Project on TQM,

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TABEL OF CONTENTS

PACKAGES

INTRODUTION

HISTORY

Function of Quality Department

International Organization for Standardization (ISO)

ISO 9000 ISO 14000

Implementation in Packages

Problems in implementation of ISO Standards Cost Benefits of ISO implementation

Auditing

Internal Audits External Audit

References

Generated by Foxit PDF Creator © Foxit Softwarehttp://www.foxitsoftware.com For evaluation only.

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PACKAGES LIMITED

Introduction

Established in 1956 as a joint venture between the Ali Group of Pakistan and Akerlund and

Rausing of Sweden, Packages Limited provides premium packaging solutions for exceptional

value to individuals and businesses. We are the only packaging facility in Pakistan offering a

complete range of packaging solutions including offset printed cartons, shipping containers

and flexible packaging materials to individuals and businesses world-wide. Our clientele

includes illustrious names such as Unilever and Pakistan Tobacco Company, who have been

our customers for over 50 years. We employ over 3000 people and had sales of over US $

100 million in 2004.

Listed on all three stock exchanges in Pakistan, Packages Limited has maintained a long-time

credit rating of AA. Our joint ventures and business alliances with some of the world's

biggest names reflect our forward-looking strategy of continuously improving customer value

through improvements in productivity.

Packages has always been at the forefront of new developments in packaging research and

has pioneered several innovations, including the use of wheat straw as a raw material for

paper and board manufacture. Our on-site paper and board mill, established in 1968, has

constantly increased its production capacity. A new plant with even greater capabilities is

planned for the near future.

Our people are our greatest asset. We seek and retain people who feel there is no compromising on excellence, and a corporate culture in which our family can grow and thrive. Heading our multi-talented team is our leadership of experienced senior management. Together, we know how to combine our skills and knowledge to deliver state-of-the-art solutions to our customers.

BOARD OF DIRECTORS

Towfiq Habib Chinoy

(Chairman) Syed Hyder Ali

(Managing Director)

Syed Aslam Mehdi Shamim Ahmad Khan

Khalid Yacob Mujeeb Rashid

Matti Ilmari Naakka Syed Shahid Ali

Shahid Aziz Siddiqui Tariq Iqbal Khan

ADVISOR

Syed Babar Ali

COMPANY SECRETARY

Adi J. Cawasji


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EXECUTIVE COMMITTEE

Syed Hyder Ali - Chairman

Syed Aslam Mehdi - Member

Khalid Yacob - Member

Mujeeb Rashid - Member

AUDIT COMMITTEE

Shamim Ahmad Khan - Chairman

(Non-Executive Director)

Tariq Iqbal Khan - Member


Syed Shahid Ali - Member



(Director & General Manager)

Adi J. Cawasji – Secretary

BUSINESS STRATEGY COMMITTEE

Syed Hyder Ali - Chairman

Mujeeb Rashid - Member



SYSTEM & TECH. COMMITTEE

Mujeeb Rashid - Chairman


Suleman Javed - Member

History

Over the years,

Packages has continued to enhance its facilities to meet the growing demand of packaging

products.

The Bulleh Shah Project:

Packages is planning to relocate its paper manufacturing facilities from the existing location,

which has limited capacity for expansion, to a new site 54 km from the present one. This will

enable us to radically increase our paper and paperboard production from 100,000 to 300,000

tones per year. The packaging operation shall continue concurrently at the Lahore site.

In 2007-09, the company also invested in a new 35000 tons tissue paper machine which

commenced commercial production in 2008

In 2005, the company embarked upon its paper and board expansion plant at a new site

almost tripling its capacity from the current 100,000 tons per annum to 300,000 tons per

annum.


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In 2003,Packages entered into an agreement with Vimpex of Austria to provide management

and technical assistance to help in the operation, production optimization and capacity

expansion of a paperboard mill in Syria. A team from Packages is currently providing these

services and is close to optimizing mill production.

In 1999-2000, Packages Limited successfully completed the expansion of the flexible

packaging line by installing a new rotogravure printing machine and expanded the carton line

by adding a new Lemanic rotogravure inline printing and cutting creasing machine. A new 8-

color Flexographic printing machine was also installed in the Flexible Business Unit in 2001.

Packages Limited has also started producing corrugated boxes from its plant in Karachi from

2002.

In 1996, a joint venture agreement was signed with Printcare (Ceylon) Limited for the

production of flexible packaging materials in Sri Lanka. Packages Lanka (Private) Limited

commenced production in 1998. Packages Limited now owns 79% of this company.

In 1994, Coates Lorilleux Pakistan Limited, in which Packages Limited has 55% ownership,

commenced production and sale of printing inks.

In 1993, a joint venture agreement was signed with Mitsubishi Corporation of Japan for the

manufacture of Polypropylene films at the Industrial Estate in Hattar, NWFP. This project,

called Tri-Pack Films Limited, commenced production in 1995 with equity participation by

Packages Limited, Mitsubishi Corporation, Altawfeek Company for Investment Funds, Saudi

Arabia and the public. Packages Limited owns 33% of Tri-Pack Films Limited's equity.

Since 1982, Packages Limited has had a joint venture with Tetra Pak International in Tetra

Pak Pakistan Limited to manufacture paperboard for liquid food packaging and to market

Tetra Pak packaging equipment.

Packages commissioned its own paper mill with a production capacity of 24,000 tonnes in

1968. The mill produces paper and paperboard based on waste paper and agricultural by-

products like wheat straw and river grass. With growing demand the capacity was increased

periodically and in 2003 was nearly 100,000 tons per year.

