QUALITY

MANAGEMENT

MANUAL

2022

QUALITY MANAGEMENT MANUAL DESIGNED TO MEET THE

REQUIREMENTS OF ISO 9001:2015
PREPARED BY STUART DOUGAL
Rev 2.6 – 01/02/2022
CONTENTS
Table of Contents
ISO 9001: 2015 CONTROL DOCUMENT

Clause 4 - Context of the organisation

4.1 Understanding the organisation and its context
4.2 Understanding the needs and expectations of interested parties
4.3 Determining the scope of the quality management system
4.4 Quality Management System and its processes

Clause 5 - Leadership
5.1 Leadership and commitment
5.1.1 Leadership & commitment for quality management system
5.1.2 Customer focus
5.2 Quality Policy
5.2.1 Establishing the quality policy
5.2.2 Communicating the quality policy
5.3 Organisational roles, responsibilities and authorisation

Clause 6 - Planning for the quality management system

6.1 Actions to address risks & opportunities
6.2 Quality objectives and planning to achieve them
6.3 Planning of changes

Clause 7 - Support
7.1.1 Resources
7.1.2 People
7.1.3 Infrastructure
7.1.4 Environment for the operation of processes
7.1.5 Monitoring and measuring systems
7.1.6 Organisational knowledge
7.2 Competence
7.3 Awareness
7.4 Communication
7.5 Documented Information
7.5.1 General
7.5.2 Creating and updating
7.5.3 Control of documented information

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Clause 8 - Operation
8.1 Operational planning & control
8.2 Determination of requirement for products and services
8.2.1 Customer communication
8.2.2 Determination of requirements related to products and
services
8.2.3 Review of requirements related to products and services
8.2.4 Changes to requirements for products and services
8.3 Design and development of product or services
8.3.1 General
8.3.2 Design and development planning
8.3.3 Design and development inputs
8.3.4 Design and development controls
8.3.5 Design and development outputs
8.3.6 Design and development changes
8.4 Control of externally provided products and services
8.4.1 General
8.4.2 Type & extent of control of external provisions
8.4.3 Information for external parties
8.4.4 Purchasing Information
8.5 Production and service provision
8.5.1 Control of production and service provision
8.5.2 Identification and traceability
8.5.3 Property belonging to customers or external parties
8.5.4 Preservation
8.5.5 Post-delivery activities
8.5.6 Control of changes
8.6 Release of products and services
8.7 Control of non-conforming process outputs, products or services
Clause 9 - Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.1 General
9.1.2 Customer satisfaction
9.1.3 Analysis and evaluation
9.2 Internal Audit
9.3 Management Review
Clause 10 - Improvement
10.1 General
10.2 Non conformity & corrective action
10.3 Continual improvement

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 1. THE ISSUE STATUS

The issue status is indicated by the version number in the footer of this document. It
identifies the issue status of this Manual.

When any part of this Manual is amended, a record is made in the Amendment Log
shown below.

The Manual can be fully revised and re-issued at the discretion of the Directors of Vision
Architectural Glazing Installations Ltd.

Record of Amendments

Issue
Date Brief Description of Amendment Page
No.
1.0 31/08/2018 Development of Quality Manual N/A

2.0 31/05/2019 Re-evaluation of quality arrangements N/A

2.1 16/08/2019 Change to Organisational Chart 12

2.2 08/11/2019 Addition of clauses not applicable 5

2.3 17/07/2020 Change to Quality Objectives 6

2.4 21/05/2021 Updated Organisational Chart 12

2.5 27/10/2021 Full review following ISO 9001 Audit N/A

2.6 01/02/2022 Rebranding N/A

1.1 INTRODUCTION

This document is the Quality Management Manual of Vision Architectural Glazing

Installations Ltd and for the purpose of this manual will be referred to as the Quality
Manual.

This manual is the property of Vision Architectural Glazing Installations Ltd and is a
controlled document.

The purpose of the manual is to provide an overview of Vision Architectural Glazing

Installations Ltd, the activities it carries out and the quality standards of operation it
conforms to.

It is not designed to act as a procedures manual, although it does carry information about
where procedures information is located and the detailed information on documentation
requirements for the procedures required by the respective standards. This manual is
designed to meet the requirements of ISO9001:2015 and any standard which adopts the
Annex SL structure

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1.2 PLAN-DO-CHECK-ACT Model for ISO 9001:2015

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1.3 QUALITY POLICY STATEMENT

The aim of this statement is to outline the quality assurance procedures which have been
adopted by Vision Architectural Glazing Installations Ltd. We are continually working
towards improving these procedures for quality assurance in all aspects of our activities.
The procedures have been adopted to ensure that quality standards and processes are
adhered to at all times and that the final product and service meets or exceed our clients’
expectations and requirements.

It is the policy of Vision Architectural Glazing Installations Ltd to maintain a quality system
designed to meet the requirements of ISO 9001:2015 in pursuit of its primary objectives,
the purpose and the context of the organisation.

It is the policy of Vision Architectural Glazing Installations Ltd to:

• Give satisfaction to all of our customers and other stakeholders and interested parties
whenever possible, meeting and exceeding their expectations;
• Comply with all legal requirements, codes of practice and all other requirements
applicable to our activities;
• Aim for the reduction of hazards, prevention of injury, ill health and pollution;
• Provide all the resources of equipment, trained and competent staff and any other
requirements to enable these objectives to be met;
• Ensure that all employees are made aware of their individual obligations in respect of
this quality policy;
• Maintain a management system that will achieve these objectives and seek continual
improvement in the effectiveness and performance of our management system based
on “risk”.

This quality policy provides a framework for setting, monitoring, reviewing and achieving
our objectives, programmes and targets.

Customer service is an essential part of the quality process and to ensure this is fulfilled,
all employees receive training to ensure awareness and understanding of quality and its
impact on customer service.

To ensure the company maintains its awareness for continuous improvement, the quality
system is regularly reviewed by “Top Management” to ensure it remains appropriate and
suitable to our business. The Quality System is subject to both internal and external annual
audits.

The Directors and staff of Vision Architectural Glazing Installations Ltd continually strive
to achieve the highest possible standards for product and workmanship quality, personal
service, customer care and satisfaction.

Eddie Wells – Managing Director

21st May 2021

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2. OVERVIEW OF THE ORGANISATION

Vision Architectural Glazing Installations Ltd

The Old Livery, Hildersham, Cambridge CB21 6DD

Tel: 01223 907 850

Email: sales@visionarch.co.uk

Web: www.visionarch.co.uk

Registered in England No. 03973714

VAT No. 751017758

Principal activities

Design, supply, and installing bespoke glass structures and their enclosures.

Compliance

The Director(s) of Vision Architectural Glazing Installations Ltd have overall responsibility
for ensuring there is an effective Quality Management Policy for the Company and its
implementation at all divisions.

Project Managers and Supervisors appointed by Vision Architectural Glazing Installations

Ltd will implement company policies, systems and procedures that are relevant to their
respective areas of work. The Managing Director of Vision Architectural Glazing
Installations Ltd will ensure that all levels of management appointed by Vision Architectural
Glazing Installations Ltd (including sub-contractors & consultants) actively support and
implement the Company’s policy and its procedures.

