standards or regulatory requirements

• Relevant statistical data (i.e. customer satisfaction levels, repair costs, report generation time, percentage/areas of nonconformance, etc.)

Guidelines for Effective LBMT Meetings

Follow an agenda each time. This gives the meeting some structure and reminds members of the types of things that need to be addressed during meetings.

Use headings when writing the minutes. It helps you to remember to review items and makes it much easier to track items that need follow-up action or review in subsequent minutes. Consider using headings such as “Corrective/ Preventive Action” or “Improvement Action” or “Error Prevention Actions” to highlight the operational management review activities that each office is required to perform.

Use dates and/or item names when reviewing minutes, surveys, memos, etc. This puts the review on record, and allows you to know exactly what has been dealt with and what has not. It also lets the OST know whether you have received pertinent information (mail, faxes, etc. do sometimes go astray) and that the information is being circulated (not sitting on someone’s desk buried under other stuff!)

Consider creating a “Reminder Chart” for the office, which the LBMT can look at each meeting to see what is due, what duties need to be allocated, what has been completed, etc. Locations using one of these charts are doing an excellent job of staying on track.

Set goals for BMT projects and / or activities which make operations at your location better or easier (e.g. clean up the retain mess, track and chart paperwork errors, investigate a better way to ….?, etc.) This is part of operations management review. The goals and objectives you set and attain can be used to demonstrate that the requirements in 5.4.1: Business Management Objectives have been met at the local level.

Make the goals / activities realistic. Better to just work on just 1 item properly, with adequate documentation in the minutes, than to try 3 or 4 half-heartedly. Keep your goals pertinent to your operations.

Set a time period for report back – either for completion of the project, or for evaluation of the effectiveness of the actions taken. Record this in the minutes to show you have done this. All action items should be reviewed and evaluated for effectiveness at some appropriate time.

Displaying progress reports on action projects, it is a really good idea. People show more interest in projects if they can see where they are going and how they are doing. A simple line graph would probably suffice.

Assign responsibilities / duties to team members (and others). This helps to promote team spirit if everyone has a part to play, and it is perceived as being important to the whole group.

Define what “accountability” means to your team. e.g. If you expect written reports on action items to be turned in each month, then say so up front, and set “consequences” for not following through (cleaning the retain area for a week!!!), and have everyone agree. Doing this sets the rules for everyone – no surprises; shows everyone that a team is only as strong as its weakest link. And it stops resentment from building up when it is perceived that some are carrying a greater load than the goof-offs. Nothing kills a team’s enthusiasm quicker than resentment and internal bickering. Do use an element of common sense about the “failure to follow through” because sometimes there are extenuating circumstances. Find an alternative method in this case.

These things need NOT be written into the BMT contract – work it out for your location given your circumstances and the personalities of the personnel involved at that time. Managers – this is an area where your guidance is critical.

Keep it all together. It is a good idea to have some sort of BMT depository that everyone knows about and uses. As any of the items mentioned in the agenda come into the office, they can be placed in this depository until meeting time. Saves time (looking for things), effort (trying to remember what came in) and ensures that all pertinent information is covered by the people who most need to know what is going on in the company – the employees!!!

Communicate - circulate information. If you need to get the word out to everyone (including those not on the BMT) an excellent means is by “informational memo” which is signed by all pertinent employees agreeing that they have read and understood the message. No one can come back later and say “I didn’t know”, and a copy of such a memo provides strong documented evidence of action taken when responding to a CAR issued as the result of a screw up (especially if the CAR was issued by an external party such as a customer).

Action Items. You do not have to wait until a CAR is issued before reviewing corrective action. If you are doing your management of work / operational issues review effectively, there may not be many CARs issued, because you are using other tools available to you to accomplish what you need to do. However, without a CAR, you will not have physical evidence of action taken, so you still need to document any corrective action taken in BMT minutes to get credit for it.

Many times during normal operational activities, actions are taken to correct a problem or a potential problem. This might be something like finding out you are using an incorrect calculation and you need to bring the correction to everyone’s attention. Or it might be a safety hazard that had to be addressed. Perhaps someone was caught using uncontrolled documents. Maybe the customer’s instructions were not followed correctly, or incorrect analysis was performed. All of these items required corrective action to be taken – usually immediately!!! Most of the time, no CAR is issued!!

However, the immediate action usually tends to be a “band-aid” remedy to keep things moving. To really correct the problem you have to look at what caused it (root cause analysis), how to prevent it from happening again (talk about this in the BMT meeting), and distribute the word to everyone (minutes and / or informational memo). To ensure that the problem has been corrected, the actions taken should be reviewed for effectiveness within an appropriate period of time

Profile the Positive. Record and share all those good ideas and activities that are being done in your office. Creating an Error Prevention list is a good way to start becoming aware of just how many good things are happening on a daily basis. Keep the list current as additional good ideas and actions are brought forward. Nothing is insignificant if it saves time, stops a problem, improves the work environment, etc.

REPORTS OF LOCAL MANAGEMENT REVIEW (OUTPUT)

These local management review activities must be documented and kept on record. The recorded data is communicated to the OST in the form of Manager’s Monthly Reviews, BMT minutes, suggestions, corrective action requests (CARs), and / or any other appropriate medium.

Advantages of Effective Management Review

Effective local management reviews can benefit the operation in many different ways, including but not limited to:

• Improvement of the BM System, such as revision of a procedure; a new form; additional training; improved ways of performing specific tasks; reduction in errors, etc.

• Improvements of our service to our customers, such as improvement delivery times; electronic reporting; tighter process controls; improved customer awareness, etc.

• Improved resources, such as assignment of personnel to specific projects; dedication of space, equipment or other physical resources; new training; better budgeting, etc.

Impediments to Effective Management Review

As with Manager’s Monthly Review reports, the value of the BMT minutes as a management review report depends entirely on the quality of the information recorded in the minutes.

Most times, very productive meetings are held, but often they are poorly recorded in the minutes, thereby decreasing their value and shortchanging the location. For instance:

• Review of incoming communications is not recorded. Therefore, there is no way for the OST or other interested parties to know if information is reaching all employees

• Customer issues are not recorded (not even review of Customer Satisfaction results)

• Follow up on action items is not recorded – they are just left hanging (sometimes for months!)

• Amendments and changes to procedures, requirements, etc. not recorded so no evidence that they have been implemented

• Identification such as dates, tracking numbers, etc. are not recorded, so unable to prove what was actually reviewed

• Goals are mentioned but no follow-up status reports - no record that goals were ever accomplished

• Existing minutes may be overwritten with only the date changed leaving a poor impression of the quality of the meeting held

• Critical operational issues such as audits (safety, proficiency, etc.), the status of equipment verification, training, etc. are not mentioned

• Improvements and error-prevention activities are not recorded

• Supporting documentation such as CARs, suggestions, informational memos, graphical evidence, etc. are not attached

BMT Meeting Minutes Format

To capture the essence of each local management of operations review meeting, an format should always be followed when writing the BMT meeting minutes. This helps to produce a comprehensive report on and record of review of how the local operation is being managed. It also serves as an agenda for the next meeting.

An example of such a format follows. Note the headings, which cover all critical areas of operation, with examples of possible review and discussion items listed below. (See P-MAN-01 procedure & forms)

 

Top Executive Management shall make provision for reviews of business performance and the Business Management System to be conducted at least once in six months. The purpose of the reviews shall be to evaluate the suitability and effectiveness of the system, to identify any opportunities for improvement, and to consider the need to make any changes to the Business Management Policy and/or Business Management objectives. The Management Representative shall distribute the agenda well in advance to all the members of the review meeting prior to conducting of the meeting.

All data shall be coordinated through the LBMT directed by the Management Representative.

Additional reviews of all or part of the Business Management System processes may be scheduled in response to changing or special conditions and events. Collation of data and distribution of results of such extraordinary reviews shall be dealt with as dictated by the condition or event.

The Management representative shall distribute to all the members of the review meeting as well as to all LBMT members, and to other interested parties, copies of the Minutes of the Review Meeting. Any resulting action from this review shall also be appropriately communicated and/or distributed, as applicable.

Details for conducting Management Review are covered in the Process and Procedure Manual – (Ref. PPM: P-MAN-01).


SUPPLEMENTAL MANUAL

(Reference Global BMS Manual: 6.2.1 Human Resources – General; 6.2.2 Competence, Awareness and Training; 6.2.3.  6.2.4)

6.1 Provision of Resources

Inspect Balkan shall be committed to providing adequate resources for the implementation, maintenance, and continuous improvement of the Business Management System, and for addressing customer satisfaction.