Function of Quality Department

Quality Policy

We at Packages Limited are committed to producing quality products which conform to our customer requirements and strengthen our position as a quality-managed company. Our pledge is to provide the market with the best quality products at competitive prices through a customer-driven and service-oriented, dynamic management team. To meet this obligation, the company will continue updating skills of its employees by training, acquisition of new technology, and regular re-evaluation of its quality control and assurance systems. Appropriate resources of the company will be directed towards achieving the quality goals through employee participation.


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QUALITY FOCUS

Manufacturing top quality products has always been our top priority. To achieve this, we have implemented sound engineering policies which we are constantly improving. Today, our idea of processes includes not only manufacturing policies but also business and management processes. Supporting these processes are stringent quality assurance procedures and a comprehensive system of internal audits

HIGHLIGHTS

Our organization complies with the ISO 9001 standard Packages was the 6th company in Pakistan to adopt the ISO series as its quality

standard We have 57 Quality Improvement Teams in various departments to ensure continuous

improvement focus in the organization Key performance indicators (KPI) concept: Each division in the company sets

SMART (specific, measurable, achievable, recordable and time-based) targets for the annual improvement of its key process parameters, reviewed by the management every quarter

We have a comprehensive set of engineering tools, rules, processes, training materials, guidelines, best practices and other supporting documents to make sure our products comply with every possible customer requirement.

ISO 19001:2000: Business Unit Flexible (BUF) in 1995

Business Unit Carton (BUC) in 1997

Consumer Products Division (CPD) & Tissue Line (TL) in 1998

Business Unit Corruwall Products (BUCP) in 1999

Pulp, Paper and Board Mill (PBM) in 1999

ISO 14001:2004:

PBM in 2006

BUF, BUC, CPD, TL and BUCP in 2007

Food Safety & Hygiene Systems (HACCP):

BUF in 2007

BUC in 2008

CONTINUOUS IMPROVEMENT

The first ISO 9001 certification in 1995 was also made the basis of the ultimate goal of total

quality management. In 2000, the concept of Quality Improvement Teams (QIT) was

introduced in various departments. There are 57 QITs today, working on the Japanese


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principle of continuous incremental improvement called KAIZEN. Their performance is also

monitored quarterly and cash awards and certificates of achievement given to the top

performing team. . . . and what does being ISO certified mean?

Enhanced product quality and reliability at a reasonable price

Greater compatibility and interoperability of goods

Simplification for improved usability

Improved health, safety and environment protection.

Reduction of waste.

Increased distribution efficiency and maintenance

International Organization for Standardization (ISO)

Discover ISO

Because "International Organization for Standardization" would have different acronyms

in different languages ("IOS" in English, "OIN" in French for Organisation

internationale de normalisation), its founders decided to give it also a short, all-

purpose name. They chose "ISO", derived from the Greek isos, meaning "equal".

Whatever the country, whatever the language, the short form of the organization's name

is always ISO

Founding

ISO was born from the union of two organizations - the ISA (International Federation

of the National Standardizing Associations),. established in New York in 1926, and

the UNSCC (United Nations Standards Coordinating Committee), established in

1944.

In October 1946, delegates from 25 countries, meeting at the Institute of Civil

Engineers in London, decided to create a new international organization, of which the

object would be "to facilitate the international coordination and unification of

industrial standards". The new organization, ISO, officially began operations on 23

February 1947.

The Founding of ISO, Willy Kuert, Swiss delegate to the London conference in 1946

(from: Friendship among equals)

The Formation of ISO, JoAnne Yates (MIT Sloan School) and Craig Murphy

(Wellesley College)

The early years

In April 1947, a meeting in Paris produced a recommended list of 67 ISO technical

committees, about two-thirds of which were based on previous ISA committees. By


http://www.google.com.pk/url?sa=t&source=web&cd=1&ved=0CBMQFjAA&url=http%3A%2F%2Fwww.iso.org%2F&rct=j&q=iso+international&ei=dNIHTMrcAtSyrAex0Jh1&usg=AFQjCNGpo76kUCYLHRrJE75GAgqvqEcs1A

http://www.iso.org/iso/founding.pdf

http://www.iso.org/iso/about/the_iso_story/friendship_equals.htm

http://web.mit.edu/iandeseminar/Papers/Fall2006/Yates.pdf

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the early 1950s, ISO technical committees were starting to produce what were known

at the time as “Recommendations”.

The basic idea of postwar international standardization was to derive International

Standards from those already developed nationally, and then to re-implement them

nationally. ISO’s Recommendations were therefore only intended to influence

existing national standards.

The early years, Roger Maréchal, Assistant Secretary-General of ISO, 1964-1979

(from: Friendship among equals)

The first ISO General Assembly was organized in Paris in 1949. It was inaugurated at

a public meeting held in the grand amphitheatre at the Sorbonne University.

As reported by Raymond Frontward, former Director-General of AFNOR, “a full

house, including the President of the French Republic, Vincent Auriol, and the

Director General of UNESCO, Jaime Torres-Bidet, listened to the speeches. Then

came the translations (consecutive of course - simultaneous interpretation had yet to

be invented). In English first, then in Russian …A quiver of curiosity runs through the

enormous assembly.

"Young people today find it difficult to imagine how far we were, at that time, from

the global view that now seems so familiar. The earth was an archipelago of distinct

worlds.”

Standards-related activities, Raymond Frontard, Former Director-General of

AFNOR (from: Friendship among equals)

In the course of the 1950s and 1960s, an increasing number of new ISO member

bodies came from the developing world.