All personnel with management responsibilities appointed by Vision Architectural Glazing

Installations Ltd are accountable for ensuring that quality management audits are carried
out on all operational sites and the findings are recorded.

2.1 SCOPE OF REGISTRATION

Design, supply and installation of Architectural Glazing & Cladding Systems to residential
and commercial properties within the UK

All the requirements of ISO 9001:2015. Legal compliance to PUWER. COSHH, Health and
Safety at Work Act, Management of Health and Safety Regs 1999 and customer specific
requirements

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3. QUALITY OBJECTIVES

We aim to provide a professional and ethical service to our clients. In order to demonstrate
our intentions, Our Management Team will analyse customer satisfaction and business
performance data to ensure that our Quality Objectives are being met.

We have identified the following Quality Objectives;

• Give satisfaction to all of our customers and other stakeholders and interested
parties whenever possible, meeting and exceeding their expectations;
• Comply with all legal requirements, codes of practice and all other requirements
applicable to our activities and ensure our staff are aware of their responsibilities.
• The reduction of hazards, prevention of injury, ill health and pollution;
• Provide all the resources of equipment, trained and competent staff and any other
requirements to enable these objectives to be met;
• Ensure that all employees are made aware of their individual obligations in respect
of our quality policy;
• Maintain a management system that will achieve these objectives and aim to
continuously improve the effectiveness and performance of our management
system.

We will endeavour to deliver our services to specification, on time and to the price quote
ensuring all business is conducted in an ethical and professional manner

Customer satisfaction will be measured in the following ways:

• Levels of repeat business
• Growth of key accounts
• On-time delivery

Management reviews take place on an bi-annual basis to ensure we are complying with
our quality objectives. All inputs / outputs are full documented and minuted in line with
the requirements of the specific ISO standard in which we wish to be certified. Any actions
arising from the meeting are completed without undue delay and appropriate evidence
filed with the Management review documentation.

We have built in contingencies that cover likely risks that impact our ability to meet Client
requirements. Other factors that put our ability to meet the timescales have been assessed
in terms of their likelihood that they will occur and the severity of the impact on time.
These assessments provide a priority listing of risks that includes:
• Contract requirements
• Suppliers
• Working around other trades
• Site conditions and access
• Site access issues
• Accidents at site
• Employee sickness
• Employee absenteeism
• Weather conditions
• Unsafe working areas

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We are well aware that each of these areas of risk could impact on projected Client
requirements. We have taken extensive proactive measures to eliminate or mitigate these
risks or otherwise provide contingency in our execution plans such that our ability to meet
requirements is maximised.

We will endeavour to satisfy our clients’ requirements and get things right first time.
Should we make a mistake, we will admit it and rectify the situation as quickly as possible.

4. CONTEXT OF THE ORGANISATION

Vision Architectural Glazing Installations Ltd offer bespoke services which provide the
required experience and skill levels to complete the challenging engineering projects
commissioned by our customers. Vision Architectural Glazing Installations Ltd have the
necessary skill level and equipment to design, supply and install architectural glazing
systems.

Vision Architectural Glazing Installations Ltd identifies, analyses, monitors and reviews
factors that may affect our ability to satisfy our customers and stakeholders, as well as;
factors that may adversely affect the stability of our processes and the integrity of the
management system. Broadly, these issues are defined as:

Internal issues are conditions related to our organizational activities, products, services,
strategic direction, culture, people, size, complexity, knowledge, performance, processes
and systems.
Using SWOT analysis provides our organization with framework for reviewing and
evaluating our strategies, and the position and direction of our organization, business
propositions and other ideas.

External issues are factors that exist outside of our organization that are related to
statutory and regulatory requirements, industry requirements and agreements,
competition, globalization, innovations, technology and natural environment.

Using PESTLE analysis provides our organization with framework for measuring our market
and growth potential according to external political, economic, social, technological, legal
and environmental factors.

Vision Architectural Glazing Installations Ltd monitors and reviews this information to
ensure that a continual understanding of each party’s requirements is derived and
maintained. To facilitate the understanding of our context, we regularly consider issues
that influence our context during management review meetings using the Context &
Interested Party Analysis template. The results of which are conveyed via minutes and
business planning documents. We maintain and retain; in addition to this document, the
following documented information to describe our organizational context and decisions
relating to it:
1. Analysis of business plans, strategies, and statutory and regulatory commitments;
2. Analysis of technology, competitors, economic reports from relevant business sectors
or from technical experts and consultants;

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 4.1 Understanding the organisation and its context

The context of the organisation is demonstrated within this Quality Management System
and all associated processes connected with the services offered.

Vision Architectural Glazing Installations Ltd have identified a number of Health & Safety,
Environmental & Business Acts / Regulations that either directly or indirectly relate to
Company activities, the list below is not intended to be exhaustive and only defines key
‘Legal and Other Requirements’.

Ref: Environmental Legislation

E1. Environment Act 1995
E2. Environmental Protection Act 1990
E3. Controlled Waste Regulations 1992, SI 588
Controlled Waste (Amendment) Regulations 1993, SI 566
E4. Environmental Protection (Duty of Care) Regulations 1991, SI 2839
Environmental Protection (Duty of Care) (England) (Amendment) Regulations 2003, SI 63
E5. Landfill (England and Wales) Regulations 2002, SI 1559
E6. Hazardous Waste (England and Wales) (Amendment) Regulations 2009 SI 507
E7. Waste Management Regulations 1996, SI 634
E8. Water Act 2003
E9. Water Industry Act 1999
E10. Wildlife and Countryside Act 1981 (as amended)
E11. Clean Neighbourhoods and Environment Act 2005
E12. Water Resources Act 1991 (Amendment) (England and Wales) Regulations 2009 SI 3104
E13. WEEE Regs
E14. The Control of Pollution (Oil Storage) (England) Regulations 2001 (SI 2001/2954)
E19 The Controlled Waste (Registration of Carriers & Seizure of Vehicles) Regs 1991
E20 The List of Waste Regs 2005
E21 The Water Supply (Water Fittings) Regs 1999
E22 The Water Industry Act 1991
E23 Site Waste Management Plans
E24 The Waste Batteries and Accumulators Regulations 2009
E25 The Air Quality (England) Regulations 2000
E26 Civil Sanctions Regulations 2010
E27 Noise Emissions in the Environment by Equipment for use Outdoor Regulations
E28 EC Regulation 842/2006 (commonly known as the ‘F Gas Regulations’

Ref: Health & Safety Legislation

H1. The Health & Safety At Work Act 1974
H2. The Management of Health and Safety at Work and Fire Precautions (Workplace)
Regulations
H3. The Control of Asbestos at Work Regulations 1987
H4. The Health and Safety (Safety Signs and Signals) Regulations 1996
H5. The Control of Vibration at Work Regulations 2005
H6. The Health and Safety (Consultation with Employees) Regulations 1996
H7. The Management of Health and Safety at Work Regulations
H8. The Provision and Use of Work Equipment Regulations
H9. The Control of Substances Hazardous to Health (Amendment) Regulations 2004
H10. The Electrical Equipment (Safety) Regulations 1994
H11. The Construction (Health, Safety and Welfare) Regulations 1996

