TSA Info Services QMS - Section 02 - MR-DC_TSA_Manual

Section 02
Management Representative (MR) / Document Controller (DC)

Particulars of the sub-sections Page
Quality Management System Manual of TSA Info Services 2
Master list of documents and records 67
Control of documents and records 71
Management of change log 77
Internal audit procedure 78
Internal audit plan 82
Internal audit schedule 83
Internal audit checklist 84
Internal audit report and summary 86
Non-conformance report 87
Quality Performance 2018 91
Risk Management 92
Business risk analysis 98
Process analysis 111
VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 1 of 111

TSA Info Services
Office 2784 | Concord Tower P.O. Box 282102 |

Media City, Gurgaon, India
TSA INFO SERVICES. Confidential Statement

©2020 TSA INFO SERVICES All rights reserved. Contains information that is confidential and proprietary to TSA INFO
SERVICES or its affiliates, clients or suppliers, and may not be used, reproduced or disclosed without TSA INFO SERVICES
prior written permission.

Quality Management System Manual
of
TSA Info Services
Office 2704 | Concord Tower P.O. Box 282102 |
Media City, Gurgaon, India
Email: india@tsainfo.com
Web site: https://www. tsainfo.com
Prepared and Authorized by

Issue Rev. Description of
Date Verified by
No. No. Change
Name Signature Name Signature
Initial Release of
01 00 01/01/2020 Diala D Paine Okay
Document


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Revision date 01.01.2020
LIST OF CONTROLLED COPY HOLDERS

This document is a controlled document and the concerned copy holders are responsible for its
implementation, maintenance and circulation within their respective functional areas.
Document Controller controls distribution of “CONTROLLED COPIES” of this manual.
Controlled copies are stamped in Red Color on the front page as “CONTROLLED COPY” with “COPY
NUMBER”. List of copy holders is as follows:
Copy holders Copy number Signature Date
External Auditor’s copy of this manual is available with Quality Head.

NOTE: Photocopies of this manual are not controlled.
LIST OF ABBREVIATIONS
Sl. No. Abbreviation Expansion
1 QMS Quality Management System
2 QP Quality Policy
3 QO Quality Objectives
4 PO Process Objectives
5 PEO Professional Employment Organization
6 DC Document controller


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INDEX
1 Scope
2 Purpose of Quality Manual
3 NOT Applicable
4 Context of the organization

4.1 Understanding the organization 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
5 Leadership
5.1 Leadership and commitment
5.1.1 General
5.1.2 Customer focus
5.2 Policy
5.2.1 Establishing the quality policy
5.2.2 Communicating the quality policy
5.3 Organizational roles, responsibilities and authorities
6 Planning
6.1 Actions to address risks and opportunities
6.2 Quality objectives and planning to achieve them
6.3 Planning of changes


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7 Support
7.1 Resources
7.1.1 General
7.1.2 People
7.1.3 Infrastructure
7.1.4 Environment for the operation of processes
7.1.5 Monitoring and measuring resources
7.1.6 Organizational 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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8 Operation
8.1 Operational planning and control
8.2 Requirements for products and Services
8.2.1 Customer communication
8.2.2 Determining the requirements for products and services
8.2.3 Review of the requirements for products and services
8.2.4 Changes to requirements for products and services
8.3 Design and development of products and 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 processes, products and services
8.4.1 General
8.4.2 Type and extent of control
8.4.3 Information for external providers
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 providers
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 nonconforming outputs


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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
9.3.1 General
9.3.2 Management review inputs
9.3.3 Management review outputs
10 Improvement
10.1 General
10.2 Nonconformity and corrective action
10.3 Continual improvement
Reference of documented information
Appendix
Appendix A: Company Processes and Applicable ISO 9001 Clauses

Appendix B: Company Processes and Applicable Documents
Appendix C: Quality Objectives
Appendix D: Process Flow Chart
Appendix E: Organization Chart
Appendix F: Quality Policy
List of Procedures
List of Policies


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COMPANY PROFILE
TSA Info Services is a fully integrated global payroll, PEO and HR services provider. This means that as
our client you get access to our cutting-edge global payroll software, local in-country payroll, compliance
and HR specialists, tax and HR advisory service entirely without having to deal with the complexities of
setting up local legal entities or in-house payrolls.
If you are tired of dealing with the payroll industry dinosaurs and their outdated and inflexible technology, or
with aggregators who simply pass on your data to their subcontractors and divert your calls to an off-shore
call center and never seem to have the local knowledge, TSA Info services is your ideal partner.
Our in-country payroll and PEO specialists support you locally when and where you need them. We
provide you with practical guidance regarding payroll compliance issues as well as immigration and HR.
Never again you will be left hanging, waiting for an answer from a call center. We take care of your
business when and where you need it.
Our recruitment consultants have extensive experience placing candidates across various industries and
organizational levels. TSA Info services works for leading multinationals, conducting the most sophisticated
executive searches, and spearheaded large-scale recruitment process outsourcing and mobilization
projects involving thousands of candidates. We tailor each recruitment project to match your exact
requirements and budget.
TSA info services has its Headquarter (Middle East and North Africa - MENA) based in Anytown, In India
also they are present in Gurgaon and supports for their scope activity
Total number of employees is 425. Including 200 contract employees (working for 8 Hours per day and 6
days per week). There is only general shift in this organization.
Benefits of Payroll Outsourcing - Time Saving, Reduces Cost, avoids any revenue penalties, Spare the
entrepreneur to stay updated about the rules and regulations, Direct transfer of money and easy access of
pay slips, Enhanced Security.


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Warehouse - sufficient free space is needed to operate a warehouse effectively. When planning the size of
a warehouse considered, planning on having about 70-80% utilization of available space, whilst
considering: throughput rate, number of stock keeping units (SKU), handling characteristics of items, etc.
Departments in this organization are Management, HR, Quality, Purchase, Warehouse, Design and
Development, Store, Accounts, Maintenance and Document controller (DC) / Management Representative
(MR).


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INTRODUCTION
0.1 General
Quality Management System
General Requirements
▪ TSA Info services has established, implemented & maintained to meet the requirements of
ISO 9001:2015 Quality Manual.
▪ TSA Info services plans and manages these processes in accordance with the PDCA
model of improvement.
▪ Process Approach is being deployed and all Business Processes of TSA Info services are
being analyzed by respective Manager considering Process Analysis method
▪ Risk assessment & effect on interested parties is also being assessed and accordingly
PDCA cycle is being defined, established and implemented.
▪ Procedures and Policies have been identified for implement effective implementation of
QMS system.
The adoption of a quality management system is a strategic decision for an TSA Info services
that can help to improve its overall performance and provide a sound basis for sustainable
development initiatives.
The potential benefits to an TSA Info services of implementing a quality management system
based on this Quality Manual are:
a) The ability to consistently provide products and services that meet customer and
applicable
b) Statutory and regulatory requirements;
c) Facilitating opportunities to enhance customer satisfaction;
d) Addressing risks and opportunities associated with its context and objectives;
e) The ability to demonstrate conformity to specified quality management system
requirements.


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This Quality Manual can be used by internal and external parties. It is not the intent of this Quality
Manual to imply the need for:
▪ Uniformity in the structure of different quality management systems;
▪ Alignment of documentation to the clause structure of this quality manual;
▪ The use of the specific terminology of this quality manual within the TSA Info services.
The quality management system requirements specified in this Quality Manual are
complementary to requirements for products and services.
This Quality Manual employs the process approach, which incorporates the Plan-Do-Check-Act
(PDCA) cycle and risk-based thinking.
The process approach enables an TSA Info services to plan its processes and their interactions.
The PDCA cycle enables an TSA Info services to ensure that its processes are adequately
resourced and managed, and opportunities for improvement are determined and acted on.
Risk-based thinking enables an TSA Info services to determine the factors that could cause its
processes and its quality management system to deviate from the planned results, to put in place
preventive controls to minimize negative effects and to make maximum use of opportunities as
they arise (see Clause A.4).
Consistently meeting requirements and addressing future needs and expectations poses a
challenge for TSA Info services in an increasingly dynamic and complex environment. To achieve
this objective, TSA Info services might find it necessary to adopt various forms of improvement in
addition to correction and continual improvement, such as breakthrough change, innovation and
re-organization.


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In this Quality Manual, the following verbal forms are used:

▪ “Shall” indicates a requirement;
▪ “Should” indicates a recommendation;
▪ “May” indicates a permission;
▪ “Can” indicates a possibility or a capability.
Information marked as “NOTE” is for guidance in understanding or clarifying the associated

requirement.
0.2 Quality Management Principles
This Quality Manual is based on the quality management principles described in ISO 9000. The
descriptions include a statement of each principle, a rationale of why the principle is important for
the TSA Info services, some examples of benefits associated with the principle and examples of
typical actions to improve the TSA Info services’ performance when applying the principle. The
quality management principles are seven principles:
▪ Customer focus;
▪ Leadership;
▪ Engagement of people;
▪ Process approach;
▪ Improvement;
▪ Evidence-based decision making;
▪


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0.3 Process approach
0.3.1 General
▪ This Quality Manual promotes the adoption of a process approach when developing,
implementing and improving the effectiveness of a quality management system, to
enhance customer satisfaction by meeting customer requirements. Specific requirements
considered essential to the adoption of a process approach are included in 4.4.
▪ Understanding and managing interrelated processes as a system contributes to the TSA

Info services effectiveness and efficiency in achieving its intended results. This approach
enables the TSA Info services to control the interrelationships and interdependencies
among the processes of the system, so that the overall performance of the TSA Info
services can be enhanced.
The process approach involves the systematic definition and management of processes, and
their interactions, so as to achieve the intended results in accordance with the quality policy and
strategic direction of the TSA Info services. Management of the processes and the system as a
whole can be achieved using the PDCA cycle (see 0.3.2) with an overall focus on risk-based
thinking (see 0.3.3) aimed at taking advantage of opportunities and preventing undesirable
results.
The application of the process approach in a quality management system enables:

a) Understanding and consistency in meeting requirements;
b) The consideration of processes in terms of added value;
c) The achievement of effective process performance;
d) Improvement of processes based on evaluation of data and information.
Figure 1 gives a schematic representation of any process and shows the interaction of its
elements. The monitoring and measuring check points, which are necessary for control, are
specific to each process and will vary depending on the related risks.


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The PDCA cycle can be briefly described as follows:

▪ Plan: establish the objectives of the system and its processes, and the resources needed
to deliver results in accordance with customers’ requirements and the TSA Info services’
policies, and identify and address risks and opportunities;
▪ Do: implement what was planned;
▪ Check: monitor and (where applicable) measure processes and the resulting products and
services against policies, objectives, requirements and planned activities, and report the
results;
▪ Act: take actions to improve performance, as necessary.
0.3.3 Risk-based thinking
Risk-based thinking (see Clause A.4) is essential for achieving an effective quality management
system. The concept of risk-based thinking has been implicit in previous editions of this Quality
Manual including, for example, carrying out preventive action to eliminate potential non-
conformities, analyzing any non-conformities that do occur, and taking action to prevent
recurrence that is appropriate for the effects of the nonconformity.
To conform to the requirements of this Quality Manual, an TSA Info services needs to plan and
implement actions to address risks and opportunities. Addressing both risks and opportunities
establishes a basis for increasing the effectiveness of the quality management system, achieving
improved results and preventing negative effects.
Opportunities can arise as a result of a situation favorable to achieving an intended result, for
example, a set of circumstances that allow the TSA Info services to attract customers, develop
new products and services, reduce waste or improve productivity. Actions to address
opportunities can also include consideration of associated risks. Risk is the effect of uncertainty
and any such uncertainty can have positive or negative effects. A positive deviation arising from a
risk can provide an opportunity, but not all positive effects of risk result in opportunities.


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0.4 Relationship with other management system Quality Manuals
This Quality Manual applies the framework developed by ISO to improve alignment among its
Quality Manuals for management systems (see Clause A.1). This Quality Manual enables an
TSA Info services to use the process approach, coupled with the PDCA cycle and risk-based
thinking, to align or integrate its quality management system with the requirements of other
management system Quality Manuals.
This Quality Manual relates to ISO 9000 and ISO 9004 as follows:
▪ ISO 9000 Quality management systems — Fundamentals and vocabulary provides

essential background for the proper understanding and implementation of this Quality
Manual;
▪ ISO 9004 Managing for the sustained success of an TSA Info services — A quality
management approach provides guidance for TSA Info services that choose to progress
beyond the requirements of this Quality Manual.
Annex B provides details of other Quality Manuals on quality management and quality
management systems that have been developed by ISO/TC 176.
This Quality Manual does not include requirements specific to other management systems, such
as those for environmental management, occupational health and safety management, or
financial management. Sector-specific quality management system Quality Manuals based on
the requirements of this International Quality Manual have been developed for a number of
sectors. Some of these Quality Manuals specify additional quality management system
requirements, while others are limited to providing guidance to the application of this Quality
Manual within the particular sector.