The LBMT shall identify resource requirements at their level, and ensure that adequate resources are available to ensure proper execution of duties and customer satisfaction. This shall include provision of documented procedures and assignment of trained personnel, as applicable, for:

- Management of the Business Management System

- Performance of work

- All verification activities to ensure conformity to requirements and enhanced customer satisfaction

- Management Review activities

6.2 Human Resources

6.2.1 General Human Resources/Personnel Policy

IBK shall be committed to ensuring that all personnel whose work affects the quality of the organization’s services to its customers have the appropriate education, training, skills and/or experience required to competently perform their duties and to maintain technical excellence in conformance with the Business Management plan. This policy shall include personnel in:

• Top management functions

• Resource management functions

• Product realization functions (providing the service to our customers)

• Measurement, analysis and improvement functions

• Support service functions

6.2.2 Competence, Awareness and Training

It is the local office’s responsibility to ensure that all employees are aware of the requirements associated with their employment, and have the education, training, skills and experience required by company policy for their job functions.

Competency requirements for the various business functions within the company shall be identified and primarily established by means of written job descriptions. These items shall be used as guidelines by management when assigning personnel. Competence may be determined by comparison between functional job requirements of personnel and their qualifications and/or skills. The competence of personnel may be evaluated using various sources, which include but are not limited to:

• Training records

• Resume / Curriculum Vitae

• Previous work experience

• Examinations, tests or field audits

IBK shall identify and establish training and awareness programs on an as-needed basis.

Departmental Heads / Group Heads shall consult on training and awareness needs and requirements and, in conjunction with the Management Representative, establish ways and means to ensure that appropriate training is provided to ensure that personnel:

• are familiar with relevant requirements of the Business Management System pertaining to their job functions

• possess the required knowledge and operational skills for performing their jobs

• understand the importance of customer requirements

• are familiar with pertinent rules, regulations, and Industry Standards

• understand the relevance of individual contributions to meeting customer requirements and achieving Business Management policies and objectives

To attain this level of excellence all employees, regardless of job function, need to approach it from three distinct focal points. These are:

• Competence

• Awareness

• Training

COMPETENCE

It is the responsibility of local management to ensure that the level of competency required to adequately perform the various job assignments is maintained, and that proof of competency can be produced upon demand.

The level of competence required for various job functions have been established by means of written job descriptions maintained by the HR Department. In addition, the work-related tasks detailed in job function training record books detail the level of competency required to fulfill specific job assignments competently.

Job descriptions establish the minimum requirements for each job function. Copies of job descriptions can be obtained from the HR Department.

The individual work-related tasks detailed in field office personnel Training Record Form establish the level of competency required to ably fulfill various job assignments.

Note: Management should use the items signed off as satisfactory as a guideline when assigning personnel to perform various tasks.

However, training alone does not necessarily result in competence and skill. Frequently activities must be practiced and then competency must be proven. Skill-levels also must be kept current.

An equally important role is played by other factors.

• Experience is a major factor in attaining competency. Frequently, activities must be practiced repeatedly before competency can be proven

• Skill levels must be kept current. Changes in procedures, methodology, technology, etc. must be observed and incorporated into daily activity as soon as possible

• Skill levels and competency must be periodically evaluated by means of various process controls to ensure that competence is maintained at a high level. These include cross checks (such as Round Robins), quality control charts, written and / or oral tests, and job function performance / proficiency audits

 

Evaluation of Competency

Competency may be determined by comparison between functional job requirements of personnel and their qualifications and / or skills.

The competency of personnel may be evaluated using various sources, which include but are not limited to:

• Training / education records (certificates, diplomas, etc.)

• Resumes / Curriculum Vitae

• Previous work experience

• Demonstration of skills competency (field inspector audits, laboratory technician proficiency audits)

• Examinations, tests

• Interviews

 

Proof of Competency

Proof of competency of personnel may be requested by customers, management, auditors, or regulatory bodies and must be made available upon request.

Competency may be demonstrated through records such as the following:

• Professional certification (e.g. IFIA)

• Test results (e.g. Safety)

      • Competencies signed off as “satisfactory” in personnel Training Record Forms

Therefore, when competency has been demonstrated, records must be kept by local management, by the Human Resources Department, and / or by the OST Department (QM).

• Training databases (local or OST)

• Specific training-related files (local or OST)

• Personnel files

AWARENESS

Each employee, regardless of job function, has the responsibility to understand the requirements, expectations and limitations of their job functions and to be aware of and company’s employment policies.

It is critical to be aware of the following:

• The company’s policies (including the Ethics Policy) and procedures and where to find them (such as in New Hire packages / Before You Go To Work module / Employee Handbook; in procedural manuals; in training classes, etc.)

• Requirements related to job function(s) (such as customer; company; local; industry standards and regulations etc.)

• Job duties (know exactly what is expected of you; how; by whom; when and where, etc., and know the effect that your job performance has on the entire job assignment)

• Tools provided by the company or local management and how to use them (training; work instructions; procedures and forms; checklists; process controls; safety program; CAR and suggestion forms; Problem-solving tools and techniques, BM Teams, reference materials, etc.)

• Work environment (being observant for potential problems, unsafe working conditions, etc.)

• Safety requirements for  job function and work environment (Safety manual)

• Changes, amendments and / or improvements when they occur. (customer requirements, industry standards or regulatory requirements, business needs, etc.) Those who react quickly and efficiently to changes in order to stay current tend to stay on top of the game.

• Goals and objectives (company, local, personal) and the plans to achieve them.

• Opportunities for improvement

TRAINING

It is the responsibility of local management to make every effort to ensure employees receive relevant training, either by attending formal classes or by viewing self-study training modules in a timely manner. However, if legitimate reasons preclude this from happening by the due date, employees will be expected to attend the next available training class or view the training modules at the earliest opportunity.

Job descriptions, company policy, and customer or regulatory requirements are the basis for establishing and providing job training.

Training Requirements

All employees should have the minimum education, training, skills and / or experience required by company policy for their job functions in order to competently perform their duties and maintain technical excellence.

Note: Certain self-studies may be considered as a means of formally recognizing skills as an alternate form of training. When applicable, self-study competencies should be recorded.

The OST/ QM maintains personnel training records of the formal training classes offered in-house, and will notify local managers when personnel are due for training.

Categories of Training

Some of the training and awareness programs are conducted on a company-wide basis, some at the local level, and others on an individual level. Inspectorate provides and supports the following categories:

• Business Management System Training

• Ethics Training

• Safety Training

• Job Function (job-related) Training

• Customer-required Training

Training programs for operational activities that affect the quality of our business are conducted in an applicable format. These could include:

• Formal in-house training classes

• External seminars, conferences or courses, (usually in specialized areas such as computer operations, technical applications, operation of equipment, etc.)

• On-the-job skill training (working under a more experienced employee)

• Cross training (working with personnel in different job functions)

• Self-study training (watching videos or computer modules, studying professional reports / literature, etc.)

• Computer-based interactive training

At times, training needs may be identified through analysis of nonconforming incidents that reveal inadequate or lack of training as a root cause.

Refresher training is conducted at scheduled intervals, as applicable, to help maintain a high level of competency of the workforce.

 

Other Training

More specific training, as appropriate to each job classification, will be given as necessary.

 

Training Schedules

It is the responsibility of each location to maintain a local training schedule indicating the status of required training and / or training due dates for all its employees.

Schedules of in-house training classes offered each calendar year are drawn up by the OST/ QM/ QR and made available to all locations on-line and / or distributed along with OST/ QM minutes.

Records

All training and competency records are regarded as Business Management records and shall be maintained accordingly. Retention periods are determined by local laws and / or by company policy. (4.2.4 Records Control)

Details of training and competency records are covered in the Process and Procedure Manual – (Ref. PPM: P-HR-01 and P-HR-02).

6.3 Infrastructure

IBK is committed to identifying, providing and maintaining the appropriate infrastructure for all the processes within the Business Management System to ensure conformity to product requirements. This shall encompass all of the physical resources needed to create the product and to provide it to the customer, such as buildings, work space, facilities and support services.

Facilities may be expanded or modified to improve productivity and/or quality, to improve the work environment, or to accommodate capacity and/or work expansions. Changes in products or processes may also require the planning of new or modification of existing facilities.

External contractors shall normally perform maintenance of facilities. Regularly scheduled maintenance services may include cleaning, landscaping, inspection of lighting, ventilation and air conditioning systems, as applicable. Repairs to buildings and facilities shall be contracted as needed. General housekeeping maintenance of areas of operations such as sample retention facilities, record storage areas, etc. shall also be included in the maintenance plan and activities. Utility services such as water, electricity, gas, and waste collection shall normally be provided by local utility companies.

IBK shall monitor and perform regular housekeeping activities of its infrastructure and support facilities and ensure that they are in working condition. Health and safety related equipments shall be regularly checked for sufficiency and availability at the right place and at the right time.

Coordination of these services is the responsibility of the personnel as nominated by LBMT.

Maintenance processes for computer hardware and software and office automation equipments viz. photocopiers, fax machines, telephones, etc. shall be established and directed by the relevant Systems Administration provider.

Records of maintenance, service and repair of equipment shall be kept.