The International Standards developed by ISO are of high value to developing

countries. They offer indeed practical solutions to a variety of issues related to

international trade and technology transfer because they represent a reservoir of

technological know-how and of product, performance, quality, safety and

environmental specifications.

However, to take advantage of International Standards and to participate in their

development, developing countries had to face substantial additional problems in

comparison with industrialized nations, ranging from the lack of established industrial

infrastructures and related technical components (including national standards,

metrology and testing institutions and facilities), to the severe limitation of financial

and technical resources.

The first landmark in ISO’s attempts to respond to the needs of these members was

the establishment in 1961 of the DEVCO Committee on developing country matters


http://www.iso.org/iso/early.pdf


http://www.iso.org/iso/activities.pdf


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(initiated on the basis of a memorandum to ISO Council from Mr. F. Hadass of

Israel). Other initiatives followed. In 1967, a developing countries conference was

held in Moscow and in1968 a new category of correspondent member was

established, so that developing countries could play a role in ISO’s work without

incurring the cost of full membership.

A further category of subscriber member was eventually added in 1992, allowing very

small economies to maintain a link with ISO for a minimum fee.

Since the 1960s, the membership and role of developing countries within ISO has

been continuously increasing. In parallel, the attention of the organization to the needs

of developing countries has substantially evolved, along with the undertaking of

programmes providing technical assistance and capacity building and a variety of

initiatives to facilitate developing countries' participation in international

standardization.

ISO Action Plan for developing countries

ISO Online's Resources for ... Developing countries

According to ISO’s first-ever Annual Review in 1972, the underlying causes of the

acceleration of the pace of international standardization included “an explosive

growth in international trade” caused by a “revolution in transportation methods”. By

the mid-sixties a demand, not only a desire, for International Standards had

developed. The sources of this demand included multinational companies, standards

institutions in developing countries and government regulatory authorities.

What had laid the foundation for the growth of the output of ISO during the seventies

was the turn in emphasis from national to International Standards which took place in

the late 1960s.

This change of emphasis was underlined by the decision in 1971 to begin publishing

the results of ISO’s technical work as International Standards rather then

Recommendations.

The expansion of ISO, Olle Sturen, Secretary-General Emeritus of ISO (from:

Friendship among equals

Members

ISO has 163 national members, out of the 203 total countries in the world.

ISO has three membership categories:


http://www.iso.org/iso/about/iso_members/correspondent_members.htm

http://www.iso.org/iso/about/iso_members/subscriber_members.htm

http://www.iso.org/iso/resources/developing_countries/iso_and_developing_countries/the_iso_action_plan_for_developing_countries.htm

http://www.iso.org/iso/resources/developing_countries.htm

http://www.iso.org/iso/expansion.pdf


http://en.wikipedia.org/wiki/Countries_in_International_Organization_for_Standardization

http://en.wikipedia.org/wiki/List_of_sovereign_states

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Member bodies are national bodies that are considered to be the most representative standards body in each country. These are the only members of ISO that have voting rights.

Correspondent members are countries that do not have their own standards organization. These members are informed about ISO's work, but do not participate in standards promulgation.

Subscriber members are countries with small economies. They pay reduced membership fees, but can follow the development of standards.

Participating members are called "P" members as opposed to observing members which are called "O" members.

ISO 9000

ISO 9000 is a family of standards for quality management systems. ISO 9000 is maintained by ISO, the International Organization for Standardization and is administered by accreditation and certification bodies. The rules are updated, as the requirements motivate changes over time. Some of the requirements in ISO 9001:2008 (which is one of the standards in the ISO 9000 family) include

a set of procedures that cover all key processes in the business; monitoring processes to ensure they are effective; keeping adequate records; checking output for defects, with appropriate and corrective action where necessary; regularly reviewing individual processes and the quality system itself for

effectiveness; and facilitating continual improvement

A company or organization that has been independently audited and certified to be in conformance with ISO 9001 may publicly state that it is "ISO 9001 certified" or "ISO 9001 registered". Certification to an ISO 9001 standard does not guarantee any quality of end products and services; rather, it certifies that formalized business processes are being applied.

Although the standards originated in manufacturing, they are now employed across several types of organizations. A "product", in ISO vocabulary, can mean a physical object, services, or software.

Quality management system

General requirements: The Company documents, implements, and maintains a quality management system and continually improves its effectiveness in accordance with the requirements of the ISO 9001:2008 International Standard. (BBS Holdings Limited):that comprises of; . Guard Dog Security Services Ltd

a) determines the processes needed for the quality management system and their application throughout Packages, b) determines the sequence and interaction of these processes, c) determines criteria and methods needed to ensure that both the operation and control of these processes are effective, d) ensures the availability of resources and information necessary to support the operation


http://en.wikipedia.org/wiki/Standardization

http://en.wikipedia.org/wiki/Quality_management_system

http://en.wikipedia.org/wiki/International_Organization_for_Standardization

http://en.wikipedia.org/wiki/Manufacturing

http://en.wikipedia.org/wiki/Software

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and monitoring of these processes, e) monitors, measures where applicable and analyzes these processes, f) implements actions necessary to achieve planned results and continual improvement of these processes.

These processes are managed by Packages in accordance with the requirements of the ISO 9001:2008 International Standard. Where Packages chooses to outsource any process that affects product conformity with requirements, Packages ensures control over such processes. The type and extent of control of such outsourced processes are identified within the quality management system.

NOTE: Processes needed for the quality management system referred to above include processes for management activities, provision of resources, product realization, measurement, analysis, and improvement.