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QUALITY MANAGEMENT SYSTEMS — REQUIREMENTS
1. Scope of the Company
TSA INFO SERVICES has adopted International Standard, ISO 9001:2015 specifying the
requirements for a Quality Management System in order to:
▪ Demonstrate its ability to consistently provide services to meet customer’s applicable
statutory and regulatory requirements.
▪ Enhance customer satisfaction through the effective application of the system, including
the processes for continual improvement of the system and the assurance of conformity to
customer and applicable statutory & regulatory requirements.
The established system is applicable to all the activities followed in the organization.
“General Trading – Payroll Outsourcing, Employee Outsourcing, IT Hardware Sales and

warehouse”
This Quality Management System Manual is prepared to comply with the requirements of the
international quality management system standard ISO 9001:2015
2. Purpose of Quality Manual
The Purpose of this Quality manual is to clearly identify and describe the following:
▪ The Organization Core and Supporting Business processes.
▪ Commitment to Customers, Quality and Continual Improvement.
▪ The Sequence and Interaction between processes.
▪ The methods for planning and controlling process activities and related documentation.
▪ Responsibilities and Authorities.
▪ Structure of Quality System Documentation.
▪ Relevant ISO 9001 requirements.
The manual is also designed to provide an introduction and reference for Customer,
Management and Staffs.


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In addition, the methodology known as “Plan-Do-Check-Act” (PDCA) can be applied to all

processes. PDCA can be briefly described as follows.
Plan: Establish the objectives and processes necessary to deliver results in accordance with
customer requirements and the organization's policies.
Do: Implement the processes.
Check: Monitor and measure processes and product against policies, objectives and
requirements for the product and report the results.
Act: Take actions to continually improve process performance.
Figure 1 Representation of the structure of this International Standard in the PDCA cycle
Key
Value - adding activities
Information flow


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3. Not Applicable
All Causes applicable for TSA Info services
4. Context of the organization
4.1 Understanding the organization and its context
TSA INFO SERVICES has established, documented, implemented & maintains a QMS to
continually improve the effectiveness in accordance with the requirements of ISO 9001:2015
international standard.
TSA INFO SERVICES has,

▪ Determine the processes needed for the QMS and its application throughout the
organization.
▪ Determined the sequence and interaction of these processes.
▪ Determined the criteria and methods needed to ensure that both the operation and control
of the processes are effective by establishing the adequate procedures.
▪ Understanding the external context can be facilitated by considering issues arising from
legal, technological, competitive, market, cultural, social and economic environments,
whether international, national, regional or local.
▪ Understanding the internal context can be facilitated by considering issues related to
values, culture, knowledge and performance of the organization
Document References:
▪ Interested Parties issues -


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TSA INFO SERVICES has committed to consistently provide products and services that meet
customer and applicable statutory and regulatory requirements
Customer Services:
▪ Maintain and improve response times committed to the customers with a view to improve
customer service.
▪ Improve process and service capabilities of the department staff through continuous
training and education programmes every year to keep them abreast of latest
technologies.
▪ Achieve and maintain the training and certification levels for all staff as per the
requirements of the principals and the business.
The organization shall monitor and review information about these interested parties and their
relevant requirements.
▪ Interested Parties needs and expectation
This section describes the structure of the quality management system which is established,
documented, implemented and maintained by the organization and which is continually reviewed
to improve its effectiveness in accordance with the requirements of ISO 9001:2015 standard. The
scope of TSA INFO SERVICES quality management system applies to the process of “General
Trading – Payroll Outsourcing, Employee Outsourcing” provided by the organization. The
quality system documented in this manual applies to all departments and activities of the
organization.
▪ TSA info Services Scope -


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4.4 Quality Management System and its processes
4.4.1 System Description
4.4.1.1 TSA INFO SERVICES’s Quality Management System is based on the seven quality management
principles emphasized by the ISO 9001:2015 standard to enable a continual improvement in our
overall efficiency in responding to and meeting the customer requirements and expectations as
follows:
a) Customer focused organization
TSA INFO SERVICES depends on customers and therefore realizes the importance of
understanding the customer requirements. TSA INFO SERVICES is committed to understanding,
anticipating and responding to customers’ requirements with reputed products and service
excellence.
b) Leadership
TSA INFO SERVICES strongly believes in leadership by establishing unity of purpose & direction
and by creating the environment in which all staff can become fully involved in achieving TSA
INFO SERVICES objectives.
c) Engagement and Competence of People
Team spirit is considered to be the essence of all activities and processes within TSA INFO
SERVICES. TSA INFO SERVICES maintains an environment in which every employee is a team
member and encourages participation of all staff through regular meetings and feedback
sessions to achieve the organization’s goals.
d) Process approach
All activities in TSA INFO SERVICES are conducted through processes which are well managed,
are well documented in the Quality Management System - Operating Procedures and are
controlled, monitored, and periodically reviewed. All processes are mapped with special
consideration to inputs, outputs, interfaces, resources, costs and time factors to achieve efficient
and effective operations at all levels.


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e) Improvement
Improvement is a permanent objective at TSA INFO SERVICES. The processes established by

TSA INFO SERVICES provide for and encourage feedbacks and suggestions aimed at improving
all areas, activities and processes.
f) Evidence-based Decision Making
Decision making at TSA INFO SERVICES is based on the logical analysis of data and
information to ensure effective decisions.
g) Relationship Management
TSA INFO SERVICES has established mutually beneficial relationships with all its interested
parties such as suppliers to enhance its ability to create value for the customers. Suppliers are
treated as TSA INFO SERVICES strategic partners in business.
4.4.1.2 The quality management system documented in this manual at relevant sections and the
interaction matrix: (a) Determines the processes needed for the quality management system and
their application throughout the organization, (b) determines the sequence and interaction of
these processes, (c) determines criteria and methods needed to ensure that both the operation
and control of these processes are effective, (d) ensures the availability of resources and
information necessary to support the operation and monitoring of these processes, (e)
establishes methods for monitoring, where applicable measurement and analysis of these
processes, and (f) enables implementation of actions necessary to achieve planned results and
improvement of these processes. All the processes are controlled and managed by documented
procedures / instructions in accordance with the requirements of ISO 9001:2015 standard.
4.4.1.3 Certain NOT APPLICABLE are made under this quality management system from the
requirements of ISO 9001:2015 standard which are detailed under Sections of this manual with
justifications for such NOT APPLICABLE. Such NOT APPLICABLE are limited to the
requirements of Clauses of the ISO 9001:2015 standard as they do not apply due to the nature of
TSA INFO SERVICES ‘s business. These exclusions do not affect TSA INFO SERVICES ability
or responsibility in any way to provide products that meet customers’ and regulatory
requirements.


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4.4.1.4 Any processes outsourced to sub-contractors like site preparatory works, networking passive
equipment shall be subject to the controls through purchasing process and relevant and
monitoring as applicable to TSA INFO SERVICES ‘s own processes carried out within the
organization.
5. Leadership
The Management is committed to the ongoing maintenance and improvement of the quality
management system. To ensure this, management focuses on deploying practical steps that
concretely support the Quality Policies and Quality Objectives
▪ Empowerment
All employees are empowered to submit requests for corrective action to affect change and
improve the company and its processes and their own experience at the company. All employees
are empowered to stop production when nonconformities are encountered.
▪ Intelligent management
We aim to ensure that management makes decisions based on facts, data and evidence. To do
this, management has established quality objectives for all processes. The internal audit process
relies on the recording of verifiable data as a means of driving corrective actions as well as
improvement efforts.
By conducting periodic management reviews of the quality system, management ensures the
overall effectiveness of the quality system.
▪ Workplace excellence
We ensure the work environment and facilities and atmosphere are best in class through
management understanding and review of resource requirements and through ongoing
communication with employees regarding the workplace.


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5.1.1 Customer focus
5.1.2.1 With the overall aim of achieving and enhancing customer satisfaction, TSA INFO SERVICES top
management shall ensure that:
a) Customer requirements and expectations are properly determined and are converted into
appropriate product requirements and specifications,
b) Customer requirements are adequately understood and are met as agreed upon or
committed,
c) Organization’s capabilities with respect to contractual requirements and commitments are
suitably ascertained, and
d) Customer satisfaction is enhanced through all possible and commercially reasonable
means.
5.1.2.2 This is made possible by establishing and observing adequate procedures, policies and
objectives. Competent human resources are made available in the organization to add quality to
all activities, which contribute to achieve customer satisfaction. Responsibilities and authorities
are clearly defined and delegated to various levels of staff and team spirit is emphasized in every
activity, function and department.
5.2 Quality Policy
5.2.1 Developing the Quality Policy
A Quality Policy is defined for the organization by the CEO as described in this manual. Top
management is responsible to ensure that the established quality policy:
a) Is appropriate for the purpose of the organization and its customers,
b) Includes a commitment to comply with requirements and to continually improve the
effectiveness of the quality management system,
c) Provides a framework for establishing and reviewing quality objectives,
d) Is communicated, understood and implemented throughout the organization by all levels of
employees to ensure their commitment, and
e) Is regularly reviewed for continuing suitability.
▪ Quality Policy


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5.2.2 Communicating the Quality Policy
The effectiveness of quality management system is evaluated and analyzed periodically to

assess the achievement of the quality policy objectives. New objectives are set and necessary
improvements are made to the system to ensure effective operation. Quality policy is controlled in
the same way as the other quality management system documentation and it is ensured that all
individuals in the organization understand objectives of the quality policy.
5.3 Organizational Roles, Responsibilities and Authorities
Top management has defined the following key responsibilities and authorities for effective
implementation of the quality management system. Detailed job responsibilities and authorities
are defined in the Job Descriptions which are communicated to the employees concerned, and
also in the work instruction.
▪ Job Description
6. Planning
Quality system planning is carried out by the management to establish processes, procedures
and responsibilities to deliver the services and products required by customers. Jobs and skills
planning is based upon the business awarded by the customers and is taken care of by
responsible staff.

6.1.1 Quality planning is undertaken as a point of discussion during management review meetings with
a view to identify and plan the activities and resources needed to achieve the quality objectives,
wherein the following points are considered:
a. Identification of processes required for the QMS and their application throughout the
organization,
b. Determination of the sequence and interaction of various processes,


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c. Identification and acquisition of any resources and skills that may be required to achieve
the desired quality,
d. Identification of suitable verification activities at appropriates stages and the criteria and
methods needed to ensure their effectiveness in the realization of quality,
e. Identification and preparation of suitable quality records needed,
f. Obtaining feedback from customers and identifying & applying other suitable methods for
monitoring, measurement and analysis of processes, and
g. Implementing necessary actions to achieve planned results and continual improvement.
▪ Business Risk and Opportunities
In order to achieve the objectives of the quality policy, quality objectives are established by top
management, including those needed to meet product / service requirements at relevant
functions and levels within the organization. The overall quality objective of the organization is to
achieve growth through continued customer satisfaction by fulfilling customer requirements and
eliminating non-conformances at all stages. The management considers the importance of
setting quality objectives for various functions, which are measurable, are consistent with the
stated quality policy and are aimed at continual improvement. The achievement of these
objectives is reviewed periodically as part of the management review process and necessary
corrective actions are initiated, as required. Quality objectives may be changed; revised and / or
new quality objectives may be set, as necessary.
▪ Quality Objectives


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▪ The quality management system was planned in advance and its documented policies and
procedures were reviewed prior to implementation. Management ensures that QMS is maintained
when changes to the QMS are planned and implemented. Subsequent major changes that may
affect the performance, quality or reliability of the product will be identified, reviewed and
approved and the QMS documentation will be updated.
▪ The QMS documentation acts as the overall quality plan for the company. As required,
specific quality processes may be developed for individuals; these plans include the information
given above. In such cases, the CEO has overall responsibility for the development of quality
plans. Collecting management review information.
▪ Change plan
7. Support
7.1 Resources
7.1.1 General
Resource management is considered by TSA INFO SERVICES to be a vital part of successful

operations of the organization. TSA INFO SERVICES is committed to determine and provide in a
timely manner the resources needed to implement and maintain the quality management system
and to continually improve its effectiveness, and to enhance customer satisfaction by meeting
customer requirements, as agreed and committed by the organization.