Details of infrastructure/equipment maintenance are covered in the Process and Procedure manual – (Ref. PPM: P-ADM-01).

6.4 Work Environment

IBK shall endeavor to provide and promote a congenial work environment for effective product realization.

IBK realizes the importance of its human resource and is committed to maintain a healthy and satisfied workforce. Basic medical facilities as determined by the company policy and service rules are provided to its employees. Safety of its employees is ensured within the office by provision of safety equipments like fire extinguishers, first aid boxes, etc..

IBK shall take all steps needed to provide a harmonious work culture through circulars, training programs on ethics, courtesy and public relations and any other measures that may be deemed fit from time to time.


SUPPLEMENTAL MANUAL

(Reference Global BMS Manual: Section 7. Product Realization)

7.1 Planning of Product Realization

IBK shall plan and develop product realization processes that are consistent with the requirements of other interlinking processes within the Business Management System (4.1 Quality Management System). This is illustrated in the Business Process Diagram, (Section 4.1) where all process relationships and internal communication cycles are shown. Procedures, documents and controls concerned with product realization shall ensure that the organizational activities shall conform to and meet business objectives and requirements, and that records demonstrating conformity shall be maintained. Copies of these procedures and documents shall be made available to all concerned employees (output of plans).

Product Realization Plan

Successfully applied, the planned product realization processes shall:

-Provide a consistently excellent service to our customers (8.2.1 Customer Satisfaction, 7.2 Customer Related Processes, 5.2 Customer Focus)

-Ensure that adequate resources are available to perform the quality services competently (6.1 Provision of Resources)

-Ensure that acceptance criteria are detailed and that verification activities are performed to confirm that product requirements have been met (8.2.4 Monitoring and Measurement of Product, 5.5.1 Responsibility and Authority)

-Provide well-trained, knowledgeable, courteous and efficient employees and management by providing adequate training (6.2.2 Competence, Awareness and Training)

-Ensure proper assignment identification and tracking and record archival (7.5.3 Identification and Traceability, 4.2.4 Control of Records)

-Ensure error free documentation and record keeping (5.5.1 Responsibility and authority, 7.5 Product and Services Provision)

-Maintain a formal system of improvement and innovation through continuous revision and review of the Business Management System (5.6 Management Review, 8.5.1 Continual Improvement)

-Encourage action to be taken on inputs and suggestions from the Business Management Teams throughout the organization (5.5.3 Internal Communication, 5.6 Management Review, 8.5.1 Continual Improvement)

-Provide for the maintenance of an effective approved Business Management process (5.4.1 Business Management Objectives, 5.6 Management Review, 8.2.2 Internal Audit, 8.4 Analysis of Data)

IBK shall prepare a “Quality Plan” specifying the Product realization processes for non-routine products / services and / or in case of exigency.

7.2. Customer-related processes

7.2.1 Determination of Requirements related to the Product

IBK is committed to clearly understanding the customer’s requirements, to communicating those requirements to all relevant parties, and to ensuring that customer requirements are satisfactorily met. The Business Process Diagram (Section 4.1) illustrate the interrelating business processes and define how IBK shall communicate customer requirements, company policies and procedures, industry and regulatory requirements, and customer feedback and complaints to and from all relevant parties.

Nomination procedures and documents (Ref. PPM: P-OPS-01 and FC-P-OPS-01) shall enable personnel to properly determine:

-Requirements specified by the customer, including the requirements for delivery.

-Requirements not stated by the customer but necessary for specified or intended use.

-Statutory and regulatory requirements related to the product

The Nomination Process

Fully understanding customer requirements is the most critical element of all our interrelating business processes, and is the infrastructure upon which procedures and documents have been established and incorporated into the Inspectorate Business Management System to ensure that customer requirements will be satisfactorily met.

Documents, procedures and resources are provided that will support Inspectorate’s commitment to satisfactorily meeting customer requirements by:

• Capturing the nomination information and defining the requirements to ensure clear understanding of the customer’s requirements

• Determining whether defined requirements of the assignment can be met and Inspectorate has the capability to perform the assignment in-house before committing to the job

• Resolving any differences in contracts or orders from those previously expressed

• Ensuring customer approval for any changes such as method substitution or external testing

• Communicating agreed upon requirements to all relevant parties

• Maintaining communication with the customer, as applicable

• Documenting the above, including any verbal communications, as a basis for subsequent verification activities

• Tracking and providing proof of verification at each critical stage of the job assignment through use of a critical path checklist

Records

All documents recording customer instructions and requirements, communication with the customer, and those demonstrating conformance to customer, statutory, regulatory or any other applicable requirements must be retained as Business Management records. (4.2.4 Records Control)

7.2.2 Review of Requirements related to the Product

The organization shall have procedures (flow-charts and/or written instructions) to ensure that customer requirements are adequately determined, clearly understood, and can be met, before committing to the job. Customer related processes are broadly described in P-OPS(s) (Operations Procedures).

IBK shall incorporate the following steps in all customer related processes:

- Define product requirements

No nomination or job instruction shall be confirmed as accepted until IBK clearly understands the job requirements including any available customer specifications.

Instructions and specifications received from a customer shall be communicated to all parties required to participate in the job assignment.

- Resolve contract or order requirements differing from those previously expressed

If the current nominations/ work instructions differ from those originally agreed or expressed, the differences shall be satisfactorily resolved with the customer and the resolution fully documented in the relevant job files.

- Ensure IBK has the ability to meet the defined requirements

The customer’s requirements shall be evaluated against expertise and capability on hand, as also against Inspectorate’s standard terms and conditions. If IBK is unable to comply, the customer shall be notified before proceeding, and all the communication details shall be noted in the job file.

- Subcontracting

All criteria concerning selection of subcontractors shall be satisfied before proceeding with the appointment (7.4.1 Purchasing Procedures). If applicable, customer instructions concerning use of external services shall be followed. While the basis for qualification and approval of subcontractors shall vary by need, the results produced by externally contracted services and/ or labor shall be clearly indicated in the pertinent job file.

When any verbal instructions are received from a customer, the requirements shall be confirmed with the customer in documented form before acceptance of the assignment by IBK.

When the original agreed instructions are changed/ amended, the same shall be transmitted to the relevant personnel performing the job to ensure that the revised customer requirements are conformed to. It is the responsibility of the person accepting the amendments or changes from the customer to pass them on to all concerned parties.

All documentation relating to the review of customer requirements, including any actions arising from the review shall be maintained in the job file and kept as Business Management System records. (4.2.4 – Control of Records)

 

7.2.3 Customer Communication

The Business Process Diagram in the Preliminary section of the Global BMS Manual illustrates the interrelating business processes, and defines how Inspectorate communicates customer requirements, company policies and procedures, industry and regulatory requirements, and customer feedback and complaints to and from all relevant parties.

Communication with the customer shall be a part of the functional duties at many levels and interfaces within the company. Depending on the activity, direct communication with the customer may be conducted by front office personnel, management at all levels, or personnel from marketing, administrative and supervisory functions. Indirect communication may be received through customer feedback activities such as satisfaction surveys, repeat business, customer recommendations, or even lost business. The Business Process Diagram (Section 4.1) illustrates the various communication cycles relating to the customer (Ref PPM: P-PUR-s).

IBK will determine and implement arrangements for customer communication with the overall aim of meeting customer requirements in connection with the following:

Product Information

IBK is committed to keeping customers aware of improvements to the services available to them. In addition they will be advised of any relevant changes in technical applications and standards that could significantly enhance the services provided by IBK, or which could be of interest to the customer in the pursuit of their own daily business.

Enquiries, Contracts, Nominations or Job Orders, Including Amendments

(See 7.2.2 Review of Requirements Related to The Product)

Customer Feedback, including Customer Complaints

(See 8.2.1 Customer Satisfaction, 8.3 Control of Nonconforming Product)

COMMUNICATING WITH PERTINENT PARTIES

It is the responsibility of the person(s) accepting the nomination instructions to effectively communicate with all pertinent parties, both internally and externally.

The Business Process Diagram illustrates the various internal communication cycles as well as those relating to the customer.

Internal Communication

Instructions and specifications received from a customer (from the formal contract, fax sheets or email, etc.) should be communicated to all parties participating in the job assignment, and should be kept available for reference at all times. The parties to communicate with include, as applicable:

• Inspectors, through the nomination information and precise and complete job orders

• Laboratory, through a copy of the nomination information or laboratory worksheets (Note: The Lab should be notified as soon as possible in order to be ready for the assignment.)

Other Inspectorate locations that may be performing part of the assignment (e.g. laboratory), through a copy of the nomination information and / or product specifications

• Other Inspectorate locations that may be performing a subsequent assignment (e.g. the discharge) through copies of reports, VEFs, etc.

• Other Inspectorate locations that will benefit from knowledge of significant conditions or specifications (e.g. changes to customer requirements or product specifications, problems with equipment on vessels or tank, safety precautions, etc.) Note: Any safety-related incident must be communicated to the Safety Department as soon as possible.

