CEMENT QUALITY ASSURANCE

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F E LANGCASTER
 CEMENT QUALITY ASSURANCE

CONTENTS

Page No

Introduction 3

Definitions and general philosophy 3

Quality Costs and why they are important 4

The ISO series of Standards 6

Requirements of ISO 9001/2/3 6

Quality manuals 15

Audits and reviews 16

Quality Management schemes and Product Certification in

Blue Circle 17

Benefits of Quality Management and Product Certification

schemes 20

2
INTRODUCTION
In today’s highly competitive market place, giving the cement customer added assurance that the
quality he has requested will be consistently maintained and supplied is now seen as an essential
marketing tool and one that is being developed to a high degree of sophistication in various parts
of the world.

The use of a Quality Management system and its’ extension into Product Certification is a highly
recognised and systematic way of providing this assurance and this paper sets out to cover ISO
9002 and related systems. Implementation and registration of such systems on Blue Circle
cement works is described together with some of the more recent developments in Europe.

DEFINITIONS AND GENERAL PHILOSOPHY

It is important to understand the difference between the various terms involving the word
‘Quality’ in order that the concept of Quality Assurance can be understood and appreciated. The
following definitions are taken from ISO 8402: 1994 Quality Management and quality assurance-
Vocabulary.

• Quality Assurance – all the planned and systematic activities implemented within the quality
system and demonstrated as needed to provide adequate confidence that an entity will fulfil
requirements for quality.

• Quality – totality of characteristics of an entity that bear on its ability to satisfy stated and
implied needs.

• Quality Control -operational techniques and activities that are used to fulfil requirements for
quality.

Quality means different things to different people. The first car one buys appears to be of
superior quality even though it is several years old. To the Company Director, however, wanting
a Rolls Royce, that same car would be a load of scrap. Similar comparisons could be made
between bagged cement for routine use and a high surface area product such as Rapid Hardening
cement for the precast concrete products market. For these reasons Quality may be redefined as: -

The secondhand car may be quite satisfactory as a runabout but would be a bad advert and
insufficiently reliable for the Company Director. A similar argument goes for the bagged and
Rapid Hardening cements. It is important therefore to always consider whether the quality in
question is satisfactory for the purpose intended.

Price is important too because the quality that is expected depends upon the price that is paid.
When a very low price is paid for a secondhand car, the quality expected is not as high as a new
one at the top end of the range. Delivery is also important- a promise of three weeks means
nothing and detracts from the overall perception if it is in fact three months.

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The objective of Quality Assurance is therefore to produce quality which:

• Satisfies the customer

• Is as economic as possible
• Can be achieved in time to meet delivery requirements.

At first sight it may be surprising to find that the objective is not to produce as high a quality as
possible but merely to satisfy the customer. This is all that is required and it is positively
undesirable to produce a higher quality than necessary if as a result the price or delivery is
adversely affected.

QUALITY COSTS AND WHY THEY ARE IMPORTANT

The economics of Quality Assurance cannot simply be summed up by the
maxim:

Quality costs are no different from other costs. Like the cost of design, manufacture and sales,
they have to be managed and essentially minimised whilst still ensuring the objectives highlighted
earlier are achieved. They can be sub-divided into three well-recognised areas

PREVENTION APPRAISAL FAILURE

Prevention

The costs of any action taken to investigate, prevent or reduce product/service failures.
Prevention costs are planned beforehand and for the cement manufacturer include:

Quality planning (setting targets, quarry planning etc.)

Design reviews
Process control during manufacture
Defect analysis (customer complaints etc.)
Corrective action
Quality improvement projects

Appraisal

These are the costs of assessing the achieved quality level to discover whether or not it is
acceptable and may include:

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 Incoming materials inspection (ex quarry, fuel, gypsum, bags etc.)
Inspection and test in production (raw meal grinding/blending, kiln, mill)
Finished product testing (ex silos, wagons)
Audits

Failure

These are costs incurred in rectification, repair or the scrapping of products/services, which are
found to be defective. They can be divided into Internal and External failure costs.

Internal

These are the failure costs which would disappear if no defects were found prior to delivery and
are a result of work failing to reach designed quality standards eg.

Unusable production (yellow clinker etc.)

Correction of faulty production and re-use
Re-test of clinker/ cement after correction
Downgrading( rapid hardening to bag etc.)