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7.1.2 People
During Management review, the company’s management determines and provides the resources
needed to implement and maintain the quality management system and continually improve its
effectiveness. The processes of Management and Proposal Development and Contract Review
have been developed to enhance customer satisfaction by meeting customer requirements and
exceeding customer expectations. All employees may also submit requests for corrective action
regarding other resources needs or issues.
All the employees are selected trained and evaluated to ensure that those personnel performing
work affecting conformity to product requirements both directly & indirectly are competent on the
basis of appropriate education, training, skills and experience. As required, personnel undergo
training to develop or improve these abilities.
Detailed Job descriptions are defined by the management detailing designations, job
responsibilities, general education and experience required for all job positions based on
competence required for each job category. Job Descriptions are available with the respective
Department Heads and copies thereof are also maintained in the employee personnel files. Job
Descriptions form the basis of recruitment, transfers, promotions and training of personnel.
TSA INFO SERVICES determines, provides and maintains the infrastructure needed by all
departments and staff to achieve conformity to product and service requirements, which include:
a) Building/workspace and associated facilities and utilities such as furniture, air conditioning,
electricity, water and adequate facilities / space for storage of products.
b) Process equipment such as hardware, software, tools, and office equipment and computer
networks.
c) Supporting services such as vehicles for transport, where required and communication
facilities (telephone, fax, internet, email, mobile phones etc.).


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The organization determines and manages those human and physical factors of the work
environment needed to achieve conformity to product and service requirements, which include
health and safety conditions, work procedures/methods/instructions, work ethics and ambient
working conditions, amongst others.
Employees are the most valuable assets for TSA INFO SERVICES. The organization firmly
believes that employees can contribute to quality only when they are comfortable with their job
and the environment, in which they are employed. Employees are groomed to maintain a clean
atmosphere in their area and are provided with tools, equipment and training required for their
jobs. Safety instructions are established, where applicable to avoid any hazards. Suggestion
scheme is adopted in the organization through which any employee can propose valuable
suggestions. In addition to that, Employee Feedback Survey is also conducted by the
management periodically to determine the needs for any improvement actions.


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Resource Management Flowchart
MANAGEMENT
• To implement and maintain Quality Management

Provide resources System and continually improve its effectiveness.
• To enhance customer satisfaction by meeting
customer requirements.
• Determine necessary
competence.
• Provide training or take other
Human resources appropriate actions.
• Evaluate effectiveness of action
taken.
• Define job descriptions.
• Building, workspace, associated

utilities.
• Process equipment (hardware
and software).
Infrastructure • Maintenance facilities for
buildings, equipment’s and
vehicles.
• Supporting services (such as
transport and communication).
Environment for Operation To achieve product conformity


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Warehouse Rental - Space utilization and handling:
A1 to A7 – House Hold and shelter materials

B1 to B3 – Medical Equipment


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7.1.5 Monitoring and Measuring Resources
▪ TSA INFO SERVICES currently does not have any inspection, measuring and monitoring
equipment, instruments or devices in use which may have an impact on the quality of
products or on the conformity of products to determined requirements and which require
calibration control for performing the services or activities.
▪ Necessary procedures detailing the calibration control process will be put in place as and
when TSA INFO SERVICES happens to require such monitoring and measuring devices /
instruments for use needing calibration control program.
▪ List of Monitoring and Measuring Resources
7.1.6 Organizational Knowledge
▪ The organization determines the knowledge necessary for the operation of its processes
and achieve conformity of products and services this knowledge shall be maintained and
be made available to the extent necessary.
▪ When addressing changing needs and trends, the organization would consider its current
knowledge and determine how to acquire or access any necessary additional knowledge
and required updates.
▪ List of Value of Information


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7.2 Competence
Detailed Job descriptions are defined by the management detailing designations, job
responsibilities, general education and experience required for all job positions based on
competence required for each job category. Job Descriptions are available with the respective
Department Heads and copies thereof are also maintained in the employee personnel files. Job
Descriptions form the basis of recruitment, transfers, promotions and training of personnel.
All company personnel are hired on the basis of the necessary competence of doing work under
its control that not affects the performance and effectiveness of the quality management system
and ensure that these persons are competent on the basis of appropriate education, training, or
experience.
Management conducts periodic reviews of employee performance. Appropriate records of
education, training, skills and experience will be maintained.
Necessary competence is determined for personnel who are assigned to perform work affecting
product or service quality, by referring to their education, training, skills and experience profile.
The Department Heads periodically evaluate the performance of their staff and identify individual
training needs. The CEO evaluate the performance of the Department Heads and identify their
training needs
The Internal auditing process evaluates the effectiveness of training and its effect on product and
service quality; in addition, the review of training effectiveness is a permanent feature of
Management Review.
▪ Competency Matrix
▪ Training Records (Attendance, Feedback form, Evaluation Result, Training Plan)


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7.3 Awareness
TSA INFO SERVICES has implemented Awareness program that:

▪ Defines the job tasks in use that impact the quality of products or services.
▪ Determines the necessary competence for personnel in each functional area.
▪ Documents the qualification of each employee for each job task.
▪ Ensures that personnel are aware of the relevance and importance of their activities and
how they contribute to the achievement of the quality objectives.
▪ Provides annual health and safety training to employees.
▪ Provide initial training for new employees and ongoing training for existing employees.
▪ Training Record for awareness
7.4 Communication
The QMS is communicated and made accessible to all levels of employees in the organization.
Each Department Head assumes the responsibility for proper communication to his / her
subordinates. All technical / commercial information for processes are communicated through
appropriate documents to relevant functions. Telecom and intercom services, email, internet and
mobile phones are provided to various personnel for fast and easy passage of information. In
addition to that special information when required are communicated through memos, circulars,
emails or meetings organized within the offices. Effectiveness of Quality Management System is
communicated through Quarterly Trend Charts & Quality Performance Reports, which are
discussed at management review meetings.
Additional communication mechanisms for example; E-Mail, Fax, Information sharing database
programs, and Memos will be employed as appropriate.


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7.5 Documented Information
7.5.1 General
TSA INFO SERVICES quality management system is defined in four levels of documentation as
described below to implement its quality policy and to achieve organization’s quality objectives:
1) Quality Manual that includes the scope of the quality management system, details and
justifications for exclusions, documented statements of a quality policy and quality
objectives, references to the documented quality system operating procedures established
for the quality management system and a description of the interaction between various
processes of the quality management system.
2) Documented quality management system operating procedures required by the ISO
9001:2015 standard and by the organization,
3) Work instructions & Job Descriptions needed by the organization to ensure the effective
planning, operation and control of its processes, and
4) Quality records (forms, reports etc.) required by the ISO 9001:2015 standards.
The documentation shall be in any form or type of medium i.e. hard or soft (electronic) versions
as determined by DC.


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7.5.2 Creating and Updating
All quality system documents such as the Quality Management System Manual, Quality
Management System Operating Procedures, Work Instructions and Job Descriptions are
distinguished by a unique identification number, document title, date of issue / re-issue, revision
status and positions and / or signatures of persons who have prepared, reviewed and approved
the documents. All forms carry the title, document number, revision status and date of issue / re-
issue. Controlled copies of the quality system documents placed on computer system network
are electronically controlled by DC and hence do not require any signatures.
Preparation, review and approval of quality system documents are carried out as per the
authority defined in Operating Procedure QP–001: Control of Document. A master log of quality
system documents is maintained which is the primary reference record for document control.
Quality system documents are issued to the locations / points of use and / or to the staff of this
manual. Only “CONTROLLED” copies of quality management system documentation are issued
within the organization. A “CONTROLLED” version of all quality management system
documentation is also made available to all staff electronically through computer system network
which can be accessed by the staff through controlled passwords. Changes to or the re-
production or distribution of the quality system documentation including the electronic version can
only be made by the Management Representative/ Document controller.
“Uncontrolled” copies of Quality Manual and other quality management system documentation
may be issued to customers, external auditing agencies, assessment bodies or any other third
parties at the discretion of DC. “Uncontrolled” copies of documents are current only at the time
of issue and the organization has no obligation to issue revisions to update those documents.
There are no products/ Services related National and / or International Standards applicable to
the organization at present. Products/ Services related documents are given to the customers in
original with the products supplied, as received from the Principals / Vendors. Customer
specifications / purchase orders / contracts are handled as defined in relevant procedures.


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The quality management system documents are subject to revision, as and when required, to
reflect the current practices and also to effect continual improvements to the quality management
system. Changes to quality management system documents can be requested by any user by
completing Form No. QF-DC-005, obtaining the approval of his/her Department Head and any
other Department Head(s) involved and forwarding the form to the DC through his / her Dept.
Head.
The DC reviews all such change requirements, ensures its adequacy and verifies that the
proposed changes meet the requirements of ISO 9001:2015 standard. Document change,
review, approval and distribution follow the same control procedures which apply to the issue of
original documents. All revised documents are distributed to those persons, locations / points of
use or departments who had received or had access to the “CONTROLLED” copies / versions of
the original documents. Copies of obsolete or non-applicable documents and / or sections are
withdrawn and destroyed and also electronically deleted by DC to prevent their inadvertent use.
Obsolete Master is cancelled with “OBSOLETE” stamp and is retained by DC for records.
Computer held data is acceptable as a means of storage, communication and approval. Such
data and its communication is controlled and secured through controlled passwords and hence
such data and communications do not require signatures.
7.5.3 Control of Documented Information
In order to demonstrate the implementation of quality management system, records are

generated and maintained by respective departments and/or staff. These records provide the
evidence of effective operation of the quality management system in the organization. The data
collected from these records is reviewed and analyzed periodically to identify the trends,
weaknesses and potential opportunities for continual improvement in the system and to initiate
corrective actions, where required.
Records are stored and maintained in an easily retrievable manner. Identification, collection, filing
and maintenance of records are carried out as per documented procedures. Records are
maintained in the concerned departments for a prescribed period of time after which they are
destroyed. The retention periods of records are defined in the respective procedures based upon
their importance. Quality records such as test reports are issued to customers, when required.
The detailed list of quality records generated the department or staff responsible for maintaining
them and their retention periods are summarized at the end of each Operating Procedure.


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Reference Procedures
Following are the detailed procedures which control the activities described in this section
Procedure Number Procedure Title

QP-001 Control of Document
QP-002 Control of Record
Quality Management System Manual Level 1

Quality Management System Operating Procedures Level 2
Work Instructions and Job Descriptions Level 3
Quality Forms / Records Level 4
QMS Manual
Level 1
Level 2 QMS Operating Procedures
Work Instructions and

Job Descriptions
Level 3
Quality Forms and

Level 4 Records


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Interaction between various processes – Flow Chart
Planning
Quality policy, Quality objectives
Allocation of resources
Quality management system
Product/Services Realization
Customer expectations Management Review

& Customer satisfaction Improvement and internal
feedback
Customer related process Communication - Processes
Product & service provision

& control of monitoring and
Purchasing
measuring devices - Processes process
Monitoring & measurement of products

& processes and control of non-conforming
products and internal quality audits- Processes
Analysis of data - Process
Key
Normal Process
Data Feedback Process


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8. Operation
8.1.1 This section describes the management of various processes determined, planned and
developed by TSA INFO SERVICES for product realization. The planning of product realization is
consistent with the requirements of the other processes of the quality management system and is
designed to ensure that the products and services meet agreed customer requirements.
8.1.2 All processes involved in the business of the organization are determined by the management
considering the quality objectives and requirements for the product and the responsibilities for
their execution are assigned to various departments in the organization.
8.1.3 Processes are defined and documented in the form of procedures, instructions and / or flow
charts showing their sequence and interaction with each other and are communicated to all
concerned. The management ensures the availability of adequate resources and information
specific to the product for the operations of all departments in the organization.
8.1.4 Necessary verification, validation, monitoring and where applicable measurement, inspection and
test activities specific to the product are carried out by the designated staff to meet the criteria for
product acceptance. Corrective actions are initiated, as required. All information is reviewed and /
or verified by concerned staff for conformance with the requirements. Records providing evidence
that the realization processes and resultant products meet requirements are generated and
maintained in respective departments.
▪ Standard operating Procedures / Work Instruction


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8.2.1 Customer Communication
8.2.1.1 Clear communication is maintained with the customer in relation to product information. All
inquiries, contracts or orders including their amendments in any form are appropriately reviewed
by all concerned. If any points are unclear or any clarification is required, it is taken up with the
customer. Material purchases and service activities are planned only after ensuring that the
conditions of sale are mutually understood and agreed upon with the customer.
8.2.1.2 Customer complaints are logged into the system and immediate corrective actions are initiated,
as required. Actions are communicated to customers and if the complaint is due to unawareness
/ negligence of any staff, necessary training is provided as a Corrective action to avoid similar
repetition in future.
8.2.1.3 A system is established to collect the customer feedback as stated in Section 8.2.1 of this manual
with an objective to measure customer satisfaction to introduce improvement actions to service
customers better.
8.2.2 Determination of requirements related to Products and Services
8.2.2.1 Upon receiving inquiries from the customers, the scope of work is reviewed by the relevant staff
to check whether the organization is capable to deliver the product / service requirements
specified by the customer including the requirements for delivery and post-delivery activities.
8.2.2.2 In this regard, all relevant requirements are adequately considered by the management including
availability of resources and facilities and the requirements not stated by the customer but
necessary for specified or intended use, where known.
8.2.2.3 Applicable statutory and regulatory requirements affecting the products and services are also
taken into consideration while reviewing the customer inquiries, along with any additional
requirements which are determined by the organization.


