Manual de Management Integrat (1) - EN - Vers 2020 - PT A Fi Trimis

CODE: M-SIM; Edition 2; Rev.
3 [IN VIEW SINCE: 22.10.2020]
Quality Management includes the

requirements of ISO 9001: 2015,
which are strategically
implemented by our organization
to achieve customer satisfaction
through process control.
Environmental management
includes the requirements of ISO
14001: 2015 that provide our
organization with a framework to
help protect the environment and
respond to changing environmental
conditions in relation to socio-
economic needs.
Integrated
Management
Manual
ISO 9001: 2015 & ISO 14001: 2015
DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL 1

3 [IN VIEW SINCE: 22.10.2020]
CONTROL PAGE
Name of document INTEGRATED MANAGEMENT MANUAL

Code of document M-SIM
Edition of document 2
Review of document 3
The signatures below certify that this manual has been reviewed and accepted and demonstrates
that the signatories are aware of all the requirements contained in this document and are committed
to ensuring compliance.
Name/surname Signature Position Date

Elaborated by: Florentina Dunca RMQM 21.10.2020
Approved by: Marin Iuhasz Administrator 22.10.2020
This manual is reviewed to ensure its continued relevance to the systems and processes it describes.
The recording of add-ins, omissions, or contextual changes is shown below:
Page no. Context Review Date

2-130 Changes due to transition to ISO 9001: 2015 and ISO ED. 2/ 02.10.2017
14001: 2015 REV. 0
4; 94; 97 Changes following the application for the certification ED. 2/ 11.01.2019
program Keystone Insulating Glass REV. 1
20, 21, 22, 23, 27, Changes following the IG audit ED. 2/ 11.11.2019
28, 45, 50, 51, 59, REV. 2
69, 73, 88, 89, 92,
93, 100, 101, 109,
113, 114, 117, 118,
120
45, 49, 50, 86, 87, Changes following request ED. 2/ 22.10.2020
91, 92, 93, 100, 101, REV. 3
113
This electronic version of this document is the latest revision. It is the person's responsibility to
ensure that any paper version is the latest revision. The printed version of this manual is
uncontrolled, unless provided with an exemplary number of the document and revision in the field
below.
It is the RMQM's responsibility to modify, withdraw and update all internal copies of this document.
No. of copy:
Controlled copy
Uncontrolled copy
Date
This document is the intellectual property of DELTA GLASS. Partial or total multiplication and distribution is only allowed
with the organization's written consent.
Code of document: F-7.5.3-1, rev. 1

3 [IN VIEW SINCE: 22.10.2020]
Document valid since: 02.10.2017
CONTENT
CAP 1 PRESENTATION OF THE ORGANIZATION..................................................................................1
CAP 2 SCOPE......................................................................................................................................2
2.1. GENERAL.................................................................................................................................2
2.2. SCOPE OF SMI.........................................................................................................................3
2.3 REFERENCIES............................................................................................................................4
CAP 3 TERMS AND DEFINITIONS........................................................................................................5
3.1 TERMINOLOGY........................................................................................................................5
3.2 ABBREVIATIONS......................................................................................................................5
CAP 4 CONTEXT OF THE ORGANIZATION...........................................................................................6
4.1. UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES.........................6
4.1.1. External issues (PEST analysis)..............................................................................................6
4.1.2. Internal issues (SWOT analysis)............................................................................................7
4.2. UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES.........................8
4.3. SMI.........................................................................................................................................9
4.4. INTEGRATED MANAGEMENT PROCESSES AND ITS PROCESSES...............................................9
CAP 5 LEADERSHIP...........................................................................................................................20
5.1 LEADERSHIP AND COMMITEMENT.........................................................................................20
5.1.1. General...............................................................................................................................20
5.1.2 Customer focus....................................................................................................................22
5.2. QUALITY AND ENVIRONMENTAL POLICY..............................................................................22
5.2.1. Establishing the quality and environmental policy.............................................................22
5.2.2. Communicating the quality and environmental policy.......................................................24
5.3. ORGANIZATIONAL ROLES, RESPONSIBILITIES AND AUTHORITIES..........................................25
CAP 6 PLANNING.............................................................................................................................29
6.1. ACTIONS TO ADDRESS RISKS AND OPPORTUNITIES..............................................................29
6.1.1. General...............................................................................................................................29
6.1.2. Environmental aspects.......................................................................................................31
6.1.3. Compliance obbligations....................................................................................................32
6.1.4. Planning of changes............................................................................................................33
6.2 QUALITY AND ENVIRONMENTAL OBJECTIVES AND PLANNING TO ACHIEVE THEM................34
6.2.1. Quality and environmental objectives................................................................................34

3 [IN VIEW SINCE: 22.10.2020]
6.2.2. Planning of actions for achieving environmental objectives...............................................35

6.3. PLANNING OF CHANGES.......................................................................................................35
CAP 7 SUPPORT...............................................................................................................................36
7.1.2. Personnel............................................................................................................................36
7.1.3. Infrastructure.....................................................................................................................44
7.1.4 Environment for the operation of processes.......................................................................46
7.1.5. Monitoring and measuring resources.................................................................................48
7.1.6. Organizational knowledge..................................................................................................50
7.2 COMPETENCE.........................................................................................................................50
7.3 AWARENESS..........................................................................................................................50
7.4 COMMUNICATION.................................................................................................................51
7.4.1. General...............................................................................................................................51
7.4.2. Internal communication.....................................................................................................52
7.4.3. External communication.....................................................................................................52
7.5. DOCUMENTED INFORMATION..............................................................................................53
7.5.1. General...............................................................................................................................53
7.5.2 Creating and updating.........................................................................................................53
7.5.3. Control of documented information...................................................................................55
CAP 8 OPERATION...........................................................................................................................71
8.1. OPERATIONAL PLANNING AND CONTROL.............................................................................71
8.2. REQUIREMENTS FOR PRODUCTS AND SERVICES...................................................................71
8.2.1. Customer communication..................................................................................................71
8.2.2. Determining the requirements for products and services.................................................71
8.2.3. Review of the requirements for products and services......................................................72
8.2.4. Changes to requirements for products and services..........................................................75
8.2.5. Emergency preparedness and response.............................................................................75
8.3. DESIGN AND DEVELOPMENT OF PRODUCTS AND SERVICES..................................................78
8.3.2. Design and development planning.....................................................................................81
8.3.3. Design and development inputs.........................................................................................81
8.3.4. Design and development controls......................................................................................81
8.3.5. Design and development outputs.......................................................................................82
8.3.6. Design and development changes......................................................................................82
8.4 CONTROL OF EXTERNALLY PROVIDED PROCESSES, PRODUCTS AND SERVICES.......................82

3 [IN VIEW SINCE: 22.10.2020]
8.4.1. General...............................................................................................................................82
8.4.2. Type and extent of control.................................................................................................84
8.4.3. Information for external providers.....................................................................................85
8.5 PRODUCTION AND SERVICE PROVISION................................................................................85
8.5.1. Control of production and service provision.......................................................................85
8.5.2. Identification and traceability.............................................................................................88
8.5.3. Property belonging to customer or external providers......................................................89
8.5.4. Preservation.......................................................................................................................89
8.5.5. Post-delivery activities........................................................................................................90
8.5.6. Control of changes..............................................................................................................90
8.6 RELEASE OF PRODUCTS AND SERVICES..................................................................................90
8.7 CONTROL OF NONCONFORMING OUTPUTS...........................................................................92
CAP 9 PERFORMANCE EVALUATION................................................................................................93
9.1. MONITORING, MEASUREMENT, ANALYSIS AND EVALUATION..............................................93
9.1.1. General...............................................................................................................................93
9.1.3. Analysis and evaluation......................................................................................................97
9.2. INTERNAL AUDIT...................................................................................................................98
9.2.1. General...............................................................................................................................98
9.2.2. Internal audit program.......................................................................................................99
9.3. MANAGEMENT REVIEW......................................................................................................103
9.3.1. General.............................................................................................................................103
9.3.2. Management review inputs..............................................................................................103
9.3.3. Management review outputs...........................................................................................104
CAP 10 IMPROVEMENT.................................................................................................................105
10.1. General.............................................................................................................................105
10.2 Nonconformity and corrective action.................................................................................105
10.3 Continual improvement.....................................................................................................116
CAP 11 ANNEX..............................................................................................................................118

3 [IN VIEW SINCE: 22.10.2020]
CAP 1 PRESENTATION OF THE ORGANIZATION
DELTA GLASS is a private limited liability company, founded in 1998.
The main activity is: Glass and mirror processing.
The organization collaborates with both the furniture and construction industry. At present DELTA
GLASS is considered to be one of the strongest processors and distributors on the domestic market.
Another branch of activity is the export of glassware and porcelain.
The main activity at the establishment was the trade.
Since 1999, DELTA GLASS has acquired the first machinery and began its production activities.
Trends in furniture with different utilities have prompted the organization to promote a new range of
products: glass furniture - customized for customers: both for companies and for individuals.
DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 1

3 [IN VIEW SINCE: 22.10.2020]
CAP 2 SCOPE
2.1. GENERAL
DELTA GLASS has developed and implemented an integrated quality – environment management
system (SMI) based on the requirements of ISO 9001: 2015 and ISO 14001: 2015 as a framework that
enables the organization to document and improve its own practices to better meet the needs and
expectations of internal and external interested parties.
Applying the principles that support the operation and maintenance of the integrated management
system, as well as the responsibility for complying with the requirements of its reference documents,
rests with top-level management, coordinating and execution personnel, specialists and other
employees, as well as business partners. The management system implemented within the
organization is based on process-based approach and risk-based thinking (see Figure 1).
Context of the organization
Internal and external issues Needs and expectations of interested parties
SMI Scope
Planning
Plan
OPERATION
Act
Support and
Leadership
Improvement Operation
and
Do
commitmen
t
Check
Performance
evaluation
SMI intended results
Fig. 1 Interaction between ISO 9001: 2015 and ISO 14001:2015 with PDCA approach

3 [IN VIEW SINCE: 22.10.2020]
DELTA GLASS has adopted an integrated management policy aimed at improving its performance in
the field of quality and environment, reducing the negative impact of its own activities and
operations, keeping risks under control and addressing opportunities.
DELTA GLASS has also adopted this integrated management system to support its policy. The system
establishes the roles and responsibilities for managing, auditing, reviewing and updating its policies
and procedures.
The integrated management system is periodically evaluated through internal and external audits
and management reviews. All employees are responsible for maintaining the integrated
management system and for continuously improving it.
2.2. SCOPE OF SMI
The scope of the SMI documented in the manual is: glass and mirror processing, activity performed
at the headquarters of the organization.
This manual describes the integrated management system, describes the authorities, the
interrelationships and the responsibilities of the personnel operating within the integrated
management system, the conditions for the implementation, functioning and updating of the
integrated management system in order to ensure its compliance with the requirements of ISO 9001:
2015, ISO 14001: 2015 and provides customers with the essential information that underlies the
management concept of DELTA GLASS specific systems.
The manual also provides references to procedures that detail the processes that make up the
integrated management system.
The manual is used to familiarize interested parties with the controls that have been implemented
and to ensure that the integrity of the integrated management system within the organization is
maintained and focuses on customer satisfaction by consistently delivering products that meet their
requirements and legal requirements and applicable regulation, risk analysis and opportunities
approach, increasing global and environmental performance and continuous improvement.
The Integrated Management System Manual has the code: M-SIM.
Through the Integrated Management Manual, DELTA GLASS aims to demonstrate that:
- The integrated management system implemented according to the requirements of ISO

9001: 2015 and ISO 14001: 2015 is documented, maintained and continuously improved;
- Ensure compliance with the Integrated Management System policy.
- Deliver consistent products and services to meet the quality requirements, interested parties
requirements and regulatory requirements;
- Increases customer satisfaction through continuous improvement processes and compliance
with customer requirements and regulatory requirements;
- Analyze and address the identified risks and opportunities and establish action measures in
case of changes;

3 [IN VIEW SINCE: 22.10.2020]
- Use the life cycle perspective to prevent environmental impacts from occurring unattributed
anywhere in the product life cycle;
- There are concerns to continuously improve the performance of the integrated management
system.
The Integrated Management Manual is used for:
- Internal goals by informing, raise awareness and training of personnel;

- External goals to be disseminated to certification bodies, customers and other interested
parties, upon request.
The Integrated Management Manual is approved by the management of DELTA GLASS

(Administrator) and its application is a mandatory requirement for all processes within the integrated
management system.
Requiremen Justification of exclusions

t
There are non exclusions
2.3 REFERENCIES
- ISO 9000: 2015 - Quality management systems. Fundamentals and vocabulary

- ISO 9001: 2015 - Quality management systems. Requirements
- ISO 14001: 2015 - Environmental management systems -- Requirements with guidance for
use
- ISO/TS 9002:2017 - Quality management systems -- Guidelines for the application of ISO
9001:2015
- ISO 14004: 2016 - Environmental management systems -- General guidelines on
implementation
- ISO 19011: 2011 - Guidelines for auditing management systems
- ASTM E2190 - 10 - Standard Specification for Insulating Glass Unit Performance and
Evaluation
- NFRC 700 “Labeling Requirements"

3 [IN VIEW SINCE: 22.10.2020]

3 [IN VIEW SINCE: 22.10.2020]
CAP 3 TERMS AND DEFINITIONS

3.1 TERMINOLOGY
- According to:
- ISO 9000: 2015 - Quality management systems. Fundamentals and vocabulary
o ISO 14001: 2015 - Environmental management systems -- Requirements with
guidance for use
3.2 ABBREVIATIONS
MMI – Integrated Managament Manual
SMI – Integrated Management System
RMQM – Integrated Management Systems Representative
Other abbreviations are explained at the place of use

3 [IN VIEW SINCE: 22.10.2020]
CAP 4 CONTEXT OF THE ORGANIZATION

4.1. UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED
PARTIES
In order to understand the organization and the context in which DELTA GLASS works, the external
and internal issues relevant to the strategic mission and strategic directions were determined, as well
as the assessment of the organization's ability to achieve the intended results of the implemented
SMI.
DELTA GLASS does not work in isolation but is influenced by external and internal issues that can
affect process stability or SMI integrity. That is why the external and internal issues identified are
constantly monitored, analyzed and updated so as to continuously enable the promotion and
observance of their own principles and values, such as increasing the prestige and success of the
organization in providing high quality products on the domestic market and on the external one,
focusing on meeting the requirements of interested parties, achieving environmental performance,
meeting compliance obligations and meeting environmental and quality objectives.
External issues were determined using the PEST analysis and internal issues using the SWOT analysis.
We analyze information from various sources, such as legislation, the market for typical products,
economic information, monitoring and measurement data, environmental permits and permits,
internal analyzes, clients, suppliers, media, partners, employees etc.
4.1.1. External issues (PEST analysis)

PEST analysis is used to identify the main political, economic, social and technological factors that are
specific to the external environment in which the organization operates, as well as the impact of
these factors on the strategic development of the organization and, implicitly, the functioning of the
SMI.
Political factors:
- The degree of stability of the national and international political environment;
- The degree of stability of the executive / legislative structures;
- Predictability and stability of applicable legislation;
Concordance between national and international legislation in the field.
Economic factors:
- State intervention in the economy;
- The national and international economic situation;
- Dynamics of macroeconomic factors (inflation, GDP, unemployment etc.);
- Exchange rates and fluctuations;
- The level of taxes or various existing tax incentives;
- The power of consumption in the field of activity of the organization;
- The level of competitiveness of other organizations;
- Prices by other organizations;
- Self-financing capacity.

3 [IN VIEW SINCE: 22.10.2020]
Socio-cultural factors:
- Low interest for professions specific to the field of glass processing;
- Dynamics of the workforce.
Technological factors:
- Impact of current technology;
- The dynamics with which specific technology is developed in the field of activity;
- Dynamics in the IT sector;
- Costs with the implementation of cutting-edge technologies;
- Availability of funding sources for the implementation of cutting-edge technology;
- Quality of used equipment;
- Level of technical competences held by personnel.
4.1.2. Internal issues (SWOT analysis)

SWOT analysis (STRENGH, WEAKNESSES, OPPORTUNITIES, THREATS) provides the organization with a
framework for analyzing and evaluating DELTA GLASS strategies, positioning and direction of the
organization, business proposals and other ideas.
STRENGH:
- Quality of products executed

- Employee professionalism
- Focusing on customer requirements
- Monitoring of environmental aspects
- Process management using professional software
- Professional equipment
WEAKNESSES:
- List of qualified personnel in certain positions (administrative)

- high-volume work for some employees
- High prices of products made
OPPORTUNITIES:
- Ability to orient and open to international markets

- Annual upgrades of equipment
THREATS:
- Competition on the profile market that promotes lower prices

- High technology costs in the field
- The possible crisis in the availability of glass

3 [IN VIEW SINCE: 22.10.2020]
Identifying and monitoring external and internal issues is essential at management level in general
and at SMI level in particular, in order to develop a broader vision of the coordinates to be
considered for the proper functioning of the organization, as well as to identify opportunities and the
risks that can arise with the change of these factors.
4.2. UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED

PARTIES
Interested parties are also part of the DELTA GLASS context. Interested parties are internal and
external. DELTA GLASS analyzes them and determines which ones are relevant.
The organization considers it is important to understand the needs and expectations of interested
parties considering their effect on the organization's ability to consistently deliver high-quality
products that meet customer requirements, to ensure environmental control and at the same time
ensure compliance with applicable legal and regulatory requirements.
DELTA GLASS identifies the requirements it is required to comply with (eg the applicable legal and
regulatory requirements), as well as those requirements that they choose to adopt and which will
also become compliance obligations. Requirements are input into: setting policy on quality and
environment, setting environmental and quality objectives, determining environmental aspects,
compliance obligations, risks and opportunities to be treated by the organization.
Both interested parties, as well as their needs and expectations, change over time. Once identified,
the organization will monitor and analyze relevant interested parties information and relevant
requirements, and will set up measures to consistently supply quality products, for control of
environmental aspects, in the context of compliance with applicable applicable regulations.
Internal interested parties Needs and expectations

Employer Compliance with working procedures
Compliance with legislation
Making profit
Involvement of the workforce
Employees Compliance with the terms of the employment contract
External interested parties Needs and expectations

Clients Providing products that are appropriate to the requirements
(including accompanying documents)
Compliance with delivery deadlins
Flexibility in the product range
Warranty (5 years)
Communication and appropriate relationship
External suppliers Compliance with payment terms
Optimal communication
Compliance with contractual terms
Authorities Compliance with compliance obligations

3 [IN VIEW SINCE: 22.10.2020]
4.3. SMI
Within DELTA GLASS, top-level management plans and improves the quality of all activities
through organizational structures, procedures and resources through which quality assessment
and assurance is achieved and environmental performance improvement and the achievement
of planned outcomes.
DELTA GLASS has established an SMI in accordance with the requirements of ISO 9001: 2015 and
ISO 14001: 2015, described in the present Integrated Management Manual.
DELTA GLASS SMI is established, documented, implemented, maintained and continuously

upgraded according to the requirements of ISO 9001: 2015 and ISO 14001: 2015. Corresponding
to the requirements of ISO 9001: 2015 and ISO 14001: 2015, within DELTA GLASS all
requirements are applicable.
Within the SMI of DELTA GLASS, all the processes related to glass and mirror processing are
included.
 Process Responsible: Management Reprezentative (RMQM)

 Objective of the process: Defining the SMI scope and improving the performance of the
organization
 Resources:
- Human: to identify the processes within the organization and to compare them
with the requirements of the standards and to establish the interactions
between them
- Time: to identify the processes in the organization and to compare them with the
requirements of the standards and for the implementation of the SMI
- Financial: if appropriate
- Infrastructure: hardware and software
- Work environment: appropriate conditions for the design, implementation and
maintenance of SMI
4.4. INTEGRATED MANAGEMENT PROCESSES AND ITS PROCESSES
The application of an integrated management system in accordance with ISO 9001: 2015, ISO
14001: 2015 is a strategic decision of DELTA GLASS's top management. Defining, implementing
and documenting the integrated management system is only the first step towards the full
implementation of its requirements.
DELTA GLASS has implemented an integrated management system that exists as part of a wider
strategy that has established and implemented the organization's processes, integrated policies
and objectives, and meets the requirements of ISO 9001: 2015 and ISO 14001: 2015. To achieve
this, DELTA GLASS has adopted the process approach supported by the ISO 9001: 2015 and ISO
14001: 2015 standards.
Top management has determined the processes needed to achieve the intended results. By
defining key process groups and by managing inputs, activities, controls, results and interfaces,

3 [IN VIEW SINCE: 22.10.2020]
DELTA GLASS ensures the maintenance of system efficiency. These process groups are described
using tools such as procedures, processes, maps, flow diagrams.
The process map (Figure 2) identifies the process categories:
- Management processes: have a direct impact on the good functioning of the

organization and the dynamics of improvement; through them are communicated the
needs and expectations of the clients within the organization and the results obtained by
it in the sense of customer satisfaction; allow for the orientation and coherence between
the main and the supporting ones (establishment of the quality and environment
management policy, strategy, setting the context - external and internal issues, internal
and external interested parties and their relevant requirements, establishing the
necessary resources, roles, responsibilities, planning and setting of objectives,
management review).
- main / basic processes: is continually taking place from clients to clients, with a direct
impact on their satisfaction; regroups all activities related to product realization; have a
direct influence on the success of the organization; create and bring value to the
organization (marketing, determination and analysis of product requirements, design and
development, product realization, supply, process control and service delivery, product
delivery).
- supporting processes: support the main processes and contribute indirectly to their
added value; include monitoring, measurement, analysis through which the monitoring,
measurement and analysis of SMI performance (and processes) within the organization
are achieved (determination of legal requirements and other requirements, identification
of risks and opportunities, identification of environmental issues, communication,
competence, awareness and training, control of measurement and monitoring devices,
identification and traceability, maintenance of the built and technical infrastructure,
evaluation and selection of external suppliers, product preservation and delivery,
internal audit, monitoring and measurement of processes and products, customers
satisfaction assessment, data analysis, corrective and preventive actions).
The effectiveness of each process and its output elements is measured and evaluated through
regular internal audits, inspections and data analysis. Key Performance Indicators (KPIs) used are
correlated with the objectives in order to monitor the processes, as well as to determine the risks
and opportunities inherent in each process. Indicators on non-conformities, objectives and
corrective actions, as well as monitoring and measurement results, customer satisfaction data,
and process performance are also used.
When determining the required SMI processes within DELTA GLASS, the following considerations
are considered:
- Identification of required input elements and output elements expected at process

levels;
- Succession and process interaction;

3 [IN VIEW SINCE: 22.10.2020]
- Identification and application of monitoring, measurement, analysis and evaluation

methods, as well as appropriate indicators, necessary to ensure the processes
development and their effective control;
- Identifying the necessary resources and ensuring their availability;
- Establishing responsibilities and authority for processes;
- Establishing appropriate and necessary documented information;
- Treatment of identified risks and opportunities;
- Implementing changes to ensure intended results;
- Improving processes and SMI.
Through the SMI procedures, the sequence and interaction between the processes included
in the SMI has been established. Thus, in each system procedure, developed as a process
description, it is specified:
- Outputs from upstream processes that are inputs into the process described in the
procedure;
- Outputs from the process described in the procedure that are inputs into downstream
processes.
Through SMI documents, criteria and methods have been established to ensure that:
- Process development and control are effective;

- The necessary resources are provided to support the deployment and monitoring of
processes;
- In the processes, risks and opportunities are identified and treated;
- Processes are monitored, measured, analyzed, and improvement measures are put in
place;
- Actions are needed to achieve the results and continuously improve processes.
For the continued improvement of SMI: the PDCA cycle has been established. Thus, in line with
the structure of the processes included in the SMI, the process categories were included in the
Planning - Deployment - Verification - Improvement stages and specific quality and environment
objectives were established according to the management program. The process-based approach
is the basis for the design and implementation of the integrated quality and environmental
management system.
The integrated management system is established, documented, implemented and maintained

to ensure continuous improvement, efficient process performance to increase customer and
other interested parties' satisfaction, while strictly enforcing legal and regulatory provisions and
managing environmental aspects.
Maintaining the functioning of the integrated management system is possible through the
involvement of all employees, regardless of the hierarchical level.
OUTSOURCED PROCESSES
If DELTA GLASS identifies the need to outsource any or any part of the process that affects
compliance with specified requirements, control criteria such as personnel competency,

3 [IN VIEW SINCE: 22.10.2020]
inspection regimes, providing evidences of compliance, compliance with specifications and

specified requirements.
The controls identified do not relieve DELTA GLASS of the responsibility to comply with legal and
regulatory requirements and customer requirements, but in turn increase the ability to
effectively manage the supply chain. The adopted controls are influenced by the potential impact
of outsourcing processes on customer or interested parties compliance and the degree to which
process control is shared. Outsourced processes are controlled by contractual arrangements.
To demonstrate the operation of its processes and to provide confidence that the processes are
carried out as planned, DELTA GLASS maintains / retains documented information specific to
each process that attests and guarantees compliance with the requirements of the products
made and ensuring that these processes are performed by competent personnel in the field of
activity of the organization.
The outsourced processes are: human resource management, PSI activity, internal and financial
audit, ISCIR verification.
Top-level management ensures the availability of resources and information to keep these
processes under control.
The integrated management system adopted by the organization is continually being improved
to be able to effectively achieve the policy and quality and environmental objectives declared
and approved by top management. All processes are carried out in such a way as to ensure the
active protection of the environment by managing environmental aspects, controlling risks,
addressing opportunities.