Documentation requirements

General

The quality management system documentation includes: a) documented statements of a quality policy and quality objectives, b) a quality manual, c) documented procedures and records required by the ISO 9001:2008 International Standard, and d) documents, including records determined by Packages to be necessary to ensure the effective planning, operation and control of its processes NOTE 1: Where the term “documented procedure” appears within the ISO 9001:2008 International Standard, means that a procedure is established, documented, implemented and maintained. NOTE 2: Documentation can be in any form or type of medium.

Management responsibility

Management commitment

Top management is committed to the development and implementation of the quality management system and continually improves its effectiveness by: a) communicating to Packages the importance of meeting customer as well as statutory and regulatory requirements, b) establishing a quality policy, c) establishing quality objectives, d) conducting management reviews, and e) ensuring the availability of resources.

Customer focus Top management ensures that customer requirements are determined and are met with the aim of enhancing customer satisfaction.

Quality policy “Packages is committed to Exceeding Customer Expectations through Implementation and Continuous Improvement of our Quality Management System. Absolute Customer Satisfaction is the expectation and, will be achieved through supplying a Superior Product, On-time, at a Competitive Price.” Top management ensures that the quality policy a) is appropriate to the purpose of the quality policy, b) includes a commitment to comply with


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requirements and continually improve the effectiveness of the quality management system, c) provides a framework for establishing and reviewing quality objectives, d) is communicated and understood within Packages, and e) is reviewed for continuing suitability.

Planning

Quality objectives Top management ensures that quality objectives, including those needed to meet requirements for product, are established at relevant functions and levels within Packages. The quality objectives are measurable and consistent with the quality policy. 1. Meet or exceed customer expectations by effective communication and review of customer requirements. 2. Provide our customers high quality products and services, on time delivery, and at a reasonable cost. 3. Effectively manage our products, processes, and services to provide superior customer satisfaction. 4. Promote the safety, awareness, and well being of employees through training and education.

Quality management system planning Top management ensures that: a) the planning of the quality management system is carried out in order to meet the requirements given in 4.1, as well as the quality objectives, and b) the integrity of the quality management system is maintained when changes to the quality management system are planned and implemented.

Responsibility, authority and communication

Responsibility and authority Top management ensures that responsibilities and authorities are defined and communicated within Packages to promote effective management of the quality system. An Organizational Chart illustrates the responsibility and relative authority of the personnel who manage, perform, and verify the activities affecting the QMS. Changes to the quality system are planned within the framework of management reviews. These changes may be in response to changing circumstances, such as product, process, capacity, or other operational or organizational changes; or to improve the effectiveness and efficiency of the quality system. Supporting Documentation Organizational Chart

Management representative Top management has appointed a member of the organization’s management who, irrespective of other responsibilities, has the responsibility and authority that includes a) ensuring that processes needed for the quality management system are established, implemented and maintained, b) reporting to top management on the performance of the quality management system and any need for improvement, and c) ensuring the promotion of awareness of customer requirements throughout Packages. NOTE The responsibility of a management representative can include liaison with external parties on matters relating to the quality management system.

Internal communication Top management ensures that appropriate communication processes are established within Packages and that communication takes place regarding the effectiveness of the quality management system.

Management Review

General Top management reviews Packages’s quality management system, at planned intervals, to ensure its continuing suitability, adequacy and effectiveness. The review includes assessing opportunities for improvement and the need for changes to the quality management


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system, including the quality policy and quality objectives. Records from management reviews are maintained Supporting Documentation QOP-56-01 Management Review

Review input The input to management review includes information on: a) results of audits, b) customer feedback, c) process performance and product conformity, d) status of preventive and corrective actions, e) follow-up actions from previous management reviews, f) changes that could affect the quality management system, and g) recommendations for improvement.

Review output The output from the management review includes any decisions and actions related to: a) improvement of the effectiveness of the quality management system and its processes, b) improvement of product related to customer requirements, and c) resource needs.

Resource management

Provision of resources Packages determines and provides the resources needed a) to implement and maintain the quality management system and continually improve its effectiveness, and b) to enhance customer satisfaction by meeting customer requirements.

Human resources

General Personnel performing work affecting conformity to product requirements are competent on the basis of appropriate education, training, skills and experience. 6.2.2 Competence, training, and awareness Packages : a) determines the necessary competence for personnel performing work affecting conformity to product requirements, b) where applicable, provides training or takes other actions to achieve the necessary competence, c) evaluates the effectiveness of the actions taken, d) ensures that its personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives, and e) maintains appropriate records of education, training, skills and experience. (Supporting Documentation QOP-62-01 Competence, Training, and Awareness

Infrastructure Packages determines, provides for, and maintains the infrastructure needed to achieve conformity to product requirements. Infrastructure includes, as applicable: a) buildings, workspace and associated utilities, b) Process equipment (both hardware and software), and c) Supporting services (such as transport, communication or information systems). Supporting Documentation QOP-63-01 Equipment Maintenance

Work environment Packages determines and manages the work environment needed to achieve conformity to product requirements.

Product realization

Planning of product realization

Packages plans and develops the processes needed for product realization. Planning of product realization is consistent with the requirements of the other processes of the quality management system In planning product realization, Packages determines the following, as appropriate:


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a) quality objectives and requirements for the product, b) the need to establish processes, and documents, and provide resources specific to the product, c) required verification, validation, monitoring, measurement, inspection and test activities specific to the product and the criteria for product acceptance, and d) records needed to provide evidence that the realization processes and resulting product meet requirements

b) The output of the planning is in a form suitable for Packagess method of operations.