Changes / Amendments

It is the responsibility of the person(s) accepting the changes or amendments to original requirements from the customer to document them for reference purposes, and to pass them on to all relevant parties.

When the original agreed upon instructions are changed or amended, the changes / amendments must be communicated to all relevant personnel involved in performing the job to ensure that the revised customer requirements are understood and subsequently carried out to their satisfaction. Documented evidence that this has been done must be recorded in the job file.

External Communication

Communication with the customer is an integral part of the service to our customers and, therefore, is part of the functional duties at many levels and interfaces within the company.

All contact with the customer, including verbal contact, should be recorded in the job file or some other suitable location. (7.5.1 Process Controls, 7.5.3 Identification and Traceability)

 

Direct Communication With Customers

Local field office personnel need to be in constant communication with their customers to keep the customer up to date on the status of the job assignment as well as any problems that may have arisen, and / or to pass on any other data pertinent to the job assignment.

Additional instances when local offices need to be in communication with the customers regarding contracts, nominations, job orders and any amendments associated with them are detailed above in Ensuring That Defined Requirements Can Be Met.

Management at all levels as well as personnel from marketing and other administrative functions will communicate with customers to handle inquiries, customer contracts and / or nomination information, amendments to requirements, customer complaints, etc.

When complaints or dissatisfaction is expressed by the customer, immediate proactive measures are taken at the local office level and / or by upper management.

As an additional service to the customers, Inspectorate will:

• Keep customers aware of improvements to the services available to them

• Advise customers of any relevant changes in technical applications and standards that could significantly enhance the services provided by Inspectorate, or which could be of interest to the customer in the pursuit of their own daily business

Indirect Customer Communication

Indirect communication may be received through customer feedback activities such as:

• Customer satisfaction surveys (Global BMS Manual 8.2.1)

• Repeat business

• Customer recommendations

• Lost business.

7.4 Purchasing

7.4.1 Purchasing Process

Management of IBK has developed procedures (Ref PPM: P-PUR(s)) to ensure that purchased items conform to specified purchasing requirements from economic, safety, regulatory and product realization (the quality of our service) aspects, and ensure adequate verification of incoming supplies and maintenance of controlled records.

Scope of purchasing shall include the following:

a. Procurement of materials

b. AMC services

c. Sub-contracted services such as sampling, inspection and testing.

The evaluation and selection criteria for Suppliers and Subcontractors detailed in the Supplier Approval Record apply to ensure that the purchase of supplies and services is cost effective and practical, and enhances the quality of our service to our customers.

Authority to purchase, verification of incoming supplies, stock issuance, etc. shall be defined by the management (Ref PPM: P-PUR-01) and shall bear evidence in the relevant records related to purchase of products and services.

Suppliers and subcontractors shall be evaluated and selected from a business and commercial perspective as well as for quality of service.

A “Supplier Approval Record” shall be completed for each pertinent supplier/ subcontractor used, detailing the relevant evaluation and selection criteria applied, and the current approval status.

The approval criteria of each controlled supplier/subcontractor shall be re-evaluated at a minimum of once per year. The results of the re-evaluation shall be recorded on the List of Approved Suppliers List.

Purchasing procedure has been detailed under P-PUR-01 and P-PUR 02 in the PPM.

Control of outsourced services

Sampling, inspection and testing services (outsourced) shall be selected on the basis of the following:

a. Scope of inspection / test vis-à-vis infrastructural facilities

b. Competency level of manpower to be utilized for the purpose

c. Calibration / maintenance of equipments

d. Past service record

Service providers shall perform the job as per the work order and shall strictly adhere to the work instructions provided to them time to time by IBK. The performance of all service providers shall be monitored against each order and evaluated annually. The evaluated results shall be communicated to them for necessary corrective action and subsequent improvement.

Management may also decide on conducting audits of the service providers as per criteria and frequency set during management review. Any decision regarding service continuation / termination shall be made during management review on the basis of these performance evaluation and or audits reports.

Control of outsourced services procedure has been detailed under P-PUR-03 , “Subcontractors” in the PPM. (Refer PPM: P-PUR-03)

7.4.2 Purchasing Information

Each manager /departmental head / group head shall have a defined level of purchasing authority. The purchasing procedure (Ref PPM: P-PUR-01) shall indicate the person(s) authorized to make purchases and those responsible for verifying receipt of incoming supplies. It shall be the responsibility of the person authorized to make the purchases to ensure that the item being purchased is adequate for its intended purpose. The signature on the Purchase Order and/or entry in the Purchasing Records Logbook shall indicate that this has been done.

Purchasing Records (Supplier Approval Record, List of Approved Suppliers, Purchase Orders, etc.) shall be maintained as per the requirements. (Ref. PPM: P-PUR-02)

7.4.3 Verification of Purchased Product

All incoming materials shall be subjected to inspection or other verification activities before use to ensure that purchased product meets requirements against technical and/or contracted specifications.

Where IBK or its customer intends to perform verification at the supplier’s premises, the organization shall state the intended verification arrangements and method of product release in the Purchasing information (Purchase orders etc.).

7.5. Production and Service provision

7.5.1 Control of Production and Service Provision

IBK shall plan and establish operations control procedures within the Business Management System to ensure that all assignments are executed in compliance with customer instructions, industry and/or regulatory standards, company policy and planned objectives.

Interlinking processes of the Business Management system that contribute to effective operational control include:

Verification of Purchased Product (7.4.3)

Identification and Traceability (7.5.3)

Product handling and preservation (7.5.5)

Measuring and Monitoring Equipment and Devices (7.6)

Customer Satisfaction (8.2.1)

Internal Audits (8.2.2)

Process Monitoring and Control (8.2.3)

In-process and final inspections, and authority for release of product (8.2.4)

Control of Nonconformity Product (8.3)

Analysis of Data (8.4)

Through the Business Management System, product and process information and work instructions shall be established; operational processes shall be monitored, controlled and validated wherever applicable; measurement activities and analysis of data shall be conducted; procedures for final verification and release of product shall be defined; records shall be established and maintained; assignments shall be identified, traced and verified, as applicable; and customer satisfaction shall be monitored.

For legal and ethical reasons, when laboratory analysis results are found to be suspect, the company mandated procedures shall be followed to re-run analysis, to record amendment to the data, and to issue an amended certificate, if required.

Product Release and Delivery Activities

Final reports/certificates, invoices and all associated data shall be released for delivery to the customer only after all specified activities have been satisfactorily completed, and when conformity of the product to requirements has been verified.

Confidentiality

All data obtained from or for a customer shall be considered to be confidential, and the property of the customer. Any dissemination shall be subject to the customer’s written approval.

Note: IBK’s product is a service culminating in information, a written report and/or a certificate. The service ends once the report or certificate is delivered to the customer.

Unless required/requested by the customer specifically, post delivery service shall not be required. (Ref. 4.2.2 Documentation Requirements - Permissible Exclusions)

7.5.2 Validation of Processes for Production and Service Provision

The nature of IBK’s inspection and testing business is such that once the output of our production and service (final reports, certificates and associated data) has been delivered to the customer it is extremely difficult to validate it in the event that a deficiency is subsequently found.

In many instances, it shall not be possible to re-inspect, re-measure, re-sample or re-test the customer’s product for the following types of reasons:

The vessel in question shall be no longer available for inspection or measurement (e.g ship/barge has sailed)

The product or commodity in question may get blended with other products

The product or commodity in question may get shipped or disbursed

The sample of the product or commodity in question may get used up, disposed of, crushed, made into a composite, etc.

For this reason, the Business Management System processes shall emphasize strategic process controls, and require verification checks to be conducted at each critical stage prior to release of the final reports (Ref. PPM: P-OPS-01). The company’s business philosophy shall be to do it right the first time, as stated in the Business Management Policy (Ref. BMM: section 5.3), in order to minimize or eliminate the creation of nonconforming product (Ref. PPM: P-BMS-04).

Should the internal process controls and verification checks fail resulting in defective data/certificate being delivered to the customer, special processes (eg. Corrective Action, Preventive Action, etc.) are put into effect (Ref. PPM: P-OPS-01).

Revalidation

These activities shall also be reviewed and validated for effectiveness in normal Management Review activities by Business Management Teams (LBMT) and in internal audits.

Records

Records of all validation, corrective and preventive actions taken shall be kept as Business Management Records. (4.2.4 Control of Records)

7.5.3 Identification and Traceability

TRACKING AND VERIFICATION

It is the responsibility of the person accepting the nomination instructions and processing the assignment to initiate a Critical Path Sheet as a means of both identifying and tracking the job through all critical stages of the job.