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8.2.3 Review of requirements related to Products and Services
8.2.3.1 Customer requirements related to the product are reviewed prior to making a commitment from
the organization to supply a product to the customer before submission of tenders or proposals,
acceptance of contracts or orders and acceptance of changes to contracts or orders.
8.2.3.2 Product requirements and specifications are properly defined. Contract or order requirements
differing from those previously expressed or agreed upon are resolved and the organization’s
capability to meet the defined requirements is assessed.
8.2.3.3 Records showing results of the review and follow up actions arising from the review are
maintained by the concerned staff.
8.2.3.4 Where the customer has not provided a documented statement of requirement, the customer
requirements are confirmed by the organization before acceptance. Any changes to the product
requirements are reflected in all the relevant documents and the concerned personnel are made
aware of the changed requirements. In situations involving internet / web based sales, where a
formal review may not be practical for each order, reference is made to relevant product
information, catalogues, brochures, advertising material etc. to satisfy the review requirement.
8.2.3.5 Proposals and quotations are prepared on the basis of this review. Upon reviewing the inquiry, if
it is felt that the customer’s requirements cannot be met, it is apologised.
8.2.4 Changes to requirements for products and services
TSA INFO SERVICES ensure that relevant documented information is amended, and that
relevant persons are made aware of the changed requirements, when the requirements for
products and services are changed.
▪ Records on changes in products & services


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8.3 Design and development of products and services
8.3.1 General
TSA INFO SERVICES established, implemented and maintained a design and development
process that is appropriate to ensure the subsequent provision of products and services.
8.3.2 Design and development planning
▪ Design planning is carried out according to design plan, which is illustrated in relevant
procedures. Effective flow of information and documents at interfaces between various
involved parties is achieved through design drawings and instructions.
▪ The Design functions concerned review customer requirements for adequacy, and the
customer is requested to clear out any TSA INFO SERVICES equities or inquiries.
▪ Design drawings and instructions are reviewed and verified against input requirements,
applicable standards Statutory & Regulatory requirements, safety and functional
requirements. Subsequent review and validation are performed.
▪ All design drawings and documents are identified, approved, updated and controlled.
▪ The procedure requires that design validation to be carried out internally through customer
feedback, where practicable. Records of review and checks are maintained.
▪ Records of design changes are maintained to ensure that design changes can be traced
and that the current design documents reflect all design changes and verification /
validation.
▪ The design process will be planned and detailed in the attached “Design Plan”. Where
applicable, other design particulars such as additional resources and special design
requirements and interfaces shall be recorded by the Design Engineer. Such records shall
be attached to the Design Plan.
▪ Records on D&D inputs


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8.3.3 Design and development inputs
TSA INFO SERVICES determined the requirements essential for the specific types of products
and services to be designed and developed. The TSA INFO SERVICES has considered:
▪ Functional description documents/ drawings and the following as applicable are supplied
by the customer along with the enquiry defining any design requirements, which will
constitute inputs for design:
▪ Customer Specifications
▪ Diagrams/Drawings/Sketches
▪ Site visit reports
▪ Previous Proven Design
▪ Additionally, the following shall also constitute as input for design:
▪ Local authority
▪ BS, EN, IEC and other International Standards
▪ Product Standards (from suppliers including catalogues)
▪ Aspects and Hazards
▪ QHSE Objectives and Programme
▪ Initial documents/ drawings are verified and reviewed for adequacy by Dept. Manager as a
part of Contract Review and subsequently by the Designer of the specific discipline. Any
ambiguities and conflicting requirements are recorded and agreed with the customer.
Conflicting design and development inputs has been resolved. TSA INFO SERVICES has
retained documented information on design and development inputs.
▪ Records on D&D inputs


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8.3.4 Design and development controls
TSA INFO SERVICES controls 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.
▪ Records on D&D controls
8.3.5 Design and development outputs
TSA INFO SERVICES ensures 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.
▪ Records on D&D outputs


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8.3.6 Design and development changes
TSA INFO SERVICES ensures that design and development changes 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.
TSA INFO SERVICES 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.
▪ Records on D&D changes
8.4 Control of externally provided Products and Services
8.4.1 General
8.4.1.1 The organization has established documented procedures for purchasing, selection, approval
and monitoring of vendors’ performance. Products and services are generally purchased only
from vendors who clearly demonstrate their capability to meet the requirements and
specifications of the products and TSA INFO SERVICES purchase orders to ensure that
purchased products conform to specified purchase requirements.
8.4.1.2 All purchases are made from approved vendors only. Evaluation and selection of vendors is
based on their ability to supply products in accordance with TSA INFO SERVICES requirements.
Lists of Approved Principals and Vendors for various products and services have been
established, which are available with all staff concerned. If for any reason, an order has to be
placed with a Vendor who is not on the approved vendors’ list, such a requirement is properly
assessed and approved by the concerned managers prior to issuance of a Purchase Order.


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8.4.1.3 Products and Services are generally purchased against confirmed customer orders. A Purchase
Requisition is used when the purchases are required to be made for any purposes other than
against confirmed customer orders and spare parts requirements. Spare parts are purchased as
per the requirements of the Customer Services Department.
8.4.1.4 Vendors’ evaluation and re-evaluation is carried out as per documented procedures, which define
criteria for selection, evaluation and re-evaluation, according to which vendors failing to maintain
the quality of their products and / or services are disqualified and removed from the company’s
list of approved vendors. Records of the results of evaluations and any necessary actions arising
from such evaluations are maintained to demonstrate the performance of all vendors.
▪ Purchasing Supplier Control Supplier Approval - QP 07
▪ List of Suppliers
▪ Supplier Evaluation / Reevaluation
8.4.2 Type and extent of control of external provision
8.4.2.1 TSA INFO SERVICES has implemented documented procedures necessary for verification of
purchased products, according to which all purchased products are verified at the point of receipt
to ensure that they conform to the specified purchase requirements. If any purchased product is
found to be non-conforming, it is isolated and prevented from use and records of such non-
conformances / deviations are used for monitoring suppliers’ performance.
8.4.2.2 Verification of purchased products before shipment / delivery either at TSA INFO SERVICES ‘s
premises by the customers or at vendors’ premises by TSA INFO SERVICES is generally not
applicable to our scope of operations.


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8.4.3 Information for external providers
8.4.3.1 All purchasing documents (purchase orders / contracts) clearly describe the specifications of the
products to be purchased, packing conditions, where applicable, required delivery time, and other
requirements for approval / acceptance of product, in addition to payment conditions and other
quality requirements (such as provision of test reports etc.), where necessary. Purchasing
documents (Purchase Requisitions, purchase orders / contracts) are subject to review and
approval by authorized personnel as per the company’s documented Purchasing Procedures.
8.4.3.2 Purchasing information also includes requirements for qualification of personnel, where
appropriate and other quality management system requirements.
8.4.3.3 Adequacy of specified purchase requirements is reviewed and ensured before the purchasing
documents are communicated to the vendors.
▪ Purchasing Supplier Control Supplier Approval - QP 07
8.5 Production and Service provision
8.5.1 Control of Production and Service provision
8.5.1.1 TSA INFO SERVICES has implemented documented procedures to manage the process of
products and service provision according to which all activities are planned and carried out under
controlled conditions by:
▪ Making the information available describing the characteristics of the product;
▪ Providing work instructions, wherever necessary;
▪ Specifying the use of suitable equipment, where applicable;
▪ Implementing suitable monitoring and measurement activities; and
▪ Implementing suitable methods for release, delivery and installation of products and / or
post-delivery support services.


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8.5.1.2 Installation and after Sales support of products and services sold are carried out according to
these procedures. All confirmed orders for supply are reviewed by appropriate personnel for
availability of materials in the store. Products and Services are supplied as per customers’
specified requirements and the records of such deliveries are maintained. All products received
for maintenance undergo an inspection and operations are planned and verified to ensure that
they are properly controlled and are being carried out in the specified manner and sequence.
8.5.1.3 All personnel performing services activities are suitably skilled, qualified and trained. New
employees are suitably oriented and / or trained to ensure their service capability. Effectiveness
of established processes and procedures is examined through internal audits and analysis of
trends in the performance and effectiveness of the system for further improvements.
8.5.1.4 All repairs or maintenance services are subject to suitable inspection and verification process by
the respective personnel, after which only they are delivered to customers. Stores have the
responsibility to ensure that the products are properly stored and transported / delivered to
customers.
8.5.2 Identification and Traceability
8.5.2.1 TSA INFO SERVICES has implemented documented procedure to maintain the identification and
traceability of products and services being provided which allow products to be identified by
suitable means throughout all stages of product realization.
8.5.2.2 All installation / service related reports and documents are stored in such a manner that the
identification and traceability requirements are met. All jobs and their status can be identified
through records which carry clear traceability to various processing stages, conditions, inspection
status and personnel who performed the job to allow appropriate monitoring and measurement.
8.5.2.3 Traceability to all products is maintained by storing them in designated storage locations and by
using specific item codes, serial numbers or suitable identifications tags, as appropriate.


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8.5.2.4 The required traceability is available for all products supplied through delivery documents, item
codes, serial numbers and / or suitable identification tags, as appropriate.
8.5.2.5 Traceability to products brought in for repairs / testing is maintained through the use of suitable
identification tags, item codes or serial numbers.
8.5.2.6 Proper identification is maintained to separate customers’ property from company’s own property
by storing them in designated storage areas and through the use of item codes, serial numbers
or suitable identification tags, as appropriate.
8.5.3.1 TSA INFO SERVICES has implemented documented Procedures to carry out receiving
inspection and handling of customers’ property. All customers’ products are appropriately
identified by storing them in designated storage areas and through the use of item codes, serial
numbers or suitable identification tags, as appropriate, to avoid mix-up.
8.5.3.2 According to TSA INFO SERVICES ‘s policy and procedures, all staff dealing with customers’
property are responsible to exercise due care at all stages to prevent damage or loss to
customers’ property while it is under the organization’s control or is being used by the
organization (including properties at customer’s premises). All customer property provided to TSA
INFO SERVICES for use or incorporation into TSA INFO SERVICES provided products is being
suitably identified, verified, protected and safeguarded.
8.5.3.3 If any customer property is lost, damaged, found to be defective or unsuitable for use and not
specified by the customer as such but observed by TSA INFO SERVICES personnel during or
after receipt is reported to the customer and records to this effect are maintained. Damage or
loss observed during the testing or repair process is also brought to the notice of the customer.
8.5.3.4 Only after getting customer’s comments or TSA INFO SERVICES management’s acceptance,
further processes are undertaken.
8.5.3.5 Customer property also includes intellectual property, where applicable.


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8.5.4 Preservation
8.5.4.1 There are some specific preservation processes currently applicable to TSA INFO SERVICES
business operations since the company deals in computer hardware and software and clients
information, which do require specific preservation in database or cloud security.
8.5.4.2 However, all products/ services are subjected to suitable identification, handling, packaging,
storage and protection throughout the internal processing and delivery to the intended destination
to ensure delivery in good condition to the customers and to preserve the conformity of product to
stated requirements. Same preservation also applies to the constituent parts or components of
the products.
8.5.5 Post-delivery activities
Installation and after Sales support of products and services sold are carried out according to
these procedures. All confirmed orders for supply are reviewed by appropriate personnel for
availability of materials in the store. Products/ Services are supplied as per customers’ specified
requirements and the records of such deliveries are maintained. All products received for
maintenance undergo an inspection and operations are planned and verified to ensure that they
are properly controlled and are being carried out in the specified manner and sequence.
8.5.6 Control of changes
The management shall give the sufficient data through verification and validation activities. If
Design and development changes are identified then the necessary changes are reviewed,
verified and validated and approved before implementation. The review of design and
development changes shall include evaluation of the effect of the changes on constituent parts
and product already delivered. Records of the results of the review of changes and any
necessary actions shall be maintained.


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8.6 Release of Products and Service
All applications used in TSA INFO SERVICES to demonstrate conformance to client

requirements undergo Testing, Verification and Validation to a recognized standard to confirm
accuracy. This includes:
▪ Identification, location, checks method, frequency and the action taken after unsatisfactory
results.
▪ Ensuring equipment’s used is capable of required accuracy.
▪ Identification of Test reports.
▪ Ensuring handling, use and storage is suitable.
Inspections and verifications are carried out at appropriate stages of the product realization
process in accordance with the planned arrangements and documented procedures to verify that
product requirements have been met. Results of inspection are reviewed to decide the
acceptance of such products. All non-conformances are reported and rectified and re-inspection
is performed before further processing.
Appropriate records are maintained to provide evidence of conformity with the specified
acceptance criteria. Records clearly indicate the persons who have verified, accepted and
authorized the products for release.
Product release and service delivery is carried out only after all specified activities and planned
arrangements have been satisfactorily completed and related documentation is available and
authorized, unless otherwise approved by a relevant authority within TSA INFO SERVICES
management and where applicable, by the customer.
8.7 Control of Nonconforming process outputs, Products and Services
8.7.1 A documented procedure is established by TSA INFO SERVICES to define the controls and
related responsibilities and authorities for dealing with non-conforming product at any stage of
product realization.