External

These are the failure costs that would disappear if no defects were found after delivery and are the
ones again are a result of not meeting the designed quality standards but lie undetected until after
delivery to the customer, eg.
Repair and servicing
Warranty claims
Complaints Returns
Liability
Loss of goodwill

Figure 1, which is taken from BS 6143 summarises these costs in such a way as to show that the
adoption of Quality Assurance ideas can lead to an overall reduction and hence improved
profitability.

Quality Assurance primarily involves PREVENTION and APPRAISAL to prevent FAILURE.

Figure 1: Quality costs and awareness

POTENTIAL
FOR
PROFIT

5
THE ISO SERIES OF STANDARDS
The development of the ISO 9000 series of standards for Quality Management systems can be
traced back to the military and nuclear industries which became under increasing pressure from
their customers to prove adherence to the tight specifications required, usually by means of
multiple assessment visits. By the late 1970’s several countries had produced national standards
dealing with Quality Management in production. Included in these was the UK, which published
BS 5750 in 1979 in response to the growing demand for the application of Quality Assurance
principles to contracts and the need for guidance on the assessment of supplier’s quality
management systems.

ISO recognised the need for a universally acceptable standard dealing with the operation of
Quality Management systems and set up a technical committee (TC 176) to develop such a
document. Many national standards bodies were represented including the British Standards
Institution from the UK. Their document, BS 5750, was used as the basis for the ISO one as it
developed through the period 1983 to 1986 leading to its publication in 1987 in 5 parts as the
9000 series.

In recognition of the importance of the ISO 9000 series, CEN (the European Standards
Organisation) has adopted them as the appropriate European standards, known as the EN 29000
series. This was an important decision as the creation of the European Single Market was well
underway and the use of the 29000 series (and hence the ISO 9000 series) would help to underpin
the conformity regulations of products within Europe.

The importance of the ISO 9000 series on the world stage of Quality Assurance and Quality
Management systems is thus guaranteed and it is widely used. Several additions have since been
made to the series and a significant revision was made to them in 1994. ISO standards have a 5
year cycle before they are revisited and a complete overhaul has been taking place during the past
few years to rationalise the number of standards in the 9000 series and to make them more
relevant to customers needs and compatible with the Environmental Standard, ISO 14000. These
changes will fundamentally change their format and are expected to be published as a final series
of standards towards the end of 2000.

The existing series is quite comprehensive and can be split into those dealing with guidance, those
that are generic and those that have been designed for the software and process industries. The
generic documents are the main quality systems models and the choice of any particular one of
the three, ISO 9001, 9002, 9003 depends upon where in the design/manufacture/testing cycle a
company may be involved.

REQUIREMENTS OF ISO 9001/2/3

The three present standards, ISO 9001, 9002 and 9003 are the ones which deal specifically with
the requirements necessary to operate an effective Quality Management system. The choice of
any of the three will depend upon the nature of the business being addressed. If conformance is
to be assured through all of the stages of design, development, production, installation and
servicing, then ISO 9001 is the correct choice. The subsequent two standards deal with situations
where design is already established (ISO 9002) or where final inspection and test is the main
criteria for assurance (ISO 9003). In the future, the three will be combined and appear as ISO

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9001:2000 and it will be left to the manufacturer to exclude certain elements depending upon the
scope of his system.

7
 Figure 2. Development of the ISO series of Standards

CEN
PUBLISHES
CEN EN ISO
PUBLISHES 9000-1
EN 29000 9001
29001 9002
29002 9003
29003 9004-1
29004

UK
PUBLISHES
REVISED BS EN ISO
BS 5750 BS 5750 9000-1
PUBLISED CEN
PARTS 9001
IN UK PUBLISHES
8,13 9002
PLUS EN 29000-3
PUBLISHED 9003
ADDITIONAL 29004-2
IN UK 9004-1
PARTS AND
0.1, REVISED
0.2 BS 5750 PT4

ISO
PUBLISHES
ISO
REVISED
BS 5750 BS 5750 PUBLISHES ISO ISO ISO TO
BS 5750 ISO 9001
PUBLISHED PUBLISHED ISO 9000 PUBLISHES PUBLISHES REVISE
PART 4 9002
IN UK IN UK 9001 9000-3 9000-2 9001
PUBLISHED 9003
AS PARTS AS PARTS 9002 9000-4 9004-3 9002
IN UK AND NEW
1,2,3 4,5,6 9003 9004-2 9004-4 9003
PARTS
9004
9000-1
9004-1

1979 1981 1987 1990 1991 1993 1994 1999/2001

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8
The quality system elements of the existing ISO 9001/2/3 are summarised in Table 1,
together with the relevant clause numbers in the proposed new ISO 9001:2000. Clearly some
elements of the three present standards are common to all and although there has been some
restructuring in the proposed new version, these elements are still covered. It is noticeable
that quality costs or product liability do not appear as specific requirements in the standards
but it is difficult to imagine an effective and economically beneficial quality system without
some sort of identification and control of costs. The proper identification of the safety
aspects of a product/service must be necessary to enhance product safety and minimise
product liability. In any case those aspects related to health and safety issues will probably
be already covered by mandatory legislation.