3 [IN VIEW SINCE: 22.10.2020]
Description of SMI
Requirements of
ISO 9001:2015
and
Context of organization
ISO 14001:2015
(interested parties, internal
and external issues)
Products and services A/
developed by DELTA GLASS 1. Define the scope of SMI
RMQM
I. PLANNING OF SMI
Scope of SMI “ Production -
Processing of glass and mirrors”
Risks and
opportunities 2. Process identification A/
SMI RMQM
3. Compare processes identified with

RMQM
requirements of ISO 9001 and ISO 14001
Are applicable all requirements of

ISO 9001?
YES
Scope defined at 1
SMI Manual,
Process map
4. Documenting processes Procedures
RMQM
SMI
Keeping under
controla
documentelor

3 [IN VIEW SINCE: 22.10.2020]
Per- Records
II. IMPLEMENTING SMI 5. Implementation of SMI documents
sonnel
Keeping documented
information (documents,
records) under control
III. SMI Check
Internal audit
Monitoring and measurement of

processes
Management review
NO
OK? I.
YES
I.
IV. MAINTAINING SMI
Have changes (in the context of the organization, NO

organizational structure, operational structure, specific
legislation and regulations) occurred that could affect SMI?
YES
V. SMI IMPROVEMENT
Corrective
Preventive actions
DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL
actions | CAP 8 OPERATION 15
Continual improvement
Legend:
A – Administrator
RMQM – Management
Representative
CODE: M-SIM; Edition 2; Rev. 3 [IN VIEW SINCE: 22.10.2020]
MAP OF PROCESSES
General map of processes
MANAGEMENT OF ACTIVITIES (a) MEASUREMENT AND MONITORING (d)

- quality, environmental policy - customer satisfaction
- environmental, quality objectives - process, product, services
- planning - system
- Data analysis and actions - environment protection
INPUT DATA
- customer-specified requirements
and expectations OUTPUT DATA
- applicable legal and regulatory - CUSTOMER SATISFACTION
requirements - SATISFACTION OF INTERESTED
PRODUCTION AND SERVICE PROVISION (c) PARTIES (INCLUDING FROM THE
- risks and opportunities
- organization capability POINT OF VIEW OF
EXTERNAL SUPPLIERS
ENVIRONMENTAL PROTECTION)
CUSTOMER COMMUNICATION
Interested parties (clients, Processing of windows and mirrors Interested parties (clients,
employees, other employees, other
organizations - state, organizations - state,
private, NGOs, etc.) private, NGOs, etc.)
RESOURCES MANAGEMENT (b)
Documented information - Documentation Human resources Infrastructure Work environment

- integrated management system - competent, conscious staff (spaces, machinery, installations, equipment, etc.)

3 [IN VIEW SINCE: 22.10.2020]
Map of processes related to management of activities
Context of the organization
Basic policies and principles of

the organization
Performance
Identifying and establishing
processes to achieve the
organization's goals
Strategies
Resource management
processes
Process planning (goal setting)
Deadlines
Elaboration of programs and

implementation plans Responsibilities
Identifying risks and
opportunities
Processing of windows and mirrors
Measurement and monitoring

processes
Analyze processes and establish

improvement measures

3 [IN VIEW SINCE: 22.10.2020]
Resource management processes related map
Management of activities processes
Human resources Infrastructure Work environment
Establishing skills Determination of necessity Establishing requirements
Plan
Recruitment (internal / Supplier Selection

external)
internal / external training Equipment purchases
Personnel evaluation Infrastructure maintenance
Production and service provision processes
Measurement and monitoring processes

3 [IN VIEW SINCE: 22.10.2020]
Production and service provision processes related map
Management of activities
processes
Organization’s capability
Legal and Regulatory Resource managementprocesses

Requirements
Client Requirements
Selection of external
(Specified and Expected)
Tendering / contracting suppliers
Compliance obligations
Measurement and monitoring processes

Transport
Purchasing
Machine / material
reception
Processing of windows and mirrors
Client reception

CODE: M-SIM; Edition 2; Rev. 3 [IN VIEW SINCE: 22.10.2020]
Map of measurement processes
Management of activities processes
Resource management processes
Processes of resource management necessary for

Human resources measurement processes
Infrastructure
Measuring and monitoring the effectiveness of
Work environment allocation and management of the resources needed to
Internal Audit (Measurement and Monitoring

provide products / services
Measurement and monitoring of environmental aspects

Products and services provision Measurement and monitoring
Supplier Selection
of SMI Efficiency)
Tendering / contracting of external suppliers
Transport Measurement and monitoring

Purchasing
of the context of the
organization
Machines
Preservation Measurement and monitoring

Processing of windows and mirrors of products and services
provision
Measurement and monitoring

of risks and opportunities
Client reception Measurement and monitoring

of customer satisfactions

3 [IN VIEW SINCE: 22.10.2020]
CAP 5 LEADERSHIP
5.1 LEADERSHIP AND COMMITEMENT
5.1.1. General
Although responsibilities and authorities with regard to SMI management have been delegated,
global responsibility for the functioning and suitability of SMI belongs to the highest level of
management.
These responsibilities and authorities are documented in the job description sheet of each
employee.
Emphasizing customer requirements and meeting their needs and requirements, including legal
and regulatory requirements, is essential to business success, and precisely in this sense, this
requirement is communicated throughout the organization.
DELTA GLASS leadership demonstrates leadership and commitment related to SMI through:
- Evaluating the effectiveness of SMI, by periodically reviewing the policy and objectives in
the field of quality and environment, as well as by providing the necessary resources for
achieving the intended results;
- Ensuring that policy and objectives in the field of quality and environment are
established and are compatible with the context of the organizations and the strategic
direction of DELTA GLASS;
- Ensuring that SMI requirements are integrated into the processes identified at DELTA
GLASS level;
- Promoting process-based approach and risk-based thinking;
- Ensuring that resources for SMI are available and regular review of their availability;
- Communicating the importance of effective management of the integrated system and
compliance with SMI requirements;
- Communicating the importance of ongoing compliance with insultating glass certification
program;
- Ensuring that intended results are achieved within SMI;
- Employing, directing and supporting personnel to contribute to the effectiveness of SMI;
- Promoting the improvement by periodically analyzing the results obtained and
establishing appropriate measures;
- Supporting other relevant management roles to demonstrate their leadership, as they
apply in their areas of responsibility.
Top management assumes responsibility for all life cycle processes, including defining strategic
directions, responsibility, authority and communication to ensure SMI performance.

3 [IN VIEW SINCE: 22.10.2020]
DELTA GLASS leadership provides the necessary support to create and establish processes that
are important to achieving environmental objectives and targets through PDCA approach.
PDCA cycle- LEADERSHIP
Act Plan
Establishing the context of the
- Implementing actions to improve SMI organization and strategy
and processes Determination of legal requirements and
other compliance obligations
LEADERSHIP
Do
Check
- Developing policies and goals
- Ensuring resources
- Analysis of data on system and processes - Establish process responsibles
performance, correlation of strategy with - Focus on improvement
the context of the organization - Address risks and opportunities and
- Analysis of policy and objectives significant impacts
Leadership activities include systematically checking the effectiveness of SMIs through internal
audits and data analysis, trend analysis and KPI indicators. Periodic analyzes and reports ensure
that the SMI is efficient and responsive to change.
Top management is committed to implementing and developing the management system, this
commitment being defined by the organization's policies and objectives.
DELTA GLASS ensures that policy is understood, implemented and maintained at all levels within
the organization through its printed distribution and periodic analysis of both policy and
objectives. DELTA GLASS communicates to all employees the mission, vision, strategy, policies
and processes to:
- create and support common values of fairness and ethical behavior;

- create a culture of trust and integrity;
- Encourage commitment to quality and environmental protection;
- Encourage commitement to ongoing compliance with insulating glass certification
program;

3 [IN VIEW SINCE: 22.10.2020]
- provide personnel with the resources, training and authority to act with responsibility;
- inspire, encourage and recognize the contribution of personnel.
In addition, policies, goals and objectives are communicated and developed within the
organization through individual, team and departmental objectives that are reviewed and
discussed during employee performance analysis and management reviews.
5.1.2 Customer focus

DELTA GLASS management demonstrates leadership and commitment in customer orientation
by ensuring that:
- The customer's requirements as well as applicable legal and regulatory requirements are
determined, understood and satisfied;
- The risks and opportunities that can influence the compliance of products made by DELTA
GLASS and the ability to increase customer satisfaction are determined;
- Maintain customer orientation.
DELTA GLASS management ensures that customer requirements and expectations are continually
determined and met, in order to increase confidence, while respecting the applicable legal and
regulatory requirements, so as to ensure the satisfaction of interested parties.
Top management ensures that customer focus is maintained to improve customer satisfaction by
setting customer satisfaction goals during management reviews. Customers' requirements are
converted to internal requirements and communicated to the responsible personnel within the
organization. Customer feedback and complaints are continuously monitored and measured to
identify improvement opportunities. DELTA GLASS always seeks to interact directly with
customers so that they focus on their unique requirements and expectations.
5.2. QUALITY AND ENVIRONMENTAL POLICY

5.2.1. Establishing the quality and environmental policy
Quality and environment policy provides the direction and framework for setting up measures to
achieve organizational performance as well as goals and targets.
When setting up SMI policy, DELTA GLASS management ensured that this:
- is appropriate to the purpose and context of the organization and supports its strategic
direction, including the nature, scale and environmental impacts of the activities and
products made;
- is consistent with the organization's global policy and agrees with the other elements of
the organization's policy, eg human resources policy;

3 [IN VIEW SINCE: 22.10.2020]
- provide a framework for the setting of quality and environment objectives, through the
implementation of the organization's intentions and guidelines so that it can be put into
practice;
- includes a commitment to meet applicable requirements, customer satisfaction,
pollution prevention and compliance with environmental and other requirements
applicable to the organization's products and services and continuous improvement of
SMI;
- includes a commitment to maintain ongoing compliance with the insulating glass
certification program;
- expressed through a document approved by the Administrator;
- is under control - is monitored and updated when appropriate;
- it is formulated simply, clearly, for all those working within the organization or on behalf
of the organization;
- is documented, implemented and communicated to all personnel, is displayed and
available to all interested parties and is mandatory for all personnel in different areas of
the organization's physical space and through the website www.deltaglass.ro.
In determining the quality and environment policy, we considered:
- the level and type of future improvements required for the success of the organization,
- the expected or desirable degree of satisfaction of customers or other interested parties,
- development of the organization's personnel,
- the resources needed to implement, maintain and continuously improve the integrated
quality and environmental management system,
- the potential contributions of external suppliers;
- the organization's role in environmental protection;
- Compliance with customer requirements;
- Compliance with legal requirements in the environmental field;
- The assiociated insulating glass certification programe.
DELTA GLASS engages in an operating philosophy based on openness in communication, integrity

in customer service, fairness and concern for employees and responsibility towards the
communities in which it operates.
The organization's vision is to exceed customer expectations regarding quality, safety, durability,
delivery and value.
 Process responsible - Administrator

 Objective of the process - Informing unanimously the personnel and interested parties
about the organization's overall intentions and guidelines in terms of quality and

3 [IN VIEW SINCE: 22.10.2020]
environment and satisfaction of requirements. Continuously improve the effectiveness of

SMI and increase the performance of the integrated management system.
 Resources:
- Human: for policy issuance, setting objectives (general, specific), targets,
programs, personnel training - Administrator; to implement actions generated by
policy, communication and stock setting – Awareness of personnel;
- Financial: for supplies procurement, insurance and maintenance infrastructure /
training / working environment; to implement the actions necessary to achieve
the objectives;
- Time: to implement policy / objectives, to collect and analyze policy related data;
to reach the set targets.
- Infrastructure: Software - for documenting, analyzing and processing data
- Information: documented (non-documented) information that specifies various
requirements; methods and communication techniques used; ensuring the
security and confidentiality of information and data;
- Work environment: creative work methods and opportunities to increase
personnel involvement to harness its potential in policy implementation and goal
setting and implementation of actions needed to achieve them.
All employees, including new employees, need to know and understand the quality /
environment policy / objectives and implicitly the commitement / involvement they are required
to achieve.
Applying quality and environmental policy means actually complying with the rules set out in SMI
documents.
Quality and environmental policy is updated periodically based on:
- the organization's goals, identified environmental aspects and associated impacts;
- changing the requirements and expectations of relevant interested parties;
- risks and opportunities;
- changes in legal and regulatory requirements.
Quality and environmental objectives are in line with the quality and environment policy and
other organization objectives.
5.2.2. Communicating the quality and environmental policy

By issuing SMI policy, DELTA GLASS management has established guidelines for integrated
management.

3 [IN VIEW SINCE: 22.10.2020]
The SMI policy is signed by the Administrator who assumes responsibility for achieving all the
goals. The SMI policy is available and maintained as documented information, communicated to
all employees, available to relevant interested parties (displayed in different areas of the
organization's headquarters, on the organization's website or on request). Quality and
environmental policy is reviewed periodically (at least annually in management reviews) as to the
degree of suitability with the strategic direction of DELTA GLASS, depending on:
- Changes in the needs and expectations of relevant interested parties;
- The risks and opportunities identified;
- The organization's goals, environmental expectations and associated impacts;
- Any changes in compliance requirements.
Quality and environment policy is communicated to all employees, including through training
sessions, regular internal communications, so that they know and understand management's
commitment and declared goals. Employee understanding and awareness, policy content and
objectives are determined by internal audits or any other methods adopted.
5.3. ORGANIZATIONAL ROLES, RESPONSIBILITIES AND AUTHORITIES
DELTA GLASS management ensures that responsibilities and authorities for relevant roles are
defined, assigned, communicated and understood within the organization. This is done by means
of: job description sheet, internal decisions and procedures.
The responsibilities and authorities established by the DELTA GLASS management meet the
conditions for:
- Ensure that the SMI complies with the requirements of ISO 9001: 2015 and ISO 14001: 2015;
- Ensure that the intended results are achieved within the processes;
- Ensure that top-level management, SMI performance outcomes and improvement

opportunities are reported to management;
- Ensure customer orientation is promoted throughout the organization;
- Ensure that SMI integrity is maintained when SMI changes are planned and implemented.
The SMI organizational chart of DELTA GLASS is presented in Appendix 1.

3 [IN VIEW SINCE: 22.10.2020]
In order to implement, maintain and continuously improve the SMI, the DELTA GLASS
Administrator ensures that the functions involved are defined and communicated within the
organization, responsibilities and authorities:
 Administrator:
- Establishes the policy and general objectives of SMI;
- Ensures the promotion of process-based approach and risk-based thinking;
- Manages and organizes the entire activity of designing, implementing, maintaining
and improving the SMI;
- Provides the necessary resources for the implementation, maintenance and
improvement of SMI;
- solves problems in the system;
- Defines responsibility and authority for all functions involved in SMI;
- Manages the process of identifying and treating risks and opportunities at SMI level;
- Approves / provides improvement measures as a result of the process of monitoring,
measuring, analyzing and evaluating SMI processes;
- Manages and coordinates management review;
- Approve the Integrated Management Manual and its subsequent revisions.
In the job description and specific SMI procedures, the responsibilities of the Administrator are
specified in detail.
 Process resposibles are responsible at the level of the organizational structure managed,
for:
- Implementation of SMI policy;
- Identify the processes required for SMI operation;
- Ensure that SMI requirements are established, implemented, maintained and
continuously improved;
- Application of specific SMI documents;
- Achieving the general and specific objectives established according to the intended
results;
- Identifying and treating the risks and opportunities specific to the processes being
conducted;
- Monitoring, measuring, analyzing and evaluating the results of the processes being
conducted;
- Establishment of measures to improve performance;
- Awareness of the subordinate employees regarding the role and responsibility within
the SMI;
- Awareness of the subordinated employees regarding the satisfaction of the client's
requirements;

3 [IN VIEW SINCE: 22.10.2020]
- Coordination and analysis of the processes carried out in subordinate compartments;

- Participating in analyzes conducted by management to analyze the performance of
SMI processes and to identify opportunities for improvement.
In the job description sheets and specific SMI procedures, all the responsibilities of process
responsibles are detailed.
 The personnel of DELTA GLASS is responsible for:

- Participation in the implementation of SMI policy;
- Application of the SMI procedures, technical and organizational documents related
to the activity they carry out;
- Achieving the specific objectives, in order to achieve the general objectives
established by the SMI policy;
- Identifying and treating the risks and opportunities specific to the activities carried
out;
- Applying the improvement measures established at the level of the processes
running within the compartment or at the level of SMI.
 Integrated Management Reprezentative (RMQM) – coordinates and supervises the

implementation, maintenance, monitoring, analysis, evaluation and improvement of SMI
for:
- Ensuring that all processes necessary for the operation of SMI are identified;
- Ensuring that SMI requirements are established, implemented, understood
maintained and continuously improved, at all leveles of the company;
- Ensuring the compliance of the SMI with the identified requirements and
expectations of the intrusive devices, as well as with the applicable legal and
regulatory requirements;
- Reporting to the Administrator about the SMI performance and opportunities to
improve it;
- Ensuring that the following principles are promoted within the organization:
 Awareness of the personnel regarding customer satisfaction;
 Continuous improvement of SMI
- Documenting and maintaining the company’s documented informations, such as
Policies, Procedures and Forms via the composition of this Manual in accordance
with Documented information – as described in section 7.5.
- Conducting production employee and heads of departments training and evaluation
to ensure that the management system defined by this Manual is understood,
implemented and maintained.
- Regularly monitoring the use of the System Procedures and Forms by effected
employees.

3 [IN VIEW SINCE: 22.10.2020]
- Maintaining the latest version of all Management Forms listed in Matrix of

documentation – list of forms.
- Retention of all completed management system forms employed as described in this
Quality Manual, Documented information – as described in section 7.5.
- Ensuring that all current test reports used to qualify each insulating glass product for
certification authorization are maintained in Qualifying IG Test Reports.
 Ensuring the use of only those insulating glass components qualified by the
components employed in the insulating glass units tested for certification authorization as
defined in Qualifying Test Reports, and the Keystone POL B3-01, IG Certification Program
Policy, Section 4.5, Qualification Rules.
- Determining the usability of questionable insulating glass components as described
in section 8.4.
- Initiating replacement of un-usable insulating glass materials as described in Section
8.7.
- Ensuring that work order information communicated to production contains the
appropriate level of detail necessary to produce insulating glass configurations that
directly match the appropriate Certification Authorization Report(s), as described in
Section 8.5.1, Work Orders.
- Defining the methods & criteria for evaluating product quality via the composition &
maintainance of Section 3.6 In-Process Inspection and Section 3.7 Final Inspection.
- Determining the cause and initiating steps to correct all reported insulating glass
product deficiencies as described in section 7.5.
- Defining the procedure for identifying and applying the correct Insulating Glass
Permanent Certification labels as described in section 8.5.2, Certification Labeling.
- Regularly performing and documenting Quality Audits of completed insulating glass
products as described in section 9.2, Quality Audits.
- The resolution of customer complaints with regard to deficient product quality as
described in 10.2 at point reffering to Complaint Resolution / Preventing
Reoccurrence.
- Defining the procedure and method for ensuring that Insulating Glass Fabrication
Equipment is accomplished as described in section 7.1.5, Insulating Glass Fabrication
Equipment.
- Defining the procedure and method for ensuring that measuring equipment function
checks and calibration are accomplished as described in section 7.1.3.
- Ensuring IG production operations comply with the spacer system manufacturers’
recommendations, as stipulated in Insulating Glass Manufacturing Manual.
- Conducting IG production employee training and evaluation to ensure the
understanding of the manufacturing techniques and quality control aspects of
Insulating Glass Manufacturing Manual.
- Identifying the IG fabrication equipment and determining the required maintenance
of that equipment in accordance with the equipment manufacturer’s
recommendations,and documenting this information in IG Fabrication Equipment
and Maintenance Listings.