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H12. The Personal Protective Equipment at Work Regulations 1992
H13. The Health and Safety (Display Screen Equipment) Regulations 1992
H14. The Health and Safety Information for Employees Regulations 1989
H15. The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013
H16. The Control of Asbestos in the Air Regulations 1990
H17. The Lifting Plant and Equipment (Records of Test and Examination etc.) Regulations 1992
H18. The Work at Height Regulations 2005
H19. The Manual Handling Operations Regulations 1992
H20. Lifting Equipment and Lifting Operations Regulations 1998
H21. Health & Safety (First-Aid) Regulations:1981
H22. Health & Safety (Young Persons) Regulations: 1997
H23. Noise at Work Regulations
H24. The Occupiers’ Liability Act
H25. The Electricity at Work Regulations:1989
H26. CDM Regulations 2015
H27. Control of Asbestos Regulations 2012
H28. The Control of Noise (Codes of Practice for Construction and Open Sites) (England) Order
2002
H29. The Noise Emission in the Environment by Equipment for Use Outdoors (Amendment)
Regulations 2005

Ref: Business Legislation

B1. Equal Pay Act 1970
B2. Equality Act 2010
B3. Employment Protection Act 1978
B4. Employment Agency Act 2003
B5. Working Time Regulations 1998
B6. Sale and Supply of Goods Act Trade Description Act 1994
B7. Consumer Credit Act 1974
B8. The Competition Act 1998
B9. Enterprise Act 2002
B10. Bribery Act 2010
B11. Privacy and Electronic Communications Regulation 2003
B12. Freedom of Information Act 2000
B13. Computer Misuse Act 1990
B14. Malicious Communications Act 1988
B15. Data Protection Act 2018
B16. General Data Protection Regulation (GDPR) 2016
B17 Employers Liability (compulsory insurance) 1969
B18 Modern slavery Act 2015
B19 Pension Scheme Act 2021
B20 Corona Virus Act 2020

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4.2 Understanding the needs and expectation of interested parties

Interested Parties Information Requirements Named Parties

• To provide leadership to ensure the
Directors aims and objectives of the Eddie Wells &
organisation are met; Jane Wells
• To ensure that the business continues
to function without hindrance and
bureaucracy;
• To ensure business information is
kept confidential, available and
reliable;
• To oversee the overall running of the
business;
• To communicate responsibilities to
staff;
• To ensure that client requirements are
understood and delivered;
• To ensure processes/policies are
followed;
• To ensure that staff are competent,
and that requisite training has been
carried out;
• To ensure the required documentation
is in place;
• To be responsible for managing
customer service.
• To protect client confidentiality;
Managers • To ensure employment processes are Approx.5
followed;
• To ensure Information Security
training has been carried out;
• To ensure all relevant HR
documentation is up to date;
• To implement the directives and
instructions of the Directors.
• To meet client requirements;
Employees • To protect client confidentiality Approx. 10
• To ensure employment processes are
followed;
• To ensure policies are followed;
• To take responsibility for personal
development and training
• To protect client confidentiality;
Contractors • To ensure employment processes are Approx. 5
followed;
• To ensure relevant training has been
carried out;
• To ensure all relevant HSE, HR and
Security documentation is up to date;
• To ensure all related information is
kept confidential;

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 • Meet the requirements of the
legislation listed above in 4.1
• To ensure integrity of the systems are
maintained as appropriate;
• To ensure adherence to relevant SLAs
and instruction or contracts.
Customers • To provide detailed information
relating to their requirements; Various
• To provide suitable communication
channels;
• To meet payment terms and
conditions;
• Data to be used ethically in
accordance with consent
arrangements.
Suppliers • To ensure all related information is Approx. 50
kept confidential;
• Meet the requirements of the
legislation listed above in 4.1;
• To ensure integrity of the systems are
maintained as appropriate;
• To ensure adherence to relevant SLAs
and instruction or contracts.
Accountants • To ensure all related information is LB Group
kept confidential; (Stratford)
• Meet the requirements of the GDPR
Governing/Regulatory • To provide guidance on industry Various – See 4.1
Bodies legislation/standards;
• To ensure that the organisation
delivers its services in line with
industry legislation/standards.

4.3 Determining the scope of the quality management system

Vision Architectural Glazing Installations Ltd meets the requirements of ISO 9001:2015
at the following address:

Queen's Business Park, Wilbraham Road, Fulbourn, Cambridge CB21 5GT & for any other
operations conducted at other locations which are managed and audited from the above
address.

The scope of the Vision Architectural Glazing Installations’ quality management system is
listed in Section 2.1 and has been set based on the following factors;
1. External and internal issues that are relevant to the purpose of the organization,
the strategic direction, and the ability to achieve intended results
2. Requirements of relevant interested parties
3. The services offered by Vision Architectural Glazing Installations Ltd
In addition, the scope includes any requirements of the ISO 9001:2015 standard that
can be applied, and if a requirement is determined to not apply, Vision Architectural
Glazing Installations Ltd will not use this as a reason for not ensuring conformity of
product and service.

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4.4 Quality Management system and its processes

Stuart Dougal – Group SHEQ Manager is responsible for the planning and delivery of Vision
Architectural Glazing Installation’s Quality Management system. Vision Architectural
Glazing Installations Ltd endeavour to work closely with all partner suppliers and
customers to satisfy mutual requirements. Vision Architectural Glazing Installations Ltd
has a flow chart which illustrate the interaction of its core business processes, as shown
below:

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5 LEADERSHIP

5.1 Leadership & Commitment

Vision Architectural Glazing Installation’s Directors are committed to the development and
implementation of a Quality Policy and the Quality Management System which are both
compatible with the strategic direction and the context of the organisation, the whole
system is frequently reviewed to ensure conformance to the standard. Responsibility has
been assigned to ensure that the QMS conforms to the requirements of the respective
standard and the provision to report on performance to the Directors has been defined.

The designated senior Management Representative will ensure that all Vision Architectural
Glazing Installations Ltd staff are aware of the importance of meeting customer as well as
statutory and regulatory requirements, and overall, to contribute to achieving Vision
Architectural Glazing Installations Quality Policy and Objectives which are aligned with the
current business plan.

The Directors of Vision Architectural Glazing Installations Ltd are responsible for
implementing the Quality Management System and ensuring the system is understood and
complied with at all levels of the organisation.

In summary, the Directors will ensure that:

5.1.1 Leadership and commitment for the quality management system

• The company has a designated Senior Management Representative who is

responsible for the maintenance and review of the Quality Management System.
• The ongoing activities of Vision Architectural Glazing Installations Ltd are reviewed
regularly and that any required corrective action is adequately implemented and
reviewed to establish an effective preventative process.
• Measurement of our performance against our declared Quality Objectives is
undertaken.
• Resources needed for the Quality Management System are available and employees
have the necessary training, skills and equipment to effectively carry out their work.
• Internal audits are conducted regularly to review progress and assist in the
improvement of processes and procedures.
• Objectives are reviewed and, if necessary amended, at regular Review meetings and
the performance communicated to all staff.
• The Quality Management System is integrated into the organisations business
processes.
• Communication covering the importance of the effective Quality Management
System and conformance to the Quality Management System requirements is in
place.
• Continual improvement is promoted.
• The contribution of persons involved in the effectiveness of the Quality Management
System is achieved by engaging, directing and supporting persons and other
management roles within their area of responsibility.