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8.7.2 All processes are closely monitored in each department and appropriate records are maintained,
reviewed and verified. Any product which does not conform to specify product requirements, is
identified and controlled to prevent its unintended use or delivery. If any non-conformances are
observed, immediate corrective actions are taken to prevent a non-conforming product / service
reaching the next stage of the process or to the customer. Data of such non-conformances are
reviewed to prevent similar problems in future.
8.7.3 In case of a non-conformance observed in purchased products, the non-conforming items are
identified and separated and communicated to the supplier for necessary corrective action. Only
accepted materials are processed further for delivery.
8.7.4 All non-conforming products shall be suitably dealt with in one or more of the following ways: (a)
by taking corrective action to eliminate the detected non-conformity, (b) by authorizing its use,
release or acceptance under appropriate concession from a relevant TSA INFO SERVICES
management authority and where applicable, from the customer, (c) by re-assigning it for
alternative valid use or application which does not affect quality, or (d) by rejecting it as
unsuitable to prevent its original intended use or application. If for any unlikely reasons, a non-
conforming product is detected after delivery or use has started, appropriate action shall be taken
to deal with or correct the effects, or potential effects of the non-conformity as part of the post-
sales / warranty support services. Records of the nature of non-conformities and any subsequent
actions taken, including concessions obtained, are maintained.
8.7.5 When a non-conforming product is corrected, it is re-verified to ensure conformity to the specified
requirements.
▪ Non-conforming Products/ Services - QP-008


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9. Performance Evaluation
9.1 Monitoring, Measurement, Analysis and Evaluation
9.1.1 General
This section describes the system adopted by TSA INFO SERVICES. to plan and implement the
monitoring, measurement, analysis and improvement processes needed to demonstrate
conformity of the products and services, to ensure conformity of the quality management system
and to continually improve the effectiveness of the quality management system including
determination of applicable methods, statistical techniques and the extent of their use.
The types, methods, frequency and responsibility of measurements and the requirements for
records to be maintained are defined in documented procedures. The effectiveness of measures
implemented is periodically reviewed. The results of such reviews form an input to the
management review process.
▪ Monitoring and Measuring procedure
9.1.2 Customer Satisfaction
9.1.2.1 As one of the measurements of the performance of the quality management system, TSA INFO
SERVICES has adopted a documented procedure to get the feedback from customers once
every year through a customer satisfaction survey to gather and monitor information relating to
customers’ perception as to whether the organization has met customer requirements
satisfactorily. This information is used to measure customer satisfaction and to initiate required
improvement actions.
9.1.2.2 Records relating to customer calls and complaints are reviewed periodically to identify if there are
any repeated problems of same nature and to ensure effective corrective actions to address
them.


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9.1.2.3 Commitment of the employees is ensured in all jobs to achieve the objectives of the organization.
A survey is carried out once every year as per a documented procedure to get employees’
feedback, which is aimed at encouraging employees to provide their suggestions for continual
improvement. Information gathered from such surveys and suggestions is used by the
management to provide a healthy and comfortable work environment to employees.
▪ Customer Handling Procedure
9.1.3 Analysis and Evaluation
In order to demonstrate the continuing suitability and effectiveness of the quality management
system and to evaluate potential opportunities for continual improvement, all appropriate data
and information relating to customer satisfaction/feedback, customer calls/complaints, corrective
actions, results of internal quality audits, suppliers’ performance, conformity or non-conformity to
product requirements, and characteristics and trends of processes and products including
opportunities for Corrective actions and improvements are collected, statistically analyzed and
reported as per a documented procedure. Techniques such as Trend Analysis, Pareto Analysis,
and Cause and Effect Analysis are applied, where applicable and appropriate, for Statistical
Analysis. Results of the statistical analysis are reviewed during management review meetings
and are used for directing efforts towards continual improvements, formulating corrective actions,
and preventing the re-occurrence of quality related problems.
▪ Records of Analysis and Evaluation
9.2 Internal Audit
9.2.1 Internal quality audits are carried out by trained internal auditors twice a year to determine
whether the quality management system conforms to the planned arrangements, to the
requirements of ISO 9001:2015 standard and to the quality management system requirements
established by the organization and whether it is being effectively implemented and maintained.
Additional extraordinary audits can also be performed, if found necessary.


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9.2.2 An audit programme is planned, taking into consideration the status and importance of each
process and area to be audited as well as the results of previous audits. The audit criteria, scope,
coverage, frequency and methods are defined in a documented procedure. Selection of auditors
and conduct of audits is done in such a way that objectivity and impartiality of the audit process is
ensured. Auditors are not assigned to audit their own work.
9.2.3 The responsibilities and requirements for planning and performing internal audits, for reporting
results and for maintaining records are defined in a documented procedure.
9.2.4 Necessary corrective actions are initiated by the management responsible for the area being
audited, without undue delay to eliminate detected non-conformities and their causes. Follow up
activities are undertaken to implement the identified corrective actions, to verify their
implementation and to report the results of such verification.
▪ Internal Audit Procedure - QP-007
9.3 Management Review
9.3.1 General
A review meeting is held by the top management once in every six months to review the quality
management system to ensure its continuing suitability, adequacy and effectiveness. The review
also includes assessing opportunities for improvement and the need for changes to the quality
management system, including the quality policy and quality objectives to provide customer
satisfaction.


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9.3.2 Review input
The input to management review includes information on:

▪ Results of audits,
▪ Data relating to customer calls / complaints,
▪ Customer feedback as regards customer satisfaction / dissatisfaction,
▪ Process performance and product conformity,
▪ Non-conformances regarding quality,
▪ Status of corrective actions,
▪ Feedback as regards employee surveys, vendors’ performance,
▪ Results of statistical quality performance analysis communicated through quarterly trend
charts and quality performance reports,
▪ Follow-up actions from previous management reviews,
▪ Changes that could affect the quality management system, and
▪ Recommendations for improvement.
9.3.3 Review output
The output from the management review includes any decisions and actions related to:
▪ Improvement of the effectiveness of the quality management system and its processes to
strengthen the system in all areas.
▪ Improvement of product / services related to customer requirements to enhance customer
satisfaction.
▪ Setting new quality objectives or revising objectives for various functions.
▪ Resource needs and any improvements in skills / resources including human resources,
training and education plans, equipment etc.


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9.3.4 The CEO chairs the meeting and DC and other Department Heads attend this meeting along with
other senior staff, as required. Concerned Department Heads are informed about any existing
non-conformances in their respective departments / operations and the consequent corrective
actions that need to be taken. The DC and the concerned Department Heads monitor the
implementation of corrective actions. CEO resolves any difference of opinions between the
participants.
9.3.5 Records of management review meetings are prepared and maintained by DC.
▪ Management review Procedure - QP-003
10. Improvement
10.1 General
TSA INFO SERVICES aims at continually improving the effectiveness of the quality management
system documented in this quality manual through the use of the quality policy, quality objectives,
audit results, analysis of data, corrective actions and management reviews.
10.2 Nonconformity and Corrective Actions
10.2.1 The corrective actions are taken to eliminate the causes of non-conformities observed in
products, services or processes and systems at various stages in order to prevent their
recurrence. Corrective actions shall be appropriate to the effects of the non-conformities
encountered.
10.2.2 TSA INFO SERVICES has established documented procedures to define requirements to identify
and review non-conformities including customer complaints, to determine the causes of non-
conformities, to evaluate the need for actions to ensure that non-conformities do not recur, to
determine and implement corrective actions needed, to record the results of corrective actions
taken and to verify implementation of the corrective actions to review that corrective actions taken
are effective.


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10.2.3 Information concerning the non-conforming products and services received from principals/
vendors is promptly communicated to the concerned principal / vendor for necessary corrective
action.
10.2.4 All customer complaints received are given due attention and are handled and resolved as per a
documented procedure. Both immediate and long-term corrective actions are taken to resolve the
customers’ complaints.
10.2.5 Whenever any non-conformity from specified requirements is observed, immediate corrective
action is initiated for rectification. Re-verification is carried out to ensure the implementation and
effectiveness of the corrective actions.
10.2.6 All employees are encouraged to take and recommend appropriate corrective actions to prevent
all types of non-conformities. Records of corrective actions are maintained.
▪ Corrective actions - QP-009
10.3 Continual Improvement
It is the goal of all employees to continually improve the effectiveness of the quality management
system through the use of the quality policy, quality objectives, audit results, analysis of data,
corrective actions, management reviews and other improvement opportunities. TSA INFO
SERVICES monitors the implementation of improvement activities and evaluates their
effectiveness.
▪ Corrective actions - QP-009
▪ Audit Results
▪ Objectives status
▪ MRM Outputs
▪ Customer Feedback
▪ Customer complaint
▪ Supplier Evaluation / Reevaluation


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11. APPENDIXES
11.1 Appendix A: Company processes and applicable ISO 9001:2015 clauses
Company Process Applicable ISO 9001:2015 Clauses
Corrective Action 10.2 Corrective Action

Internal Auditing 9.2 Internal Audit
Management 4.1 Understanding the organization and its context
4.4 Quality management system and its processes
5.1.2 Customer Focus
5.2 Policy
5.3 Organizational roles, responsibilities and authorities
7.1 Resources
8.2 Requirements for products and services
9.1 Monitoring, measurement, analysis and evaluation
9.2 Internal audit
9.3 Management review
10.2 Nonconformity and corrective action
10.3 Continual improvement
Administration 8.5.2 Identification and traceability


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Company Process Applicable ISO 9001:2015 Clauses
Proposal Development 8.2.2 Determining the requirements related to products and services
and Contract Review 8.2.3 Review of requirements related to products and services
Purchasing 7.1.4 Environment for the operation of processes
Stores 8.5.2 Identification and traceability
8.5.4 Preservation
Customer Support 4.3 Determining the scope of the quality management system
7.5.4 Customer Property
9.1.2 Customer satisfaction
10.2 Nonconformity and Corrective Action
Information Services 8.2.1 Customer communication
8.5.2 Identification and traceability
9.1.2 Customer satisfaction
9.1.3 Analysis and evaluation
10.2 Nonconformity and Corrective Action


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11.2 Appendix B: Company processes and applicable documents
Process Applicable Company Applicable Company Records

Procedures
Corrective Action Corrective Action Nonconformity and Corrective Action
(10.2)
Internal Auditing Internal Auditing Internal Audits (9.2)
Management Document Control Management review minutes (9.3)
Representative / Document Record Control Training records (7.2)
Controller Competence Measurement traceability (7.1.5)
Procurement Control of Nonconforming Traceability records (8.5.2)
product Record of Nonconforming product
(8.7)
Record of inspected product (8.6)
Control of Nonconforming product
(8.7)
Proposal Development & Contract review Contract review records (8.2.2)
Contract review Customer Property Customer Property record (8.2.1)
Purchasing Purchasing Supplier evaluation records (8.4)
Nonconformity and Corrective Action
(10.2)
Receiving Control of Nonconforming Record of Nonconforming product
product (8.7)
Control of Nonconforming product
(8.7)


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11.3 Appendix C: Quality Objectives
Process Quality Objectives
Corrective Action To ensure ongoing compliance to requirements through regular audits

of the company’s processes
Internal Auditing To ensure ongoing continual improvement through the reporting and
timely resolution of existing and potential nonconformities
Management To effectively manage the company through review and analysis of

data and continual improvement
Proposal Development and To provide competitive and profitable quotations to win bids and to
Contract Review accurately process order information for internal use
Procurement To ensure purchased materials and services conform to all

requirements
Commercial To ensure materials received meet requirements
Warehouse To ensure the in and out product and services matches
IT Hardware Sales To provide good quality products to customers.