NOTE 1 A document specifying the processes of the quality management system (including the product realization processes) and the resources to be applied to a specific product, project or contract, is referred to as the quality plan.

NOTE 2 Packages also applies the requirements given in 7.3 to the development of product realization processes. Supporting Documentation

QOP-71-01 Planning of Product Realization

Customer- related processes

Determination of requirements related to the product

Packages determines: a) requirements specified by the customer, including the requirements for delivery and post-delivery activities, b) requirements not stated by the customer but necessary for specified or intended use, where known, c) statutory and regulatory requirements applicable to the product, and d) any additional requirements considered necessary by Packages.

Supporting Documentation QOP-72-02 Order Processing & Review

Review of requirements related to the product

Packages reviews the requirements related to the product. This review is conducted prior to Packagess commitment to supply a product to the customer (e.g. submission of tenders, acceptance of contracts or orders, acceptance of changes to contracts or orders) and ensures that: a) product requirements are defined, b) contract or order requirements differing from those previously expressed are resolved, and c) Packages has the ability to meet the defined requirements.

Records of the results of the review and actions arising from the review are maintained Where the customer provides no documented statement of requirement, the customer requirements are confirmed by Packages before acceptance. Where product requirements are changed, Packages ensures that relevant documents are amended and that relevant personnel are made aware of the changed requirements.


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Customer communication

Packages determines and implements effective arrangements for communicating with customers in relation to:

a) product information, b) enquiries, contracts or order handling, including amendments, and c) customer feedback, including customer complaints.

Supporting Documentation QOP-72-02 Order Processing & Review QOP-85-02 Customer Complaints

Design and development Excluded

Purchasing

Purchasing process Packages ensures that purchased product conforms to specified purchase requirements. The type and extent of control applied to the supplier and the purchased product is dependent upon the effect of the purchased product on subsequent product realization or the final product. Supporting Documentation QOP-74-01 Purchasing

Purchasing Information

Purchasing information describes the product to be purchased, including where appropriate a) requirements for approval of product, procedures, processes and equipment, b) requirements for qualification of personnel, and c) quality management system requirements.

Packages ensures the adequacy of specified purchase requirements prior to their communication to the supplier. Supporting Documentation QOP-74-01 Purchasing

Verification of purchased product

Packages establishes and implements the inspection or other activities necessary for ensuring that purchased product meets specified purchase requirements. Where Packages or its customer intends to perform verification at the supplier’s premises, Packages states the intended verification arrangements and method of product release in the purchasing information.

Supporting Documentation

QOP-74-02 Verification of Purchase Product


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Production and service provision

Control of production and service provision

As applicable, Packages plans and carries out production and service provisions under controlled conditions. Controlled conditions include:

a) the availability of information that describes the characteristics of the product, b) the availability of work instructions, as necessary, c) the use of suitable equipment, d) the availability and use of monitoring and measuring equipment, e) the implementation of monitoring and measurement activities, and f) the implementation of product release, delivery and post-delivery activities.

Supporting Documentation

QOP-75-01 Work Order and Production Records

QOP-63-01 Equipment Maintenance

QOP-76-01 Measuring and Monitoring Equipment

QOP-84-02 Final Inspection

QOP-75-06 Shipping

Validation of processes for production and service provision

Packages validates any processes for production and service provisions where the resulting output cannot be verified by subsequent monitoring or measurement and, as a consequence, deficiencies become apparent only after the product is in use or the service has been delivered. Validation demonstrates the ability of these processes to achieve planned results. As applicable, Packages establishes arrangements for these processes including:

a) defined criteria for review and approval of the processes, b) approval of equipment and qualification of personnel, c) use of specific methods and procedures, d) requirements for records and e) revalidation.

Note: Packages has no Special Processes at this time.

Identification and traceability Where appropriate, Packages identifies the product by suitable means throughout product realization. Packages identifies the product status with respect to monitoring and measurement requirements throughout product realization. Where traceability is a requirement, Packages controls the unique identification of the product an maintain records. Supporting Documentation

QOP-75-04 Product Identification and Traceability


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Customer property

Packages exercises care with customer property while it is under Packagess control or being used by Packages. Packages identify, verifies, protects and safeguards customer property provided for use or incorporation into the product. If any customer property is lost, damaged or otherwise found to be unsuitable for use, Packages will report this the customer and maintain records.

Note: Customer property can include intellectual property and personal date.

Note: Packages has no Customer Property at this time.

Preservation of product

Packages preserves the product during internal processing and delivery to the intended destination in order to maintain conformity to requirements. As applicable, preservation includes identification, handling, packaging, storage and protection. Preservation also applies to the constituent parts of a product.

Control of monitoring and measuring equipment

Packages determines the monitoring and measurement to be undertaken and the monitoring and measuring equipment needed to provide evidence of conformity of product to determined requirements. Packages establishes processes to ensure that monitoring and measurement can be carried out, and is carried out in a manner that is consistent with the monitoring and measurement requirements. Where necessary to ensure valid results measuring equipment is:

a)calibrated, verified or both at specified intervals, or prior to use, against measurement standards traceable to international or national measurement standards; where no such standards exist, the basis used for calibration or verification shall be recorded, b)adjusted or re-adjusted as necessary, c)have identification in order to determine it’s calibration status, d)safeguarded from adjustments that would invalidate the measurement result, and e)protected from damage and deterioration during handling, maintenance and storage.