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5.1.2 Customer Focus

• Customer requirements and applicable statutory and regulatory reuirements are

determined and met
• The risks and opportunities that can affect conformity of services and the ability to
enhance customer satisfaction are determined and addressed
• The focus on consistently providing services that meet customer and applicable
statutory and regulatory requirements is maintained
• The focus on enhancing customer satisaction is maintained

5.2 Quality Policy

The Quality Policy Statement of Vision Architectural Glazing Installations Ltd is located
within section 1.3 of this Manual.

5.2.1 Establishing the Quality Policy

The company quality policy is established, approved, and reviewed by the Managing
Director, and:
• Is appropriate for the organisation;
• Provides a framework for setting quality objectives for the purpose of continuous
improvement of the quality management system;
• Includes a commitment to meet the requirements of the defined quality system and
improve its effectiveness;
• Is reviewed periodically following the system review processes.

5.2.2 Communicating the Quality Policy

Management ensure that the quality policy is:

• Available and maintained as documented information;
• Understood and communicated throughout the organisation;
• Available to relevant interested parties upon request

5.3 Organisational roles, responsibilities and authorities

Vision Architectural Glazing Installations Ltd has an organisation chart in place for its
Head Office, employee contracts together with job descriptions are prepared to ensure
that the appropriate personnel are in place to cover the whole context of the
organisation and strategy of the business from its main office.

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6 Planning for the Quality Management System

6.1 Actions to address risk and opportunities

Risk and opportunity management is undertaken as part of the organization’s day-to-day

operations to capture and react to perceived risk and opportunity, ensuring each issue is
managed at the most appropriate level within our organization.

We have identified the following process as a means of identifying and determining the
risks and opportunities that are relevant to our Quality Management system. The Risk &
Opportunities document is separate to this manual.

Within each of the areas the risks (if any) are identified together with a rating as to the
importance of the risk. The associated consequence, severity & mitigation of the risk is
also noted together with the probable likelihood of the risk occurring.

We use an Excel spreadsheet to collect and analyse the risks and opportunities. The risk
and opportunities document is reviewed frequently by the Directors to ensure the
effectiveness of the actions have been fulfilled.

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Management at Vision Architectural Glazing Installations Ltd s are responsible for
incorporating risk-based thinking into the organization's culture. This includes the
establishment of risk management procedures and processes to ensure the effective risk
and opportunity management principles are undertaken throughout the lifecycle of our
management system, products, services and activities by:
• Providing sufficient resources to carry out risk and opportunity management activities;
• Assigning responsibilities and authorities for risk and opportunity management
activities;
• Reviewing information (quarterly) and results from audits and risk and opportunity
management activities

6.2 Quality Objectives and planning to achieve them

The Quality Objectives and methods of achieving the objectives is located within section
3 of this Manual – Quality Objectives, which state the following are key objectives for
managing quality;
• Give satisfaction to all of our customers and other stakeholders and interested
parties whenever possible, meeting and exceeding their expectations;
• Comply with all legal requirements, codes of practice and all other requirements
applicable to our activities;
• The reduction of hazards, prevention of injury, ill health and pollution;
• Provide all the resources of equipment, trained and competent staff and any other
requirements to enable these objectives to be met;
• Ensure that all employees are made aware of their individual obligations in respect
of this quality policy;
• Maintain a management system that will achieve these objectives and seek continual
improvement in the effectiveness and performance of our management system
based on “risk”.

In order to monitor the level of success of the quality management system, Vision
Architectural Glazing Installations Ltd’s targets have been quantified where practicable and
the units that are used to quantify the targets are referred to as key performance indicators
(KPIs). A KPI is defined as an expression that is used to provide information about
management system performance. The following are some examples of KPIs:
• The number of incidents;
• The number of accidents;
• The number of complaints received;
• The cost spent retraining employees following reported incidents;
• The number of non-conformance reports
• The penalty costs associated with not meeting deadlines;

6.3 Planning of Changes

The Directors of Vision Architectural Glazing Installations Ltd identify any potential
changes, this is then delegated to a responsible person as a “project manager”.

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They will conduct a “research background” to determine the feasibility of the changes
with regards to:
• Purpose of the change
• Any potential consequences
• Integration of the quality management system
• The availability of resources
• The allocation or reallocation of responsibilities and authorities
• Technical Skills
• Timescales
• Risks
• Impact

Whenever quality management system changes are planned, management at Vision

Architectural Glazing Installations Ltd will ensure that all personnel are made aware of any
changes which affect their process, and that subsequent monitoring is undertaken to
ensure that QMS changes are effectively implemented. The requirements for change
management is present in the following sections of ISO 9001:2015:
• 4.4 - QMS and its processes;
• 5.3 - Organizational roles, responsibilities and authorities;
• 7.5 - Control of documented information;
• 8.1 - Operational planning and control;
• 8.2.4 - Changes to the requirements of products and services;
• 8.3.6 - Design and development changes;
• 8.5.6 - Control of changes.

Vision Architectural Glazing Installations Ltd will record evidence that the organization
has documented information relating to planning and implementing changes that impact
upon the management system.

Vision Architectural Glazing Installations Ltd will check that organizational knowledge is
reviewed before changes to the QMS are made when responding to any change. They
will ensure that the organization has planned how to integrate and implement the
changes into its QMS processes, taking into consideration the following factors:
1. The purpose of the changes and their potential consequences (risk and
opportunities);
2. The integrity of the management system (how does the change effect current
process?);
3. The availability of resources (are resources allocated to affect change?);
4. The allocation or reallocation of responsibilities and authorities (are the right staff
allocated?).

7 Support

7.1.1 Resources

Vision Architectural Glazing Installations Ltd determines and provides the resources
needed for the establishment, implementation, maintenance and continual improvement
of the quality management system.

We ensure that the below elements are taken into account when completing an
evaluation:

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• The capabilities of, and constraints on, existing internal resources;
• What needs to be obtain from external providers

Resources at Vision Architectural Glazing Installations Ltd include human resources and
specialized skills, infrastructure, technology, work environment and financial resources.
The resource requirements for the implementation, management, control and continual
improvement of the quality management system, and activities necessary to enhance
customer satisfaction, are defined in our operational procedures, work instructions and the
following sections of this quality manual:
• Planning; Section 6.0
• Management review; Section 9.3
• Employees; Section 7.1.2
• Infrastructure; Section 7.1.3
• Work environment; Section 7.1.4
• Planning of product realization; Section 8.1
• Determination of customer requirements; Section 8.2

7.1.2 People

To ensure competence of our personnel, job descriptions have been prepared which
identify the qualifications, experience and responsibilities that are required for each
position that affects product and quality management system conformity. Qualifications
include desired requirements for education, skills and experience. Appropriate
qualifications, along with the provision of any required training, provide the competence
required for each position.