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11.4 Appendix D: Process Flow Chart
Enquiry
CEO : Verification and

validation of requirement No End
Yes
Rejected
Customer : Proposal
Accepted or Rejected
Accepted
Support Manager
will start the
process
Testing
Department will
check for any Bug
Final application/Product
delivered to the client


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11.5 Appendix E: Organization Chart
CEO
Operation
Manager
HR Manager
Quality Head Payroll Account IT Support QA/QC

Manager
Payroll
Controller


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11.6 Appendix F: Quality Policy
QUALITY POLICY
As part of its ongoing commitment to excellence TSA INFO SERVICES is committed to supply the highest
quality across all the company’s business areas.
By consistently providing services that meet or exceed customer expectations and international standards,
we will develop customer loyalty and so achieve strong business performance in the field of
“General Trading – Payroll Outsourcing, Employee Outsourcing, IT Hardware Sales and

Warehouse”
All employees are expected to achieve high quality standards. It is company policy to:
❖ Maintain and keep records of a quality management system in accordance with international
standards, regulations and directives
❖ Ensure all staff are fully trained and understand their role providing quality and good customer service
❖ Provide services which fully meet customer requirements
❖ Develop or acquire services which are Cost effective, safe and reliable
❖ Make sure the services and materials from suppliers are of consistent and sufficient in quantity and
quality
❖ Strive for continual improvement in performance, underpinned by the necessary financial resources,
and highlight objectives and progress through internal and external communications.
(Signature)
[CEO]


TSA / DC /
Format No.
TSA Info Services Master 02
Revision No. 00
Master list of documents and records
List of Documents
Sl. Document / Description Revision Status Responsibility Retention Disposal Disposal
No Format No Rev No. Rev Date Period Authority Method
1 TSA/DC/PRO 04 Control of Documents 0 03.01.19 MR /DC 3 years DC Archive
2 TSA/DC/PRO 04 Control of Records 0 03.01.19 MR /DC 3 years DC Archive
3 TSA/DC/PRO 09 Internal Audit 0 03.01.19 MR /DC 3 years DC Archive
4 TSA/DC/PRO 04 Control of Non-Conforming Products 0 03.01.19 MR /DC 3 years DC Archive
5 TSA/DC/PRO 05 Corrective Action Report 0 03.01.19 MR /DC 3 years DC Archive
6 TSA/HR/PRO / 06 Training 0 03.01.19 MR /DC 3 years DC Archive
7 TSA/PUR/PRO 07 Purchasing Supplier Control 0 03.01.19 MR /DC 3 years DC Archive
8 TSA/MRM/PRO 08 Management System Review 0 03.01.19 MR /DC 3 years DC Archive
9 TSA/DC/PRO 09 Audit Plan 0 03.01.19 MR /DC 3 years DC Archive
10 TSA/SAL/PRO -10 Customer Satisfaction 0 03.01.19 MR /DC 3 years DC Archive

TSA / DC /
Format No.
Revision No. 00
List of Formats
Sl. Clause No Document / Description Revision Status Responsibility Retention Disposal Disposal
No Format No Rev Period Authority Method
Rev Date
No.
1 4.1 TSA/QF/01 Context of organization 0 03/01/19 MR 3 years DC Archive
2 4.2 TSA/QF/02 Needs and Expectations of 0 03/01/19 MR 3 years DC Archive
Interested Parties
3 4.4 TSA/QF/03 QMS Process Map 03/01/19 MR 3 years DC Archive
4 5.3 TSA/QF/04 Roles and Responsibilities 0 03/01/19 MR 3 years DC Archive
5 6.1.1 / 6.1.2 TSA/QF/05 BIZ Risk 0 03/01/19 MR 3 years DC Archive
6 6.1.3 TSA/QF/06 Legal register 0 03/01/19 MR 3 years DC Archive
7 6.2 TSA/QF/07 Objective & Targets (O&T) 0 03/01/19 MR 3 years DC Archive
8 7.2 TSA/QF/08 Competence Matrix 0 03/01/19 MR 3 years DC Archive
9 7.2 TSA/QF/09 Annual Training Plan 0 03/01/19 MR 3 years DC Archive
10 7.2 TSA/QF/10 Training Attendance 0 03/01/19 MR 3 years DC Archive
11 7.2 TSA/QF/11 Training effectiveness 0 03/01/19 MR 3 years DC Archive
12 7.4 TSA/QF/12 Communication Register 0 03/01/19 MR 3 years DC Archive

TSA / DC /
Format No.
Revision No. 00
List of Formats
Rev Date
No.
13 7.5 TSA/QF/13 Document Change Note 0 03/01/19 MR 3 years DC Archive
14 7.5 TSA/QF/14 List of Documents of 0 03/01/19 MR 3 years DC Archive
external origin
15 8.2 TSA/QF/15 Customer communication 0 03/01/19 MR 3 years DC Archive
17 9.1 TSA/QF/17 Performance monitoring 0 03/01/19 MR 3 years DC Archive
Report
18 9.1 TSA/QF/18 Calibration Plan 0 03/01/19 MR 3 years DC Archive
19 9.2 TSA/QF/19 List of Internal Auditors 0 03/01/19 MR 3 years DC Archive
20 9.2 TSA/QF/20 Internal Audit Plan 0 03/01/19 MR 3 years DC Archive
21 9.2 TSA/QF/21 Internal Audit Schedule 0 03/01/19 MR 3 years DC Archive
22 9.2 TSA/QF/22 Internal Audit check list 0 03/01/19 MR 3 years DC Archive
23 9.2 TSA/QF/23 Non-Conformance report 0 03/01/19 MR 3 years DC Archive
24 9.3 TSA/QF/24 Minutes of management 0 03/01/19 MR 3 years DC Archive
review meeting

TSA / DC /
Format No.
Revision No. 00
List of Formats
Rev Date
No.
25 10.2 TSA/QF/25 NC Report 0 03/01/19 MR 3 years DC Archive
26 10.3 TSA/QF/26 Kaizen Report 0 03/01/19 MR 3 years DC Archive
27 8.1 TSA/QF/29 Preventive Maintenance 0 03/01/19 MR 3 years DC Archive
28 8.1 TSA/QF/30 Preventive Maintenance 0 03/01/19 MR 3 years DC Archive
Record

TSA / DC /
Format No.
TSA Info Services PRO 04
Revision No. 00
Control of Documents and Records
Control of Documents
Amendment History
Rev. no. Date Description of Change Prepared by Approved by

00 03/01/2020 Initial Release of Document Document Controller CEO
1. PURPOSE:
The purpose of this procedure is to ensure that all documents within the Quality Management System as per ISO 9001:2015 Standards, are formally
identified and issued, and that the correct issues are used.
2. SCOPE OF APPLICATION:
This procedure applies to all levels of documents pertaining to ISO 9001:2015
3. RESPONSIBILITY:
The Management Representative/ Document Controller shall be responsible for maintenance of documents and issue control.

TSA / DC /
Format No.
Revision No. 00
4. PROCESS:
Responsibility Input Process Flow Output Document No.

DC QMS Policy Approved Level
Customer specific Preparation, Review and Approval of Level - 01: Quality - 01 QMS
requirements Management System Manual Manual --
Standard requirements
DC QMS Procedures Approved Level

Preparation, Review and Approval of Level - 02: QMS - 02 QMS
Procedures --
Procedures
DC Operating Procedures Approved Level

Preparation, Review and Approval of Level - 03: Documents - 03 Documents
--
DC Records and Formats List of TSA/DC/QF-002

Documents
Preparation, Review and Approval of Level - 04: Documents
List of External
Origin
Documents

TSA / DC /
Format No.
Revision No. 00

DC All four levels of Documents List of TSA/DC/QF-002
Preparation and updating of all details in the master List of documents
documents and giving a unique number for each document List of external
origin
documents
DC List of Documents
List of External Origin Review for

Documents Adequacy /
Change
DC List of Documents Updated List of TSA/QF-DC-002

Not Adequate Adequate Documents
List of External Origin Updated List of
Collect previous issues and Preserve and Maintain
Documents External Origin
identify as "Obsolete Copy" the Documents Documents
5. Reference Documents:
QF-DC-001 Master list of Documents

TSA / DC /
Format No.
Revision No. 00
Control of Records
Amendment History
Rev. No. Date Description of Change Prepared by Approved by
00 01/01/2020 Initial Release of Document Document Controller CEO
1. PURPOSE:
To define the methodology followed for coding, review, approval, issue, control and changing records, data
This procedure applies to all levels of documents pertaining to ISO 9001:2015
3. RESPONSIBILITY:
Management Representative / Document Controller (DC)

TSA / DC /
Format No.
Revision No. 00
4. PROCESS:

DC Identification of records Collection of
needed Records from all
Identify all types of records maintained in the organization
processes
DC Collection of Records from Master List of TSA/DC/QF-04

all processes Prepare a Master List of Records Records
DC Master List of Documents Records with

Give a unique format number for all the records proper storage
DC Records with proper Master List of TSA/DC/QF-04

storage Ensure proper protection and store records in such a way Records
that it is easy for retrieval

TSA / DC /
Format No.
Revision No. 00

DC Master List of Documents Master List of TSA/DC/QF-04
Records
Dispose the records after the retention period of two years
TSA/DC/QF-04 Master List of Records

Format No. TSA / QF / 29
TSA Info Services
Revision No. 00
Management of Change Log
Management of Change Log

MOC Date of Nature of MOC Quality Review Change Expiration Date Conditions returned to Remarks
No MOC requested completed date. authorized date (for temporary normal (for temporary
changes only) changes only)
01 01 Feb 19 Change of Process 20 Mar 2020 21 Mar 2020 Up to date of NA Monitor for 3
in payroll update months for
any
abnormality
02 May 2020 Change in server On-going NA
domain y2 versions

TSA / IA /
Format No.
Revision No. 00
Internal Audit Procedure
Amendment History
Rev. No. Date Description of Change Prepared by Approved by
00 03/01/2020 Initial Release of Document Management Representative CEO
1. PURPOSE:
To document the methodology followed for planning, scheduling, conducting and monitoring of Internal QMS Audits
The scope of this procedure covers for all processes / functions identified and documented along with the requirements of ISO 9001:2015
3. RESPONSIBILITY:
Management Representative/ Document controller – QMS

TSA / IA /
Format No.
Revision No. 00
4. PROCESS:

MR All processes Internal Audit
Plan.
Preparation of Annual Internal Audit Plan
MR Internal Audit Plan Internal Audit QF-IA-002

Based on IA Plan, prepare IA schedule and communicate to Schedule
all departments.
MR / Core Internal Audit Schedule Internal Audit QF-IA-001

Team Procedures / Work Conduct audit as per schedule Report
Instructions
MR / Core Internal Audit Conformance Internal Audit QF-IA-003

Team Report In case of non-conformity, take containment action and Conformance
identify root cause Report

TSA / IA /
Format No.
Revision No. 00

MR / Core Internal Audit Corrective Internal Audit QF-IA-003
Team Action Report Take / Review Corrective Action Conformance
Report
MR Internal Audit Corrective CAR

Action Report Not OK Effectiveness
Monitor
effectiveness of
CAR
MR / Core CAR Effectiveness Closure of NC

Team OK within 14
working days
Close out the nonconformity and plan for Continual
Improvement

TSA / IA /
Format No.
Revision No. 00
TSA/DC/IA/QF-001 Internal Audit Report

TSA/DC/IA/QF-002 Internal Audit Schedule
TSA/DC/IA/QF-003 Internal Audit Conformance Reports
TSA/DC/IA/QF-004 Internal Audit Plan

TSA / DC /
Format No.
TSA Info Services QF 20
Revision No. 00
Internal Audit Plan
INTERNAL AUDIT PLAN

YEAR: XXXX as per frequency
Area of Audit Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec.
Top Management D P
Management Representative / D P
Document Controller
Legal D P
Marketing D P
HR D P
Procurement D P
Warehouse D P
Store D P
Design and Development D P
Maintenance D P
IT D P
Quality D P
Performance D P
Customer services D P
P = Planned D = Done MR/DC

TSA / DC /
Format No.
Revision No. 00
Internal Audit Schedule
INTERNAL AUDIT SCHEDULE

Internal Audit No.: MONTH / YEAR: 03 / 2020
Processes Scope Auditee Auditor Date Time
Top Management Management commitment CEO QA HOD As per schedule As per schedule
Management Representative / MR / DC Activities MR Quality HOD As per schedule As per schedule
Document Controller
Legal List and updated of compliance HOD IT HOD As per schedule As per schedule
Marketing Actual vs Target HOD Maintenance HOD As per schedule As per schedule
HR Training and Physical activities HOD HR HOD As per schedule As per schedule
Procurement Purchase Activities HOD Quality HOD As per schedule As per schedule
Warehouse FIFO, Maintenance of heavy vehicle HOD Legal HOD As per schedule As per schedule
Store Labelling and stock maintenance HOD Warehouse HOD As per schedule As per schedule
Design and Development HOD MR/DC As per schedule As per schedule
Maintenance HOD Marketing HOD As per schedule As per schedule
IT HOD Quality HOD As per schedule As per schedule
Quality All Processes Plan and control Head Store HOD As per schedule As per schedule
Performance Monitoring activities HOD IT HOD As per schedule As per schedule
Customer Services Customer related activities HOD Procurement HOD

TSA / DC /
Format No.
Revision No. 00
Internal Audit Checklist
S No Clause No Check Point Observations Findings

C / NC / O
1 9.2.1 Are Internal Audits done as planned?
2 9.2.2 Are Previous Audits NCs & observations closed with CAR?
10.2
3 4.1 Is Org. context identified and documented?
4 4.2 Are needs & expectation of Interested Parties are identified,

documented & addressed?
5 4.3 Is scope of QMS defined?
6 6.1.1 Is Risk & Opportunities identified and evaluated? (Context Based

Planning, Legal Based Planning, Interested Parties Based
Planning).
7 6.2.1 Are Quality objectives established considering high risk, and Risk
9.1.1 & Opportunities?
8 6.2.2 Is Planning made & maintained upto date?
9.1.1
9 7.2 Are Quality Training Needs Identified?
10 7.2 Is Training Provided as Per Plan

TSA / DC /
Format No.
Revision No. 00
Internal Audit Checklist
S No Clause No Check Point Observations Findings

C / NC / O
11 7.3 Are employees aware of Quality Policy & Changes?
12 7.5.2. Are current version of Procedures in use?
13 7.5.3 Are current version of Documents & Records in use?
14 8.1 Are OCPs implemented considering Planning and control? (OCPs

shall include Risk & Opportunities)
15 8.2 Is customer related communication planned and executed?
16 8.3 Whether Design & Development planned and implemented as per

planned?
17 8.4 Is Procurement Related Operation control procedure prepared and
implemented?
18 9.3 Are Procurement related outputs of MRM addressed with
adequate plan?
19 10.2 Non- conformities are captured and CA planned?