In addition, Packages assesses and records the validity of the previous measuring results when the equipment is found not to conform to requirements. Packages takes appropriate action on the equipment and any product affected. Records of the results of calibration and verification are maintained

Note: Confirmation of the ability of computer software to satisfy the intended application will typically include its verification and configuration management to maintain its suitability for use Supporting Documentation QOP-76-01 Monitoring and Measuring Equipment

Measurement, analysis and improvement

General Packages plans and implements the monitoring, measurement, analysis and improvement processes needed: a)to demonstrate conformity to product requirements, b)to ensure conformity of the quality management system, and c)to continually improve the


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effectiveness of the quality management system. This includes determination of applicable methods, including statistical techniques, and the extent of their use.

Monitoring and measurement

Customer satisfaction As one of the measurements of the performance of the quality management system, Packages monitors information relating to customer perception as to whether Packages has met customer requirements. The methods for obtaining and using this information are determined. Supporting Documentation QOP-82-01 Customer Satisfaction

Internal Audits Packages conducts internal audits at planned intervals to determine whether the quality management system: a)conforms to the planned arrangements to the requirements of ISO 9001:2008 and to the quality management system requirements established by Packages, and b)is effectively implemented and maintained. An audit program is planned, taking into consideration the status and importance of the processes and areas to be audited, as well as the results of previous audits. The audit criteria, scope, frequency and methods are defined. The selection of auditors and conduct of audits ensure objectivity and impartiality of the audit process. Auditors do not audit their own work. The responsibilities and requirements for planning and conducting audits, and for reporting results and maintaining records are defined in a documented procedure. The management responsible for the area being audited ensures that any necessary correction and corrective actions are taken without undue delay to eliminate detected nonconformities and their causes. Follow-up activities include the verification of the actions taken and the reporting of verification results.Supporting Documentation QOP-82-02 Internal

Quality Audits

Monitoring and measurement of processes Packages applies suitable methods for monitoring and where applicable, measurement of the quality management system processes. These methods demonstrate the ability of the processes to achieve planned results. When planned results are not achieved, correction and corrective action is taken, as appropriate.

8.2.4 Monitoring and measurement of product Packages monitors and measures the characteristics of the product to verify that product requirements have been met. This is carried out at appropriate stages of the product realization process in accordance with the planned arrangements (see 7.1). Evidence of conformity with the acceptance criteria is maintained. Records indicate the person(s) authorizing release of product for delivery to the customer (see 4.2.4). The release of product and delivery of service to the customer does not proceed until the planned arrangements (see 7.1) have been satisfactorily completed, unless otherwise approved by a relevant authority and where applicable, by the customer. Supporting Documentation QOP-82-03 In Process Inspections QOP-82-04 Final Inspection

8.3 Control of nonconforming product Packages ensures that product which does not conform to product requirements is identified and controlled to prevent its unintended use or delivery. A documented procedure is established to define the controls and related responsibilities and authorities for dealing with nonconforming products. Where applicable Packages deals with nonconforming product by one or more of the following ways: a)by taking action to eliminate the detected nonconformity, b)by authorizing its use, release or acceptance under concession by a relevant authority and, where applicable, by the customer, and c)by taking action to preclude its original intended use or application. d)by taking action appropriate to the effects,


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or potential effects, of the nonconformity when nonconforming product is detected after delivery or use has started. When nonconforming product is corrected the product is subject to re-verification to demonstrate conformity to the requirements. When nonconforming product is detected after delivery or use has started, Packages takes action appropriate to the effects, or potential effects, of the nonconformity. Records of the nature of nonconformities and any subsequent actions taken, including concessions obtained, are maintained. Supporting Documentation QOP-83-01 Control of Nonconforming Product

Analysis of data Packages determines, collects and analyzes appropriate data to demonstrate the suitability and effectiveness of the quality management system and to evaluate where continual improvement of the effectiveness of the quality management system can be made. This includes data generated as a result of monitoring and measurement and from other relevant sources. The analysis of data provides information relating to:customer satisfaction conformity to product requirements characteristics and trends of processes and products including opportunities for preventive action and suppliers, Supporting Documentation QOP-56-01 Management Review

Improvement

Continual improvement

Packages continually improves the effectiveness of the quality management system through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions and management reviews. Supporting Documentation QOP-85-01 Continual Improvement

Corrective action Packages takes action to eliminate the causes of nonconformities in order to prevent recurrence. Corrective actions are appropriate to the effects of the nonconformities encountered. A documented procedure is established to define requirements for: a) reviewing nonconformities (including customer complaints), b) determining the causes of nonconformities, c) evaluating the need for action to ensure that nonconformities do not recur, d) determining and implementing action needed, and records of the results of action taken reviewing the effectiveness of the corrective action taken. Supporting Documentation QOP-85-02 Customer Complaints QOP-85-03 Corrective and Preventive Actions

Preventive action Packages determines actions to eliminate the causes of potential nonconformities in order to prevent their occurrence. Preventive actions are appropriate to the effects of the potential problems. A documented procedure is established to define requirements for: a) determining potential nonconformities and their causes, b) evaluating the need for action to prevent occurrence of nonconformities, c) determining and implementing action needed, d) records of results of action taken and e) reviewing the effectiveness of the preventive action taken. Supporting Documentation QOP-85-03 Corrective and Preventive Actions

1987 version

ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three 'models' for quality management systems, the selection of which was based on the scope of activities of the organization:


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ISO 9001:1987 Model for quality assurance in design, development, production, installation, and servicing was for companies and organizations whose activities included the creation of new products.