3 [IN VIEW SINCE: 22.10.2020]
- Ensuring that IG fabrication equipment is maintained in accordance with IG

Fabrication Equipment and Maintenance Listings.
- Maintaining all completed forms per defined System Processes on file for a minimum
of five (5) years.
 Process responsible: Administrator

 Objective of the process: Ensuring employee engagement, motivation, awareness and
commitment to meeting the quality / environment goals and customer requirements and
other interested parties
 Resources:
- Human: for collecting and analyzing data, establishing, and documenting the
organizational chart, job descriptions, internal regulation, internal decisions -
Administrator; for personnel training
- Financial: for providing and maintaining hardware and software infrastructure; for
purchasing consumables (printer cartridges, toner, paper etc.)
- Time: for issuing of documents, training of personnel
- Infrastructure: Software programs - for documentation, analysis and data processing,
printers, computers etc.
- Information: documented (non-documented) information that specifies various
requirements; methods and communication techniques used; ensuring the security
and confidentiality of information and data; access to labor law (Labor Code) and
other legal requirements specific to the field of activity
- Work environment: creative work methods and opportunities to increase personnel
involvement to establish and implement job-specific responsibilities.
Process description for setting responsibilities
1. Establishing the organizational

Delta Glass requirements chart Organigram (includes
Work legislation A organizational structure and
The activity's specific subordination relationships within
DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL
Legal and Regulatory | CAP 8 OPERATION 30
Delta Glass)
Requirements
Job description Sheets, SMI

2. Setting roles, responsibilities / A Manual, Procedures, Working
Training Signatures on Job description
3. Staff awareness on the roles, A / RMQM Sheets / Internal Regulations /
CODE: M-SIM; Edition 2; Rev.responsibilities / authority Internal Decisions,
3 [IN VIEW SINCE: 22.10.2020] Minutes of training with the
requirements of the SMI
Internal Documentation
communication
Developing specific activities

Personnel
Are there changes? YES

Are changes or improvements
needed?
NO 1 or 2
CAP 6 PLANNING
For DELTA GLASS to have an efficient management system, the risks and opportunities related to
the interested parties, the context of the organization (internal and external) and the quality and
environmental aspects are analyzed and managed. This process uses the information collected in
context assessments (SWOT and PEST), interested parties analysis, and assessment of the issues.
3 [IN VIEW SINCE: 22.10.2020]
High-level management takes into account the risks and opportunities the organization manages
to ensure that the management system is consistent with the intended results, manages the
external environmental conditions so as to prevent and reduce unwanted effects and
continuously improve (fig. 2).
Environmental aspects
- Intended results
- Prevent negative
Compliance obligations Risks and effects
Reduction
opportunities to be - Promoting
measures
addressed opportunities
- Continuous
improvement
Other requirements and
expectations
Fig. 2 Risks and opportunities
Once significant risks and opportunities are identified, DELTA GLASS plans actions to mitigate
perceived risks or actions to address opportunities. Actions are undertaken in a variety of ways by
using SMI processes by setting goals, targets, operational control, environmental control, or
emergency preparedness, external suppliers evaluation, or other business processes.
DELTA GLASS management ensures that the planning requirements are met, which presents the
following:
- Organizational / technical planning - in accordance with SMI procedures;

- SMI planning - in order to continuously improve the SMI and to achieve the general
objectives set by the policy.
6.1. ACTIONS TO ADDRESS RISKS AND OPPORTUNITIES

6.1.1. General
The goal of managing the risks and opportunities within the organization is to ensure that
resources and organizational capabilities are employed in an effective way to take advantage of
opportunities and reduce risks.
Top management is responsible for integrating risk-based thinking into the culture of the
organization. This includes the establishment of risk management policies and objectives to
ensure effective implementation or risk management and life cycle management of products,
activities or services provided by DELTA GLASS, through:
- Providing sufficient resources to conduct risk management activities and opportunities;

- assigning responsibilities and authorities for risk management and opportunities;
- analyzing information and results from audits and risk management and opportunities.
PDCA CYCLE– RISKS AND OPPORTUNITIES
Do
DELTA GLASS SRL- INTEGRATEDImplementing
MANAGEMENT MANUAL | CAP 8 OPERATION
risk reduction
32
plans and addressing
opportunities
Check
Monitoring of risk
through measurements
and audits
RISKS AND
CODE: M-SIM; Edition 2; Rev. OPPORTUNITIES
3 [IN VIEW SINCE: 22.10.2020]
Plan
Identifying and
addressing risks and
opportunities
Act
Implementation of SMI
changes and analysis
When planning the activity, DELTA GLASS takes into account the context of the organization, the
needs and expectations of interested parties, including clients, and determines the risks and
opportunities that need to be addressed to ensure:
- Obtaining intended results within SMI;
- Increasing the desired effects;
- Preventing or mitigating unwanted effects;
- Enhancement.
Within DELTA GLASS, there is a risk management team in place to coordinate risk identification,
risk analysis and assessment, as well as to address risks and opportunities, monitor and review
them, and set up measures to ensure that they are maintained reasonable level to ensure the
achievement of the organization's objectives and SMI in an efficient manner. The risk
management process involves identifying, analyzing, assessing and establishing the risk response,
monitoring the implementation of their control measures and periodically reviewing them and is
described in the "Risk and Opportunity Treatment" procedure.
The risks identified at DELTA GLASS and compartment level are recorded, monitored and
reviewed within the Risk Register.
 Process responsible: RMQM

 Objective of the process: managing risks and opportunities
 Resources

3 [IN VIEW SINCE: 22.10.2020]
- Human: all process responsibilities

- Time: to identify risks and opportunities
- Financial: -
- Infrastructure: supplies, computers, printer, toner
6.1.2. Environmental aspects

DELTA GLASS determines the environmental aspects of the activities, products and services that
it can control and what it can influence, as well as the environmental impacts associated with
them from a life cycle perspective.
Environmental issues and associated impacts are identified and evaluated:

- initially, with the decision to implement the SMI;
- Whenever significant changes occur in the organization: production / processing of new
products, new machinery, changes or emergencies of new environmental regulations, etc. which
may influence the environmental aspects identified during the initial / previous analysis;
- and take into account normal conditions and emergency situations.
In the "Environmental aspects" procedure, DELTA GLASS details the methodology for identifying
and assessing the environmental aspects from the life cycle perspective of the product,
highlighting the significant ones as well as the actual or potential significant environmental
impacts and the implementation of the controls for the reduce or eliminate the associated risks.
Do
DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION
Implementing controls for managing
34
environmental aspects, impacts and
addressing risks and associated
opportunities Check
Monitoring controls
ENVIRONMENTAL
CODE: M-SIM; Edition 2; Rev. ASPTECTS
3 [IN VIEW SINCE: 22.10.2020]
Plan
- Activity analysis
- Identification of
environmental aspects
- Establish criteria
Act
Implementing changes

 Objective of the process: reducing the risks associated with environmental impacts and
addressing opportunities
 Resources:
- Human: to analyze activities, identify environmental issues, environmental impacts,
risks and associated opportunities
- Time: to analyze activities, identify environmental issues, environmental impacts,
risks and associated opportunities
- Financial: for implementing preventive actions
- Infrastructure: -
6.1.3. Compliance obbligations

DELTA GLASS determines the compliance obligations applicable to the activities carried out.
The "Compliance Assessment" procedure describes the methodology for identifying, assessing
compliance and legal compliance, regulatory and other requirements and monitoring them. The main
compliance obligations come from:
- Laws approved by the Romanian Parliament, Decisions / Ordinances / Emergency
Ordinances of the Romanian Government, Ministerial Orders, Decrees etc .;

3 [IN VIEW SINCE: 22.10.2020]
- Agreements, treaties, conventions, international protocols, European directives to which

Romania has joined;
- Authorizations, approvals, agreements obtained from local / central authorities;
- Standards and norms;
- Contractual agreements with various interested parties.
The main sources of information are:
- Official Journal (specific legislative software) SINTACT

- Sites specific to the issuing authorities
- ASRO (Romanian Standardization Association)
The assessment of compliance with applicable legal requirements is made once a year by RMQM.
Frequency can be higher than once a year if negative findings appear in the authorities'
inspection reports. Conformity assessment results are inputs for management review.

 Objective of the process: Compliance with legislation and other applicable requirements
in the organization
 Resources:
- Human: to identify legal requirements and other requirements applicable to the
organization
- Time: to identify the legal requirements and other requirements applicable to the
organization and their selection
- Financial: soft law subscription
- Infrastructure: hardware and software needed to keep under control of
legislation.
6.1.4. Planning of changes

DELTA GLASS plans the necessary actions for:
- dealing with significant environmental issues;
- compliance obligations;
- The risks and opportunities identified.
by which to achieve the intended results of the SMI. The actions are in:
- the objectives set;
- established controls;

3 [IN VIEW SINCE: 22.10.2020]
- established actions.
6.2 QUALITY AND ENVIRONMENTAL OBJECTIVES AND PLANNING TO

ACHIEVE THEM
6.2.1. Quality and environmental objectives
Quality and environmental objectives are in line with the quality and environment policy and
other organization objectives.
Politicy is a set of general intentions and guidelines of the organization. In order to implement
and make measurable these intentions and general guidelines, the general quality and
environment objectives are elaborated. These general objectives contribute to meeting the
quality and environmental policy commitments and other specific organization (environment or
quality) goals. The choice of these objectives is the result of the "strategic planning" process
adopted by top management. The overall objectives translate the environmental performance
and quality performance that the organization wants to achieve. When setting general
objectives, consideration shall be given to:
- the principles and commitments of quality and environment policy;
- the risks and opportunities identified;
- environmental aspects (primarily those with significant impact);
- the legal requirements and other requirements to which the organization subscribes;
- the effects of achieving the objectives on the organization's activities, performance
processes;
- complaints from customers and other interested parties.
Ex. of general objectives: to reduce the consumption of natural resources.

Specific objectives are derived from general objectives and are specific to the type of general
objective. Ex. overall objective - reduction of consumption of natural resources, specific
objective: reduction of water consumption. The specific objectives are:
- measurable and consistent with the policy and general quality and environment
objectives,
- Significant and specific to each general objective.
Specific objectives are transposed into quantified targets (where possible) with delivery
deadlines, specific responsibilities and allocated resources. Targets are set for each year. Ex.
overall objective - reduction of consumption of natural resources, specific objective: reduction of
water consumption, target for year X - reduction of water consumption by x% compared to the
previous year. Targets are performance indicators of the environment / quality / management /
operational activities.
At the operational level - value adding processes for the client, shareholders and other interested
parties - the targets are translated into actions (measures) addressed as operational control
modalities whose implementation and measurement are facilitated by performance indicators
with deadlines, responsibilities and resources.

3 [IN VIEW SINCE: 22.10.2020]
Depending on the results of the monitoring and measurement, the specific objectives of a
general objective may be retained in the next year and specific targets are set the same as the
previous ones or others. The results are presented and analyzed in the management review.
The general / specific objectives, the targets together with the actions to be implemented are
transposed into environmental / quality management programs at the organizational level.
The general objectives, specific objectives, targets, indicators, responsibilities, deadlines and
resources are detailed in the "Management Program".
6.2.2. Planning of actions for achieving environmental objectives

Within DELTA GLASS, the quality and environment objectives have been established at all
relevant levels of the organization.
The general and specific quality and environment objectives are contained in the "Management
Program".
When setting the specific quality and environment objectives, it is considered that they:
- Be consistent with quality and environment policy;

- Measurable (setting measurable indicators, measurement / monitoring method and
recording and reporting mode) - to be completed in the Management Program;
- Consider the applicable requirements;
- Be relevant for the compliance of the products made and for increasing customer
satisfaction;
- Be monitored;
- To be communicated;
- Be updated, as appropriate.
6.3. PLANNING OF CHANGES

If there is a need to change the SMI due to organizational changes, legislative or other applicable
regulations, or following the process of monitoring, measuring, analyzing and evaluating
processes, as a result of the risk exposure or necessity of approaching the opportunities, the
changes will do it in a way that DELTA GLASS will consider:
- The purpose of the changes and their potential consequences;
- Keeping SMI integrity;
- Availability of resources;
- Assign / reallocate responsibilities and authorities.
The results of the shares are kept, monitored and analyzed in the management review.

3 [IN VIEW SINCE: 22.10.2020]
CAP 7 SUPPORT
DELTA GLASS identifies and provides the necessary resources for the establishment, implementation,
maintenance and continuous improvement of SMI.
When identifying and securing resources, account will be taken of:
- Capabilities and constraints on existing internal resources;

- What is needed to get from external suppliers.
Identifying the resources needed to meet DELTA GLASS objectives (which also include the continuous
operation and improvement of SMI and increased customer satisfaction) is the responsibility of the
Administrator. Identifying the resources for the planning, operation, control and continuous
improvement of production and administrative processes is the responsibility of the Administrator
and process resposibles.
Required resources include:
- HR;
- Material resources;
- Financial resources;
- Infrastructure;
- Work environment.

 Objective of the process: Effective operation of SMI
 Resources: according to the processes documented in the SMI Manual
Financial resources:
Planning and securing financial resources is done by top management by approving the draft
budget.
The specific SMI financial resources include: personnel training funds, internal and external
audits, endowment with the appropriate technical equipment / machinery and suitable vehicle,
hardware and software endowment, infrastructure and environmental improvement.

3 [IN VIEW SINCE: 22.10.2020]
7.1.2. Personnel
Within DELTA GLASS, the human resources management aims at ensuring all the positions in the
organizational structure with qualified personnel corresponding to the requirements of the
respective job, which will ensure the implementation of the SMI implementation and the
operation and control of its processes. Personnel performing activities included in SMI is
competent in terms of studies, training, skills and experience.

 Objective of the process: Meeting the present and future requirements of the
organization
 Resources:
- Human: personnel training for employees; personnel responsible for occupying
managerial positions
- Time: recruiting, hiring, training employees
- Financial: necessary for external training, recruitment / consulting firms, personnel
salary; for procurement of IT infrastructure and consumables
- Infrastructure: hardware and software to support training
- Work environment: ergonomics of working space / training, appropriate motivational
policy
Within DELTA GLASS we have established:
- Training methodology for the personnel involved in carrying out all the processes
included in the SMI to have the necessary competence to carry out these activities;
- Means of awareness of the personnel in terms of responsibility and involvement in
meeting the requirements of SMI.

3 [IN VIEW SINCE: 22.10.2020]
 Employing personnel
- leaving an employee A/
- increasing the volume of activity 1. Identify the need to hiring
RRU
- Promoting a job by promoting an
employee
- new positions in the organigram - job description
- date of post release
2. Definition of job features A/
- Employee profile
RRU
- the salary budget
- promotion / re-appointment of the

A/
3. Analysis of internal solutions for organization’s employee
RRU
the job - distributing tasks to several
employees
YES
Is there a
Internal
solution?
Depending on the nature of the station, one reorganization
or more of the following channels are
selected: NO
- written press
- recruitment siteS
- Employee recommendations 4. Identify the main channels of ad
- recruitment agencies communication RRU
- Candidates interviewed previously
A/
5. Define ad content and selection
RRU
steps
Step 1: Remove candidates who do not

6. Selection of CVs received for A/ meet the essential requirements
interview RRU Stage 2: Short list for the interview
DELTA GLASS SRL- INTEGRATED MANAGEMENT

7. Programming MANUAL | CAP 8 OPERATION
interviews 41
RRU
A/ RRU: description of the A/

8. Making the first interview Candidate: CV presentation,
*

3 [IN VIEW SINCE: 22.10.2020]
* Is the The refusal is then

NO communicated
candidate RRU
selected? Archive CV with interview
observations
YES
Depending on the nature and
9. Testing A complexity of the job:
- theoretical test
- practical testing
The refusal is then

Is the candidate NO communicated
selected? Archive CV with interview RRU
observations
YES
A
10. Final interview
Is the candidate The refusal is then

NO communicated
selected?
Archive CV with interview RRU
observations
YES
- Documents to be submitted before

11.1 The decision and the start of the activity 11.2 Preparing to integrate the
information on the - start date new employee into the RRU
RRU
commencement of the activity - medical visit schedule organization
are communicated - the contact person for the details
As the case:
until the start of the activity
- Office equipment, IT, e-mail address
- measuring footwear, equipment (if
- protection gear
applicable)
- furniture
- training scheduling
DELTA GLASS ASRL- - Presentation and signing of job description, PSI training, OHS, SMI
/ INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 42
12 First day of activity - presentation of the job risk assessment sheet
RRU
- Conclusion of the labor contract for the probation period
- presentation of the premisses, colleagues
- Dissemintate a copy of the SMI documentation that targets it
3 [IN VIEW SINCE: 22.10.2020]
- integration status in the organization

A/ - the degree of understanding of the duties
13 Informal communication after - necessary training evaluation
RRU
the first week of activity - other aspects
A/
14 Completion of the trial period RRU
The candidate YES The recruitment process

continues
is considered complete
activity?
Starting procedures for the conclusion of

employment relationships under legal
conditions for an indefinite period
LEGEND:
A – Administrator
RRU – Human resources Responsible
Particular cases:
1. Unskilled or middle-class qualified personnel

- is present at the interview without a CV and receives a completed "Interview Candidate"

3 [IN VIEW SINCE: 22.10.2020]
- The selection process consists of the interview and the practical test
2. Personnel with leading positions

- An investigation of activity and professional ethics is added before the final interview
 Employee training
Process responsibles prepare annual the training requirements. The evaluation of the effectiveness
of the training is done with the analysis of the results of the annual process of evaluating the
individual performances of the employees. The documented information of the training,
performance, education and qualification analyzes included in the Job description sheet, certificates,
diplomas and attestations is kept in the personnel file of each employee. The file is located in the
human resources section.
Based on the training needs established by process responsibles, together with the human resources
manager, the Annual Training Program is being prepared. At the planned dates, training is carried out
by the designated person (external or internal) and recorded in the training report.
The training needs are determined by the organization's future business guidelines or legal
regulations etc.
Top management determines training needs and needs for subordinate personnel and transmits
them to the Human Resources responsible.
The Human Resources responsiblr prepares the Annual Training Plan (at the beginning of each year)
taking into account the following:
- the organization's objectives and requirements in terms of personnel training;
- allocated training budget;
- the training needs identified;
- participants (target groups or target person);
- types of training by category of personnel;

3 [IN VIEW SINCE: 22.10.2020]
- resource requirements, such as personnel and training materials;
- Methods and criteria developed to evaluate training outcomes.

The training plan can be completed during the year with other training needs / themes. The training
plan is completed and kept on computer support by the Human Resources responsible.
If an employee wishes to attend a course not mentioned in the training plan, he may make a request
to do so.
Trainings can be done internally or externally.
Internal training can be done by your own personnel or training providers.
Any potential training provider is undergoing an examination before being selected to provide
training. This review includes information and references from different partners, written
information (eg catalogs, presentation sheets etc.) and is based on the following constraints
identified by the organization:
- regulatory requirements imposed by law;
- policy requirements, including those relating to human resources, imposed by the

organization;
- financial considerations;
- time and schedule requirements;
- availability, motivation and ability of each person to be trained;
- the availability of renowned external training providers.

External trainings are conducted according to the training programs of the external supplier for
the respective subject and can be completed with graduation diplomas, certificates of
participation etc.
Internal trainings are based on the established themes and are finalized by concluding a Training
Minutes. Depending on the topic, evaluation tests can be made.
Evaluate post - training trainees through practical evidence (where applicable), interviews,
knowledge tests and / or course evaluation questionnaires.
The results of a training can not be fully analyzed until the participant is tracked and tested at the
workplace, so a personnel appraisal periodically takes place to check the level of competency (after
training).
Evaluations are done both in the short and long term:
- In the short term, feedback from the participant is obtained on the training methods, the
resources used, the knowledge and the skills gained as a result of the training;

3 [IN VIEW SINCE: 22.10.2020]
- In the long run, the performance improvement of the participant's work is assessed.
 Employee evaluation
In order to define the required performance standard, a performance evaluation system has
been set up to define the correction strategy where appropriate. The evaluation of the personnel
is carried out on two levels: self-evaluation and evaluation by the superior hierarchical personnel.
The evaluation is done as follows:
- Self-evaluation - based on the criteria and indicators in the annual evaluation sheet of individual
professional performances, drawn up for each hierarchical line;
- By superior hierarchical personnel - refers to the degree of fulfillment of the evaluation criteria
included in the evaluation sheet corresponding to the activity of a calendar year.
The results of the annual personnel assessments underlie some measures to improve the quality
of the work carried out. The results are used for employee awareness of the level of performance
achieved in relation to the job requirements and for the hierarchical bosses to set up measures
to improve / increase the level of competencies or to reward / promote the employees.
For each job in the organizational structure, the "job descriptions" are defined as the tasks,
responsibilities and competencies required, and possibly the formal qualifications needed to
meet the job needs.
The management periodically analyzes the way the necessary competencies are ensured in order
to obtain the SMI effectiveness and increase customer satisfaction.
Personnel competency assessment is carried out in accordance with the Internal Regulation.
 FINANCIAL INFORMATION
 Process Responsible: Administrator

 Objective of the process: Ensuring financial resources for organizational processes.
 Resources:
- Human: qualified personnel in the field
- Time: for financial - accounting data processing
- Financial: for the provision of IT infrastructure components (hardware and software
necessary for the processing of financial - accounting data), the implementation of
the actions resulting from the analysis of financial accounting data
- Infrastructure: IT infrastructure components (hardware and software necessary for
the processing of financial - accounting data), means of communication

3 [IN VIEW SINCE: 22.10.2020]
Economic Department:
- introduces related merchandise and invoices from suppliers (internal and external)
into accounting. Prepare the NIR.
- Checks the invoices for the correspondence with the contract - where the supplier
contract is concluded.
It is monitored daily in the accounting program the due date of the unpaid invoices, respectively
the unpaid receipts. Payment Orders are made on the basis of invoices received from suppliers.
This department maintains the relationship with banks in terms of: balances, payments, credits.
Every month it prepares the Inventory for the production process regarding: raw materials,
auxiliary materials, spare parts, and other consumables.
Draw "Consignments" in a single copy that is kept in the accounting.
7.1.3. Infrastructure
DELTA GLASS Administrator is permanently preoccupied to provide and maintain the
infrastructure necessary to operate the processes included in the SMI and to achieve the
conformity of the products made. DELTA GLASS has a space that contributes to the
accomplishment of the mission and the fixed objectives, represented by: production areas,
storage spaces, administrative spaces. The spaces are in accordance with the technical, safety
and hygiene standards in force.
 Equipments
Production equipments are properly maintained for optimal process deployment; are the
hardware and software necessary for the smooth running of all processes within DELTA GLASS,
including communication processes (mobile, fax, internet, computer network).
IG Fabrication Equipment Maintenance
 Process responsible: Technical Director

 Input: IG Fabrication & Maintenance Listings, IG Fabrication Equipment Maintenance Log
 Output: IG fabrication equipment maintained, completed IG Fabrication Equipment
Maintenance Log; Planning of maintenance for year…;
Technical Director performs the IG fabrication equipment maintenance at the intervals prescibed in
IG Fabrication & Maintenance Listings (and synthesized in the Planning of maintenance for year…),
and records the completion of the prescribed maintenance in the IG Fabrication Equipment
Maintenance Log. The log records is kept in the office of the Technical Director for at least 5 years.

3 [IN VIEW SINCE: 22.10.2020]
RMQM periodically reviews the maintenance log to ensure the maintenance is performed as
specified.
 IT equipments
DELTA GLASS has a software that is appropriate to the production process and is licensed to use
it.
 Process responsible: Technical Director

 Objective of the process: Ensuring appropriate conditions for keeping product
compliance and meeting customer requirements
 Resources
- Human: competent, trained personnel
- Time: to ensure the maintenance of the infrastructure
- Financial: to ensure the maintenance of the infrastructure
- Infrastructure: hard and soft for data processing, warehousing facilities, appropriate
transport means.
At the work point located in Str. Bucovat, Nr. 3A, Sector 4, Bucharest the organization ensures
both the office space with the associated utilities and the equipment for the activity (computers,
software) and the means of communication (phone, fax, e-mail). Offices are equipped with air
conditioners that provide a working environment appropriate to the activity.
They are secured at the same work point of Str. Bucovat, Nr. 3A, Sector 4, Bucharest, storage
areas for raw materials and finished products, as well as the production space equipped with the
necessary equipment for carrying out the activities: glass washing machines, bevelling, cutting,
painting, faceting, blasting, drilling, security oven etc.
The delivery is provided by the organization through its own means of transport (motor vehicles).
Responsibility for maintaining and continuously improving the infrastructure is the responsibility
of the Administrator, who ensures that the infrastructure is in line with the legal provisions in the
field.
The annual investment plan also includes infrastructure improvements. Depending on the
organization's development strategy and quality objectives, specific equipment and machinery
are acquired.
The equipment / machines in the organization are registered in "Equipment / Equipment

Centralization". Each machine has its notebook that mentions maintenance activities, both
regular and daily maintenance, respectively, weekly.

3 [IN VIEW SINCE: 22.10.2020]
In order to maintain the capability of the equipments provided by the production department
and the compliance with the requirements of the production processes that the organization
carries out, they have been contracted for maintenance and service with the equipment
suppliers or firms authorized by them.
Contracts are concluded with organizations that annually check the earthing of the equipment,
the sockets, the strength of the power cables, check the power supply of the equipment in terms
of intensity. Replace worn or defective cables if necessary.
For compressor maintenance a representative of the organization from which the compressors
have been purchased for the oil change, the oil filter and when necessary the air filter.
IT infrastructure maintenance is carried out when required by a specialized organization.