Qualifications are reviewed upon hire, when an employee changes positions or the
requirements for a position change. Vision Architectural Glazing Installations Ltd maintains
records of employee qualifications. If any differences between the employee’s
qualifications and the requirements for the job are found, training or other action is taken
to provide the employee with the necessary competence. The results of training are then
evaluated to determine if it was effective.

Staff training records are maintained to demonstrate competency and experience. Vision
Architectural Glazing Installations Ltd maintains and reviews the training records to ensure
completeness and to identify possible future training needs. Training records are
maintained and include as a minimum; copies of certificates for any training undertaken
to date, current job description and curriculum vitae.

7.1.3 Infrastructure

All of our administration is conducted at our Head Office. This includes:

• Management of financial matters
• Handling of client orders
• Personnel records

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In terms of equipment used to deliver our product / service, asset registers and
maintenance records are kept for the following:
• Office Space
• Utilities
• Hardware / software
• Technology
• Machinery
• Vehicles
• Plant equipment

7.1.4 Environment for the operation of processes

Head Office – The Old Livery, Hildersham, Cambridge CB21 6DD

The environment consists of a 100sqm area with temperature controls in place and HVAC
systems. All equipment is maintained and certificate evidence of maintenance for the
HVAC system. The office space consists of 10 people whom all have undergone DSE
evaluation and appropriate equipment is in place to alleviate any restraints on the
employee. There are no psychological factors to take into consideration / we monitor our
employees through appraisals and general meeting for their wellbeing which includes
stress. Cleanliness is very good with sub-contract cleaners visiting the site 2-3 times per
week. The ergonomic layout is very good minimising any impacts to the environment

7.1.5 Monitoring and measuring resources

We ensure that all relevant equipment and personnel are monitored and measured to
ensure that equipment and personnel are effective for the services we offer:

Equipment: We ensure that all equipment is serviced, maintained and where applicable
calibrated to statutory and regulatory requirements (see documented evidence within
our maintenance, service and calibration records).

Personnel: We ensure that all personnel are monitored on a regular basis (please see
personnel records for training etc.). We maintain a monitoring / training matrix as
evidence.

We have built in contingencies into our Project Plans that covers likely risks that impact
our ability to meet any projected timescales.

There are of course many other factors that put our ability to meet the timescales; these
have been assessed in terms of their likelihood that they will occur and the severity of
the impact on time. This assessment provides a priority listing of risks that includes:
• Site access issues
• Accidents at site
• Employee sickness
• Employee absenteeism
• Weather conditions
• Unsafe working areas

We are well aware of each of these areas of risk that could impact on delivery to
timescales. We have taken extensive proactive measures to eliminate or mitigate risks or
otherwise provide contingency in our execution plans such that our ability to meet time
requirements is maximised. We have, for instance, planned maintenance on our

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company vehicles; back-up spares for frequently used or difficult to source parts; and
planned risk assessments to identify unsafe working areas.

7.1.6 Organisation Knowledge

We ensure that “Job Specifications” are produced which include knowledge requirements
for each individual role. Specific tests are implemented to ensure that persons are
knowledgeable with the specific elements of the role. This could include telephone
interview, tests, internal training or vocational certificates.

Vision Architectural Glazing Installations Ltd shall determine the knowledge necessary for
the operation of its processes and to achieve conformity of products and services. Vision
Architectural Glazing Installations Ltd have determined that knowledge and put it into
processes and detailed process instructions, that is the knowledge necessary for the
operation of the processes.

This knowledge shall be maintained and made available to the extent necessary. Vision
Architectural Glazing Installations Ltd have documented process instructions describing
how to conduct certain work processes.

When addressing changing needs and trends, the organization shall consider its current
knowledge and determine how to acquire or access necessary additional knowledge and
required updates. Vision Architectural Glazing Installations Ltd management will develop
new process by taking into consideration old processes and developing new ones and
record the data.

7.2 Competence

All employees have the training and skills needed to meet their job requirements. All
employees are monitored on an ongoing basis to identify any training and development
needs. Competences and training needs are identified and satisfied by using:

• Job descriptions which set out the competences required

• Contracts of employment which set out contractual and legal requirements
• Induction checklists to ensure / check understanding
• Appraisal reviews to monitor performance
• Development plans to set objectives
• On the job reviews to ensure / check levels of competence
• Tests of understanding
• A training / competency matrix

7.3 Awareness

We ensure that all employees are aware of all policies and their contribution to the
effectiveness of the Quality Management System through:
• Notice Boards
• Employee Handbook
• Awareness Training
• Induction
• CPD

Vision Architectural Glazing Installations Ltd shall maintain documented information that
demonstrates that all employees are aware of their impact on product quality and the

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importance of their activities in achieving, maintaining, and improving quality, including
customer requirements and the risks involved for the customer with non-conforming
product.

7.4 Communication

Communications between management and employees of this Company will be such that
legislated requirements are adhered to and that employees are aware of matters having
any impact on their work.

Responsibilities

At Vision Architectural Glazing Installations Ltd we recognise that a RACI model – adapted
usually to its RASCI format to allow for supporting roles – is a vital tool for identifying
roles, responsibilities, lines of communication and avoiding confusion during a project.
When people know exactly what is expected of them, it is easier for them to complete
their work on time, within budget and to the right level of quality. We follow a commonly
used definition, as shown below:
• Responsible: The person who does the work to achieve the task. They have
responsibility for getting the work done or decision made. As a rule this is one
person; typically an installation or maintenance engineer, salesperson or account
manager.
• Accountable (or Approve): This is the person or function that is ultimately
answerable for meeting the project objectives. They are responsible for signing-off
plans and accepting deliverables.
• Supportive: This function provides support to the responsible function in producing
the outputs.
• Consulted: This category includes those whose opinions are sought, such as subject
matter experts, customers and/or other stakeholders with a particular interest in the
outcome of the project.
• Informed: This category includes those who simply need to be kept up to date with
progress of the project. They may include those responsible for dependent projects
or programme who simply need to know that specific stages of the implementation
phase will complete on time.

A typical RASCI matrix is used to discuss, agree and communicate roles and
responsibilities: identifying all the tasks involved in delivering the project; all the project
roles; and then identifying who has responsibility and accountability; who will support;
and who will be consulted and informed for each task.

In the example below we consider the roles and responsibilities in the sale of a new
project, with the transition to taking on responsibility from an incumbent supplier and
moving on to subsequent delivery:
• Our Managing Director leads the sale
• Responsibility for transition is led by the Commercial Managers with support from
the Managing Director.
• A Project Manager is informed about the bid, supports the transition and with the
Managing Director, is responsible for day-to-day delivery with support from other
designer/s as appropriate.

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7.5 Documented Information

7.5.1 General

Vision Architectural Glazing Installations Ltd demonstrates documented compliance to ISO

9001:2015 (or any other standard in line with Annex SL Structure) through this Quality
Management Manual (which includes processes & procedures) on an electronic system
which is readily available. All information is read only and only accessible via the document
owner for amendment.

7.5.2 Creating and updating

The creation of documentation to support the Quality Management System is primarily the
responsibility of the designated SHEQ Manager – Stuart Dougal.