ISO 9002:1987 Model for quality assurance in production, installation, and servicing had basically the same material as ISO 9001 but without covering the creation of new products.

ISO 9003:1987 Model for quality assurance in final inspection and test covered only the final inspection of finished product, with no concern for how the product was produced.

ISO 9000:1987 was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of management—which was likely the actual intent.

1994 version

ISO 9000:1994 emphasized quality assurance via preventive actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the down-side was that companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some companies, adapting and improving processes could actually be impeded by the quality system.

2000 version

ISO 9001:2000 combines the three standards 9001, 9002, and 9003 into one, called 9001. Design and development procedures are required only if a company does in fact engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product). The 2000 version also demands involvement by upper executives, in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal is to improve effectiveness via process performance metrics — numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit.

The ISO 9000 standard is continually being revised by standing technical committees and advisory groups, who receive feedback from those professionals who are implementing the standard

ISO 9001:2008 only introduces clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve consistency with ISO 14001:2004. There are no new requirements. Explanation of changes in ISO 9001:2008. A quality management system being upgraded just needs to be checked to see if it is following the clarifications introduced in the amended version.

ISO 14000

The ISO 14000 is a family of internationally-recognized standards for environmental management systems that is applicable to any business or organization, regardless of size,


http://en.wikipedia.org/wiki/Defense_Standard

http://en.wikipedia.org/wiki/Quality_assurance

http://en.wikipedia.org/wiki/Process_management

http://en.wikipedia.org/wiki/Process_improvement

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location or income. These standards are developed by the International Organization for Standardization (ISO), which has representation from committees all over the world. The ISO 14000 family includes most notably the ISO 14001 standard, which represents the core set of standards used by organizations for designing and implementing an effective environmental management system. Other standards included in this series are ISO 14004, which gives additional guidelines for a good environmental management system, and more specialized standards dealing with specific aspects of environmental management.

The ISO 14000 environmental management standards exist to help organizations minimize how their operations negatively affect the environment. The major objective of the ISO 14000 series of norms is "to promote more effective and efficient environmental management in organizations and to provide useful and usable tools - ones that are cost effective, system-based, flexible and reflect the best organizations and the best organizational practices available for gathering, interpreting and communicating environmentally relevant information"

It offers a source of guidance for introducing and adopting environmental management systems based on the best universal practices, in the same way that the ISO 9000 series on quality management systems, which is now widely applied, represents a tool for technology transfer of the best available quality management practices. In structure the ISO 14000 series is similar to ISO 9000 quality management and both can be implemented side by side.

ISO 14001

The International Standard ISO 14001 sets out requirements for an Environmental Management System (EMS) which can be employed by an organization to measure and document their environmental impact. EMS’s that meet the ISO 14001 requirements can be externally audited and certified by an accredited Certification Body. The certification body must be accredited by the ANSI-ASQ National Accreditation Board in the USA, the United Kingdom Accreditation Service in the UK, or the National Accreditation Board in Ireland. Certification auditors need to be accredited by the International Registrar of Certification Auditors.

To check whether an organization is ready for certification to ISO 14001 they can use an ISO 14001 Self Assessment Checklist aimed at outlining the required elements.

In 2004, the ISO 14001 standard was updated to reflect changes in environmental consciousness. The updated systematic ISO 14001:2004 approach requires the organization to take a hard look at all areas where its activities have an environmental impact. It can lead to benefits such as the following: reduced cost of waste management, savings in consumption of energy and materials, lower distribution costs, improved corporate image among regulators, customers and the public, and framework for continual improvement of environmental performance.

ISO 14000 series standards

ISO 14001 Environmental management systems—Requirements with guidance for use

ISO 14004 Environmental management systems—General guidelines on principles, systems and support techniques


http://www.ncsi.com.au/downloads/ISO14001SelfAssChecklist(E0008).pdf

http://www.ncsi.com.au/downloads/ISO14001SelfAssChecklist(E0008).pdf

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ISO 14015 Environmental assessment of sites and organizations ISO 14020 series (14020 to 14025) Environmental labels and declarations ISO 14031 Environmental performance evaluation—Guidelines ISO 14040 series (14040 to 14049), Life Cycle Assessment, LCA, discusses pre-

production planning and environment goal setting. ISO 14050 terms and definitions. ISO 14062 discusses making improvements to environmental impact goals. ISO 14063 Environmental communication—Guidelines and examples ISO 14064 Measuring, quantifying, and reducing Greenhouse Gas emissions. ISO 19011 which specifies one audit protocol for both 14000 and 9000 series

standards together. This replaces ISO 14011 meta-evaluation—how to tell if your intended regulatory tools worked. 19011 is now the only recommended way to determine this

Implementation

The first ISO 9001 certification in 1995 was also made the basis of the ultimate goal of total quality management. In 2000, the concept of Quality Improvement Teams (QIT) was introduced in various departments. There are 57 QITs today, working on the Japanese principle of continuous incremental improvement called KAIZEN. Their performance is also monitored quarterly and cash awards and certificates of achievement given to the top performing team.

The ISo-14000 (EMS) was implemented for environmental protection and to minimize negative effects on environment.ISO-14001-2004 is applied in organization.

Problems in implementation of ISO Standards

There are many problems faced by organization in implementation of ISO standards.

Documentation

A common criticism of ISO 9001 is the amount of money, time and paperwork required for registration. According to Barnes, "Opponents claim that it is only for documentation. Proponents believe that if a company has documented its quality systems, then most of the paperwork has already been completed.

Management Commitment

For implementation of ISO Standards there must be management commitment because there people in organization always adverse in changes. So in there was the problem of management commitment in organization.