Table 1: Quality system elements

Title ISO 9001 ISO 9002 ISO 9003 ISO 9001:2000

Management responsibility 4.1 4.1 4.11) 5
1)
Quality system 4.2 4.2 4.2 4
Contract review 4.3 4.3 4.3 7.2.2
Design control 4.4 4.42) 4.42) 7.3
Document and data control 4.5 4.5 4.5 5.5.6
Purchasing 4.6 4.6 4.62) 7.4
Control of customer-supplied product 4.7 4.7 4.7 7.5.3
Product identification and traceability 4.8 4.8 4.81) 7.5.2
2)
Process control 4.9 4.9 4.9 4.1+7.1+7.5.1+
7.5.5+8.2.3
Inspection and testing 4.10 4.10 4.101) 7.1+7.4.3+7.5.1
+8.1+8.2.4
Control of inspection, measuring and 4.11 4.11 4.111) 7.6
test equipment
Inspection and test status 4.12 4.12 4.121) 7.5.2
Control of non-conforming product 4.13 4.13 4.131) 8.3
Corrective and preventive action 4.14 4.14 4.141) 8.4+8.5.2+8.5.3
Handling, storage, packaging 4.15 4.15 4.151) 7.5.1+7.5.4
preservation and delivery
Control of quality records 4.16 4.16 4.161) 5.5.7+7.1
Internal quality audits 4.17 4.17 4.171) 8.2.2
Training 4.18 4.18 4.181) 6.2.2
Servicing 4.19 4.19 4.192) 7.1+7.5.1
Statistical techniques 4.20 4.20 4.201) 8.1+8.2.3+8.2.4
+8.4
1). Less stringent than ISO 9001 or 9002
2). Element not applicable

The most appropriate model for quality management systems in cement manufacture is ISO
9002, as the majority of cements are produced to well defined specifications either as
mandatory standards or previously agreed customer specifications. It is therefore of
importance to understand the requirements of the system elements summarised in the above
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table. It is essential to stress the point that some of the system requirements may not at first
sight be easily relatable to the cement business but as will be shown during this section, can
and must be addressed if the final system is to be credible, proactive and acceptable to a third
party if accreditation is to be sought.

Management Responsibility

This clause sets out the direct Management responsibilities required to enable the Quality
System to function with any degree of success.

There needs to be a clear statement of the Company policy with regard to Quality and how it
addresses the customer’s requirements. It should be endorsed by the most senior executive
and distributed and explained to all employees. It is the Management’s responsibility to
ensure that the implications of the policy are communicated and understood. Updates may be
necessary to meet organisational changes.

The responsibilities and inter-relation of all personnel who can affect quality need to be
clearly documented. An organisation chart is the first step. Management must provide
sufficient trained personnel to carry out verification activities in particular those related to
testing, inspection monitoring and auditing of the production and delivery of cement. A
Management representative having the authority and responsibility for ensuring that the
requirements of the Standard are implemented and maintained must be appointed.

A review of the Quality System must be carried out by a Management team at appropriate
intervals, usually at least once every two years. These reviews are designed to ensure that the
Quality System remains effective and meets the objectives of the Manufacturer. It will
include assessments of such things as internal audits and customer complaints.

Quality System

This clause requires that the Quality System adopted be documented. Typically this may be
effected by using the concept of tiered documentation. The Quality Manual is the top tier
followed by procedures and finally works instructions.

Contract Review

This clause requires that contracts between the cement manufacturer and his customer are
reviewed to ensure that the requirements are adequately defined and documented and that the
supplier is capable of meeting them. This will include verbal contracts.

Design Control

The scope of ISO 9002 does not include this element. The clause is included to align the
numbering with ISO 9001.

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Document and Data Control

Documentation and data play a key role in formalising the Quality System and demonstrating
its effectiveness. Examples of these are:

Quality Manual
Procedures
Specifications/Standards
Product formulations etc.
Test Data.

These have to be properly controlled to ensure that they are issued under the correct
authority, up-to-date, adequate for their particular requirement and available at all relevant
locations where personnel operate required processes.