Identification will be sought by a document number, date and author. To aid the approval
and suitability of documents, the Managing Director of Vision Architectural Glazing
Installations Ltd authorises the release and delegates any training required.

7.5.3 Control of documented information

All documentation is controlled by version and date and is listed on the Master Document
Register. Vision Architectural Glazing Installations Ltd is committed to document its
business activities with records that are complete, authentic, reliable, secure and
accessible and comply with data protection requirements of the General Data Protection
Regulation (GDPR) 2018 their lifecycle, from planning and creation to ultimate disposal. It
also ensures to comply with all data protection principles.

Vision Architectural Glazing Installations Ltd is committed to ensuring that any

information provided to us is secure. We are committed to protecting the privacy of our
customers and we will only use the information that we have collected lawfully (in
accordance with the Data Protection Act 2018).

In order to prevent unauthorised access or disclosure, we have put in place suitable

physical, electronic and managerial procedures to safeguard and secure the information
we collect online.

Control of documents can be seen on the Master Document Register and encompasses
the following elements: -
• Distribution, Access, Retrieval and use
• Storage and preservation, including preservation of legibility
• Control of changes (e.g. version control)
• Retention and disposition

On or after the retention period, the relevant records will be reviewed by the Directors and
will either remain in-situ, be archived or destroyed. If records are to be destroyed, they
will be disposed of in a controlled manner; sensitive hard copies will be shredded and soft
copies will be deleted from the system. If records are to be archived, they will be identified
and stored appropriately

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8 Operation

8.1 Operational planning and control

Vision Architectural Glazing Installations Ltd establishes and implements documented

plans and procedures that describe the processes identified in Section 4.4 and the controls
required for the provision of products and services in understanding to our objectives, the
potential for planned or unintended change, and the risks and opportunities identified in
Section 6.1. During the planning phase, Top management, the Quality Manager and other
responsible personnel identify the following parameters:
1. Objectives and requirements for the product or service;
2. Verification, validation, monitoring, inspection and test requirements;
3. Documented information to demonstrate conformity;
4. Related life risks and opportunities;
5. Documented information to demonstrate conformity;
6. Necessary resources; or outsourced processes and their controls;
7. Criteria for process performance and product/service acceptance;
8. Potential consequences and mitigation to change affecting input requirements;
9. Resources necessary to support the ongoing operation and maintenance of the
product.

The output of this planning activity includes documented plans, resource schedules,
processes, equipment requirements, procedures and design outputs. Design and
development activities targeted at controlling risks are supported by documented
information. This documentation relates the design activities to identified risks in a way
that provides objective evidence that the nature and extent of the design control is
reasonable and appropriate to the degree of risk.

8.2 Determination of requirements for products and services

8.2.1 Customer Communication

Capability, facility and service information is supplied to customers via web site, brochures,
email and through direct sales / personal contact. Communications such as enquiries,
quotes, orders and amendment details are appropriately stored and identified by customer
and reference number.

Any technical documentation required for services offered by Vision Architectural Glazing
Installations Ltd are forwarded to our clients on closure of the contract. The
documentation is then filed within the client file. Customer feedback is proactively sought
via direct contact and satisfaction monitoring.

We have a process for escalation of issues or complaints on customer projects, all of which
are taken very seriously. On a day-to-day level the Contract Manager would expect to be
able to resolve issues without recourse to a formal process. In the event that this is not
possible, or if for whatever reason the customer did decide to take a complaint directly,
the Managing Director would deal first-hand with the complaint directly.

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8.2.2 Determination of requirements related to products and services

Vision Architectural Glazing Installations Ltd ensures that applicable statutory and
regulatory requirements are met which can be evidenced within section 4.1 of this
document.

Should we issue any legal documentation in connection with the services offered then this
is forwarded to the clients at the closure of the contract. All documentation is filed within
the client file for archive purposes.

8.2.3 Review of requirements related to products and services

Prior to committing to the customer, Vision Architectural Glazing Installations Ltd ensures
and confirms our capacity to supply the required product or service. Pre-acceptance
reviews are conducted to ensure that:

1. Product requirements are defined and are appropriate;

2. Any additional requirements determined by Vision Architectural Glazing
Installations Ltd are appropriate;
3. Contract or order requirements differing from those previously expressed are
resolved;
4. Vision Architectural Glazing Installations Ltd has the ability to meet the defined
requirements;
5. Documented information is retained and maintained showing the results of the
review.

Customer requirements are confirmed before acceptance by the exchange of contracts,

purchase orders via appropriate electronic or hard copy formats.

8.2.4 Changes to the requirements for products and services

Vision Architectural Glazing Installations Ltd ensures that all relevant documented
information; relating to changes in product or service requirements, is authorised and
amended where necessary, and that all relevant personnel are made aware of the
documented requirement changes.

8.3.1 Design and development of products and services

Vision Architectural Glazing Installations Ltd has detailed processes for the design and
development of services.

Process & Product Monitoring;

In-process checks are included in various processes and relate to both quality control and
productivity checks.
Provision is made for the identification and resolution of non-conformance. The emphasis
is to prevent any problems which might affect customer satisfaction.

Action is taken promptly to resolve any problems that arise.

In-process checks are performed and recorded.

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Where specific inspection points are required, these are identified at the contract planning
phase.
The company policy is to detect, control and rectify any aspect of non-conformance as
quickly and efficiently as possible.

The recording of aspects of non-conformance is important in order to promote action for

the prevention of future problems. Vision Architectural Glazing Installations Ltd has a
manager responsible for service and maintenance contracts assigned to that office. They
constantly review performance and compliance with the client’s expectations.

Regular communication and/or meetings with the client are scheduled.

The following will be tabled for discussion at the weekly projects meeting
• The status and progress recorded against the contract programme.
• Current updated Programme with, if necessary, actions for bringing works into line
with the programme.
• A rolling schedule of approvals of all Design, Detailing and Materials yet to be
approved.
• A schedule of materials stored and manufactured off site, with anticipated delivery
dates.

Note: For services, design and development planning Vision Architectural Glazing
Installations Ltd address the whole service delivery process and choose to consider the
requirements of clauses 8.3 and 8.5 together.

8.3.2 Design and development planning

In determining the stages and controls for design and development, Vision Architectural
Glazing Installations Ltd shall consider:
• The nature, duration and complexity of the design and development activities;
• The required process stages, including applicable design and development reviews;
• The required design and development verification and validation activities;
• The responsibilities and authorities involved in the design and development process;
• The internal and external resource needs for the design and development of products
and services;
• The need to control interfaces between persons involved in the design and
development process;
• The need for involvement of customers and users in the design and development
process;
• The requirements for subsequent provision of products and services;
• The level of control expected for the design and development process by customers
and other relevant interested parties;
• The documented information needed to demonstrate that design and development
requirements have been met.

8.3.3 Design and development inputs

Vision Architectural Glazing Installations Ltd shall determine the requirements essential
for the specific types of products and services to be designed and developed. Vision
Architectural Glazing Installations Ltd shall consider:
• Functional and performance requirements;
• Information derived from previous similar design and development activities;
• Statutory and regulatory requirements;

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• Standards or codes of practice that the organization has committed to implement;
• Potential consequences of failure due to the nature of the products and services.