The data captured in the nomination and review process of the assignment (and notations of any amendments made) is what the final report data will be verified against to ensure that customer requirements have been satisfactorily met. It is critical that the reason for any deviation from nomination instructions is clearly documented, and communicated, when appropriate. (7.5.1 Process Controls)

Dates and signatures on the Critical Path Sheet are a record that verification activities at each strategic stage of the assignment have been performed and of who performed them.

Each assignment and all related data shall be identified and traced through the entire process. Samples collected for analysis or retention shall be a means for us to perform our service and, therefore, subject to identification and traceability procedures (Ref. PPM: P-OPS-01).

Identification

Identification of our product shall be an integral part of the verification and control processes within the Business Management System that enables the status of conformance to requirements at various stages of our service and delivery to be monitored.

IBK shall suitably identify its reports, samples, certificates and all related data throughout the realization process and also identify critical stages during this process when the status of the product will be monitored and measured against planned results. This is achieved through assigning job and/or sample identification numbers (or equivalent), and by using various tracking mechanism to record status and verification for conformance at each critical stage. Invoices shall be uniquely identified and have a clear and unambiguous documented connection to its relevant job assignment.

Traceability

In order to trace job assignments, all components of it shall be suitably identified, which provides the ability to trace the history, application or location of a report, an activity or a person involved.

7.5.4 Customer Property

IBK shall exercise care with customer property while it is under its control or being used by the organization. Customer property includes the following:

Submitted Documentation (e.g. test reports, sales contracts, Letter of Credits, catalogs, etc.)

Submitted Data (e.g. technical specifications for a contract, product information)

Note: All data obtained from the customer, whether verbally or in writing, shall be considered as confidential and the property of the customer. At all times, the confidentiality of the customer’s intellectual property shall be protected through in-house control procedures, and any dissemination of this data is subject to the customer’s written approval. (7.5.1 Control of Production and Service Provision - Confidentiality).

Submitted Standard Samples

When a customer provides samples of a commodity or product to be used for comparison purposes during an inspection, they shall be clearly identified as being connected to a specific job. The responsibility for disposal of the supplied sample shall also be agreed with the customer.

Note: Samples taken by IBK in the course of an inspection shall not fall into the category of Customer Supplied Product. They shall have no commercial value and form an integral part of providing the information required in the preparation of our final product – a report and/or certificate.

Any submitted documentation, data or samples shall become part of the Business Management System and shall be subjected to the same procedures for identification, recording, storage, maintenance, retention and disposal etc. Whilst in the custody of IBK should any customer-supplied product be lost, damaged or rendered unsuitable for use, this shall be reported immediately to the customer. These reports should be retained as Business Management Records (4.2.4 Control of Records)

Details of customer property control procedures are covered in the Process and Procedure manual - Ref. PPM: P-BMS-09 “Customer property control procedure”

7.5.5 Preservation of Product

IBK shall ensure that, during internal processing and final delivery of product (data and its associated reports) to the customer, the identification, packaging, storage, preservation, and handling processes do not affect conformity of product requirements.

Identification:

Throughout the job process, each report and its associated data shall be identified with a unique job file number or equivalent. (7.5.3 Identification and Traceability) (Ref. PPM: P-OPS-01)

Handling:

The information generated during the course of each assignment shall be handled in confidence and in accordance with customer requirements.

Packaging, Storage and Protection:

Copies of completed reports and associated data shall be appropriately retained during the course of a job. It shall be stored in such a way as to allow easy and quick reference to be made whenever necessary, and to prevent loss of data due to damage or deterioration of any kind.

Computer generated reports should be archived and/or saved to a disk for appropriate retention.

Delivery / Distribution:

Upon completion of an assignment, information should be delivered to the customer in accordance with their requirements (e.g. mail, courier, e-mail, etc.), and in the format requested (e.g. full reports, selected reports, confirmation figures only, etc.)

Note: If only selected reports are delivered to the customer, the full report must remain in the job file for reference and for historical purposes.)

Release/delivery of final reports shall not proceed until all the specified activities, including any in-process amendments, have been satisfactorily completed and the related documentation is available and authorized. Final verification of reports before issuance to the customer shall be performed by the Departmental Head or his designated substitute.

Completion of this requirement shall be indicated by the signature on the final paperwork.

Preservation:

IBK’s product is an informational report and/or certificate. Once it has been delivered to the customer, it is no longer “product”, but becomes a record and is preserved accordingly. (4.2.4 Control of Records).

7.6 Control of Monitoring and Measuring Devices

In case IBK uses any devices for inspection, monitoring and measurement as per the contractual agreement, then these devices shall be appropriately controlled, verified or calibrated, and maintained in good order. On occasion, adjustments may be made to some equipment in order to bring the ‘calibration’ status back within tolerance. When applicable, this is done following the procedures laid out in the manufacturer’s manuals.

Equipment shall be operated by qualified personnel.

A planned maintenance program, as developed by the Operations Manager, shall be used to maintain equipment in good operational order and limit operational costs associated.

Calibration Traceability

All equipment is required to be metrological verified/ calibrated as necessary in order to provide traceability to National Standards. The calibration of testing and measuring instrument/equipment is to be contracted out to an approved subcontractor. Inspectorate must be able to illustrate authenticated traceability to National Standards of Measurement.

Where a calibration laboratory has been used e.g for Thermometer, their certificates will show the level of uncertainty in their measurements. These will almost certainly be negligible when compared to the level of accuracy required, however these should be checked in case the uncertainties are significant.

Verification / Calibration Records

Records shall be kept of all verification and/ or calibration and files will be maintained by the Operations Coordinator(s) / Site Supervisors, in a suitably indexed file. Wherever possible, calibration data shall be recorded on reformatted record sheets. All data will be recorded using permanent ink, and retained for not less than five (5) years. Records will include the following data:

• Date

• Equipment ID number and description (name or type, model number, serial number, etc.)

• Manufacturers’ name

• Standards used, both brand and concentration

• Test method

• Initials or name of chemist / technician performing the calibration

• Weights / volumes

• Calculations

• National system traceability, if applicable

• Verification / calibration interval

• Notations of any deficiencies / corrections

• Any remarks regarding repair and / or maintenance, as applicable

Verification / Calibration Schedules

Verification / calibration schedules shall be established, and shown on a frequency chart retained on file.

Verification of Previous Results

Should equipment be found to be out of calibration, any data that may be suspect (i.e. data obtained between the date of previous “in tolerance” verification and the date of “out of tolerance” verification) shall be carefully scrutinized for errors that may have been generated by such calibration inaccuracy.

(8.3 - Control of Nonconforming Product)

ROUTINE MAINTENANCE AND / OR PREVENTIVE MAINTENANCE OF EQUIPMENT

To ensure continuing quality performance, a planned equipment maintenance schedule that addresses both routine maintenance and preventive maintenance requirements for all local equipment should be developed and customized to each location. This schedule should be drawn up, and followed, for all equipment subject to preventive maintenance requirements.

Routine / preventive maintenance of equipment may include, but not be limited to:

• Visual ckecking of the equipment 

• Maintaining inventory of spare parts/supplies, etc.

• Performing general housekeeping

• Sample retain area cleanup

An example of routine maintenance would be to change the septum on a GC every 25 injections. A checklist (or similar tool) should be developed by the Operations Manager to monitor this.

An example of preventive maintenance would be to change gas cylinders when they reach 500 psi to prevent cylinders from going empty overnight. This could be costly to a thermal conductivity GC detector. A checklist (or similar tool) should be developed by the Laboratory manager to monitor this.

Maintenance Records

Routine and Preventive Maintenance activities should be noted in suitable records.

At minimum, maintenance records should include the following:

• Instrument / apparatus name/type

• Manufacturer’s name

• Model number

• Serial number

• Maintenance frequency

• Maintenance requirements

• Date

• Record of who performed the maintenance or service of equipment

• Details of the maintenance or service of equipment

Records shall be made using permanent ink, and shall be retained as Business Management records (4.2.4 Records Control)

Maintenance that results in significant modification of equipment must be described in detail and recorded in operations manuals for the specific item. Equipment shall be clearly identified in the record book and also labeled (where appropriate) to indicate dates and maintenance history.

Computers

Computer users shall be given a password to enable access to the software. Computers should have virus protection and anti-spyware programs installed which shall be run on a weekly basis, and means to regularly back up critical data. (7.5.5 Preserving Data)

Note: Work computers are for business use only and no personal files should be stored on them. Users should have no expectations of privacy.

MEASUREMENTS

Identification of Equipment

All items shall be identified with a unique reference. If a unique serial number does not come with the piece of equipment, one must be applied to the item before issuance . If applicable, the person to whom such equipment is issued shall also be entered in the equipment records. Cross reference MUST be made in the final shipping report to show which equipment has been used, for which measurement, and by whom.

Use of Shipboard Equipment

Wherever possible, Inspectorate equipment should be utilized for all measurements. However from time to time the need will exist to utilize shipboard measurements, gauges, meters or apparatus.

If this is the case then it is the responsibility of the Inspector on board the vessel to satisfy himself that the apparatus calibration status is within limits and that it is functioning correctly.