TSA / DC /
Format No.
Revision No. 00
Internal Audit Report and Summary
Standard Department Non- Conformity Minor Corrective Action Responsibility Target Effectiveness Status
& Clause Detail / Major Date (Open/
Closed)
ISO 9001 MR/DC RA Register not Minor Root Cause: HOD Production 10 days Accepted: Closed
6.1.2 available for payroll Not updated. RA done
activity Corrective Action: Action plan
to complete within one week
ISO 9001 Maintenance Emergency light is Minor Root Cause: HOD 45 days Accepted: Closed
8.5 not working in Checking not carried out Maintenance Replaced the
Office area Corrective Action: light
Regular inspection will be
done.
ISO 9001 Quality For a specific IT Minor Root Cause: HOD Quality 45 days Accepted: Closed
8.1 hardware, there is New requirement from existing Process flow
no plan and control client. has to be
for storage Corrective Action: followed
Any requirement shall be
planned and executed
appropriately
ISO 9001 HR & Admin Risk related to Minor Root cause: HR & Admin 45 days Accepted: Closed
6.1.2 office area not Risk Analysis not updated in
identified Risk Register
Corrective Action:
As above

TSA / DC /
Format No.
TSA Info Services NCR 14
Revision No. 00
Non-conformance Report
NON- CONFORMITY REPORT

Date: March 2020 NCR No: 01
Organization Name: TSA Info Services
Auditor Name: Quality HOD Auditee Name: MR/DC Head
Area / Process / Department under review: MR/DC
Audit Standard: ISO 9001:2015
Clause No.: 6.1.2 Category: MAJOR / MINOR
Non- conformity details with evidence:
NC Statement:
No Risk Register for Payroll processes.
Objective Evidence:
Risk Register TSA/ DC/ RA-QF-018. Clearly evident that there is no capture of risk identified for payroll processes
Standard / Compliance Requirement:
ISO 9001:2015: 6.1.2 The organization shall plan:
a) actions to address these risks and opportunities;
b) how to:
1) integrate and implement the actions into its quality management system processes (see 4.4);
2) evaluate the effectiveness of these actions.
Auditor Signature: Auditee Signature:

TSA / DC /
Format No.
Revision No. 00
Correction: Risk identified for Payroll processes
Root Cause determined by the client as: Missed due to new processes
Proposed Corrective Action: Risk will be identified for all processes
Proposed Implementation date: MAY 2020
Auditors Comments Accepted
Verification of Corrective Action Next audit
Follow up remark Not required

TSA / DC /
Format No.
Revision No. 00
NON- CONFORMITY REPORT

Date: NCR No:
Organization Name:
Auditor Name: Auditee Name:
Area / Process / Department under review:
Audit Standard:
Clause No.: Category: MAJOR / MINOR
Non- conformity details with evidence:
NC Statement:
Objective Evidence:
Standard / Compliance Requirement:
Auditor Signature: Auditee Signature:

TSA / DC /
Format No.
Revision No. 00
Correction:
Root Cause determined by the client as:
Proposed Corrective Action:
Proposed Implementation date:
Auditors Comments
Verification of Corrective Action
Follow up remark

TSA / DC /
Format No.
TSA Info Services PM 16
Revision No. 00
Quality Performance 2018
Month 2018
Actual Target
Description Responsibility
2018 2018 Jan Feb Mar Apr May Jun Jul Aug Sep. Oct Nov Dec Status
Process quality
0.098% 0.1% Quality Head 0 0.04 0 0.03 0 0 0 0.02 0 0 0.008 0 0
failure
System downtime
Cases more than 3 0 0 IT 0 0 0 0 0 0 0 0 0 0 0 0 0
hrs. limit
Warehouse Training Warehouse
36 48 8 0 0 8 0 4 0 0 8 0 0 8 36
Man-hours Manager
Internal Audit NC
DC / Quality
implementation 100% 100% 0 0 0 0 0 0 0 closed 0 0 0 closed 100%
Head
closures on time
Customer complaints 2 % 95% Quality Head 0 0 0 0 1 0 1 0 0 0 0 0 2
Business 100 million 120% 100% Sales 10 8 6 12 11 10 12 9 10 12 12 10 120
Prepared by: DC

TSA / DC /
Format No.
Revision No. 00
Risk Management
1. Summary
1.1. The company has established, implemented and maintained this procedure for managing risks and opportunities throughout TSA Info Services.
1.2. Responsibility and authority for this procedure are spread across various functions as defined within this procedure.
1.3. Note: this procedure has adopted definitions for key terms developed specifically by TSA Info Services and determined appropriate for its use
within the unique requirements of its management system. It does not adopt current ISO definitions; which TSA Info Services has determined are
not sufficient for its use.
1.4. Note: the QMS documentation occasionally uses the term “opportunity for improvement” when discussing internal audit findings or management
review actions; that term does not have the same context as the term “opportunity” used herein.
2. Revision and Approval
Rev. No. Date Nature of Changes Approved by

[Procedure Approver
[Rev Number] [Date of Issue] Original issue.
Name]

TSA / DC /
Format No.
Revision No. 00
Risk Management
3. Definitions
3.1. Risk: A negative effect of uncertainty.
3.2. Opportunity: A positive effective of uncertainty.
3.3. Uncertainty: A deficiency of information related to understanding or knowledge of an event, its consequence, or likelihood. (Not to be confused
with measurement uncertainty.)
3.4. Risk Assessment: a systematic investigation and analysis of potential risks, combined with the assignment of severities of probabilities and
consequences. These are used to rate risks in order to prioritize the mitigation of high risks.
3.5. Risk Mitigation: a plan developed with the intent of addressing all known or possible risks and preventing their occurrence.
3.6. FMEA (Failure Mode Effects Analysis): a specific risk treatment method which ranks risks by probability and consequence.
4. Procedure: General
4.1. TSA Info considers and manages risks and opportunities differently.
4.2. Risks are managed with a focus on decreasing their likelihood, and minimizing their impact if they should occur.
4.3. Opportunities are managed to increase their likelihood, and to maximize their benefits if they should occur.
4.4. Where risks and opportunities overlap, the best appropriate method for managing them shall be ascertained, given the situation at hand. Elements
of such “blended” uncertainties may require methods which both address the negative risk and positive opportunity.

TSA / DC /
Format No.
Revision No. 00
Risk Management
5. Procedure: Management of Risks

5.1. Risks are identified as part of the “Context of the Organization Exercise” described Context.
5.2. Additional risks may be identified by any employee at any time.
5.3. Each process is defined in detail through a Process. This document includes the identification and mitigation plans for key risks associated with
the defined process. TSA Info management reviews these risks and takes action to minimize them.
5.4. Risks identified as part of the Context of the Organization exercise defined in the procedure Context of the Organization and logged within the
Risk Analysis. This indicates a rough priority, as well as a selected risk treatment method.
5.5. The methods for risk assessments vary, but should always include a means of identifying the risk under examination, and a description of the
result of the risk assessment.
5.6. Detailed methods may include FMEA (failure mode effects analysis), SWOT (strength, weakness, opportunity and threat) or other tools. No single
method is used for all risk assessments; the tool selected should be the best tool applicable to that particular risk analysis.
5.7. ISO 31010 provides guidance on the selection of risk tools.
5.8. Where FMEA style risk treatment is deemed optimal, an entry shall be made in the Risk Register tab of the Risk Analysis. When using the Risk
Register, the following steps are to be followed:
5.8.1. Identifying the risk.
5.8.2. Identifying the process for which the risk most likely dominates.
5.8.3. Assigning a probability rating to the identified risk; this probability is comprised of two elements: likelihood and previous occurrences. Each
element is given a score from 1 (lowest risk) to 5 (highest risk). The final probability rating is the average of the elements.

TSA / DC /
Format No.
Revision No. 00
Risk Management
5.8.4. Assigning a consequence rating if the risk were to be encountered; this consequence is comprised of five elements: eventual loss of
contract; negative impact on existing customers; inability to meet contract terms; any violation of statutory regulations or law; impact on
TSA Info’s reputation; and estimated cost of correction. Again, each element is given a score from 1 (lowest risk) to 5 (highest risk). The
final consequence rating is the average of the elements.
5.8.5. Calculating a final Risk Factor based on the equation:
PROBABILITY RATING x CONSEQUENCE RATING = RISK FACTOR
5.8.6. For risks with a final Risk Factor rating equal to or greater than the threshold set in the Risk Register, management will decide whether to
reject the subject due to the risk, or accept the risks after the development of a risk mitigation plan. The mitigation plan must be
documented, either in the Risk Register or in another document which must be referenced on the form.
5.8.7. Risks with a factor less than the risk threshold may be accepted without a mitigation plan, unless otherwise directed by management.
5.8.8. The Risk Register also allows for setting a “warning” threshold range, where risks that have a Risk Factor within that range are flagged as
suggesting the need for a mitigation plan, but such a plan is not mandatory.
5.8.9. The final column allows for entry of an estimated risk factor after mitigation, which is an estimate on what the risk should be reduced to if
the risk treatment is successful.
5.9. If a risk includes a potential positive aspect, management may elect to conduct an opportunity pursuit assessment on the positive aspect, as
defined below.

TSA / DC /
Format No.
Revision No. 00
Risk Management
6. Procedure: Management of Opportunities

6.1. TSA Info actively seek out opportunities which could enhance its financial viability and market position. For example:
▪ Obtaining new contracts
▪ Obtaining access to new markets
▪ Identification of new industries which may be served by tsa info
▪ Development of new offerings that are within the scope of capabilities of tsa info
▪ Streamlining existing processes to improve efficiency and reduce costs
6.2. Opportunities are identified as part of the “Context of the Organization Exercise” described in Context of the Org and as part of the corrective and
preventive action program described in Corrective Preventive Action.
6.3. Discussing and analyzing opportunities shall be done by top management. If made part of the management review activities, these shall be
recorded in the management review records.
6.4. To help determine which opportunities should be pursued, the Opportunity Register within the Risk Analysis may be used to conduct an
“opportunity pursuit assessment.” This register is similar to the Risk Register, but ranks potential positive opportunities by their likelihood of success
and potential benefit.
6.5. The opportunity pursuit assessment is conducted by:
6.5.1. Identifying the opportunity.
6.5.2. Identifying the process for which the opportunity most likely falls under.
6.5.3. Assigning a probability rating to the identified opportunity; this probability that the organization can achieve the opportunity. It is comprised
of two elements: likelihood and previous occurrences. Each element is given a score from 1 (lowest probability) to 5 (highest probability).
The final probability rating is the average of the elements.

TSA / DC /
Format No.
Revision No. 00
Risk Management
6.5.4. Assigning a benefit rating to assess potential benefits if the opportunity is won. This is comprised of six elements: potential for new
business; potential expansion of current business; potential improvements in the organization’s ability to satisfy regulatory or statutory
requirements; potential improvements to the quality management system; potential enhancements of TSA Info’s reputation; and estimated
cost of implementation. Again, each element is given a score from 1 (lowest benefit) to 5 (highest benefit). The final benefit rating is the
average of the elements.
6.5.5. Calculating a final Opportunity Factor based on the equation:
PROBABILITY RATING x BENEFIT RATING = OPPORTUNITY FACTOR
6.5.6. For opportunities with a final Opportunity Factor rating equal to or greater than the threshold set in the Opportunity Register, management
will decide whether to pursue the opportunity through an “opportunity pursuit plan” or to abandon the opportunity altogether. The
opportunity pursuit plan must be documented, either in the Opportunity Register or in another document which must be referenced on the
form.
6.5.7. Opportunities with a factor less than the opportunity target rating may be abandoned outright, unless otherwise directed by management.
6.5.8. The final column allows for entry of success result, once the opportunity has been closed; this includes entries for abandoning the
opportunity, failing to win the opportunity, and three grades of success.
6.6. Analysis of any opportunity will generally result in one of the following possible determinations:
▪ Pursue the opportunity
▪ Explore the opportunity in greater detail before proceeding
▪ Accept the opportunity, but under limited and controlled conditions
▪ Decline the opportunity, typically based on a high expected cost or low anticipated benefit
If an opportunity includes a negative aspect, management may elect to conduct a risk assessment on the negative aspect, as defined above.