Inputs shall be adequate for design and development purposes, complete and
unambiguous. Conflicting design and development inputs shall be resolved. The
organization shall retain documented information on design and development inputs.

8.3.4 Design and development controls

Vision Architectural Glazing Installations Ltd shall apply controls to the design and
development process to ensure that:
• The results to be achieved are defined;
• Reviews are conducted to evaluate the ability of the results of design and development
to meet requirements;
• Verification activities are conducted to ensure that the design and development
outputs meet the input requirements;
• Validation activities are conducted to ensure that the resulting products and services
meet the requirements for the specified application or intended use;
• Any necessary actions are taken on problems determined during the reviews, or
verification and validation activities;
• Documented information of these activities is retained.

Design and development reviews, verification and validation have distinct purposes. They
can be conducted separately or in any combination, as is suitable for the products and
services of the organization.

8.3.5 Design and development outputs

Vision Architectural Glazing Installations Ltd shall ensure that design and development
outputs:
• Meet the input requirements;
• Are adequate for the subsequent processes for the provision of products and
services;
• Include or reference monitoring and measuring requirements, as appropriate, and
acceptance criteria;
• Specify the characteristics of the products and services that are essential for their
intended purpose and their safe and proper provision.

8.3.6 Design and development changes

Vision Architectural Glazing Installations Ltd shall identify, review and control changes
made during, or subsequent to, the design and development of products and services, to
the extent necessary to ensure that there is no adverse impact on conformity to
requirements. Vision Architectural Glazing Installations Ltd shall retain documented
information on:
• Design and development changes;
• The results of reviews;
• The authorization of the changes;
• The actions taken to prevent adverse impacts

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8.4 Control of externally provided products and services

8.4.1 General

Vision Architectural Glazing Installations Ltd ensures that externally provided processes
and services conform to specified requirements and also reviewed as part of Vision
Architectural Glazing Installations’ risk and mitigation matrix.

8.4.2 Type and extent of control of external provision

Vision Architectural Glazing Installations Ltd has controls in place to ensure that external
provisions are approved before using service or product. Vision Architectural Glazing
Installations Ltd will perform trend analysis such as PPM defects / Non-conforming
products received and timeliness of corrective actions, concessions requested, delivery to
plan / time slot performance, service level agreement compliance and timely /
comprehensive subsequent investigations / corrective and preventive actions.

8.4.3 Information for external provision

Communications of any applicable requirements which are deemed appropriate are

provided through the contract review with the provider. (I.e. T&C’s, performance,
competence, etc.)

Vision Architectural Glazing Installations Ltd identifies the requirement to outsource any
process, or part thereof, which affects conformity with the stated requirements; Vision
Architectural Glazing Installations Ltd identifies control criteria such as; the competence
of personnel, inspection regimes, the provision of product conformity certificates,
adherence to specifications and specific job files, etc.

The controls identified do not absolve us of the responsibility to conform to client, statutory
and regulatory requirements but instead they enhance our capacity to effectively manage
our supply chain. The controls adopted are influenced by the potential impact of
outsourcing on meeting customer or stakeholder requirements and the degree to which
control of the process is shared. Outsourced processes are controlled via purchasing and
contractual agreements. They may also be assessed by 2nd party audits and performance
data reviews where appropriate.

8.4.4 Purchasing Information

Vision Architectural Glazing Installations Ltd uses purchase orders to describe the service
to be purchased. Designated individuals within the company create purchase orders using
the company system. They also ensure the adequacy of the requirements that are specified
by the purchase order prior to release. Each purchase order includes where appropriate:
• Identification of product or service to be delivered, quantity, delivery date, and cost;
• Requirements for approval or qualification of product, procedures, processes or
equipment;
• Requirements of the quality management system and the qualification of personnel.

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Purchased items are checked against the purchase order to confirm identity and
quantity. In the event that items are rejected on receipt, a non-conformance report is
raised and the supplier contacted to arrange replacement or credit. Vision Architectural
Glazing Installations Ltd has established and implemented a process of inspection to
ensure that purchased products conform to:
1. Purchase orders and delivery notes;
2. Product specifications;
3. National or international standards.

Where appropriate, risk control measures are applied to outsourced processes. Risk
control measures, and their importance, are documented within the purchasing data and
clearly communicated to the supplier.

8.5 Production and service provision

8.5.1 Control of production and service provision

Vision Architectural Glazing Installations Ltd ensures that controls are in place for
conditions for production and service provision, including delivery and post-delivery
activities.

Example: If a product requires refrigeration, then controls are in place for verification
and temperature controls

8.5.2 Identification and traceability

Where appropriate, Vision Architectural Glazing Installations Ltd shall identify the product
by suitable means throughout product realization, identifying the product status with
respect to monitoring and measurement requirements.

Where traceability is deemed a requirement, Vision Architectural Glazing Installations Ltd

shall control and record the unique identification of the product.

8.5.3 Property belonging to customers or external providers

Vision Architectural Glazing Installations Ltd shall identify, verify, protect and safeguard
customers’ or external providers’ property provided for use or incorporation into the
products and services.

When the property of a customer or external provider is lost, damaged or otherwise found
to be unsuitable for use, the organization shall report this to the customer or external
provider and retain documented information on what has occurred.

NOTE: A customer’s or external provider’s property can include materials, components,

tools and equipment, premises, intellectual property and personal data.

8.5.4 Preservation

Vision Architectural Glazing Installations Ltd shall preserve the outputs during production
and service provision, to the extent necessary to ensure conformity to requirements.

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8.5.5 Post-delivery activities

Vision Architectural Glazing Installations Ltd meets the requirements, as applicable, for
post-delivery activities associated with its products and services. In order to determine
the extent of its post-delivery activities required the company will consider:
a) risks associated with products and services;
b) nature, use, and intended lifetime of products and services;
c) customer feedback;
d) legal requirements

8.6 Release of products and services

Vision Architectural Glazing Installations Ltd ensures that the appropriate documentation
is provided to the client on release of the product / service and this is also retained for
traceability.

8.7 Control of nonconforming process outputs, products and services

The Vision Architectural Glazing Installations Ltd Management Action Log is used to
identify non-conformances and any actual or potential shortfalls in quality standards or
internal processes/ procedures, suggest improvements and track any actions to ensure
improvements have taken place, or potential problems are avoided.

These areas are reviewed within the agenda for the Management Review meetings and
typically cover the action taken to control and correct any non-conformances noting any
consequences of the action taken and themes which may be evident. In terms of
continual improvement, we also review the suitability, adequacy and effectiveness of our
Quality Management System.

Vision Architectural Glazing Installations Ltd has various processes and procedures in
place to ensure that preventative action against nonconformities can be introduced,
documented and seen through to completion in order to address the initial problem. The
complex nature of the clients we work with demands that we have flexible, but effective,
processes and procedures in place.

Vision Architectural Glazing Installations Ltd also uses internal and external audits and
risk assessments to continuously improve its service delivery, financial, HR and
operational functions.

• The SHEQ Manager maintains and monitors the Action Log.