A master list is required.

Any system needs to ensure that changes and/or modifications to the original documents and
data are done in a controlled way under a recognised authority, otherwise out-of-date
information could be used. In some organisations a form of acknowledgement of the receipt
of amendments and re-issues is required.

All controls are also extended to documents and data on hard disk.

Purchasing

The importance of the effect of bought-in materials on the quality levels of the final cement
product is recognised in the need to control and verify them.

This clause requires that specifications are drawn up for all purchased materials (from raw
materials for use in producing clinker, through to mill additives and paper bags) and agreed
between the supplier and cement manufacture beforehand. Verifications of purchased
products by the cement manufacturer is necessary and is normally achieved by goods inwards
inspection and testing. Purchasing documents must include reference to agreed specifications
and identify the material being supplied. The use of sub-contractors by the cement
manufacturer must be properly controlled.

All the above must be documented.

Purchaser Supplied Product

This clause requires that where materials for incorporation into the final cement are supplied
to the manufacturer by the customer, usage is in a documented and controlled way that
involves verification of the material, correct storage procedures and traceability. This clause
is not usually required in the cement manufacturing process.

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Product Identification and Traceability

Knowing the whereabouts of raw materials, intermediate clinker and final cement is crucial if
the customer is to be sure that he is sent what he asked for.

Traceability of product is required during all stages of production, delivery and installation
and documented procedures need to be in place to ensure that materials/product can be
identified by virtue of location and time.

Process Control

Production processes, whether they are manufacturing a product or the procedures by which a
service is performed, need to be properly planned in relation to performance standards and
process limits.

Work instructions, defining the manner of production (where the absence of such instructions
would adversely affect quality), need to be documented. Suitable equipment in appropriate
environments must be used and they must be suitably maintained to ensure they give
consistent and correct results. There is also a requirement for the monitoring and control of
process and cement characteristics.

Special processes are identified separately.

Inspection and Testing

The quality plan or documented procedures should include the requirements for inspection
and/or testing during the three phases of the overall cement making process:

a) on receipt of any purchased or sub-contracted materials or service; (receiving

inspection and testing);

b) during the manufacturing or service delivery process; (in-process inspection and

testing);

c) prior to final release to the customer; (final inspection and testing).

Inspection and testing of product (raw meal, clinker or cement) during the various stages of
the manufacturing process is the way of establishing its conformance with agreed and
specified requirements. The status of the product can then be identified and the release to the
next stage (or the customer in the final stage) can be controlled. Non-conforming product
needs to be identified. Records of required inspections/tests must be kept which give
evidence that the product has passed the necessary criteria.

Control of Inspection, Measuring and Test Equipment

The integrity of test data relies on the use of suitable test equipment (and software) that has
been correctly calibrated.

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This clause requires that the cement manufacturer:

- identifies the measurements to be made and their appropriate accuracy;

- selects the correct test/measuring/inspection equipment (software) and ensures

that it is calibrated to an agreed procedure and back to a Nationally recognised
standard;
.
- indicates the calibration status of each item of equipment (software);

- maintains calibration records;

- re-assesses test data in the light of equipment (software) found to be out of

calibration;

- ensures that test equipment (software) is correctly sited, handled and adjusted.

Inspection and Test Status

The inspection and test status of product should be identified throughout the process.
Product in this context means raw materials stored, intermediate materials (clinker, raw meal)
and finished cement. There are essentially three conditions: -

a) awaiting test/inspection.
b) passed inspection.
c) failed inspection.

Product in category c) is classed as non-conforming product.

Control of Non-Conforming Product

Most cement processes produce non-conforming products from time to time but a controlled
procedure can allow their incorporation back into the system whilst also reducing further
defects. This clause requires that first of all the non-conforming material is properly
identified and segregated from conforming material to prevent its inadvertent use. There
needs to be documentary evidence of this. Evaluation of the non-conforming material will
allow an informed decision as how best to proceed. Possible actions are to scrap, re-work,
repair or blending in with conforming product. If the repair/re-work options are chosen then
the resulting product needs to be re-inspected. Acceptance of the non-conforming product as
it stands is possible if a concession has been agreed beforehand.

The documented procedures for dealing with non-conforming product must indicate who is
responsible for making the decisions and a system for feeding information back to
appropriate personnel so that action can be taken to identify and correct the cause to prevent
recurrence.

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Corrective and Preventative Action

Appropriate corrective action should be designed to prevent and eliminate the cause of non-
conforming product.