TSA / DC /
Format No.
TSA Info Services RA-QF 018
Revision No. 00
Business Risk Analysis
Risk Score:
Very High 5 10 15 20 25 Unacceptable risk. Stop project
High 4 8 12 16 20 High risk. Immediate action required
Severity Medium 3 6 9 12 15 Medium risk. Identify actions to minimize
Low 2 4 6 8 10 Minimal risk. Monitor
Very Low 1 2 3 4 5
Very Low Low Medium High Very High
Likelihood
Risk Identification Risk Analysis Risk Monitoring and Control Current Status /
Progress
Mitigation Plan Response Contingency Plan
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Likelihood
(State corrective action taken) Category

Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
4 5 High Risk 1. Consult experts before Risk Stop implementing the

Top Management
market situation
Implementation
implementing strategy planned strategy. Analyze

Management
strategy vs
of planned
2. Analyze current situation with situation with experts and
Open
Open
available market data take corrective action

TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Likelihood
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
2 5 Medium Risk 1. Prepare cash flow chart Risk Stop the activities. Analyze
2. Find finance for each activity. the situation with experts
3. Check the history of and do corrective action.
receivables and find finance for
Unplanned growth
Top Management
Management
payables.
4. Analyze the expenses
Open
Open
overheads, profit every month
and predict the future situation.
5. If the predicted result shows
negative growth, record non-
conformance and take corrective
action.

TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Likelihood
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
3 5 High Risk 1. Proper communication with Opportunity Discuss with client

management and estimation regarding the loss and try to
department regarding the get claims on the time of
knowledge of estimation construction.
personnel on the new project.
2. Estimation personnel should
Estimation manager
New type of work
do proper research on market for

new work's risks.
Sales
Open
Open
3. Estimator should get proper
quotations from competent
subcontractors on the new
project.
4. Estimator should put a safety
margin in the quotation.
5. Conditions of the quotation
should be clear to client and
contractor.
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Likelihood (State corrective action taken) Category
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
3 5 High Risk 1. Communicate the risk with Risk Reduce the profit
management for market competition margin, try to stay in
and try to make optimum pricing as per the market until good
market situation. opportunity
2. Propose to client for alternate method
with less pricing.
Estimation manager
Market competition
3. Monitor and improve company

performance in quality, HSE, and timely
completion to get listed as client’s first
Sales
Open
Open
priority.
4. Negotiate with subcontractors and
vendors for discounts.
5. Push the project team to complete
the project faster to reduce cost on
rented equipment/ Manpower/interest.
6. Appoint cost controller to monitor the
cost and reduce it by implementing new
cost reduction procedure.
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
3 4 High Risk 1. Introduce employee evaluation Risk Monitor the

Incompetent employee
system in the company. performance and if

2. Plan and give trainings in regular not complying
HR Manager
intervals. degrade/ terminate
Open
Open
HR
3. Set objectives and reward employees the service.

on completion.
4. Make an effective employee selection
process.
3 3 Medium risk 1. HR should take feedback from each Risk Management have to
department regarding employee discuss with
Similar category with huge
performance and salary increment employee

salary difference
recommendation. representatives and

HR Manager
2. HR should listen and analyze the take prompt action to
Open
Open
HR
complaints from employee regarding change the system

salary issues.
3. If HR found any mismatch, should
report to management and take
corrective action.
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
4 5 Very High Risk 1. Prepare micro level program on with Risk Increase man power
previous experience in any one of the and project
Project delivery time exceeded the
project management software and resources to match

monitor. project completion
2. Conduct regular progress meeting to
Payroll Manager
discuss the issues and resolve it as a

schedule
team.
Payroll
Open
Open
3. All inspection request, Request for
information, requests for design change
etc should attend immediately.
4. Try to pass the bills of subcontractors
immediately.
5. Set up milestones and monitor the
progress regularly.
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
4 4 High Risk 1. Prepare Man power histogram at the Risk Introduce new
Customer requirement
time of contract and keep following up subcontractor and

not fully understood
Customer support
Project Manager
on the compliance divide the work.

2. we have a contract review in place at
Open
Open
this time, however we understand that
a review of our current procedure will
be required
4 4 High Risk 1. Each subcontractor/vendor should Subcontractors Each contract should

submit their schedule and mark the lack of fund, include demurrage
No proper inspection
date of material delivery to site. out of issues charges for late

Quality Manager
2. Planning engineer should match the delivery.

Calibration
Open
Open
compliance of subcontractor/vendor
schedule and keep on follow up.
3. Concerned persons should visit
subcontractor / vendor facility regarding
inspection progress.
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
4 5 Very High 1. Prepare, maintain and monitor Risk Outsourced

Noncompliance to legal
Risk effectively
2. Update all legal requirements.
Legal Manager
requirements
Open
Open
Legal
3 5 High Risk 1. Make an effective communication Risk Conduct regular

No proper communication
Design and Development
channel between Contracts, Project, meetings on

Finance, Accounts and collection payables and
DD Manager
to customer
departments. receivables
Open
Open
2. Implement an effective system to get
notified.
3. Implement ERP or similar software
to interconnect all departments.
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
4 5 Very High 1. Inform the project team regarding Risk Team support
Design and Development
and changes in Design
Risk the issue and they should intimate the required

Frequent modification
issue with client project department

DD Manager
that which will affect the work flow.
Open
Open
2. Contract department should send
non-conformance to client contracts.
3. Delay in delivery of the process
4 5 Very High 1. Prepare Procurement plan. Incompetent Try to find an

Exceeding scheduled delivery
Risk 2. Categories the items as locally suppliers, alternative locally or

available and internationally available. Regulatory Pay more on mode
Purchase Manager
3. Check the cost for mode of issues of transport to meet

Purchase
transport. the schedule
Open
Open
time
4. Confirm the time for manufacturing.

5. Confirm the time for transport.
6. Monitor manufacturing and transport
regularly.
7. Put a margin for delivery on
procurement plan.
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
3 4 High Risk 1. Conduct a meeting with vendors to Non availability Produce Letter of
available with vendors
convince. of special Credit or Bank

Credit purchase is not
Purchase Manager
2. Negotiate for reducing credit time. material on Guarantee

Purchase
local market
Open
Open
2 4 Medium Risk 1. Produce an alternative solution to No other ry to contact the
High price due to market
client. competitive manufacturer directly

Purchase Manager
2. Negotiate with vendor for good price. alternative for reduced price.
available
monopoly
Purchase
Open
Open
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
2 5 High Risk 1. Company should appoint a third party to Risk Conduct regular
Ineffective quality
Quality Manager
audit and take corrective action. meetings on

2. Internal audit should conduct on every quality and
system
Quality
Open
Open
six months on all departments with educate everybody
competent auditor. on importance of
3. Monitor quality system with customer quality.
feedback.
3 5 High Risk 1. Design / contract department should give Risk Reject the
Materials received are not complying
complete document regarding quality materials and find

requirement to the quality department. an alternative
2. Quality department should prepare complying to
Quality Manager
effective quality check list including standard.

to standard
material specification.
Quality
Open
Open
3. If mill certificate / data sheet is not
available contractor should not receive the
delivery.
4. Mill certificate and Delivery orders has to
give origin tracking option.
5. Alternative materials should produce
compliance statement.
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
3 5 High Risk 1. List of equipment and tools should be Lack of Stop the inspection
quality inspection
Quality Manager
made with its calibration date and expiry. regular and calibrate the
Non calibrated
equipments
2. Monitor the equipment performance and maintenance equipment

Quality
Open
Open
report nonconformance immediately. and immediately
inspection
3 5 High Risk 1. Every employee in the company should Opportunity Selecting

Avoiding Transit Damage
get induction. appropriate courier

Warehouse Manager
2. Check before and after material services

Warehouse
dispatch.
Open
Open
3. Proper packing material like Hard disk in
anti-static box
TSA / DC /
Format No.
Revision No. 00
Progress
Impact (1-5)
Risk Owner
Description
completion
Risk Score
Category
M=11-15
H=16-25
L=1-10
Closed
Open /
Target
(L x I)
(1-5)
date
Risk
(Risk /
Opportunity)
3 5 High Risk 1. Due to urgency of requirements. Risk Warn / suspend

2. Thinking the products will not be used the employee and
Warehouse Manager
Lack in labelling of
within a week the immediate

Warehouse
supervisor should
products
Open
Open
be informed about
the incident.
3 5 High Risk 1. Current PMP is sufficient. Risk

2. Warehouse tour every morning to
Maintenance In-charge
Breakdown of Machine
Maintenance Process
discuss any issue, oil level etc. and system

checking
Open
Open
Format No.
TSA Info Services
Revision No.
Design and Development Process Analysis
Revision date
Infrastructure and Hardware Risk involved in the Process Competency Requirement for
Material Resource ▪ No proper planning of project Process Owner
▪ Hardware Resource ▪ No proper review of progress of project ▪ Competency Requirement
▪ Infrastructure and Work Environment ▪ No prompt actions on issues ▪ Educational Qualification
▪ Utility Services ▪ No proper communication to customer ▪ Professional Experience
▪ Contingency Plan ▪ Delay in completion of activities ▪ Generic Skills, Soft Skills, and Job Specific Technical
▪ Software Resource ▪ Mistakes due to competency problem Skills
▪ Computer, Printer / Scanner ▪ Frequent modification and changes in design ▪ Responsibilities & Authorities
▪ Internet Facility ▪ No proper validation of design ▪ Reporting Structure
▪ Customer dissatisfaction ▪ Employee Training and Employee Motivation
Inputs for the Process Process Activity Output of the Process
▪ Product design ▪ Project Design Project Planning
▪ APQP and PPAP requirements ▪ Process Flow Chart, Process FMEA, Control Plan
▪ Productivity, Quality, and Cost Targets ▪ Raw Material Test Report
▪ Project Time Frame Design and Development ▪ Product Inspection Report
▪ TGW / TGR Data ▪ PPAP document and customer approval
▪ Customer Specific Requirements ▪ SPC study report and Part layout inspection report
▪ QMS requirements ▪ Gauge calibration and MSA report
▪ Legal requirements ▪ Process Change Note
▪ Previous MRM review ▪ Management Reviews
▪ Internal Audit results ▪ Customer satisfaction & Continual improvement
Process Document & Record Requirements Supporting & Interfacing Processes Process Efficiency & Effectiveness Objectives
▪ Part Drawing & Specifications ▪ Top Management ▪ Process Design Lead Time
▪ DFMEA ▪ Marketing ▪ Incidents of Process Design Modification
▪ Management Review Minutes ▪ Engineering & Production ▪ PPAP Approval
▪ Internal Audit Results ▪ QA ▪ Process Capability
▪ Purchase & Logistics ▪ Internal Audit Result
▪ Maintenance
▪ HR
▪ MR

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Section 02

Management Representative (MR) / Document Controller (DC)

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 1 of 111

Office 2784 | Concord Tower P.O. Box 282102 |

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 2 of 111

Prepared and Authorized by

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 3 of 111

LIST OF CONTROLLED COPY HOLDERS

Copy holders Copy number Signature Date

External Auditor’s copy of this manual is available with Quality Head.

Sl. No. Abbreviation Expansion

1 QMS Quality Management System

5 PEO Professional Employment Organization

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 4 of 111

2 Purpose of Quality Manual

4 Context of the organization

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 5 of 111

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 6 of 111

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 7 of 111

Reference of documented information

Appendix A: Company Processes and Applicable ISO 9001 Clauses

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 8 of 111

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 9 of 111

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 10 of 111

Quality Management System

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 11 of 111

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 12 of 111

In this Quality Manual, the following verbal forms are used:

Information marked as “NOTE” is for guidance in understanding or clarifying the associated

0.2 Quality Management Principles

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 13 of 111

0.3 Process approach

▪ Understanding and managing interrelated processes as a system contributes to the TSA

The application of the process approach in a quality management system enables:

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 14 of 111

The PDCA cycle can be briefly described as follows:

0.3.3 Risk-based thinking

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 15 of 111

0.4 Relationship with other management system Quality Manuals

▪ ISO 9000 Quality management systems — Fundamentals and vocabulary provides

TSA INFO SERVICES. Confidential Statement

VILT - ISO 9001:2015 LATC Workbook Part 2 Section 02 – MR / DC Page 16 of 111

QUALITY MANAGEMENT SYSTEMS — REQUIREMENTS

1. Scope of the Company

“General Trading – Payroll Outsourcing, Employee Outsourcing, IT Hardware Sales and