 Objective of the process: Satisfying transport requirements.
 Resources
- Human: drivers and motor vehicles maintenance
- Time: for motor vehicles maintenance
- Financial: for motor vehicles maintenance
It ensures the maintenance of its own fleet to ensure both the functionality of the vehicles and to
control the environmental impact generated by emissions from them.
The Technical Director, who completes the "Vehicle Centralizer", is responsible for the
maintenance of the automotive equipment, in which he records and controls the following: the
period of validity of: ITP, CASCO and RCA insurance, the Transport License, Rovinieta, fire
extinguisher, first aid kit, revisions, metrological verification of tachographs. Based on this
centralization, it performs the following verifications, revisions. Revisions are carried out in an
authorized service.
Daily control and care is carried out by drivers before leaving the and after arriving from the
client.
Interior / exterior cleaning: interior cleaning of the vehicles; interior cleaning of windows;
exterior cleaning of windows and mirrors; headlight cleaning, headlamps and registration
numbers.
Check-ups: coolant check, engine oil, brake fluid, windscreen washer;
Daily control of road safety when leaving and driving:

3 [IN VIEW SINCE: 22.10.2020]
- checking the running system: tire inflation pressure and replacement of defective valves; the
condition of tires and rims.
- Steering system verification: the steering wheel must be below the permissible limit; condition
and insurance of the steering wheel, classical couplings and steering joints; in-service verification
of the steering system.
- brake system verification: brake pedal operation; pipe sealing; operation of the parking brake
- Electrical system verification: the state and operation of the lighting and signaling equipment
(headlamps, position lamps, stationary lamps, fog lamps, stop lamp, registration number, horn,
etc.); status and functioning of the damage warning facility; the condition and operation of the
windscreen wiper
Fuel cards were purchased for each vehicle. The fuel supplier sends the monthly consumption
situation to DELTA GLASS.
7.1.4 Environment for the operation of processes

DELTA GLASS takes into consideration the fact that the working environment has a positive
influence on the motivation, satisfaction and performance of the employees and therefore
ensures a suitable working environment for the operation of the processes within the
organization, ensuring the necessary conditions for conformity of the product, observing the
legal requirements applicable.

 Objective of the process: adequate working environment
 Resources
- Time: -
- Financial: work equipment, protection, machinery, consumables etc.
- Infrastructure: -
Top-level management allocates resources to create an appropriate work environment as a

combination of human and physical factors. The creation of this work environment is aimed at:
creative working methods and opportunities to increase engagement to harness the potential of the
person;
- rules and guidelines on security, including the use of personnel protective equipment;
- ergonomics;
- location of work places;
- social interactions;
- facilities for the organization's personnel;
- heating, humidity, lighting, air circulation;
- hygiene, cleaning, noise, vibrationie etc.

3 [IN VIEW SINCE: 22.10.2020]
DELTA GLASS associates the need for quality and management, meeting the dynamic needs of
personnel, encouraging personnel involvement:
- social needs, by encouraging teamwork,

- the need to be respected, to acknowledge the merits,
- the need for self-realization, the valorisation of talents,
- the need for job security.
Employees are aware of the benefits of the correct work at all levels and the effects of
unsatisfactory work on: the other employees, customer satisfaction, operating costs and general
prosperity of the organization.
As far as waste management is concerned, this implies:

- identifying and documenting the types of waste generated by the organization
- identification of the legal provisions applicable to the types of waste generated
- ensuring logistics of waste
- informing / raising awareness of waste management personnel
- permanent control of waste management.
Waste logistics refer to:

- identifying the need for containers / containers required for waste collection
- Acquisition or take-over from the authorized operator with whom the waste
collectors / containers are collaborating
- inscription / labeling of containers
- sorting waste by category and collecting in appropriate containers
- handing over waste to authorized operators
Waste management is completed by the Waste Responsible on the forms required by the
legislation in force. When the waste is handed over to authorized external suppliers, the forms
required by the legislation in force are drawn up.
The Waste Responsinble maintains and updates whenever necessary the Waste Management
Plan.
7.1.5. Monitoring and measuring resources

7.1.5.1. General

3 [IN VIEW SINCE: 22.10.2020]
Monitoring and measurement are used by DELTA GLASS to ensure valid and reliable results of
the products delivered in accordance with customer requirements, with the various compliance
obligations, including the applicable legal requirements.
DELTA GLASS established the process of monitoring and measuring the processes included in SMI
to evaluate:
- Efficiency of SMI;
- Compliance with general and specific quality and environmental objectives;
- Compliance of processes with applicable regulations and legislation.
Process descriptions were made through the procedures and this manual.
DELTA GLASS uses performance indicators.
7.1.5.2. Traceability of measurements
Within DELTA GLASS a system of identification and traceability has been established related to:
- Materials and raw materials;

- The products on the manufacturing stream;
- Non-compliant products.
Measuring Equipment Function Checks (Calibration)
 Process responsible: Metrology Responsible

 Input: the specialized measuring & testing equipment, the Calibration reports
 Output: Calibration Log and/or calibration reports from Authorized metrological
laboratories.
 As part of our weekly procedures, we check a sample of a cut piece,every Monday.
We measure the diagonals, if the diagonals are equal , the piece was correct cut. This
measurement is done with a ruler , witch is approved by the “National Instuitute of
approvel”. This ruler is used only for this measurement.
Metrology Responsible records calibration events in the Calibration Log, including the equipment
identification, the date of calibration, pass/fail criteria, pass/fail result, and the next calibration
due date.
Calibration records Calibration Log and/or calibration reports are maintained for a minimum of
five (5) years. These records include:
Equipment Employed and Tolerence:
Calipers +/- 0.002

3 [IN VIEW SINCE: 22.10.2020]
Micrometer +/- 0.001

Tape Measures +/- 1/16
Barometer +/- 0.6
Thermometer +/- 0.5
The measuring and monitoring equipment (EMM) is kept under control to ensure that it is
appropriate in terms of the measurement range, type and precision required to verify and
demonstrate the product's compliance with the specified conditions.
The process responsible identifies all EMMs in the organization that can influence product quality
/ generate environmental issues or provide information on quality / compliance / process
parameters / environmental factors indicators, and draws up an inventory of them. "Evidence of
measurement and monitoring equipment ", in which he will also record periodic metrological
checks for.
In this evidence, all EMMs that work within the organization are mentioned, and whether
verification is done internally or externally. Periodic metrological checks for each EMM are listed
in the "Annual Metrology Verification Program". All specialized measurement and test
equipment (EMMs) identified in Management System processes are calibrated according to the
"Annual Metrology Verification Program", or more frequently if evidence or suspicion of
erroneous results are recognized.
Authorized metrological laboratories are used in order to provide a report of calibration results.
Periodicity of calibrations and verifications:
- the standards corresponding to any accuracy level comply with the LO deadlines. They
are subject to LO verification and those EMMs that simultaneously meet the following
conditions: they are used in areas of public interest specified in L.O. valid. The
"Measurement and Monitoring Equipment Register" is drawn up and the verification
intervals.
- for EMMs of industrial interest (non-regulated) the periodicity is indicated in the
"Evidence of measuring and monitoring equipment". For these EMMs, the deadlines may
be modified from the ones specified in the LO based on previous experience, place,
frequency of use, EMM robustness etc. Changes in the verification frequency are
determined based on the metrological verification records analysis by the Metrology
Responsible.

3 [IN VIEW SINCE: 22.10.2020]
EMMs that cannot be calibrated to the manufacturer’s specifications or are found outside the
calibration limits are immediately withdrawn until they are brought within the limits, even if the
expiry date of the verification has not expired. The appearance is written to the Metrology
Responsible who assesses the impact on production conditions and provides corrective actions if
necessary.
For each EMM, fill in the information in the "Record of Measuring and Monitoring Equipment".
Each EMM is labeled to indicate the status of this metrological verification:
a) the label " METROLOGICALLY CHECKED " contains the expiry date of the verification;
b) the " REJECTED " label shall be applied following the metrological checks with results of
noncompliance;
c) The label " DO NOT USE " applies to EMM requiring a metrological check and for those
that are not verified according to an established frequency.
Labeling is done by the metrological verifier (cases a and b) and by the Metrology Responsible
(case c) and has a permanent character.
The metrological verification bulletin issued by the metrology laboratory performing the
verification will specify the reference identification number used to ensure its traceability to the
officially recognized BRML standard.
New EMMs - before being put into service, are accounted for by appropriate completion of the
Measurement and Monitoring Equipment Records by the Metrology Responsible, scheduled for
verification and labeled as mentioned above.
EMM not used - if an EMM has not been used since the last metrological verification, it is stored
on shelves or in cabinets specifically identified by the Metrology Responsible and is excluded
from periodic verification. When the equipment is reactivated, it is metrologically rechecked.
EMM that can not be repaired - Store separately, identify with the label "not fit for use", house
and dismantle.
The Metrology Responsible keeps up-to-date the "Annual Metrological Verification Plan" - the
record that he informs the Administrator of the timelines for the metrological verification.
7.1.6. Organizational knowledge

DELTA GLASS continually determines the necessary knowledge for the operation of its processes,
especially for increasing the quality and performance of the production process, increasing the
environmental performance, as well as achieving the conformity of all processes.
The information relevant to the field of activity is maintained, updated, disseminated and made
available as much as necessary. The information is obtained and updated by experience.
Organizational knowledge is based on:

3 [IN VIEW SINCE: 22.10.2020]
- Internal resources - experience and level of management training, personnel training

level, intellectual property of DELTA GLASS, knowledge gained through examples of good
practice, namely lessons learned from failures and successful projects, selection and
sharing unqualified knowledge and experience, the results of process and product
improvement;
- External sources - legislation, standard and applicable regulations, academic sources,
information obtained through participation in conferences, exhibitions, fairs, other
specialized events, knowledge obtained from collaborators, external suppliers etc.
When the needs and trends of change are identified, DELTA GLASS takes into account current
knowledge and determines how to obtain or access any additional knowledge as well as
appropriate updates.
7.2 COMPETENCE
DELTA GLASS determines:
- Required skills of people who work under their control and can influence the
performance and effectiveness of SMI;
- Level of competence of employees based on appropriate studies, training and
experience;
- The necessary actions to acquire the necessary competence and the effectiveness of the
actions undertaken, where appropriate.
Proof of the competence of the persons working under its control is kept in the form of
documented information (in personnel files as well as training reports).
Based on the training needs established by the process responsibles together with the human
resources responsible, the Annual Training Program is being prepared. At the planned dates,
training is carried out by the designated person and recorded in the Training Report.
7.3 AWARENESS
Within DELTA GLASS, trainings are being carried out to ensure competence, but also to raise
awareness among DELTA GLASS personnel about the importance of each one within the SMI,
how it contributes to meeting the quality and environmental objectives, the importance of
compliance with quality policy and environment, with procedures, significant environmental
aspects and actual or potential environmental impacts, as well as the role and responsibility for
maintaining and improving the SMI, as well as the implications of non-compliance with SMI
requirements, including non-compliance with contractual obligations and compliance.
Maintain training reports included.

3 [IN VIEW SINCE: 22.10.2020]
7.4 COMMUNICATION
7.4.1. General
DELTA GLASS has established communication methodology within SMI, which implies:
- Internal communication between hierarchical levels and functions of the organization;

- External communication with interested parties.
In internal and external communications, relevant to the SMI, the DELTA GLASS communication
process establishes:
- About what is communicating;

- When communicating;
- Who is communicating with;
- How to communicate;
- Who communicates.
 Process responsibilities: Administrator

 Objective of the process: Ensuring the transfer of information and rationale from one
person to another systematically, effectively, in time, secure and complete to influence
employee behavior in achieving the objectives. Adequate customer information on
DELTA GLASS products / services.
 Resources:
- Human: for generating and receiving information
- Financial: for providing the means of communication (internet, telephones, faxes)
- Time: for communication (direct / phone, written)
- Infrastructure: computers, software, phones, faxes, printers
- Informational: sources needed to generate information (according to documented
processes)
- Work infrastructure: appropriate to the means of communication
For the communication by written means there are established rules for drawing up documents,
their approval, their dissemination and the way of registration.
It is established the regime of documents, the way of drawing up, approving and registering
them.
Responsibilities, authority and competence for issuing internal decisions and notes, as well as
their enforceability, are assigned.
The regime of documents addressed to external recipients (such as information, reports,

statistical reports required at certain time intervals by local or central bodies of the state) is
established.
The entire internal and external communication system ensures the confidentiality and security
of information contained in certain messages.

3 [IN VIEW SINCE: 22.10.2020]
7.4.2. Internal communication

The internal communication process ensures:
- to bring to the attention of the entire personnel the highest quality and environmental
management policy;
- informing the personnel about the requirements and expectations of the clients, but also
of other interested parties;
- organizing and conducting processes;
- Knowledge the applicable legal and regulatory requirements;
- transmitting to the intended destinations the provisions of decisions, organizational
changes and personnel;
- use knowledge of the requirements of the integrated management system documents as
well as its performance, including its effectiveness and efficiency;
- knowledge by the involved personnel of the results of the product realization processes;
- knowledge of environmental issues;
- knowing the degree of customer satisfaction;
- the identified risks and opportunities,
- Knowing the issues.
Internal communication is accomplished by the following means:
- in writing, through addresses, reports, information, explanatory notes, decisions,

internal notes, reports,
- through the computer system,
- by displaying,
- fixed and mobile telephony,
- direct communication between people, between groups, or between people and groups,
in meetings, courses.
RMQM has the responsibility to ensure effective communication between DELTA GLASS
compartments and functions on various aspects of quality and environment and on the
effectiveness of SMI.
7.4.3. External communication

Following the analysis of significant environmental aspects, the Administrator decided that
relevant data on environmental aspects with significant impact would not be communicated to
interested parties, as they may only occur in emergencies. These communications will only be
made in the event of an imminent occurrence of an emergency.
The Administrator manages internal and external communication with by delegating the Import-
Export Director and the Sales Responsibles.
According to the DELTA GLASS strategy, increased attention is paid to various facilities to make
the organization known, the main form of communication being through the web page.
Information useful to interested parties is available on the organization's website. These are
periodic (where appropriate) revised, providing transparency and impartiality.
Communicating with customers implies:

3 [IN VIEW SINCE: 22.10.2020]
- transmitting information on the products offered;

- Customer feedback on their satisfaction is done through the Customer Satisfaction
Questionnaire or the complaints received from them. The results are analyzed in
management review or internal meetings to determine the causes and corrective actions
and appropriate corrections, as appropriate.
The main methods of communication with customers are:
- Verbal communication: direct or by telephone;

- Written communication: emails, web page, addresses etc.;
- Visual communication: by viewing samples.
Responsibilities and authorities of communication are described in the procedures. Records of

the communication process are maintained in accordance with documented procedures.
7.5. DOCUMENTED INFORMATION

7.5.1. General
The documented information is information that needs to be controlled and maintained within
the organization along with the support it contains. These can be in the form of any documents
and records (procedures, methodologies, regulations, contracts, forms, decisions, reports, plans
etc.) that demonstrate the processes as planned and intended results obtained.
DELTA GLASS identified the information specifically documented by SMI, classified as such:
- Documented information required by ISO 9001: 2015;

- Documented information required by ISO 14001: 2015;
- Documented information requested by relevant interested parties
- Documentary information established by the organization as necessary for proper
operation and ensuring the effectiveness of SMI.
The documented information used in DELTA GLASS is listed in the Matrix of Documentation.
7.5.2 Creating and updating

DELTA GLASS ensures that when documented information is generated, it is properly identified
and described and is available in an appropriate format and on appropriate media. All
documented information is reviewed and approved for suitability. When permanent changes to a
document are required, the new format for evaluating and implementing the document, is
presented to the process responsible.
The documented information is used to demonstrate compliance with the requirements of the
adopted standards, customer requirements, applicable regulations and laws, and effective SMI
operation. DELTA GLASS uses the control page to record the forwarding of documents to external
parties.

3 [IN VIEW SINCE: 22.10.2020]
DELTA GLASS uses standard forms and templates that are accessed through the local computer.
An electronic document management system, which is supported as required, is used to keep the
documented information, providing users access to current, non-editable versions. All SMI
documents are controlled and communicated in accordance with the procedure Control of
Documentation Information that defines the process for:
- approval of documents as appropriate prior to issuance;

- analyzing and reviewing the necessary documents and re-approving them;
- identification of changes and status of documents revision;
- ensuring that relevant versions of the applicable documents are available at the points of
use;
- ensuring that the documents remain legible and easily identifiable;
- identification of external origin documents and control of their distribution;
- prevent unintended use of obsolete documents.
DELTA GLASS applies the following criteria to all types of documented information to assess
whether the information is required to demonstrate the SMI's effectiveness and whether it
should be officially controlled. If any of the criteria apply, DELTA GLASS ensures that this
information is kept and / or maintained as a form of documented information:
- communicates an internal or external message;
- Provide evidence of compliance of the process and product
- provides evidence that the intended results have been obtained;
- Exchange knowledge.
Within DELTA GLASS, the documents included in the SMI are:

Specific SMI Documents:
- Integrated Management Manual;
- System procedures describe how the organization approaches the requirements for
which the two standards require documentation
- Process Map
- Quality and environment policy
Organizational documents:
- DELTA GLASS organigram, function states;
- Job description sheets;
- Work instructions are developed to describe how to use a work equipment / equipment
- Working procedures are developed to describe the specific mode of production.
- The quality plan
- Measuring and monitoring tools;
External Documents:
- national and international standards;
- legislation;
- regulations in the field issued by the competent authorities;
- technical documentation (execution drawings, projects);
- orders and contracts with customers or suppliers;
- specifications from customers and suppliers

3 [IN VIEW SINCE: 22.10.2020]
- catalogs / offers received from suppliers

- specialty magazines etc.
SMI records - required by ISO 9001: 2015 and ISO 14001: 2015 standards and providing objective
evidence of the degree of satisfaction with the quality and environment requirements or the
effectiveness of the functioning of an integrated management system process.
The documentation process of the SMI is the framework for improving communication within the
organization and between the organization and the business environment, legal and regulatory
bodies.
By documenting SMI are facilitated:
- communication;
- Compliance with customer requirements, legal and regulatory;
- the consistency of the action (repeatability, traceability, control);
- provide evidence (palpable, objective) of compliance and continuous improvement;
- assessing the effectiveness and continued suitability of the SMI.
All documents of the integrated management system, regardless of their origin - whether
internal or external - are controlled from the point of view of dissemination, validity and
modification as set out in the "Control of documented information".
7.5.3. Control of documented information

In DELTA GLASS, the documented information requested by the SMI is controlled to ensure that:
- Available and suitable for use where, where and when required;
- Are adequately protected, depending on their role and importance (against loss of
confidentiality, misuse, damage).
For the control of the information documented in DELTA GLASS, the following actions are
undertaken:
- Dissemination, access, retrieval and use;

- Storage and protection, including maintaining readability;
- Control of changes, version control;
- Storage and disposal.
Within DELTA GLASS, the process of controlling all SMI documents, including those of external
origin.
a. Keeping documents under control

 Objective of the process: Univocal informing of personnel and effective communication
of information in order to obtain compliance with the requirements and effective
functioning of SMI
 Resources:
- Human: competent / trained / informed personnel for managing the documents;

3 [IN VIEW SINCE: 22.10.2020]
- Financial: to acquire / maintain / improve the infrastructure needed for document

management; for purchasing supplies (Xerox / Printed Cartridges, CDs); for external
personnel training;
- Infrastructure: computers, printers, copiers, document storage / archiving spaces,
offices (properly equipped), media etc.
- Information: (not) documented information that specifies various requirements from
outside parties; methods and communication techniques used; ensuring the security
and confidentiality of information and data;
- Work environment: creative work methods and opportunities to increase personnel
involvement to harness its potential in managing documents; rules and guidelines on
occupational safety; ergonomics; placement of work places; social interactions;
facilities for the organization's personnel; heating, humidity, lighting, air circulation;
hygiene, cleaning, noise.
A process is presented as follows: process responsible; the objectives of the process; resources;
description (documenting the development of the process = procedure).
Changing the description of a process is done if:
- the reference standard underlying the initial drafting of the document has been modified;
- there have been changes in the organizational structure;
- specific legislative or regulatory requirements have arisen;
- there is a lack of effectiveness of the process caused by deficiencies of the procedure;
- if there are pertinent proposals from personnel to improve the documented process.
- Flow diagrams are built using the following symbols:
The
Description of activities
Interface Processes decision
box
Indicating the meaning of a flow from an activity to the next activity
 Description of the control process of SMI documents
The records of the document control process are kept in accordance with documented
procedures, the process of controlling the SMI documents, as well as the responsibilities related
to this process are regulated by the documented procedure " Control of documented
information".
RMQM determines the need for creation or revision of the existing management system
documentation also based on the requirements of the Keystone Insulating Glass Certification
Program Policy Statement(s) and the operational needs of DELTA GLASS.

3 [IN VIEW SINCE: 22.10.2020]
DELTA GLASS has established the process of controlling all SMI records.
Records of the record-keeping process are maintained in accordance with documented

procedures.
 Control rules of the Integrated Management Manual:
Elaboration: The Integrated Management Manual is developed by RMQM, based on the

requirements of the ISO 9001: 2015 and ISO 14001: 2015 standards. The Integrated Management
Manual is identified by the information on the control page and the cartridge provided at the top
of each page.
Each chapter of the Integrated Management Manual can be revised simply and correctly when
needed.
Aproval: The Integrated Management Manual is verified and approved by the Administrator.
Elaboration: The Integrated Management Manual is issued in its original form. Copies of the
Integrated Management Manual may be issued as a controlled copy and / or uncontrolled copy.
Controlled copies are subject to revisions. Changes are listed on the control page.
Uncontrolled copies are not subject to post-release revisions, are informative and are especially
prepared in the event of audits, meetings etc. Controlled copies are numbered independently of
uncontrolled copies.
Dissemination: The original of the Integrated Management Manual is maintained at RMQM. The
Controlled and Uncontrolled Copies of the Integrated Management Manual are disseminated
under the distribution List. The Integrated Management Manual is available on computer
support, in unmodified or paper format, for advisory purposes.
The distribution locations are set by the RMQM, if necessary, and in consultation with the
approving function, given that it is available with the version in force at all places of use.
Responsibility for disseminating belongs to RMQM, which prior to distribute highlights its
character in background "Controlled copy" or "Uncontrolled copy" and mention the copy number
on the cover. In the case of the broadcasting of some extracts from the SMI Manual, the
background is "Controlled copy" or "Uncontrolled copy" and in the footer the number of the
broadcast copy.
The SMI Manual is not disseminated externally unless there are applicable legal or regulatory
requirements to support this distribution, if it is an explicit requirement of the customer. In this
case, the cover no. the copy / recipient, indicates the type of copy in the background (usually
uncontrolled - no change is required to be notified to the recipient).