This clause requires documented procedures to

- investigate causes (actual and potential) by analysis of appropriate items such as

the process, customer complaints and field service reports. Deficiencies
highlighted from audit and review procedures also need to be noted;

- initiate preventative action to deal with the problem using controls to ensure that
it is taken and is effective;

- implement and record the necessary changes in procedures;

Handling, Storage, Packaging Preservation and Delivery

This clause deals with how the cement is treated after manufacture. The procedures for
handling, storage packaging preservation and delivery need to ensure that during each of the
stages they will prevent damage, degradation and contamination.

Traceability of the cement during these stages continues to be important and will necessitate
separate silos for each type of cement and appropriate labelling or marking of the bags which
is legible, durable and remains intact until delivery to the final destination.

Control of Quality Records

Records (hard copy or electronic) are the objective evidence of the operation of a quality
system at all its stages. Therefore they are required to be kept to prove its effectiveness.
They should be:

• clearly identified as to the material applicable.

• indexed and easily retrievable.
• stored in a way to prevent deterioration, damage or loss.
• retained for agreed periods.

Internal Quality Audits

The requirement for auditing the quality system is essentially a requirement for self-
regulation. Audit reports need to indicate any necessity for corrective action and the follow-
up procedure should indicate that corrective action has been completed. Internal audits need
to be scheduled beforehand, following a documented procedure and be followed-up to check
on the effectiveness of the corrective actions taken.

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Training

This clause requires that the training needs of all personnel should be identified and objective
evidence is provided that they have met the training requirements. Appropriate records must
be maintained.

Servicing

This does not normally form part of the scope of cement schemes to ISO 9002.

Statistical Techniques

Statistical methods are a very powerful tool when used correctly within the quality process.
The use of these methods can be beneficial in most aspects of data collection, analysis and
application and can be used in controlling, monitoring and improving products and processes.

This clause requires that statistical techniques used within the quality system are identified
and documented.

Quality Manuals
Clause 4.2 of ISO 9002 (and 5.5.5 of ISO 9001: 2000) requires that the quality system be
documented. This is required to be achieved by the preparation of a Quality Manual. It is the
main document within the quality system and provides an adequate description of the system
and serves as a permanent reference in the implementation and maintenance of the system.

The purpose of the Manual is:

• to document the Quality Assurance Programme or Quality System and its

individual procedures;

• to inform about and guide its implementation;

• to facilitate training and auditing;

• to serve as a reference.

The Quality Manual is best organised into sections dealing with the various requirements of
ISO 9002 but it must reflect actual practices. Detailed technical procedures,
quality/test/inspection plans should not be included but referenced to suitable quality files.
This also applies to confidential matters. The Manual must be readily available but its
distribution is controlled to facilitate updating and renewal. Manuals are written in a
standardised format, which must be applied consistently. A typical page will be formatted as
follows:

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• Company name, organisational unit, logo.
• Manual title
• Blocks in heading for

- procedure title
- procedure number
- last revision data
- page numbers and total number of page

• Blocks for signature, comments, cross-references (where applicable).

Quality Manuals are usually structured to follow the clause numbers of the relevant ISO
Standard.

AUDIT/REVIEWS
Clauses 4.1.3/4.17 of ISO 9002 (5.6/8.2.2 of ISO 9001:2000) require reviews and internal
audits of the quality system to determine its effectiveness. There is, however, a difference
between the two techniques and it is important that this is recognised.

Internal quality audits

BS EN ISO 8402: 1995 defines quality audit thus: -

'Systematic and independent examination to determine whether quality

activities and related results comply with planned arrangements and whether
these arrangements are implemented effectively and are suitable to achieve
objectives.'

They are performed to verify that the system documented in the Quality Manual is being
operated correctly and effectively. It is the cement manufacturers way of self-regulating the
system.

Basic requirements are:

- they operate on a pre-planned schedule;

- they are carried out by properly trained personnel, independent of the function
being audited;

- the audit follows a set procedure;

- results of the audit are documented;

- follow-ups are made to check on corrective actions resulting from deficiencies

highlighted during the audit.

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Management review

BS EN ISO 8402: 1995 defines management review thus: -

'Formal evaluation by top management of the status and adequacy of the

quality system in relation to quality policy and objectives.

Hence a management review is above the level of audit, indeed it will consider the results of
internal audits during its assessment.