Cost

The cost of implementation is main problem in ISO Standards. Because there must be some changes in organization’s structure.


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Registration

A common criticism of ISO 9001 is the amount of money, time and paperwork required for registration. Opponents claim that it is only for documentation. Proponents believe that if a company has documented its quality systems, then most of the paperwork has already been completed.

Training

For practice of ISO Standards the organization the employee must be trained and well known to standard. So there is need to train employees to practice ISO Standard in organization which high cost.

Benefits of ISO implementation

Packages plans and implements the monitoring, measurement, analysis and improvement processes needed: a)to demonstrate conformity to product requirements, b)to ensure conformity of the quality management system, and c)to continually improve the effectiveness of the quality management system. This includes determination of applicable methods, including statistical techniques, and the extent of their use.

Customer satisfaction As one of the measurements of the performance of the quality management system, Packages monitors information relating to customer perception as to whether Packages has met customer requirements. The methods for obtaining and using this information are determined. Supporting

Monitoring and measurement of processes Packages applies suitable methods for monitoring and where applicable, measurement of the quality management system processes. These methods demonstrate the ability of the processes to achieve planned results. When planned results are not achieved, correction and corrective action is taken, as appropriate.

Monitoring and measurement of product Packages monitors and measures the characteristics of the product to verify that product requirements have been met. This is carried out at appropriate stages of the product realization process in accordance with the planned arrangements Evidence of conformity with the acceptance criteria are maintained. Records indicate the person(s) authorizing release of product for delivery to the customer release of product and delivery of service to the customer does not proceed until the planned arrangements have been satisfactorily completed, unless otherwise approved by a relevant authority and where applicable, by the customer.

Control of nonconforming product Packages ensures that product which does not conform to product requirements is identified and controlled to prevent its unintended use or delivery. A documented procedure is established to define the controls and related responsibilities and authorities for dealing with nonconforming products. Where applicable Packages deals with nonconforming product by one or more of the following ways: a)by taking action to eliminate the detected nonconformity, b)by authorizing its use, release or acceptance under concession by a relevant authority and, where applicable, by the customer, and c)by taking action to preclude its original intended use or application. d)by taking action appropriate to the effects, or potential effects, of the nonconformity when nonconforming product is detected after


23

delivery or use has started. When nonconforming product is corrected the product is subject to re-verification to demonstrate conformity to the requirements. When nonconforming product is detected after delivery or use has started, Packages takes action appropriate to the effects, or potential effects, of the nonconformity. Records of the nature of nonconformities and any subsequent actions taken, including concessions obtained, are maintained

Analysis of data Packages determines collects and analyzes appropriate data to demonstrate the suitability and effectiveness of the quality management system and to evaluate where continual improvement of the effectiveness of the quality management system can be made. This includes data generated as a result of monitoring and measurement and from other relevant sources. The analysis of data provides information relating to: a)customer , b)conformity to product requirements c)characteristics and trends of processes and products including opportunities for preventive action (d)suppliers

Continual improvement

Packages continually improves the effectiveness of the quality management system through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions and management reviews.

ISO 14001:2004 is a tool that can be used to meet internal objectives

provide assurance to management that it is in control of the organizational

processes and activities having an impact on the environment

Assure employees that they are working for an environmentally responsible

organization.

ISO 14001:2004 can also be used to meet external objectives:

provide assurance on environmental issues to external stakeholders – such as

customers, the community and regulatory agencies

comply with environmental regulations

support the organization's claims and communication about its own

environmental policies, plans and actions

provides a framework for demonstrating conformity via suppliers' declarations of

conformity, assessment of conformity by an external stakeholder - such as a

business client - and for certification of conformity by an independent certification

body.

Auditing

Two types of auditing are required to become registered to the standard: auditing by an external certification body (external audit) and audits by internal staff trained for this process (internal audits). The aim is a continual process of review and assessment, to verify that the system is working as it's supposed to, find out where it can improve and to correct or prevent problems identified. It is considered healthier for internal auditors to audit outside their usual management line, so as to bring a degree of independence to their judgments.


http://en.wikipedia.org/wiki/Auditing

http://en.wikipedia.org/wiki/Certification_body

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Internal Audits

Ayesha M.khalid Azeem

(Assistant manager QMS &EHS)

Muhammad Asif

External Audit

Packages have SGS as external audit to oversee implementation of ISO Standard in organization.

SGS Pakistan (Pvt.) Ltd

SGS, a world's leading multinational inspection, verification, testing and certification Company, is recognized as the global benchmark for quality and integrity having a workforce of 53'000 employees and operating a network of over 1 200 offices and laboratories around the world.

References;

1. http://en.wikipedia.org/wiki/International_Organization_for_Standa

rdization

2. http://www.iso.org/iso/about/discover-iso_isos-name.htm

3. Ayesha M.khalid Azeem (Assistant manager QMS &EHS) 4. Muhammad Asif 5. http://www.sgs.com




http://www.iso.org/iso/about/discover-iso_isos-name.htm

http://www.sgs.com/

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Project

On

Packages Ltd

Subject

Total Quality Management

Submitted to;

Prof. Ahamad Usman

Submitted by;

Abdul-Majeed……………………………………………219

M.Shahid…………………………………………………..229

Abdul-Rauf………………………………………………..243

Abdur-Rehman Moeen……………………………………252

Abdul-Wahab Khan……………………………………….259

Mlik Jamshid Awan………………………………………264

Hailey College of Commerce

University of the Punjab, Lahore