This can be done by obtaining a copy of the current calibration certificate and by comparison between measurements of shipboard equipment against Inspectorate equipment if is available. This information should be maintained in the Inspection report to ensure traceability and clarity in recording measurements.

Subcontractor Equipment and Measurements

Any Approved Subcontractor shall have the responsibility to provide documentary evidence relating to calibration status and traceability to national standards of equipment utilized when carrying out measurements on our behalf.

RECORDING OF MEASUREMENTS

Raw Data for each Individual measurement conducted by field staff shall be maintained in a legible, traceable manner within the Inspection Report.

The use of inspector’s notebooks is an INTERIM measure only whilst physically in the field and information should be transferred immediately on return to the office to the appropriate paperwork. Storage of information in notebooks only is NOT acceptable. Note books are NOT controlled documents. If a mistake occurs whilst recording data, one line shall be placed through the incorrect value, with the correct value added alongside along with the initials of the person making the amendment. It is FORBIDDEN to scribble out / make illegible (by use of tippex, correction fluid etc).

NOTE: EACH EQUIPMENT SHALL HAVE ATTACHED TO IT A STICKER SHOWING THE DATE VERIFIED / CALIBRATED, AS WELL AS THE CORRECTION FACTOR TO BE APPLIED, OR SOME OTHER MEANS TO INDICATE CURRENT STATUS FOR USE.

Details of Control of Monitoring and Measuring Devices are into the P-OPS-03 “ Control of Equipments” .


SUPPLEMENTAL MANUAL

(Reference Global BMS Manual: Section 8.)

8.1 General

In accordance with Business Management Planning (Ref. BMM: section 5.4), measurement and monitoring activities shall be planned and defined to ensure that IBK’s services are in conformance, and meet business goals and requirements, and continually improve the effectiveness of the Business Management System.

Relevant Procedures are established and made available to all employees. Statistical techniques shall be used, when applicable, to monitor and measure operational performance and capability of processes. Statistical techniques may be applied to, but not limited to, the following:

Process performance

Customer satisfaction

Employee Satisfaction

Corrective Action statistics

Improvement activities

Supplier / sub-contractor / Service Provider evaluation

Audit results

Status of Business Management objectives and other company-level data

The identification of the need for use of statistical techniques rests with the Management Representative in consultation with the Departmental Heads.

8.2 Monitoring and Measurement

8.2.1 Customer Satisfaction

In order to achieve total satisfaction of all our customers by completely meeting their requirements, various means shall be initiated to assimilate and assess customer feedback.

IBK shall encourage customers to rate its performance, list areas of potential improvement, and recognize employees for exemplary service on the Annual Customer Survey (Ref. PPM: P-BMS-10), through Questionnaire survey F-P-BMS-10-01. As such rating and recognitions are a direct expression of customer satisfaction or dissatisfaction, these surveys shall form one of the most important means used to determine customer satisfaction.

This survey form shall be sent out annually to the customers selected on a random basis.

The incoming data from these surveys will be assessed and summarized by the Management Representative for Management Review.

Details of customer feedback  in Evaluation of customer satisfaction Procedure, Ref. PPM: P-BMS-10.

8.2.2 Internal Audit

Regular internal audits shall be conducted to determine whether the Business Management System processes have been effectively implemented and maintained. Audits shall also verify that the Business Management System conforms to ISO 9001:2000 requirements, to industry and regulatory requirements, and to requirements and planned arrangements established by the company. (7.1 Planning of Product Realization).

Internal Business Management System process audits shall cover the full scope of the processes detailed in the company Business Management System manuals, unless designated as a special audit for a specific purpose. Each department should be audited a minimum of once per calendar year.

The Quality manager/ Management Representative shall be responsible for scheduling audits, assigning auditors, reviewing audit results, follow-up activities, as applicable, and maintaining audit records. Management representative shall also be responsible for ensuring that this data is available for management review activities, and for implementing any resulting corrective or improvement activity arising from management review decisions.

Details of Internal audits procedure are covered in the Process and Procedure manual – Ref. PPM: P-BMS-03.

8.2.3 Monitoring and Measurement of Processes

IBK shall be committed to planning and applying applicable monitoring and measuring activities to demonstrate the ability of the Business Management System processes to achieve planned results. This shall include the processes of management responsibility, resource processes, measurement and improvement processes and product realization processes. When planned results are not achieved, appropriate corrective action shall be taken to ensure conformity of the product.

Data produced by these monitoring and measuring activities shall be used by executive management to identify trends requiring action and/or opportunities for improvement to the processes of the Business Management System. (5.6 Management Review) Business Management System processes shall be monitored and/or measured in several different ways and categories. At minimum, data from the following is used:

The measurement and monitoring of customer satisfaction

Results of audits of the Business Management System

Analysis of business performance data and/or conformance of product statistics

The monitoring of trends in preventive and corrective actions

8.2.4 Monitoring and Measurement of Product

IBK shall be committed to monitoring and measuring their product at appropriate stages of the product realization process to verify that requirements have been met.

In planning for product realization, documented procedures and work instructions concerned with product realization shall be prepared to ensure that our services conform to and are consistent with stated objectives and requirements, and that records demonstrating this conformity are maintained. (7.1 Planning of Product Realization)

To attain the final report and/or certificate, job assignments are completed as per documented procedures. Job assignments shall be identified and monitored at every stage of the process to ensure continuous conformity to requirements.

If the services of a subcontractor are utilized in the execution of an assignment, this service shall be monitored to ensure that the integrity of the product is not compromised. Any incoming supplies that may be purchased specifically for a particular assignment shall be verified for suitability. (7.4.3 Verification of Purchased Product)

A major focus of the Business Management System shall be to prevent nonconformities rather than have to correct them. Therefore, various process and quality control checks shall be inherent within the system. Statistical techniques and tools shall be used to measure and monitor progress, accuracy and conformity. (8.1 Measurement, Analysis and Improvement)

However, if at any stage of the process it is clear that requirements have not been met, appropriate corrective action measures shall be taken. If applicable, the customer should be notified, given the relevant information and an explanation, as appropriate. (8.3 Control of Nonconforming Product) Feedback from customers shall be another means to monitor and measure whether product requirements are satisfactorily being met. (8.2.1 Customer Satisfaction)

The processes for monitoring and measurement of product shall further be evaluated during internal audits to verify that they have been implemented and are in use. (8.2.2 Internal Audit).

Final reports, certificates and/or invoices (and associated information) shall not be issued to customers until their accuracy and conformance to requirements, including any amendments, have been processed through a final inspection and verification check and authorized for release.

Acceptance criteria for product shall be established for each assignment based upon customer instructions, company policy and industry/regulatory requirements.

Before the report, certificate or invoice is issued to the customer, final verification shall be performed by the departmental heads or designated substitute. The signature on the final paperwork and on appropriate verification records will indicate the party responsible for approving release of the product to the customer.

Evidence confirming that data and reports were monitored, measured and verified at all stages of the assignment shall be maintained in the job files (Ref. PPM: P-OPS-01).

If it is established that customer requirements or specific procedures have not been fully met, records of subsequent corrective actions taken, together with details of customer contact, must be documented and retained in the relevant job files. (8.5.2 Corrective Action)

8.3 Control of Nonconforming Product

IBK’s product is an inspection and testing service that concludes in the majority of cases with a written report or certificate being provided to our customer. It shall, therefore, be more common in our business to experience nonconforming occurrences than nonconforming product. Every effort shall be made through the inherent process control checks and verification processes within the Business Management System to ensure that any nonconforming occurrences are detected and corrected in order to produce a final report that is in conformance.

There shall be two types of circumstance that may be classed as nonconforming occurrences:

Internal – where the product does not meet with the requirements of the customer due to an internal nonconformance, attributable to circumstances under the control of IBK. (e.g. errors in calculation; incorrect invoicing; delays incurred by late arrival of inspector, incorrect analysis; etc.)

External – where the product does not conform to the requirements of the customer due to external circumstances beyond the control of IBK (e.g. a commodity being suspect due to circumstances outside IBK’s control; a cargo suffering in-transit damage or loss; third party (terminal or vessel) equipment failure resulting in delays to the operation; etc.)

When a nonconforming occurrence shall be identified and corrected, the integrity of measurement and testing results will be verified through the use of both internal and external standards, and reference to historical data where available, to ensure conformity to requirements. Verification activities must be recorded in the job files.

All records relevant to the control of nonconforming occurrences will be retained as records for legal, ethical and normal corrective action review purposes.

Details of Control of Nonconforming product procedure are covered in the Process and Procedure manual – Ref. PPM: P-BMS-04.

8.4 Analysis of data

IBK shall collect, collate and analyze all applicable information and data required to demonstrate the suitability, adequacy and effectiveness of the Business Management System.