Management reviews are formal minuted meetings, attended by a Management team. They
will consider the effectiveness and suitability of the Quality System and whether changes are
required. To make a reasoned assessment the following will be considered:

• Analysis of rejections on suppliers

• Analysis of non-conforming product
• Analysis of customer complaints
• Review of internal audits and corrective actions
• Amendments to manual
• Training.

QUALITY MANAGEMENT SCHEMES AND PRODUCT

CERTIFICATION WITHIN BLUE CIRCLE

Blue Circle Industries has a considerable wealth of experience in the use of both of these
types of Quality Assurance schemes in its strive to improve the quality image of its products
and also in response to market requirements.

A Quality Management scheme was first introduced on to BCC UK works in 1984 in

response to a Government white paper entitled “Standards, Quality and International
Competitiveness”. This Scheme was originally based upon BS 5750, the predecessor of ISO
9002, and used the BSI as the independent third party to certify the Scheme. It came within
the remit of their Register of Firms of Assessed Capability- a nationally accepted system
recognised by major purchasers such as the Ministry of Defence (MOD), Public Supplies
Authority (PSA) and the National Coal Board (NCB).

Quality Management schemes using the ISO 9002 standard have also been established in
other parts of the Blue Circle group including Canada, Denmark, Malaysia and the
Philippines, whilst Nigeria is currently pursuing the adoption of the Standard. Initial work on
setting up a scheme in the USA was carried out in the earl y 1990’s when Quality Manuals
were produced and audits of the factories were carried out. This has not as yet been carried
through to third party certification.

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The selling of Oilwell type cements is strictly controlled under the American Petroleum
Institute’s (API) regulations and requires that manufacturers adopt a Quality System based on
ISO 9001/2 criteria, as currently followed by the Jurong factory in Singapore.

Product Certification schemes are an extension of Quality Systems and require that
independently taken samples be tested in approved laboratories. In some cases this can lead
to the application of a “quality” or national mark. Examples of these are the PS mark in the
Philippines or the Kitemark in the United Kingdom. See Figure 3.

Figure 3: Some Product certification marks

PHILIPPINES

UNITED KINGDOM

The European view, as embodied in the standard s EN 197-1 and EN 197-2, requires not only
a Quality Management system and third party sampling and testing of cements but also a
statistically based compliance assessment procedure conducted by the cement manufacturer.
It is based on random despatch samples and involves applying an “acceptability constant” to
a population of data and comparing the result with the laid down chemical, physical and
mechanical criteria- this is most conveniently done using a graphical technique and figure 4 is
one such example.

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Figure 4: Compliance graph of 28 day strength

In this example, a yearly population of 100, 28 day results has been assessed on a rolling
basis, based on the minimum sampling frequency of 2/week. As long as the shaded bars lie
within the limits (in this case, 42.5 and 62.5), then the cement is considered to be in
compliance.

This technique will form the basis of the”CE Marking” procedure that will be required within
the European Community to legally place cement on the market. Infringement of the
requirements could lead to eventual suspension of the licence to trade the cement in question
unless remedial action to be taken by the manufacturer and continual non-compliance can be
shown. Figure 5 shows the “CE Marking”.

Figure 5: CE Marking

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BENEFITS OF QUALITY MANAGEMENT SYSTEMS IN THE
CEMENT INDUSTRY

To the Producer

1) Systematic approach to operations leading to more efficient production and less

customer complaints.

2) Fully documented procedures, test methods etc. leading to reductions in

misunderstandings.

3) Clear definitions of suppliers/customers requirements via agreed specifications.

4) Workforce has a greater awareness of the importance of quality in retaining and

improving sales.

5) Reduced costs.

To the Customer

1) Assurance through independent third party monitoring that only manufacturers

complying with the rigorous requirements will remain upon the Register.

2) Well defined product sampling frequency and continued monitoring and

checking of test methods and equipment assist in the maintenance of absolute
standards.

3) A well-defined Management structure with trained and experienced quality

assurance and quality control staff.

4) Traceability of individual deliveries to specific locations at cement works of

origin.

5) A formal commitment to provide product data and after sales technical service
by suitably qualified personnel.

6) Documented inspection of bulk vehicles to ensure no product contamination

7) Assurance that a consignment of cement is from a single source.

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Further benefits of a product certification scheme to the customer are: -

1) Product certification independently assessed by an approved body.

2) Independent audit testing of cement by accredited laboratories.

3) Assessment and certification of the cement in line with the expected

requirements of the EEC Construction Products Directive (CE marking of
cement).

4) Independent assessment of the manufacturers autocontrol data. (CE Marking of

cement.

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