3 [IN VIEW SINCE: 22.10.2020]
Modification: The Integrated Management Manual is issued and identified by edition and
revision. In an edition, some chapters / subchapters of the Integrated Management Manual may
be modified as a result of:
- Changing the requirements of standards used as referential;

- Extend the SMI to the requirements of other standards;
- Some legislative regulations;
- Changes in organizational nature;
- The need to improve SMI;
- Well-founded interested parties requirements.
Each chapter / subchapter can be reviewed individually, so that at some point the revision
number may vary from one chapter to another. After a maximum of 5 revisions in an edition or
when the structure of the manual is radically changed, a new edition will be released. All
chapters of the new edition are initially released in Revision 0.
Upon revision of the Integrated Management Manual, the same established rules for
development, approval, issuance and dissemination are respected. In a review, changes are
highlighted by:
- Increase revision number in the tab of each page of the revised chapter / subchapter;
- Highlight all changes in the Checklist of revisions on the control page;
- Increase revision number of Integrated Management Manual.
The Revision Number of the Integrated Management Manual, as a whole, is the number of the
last interventions made in the Integrated Management Manual and is highlighted on the on-
board of the Integrated Management Manual. At each revision, the control page of the
Integrated Management Manual changes as well, obtaining the same signatures and approvals as
originally.
Upon releasing a revised chapter / subchapter, RMQM withdraws from users the chapter /
subchapter that has been modified, destroys it and replaces it with its latest revision. The original
chapters / subchapters are marked "CANCELED" and are kept for a period of 3 years.
It is not allowed to change by handwriting of the manual.
RMQM will keep the original of the SMI manual (no number) on paper (inserted in the
background "Original").
If there is a change to a chapter / section, proceed as follows:
- the chapter / section changes as described above
- the affected modification document will be replaced and the old document will be
removed from all the places where the document was screened
- the personnel are notified that section / chapter changes have been made and the new
version is being disseminated. To see the changes where possible, the changes will be

3 [IN VIEW SINCE: 22.10.2020]
highlighted by highlighting the modified passage and filling in the reds. To view the
changes, those who are interested have at their disposal 48 hours after which on the old
version is mentioned "OBSOLETE DOCUMENT" and is kept in the library " OBSOLETE
DOCUMENT ", preserved by RMQM.
Implementing / using the SMI Manual
The provisions of the approved SMI Manual are implemented by the recipient / user.
 Managing Work Instructions
Elaboration of Working Instructions
Describe how to use a work equipment / work equipment to develop Working Instructions.
Work Instructions are developed in the form of text showing the order of activities performed for
the use of work equipment / equipment. They are developed by the RMQM.
Work Instructions are centralized in the Excel "Work instructions" file.
The Working Instructions are identified by: IL - xx code, where IL = Working Instruction, xx =
Number in the order of elaboration, name and date of entry into force that is specified in the
header by day / month / year version.
Analysis / Approving / Approval Working Instructions
Work Instructions are approved by the Administrator.
Dissemination of Work Instructions
Work Instructions are run internally based on a " distribution page" attached to the original copy.
The distribution sites are set by the RMQM, if necessary, and in consultation with the approving
function, given that they are in place with the version in force at all places of use.
Responsibility for disseminating the documents belongs to RMQM, which prior to distribution
highlights its character in background "Controlled copy" or "Uncontrolled copy" and mention the
copy number in the footer.
If IL is distributed outward, it is broadcast on paper and uncontrolled copies.
RMQM will keep the original (inserted in the background "Original") of the document (no
number) on paper.
3 [IN VIEW SINCE: 22.10.2020]
Implementation / Use of Work Instructions
Approved Work Instructions are implemented by the recipient / user.
Change / withdrawal of Instructions
When changes to the Working Instructions are required, these changes are subject to review and
approval as the original document.
Modification of a Work Instruction is done by the Elaborator if:
- Changes have occurred in documented work

- the responsibilities of the personnel involved in the documented activity have been changed
- there is a lack of effectiveness of activity generated by deficiencies of the Work Instruction
- if there are motivated proposals from personnel to improve the documented activity
Any change is recorded in the "Evidence of Working Instructions". It is not allowed to change by
handwriting of the Work Instructions.
Each change changes the current version of the Working Instructions.
After the Elaborator makes changes to the contents of the instruction, highlighting the passage
that will be modified and completing the new aspects that are entered in the text in red.
The affected modification document will be replaced and the old one removed from all the
places where the document was used.
Personnel are notified that modifications have been made and the new version is being released.
To see the changes where possible, the changes will be highlighted by highlighting the modified
passage and filling in the reds. To view the changes, those who are interested have at their
disposal 48 hours after which on the old version is mentioned "OBSOLETE DOCUMENT" and is
kept in the library "OBSOLETE DOCUMENTS", preserved by RMQM.
 Managing Work Procedures
Developing Work Procedures
To describe the specific way of achieving the production processes, work procedures are
developed.
Work Procedures are developed in the form of text showing the order of activities on the flow of
execution. They are developed by RMQM.
3 [IN VIEW SINCE: 22.10.2020]
Work Procedures are centralized in the Excel "Work Procedures Record" file.
Work Procedures are identified by: PL - xx code, where PL = Working Procedure, xx = Number in
the order of elaboration, name and date of entry into force that is specified in the header by
day / month / year version.
Analysis / Approval Working Procedures
Work Procedures are approved by the Administrator.
Dissemination of Work Procedures
Work Procedures are run internally based on a "distribution List" attached to the original copy.
The distribution sites are set by the RMQM, if necessary, and in consultation with the approving
function, given that they are in place with the version in force at all places of use.
Responsibility for distribution belongs to RMQM, which prior to disseminate highlights its
character in background "Controlled copy" or "Uncontrolled copy" and mention the copy number
in the footer.
If PL are disseminated outward, they are disseminated on paper and uncontrolled copies.
RMQM will keep the original (inserted in the background "Original") of the document (no
number) on paper.
Implementation / Use of Work Procedures
Approved work procedure provisions are implemented by the recipient / user.
Change / withdrawal Work Procedures
When changes to Work Procedures are required, these changes are subject to review and
approval as well as the initial document.
Modifying a Work Procedure is done by the Elaborator if:
- Changes have occurred in documented work

- the responsibilities of the personnel involved in the documented activity have been
changed
- there is a lack of effectiveness of the activity generated by deficiencies of the Working
Procedure
3 [IN VIEW SINCE: 22.10.2020]
- if there are motivated proposals from personnel to improve the documented activity
Any change is recorded in "Evidence of Working Procedures". It is not allowed to change by
handwritting of Work Procedures.
Each change changes the current version of the Work Procedures.
After the Elaborator makes changes to the content of the procedure, highlighting the passage to
be modified and completing the new aspects that are entered in the text in red.
The affected modification document will be replaced and the old one removed from all the
places where the document was screened
Personnel are notified that modifications have been made and the new version is being released.
To see the changes where possible, the changes will be highlighted by highlighting the modified
passage and filling in the reds. To view the changes, those who are interested have at their
disposal 48 hours after which on the old version is mentioned "OBSOLETE DOCUMENT" and is
kept in the " OBSOLETE DOCUMENTS" kept by RMQM.
 Managing forms
Elaboration of forms
The forms used are required by certain documents (Manual SMI, Operating Instructions),
Customer, or the applicable laws and regulations.
Own forms are developed by Delta Glass personnel.
The forms used are identified by the name of the form and the date of entry into force of the
model form - by the expression "valid form of day / month / year".
Where appropriate, the standard forms required by the regulations in force are used.
Analysis / approval of forms
In order to ensure their applicability, the forms developed by the DELTA GLASS personnel or
imposed by the Client are analyzed and subsequently approved by the Administrator.
Dissemination of forms
The valid forms are distributed at the places of use.
The forms are centralized in the Excel "Forms / Records" file, which specifies the document that
requires the form, the responsibilities for completing, etc.

3 [IN VIEW SINCE: 22.10.2020]
Implementation / Use of Forms
Forms are used and transposed into records.
Modify / withdraw forms
A form changes if it is found that it has columns that do not fill out or need others.
Changing a form does not affect the date of entry into force of the document requiring it, if it is
the SMI Manual or the Work Instruction.
Modification of forms by handwritting is not allowed.
Forms that have become invalid are replaced by valid ones.
If it is desired to keep the obsolete form for the purpose of preserving the knowledge, the
"OBSOLETE DOCUMENT" is mentioned and it is kept in the "OBSOLETE DOCUMENTS" booklet,
kept by RMQM.
 Managing Human Resources documents
Drawing up documents on Human Resources
Documents relating to Human Resources shall be drawn up on forms established by applicable

SMI documents except those required by labor law (employment contracts, OSH documents).
The Administrator together with the HR Responsible establish the requirements for the positions
in the organization and document them in the "Job description sheet".
The wording of the job description is made clear, with direct reference to the job.
The job descriptions are prepared by the Human Resources Responsible in 2 copies as follows:
- 1 copy - the original - is the annex to the individual job contract of the job holder and is kept
by the Human Resources Responsible,
- the second original copy is distributed to the occupant of the post.
Analyzing / approving documents related to Human Resources
Documents relating to Human Resources (job description sheets, Individual Work Contracts,
Training Documents / Authorizations) are reviewed by the HR Responsible and approved by the
Administrator.

3 [IN VIEW SINCE: 22.10.2020]
Dissemination of documents related to Human Resources
Documents relating to Human Resources (job description sheets, Individual Work Contracts,
Training Documents / Authorizations) are kept in original on paper at the Human Resources
Responsible.
Each employee is given an original Individual Work Contract and a job description sheets. It
completes the following phrase: "I have received a copy", the date and the sign.
The job description sheets is mandatory from the moment of accepting its content, by signature,
by the employee.
Other documents used in Delta Glass for Human Resources are: "Job File", "Decision Register".
Changing documents related to Human Resources
Labor contracts may be modified by the conclusion of additional acts according to the Labor
Code applicable at the date of the change.
If an employee has other responsibilities specific to another post, the initial job decription sheet
does not change, the employee is sent a new job description sheet with the provisions for the
new job.
Training documents (Annual Training Plan, Training Minutes/reports) can be modified as forms,
but after they have become records (the forms have been filled in) they can no longer be
changed.
If the forms are changed, the following entries are made on the valid forms.
Withdrawal / archive documents related to Human Resources
When the Individual Work Contracts are terminated they are kept in the archive according to the
legislation in force.
Job description sheets and training documents can only be withdrawn as forms (see the
management of the forms). If they have become records, they are kept according to the
legislation in force.
 Managing the Internal Regulation
Drafting Internal Regulations

3 [IN VIEW SINCE: 22.10.2020]
The Internal Regulation is developed by the Administrator.
Analysis / approval of Internal regulation
The Internal Regulation is reviewed / approved by the Administrator.
Dissemination Internal Regulation
Internal regulations must be known by all personnel.
All personnel is trained in the provisions of the Internal Regulation and after training, a Training
Minutes is being drawn up and signed by those who participated in the training as having
knowledge of the provisions of the Internal Regulation.
By signing the internal regulation, each employee assumes the implementation of the provisions
of the Internal Regulation.
Change of the Internal Regulation
If it is found that the Internal Regulation is no longer appropriate, the changes, the corresponding
improvements are brought.
After any changes, the new Internal Regulation resumes the initial circuit.
Withdrawal of the obsolete Internal regulations
The internal regulation that has become invalid is replaced by the new one and the obsolete
regulation is withdrawn.
If it is desired to keep it for the preservation of knowledge, put it in a file in the archive and write
it "OBSOLETE".
 Managing the necessary documents for the customer relationship
The necessary documents for the relationship with the client are drawn up on framework formats
established by the management of the organization (various forms, contracts and additional
documents).
Customer contracts are signed by the Administrator.

3 [IN VIEW SINCE: 22.10.2020]
In relation to the clients, the following documents / forms are used: Offer, Performance
Statement, Order Register, Contract Register etc.
Customer agreements are made by the Import Export Director or by the customer.
Orders received from customers if received at Sales department are recorded in the "register"
(which has the same fields as the Input - Output Register, but the registration numbers in this
notebook are added to the " (prime) "and then also registered in" Registry Orders. "If orders from
customers are received by the Direct Import / Export Director, by e-mail or fax in the office, they
are only registered in the" Register orders".
Contracts are recorded in the "Contracts Registry" kept on paper.
The modification of a contract is made in accordance with the existing contractual provisions.
Price lists are prepared by the Import - Export Director.
Contracts with customers are originally stored at the Economic Dep.
 Managing the documents needed for the relationship with the suppliers
The necessary documents for the relationship with the suppliers are drawn up in framework
formats established by the management of the organization (various forms, contracts and
additional documents).
Contracts concluded with suppliers are approved by the Administrator.
The following forms are used in the relationship with suppliers: Purchasing Order.
Contracts with suppliers are usually concluded on the contractor's draft contract, but DELTA
GLASS draft is also used.
Contracts are recorded in the "Contracts Registry" kept on paper.
The modification of a contract is made in accordance with the existing contractual provisions.
Contracts with suppliers are originally stored at Economic Dep.
RMQM is ensuring that records from suppliers indicating that components qualified by the test
reports contained in either digital or hardcopy for fenestration products, Qualifying IG Test

3 [IN VIEW SINCE: 22.10.2020]
Reports, are employed in the production of certified production units. These records are
maintained at the manufacturing facility and available for inspection/audit for a minimum of five
(5) years.
 Managing financial and accounting documents
The financial and accounting documents are elaborated on the standard forms required by the
regulations in force by the Economic Director.
Financial-accounting documents are analyzed / verified / approved by the Administrator and are
sent (submitted to the authorities) according to the legislation in force.
The financial - accounting documents may be amended in accordance with the legislation in
force.
The financial and accounting documents are archived according to the legislation in force.
 Managing documents coming out of / within the organization
All documents produced by DELTA GLASS personnel going abroad or documents coming from
outside receive both exit and entry numbers.
Documents received from external parties are forwarded to the recipients after registration in
the Entry / Exit Register. Examples of such documents can be: Orders, various correspondence
(from suppliers, customers, authorities, collaborators), standards, specialty magazines etc.
In the Sales department are recorded in the " Register" (which has the same fields as the Entry-
Output Register, but the registration numbers in this notebook are added with the "'(prime)" all
the faxes that are received on the fax number of this department. When the customer requests,
at the time of delivery, an exit number from this notebook may be given to that customer's
invoice.
At the beginning of each year, the numbering in both the "Entry-exit Register" and the "register"
at number 1 is repeated. / day. month. year.
At the end of the year, the "Entry-exit Registry" and the "register" are archived and
bibliographies with the documents stored / stored on paper. Those on computer support are
kept in a folder with the name of the year that ended.
 Managing applicable legislation / regulations

3 [IN VIEW SINCE: 22.10.2020]
Applicable legislation is identified by SINTACO. It is drafted "Evidence with applicable legislation

and regulations".
 Managing standards
Romanian standards (international / European standards approved as Romanian Standards) are

purchased from the Romanian Standardization Association (ASRO). RMQM is concerned annually
by communicating with ASRO or by consulting the ASRO Standards Library to purchase the latest
edition of the applicable standards. Invalid standards are identified with "OBSOLETE" if they are
kept for informational purposes.
b. Keeping records under control

 Objective of the process: Provide evidence of compliance with the requirements and
effective operation of the SMI.
 Resources:
- Human: for filing, storing, archiving the records
- Time: for personnel training (about filling in records); to complete / archive
records
- Financial: for paper acquisition, CDs/hard, cartridges, hardware and software
infrastructure, storage / archiving facilities (offices, cabinets etc.)
- Infrastructure: hardware and software, storage / archiving (offices, cabinets etc.)
- Work environment: appropriate conditions for record keeping / archiving
Identification of completed registrations and related forms
All personnel will identify the required records and forms (required by the SMI Manual, Working
Instructions, or those that are useful in their own work).
The identification of the recordings is made by a name that is related to the process, the activity
to which it refers. Depending on the document requiring the registration, the following:
- model form;
- the name of the record;
- input data of recordings (source of information);
- Responsibilities for completing and possibly verifying the records;
- the number of copies completed;

3 [IN VIEW SINCE: 22.10.2020]
- how to use the information in the records (who, where, how, for what purpose);
- access to registration
- how to store and archive;
- How to remove the recordings.
RMQM centralizes all forms / records in "Forms / Records". In this Excel file, both the fill-in, the
place and the storage / archiving period, the support (paper or computer) and the filling-in are
specified.
Records are identified in Process Descriptions, Work Instructions, or some applicable legal or
regulatory reference.
Registries containing records will be identified as follows:
- the cover of the file / biblioraft / register will be filled in with the name of the file /
biblioraft / register (record)
- Archived records (files / libraries or full registers) will be kept separate from those (files /
libraries or registers) being completed.
- Numbered tabs of all registers for recordings and in the case of files / libraries a copy of
all the records contained in that file.
Form Filling - Generating Records

The records (completed forms) must comply with the following requirements:
- contain clear and precise information;

- be complete and legible,
- be enrolled on established and in force forms, identifiable with the process / activity to
which they refer;
- be dated;
- to be signed by the people who completed them and by the people who checked them
(for those on paper)
The records are completed by the designated personnel.
When necessary, some records are made in multiple copies and can circulate to certain people
for completion, verification.
The personnel assigned to make records is previously informed and instructed by the superior
regarding the importance of completing the record and the correct completion.

3 [IN VIEW SINCE: 22.10.2020]
The person who completes a form and generates a registration is identified by the name, the
signature (where possible - the paper records) and the date on which the registration was made.
Normally, no changes are allowed on the recordings. If necessary, the name of the person who
has modified and the signature of the person empowered to check the records of the activity
area where the registration was made.
Preservation of records
Records are maintain a period of time that is set for each type of registration in "Forms /
Records".
Records stored on computer support must be identified, stored, protected and archived under
proper conditions.
They have access to the records:
- leadership;
- personnel with management's approval;
- legal and regulatory authorities;
- representatives of certification bodies accompanied by a representative of the
organization;
Other people outside the organization have access to the records only with the Administrator's
consent.
Records can not be taken outside the organization without the Administrator's consent unless
there are certain contracts, conventions, regulations.
Collecting records
The collection of records for archiving is done by personnel designated by the Administrator.
The designated person will arrange, count the tabs, write a copy of the records to be archived.
The records to be archived will be handed over to the Archive Responsible.
Archiving Records
The person in charge of the archive must have an up-to-date record and document archiving
rules that allow their effective retrieval.

3 [IN VIEW SINCE: 22.10.2020]
RMQM is ensuring that completed hardcopy forms and digital records described in this Manual
are maintained at the manufacturing facility and available for inspection/audit for a minimum of
five (5) years.
For the archiving of records / documents, the provisions of Law 16/2002, the National Archives
Act are observed.
The recordings will be accessible during the archive in order to find the history of the
organization's development and the SMI.
The spaces designated for the archiving of records / documents must be arranged and protected
by:
- the risk of fire;

- temperature variations;
- unauthorized access to documents;
- alterations, evasions, losses, damages or intentional destruction;
- the action of rodents, insects etc.
Elimination / destruction of records
After the retention / archiving period, the Administrator approves removal of the records.
The removal of records is done by the Archives Responsible.

3 [IN VIEW SINCE: 22.10.2020]
CAP 8 OPERATION
8.1. OPERATIONAL PLANNING AND CONTROL
DELTA GLASS plans, implements and controls the processes necessary to meet the requirements
of supplying products, so that these actions allow the treatment of identified risks and
opportunities through:
- Identifying product requirements;

- Establishment of product criteria and acceptance of products by the customer;
- Determining the resources needed to achieve compliance for the products made;
- Implementing process control in accordance with established criteria.
Within DELTA GLASS, the processes necessary to carry out the activity are planned and the
necessary controls as set out in:
- Procedures;
- Technical documentation.
It is ensured that documented information is kept to provide evidence that the processes of
product fulfillment meet the requirements.
The procedures document the approach that DELTA GLASS uses to manage compliance
obligations, its significant environmental aspects, and to control environmental impacts, risks
and opportunities associated with processes and activities. These are implemented by RMQM
along with process and department managers. Procedures relevant to environmental
management are also applicable to outsourced processes. The level and magnitude of control or
influence are defined in the relevant procedure.
DELTA GLASS takes into account the environmental and impact aspects that can be controlled
and influenced over the entire life cycle of the product:
- the "design"
- the supply stage;
- product realization stage;
- the product delivery stage.
8.2. REQUIREMENTS FOR PRODUCTS AND SERVICES

8.2.1. Customer communication
When communicating with the customer, DELTA GLASS takes into consideration:
- Providing information on the products made;

- Treating clients' requests, concluded contracts, including modifications thereof;
- Obtaining feedback from the client regarding the products made, including their
complaints;
- Treating or controlling the client's property (protecting personnel data, protecting
documents provided by the client etc.).

3 [IN VIEW SINCE: 22.10.2020]
8.2.2. Determining the requirements for products and services

When determining DELTA GLASS clients' requirements, ensure that they are defined taking into
account that:
- Comply with applicable legal and regulatory requirements;

- The requirements considered necessary by DELTA GLASS are met;
- DELTA GLASS is able to observe its declarations regarding the products made and its
environmental performance.
8.2.3. Review of the requirements for products and services

DELTA GLASS ensures that it has the capability to meet the requirements for the products to be
made for each individual customer. Prior to the start of the production process and whenever
the monitoring process results, DELTA GLASS analyzes:
- Requirements specified by the customer;

- Requirements not specified by the client but required to achieve the intended results;
- Organization specific requirements;
- Legal and regulatory requirements applicable to the products made.
DELTA GLASS has established the process of identifying and analyzing the requirements of the
clients in order to satisfy their requirements.

 Objective of the process: Meeting customer requirements.
 Resources:
- Human: competencies for analyzing the requests for the offer, for identifying clients,
discussing with potential clients, drafting offers, negotiating contractual clauses etc.
- Time: Competencies for analyzing requests for quotes, identifying clients, discussing
with potential clients, presenting products, drafting offers, contracts
- Financial: for promotional materials, means of communication
- Work environment: appropriate conditions for tendering - contracting

3 [IN VIEW SINCE: 22.10.2020]
Recommendation from traditional banners; catalogs

customers Appearances in specialized journals
Participation in fairs / exhibitions recommendations
1.1 Contacting potential A/ 1.2 Contacting Delta Glass

Cl.
customers by Delta Glass D.I.E. by potential customers
A/
2. Meet the potential client
D.I.E.
Presentation folders
catalogs A/
3. Presentationof products to the Client
flyers D.I.E.
samples

3 [IN VIEW SINCE: 22.10.2020]
Is the potential NO
customer STOP – analysis causes
interested? of disinterest *
YES
A/
General offer with
D.I.E
product types and prices 4. Overview of the general offer
.
Is the potential NO
customer interested?
Information on the type of products YES

requested, the quantity to be
purchased by the customer, the 5. Personalized offer Offer
manner and date requested for D.I.E
development NO
delivery, etc.
NO is
Is accepted by the customer? negotiable?
YES
YES
NO
Firm order
Is it necessary to conclude
Discount /
a contract?
facilitation
YES
Draft contract 6. Contract elaboration D.I.E

Delta Glass
7. Discussion / negotiation of A/
contractual clauses D.I.E
NO
Is there a
consensus?
YES
8. Contract signing A LEGEND:

A – Administrator
DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION
D.I.E. – Director Import80
Export
Cl. - Client
3 [IN VIEW SINCE: 22.10.2020]
Performing work according

to contract
Responsibility for analyzing the requests for tenders, elaborating the offers, establishing the
conditions of collaboration with the client, order analysis, is the responsibility of the
Administrator and the Director of Import - Export.
Client orders are recorded in the Order Registry.
When a customer is not interested in Delta Glass products, they analyze the reasons for his
client's lack of interest by communicating with him. These can be: lack of experience, of the
history of Delta Glass; the types of glass presented, the manner of processing, the delivery term,
the transport etc. and, where possible, corrective action is being taken.
The results of the analysis are kept in documented information (feedback questionnaires, reports
etc.) resulting in the capability of the organization, as well as any new requirements related to
the achieved product. The documented information related to the process of identifying and
analyzing customer requirements is maintained in accordance with documented procedures.
8.2.4. Changes to requirements for products and services

If product requirements are modified, DELTA GLASS retains documented relevant information,
with the changes made, which are communicated directly to the personnel involved.
8.2.5. Emergency preparedness and response

 Objective of the process: Ensuring business continuity
 Resources
- Human: to identify nature of on-site hazards; setting appropriate methods to
respond to an accident or SU; personnel training on SU response.
- Time: to identify nature of on-site hazards; setting appropriate methods to respond
to an accident or SU; personnel training on SU response.
- Financial: to mark escape routes
- Infrastructure: suitable for accident prevention and SU.
The identification of the possible SUs is done by the Responsible with specific attributions in the
field of fire protection starting from:
- the results of the processes for identifying significant environmental aspects;

3 [IN VIEW SINCE: 22.10.2020]
- availability of local emergency services and details of emergency response capability;

- legal requirements or other requirements applicable to emergency situations;
- experience of previous accidents, incidents and emergencies;
- the experience of similar organizations related to previous accidents, incidents and
emergencies (education, best practices);
- analyzes of emergency situations and practical exercises and results of subsequent
actions;
Following this analysis, the "List of Critical Points and Emergency Situations"
For each identified SU, Protective Plans are developed according to the regulations in force.
Where not required by law to develop Emergency Plans, specific plans are being developed.
Developed plans are updated whenever required (eg amending legislation, modifying the
process, modifying the personnel list of specific actions etc.).
Responsibility for updating emergency protection plans due to changes in legislation, generating
activities or personnel is the responsibility of the personnel designated as having specific
responsibilities under the legislation in force. Plans are analyzed and updated, especially after the
occurrence of accidents / incidents / emergencies and generally after their testing.
The emergency plan (s) highlight the actions to be taken when a specific emergency situation
occurs and include the following:
- identify potential accidents and emergencies;

- identification of persons with responsibilities during emergency situations;
- details of actions required to be undertaken by personnel during an emergency situation,
including those actions that should be undertaken by external personnel present at the
emergency site, eg contractors or visitors (to whom can be addressed , for example, to go
to the meeting points);
- the responsibilities, authority and duties of personnel with specific roles during the
emergency (eg fire-fighting specialists, first-aid teams);
- evacuation procedures;
- identifying and locating the hazardous materials and emergency actions required;
- the interface with external emergency services;
- communicating with regulatory bodies;
- communicating with neighbors and the public;

3 [IN VIEW SINCE: 22.10.2020]
- protecting essential records and important facilities;

- the availability of the necessary information during the emergency period (eg location
plan of the organization, hazardous material items, procedures, working instructions and
contact numbers).
The involvement of external services in planning and emergency response should be adequately
documented in emergency plans. These services should be informed of the possible circumstances
they should be involved in and should be provided with the information they require in order to
facilitate engagement in emergency response activities.
Emergency plans will be identified in the emergency plans and the required amount of equipment
will be provided. This equipment is tested at the specified intervals to check its operating status.
Examples include the following:
- alarm systems;
- means of rescue;
- safety havens;
- switches, disconnection systems;
- fire extinguishing equipment;
- first-aid equipment (including emergency showers etc.);
- communication facilities.
 Testing of protection plans
Emergency protection plans apply to the occurrence and / or prevention of SUs and / or to simulation
exercises according to the "Programming simulations for the verification of emergency response
capacity".
The results of the applications are recorded by the Person with specific attributions in the field of fire
protection in the "Intervention Capacity Response Report", which is sent to the compartments
involved in the simulation exercise.
The results mentioned in these minutes are input data for management review.
 Updating protection plans
Protection plans are updated as a result of checking the emergency response capacity if the plan's
inefficiency is found.