• If any person discovers a shortfall, or potential shortfall in the written

processes/procedures or a problem in the practical application of them, the details
must be documented in the Action Log. The relevant person who is responsible for
the action is informed. Action required as a result of Customer Feedback, Customer
Complaint, Information Security incident or Management Review is also logged and
tracked via the company Action Log.

• Each entry in the Action Log to include:

a. Sequential numbering
b. Category of issue
c. Person/Date recorded
d. Overview of the issue, problem or concern

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 e. Person responsible
f. Action taken
g. Date completed
h. Initialled when complete

For products the following actions must are also followed:

• Segregation, containment, return or suspension of provision of products

The SHEQ Manager is responsible for checking the “non-conforming products or services
form” and ensuring that people with allocated responsibilities are aware of them and
actions are progressing.

Once all actions on a log sheet have been completed the SHEQ Manager archives it as a
Quality Record

9 Performance Evaluation

9.1 Monitoring, measurement, analysis and evaluation

Monitoring is based on Risk and is linked to the risk & opportunities register.

9.1.1 General

Vision Architectural Glazing Installations Ltd applies suitable methods for determining
which aspects of the quality management system and its processes are to be monitored,
measured and evaluated. The frequency and methods by which Vision Architectural
Glazing Installations Ltd processes are monitored, measured and evaluated is
determined and informed by:
1. Statutory and regulatory requirements;
2. Customer feedback and specification requirements;
3. Process and QMS requirements;
4. Process performance and audit results;
5. Level of risk and types of control measure;
6. Trends in non-conformities or corrective actions;
7. Criticality for product conformity.

All monitoring, measuring and evaluation outputs are documented and analysed to
determine process effectiveness and to ensure their effectiveness in achieving in-tolerance
results, and to identify opportunities for improvement.
1. In-process checks relate to both quality control and productivity checks;
2. Provision is made for the identification and resolution of non-conformances;
3. The emphasis is to prevent any problems which might affect customer satisfaction;
4. In-process checks are performed and documented;
5. Where specific inspection points are required, these are identified at the contract
planning phase.

Where applicable, test and inspection records are retained as documented information for
a minimum of three years. This documented information includes details of the final
inspection authority to confirm that all critical parameters were in accordance with
established requirements and specifications.

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9.1.2 Customer Satisfaction

Vision Architectural Glazing Installations Ltd collates data on customer satisfaction through
various means. This includes customer contact, emails and testimonial requests. The
success in meeting our customer’s requirements and in achieving a high level of customer
satisfaction with Vision Architectural Glazing Installation’s products and services is
evaluated on a regular basis, at least monthly. This is done using, but is not limited to,
on-time delivery performance, warranty analysis, in-service performance monitoring,
customer complaint analysis, annual customer satisfaction surveys, and other appropriate
means.

The customer satisfaction results are summarized for discussion at management reviews.
Vision Architectural Glazing Installations Ltd has developed and implemented plans for
customer satisfaction improvement that address any deficiencies identified by these
evaluations and to assess the effectiveness of the results.

9.1.3 Analysis and Evaluation

Results of feedback which includes customer satisfaction questionnaire, internal audits,

conformity of products & service, planning, suppliers, risk & opportunities matrix is
evaluated through the management review meeting and actioned as applicable should
any non-conforming areas be present.

9.2 Internal Audit

An internal audit schedule is prepared on an annual basis year and covers the
requirements of any ISO standards in which Vision Architectural Glazing Installations Ltd
wish to be certified. Internal audits are carried out through “risk or claused based”
auditing.

Appropriate personnel are allocated to complete the internal audits and must record
appropriate evidence for completeness. All audits completed must be authorised as
complete once any non-conforming areas have been dealt with (without any undue
delay). Internal audit documentation must be kept and filed appropriately.

9.3 Management Review

Management reviews take place on an annual basis. The attendees present are the
Directors, the SHEQ Manager and any other appropriate persons of the business.

All inputs / outputs are full documented and minuted in line with the requirements of the
specific ISO standard in which Vision Architectural Glazing Installations Ltd wish to be
certified. Any actions arising from the meeting must be completed without any undue
delay and appropriate evidence filed with the Management review documentation.

10 Improvement

10.1 General

The Vision Architectural Glazing Installations Ltd Quality Manager uses a range of the
performance evaluation tools highlighted in Section 9 to make recommendations for
improvement and to achieve the intended outcomes of our quality management system.

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For example, recommendations may emerge from the review groups and from findings
raised in internal audits.
In order to determine and select opportunities for improvement or to implement any
necessary actions to meet
the requirements of customers and relevant interested parties, or to enhance customer
satisfaction, Vision Architectural Glazing Installations Ltd drives improvement via the
analysis of relevant data. The data inputs for the improvement process
include:
1. Risk and opportunity evaluations;
2. Assessment of the changing needs and expectations of interested parties;
3. The conformity of existing products and services;
4. The effectiveness of our quality management system;
5. Supplier performance;
6. Reducing unintended consequences;
7. Increasing beneficial impact and opportunities;
8. Levels of customer satisfaction, including complaints and feedback;
9. Internal and external audit results;
10. Corrective action and non-conformance rates;
11. Data from process and product characteristics and their trends.

Vision Architectural Glazing Installations Ltd also ensures that opportunities for
improvement from daily feedback on operational performance are evaluated by the Quality
Manager as appropriate. Changes are typically implemented through the corrective action
system. Opportunities for improvement from analysis of longer-term data and trends are
evaluated and implemented through the management review process and are prioritized
with respect to their relevance for achieving our quality objectives.

The overall effectiveness of continual improvement program (including corrective actions

taken as well as the
overall progress towards achieving corporate level improvement objectives) is assessed
through our
management review process

10.2 Nonconformity and corrective action

Should nonconformities occur, including those arising from complaints, internal audits &
external 3rd part assessment Vision Architectural Glazing Installations Ltd designate that
the SHEQ Manager will ensure that corrective action including root cause analysis is
completed and implemented to avoid any further occurrences. This is then analysed and
should the risk to the business pose to be “high” then this is then entered onto the “Risk
& Opportunities” matrix to assist in mitigating the risk to the business.

Should a non-conformance occur then the internal audit report must be completed to
ensure that a full analysis of the problem is resolved. Should any changes to the Quality
Management System, Products or Services be required then the “Planning changes”
document shall also be completed.

The corrective action plan summary must be completed, as this then forms part of the
Management Review meeting.

QUALITY MANAGEMENT MANUAL 2021-22 – QD 002 – Feb 22 – Rev 2.6 Page 34 of 35

10.3 Continual Improvement

Continual Improvement will be ongoing through various elements of the Quality

Management System which is encompassed within this document. The list below is not
exhaustive:
• Risk & Opportunities Analysis – Evaluated at several stages
• Quality Policy / Objectives
• Planning of Changes
• Competency Matrix
• Customer Satisfaction
• Production & Service Provision (Supplier Evaluation)
• Internal Audits
• 3rd Party External Audits
• Management Review

QUALITY MANAGEMENT MANUAL 2021-22 – QD 002 – Feb 22 – Rev 2.6 Page 35 of 35