Information from the analysis of data shall be used either as part of management review input when the result of analysis already conducted shall be presented for review, or as part of management review itself when management shall conduct analysis of the collected data.

The following categories of information and data shall be recorded, compiled and analyzed:

Customer satisfaction and dissatisfaction

Conformity to product requirements

Characteristics and trends of processes and products

Suppliers

Business Management System

Analysis tools may include Graphs, charts, matrices, checklists and diagrams to gather, monitor and analyze data such as customer satisfaction, nonconformity trends identified in audits, supplier/subcontractor performance, etc.

Analysis of data shall be conducted at several different levels and functions within the company and at different frequencies.

8.5 Improvement

8.5.1 Continual Improvement

ISO 9001:2000 Section 8.5 describes continual improvement as follows “The organization shall continually improve the effectiveness of the quality management system through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventative actions and management review”

The purpose of this section is to describe the policy and procedures implemented within the IBK business to ensure compliance with the international standard clause.

IBK is committed to a philosophy of continual improvement throughout the company. All the projects shall be incorporated into the Business Management System. Inherent feedback loops shall be critical to the continual improvement process because they are the source of data or information from which continuous improvements shall be evaluated and implemented. (See Business Process diagram) (Ref: Sec 4.1).

Opportunities for improvement of the system and business operations shall be identified on two levels:

Continuously, by personnel in various job functions, based on feedback from daily operations. These shall tend to be incrementally small improvements, made by personnel working in the processes. The types of changes shall usually concern practices, procedures, elimination or simplification of activities, etc.

Periodically, as a result of a breakthrough in technology or industry norms, or through customer suggestions or requirements or market demands, management review data, based on analysis of long term trends and data, and/or by comparison of results to historical data or objectives. These improvements shall tend to be more complex in nature and are generally initiated by management or external forces. Changes may concern technology, new equipment, major process upgrades, etc., may cause major “jumps” in performance, and may be costly enough to involve capital investment.

The company shall use the following processes and feedback loops within the system to facilitate continual improvement.

The Business Management Policy

Analysis of Data

Business Objectives

Audit Results

Corrective and Preventive Action

Management review

a) Business Management Policy

Shall be formally reviewed at the IBK Quality Review Meeting, the Agenda of which shall always be in accordance with P-MAN-01, F-P-MAN-01-04, and timings as per P-MAN-01 “Management Review”.

b) Analysis of Data

- Key Performance Indicators (KPI’s)

KPI’s are developed to measure the effectiveness of the local office within a vital parameter of its service which may affect the quality of work produced by the site and hence prevent us from achieving and meeting our clients expectations which is also documented within our quality policy.

KPI’s can be set by top management or by local quality management. These must be discussed at the quality review meeting to discuss the effectiveness, their current level of performance – against the arbitrary target, and the level of the target itself – i.e can the target be adjusted due to improvements being noted or otherwise decreased due to the target not being achievable.

Additionally it is a requirement to produce a half-year branch BMS report for the IBK General Manager, the format of which is described in F-P-BMS-08-01 and Annual BMS report , F-P-BMS-08-02 (see P-BMS-08 “Quality Reporting”).

The following general KPI’s are set by IBK Management, and are currently being measured within the ISO 9001 Business management System.

IBK Management

Number of Credit Notes versus Number of Invoices per Month not to exceed 3%

The ratio of Quality Incident Reports (near misses) : Customer Complaints (Hits) shall exceed 3:1 when reviewed on an annual basis.

IBK Management and Administration are responsible for measuring and collating data. References to KPI’s and results shall be made within the Monthly Report to Senior Management. Failure to meet these targets will result in a Quality Incident being raised in accordance with procedures already described in this section.

All IBK branches

Acceptance of job shall be carried out within 1 working day of Nomination Receipt

Issuance of invoice shall be carried out within 1 working day after job completed

Responsibility of measuring this KPI falls with the local operational coordinators on a operation by operation basis. Failure to meet this KPI would result in a Quality Incident being raised in accordance with procedures already described in this section. Reference of performance with respect to Key Performance indicators shall be made in each areas monthly/ or half-year report to management.

Individual Branches

Each office is free to set Key Performance Indicators which are Important to their business by means of raising a Local Work Instruction – clearly specifying a target figure or timescale. This target should be specific and manageable and not static. Therefore as performance is reviewed the figures can be adjusted accordingly.

c) Business Objective(s)

Quality objectives shall be formally agreed on an annual basis, also at the IBK Management Review Meeting.

d) Audit Results

Whilst CAR’s are generated from audit reports, it is important to assess the effectiveness of audit proformas by reviewing graphically as to where the subsequent CAR’s reference to within ISO 9001.

This will allow the QM to review the effectiveness of the audit process and amend as necessary in order to continually improve systems.

e) Corrective and Preventive Action

As Corrective action requests or CAR’s can be raised from many different sources within the Business Management System, evaluating the distribution of these against the ISO 9001 clause. It is the responsibility of the IBK Quality Manager to present this information to the Management Review Meeting Graphically for discussion and evaluation of future focus areas.

IBK shall strongly promote the practice of error prevention. Many process control checks shall be incorporated into the Business Management System as error prevention techniques.

These may include, as applicable:

Checklists

Verification requirements

Audits

Management review activities

f) Management Review

Meetings are described in Section 5.6 of the IBK BMS manual and P-MAN-01.  However with regard to improvements the management review provides the forum for the review of previous Quality Objectives and the development of new policy, procedure and demonstrable objectives with the aim of continual improvement across the management system, at all times involving top management of the IBK.

Review of Quality Manual

– Suitability of policies

– Suitability of procedures

Setting of new Quality Objectives

Outcome of ISO 9001 External Audits

Outcome of internal audits

Audit schedule

Reports from Management

Complaints review

Corrective and preventive actions

Training

Client audits and customer feedback

Sales and Marketing

Changes in the volume and type of work

Safety

Resources (personnel and equipment)

Any Other Business (needs formally raising before meeting in writing)

All improvement actions shall be documented in management review minutes or reports.

Customer Complaints and Quality Incident Reports

When assessing Quality Incidents and Customer complaints, as per P-BMS-11 it is important to make reference to the clause within ISO 9001 where the incident has occurred and in addition the root cause of the problem which has resulted in a CCR or QIR. It is the responsibility of the QM to present this information to the Management Review Meeting Graphically for discussion and evaluation of future focus areas.

8.5.2 Corrective Action

Corrective action, including the elimination of recurrence of a problem, shall be one of the main cornerstones of our Business Management System improvement process. IBK’s goal shall be to eliminate recurrence of problems once they have been corrected, and at all times, to look for better ways to perform our jobs so that the potential for problems is minimized.

Areas where nonconformities or problems may be detected include, but are not limited to:

Customer service (complaints or grievances)

Processes or work instructions (failure to follow them, inadequate)

Job performance

Resources (equipment, staff, etc.)

Service from a subcontractor or supplier (handled through Purchasing procedures)

Nonconformities identified during internal, third party audits

Any other condition where nonconformity to specifications, documented procedures, industry and regulatory requirements, etc. is identified.

Identified nonconformities shall be categorized as follows:

Major Finding

A total absence of an element, procedure or control.

A total breakdown of a system or control.

A repeat finding of a major anomaly

Minor Finding

Ineffective implementation of a procedure or control element.

An isolated serious incident.

Concern or Observation

An isolated minor incident.

An identified weakness, which might turn into nonconformity.

Details of Corrective Action procedure are covered in the Process and Procedure manual -Ref: PPM: P-BMS-05 Corrective action.

8.5.3 Preventive Action

Preventing errors and problems before they occur, and identifying areas of improvement in the Business Management System process shall be a sound business practice of IBK.

The Preventive Action processes shall directly concern management and affect all other departments and functions within the company.

Areas where the potential for problems or unfavorable trends may be noted include, but are not limited to:

The Corrective Action data

Process Control Checks data

Customer complaints

Audit results

Business results

Management Review data

Action taken should include proper analysis of the causes of potential problem. The identified significance of the potential problem and its causes will assist in evaluating the appropriate action to be taken.

An important part of IBK’s Preventive Action process shall be the emphasis placed on “error prevention”. IBK’s goal shall always be to look for better ways to perform our jobs so that the potential for problems is minimized. Employees at all levels within the company shall be encouraged to participate in the continuous improvement process by practicing “error prevention” to eliminate the causes of potential problems and/or nonconformities.

While the results of all of these “error prevention” activities may not be individually quantifiable, collectively they will have a major impact on the way we do our business, and shall be strongly reflected in overall business results and in improved employee team spirit.

Preventive Action Procedure has been detailed in the Procedure and Process manual – Ref: PPM: P-BMS-06.