3 [IN VIEW SINCE: 22.10.2020]
If a security plan is being updated, it is tested for verification of response capacity within one month
of modification / update.
8.3. DESIGN AND DEVELOPMENT OF PRODUCTS AND SERVICES

DELTA GLASS establishes, implements and maintains a process of designing and developing the
manufactured and support products so as to ensure the consistent supply of specific products.
Client order (dimensions,

type of decorative glass) 1. Receive client order D.I.E
Customer draft
(established model)
Customer is YES
decided on the Production of
decoration? decorative glass
Customer sketch (model

NO proposal)
Catalog of decorations made
Is it necessary Samples of decorations
to visit the made
site? NO
YES
D.I.E 3. Proposal for

2. Make a visit decorative glass PS
+ PS
patterns
Customer sketch (model proposal)
Catalog of decorations made
3. Location-based
Samples of decorations made PS
proposal
Design for the visited location
4. Realization of new sketches / Glazing patterns / sketches for

glass decoration models for that PS customer
client
Glazing patterns / sketches for 5. Presentation to the customer

D.I.E
customer of sketches / models of glass
/ PS
decorations made Decorating sketch /
pattern chosen by the
customer
YES
Is the client deciding on the Production of
DELTA GLASS SRL- INTEGRATED MANAGEMENT
window decoration model? MANUAL | CAP 8 OPERATION 84
decorative glass
NO
3 [IN VIEW SINCE: 22.10.2020]
STOP – the customer

does not want that
glass
* Is it necessary to NO
modify sketches?
STOP – introduction of
sketches / new models in
yes the presentation catalog
sketches / glass decoration 6. Modify sketches / glass modified Sketches / models of

patterns selected by the decoration patterns PS glass decorations
customer for modifications selected by the customer
modified Sketches / models of 7. Client presentation of

D.I.E
glass decorations sketches / modified glass
/ PS
decoration models
Decorating sketch /
pattern chosen by the
customer does
not want that YES
NO Is the client deciding on
glass the glass decoration Production of
model? decorative glass
STOP – introduction of Partialy

sketches / new models
in the presentation
does not want that
glass
Is it necessary to NO
make a sample?
in the presentation
YES
catalog
8. Analyze opportunity to D.I.E

make decorative glass
sample
NO
Is it convenient to
make a sample? STOP –
renouncing that
customer
3 [IN VIEW SINCE: 22.10.2020]
YES
sketches / glass
decoration patterns 9. Realization of the PS Decorative glass sample
selected by the customer decorative glass sample
Decorating sketch /
Decorative glass sample 10. Customer presentation D.I.E/ pattern chosen by the
Decorating sketch / pattern of sample decorative glass PS customer + Decorative
chosen by the customer according to chosen sketch glass sample
Is the customer
STOP – giving up NO satisfied with the YES
Production of
the customer sample? decorative glass
respectiv
Partialy
Decorating sketch /
pattern chosen by the 11. Changing the sketch, Sketch/ Decorative glass
PS
customer + Decorative the pattern originally sample modified
glass sample chosen
Sketch/ Decorative glass 12. Presentation to the D.I.E

sample modified client of final sketches / /PS
decoration models
in the presentation
Is the customer satisfied catalog
with the sketch / pattern NO
of the modified
decoration?
STOP – giving up
the customer
respectiv
YES
Sketch/ Decorative glass
sample modified Production of
decorative glass LEGEND:
D.I.E. – Director Import Export
PS – Painter on glass
3 [IN VIEW SINCE: 22.10.2020]
1,2,3,4,5,6,7, 9,10,11,12 – does not require additional description
8. The resources (financial, human + infrastructure and time) used to make a sample of decorative
glass are close to those used to produce the finished product. The opportunity to carry out this
sample depends on: the size of the contract to be signed, the negotiated price for the products
covered by the possible contract, the length of the collaboration with the client etc.
Execution of thermal insulating glass - is done according to PL-01, "Manufacture of thermal

insulating windows".
Glass processing - mirrors, security glazing, decorative glass execution and masonry blasting,
Execution of curved glass, Decorative objects, Furniture components - according to PL - 02,
"Processing of glass and mirror".
8.3.2. Design and development planning

When determining milestones and controls for design and development, DELTA GLASS takes into
consideration:
- Nature duration and complexity of activities;

- Process steps required;
- The necessary activities for verification and validation;
- Responsibilities and authorities involved in the design and development process;
- The necessary internal and external resources;
- The need for customer involvement in the design and development process;
- The documented information required to demonstrate the fulfillment of the requirements.
8.3.3. Design and development inputs

The input elements of design and development are:
- - The documents and records underlying the contract with the client;
- - Existing documentation
- - applicable regulations in force;
- - Additional information requested and received from the customer.
In case of incomplete, ambiguous or contradictory information and data, these are clarified with the
client.
8.3.4. Design and development controls

In product design and development, DELTA GLASS applies control to ensure that:
3 [IN VIEW SINCE: 22.10.2020]
- The results to be obtained are established;

- Analyzes are performed to evaluate the capability of obtaining the results to meet the
requirements;
- The output elements satisfy the requirements of the input elements;
- Documented information on the activities undertaken is kept.
Systematic design and development analyzes are performed after each set stage to assess the
capability of the results obtained to meet the requirements to identify the risks and opportunities
and to propose the necessary measures to address the risks and opportunities.
Systematic design and development checks are performed after each step to check the compliance of
the output elements with the input elements.
8.3.5. Design and development outputs

Verification of output items is performed in relation to the following aspects:
- To meet the requirements of the input elements;

- Provide adequate information for the supply and implementation of results;
- Contain or refer to the acceptance criteria;
- Specify the characteristics that are essential to the production activity.
8.3.6. Design and development changes

Typically, changes are requested by customers. Depending on the nature of the change, it is
analyzed, made and documented by designing a new project or modified parts only.
8.4 CONTROL OF EXTERNALLY PROVIDED PROCESSES, PRODUCTS AND

SERVICES
8.4.1. General
 Process responsible: Director Import - Export
 Objective of the process: Supplying products and services needed to carry out the main
processes
 Resources:
- Human: management: for evaluating / selecting / monitoring suppliers, analyzing
offers, contracting, ordering; Execution personnel: for receiving / storing / handling
materials
- Time: for evaluating / monitoring suppliers, offers analyzes, contracting, ordering,
receiving receipt materials etc.
- Financial: for the supply of materials / equipment / consumables necessary to carry
out the processes of realization of the products; providing the necessary
infrastructure (storage areas, means of handling, means of communication etc.)

3 [IN VIEW SINCE: 22.10.2020]
- Infrastructure: storage spaces, means of communication, means of handling

3 [IN VIEW SINCE: 22.10.2020]
Weekly inventory
Ongoing contracts 1. Identification of needed Director
Customer orders to be supplied Import - Export
Information from Heads of Departments
Orders / customer contracts 2. Elaboration of supply Administrator Supply list

Stock information requirements
Supplier database
- Supplier list
acceptaţi
NO
*** Is there
a supplier?
YES 3. Potential supplier D.I.E.

identification
Supplier rating 4. Evaluate potential D.I.E.

NO
Is there a signed criteria suppliers
contract? List of
Supplier list accepted
acceptaţi 5. Supplier D.I.E. suppliers
YES
selection (completed)
The Purchase Order

7. Transmiting the Order D.I.E.
entered in the Entry - Exit
to the supplier
Register
Is it necessary to
conclude a contract?
YES
NO
D.I.E
6. Contract conclusion .
NO Is the order YES

*
confirmed? *
*

3 [IN VIEW SINCE: 22.10.2020]
* Are there
NO
differences in
price?
YES
** D.I.
* **
E.
8. Identify another supplier
9. Acceptance of supplier /
Fz
order confirmation
LEGEND: Reception at Delta

D.I.E. – Director Import - Glass
Export
Fz – Supplier
Storage
8.4.2. Type and extent of control

For the selection of the suppliers of products (raw materials, auxiliaries, machinery, spare parts etc.),
machinery / equipment maintenance and waste collection providers, initial assessment criteria (at
the beginning of the collaboration) and re-evaluation annual. For these three categories of suppliers,
we have compiled an Excel file named "supplier Database" divided into three sheets: "supplier
Evaluation and Selection Criteria ...", "supplier Evaluation and Selection", "supplier Reassessment ...".
The "List of accepted suppliers" is drawn up in which all the suppliers are working.
Raw material acceptance/rejection
 Process responsible: Receiver; RMQM

 Input: purchase order; incoming bill of lading
 Output: Inspection and Testing Sheet for insulating glazing elements - Supply control;
NIR, Nonconformity Report.
The receipt of the raw materials is made on the basis of the "Purchase Order" sent to the supplier,
specifying the technical details and the "Inspection and Testing Sheet for insulating glazing elements -
Supply control".
The Receiver inspects the shipment as listed below and records the required information in the,
Inspection and Testing Sheet for insulating glazing elements - Supply control and NIR. If any of the
items below are found to be deficient, it shall be noted on the bill of lading to be signed by the
Receiver and the driver, to be forwarded to RMQM:
- The material received is labeled with the same part numbers indicated on the purchase order
and the Bill of Lading.
3 [IN VIEW SINCE: 22.10.2020]
- The quantities received matches the quantities listed on the purchase order and the
quantities listed on the Bill of Lading.
- The packaging and the materials received are not damaged.
- Expiry date;
- Lot number.
Control of deficient raw materials
 Process responsible: Receiver; Assemblers, Heads of production area, Technical

Director; RMQM
 Input: Inspection and Testing Sheet for insulating glazing elements - Supply control;
NIR
 Output: Nonconformity Report.
If the packaging and/or materials are damaged, the Receiver completes the Inspection and Testing
Sheet for insulating glazing elements - Supply control and a tag, attaches tag(s) to questionable
material, places material in designated hold area, and notifies the RMQM.
RMQM is notified of questionable materials resulting from:
- Shipping damage,
- Failure of in-process inspection
- The inability to process the material
- The inability for spacer to pass the desiccant activity test.
RMQM shall evaluate the questionable material versus product specifications to determine if the
material is usable.
If RMQM determines the material is unusable, he records the required info on the Inspection and
Testing Sheet for insulating glazing elements - Supply control. The completed form/information is
immediately communicated to the appropriate supplier(s) to determine what corrective action is
necessary. This process will facilitate the shipment of replacement material or initiate a credit from
the supplier(s).
RMQM maintains the Inspection and Testing Sheet for insulating glazing elements - Supply control,
and be kept on file for a minimum of five (5) years.
Materials found not to be deficient can be removed from the designated hold area and placed into
inventory.
The delivery of the goods is always provided by the supplier.
DELTA GLASS imports products from the European Union only.

3 [IN VIEW SINCE: 22.10.2020]
Suppliers for the maintenance of the equipment and the automotive equipment are imposed by the
manufacturing companies.
Note 1: The organization supplies products and services to provide the resources needed to carry out
the activities. For example: stationery stationery products, legal advice, consulting systems
management, financial accounting, utilities etc. These service providers are listed in the "List of
accepted suppliers", mentioning the year they are working with. These suppliers are selected
according to the price, referral and promptness of the collaboration proposal. Utility providers can
not be selected - they are unique.
With some of these suppliers, contracts are concluded, which are kept at the Economic Department
(Financial - Accounting).
8.4.3. Information for external providers

DELTA GLASS ensures that the processes, products and services provided from outside comply with
the specified requirements.
Within DELTA GLASS, the process of outsourcing for services, materials and raw materials, necessary
equipment for the product, as well as administrative support activities was established to ensure that
they meet the specified requirements.
To ensure that outsourced processes, products and services do not negatively impact the
organization's ability to consistently deliver to its clients, compliant products, DELTA GLASS:
- Ensures that outsourced processes remain under the control of their own SMI;
- Defines the situations in which it intends to apply controls on an external supplier, as well as
those in which it will apply controls on the resulting output elements;
- Considers the potential impact of outsourced processes, products or services on the ability to
consistently meet customer requirements and applicable legal and regulatory requirements,
as well as the effectiveness of controls applied to the external supplier;
- Determines the verification or other activities necessary to ensure that the processes,
products or services provided from outside satisfy the requirements.
Within the SMI of DELTA GLASS, all external processes were identified, ie processes that are carried
out by third parties or individuals, which involve the supply of a product or service and which may
influence the product's compliance with the specified requirements. The DELTA GLASS control
methodology has been established for such processes.
Records of process control of external processes are maintained in accordance with documented
procedures.
The process of controlling the external processes identified within the SMI, as well as the
responsibilities associated with this process, are regulated by documented procedures.
If the verification of the process, product or service provided from outside, in the supplier's contract
with the supplier, is specified, this is specified. Also, the contract specifies that the supplier must
provide all the facilities and information documented for verification.

3 [IN VIEW SINCE: 22.10.2020]

3 [IN VIEW SINCE: 22.10.2020]
8.5 PRODUCTION AND SERVICE PROVISION

8.5.1. Control of production and service provision
 Objective of the process: making compliant products to meet customer requirements
 Resources:
- Human: competent, trained personnel: leadership - for product planning; executing -
for the fulfillment on time and according to the requirements, the products
requested by the clients etc.
- Time: for product planning, product development according to planning.
- Financial: necessary for the supply of materials / consumables necessary to achieve
the products; providing and maintaining the infrastructure necessary to achieve
them
- Infrastructure: suitable production facilities, specific equipment and machinery

3 [IN VIEW SINCE: 22.10.2020]
Tender - contracting
Cutting TF
TF
Shaping
TF
Faceting
TF
Edge processing
TF
Polishing
TF
Piercing
Decoration TF
(sandblasting and / or fusion)
TF
Securing
TF
Bending
TF
Enameling
TF
Lamination
TF
Insulation
Delivery

3 [IN VIEW SINCE: 22.10.2020]
DELTA GLASS assures in controlled conditions the production of glass products.
Controlled conditions are ensured by:
- Availability of documented information defining the characteristics of the products to be

made;
- Availability of resources for monitoring and adopting appropriate measures;
- Implementation of monitoring or measuring activities in appropriate phases;
- Use of the appropriate infrastructure and environment for process operation;
- Designation of competent persons;
- Regular validation and revalidation of the ability to achieve the planned results;
- Implementing actions to prevent human errors.
DELTA GLASS has set:
- Criteria defined for the analysis and approval of production processes: resources, knowledge
and experience, materials and raw materials, documentation;
- Criteria defined for the analysis and approval of production processes:
- Material resources, specific endowments needed;
- HR;
- Methods defined for evaluation;
- documented information;
- Revalidation when there are changes to one of the above requirements.
The records of the product control process are maintained in accordance with documented
procedures.
Production scheduling /Work Orders
 Process responsible: Director Import Export; Technical Director

 Input: Customer Purchase Order or other communicated work order instructions (ie: fax,
email, phone call etc.)
 Output: Order tracking sheets; Inspection and testing sheet
Director Import - Export enters the following customer order information into the computer system:
- Bill-to Company name, address, phone, contact name and purchase order reference.
- Ship-to Company name, address, phone, contact name
- Customer job reference
- Order date and anticipated ship date
- Product configuration detail
 Line item quantity
 Size
 Glazing detail
 Dual or triple glazing
 LowE type and surface(s)

3 [IN VIEW SINCE: 22.10.2020]
 Grid type and layout (if applicable)

 Gas type
 Impact glazing (if applicapable)
- Any special instructions.
Director Import - Export verifies, generates and communicates the appropriate output form(s) to the
production manager(s) to initiate the production process for Insulated Glass and Fenestration
Products): Order tracking sheet.
Director Import - Export identifies the Job Packet with Customer Name and Job Number on the
packet exterior and places the packet in the Technical Director’s work order basket.
8.5.2. Identification and traceability

Within DELTA GLASS a system of identification and traceability has been established:
- The products on the production stream;

- of raw materials and materials;
- Non-compliant products detected during production flow;
- The equipment.
Identification is done by labeling, inscription, storage.
The identification of the products at the various stages of the execution processes is done through
the Tracking Order Sheets and by labeling in accordance with the Working Procedures. On delivery,
the product comes with the "Tracking Order Sheet" that the Sales Responsible checks with the
customer's initial order.
Cut glasses resulting in cutting, whose shapes and sizes allow subsequent use for other commands,
are stored in appropriately identified spaces.
Equipment identification is done by type / model, number / series, manufacturer / supplier etc.
Certification Labeling
 Process responsible: Final Assembler, Director Import Export; Technical Director

 Input: Order tracking sheets, certification labels, assembled frames, assembled sash, IG units
 Output: Final assembled insulating glass products OR final assembled whole fenestration
products bearing the appropriate IG certification labels
The final assembler is responsible for the application of the certification labels after final assembly of
each certified product. The certification labels are found in the designated space and must be
matched to each product by: One IG certification label (3-1/2” wide by ½” tall) shall be placed on
each certified product in the following locations:
Operator Type Permanent Label Placement (on face 4 or 6)

3 [IN VIEW SINCE: 22.10.2020]
Insulated Glass Units Permanent label
Permanent Label Application Method
One instance of the mandatory certification label info sand blast etched in corner of each
certified IGU to be visible after glazing.
One instance of the mandatory certification label info printed on the spacer system to be
visible after glazing.
8.5.3. Property belonging to customer or external providers

DELTA GLASS has established the client property control methodology for DELTA GLASS under its
control so it is protected. The client’s property is identified. By the customer's property, it is
understood:
- Drawings, sketches, technical specifications provided by clients for the purpose of making
special orders
- sketches made by the organization at customer's request
- CDs, hard (containing sketches or patterns for decorative glass)
- some special orders for which the customer pays in advance, as a guarantee for the supply of
the materials needed for the order.
The organization ensures that the client's property is kept under control during the period in which it
is used to produce the products requested by the client. The responsibility for keeping the client's
property under control rests with the Administrator, who instructs the executing personnel
accordingly on the obligation to treat it with care.
8.5.4. Preservation
DELTA GLASS has established the methodology for storing and delivering products made within SMI
to meet customer requirements. Thus, measures are taken to protect products and documents.
Responses are identified and provided for in the job description sheets, including on the archive
activity.

 Objective of the process: Ensure adequate storage conditions for products during storage.
 Resources
- Human: personnel of the warehouse
- Time: for organizing storage spaces, reception of purchased products etc.
- Financial: for maintenance of storage spaces
- Infrastructure: storage space at the company's headquarters.
Product storage is in accordance with the Work Procedures.

3 [IN VIEW SINCE: 22.10.2020]
Entry of products into the warehouse is based on the NIR Entry-Receipt Note, if it is a product
supplied, or "Technical Order Tracking Order ...", completed and signed by the executor of the last
operation if it is a finished product.
There is evidence of the products (supplied or finished), which are updated daily on the basis of the
entry and exit documents from the warehouse, thus making it possible to keep inventories
permanently.
Upon picking up the raw materials from the warehouse for input on the production stream, fill in
"Consumer receipt".
The finished products to be delivered are deducted by filling in the "Consumption limit (Collective)".
Non-compliant products are stored and handled in accordance with the "Keeping under Control of
Non-conformities".
8.5.5. Post-delivery activities

When the product is completed, DELTA GLASS ensures that it respects:
- Applicable legal and regulatory requirements;

- Potential consequences associated with the delivered product;
- Nature and duration of the product delivered;
- Client requirements;
- Feedback from the client.
8.5.6. Control of changes

DELTA GLASS controls and analyzes changes to the products made to ensure continuity of
compliance with the requirements.
Changes that occur are kept under control by documented information describing the changes, the
results of the analysis of changes, the person authorizing the change, as well as other actions that
result from the analysis.
The control of the modifications of the SMI documents is kept at the RMQM and is ensured by the
updated record of the editions and revisions of all applicable SMI documents, the authorization of
the modifications being ensured by the Administrator.
8.6 RELEASE OF PRODUCTS AND SERVICES

When a products is released, DELTA GLASS ensures that the planned arrangements have been
properly completed, unless otherwise agreed by a relevant authority or customer, if applicable.
DELTA GLASS ensures, through documented product information:
- compliance with established set-up requirements;

- Release as a result of approval by competent persons, whose traceability can be identified.
MOTOR VEHICLES MAINTENANCE

3 [IN VIEW SINCE: 22.10.2020]

 Objective of the process: Satisfying transport requirements.
 Resources
- Human: drivers and maintenance of motor vehicles
- Time: for motor vehicles maintenance
- Financial: for motor vehicles maintenance
- Infrastructure: motor vehicles.
The organization has the means to make deliveries. The Technical Director completes the "Vehicle
Centralizer".
Organization of transport is done according to the main delivery process.
TRANSPORT

 Objective of the process: the increasing degree of customer satisfaction
 Resources:
- Human: competent, trained: leadership - to assess the ability of the organization to
deliver the products at the time requested by customers; executives - to deliver
- Time: for setting delivery times, communicating with the customer and making
deliveries
- Financial: financial - to provide the necessary infrastructure for deliveries and means
of communication
- Infrastructure: required to deliver

3 [IN VIEW SINCE: 22.10.2020]
Storage
Stored product 1. informing the Customer about Call, email

Head of Deliveries
the finished product
Forms models 2. Preparing products for Invoice

Products delivery / Preparing delivery Head of Deliveries notice
documents EC Declaration of
Conformity
Products prepared for delivery

Documents (Invoice, Notice, EC Product takeover by
Declaration of Conformity) Transport
the client
At the set deadline, the customer is informed that the product is ready for delivery. Customer
information is made in writing (registration in the Input / Output Register) or by telephone.
Delivery of delivered products is often done by DELTA GLASS, but there are situations where the
customer picks-up the products himself.
Arrangement of products in the means of transport and actual transport is done in such a way as to
prevent deterioration and to preserve the quality of the products during transport. Thermo-
insulating windows, larger mirrors are carried on a special type A mirror support. Smaller, polished
mirrors etc. in wood chambers.
The driver completes the "Roadmap".
The delivered products are accompanied by the following documents: invoice; Accompanying notice
of wares, CE Marking Declaration of Conformity whose performance classes are entered into the
calculation program issued by the Plate Glass manufacturer, which is regularly upgraded (the
program can be verified with the standard SR EN ISO 10077-1: 2007 - The thermal performance of
the windows, Doors and shutters. Calculation of thermal transmittance - Part 1: Simplified method).
EC declaration of conformity.