Approved by :                                                                            Data:

General Manager                                                                                   15.06.2007


1

Global Bussiness System Manual

GBMSM

January 2006/ April, 2007

2

Inspect Balkan Bussines Management System (Supplemental) Manual

IBK-BMSM

1/0

15.03.2007

3

Process and Procedure Manual

IBK-PPM

1/0

15.03.2007

3.1

Control of Documents

P-BMS-01

1/0

15.03.2007

3.2

Control of Records

P-BMS-02

1/0

15.03.2007

3.3

Internal Audits

P-BMS-03

1/0

15.03.2007

3.4

Control of Nonconforming Product

P-BMS-04

1/0

15.03.2007

3.5

Corrective Actions

P-BMS-05

1/0

15.03.2007

3.6

Preventive Actions

P-BMS-06

1/0

15.03.2007

3.7

External Documents Control

P-BMS-07

1/0

15.03.2007

3.8

Quality Reporting

P-BMS-08

1/0

15.03.2007

3.9

Customer Property Control

P-BMS-09

1/0

15.03.2007

3.10

Evaluation of Customer Satisfaction

P-BMS-10

1/0

15.03.2007

3.11

Claims and Complaints

P-BMS-11

1/0

15.03.2007

3.12

Group Claim Report

P-BMS-12

1/0

15.03.2007

3.13

Management Review

P-MAN-01

1/0

15.03.2007

3.14

Management Control

P-MAN-02

1/0

15.03.2007

3.15

Training

P-HR-01

1/0

15.03.2007

3.16

Personnel Performance Evaluation (Including Training Needs)

P-HR-02

1/0

15.03.2007

3.17

Petty Cash

P-FIN-01

1/0

15.03.2007

3.18

Capex Procedure

P-FIN-02

1/0

15.03.2007

3.19

Purchasing of Products and Services

P-PUR-01

1/0

15.03.2007

3.20

Suppliers

P-PUR-02

1/0

15.03.2007

3.21

Subcontractors

P-PUR-03

1/0

15.03.2007

3.22

Infrastructure

P-ADM-01

1/0

15.03.2007

4.

OPERATIONS MANUALS

4.1

Oil & Petrochemical Division Inspection Manuals

O&P-MA-GEN-01

1/0

01.08.2006

4.2

Inspection of Steel Scrap - Metals& Minerals

MM-MA-GEN-02-01

1/0

01.08.2006

4.3

Radioactivity in Steel Trade – Metals& Minerals

MM-MA-GEN-02-02

1/0

01.08.2006

4.4

Inspection of Steel Cargoes – Metals& Minerals

MM-MA-GEN-02-03

1/0

01.08.2006

4.5

AGRI Operations Manual

Agri-Ma-GEN-03

1/0

01.08.2006

4.6

Dry Fertilizers Inspection Guide- Fertilizers

FER-MA-GEN-04

1/0

01.08.2006

4.7

Draught Survey Guidelines

DRY-MA-GEN-05

1/0

01.08.2006

5.

Operations Procedures

P-OPS

5.1

General Procedures

5.1.1

Operations Guidelines

P-OPS-01

1/0

15.03.2007

5.1.2

Commercial Services

P-OPS-02

1/0

15.03.2007

5.1.3

Control of Equipment

P-OPS-03

1/0

15.03.2007

5.1.4

Sample Management

P-OPS-04

1/0

15.03.2007

5.2

OP Procedures

5.2.1

For Constanta Branch

P-OPS-OP-01-Ct

1/0

15.03.2007

5.2.1.1

O& P General Procedure

5.2.2

For Ploiesti Branch

5.2.2.1

INSPECTIA IN RAMPA AUTO

P-OPS-OP-01-Pl

1/0

15.03.2007

5.2.2.2

INSPECTIA IN RAMPA AUTOMATA

P-OPS-OP-02-Pl

1/0

15.03.2007

5.2.2.3

INSPECTIA  LA RECEPTIA SI LIVRAREA ULEIURILOR , AMBALATE SI GPL

P-OPS-OP-03-Pl

1/0

15.03.2007

5.2.2.4

ACTIVITATEA IN LABORATOR

P-OPS-OP-04-Pl

1/0

15.03.2007

5.2.2.5

GESTIONAREA PROBELOR MARTOR

P-OPS-OP-05-Pl

1/0

15.03.2007

5.2.2.6

INSPECTIA PRODUSELOR PETROLIERE LA DEPOZITELE PLK

P-OPS-OP-06-Pl

1/0

15.03.2007

5.2.2.7

LIVRAREA PRODUSELOR PETROLIERE PENTRU EXPORT PRIN OIL TERMINAL CONSTANTA

P-OPS-OP-07-Pl

1/0

15.03.2007

5.2.2.8

RECEPTIE TITEI LA REZERVOARE

P-OPS-OP-08-Pl

1/0

15.03.2007

5.3

DRY (only for Constanta Branch)

P-OPS-DRY

5.3.1

Dry General Procedures

5.3.1.1

P-OPS-DRY-01

1/0

15.03.2007

5.3.1.2

P-OPS-DRY-02

1/0

15.03.2007

5.3.1.3

P-OPS-DRY-03

1/0

15.03.2007

5.3.2

MM Procedures

5.3.2.1

xxxxxxxxxxx

P-OPS-MM-01 ..

1/0

15.03.2007

5.3.2.2

xxxxxxxxxxx

P-OPS-MM-01 ..

1/0

15.03.2007

5.3.3

Agri Procedures

5.3.3.1

xxxxxx

P-OPS-AGRI-01…

1/0

15.03.2007

5.3.3.2

xxxxxx

P-OPS-AGRI-02…

1/0

15.03.2007

5.3.4

Fert Procedures

5.3.4.1

P-OPS-FERT-01..

1/0

15.03.2007

5.3.4.2

P-OPS-FERT-02..

1/0

15.03.2007

 


F-P-BMS-01-01

“BMS Manual Template”,

2

1.0

15.03.07

P-BMS-01

F-P-BMS-01-02

“Revisions Control List ”,

1

1.0

15.03.07

F-P-BMS-01-03

“Procedure & WI Template

2

1.0

15.03.07

F-P-BMS-01-04

“Operation Manual Template”

2

1.0

15.03.07

F-P-BMS-01-05

“Policy Template”

2

1.0

15.03.07

F-P-BMS-01-06

“Distribution List”

1

1.0

15.03.07

F-P-BMS-01-07

“List of Controlled Documents

1

1.0

15.03.07

F-P-BMS-01-08

“List of Forms”

1

1.0

15.03.07

F-P-BMS-01-09

“Document Change request”

1

1.0

15.03.07

F-P-BMS-02-01

”List of Records to be destroyed”

1

1.0

15.03.07

P-BMS-02

F-P-BMS-02-02

“Record List Matrix”

2

1.0

15.03.07

F-P-BMS-03-01

“Annual Internal Audit Agenda”

1

1.0

15.03.07

P-BMS-03

F-P-BMS-03-02

“Internal Audit Invitation”

1

1.0

15.03.07

F-P-BMS-03-03

“Internal Audit Check List”

30

1.0

15.03.07

F-P-BMS-03-03.01

“Job Audit Check List”

7

1.0

15.03.07

F-P-BMS-03-04

“Internal Audit Report”

2

1.0

15.03.07

F-P-BMS-03-05

“Fisa auditor intern”

1

1.0

15.03.07

F-P-BMS-03-06

“Lista auditorilor interni”

1

1.0

15.03.07

F-P-BMS-03-07

“Criterii de evaluare auditori interni”

1

1.0

15.03.07

F-P-BMS-04-01

“ Non Conformity report” form

1

1.0

15.03.07

P-BMS-04

F-P-BMS-05-01

“CAR” form

1

1.0

15.03.07

P-BMS-05

F-P-BMS-05-02

“CAR Logsheet “ form

3

1.0

15.03.07

F-P-BMS-06-01

“Suggestion  Improvement request” SIR form

1

1.0

15.03.07

P-BMS-06

F-P-BMS-06-02

“ Suggestion Logsheet”

1

1.0

15.03.07

F-P-BMS-07-01

“List of External Documents”

1

1.0

15.03.07

P-BMS-07

F-P-BMS-08-01

“Half-Year BMS Report”

1

1.0

15.03.07

P-BMS-08

F-P-BMS-08-02

“Standardized Annual BMS Report”

1

1.0

15.03.07

F-P-BMS-10-01

“Customer Satisfaction Questionnaire:

3

1.0

15.03.07

P-BMS-10

F-P-BMS-10-02/1

“Analysis-List”

1

1.0

15.03.07

F-P-BMS-10-02/2

“Analysis-Importance”

2

1.0

15.03.07

F-P-BMS-10-02/3

“Analysis-Satisfaction”

2

1.0

15.03.07

F-P-BMS-10-02/4

“Analysis-Statistics”

1

1.0

15.03.07

F-P-BMS-10-03

“Customer Survey Record”

2

1.0

15.03.07

F-WI-P-BMS-11-03-01

“Investigation Questionnaire”

6

1.0

15.03.07

P-BMS-11

F-P-MAN-01-01

“Commitment Contract”

2

1.0

15.03.07