3 [IN VIEW SINCE: 22.10.2020]
8.7 CONTROL OF NONCONFORMING OUTPUTS

DELTA GLASS ensures that the outputs of non-compliant products are identified and controlled to
prevent unintended delivery.
The Non-confomity and Corrective Action procedure describes the rules and responsibilities for non-
compliant product control that consist of identifying, recording, isolating, analyzing, informing the
customer, if necessary, treating and correcting, and closing nonconformities. According to this
procedure, any product is identified, isolated, analyzed and treated in such a way that its use or
unintended delivery is not possible.
Documented information on non-conforming outputs:
- Describe nonconformity;
- Describe actions taken;
- Describe any derogations obtained;
- Identifies the authority that decides on the non-compliance actions.
The documented information on nonconformity control processes is maintained in accordance with

documented procedures and is analyzed in the management review.

3 [IN VIEW SINCE: 22.10.2020]
CAP 9 PERFORMANCE EVALUATION

9.1. MONITORING, MEASUREMENT, ANALYSIS AND EVALUATION
9.1.1. General
For mhe monitoring, measurement, analysis and evaluation of SMI is determined:
- What should be monitored and measured;

- Methods of monitoring, measurement, analysis and evaluation needed to validate the
results;
- When monitoring and measurement is performed;
- When analyzing and evaluating the results of monitoring and measurement.
 Process responsible: RMQM; Process responsibles

 Objective of the process: Improving the efficiency of processes / products / services
 Resources:
- Human: necessary to set performance indicators and to monitor and measure
processes / products / services
- Time: necessary to set performance indicators and to monitor and measure
processes / products / services
- Financial: to acquire the necessary infrastructure
- Infrastructure: hardware and software for data processing
During execution, all activities and their results are verified by the operator and / or the person who
has the responsibility to remedy them in accordance with the Work Procedures. The measurement
equipment used to perform the checks shall be adequate, properly used and maintained.
The acceptance criteria for the inspection of the products are the customer's requirements.
After entering the data in the glass processing machine's computer, check that they correspond to
those entered on the "Tracking Technical Data Sheet" (with the customer's request). At the end of
the process, the product is checked (by roulette measurements, sublevel etc.) if it corresponds to the
quota requested by the customer and where the machine was set.
SMI performance is monitored on the basis of Performance Indicators according to the Management
Program and the results are analyzed in management reviews.
Monitoring and measuring environmental impact activities allow identification and quantification of
polluting / noxious factors resulting from processes / products and office activities provide the

3 [IN VIEW SINCE: 22.10.2020]
necessary data to improve operational control; allows for improved compliance with legal provisions;
assessment of environmental performance; provides data to identify potential impacts / risks,
creates a relevant environmental database.
It strictly monitors activities / products that can have a significant impact on the environment:
- handling of packaging waste of preparations and of chemical and hazardous substances

The following are monitored for chemical and hazardous preparations:
- the existence of safety data sheets (on each transport)

- the existence of instructions for use (on each shipment)
- the degree of compliance with the requirements for transport, storage, use (after each
transport, during storage and use)
- Quantities of preparations and chemical and hazardous substances used (monthly /
yearly)
For the management of packaging waste of preparations and chemical and hazardous substances are
monitored:
- the amount of waste generated (monthly / yearly)

- recovery / disposal modalities (monthly / yearly)
The environmental permit and the applicable legal requirements identify the need for monitoring
and measurement of the main features of activities that can have a significant impact on the
environment (immissions, emissions, noise, wastewater), monitoring periods and establishing
responsibilities and allocating resources for implementation (according to Environmental Monitoring
Plan). For wastewater, determinations are made by the water supplier who monthly performs the
laboratory test to permanently prevent the production of an environmental impact (environmental
factors: soil and water - sewerage Bucharest).
Utilities (water, electricity, methane), fuels (diesel, gas) are monitored monthly.
Emissions from thermal power plants are monitored and measured on the occasion of the periodic
technical inspections required by their operating license.
Vehicle emissions are monitored / measured at periodic technical inspections.
Noise monitoring (inside the sections) is carried out, at the request of the Territorial Labor
Inspectorate, of the Public Health Department. Test reports / noise analysis bulletins provided by
third parties are transmitted to the compartments involved.
The health status of employees is monitored according to the legislation in force.

3 [IN VIEW SINCE: 22.10.2020]
The monitoring of the waste (other than hazardous) waste management, packing and packaging
waste is carried out according to the statistical waste management form sent annually to the
competent authorities as well as on the forms for the payment of the contributions to the
environmental fund according to the frequency requested by the competent authorities.
The results obtained from the monitoring and measurement are compared with the applicable
regulations and the applicable environmental and work safety legislation.
The data / information / reports, referring to: environmental investments, pollution indicators, waste
and packaging status, data required for the environmental fund calculation etc. are transmitted
according to the requirements specified by the environmental authorities. A copy of the documents
is sent to the territorial authorities in the field, and a copy is kept to the Environmental Responsibles.
The results of the monitoring and measurement process are regularly reported to management who
makes decisions on establishing corrective / preventive actions, as well as analyzing the possibilities
for improvement.
Management programs (including objectives, targets) are monitored by the deadlines for completion
of the actions.
Non-conformities identified in the measurement and monitoring process are dealt with according to
the "non-compliance and corrective action" chapter.
Keeping of measurement and monitoring data is carried out in accordance with the legal provisions
in the field of conformity of construction products, environmental protection, in order to ensure the
possibility of further assessment of compliance with the legal provisions and the requirements of the
referentials and its demonstration in case of litigation.
Within DELTA GLASS, the process of monitoring and measuring the characteristics of materials, raw
materials and products throughout the manufacturing process, from supply to delivery, has been
established.
Records related to the process of monitoring and measuring the products and processes included in
the SMI are maintained in accordance with documented procedures.
These records also indicate the person responsible for the release of the product for use / delivery.
In-Process Inspections
 Process responsible: IG Unit Assemblers, Heads of production area, Technical Director

 Input: Order tracking sheets
 Output: In-process IG Inspection documentation; Inspection and testing sheet
The IG Unit Assemblers inspect and document sealed insulating glass units for:
- Desiccant activity test of warm edge spacer products*

- In-process equipment checks
 Water quality check

3 [IN VIEW SINCE: 22.10.2020]
 Oven temps
 Hot melt temperature
 Sealant mix ratio (2 part sealants)
 testing of silicone sealants
 Press settings
- ‘Wet out’ of spacer to glass
In the event the Assemblers cannot correct any of the above listed items, he/she shall immediately
notify the Heads of production area.
In the event the Heads of production area cannot correct any of the above listed items, he/she shall
immediately notify the Technical Director and RMQM.
Technical Director and RMQM resolve the deficiency per Section 10.2 of this manual.
Final Inspections
 Process responsible: Assemblers, Heads of production area, Technical Director

 Input: Order tracking sheets
 Output: Fully assembled, labeled and inspected finished product; Inspection and testing
sheet
The Assembler is responsible to inspect each finished product for the following quality related items:
Insulating Glass:
- Width & heigths are within +/- 1/16” of cut sheets

- Spacers are within 1/4” of IG unit edge
- Glass inner surfaces are free of dust, streaks and sealants
- Low E is free of coating and surface defects
- Fourth corner and/or patch seal
Labeling:
- Appropriate Certification Label(s) are applied as described at req. 8.5.2 of this manual.
In the event the Assembler cannot correct any discovered deficiencies, he/she shall immediately
notify the Heads of production area.
In the event the Line Supervisor cannot correct any any discovered deficiencies, he/she shall
immediately notify the Technical Director and RMQM.
RMQM resolves the deficiency per Section 10.2 of this manual.

3 [IN VIEW SINCE: 22.10.2020]
In DELTA GLASS, the process of identifying, collecting and analyzing statistical data from monitoring,
measuring, analyzing and evaluating SMI products and processes was established in order to:
- Demonstrate the adequacy and effectiveness of SMI;

- Initiate corrective / preventive actions to continuously improve the effectiveness of SMI.
9.1.2.1. Customer satisfaction
DELTA GLASS monitors customer perceptions of the extent to which their needs and expectations
have been met.

 Objective of the process: identifying opportunities to improve customer relationships to
prevent their losses
 Resources:
- Human: Personnel of DELTA GLASS
- Time: for analyzing customer satisfaction indicators, handling complaints.
- Financial: to acquire communication means for communicating with the client
data processing), communication means
Customer satisfaction information refers to product compliance with requirements, meeting

customer needs and expectations, product delivery price, other product / term contract terms.
Assessing customer satisfaction is a continuous process. Sources of customer satisfaction information
may be the following:
- direct communication with the client;

- surveys;
- feed-back on the products offered;
- complaints from clients;
- market requirements;
- participation in fairs and exhibitions;
- reports from media sources;
- information on competition.
It is always considered that customer complaints are a common indicator of low customer
satisfaction, but the absence of complaints does not necessarily imply greater satisfaction with them.
Both a qualitative analysis of the information received and a quantitative analysis are carried out.
Qualitative analysis consists in calculating earnings due to customer satisfaction and financial losses
due to their dissatisfaction and complaints.

3 [IN VIEW SINCE: 22.10.2020]
Annual customer satisfaction is assessed by monitoring the indicators at the beginning of each year
for the previous year.
Indicators monitoring is carried out by RMQM.
Depending on the results obtained, corrective / preventive actions / improvement measures can be
envisaged.
The results will include the centralization of all evaluations and are analyzed in the management
session, in order to take action, as the case may be.
9.1.2.2. Evaluation of compliance
The assessment of compliance with legal, regulatory and other requirements that have become
compliance obligations is done annually by RMQM together with Process Responsibles. The
evaluation is based on a checklist that includes the applicable compliance obligations. If non-
conformities are identified, corrective measures shall be established.
The results of the compliance assessment with the various obligations are analyzed in the
management review.
Any non-conformities, as well as the corrective measures established and / or their resolution, are
internally communicated (process responsibles or even employees, as the case may be) and external
(to the authorities, external suppliers, clients).
9.1.3. Analysis and evaluation

DELTA GLASS analyzes and evaluates data and information from monitoring and measurement.
The results of the analysis are used to evaluate:
- Conformity of the products made;

- Customer satisfaction;
- Performance and Efficiency of SMI;
- If planning was done efficiently;
- Effectiveness of the measures taken to address the risks and opportunities;
- Performance of external suppliers;
- Need for improvement for SMI.

 Objective of the process: Identifying DELTA GLASS Performance Improvements
 Resources:
- Human: personnel for collecting and analyzing data
- Time: for data collection and analysis

3 [IN VIEW SINCE: 22.10.2020]
- Financial: to provide the IT infrastructure components (hardware and software

necessary for data processing), the implementation of the actions resulting from the
data analysis
data processing), communication means
Data analysis helps to determine the root causes of existing or potential problems and thus to guide
decisions about corrective and preventive actions required for improvement.
The management's assessment of the organization's overall performance integrates and analyzes
data and information from all interested parties (clients, suppliers, employees etc.).
The main techniques and tools that can be used are:
- chart in columns / bars - to compare the size of the items analyzed in order to highlight the
differences between them (complaints, customer satisfaction assessment questionnaires
etc.)
- he linear graph - to highlight the variation in time of the elements analyzed (turnover, costs
etc.)
- the Pareto diagram - to highlight the most important elements of a problem that should be
dealt with with priority (nonconformities, complaints etc.)
- the SWOT analysis;
- the Ishikawa (cause-effect) diagram - to highlight and hierarchize the (real and potential)
causes of a given effect. (eg in declining sales, increasing customer complaints, rising costs
etc.)
- brainstorming - to identify possible solutions to problems and opportunities for improving

the quality of products / processes / services provided.
- benchmarking - for analyzing activities, processes compared to those corresponding to the
same activities / processes in another firm chosen as a reference (this method is only used if
there is a referential).

3 [IN VIEW SINCE: 22.10.2020]
9.2. INTERNAL AUDIT

9.2.1. General
 Process Responsible: RMQM
 Objective of the process: identify opportunities to improve SMI
 Resources:
- Human: Qualified auditors
- Time: for training its own auditors, conducting the audit, drawing up the audit
documents
- Financial: necessary to conduct audits with external auditors, to train internal
auditors
- Infrastructure: means of communication, hardware and software for data processing
- Work environment: motivational policy, for auditors and audits
9.2.2. Internal audit program

The annual programming of internal audits of the SMI takes into account the importance of
processes and areas within the organization as well as the results of previous audits.
The annual audit program includes audited processes, audit area, audit period as well.
The frequency of SMI planned audits is minimum once a year in all areas, following all SMI processes.
The frequency of internal audits may be higher than the one provided in the program, depending on
the results of the previous audit, the complaints received, significant changes to the SMI,
organizational changes.
Unscheduled audits are ordered by the management of the organization or by RMQM with the
approval of the management.
The goals (objectives) of internal audits can be:
- checking the conformity of the SMI with the audit criteria;

- Identify the implementation level of the SMI
- assessing the effectiveness of the SMI in achieving the planned objectives
- identifying opportunities to improve SMI.
At the beginning of the year RMQM presents for approval to the Administrator the "Annual Internal
Audit Program". The program can be completed during the year with previously unscheduled audits.
 Initiate internal audit:

3 [IN VIEW SINCE: 22.10.2020]
For each audit, the RMQM proposes the lead auditor (which may be RMQM or an external auditor)
and submits the proposal for approval to the Administrator. It also sets the objectives and scope of
internal audit.
The auditing team is usually made up of 2 members (the lead auditor and the auditor), but it is
possible that only one auditor who is a lead auditor may be in the audit team.
If the audit is done by an external auditor, it is not mandatory for the team to have an auditor inside
the organization.
Auditors are selected from the "List of internal auditors". The list of internal auditors may also
include external auditors with whom the organization wishes to collaborate.
The Lead auditor proposes the composition of the audit team.
Internal auditors selected should not be directly responsible for the activity they audit.
 Preparation of the internal audit
The preparation of the audit consists of the preparation of the documents preceding the audit and
the assignment of the responsibilities of the audit team.
The document through which the audit is launched is the "Audit Plan".
The audit plan is drawn up by the lead auditor and forwarded to auditors and audited area for at
least 10 days prior to the audit. It includes:
- audit objectives;
- the field of audit;
- audit criteria;
- the processes to be audited;
- date and time of the audit,
- identification of the audit team;
- identification of the auditee.
Before the audit, the auditors will review the documents that are applicable in the areas to be
audited and possibly the previous audit reports. Notes can be made on the "Audit Report".
 Development of the internal audit

3 [IN VIEW SINCE: 22.10.2020]
The opening meeting consisted of the audit team meeting with the auditee (the head of the audited
areas, people with responsibilities in the area). On this occasion, the lead auditor:
- presents the purpose and objectives of the audit;

- presents the audit plan for work areas and functions;
- specifies the duration of the audit;
- designates the persons who will accompany the team;
- presents the methods and procedures to be used in the audit;
- establishes the date of the audit closing session, if it has not been recorded in the audit plan.
The audit is conducted on the basis of the Audit Plan.
Auditors collect audit evidence through interviews with the heads of the audited areas and other
responsible persons in the area by observing on site activities - the actual working method, verifying
and analyzing the records, verifying the existence of SMI documents at the workplace and knowledge
and application by those audited. The collected audit evidence is recorded in the "Audit Report".
Auditors carefully note all observations and clues that signal nonconformities.
If serious misconduct with immediate risk is encountered during the audit, the auditors immediately
announce the auditee and RMQM.
Audit findings (established and proven during the audit) are documented, analyzed, and are divided
into:
- nonconformities that represent failure to meet established requirements.

- potential for improvement for audited activity.
Nonconformities must be clear and concise documented and supported by verifiable and objective
evidence.
The non-conformities will be formulated in such a way as to clearly state the place where the
identified person, the audited person, the activity / process / subprocess to which it refers, the
reference (related documents or records, contractual conditions, procedures, legislation, regulations
in force etc.) .
Prior to the end of the audit, all non-conformities identified are analyzed together with the auditee.
The audit team prepares the audit findings by analyzing the audit findings in relation to the audit
criteria and the established objectives.

3 [IN VIEW SINCE: 22.10.2020]
The closure session consists of communicating audit findings and conclusions to the auditee
responsible.
The Lead auditor presents the non-conformities and observations noted during the audit and an
appreciation of the effectiveness with which the SMI ensures the achievement of the proposed
objectives. These findings will then be recorded in an "Audit Report" prepared by the lead auditor.
 Elaboration of the audit report
The lead auditor shall prepare the Audit Report within one week of the end of the audit.
The audit report is sent to the RMQM or to the Administrator (if RMQM was the lead auditor) so that
he or she is informed of the audit results.
The internal audit is considered to be concluded with the submission of the Audit Report.
The audit report mentions both positive and negative aspects identified. Even the non-conformities
that were removed during the audit are mentioned.
Establishing actions to eliminate nonconformities, corrective / preventive actions, actions to

implement improvement proposals
The representative of the audited area establishes actions to eliminate the detected nonconformities
(those that were not removed during the audit), corrective actions to eliminate the causes that
generated the nonconformities found.
Actions to eliminate nonconformities are listed in "Evidence of nonconformities and corrective

actions" and the measures resulting from the analysis of the improvement proposals specified by the
lead auditor in the report are mentioned in the "Action Program".
Actions to eliminate the causes of non-conformities are listed in "Evidence of nonconformities and
corrective actions". Efficacy details are recorded in "Evidence of nonconformities and corrective
actions".
The deadlines for the completion of the actions will be determined by the auditee who announces
the RMQM or the lead auditor to determine the implementation and effectiveness of the corrective
actions.
The audit achieves its purpose when the corrective actions / actions proposed are implemented and
effective, as the lead auditor or the RMQM found in the records mentioned above.
The results of the internal audit constitute inputs for the management review.
DELTA GLASS performs internal audits at planned intervals to plan information that SMI:

3 [IN VIEW SINCE: 22.10.2020]
- Complies with DELTA GLASS's own requirements for its integrated management system, as
well as with the requirements of ISO 9001: 2015 and ISO 14001: 2015;
- It is implemented and maintained effectively.
In order to ensure internal audits, DELTA GLASS performs the following specific activities:
- Plan, establish, implement, schedule an audit program;

- Defines audit criteria and scope;
- Continuously selects and trains the auditee;
- Ensure objectivity and impartiality during the audit;
- Analyze the results of the audits and ensure that they are reported to the relevant
management;
- Make corrections and corrective actions within the established deadlines and check their
effectiveness;
- Keep documented information on the implementation of the audit program and the results
of the audit.
The process of conducting internal audits of the SMI, as well as the responsibilities associated with
this process, are governed by a documented procedure.
Quality audit specific for Insulated Glass and Fenestration Products
 Process Responsible: RMQM or designated Quality Personnel

 Input: Finished Product, Order tracking sheets and IG Quality Audit Forms
 Output: Completed IG Quality Audit Forms
Documented audits of In-process assemblies and Finished products shall be performed a minimum of
once per day by the RMQM and/or designated Quality Personnel.
Quality Audits are NOT performed by the Final Assembler.
The Quality Audits are performed by pulling aside a finished Insulating Glass product before wrapping
or crating, to be evaluated per the IG Quality Audit Forms.
The IG Quality Audit Forms are filled out during the audit, including the date and time of the audit,
the product audited, the job number reference, and the initials of the person performing the audit.
Product deficiencies discovered as a result of a Quality Audit are resolved according to req. 8.7 of this
manual.
Completed IG Quality Audit Forms are stored in the office of RMQM for a minimum of five (5) years.
9.3. MANAGEMENT REVIEW

9.3.1. General
 Objective of the process: Identify and implement possibilities for improvement of SMI
 Resources:
- Human: to participate in the analysis / to implement the results of the analysis

3 [IN VIEW SINCE: 22.10.2020]
- Financial: for procurement infrastructure components, implementation

improvements of SMI
- Time: to participate in the analysis / implementation of the results of the analysis
- Infrastructure: hard and soft technology, requisites, display spaces / communications
for analysis results
- Information: the sources needed for the preparation of the Management Report
Information Report
SMI are reviewed at predetermined intervals (usually annually or at Administrator's request) to

ensure that it is consistently, appropriately, and effectively. At the beginning of the calendar year, the
achievements of the previous calendar year are analyzed and new directions of action are
established for the current year.
The analysis focuses on the overall performance of SMIs and not on specific details, as they are
managed with normal SMI (Audit, Monitoring, Compliance Assessment).
When planning a management review, there are set:
- topics to be addressed;
- who should participate;
- the responsibilities of the participants in terms of analysis;
- information to be analyzed.
9.3.2. Management review inputs

The inputs of a management review are:
- - the situation of the measures established at the previous management reviews;

- modifications related to:
o external and internal issues that are relevant to the SMI;
o the needs and expectations of interested parties, including compliance obligations;
o significant environmental aspects;
o risks and opportunities, and the effectiveness of actions taken to address the risks
and opportunities;
- the extent to which the quality and environment objectives have been met;
- information on process performance and environmental performance of the organization,
including trends related to:
o conformity of products and services;
o nonconformities and corrective actions;
o results of monitoring and measurement;
o compliance with compliance obligations;
o the results of the audits;
o the performance of external suppliers;
o resource adequacy;
- Relevant communication from interested parties, including customer satisfaction and
feedback from relevant interested parties, complaints;
- Opportunities for continuous improvement.

3 [IN VIEW SINCE: 22.10.2020]
In a management review, all inputs mentioned above are analyzed.
The management review is conducted by the Administrator.
Secretarial activities during the analysis are carried out by RMQM.
9.3.3. Management review outputs

DELTA GLASS identified the necessary data to be collected and analyzed to demonstrate the effective
operation of the SMI and to assess where it can be improved: data from process monitoring and
measurement (providing information on the characteristics and trends of SMI processes), data
annual reports (provide information on the characteristics and compliance with the requirements of
the products received from the suppliers and the products made) and the data resulting from the
monitoring of the satisfaction degree of the clients.
Based on the results of the analysis, improvement actions are initiated, the conclusions of the
analysis being presented in the management review.
Outputs of management review include any decisions and actions to improve the effectiveness of
SMI and its processes / activities and the need for resources.
On the set date, the participants in the review together with the Administrator, determine decisions
and actions related to: Improving the effectiveness of SMI and its processes, improving products in
relation to customer and interested parties requirements and the need for resources. Also, corrective
and / or preventive actions can be established for which solvency, responsibility, and allocated
resources are highlighted.
RMQM develops the management review report.
The report is signed by all participants.
Responsible persons are communicated to established measures, which they have to meet within the
set deadline.
The monitoring of the stage of realization of the Action Program is done by RMQM. The due and
unresolved measures are reviewed and the Administrator informs them.
Recordings of management review of the effectiveness of SMI are maintained at RMQM for 3 years.

3 [IN VIEW SINCE: 22.10.2020]
CAP 10 IMPROVEMENT
10.1. General
DELTA GLASS determines and selects opportunities for improvement and implements any actions
needed to meet interested parties requirements and to increase customer satisfaction through:
- improving the products made to meet customer requirements, as well as identifying future
needs and expectations;
- correcting, preventing or reducing unwanted effects;
- Improving SMI performance and efficiency.
DELTA GLASS is permanently concerned about the continuous improvement of the SMI, through:
- Establishment and implementation of quality and environment policies;
- Establishing and achieving the general and specific quality and environment objectives;
- Performing internal audits;
- Data analysis;
- Management reviews;
- Treating risks and initiating corrective actions or identifying opportunities that lead to the
development of new products, attracting new customers, improving the expected results.
10.2 Nonconformity and corrective action

If there is a non-conformity, including if it results from complaints, DELTA GLASS:
- Takes action to control and correct them;
- Analyzes the consequences;
- Eliminates the causes for preventing / re-emerging nonconformity by: examining and
analyzing nonconformity, determining causes, determining existing or emerging
nonconformities;
- Implements the necessary actions;
- Analyzes the effectiveness of the corrective actions performed;
- Updates the risks and opportunities initially determined;
- Make changes to SMI, if applicable.

 Objective of the process: Preventing customer and other interested parties' dissatisfaction
 Resources:
- Time: to treat nonconformities
- Financial: for personnel training (if applicable), to treat nonconformities
- Infrastructure: hard and soft for data processing, spaces / storage areas for non-
compliant products
-

3 [IN VIEW SINCE: 22.10.2020]
a. Keeping non-compliant products under control (control of deficient product)
Product Monitoring /
Acceptance / rejection criteria Measurement
Inspection and testing sheets for insulating
glazing (forms templates)
Monthly activity report section ... (Form 1. Identify / record of Nonconforming product
template) Personnel identified and
nonconform product
Nonconformity Records and AC (Form registered
template)
2. Nonconform Product Nonconforming product

Separation / Marking Personnel separated / marked
3. Analysis / Decision on how to deal

Nonconfomity and CA sheet
Determination of non- RMQM + with the non-compliant
filled in with the information from
conforming product Responsible product
the production areas
handling Nonconfomity and CA
sheet
Decision on how to handle 4. Treatment of non-
the non-compliant product Person
conforming product
nominated
Acceptance with a Return to Remedy Delivery with Repair Rejection

derogation supplier a derogation
Removal of non-
conformity
5. Evidence of nonconformity
Corrected product
removal Responsible
Filled in
Nonconfomity and
6. Identifying causes that CA sheet
generated the nonconformity Responsible
Corrective/preventive
action
 Process responsible: Heads of production areas, RMQM, Technical Director

 Input: Deficient frame, sash IG unit or reinforcement configuration, and/or full assembly,
verbal notification to RMQM and/or Technical Director by Heads of production areas
 Output: Quality Defect Form

3 [IN VIEW SINCE: 22.10.2020]
 Identification of non-compliant products
Non-compliant products are identified by self-testing at each workplace.
Supply products are declared non-compliant if they do not meet the requirements of the order. In
case of insulating glazing elements for the Thermopan section, the products are declared non-
compliant if they do not comply with the requirements of SR EN 1279-6. For supply, for all sections,
fill in the "Inspection and Testing Sheet of Insulating Glass Elements - Supply Control".
Examples of non-compliant products identified at the reception:
- glass and mirror are declared non-conforming at reception if bubbles, black spots, scratches
or oxidation are observed.
- the wand is declared non-conforming if it is not perfectly right;
- polysulphite is declared non-compliant if the test / curing test, which is done at the
reception, does not harden.
The products on the production stream are controlled after each step to check if they are in
compliance with the "Tracking Technical Data Sheet" and, as the case may be, with the specifications
received from the manufacturers with the product description. For the Thermopane section, the
"Inspection and Testing of Insulating Glass Insulating Elements - Production Control" and for
validations in this section "Validation Control" are completed, and for the processing and securing
sections the "Monthly activity report ..."
In the event a quality deficiency is discovered, production of the product in question may be halted
until the deficiency is corrected, at the discretion of the RMQM.
RMQM shall make every effort to discover the source of the defect and to correct the defect if found
in work in progress and subsequently produced products.
Examples of non-compliant products identified on the production stream:
- Glass and mirror cut off;

- broken glass and mirror during processing
- the appearance of some stains or scratches during processing;
- Incorrect sealing;
- Deficient frame, sash IG unit or reinforcement configuration, and/or full assembly etc.
Examples of non-compliant products identified in the storage area:

3 [IN VIEW SINCE: 22.10.2020]
- windows, broken or scratched mirrors during storage;

Examples of non-compliant products identified when preparing products for delivery:
- windows, mirrors broken or scratched when preparing products for delivery.
Non-compliant products identified after delivery, following complaints / notifications from

customers. If these complaints are deemed to be founded and accepted as such, return products
may be accepted and treated in accordance with this chapter.
Every employee has the obligation to notify the hierarchical superior as soon as he notifies a non-
compliance of the products and the processes of realization.
Non-compliant / non-compliant products in the processing and securing sections are recorded in the
"Monthly activity report section ...", and the ones in the Thermopane section in the "Inspection and
testing of insulating glazing elements - production control".
Products identified as non-compliant during storage and delivery prior to delivery are recorded in the
"Nonconformity Record ".
All nonconforming products, regardless of the place of appearance, including those registered in the
production sections in the "Monthly activity report section ..." and "Inspection and testing of
insulating glazing elements - production control" are registered by RMQM in the "Evidence
nonconformities", where the treatment is mentioned, corrective actions are established and the
effectiveness of their implementation is monitored.
The provided services are identified as non-compliant following customer complaints / complaints.
Ex. nonconformities: mistaken documents, delivery delays, quantity delivery, inadequate behavior of
the personnel working on the interface with the customer etc. These nonconformities are identified
both by direct communication with the client and by assessing their degree of satisfaction or by
means of notifications.
Clients' complaints are recorded in the "Claim Tracking Register", stored on paper.
 Separate and mark non-compliant product
The non-conforming product will be separated from the identified and marked products identified to
prevent further use until the nonconformity treatment (by labeling or distinct physical placement) is
established.

3 [IN VIEW SINCE: 22.10.2020]
Identifying storage areas for non-compliant products (where possible) (LOCATION FOR NON-
CONFORMANT PRODUCTS) will be done in visible places with paint that is difficult to remove or by
labeling the space. The storage area will be a separate room or a space bounded by marking.
 Analysis of non-compliant products
The non-compliant product analysis, depending on where it occurs, proceeds as follows:
Raw materials, and components
For raw materials that are found to be non-compliant, the analysis is performed by the Administrator
together with RMQM. It can be decided, immediately one of the following:
- use of raw material for initial purpose (acceptance with exemption);

- cessation of the use of those defficient raw materials;
- returning to the supplier.
Products executed
The non-compliant product found on the execution stream will be reviewed by the Administrator
who will establish the treatment.
Stored products
For stored products identified as non-conforming following periodic checks or by self-inspection by

warehouse personnel, or when preparing for delivery, the analysis is performed by the
Administrator.
Products claimed and returned by the customer
The products returned by the customer are reviewed by the Administrator and disposal by
destruction may be ordered.
Note: The destruction of the products is carried out in accordance with the legal provisions in force
concerning the protection of the environment.
 Treatment of non-compliant products
Depending on the decision made following the non-compliance analysis, the following will be done:

3 [IN VIEW SINCE: 22.10.2020]
Return to supplier: in this case, the documents necessary for the return of nonconforming products
to the supplier are prepared.
Acceptance by derogation: in this case, it will be specified in the workbook how to process the
product with the exception, in order to be well kept under control. The way these non-accepted
products are processed is brought to the attention of the operators.
Delivery by derogation: in this case, the product accepted by way of derogation must reach the
customer. The product is delivered only upon receipt of the customer's written consent by the
Administrator. Specify in the "Nonconformity Evidence " the invoice number, the accompanying
notice, the name of the customer to whom this product is delivered.
Remedy / Repair: in this case, the details of applying the necessary corrections are established.
Operators will receive written instructions. Will be filled in "Evidence of nonconformity " the
obtained result.
Rejection: in this case, it will be stated in the "Evidence of nonconformities " what will be done with
the rejected product. The scrap will be removed as quickly as possible from the station.
Subsequently, in the "Nonconformity Record ", the number of the "Canceling Minutes".
Other non-conformities identified as a result of customer complaints. Ex. nonconformities: mistaken

documents (contracts, offers), delays in delivery, inadequate behavior of the personnel working on
the interface with the client etc. These nonconformities are identified both by direct communication
with the client and by assessing their degree of satisfaction or by means of notifications.
The types of non-conformities listed above, after analysis, if deemed necessary, are notified to the
supplier (by notice) and / or to the customer.
The decision as a result of the analysis of the nonconformities (for products and services) is included
in the "Evidence of nonconformities ".
 Finding the removal of non-compliance
The re-inspection of the products for which the remedy was imposed will take into account the same
criteria that were originally used for the conforming product.
The responsibility for verifying and finding the non-compliance is the responsibility of the person who
has established the treatment.
If the defect is a result of employee negligence, the responsible employee(s) shall be trained by the
RMQM in the proper techniques.

3 [IN VIEW SINCE: 22.10.2020]
If the defect is a result of inadequate quality process, that process shall be edited by the RMQM to
prevent reccurance of the product defect.
The RMQM shall record the details of each reported quality defects, including name and number of
effected products, description and source of defect, and resolution on the Quality Defect Form.
b. Keeping nonconformities under control
There can be identified as environmental nonconformities:
- processes, activities carried out to produce products / services that can generate
environmental impacts and do not comply with the specified conditions (production,
handling, storage, transport, waste treatment);
- violation of an internal regulation on waste disposal / disposal or fire protection;
- non-compliance with applicable environmental regulations;
- relevant environmental complaints by interested parties.
These nonconformities can be identified in current activity on the basis of information provided
personnelly, by the Waste Responsible, by the person with specific attributions in the field of fire
protection or by the environmental authorities, ISU.
Depending on the non-compliance, the non-compliance analysis is carried out by the RMQM or the
Waste Responsible or the Person with specific attributions in the field of fire protection.
The analysis sets out how to deal with non-compliance based on the impact that nonconformity may
affect the organization's image, on the environment, and on workers.
Non-conformities detected during current activities and their removal actions are recorded in the
"Nonconformity and AC". Nonconformities identified by authorities are recorded in specific control
processes along with disposal measures.
If the non-compliance can lead to an environmental incident or affects a persone, is acting directly to
eliminate the source of the non-conformity. The reported nonconformity is also analyzed to
determine the primary (primary) cause (s) that generated it and to determine appropriate corrective
actions.

3 [IN VIEW SINCE: 22.10.2020]
c. Complaints management
Complaint
By phone 1. Receive complaint P
In writting
Complaint register
2. Register the complaint P
Circumstances and
relevant information 3. Analyze the complaint A
YES
NO
Is it pertinent?
**
A/
4. Establish the way to solve
RMQM
** Are
additional
5. Communicating to the client the A/
information
mode / term to solve RMQ
required?
M
YES
7. Collect additional information
P
NO
6. Communication to the client 35

A
8. Resolving the complaint
PD
STOP
YES
Is the complainant satisfied?
NO
NO Can it be resolved otherwise YES

to please the complainant?
LEGEND:
A - Administrator
P – The person receiving and registering the
complaint
PD – Designated person
3 [IN VIEW SINCE: 22.10.2020]
 Process responsible: RMQM, Technical Director

 Input: Customer complaint (verbal, email, letter), Complaint form, claimed product
 Output: Complaint form, comunication to the customer (verbal and written)
Customer complaints received by any company personnel (Director Import-Export, Delivery, RMQM
other Administrative Staff) are forwarded to the designated party, who then completes the
Complaint Form including the name & address & phone number of the complaintant, the product in
question, and the nature of the complaint. The Complaint Form is forwarded to the RMQM,
Administrator and/or Technical Director.
Administrator and/or Technical Director will inspect the product in question and attempt to correct
deficiencies discovered, if the case.
Technical Director records the notes regarding the cause of the defect and steps necessary to resolve
the complaint.
Technical Director forwards the Complaint Form to RMQM.
RMQM takes steps to prevent recurrence of any product-quality related deficiencies by:
- Determining the source of the deficiency, and determining corrective action,

- Communicating the required corrective action to the effected individual(s),
- Monitoring the completion of corrective action,
- Modifying System Procedures and/or Forms to minimize or eliminate recurrence of the
product deficiencies (if the case).
RMQM records the corrective action and management System revisions (if applicable) on the
Complaint Form and stores the form for ten (10) years.
 Identify potential nonconformity / nonconformity
Identifying an actual / potential nonconformity and the initiative to request a corrective / preventive
action may belong to any employee in the organization when he / she finds the occurrence /
imminence of non-conformity. It is the duty immediately to announce the superior, who will
determine the importance and establish the next steps.
Identifying an environmental nonconformity, products / processes / system, involves taking action

(corrective action) to eliminate or minimize the possibility of recurrence of non-conformity.
In general, preventive actions take the form of action plans / programs. These relate to improving the
quality, investment objectives, service provisions / decisions.
3 [IN VIEW SINCE: 22.10.2020]
If corrective actions that have been implemented effectively for certain non-conformities identified
in processes / products / services, these actions can be extended as preventive actions and other
processes / products / services to prevent non-conformities.
All personnel have an obligation to help eliminate the causes of actual / potential environmental,
product, service, process and SMI nonconformities.
Sources used to highlight nonconformities are:
- internal and external audit reports, "Evidence of nonconformities " that are analyzed by
RMQM and Administrator;
- records of product inspections and tests, raw material receipts, production tracking records,
customer complaints, which are reviewed by the RMQM and the Administrator;
- records of the monitoring of the various environmental parameters;
- records of management analyzes to be taken over by RMQM;
- information on the quality of services received from customers;
Nonconformities that may occur in DELTA GLASS are:
- product / service / process nonconformities

- nonconformities of SMI
- Environmental nonconformities
Non-conformities of SMI processes detected during internal audits are recorded in audit reports,
stock programs.
Identifying causes that generated the nonconformity / can generate the nonconformity.
Identifying the primary cause that may generate / generated a product / service / process
nonconformity results from investigating the following possible causes:
- Inappropriate analysis of customer requirements;

- inefficient communication with the client or the provider;
- Inappropriate control of processes (supply, receipt of the goods supplied, handling,
production, storage, transport, monitoring and measurement, delivery);
- failing to train personnel regarding the hazard symbols of some products, selective collection
of waste etc .;
- Inappropriate working conditions (equipment, facilities, inadequate climate conditions).
- inefficient evaluation of some suppliers;
- the use of unapproved / unqualified equipment and / or personnel, especially in the case of
processes that require this (eg stacker); and so on
- inappropriate working instructions;
- interfaces between non-controlled processes;
- Inappropriate / non-existent documentation of processes;
- unrealistic indicators;
- etc.

3 [IN VIEW SINCE: 22.10.2020]
Identifying the primary cause that may generate / generated a non-conformity related to SMI results
from investigating the following possible causes:
- inappropriate or non-existent procedures;

- not applying and / or ignoring the provisions of the Integrated System Manual and other SMI
documents;
- Inadequate definition and documentation of the responsibilities, authorities and
interdependence of the personnel who lead, perform and verify the activities of the SMI.
- the lack of adequate training of the personnel in the field of quality and environment
management.
Identifying the primary cause that can generate / generated a environment related non-conformity
results from investigating the following possible causes:
- inappropriate or non-existent procedures or rules;

- not applying and / or ignoring the provisions of the Integrated System Manual and other SMI
documents;
- Inappropriate analysis and / or application of legal requirements and other environmental
requirements;
- Inappropriate control of processes / activities;
- Inappropriate analysis of security data sheets provided by suppliers;
- etc.
 Establish AC / AP
Corrective actions aim to remove the causes that generated nonconformities / accidents / incidents
or if it is not possible to remove them altogether or reduce them. Corrective action prevents
recurrence of nonconformities / accidents / incidents.
The amount of corrective actions will be determined according to the importance of the problem,
customer complaints, customer satisfaction, environmental impacts.
The corrective actions proposed to eliminate the causes of detected nonconformities may include:
- modification of storage, handling, transportation of products etc .;

- modification of some SMI procedures;
- training of personnel, strengthening discipline;
- change of suppliers, if there are frequent problems with the receipt of the products (expired
validity term, damaged packaging, no documents of attestation of conformity) from the same
supplier.
Preventive actions aim to remove the potential causes that may generate nonconformities or if it is
not possible to remove them altogether, at least to diminish them.
Preventive actions are set out behind:
- analyzing employee improvement suggestions regarding product / service quality, process

optimization, control of environmental aspects, or cost reduction;
3 [IN VIEW SINCE: 22.10.2020]
- analyzing notifications, reports, received from customers, authorities or other interested

parties;
- comparing the products produced by the organization with the best performers on the
market;
- analyzing non-conformities / accidents / incidents records;
- analyzing records relating to the development of processes;
- analyzing records of identified non-conformities and corrective actions implemented etc.
The magnitude of preventive actions and the assessment of their need will be determined according
to the importance of the problem, the degree of customer satisfaction, the impact on the
environment and must be proportional to the risks that may arise (for products, the environment).
Preventive actions to eliminate the causes of potential nonconformities may include:
- Establishment of storage, handling, transport, supply, internal and external communication

processes, adequate to the purpose of the organization and not generating significant
environmental aspects;
- training the personnel regarding the compliance of the SMI documents, the PSI's own
instructions;
- establishing and documenting procedures of the SMI;
- training of personnel on requirements of reference standards;
- proper implementation of SMI documents;
- improving and maintaining the infrastructure;
- checking the equipment before starting;
- Supplier evaluation;
- setting up a buffer stock of products to avoid being able to refuse or delay a customer due to
the absence of a product on stock;
- Establishing clearly the responsibilities and authority of the personnel;
- greater awareness of the personnel than the provided activities;
- active involvement of the management;
- proper motivation of personnel etc.
When new or modified environmental aspects of the corrective / preventive actions are identified or
the need for new or modified controls is identified, the proposed actions will also be assessed from
the impact point of view before implementation.
Because AC / AP are set, decided by the Administrator, when deemed necessary, decisions can be
made.
Preventive actions can be documented in Action Programs, Measures Plans, Investment Objectives
(Plans), Prevention and Protection Plans in the form of "technical - organizational measures",
Emergency Action Plans etc.
RMQM centralizes the corrective actions set in the form (Excel file) "Evidence of nonconformities ".
The RMQM and the Administrator are responsible for assessing the need and setting corrective /
preventive actions.

3 [IN VIEW SINCE: 22.10.2020]
 Implementation of AC / AP
All personnel are responsible for implementing corrective / preventive actions.
 Verify implementation / monitoring of AC / AP efficiency
Responsibility for tracking implementation and analyzing the effectiveness of established corrective
actions rests with the function that established the action.
Details of the AP's effectiveness are recorded in the "Action Programs", and the effectiveness of the
AC is registered in the "Evidence of Non-Compliance and Corrective Action".
All changes resulting from corrective / preventive actions are entered in the SMI documentation.
10.3 Continual improvement

DELTA GLASS continually improves the adequacy and effectiveness of SMI. In order to determine the
needs and opportunities that underpin continuous improvement, the results of the analysis and
evaluation and the outputs of the management review are taken into account.
Depending on the results of the management review, DELTA GLASS sets out SMI improvement
measures to ensure the effectiveness of the SMI, as well as meeting the operational objectives set
annually at the organization level.

 Objective of the process: Increasing the performance of the organization and achieving the
desired degree of efficiency for the integrated management system
 Resources:
- Human: to identify / collect / implement proposals for improvement and analysis of
implementation results; to identify the generating / non-conforming causes, to
establish / implement / analyze the effectiveness of corrective / preventive actions
- Time: to identify / collect / implement proposals for improvement and analysis of
implementation results; to identify the generating / non-conforming causes, to
establish / implement / analyze the effectiveness of corrective / preventive actions
- Financial: for personnel training, acquisition of hardware and software infrastructure,
implementation of improvement proposals / corrective actions / preventive actions
- Work environment: appropriate conditions for identifying / making improvements

3 [IN VIEW SINCE: 22.10.2020]
Change of legislation Performing current

Analysis of customer processes / activities
requirements
Customer complaints
Audit reports / Action programs
Information from process 1. Identifying potential for Personnel
monitoring improvement
Outputs from management
reviews
Existing / potential problems
2. Analyzing the existing situation and
A / RMQM
the proposal for improvement
NO
Can the proposal produce the STOP
intended results?
YES
Proposal for improved 3. Implementation of Improvement Responsible for

documentation proposal implementation
Resources allocated to
implementation
4. Verify the implementation of the
A/
improvement proposal
RMQM
5. Monitoring obtained results A/

RMQM
Management review

3 [IN VIEW SINCE: 22.10.2020]

3 [IN VIEW SINCE: 22.10.2020]
CAP 11 ANNEX

Manual de Management Integrat (1) - EN - Vers 2020 - PT A Fi Trimis

Uploaded by

Copyright:

Available Formats

You might also like

Manual de Management Integrat (1) - EN - Vers 2020 - PT A Fi Trimis

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Manual de Management Integrat (1) - EN - Vers 2020 - PT A Fi Trimis

Uploaded by

Copyright:

Available Formats

CODE: M-SIM; Edition 2; Rev.

3 [IN VIEW SINCE: 22.10.2020]

Quality Management includes the

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL 1

Name of document INTEGRATED MANAGEMENT MANUAL

Name/surname Signature Position Date

Page no. Context Review Date

Code of document: F-7.5.3-1, rev. 1

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL 2

Document valid since: 02.10.2017

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL 3

6.2.2. Planning of actions for achieving environmental objectives...............................................35

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL 4

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL 5

CAP 1 PRESENTATION OF THE ORGANIZATION

DELTA GLASS is a private limited liability company, founded in 1998.

The main activity is: Glass and mirror processing.

The main activity at the establishment was the trade.

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 1

Context of the organization

Internal and external issues Needs and expectations of interested parties

SMI intended results

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 2

2.2. SCOPE OF SMI

The Integrated Management System Manual has the code: M-SIM.

- The integrated management system implemented according to the requirements of ISO

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 3

The Integrated Management Manual is used for:

- Internal goals by informing, raise awareness and training of personnel;

The Integrated Management Manual is approved by the management of DELTA GLASS

Requiremen Justification of exclusions

- ISO 9000: 2015 - Quality management systems. Fundamentals and vocabulary

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 4

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 5

CAP 3 TERMS AND DEFINITIONS

MMI – Integrated Managament Manual

SMI – Integrated Management System

RMQM – Integrated Management Systems Representative

Other abbreviations are explained at the place of use

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 6

CAP 4 CONTEXT OF THE ORGANIZATION

4.1.1. External issues (PEST analysis)

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 7

4.1.2. Internal issues (SWOT analysis)

- Quality of products executed

- List of qualified personnel in certain positions (administrative)

- Ability to orient and open to international markets

- Competition on the profile market that promotes lower prices

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 8

4.2. UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED

Internal interested parties Needs and expectations

External interested parties Needs and expectations

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 9

DELTA GLASS SMI is established, documented, implemented, maintained and continuously

 Process Responsible: Management Reprezentative (RMQM)

4.4. INTEGRATED MANAGEMENT PROCESSES AND ITS PROCESSES

DELTA GLASS SRL- INTEGRATED MANAGEMENT MANUAL | CAP 8 OPERATION 10