Golden Dub Quality Manual

Quality Manual
ISO9001: 2008
Golden Dub
Date: 30.10.14
Revision: 2
Quality Manual
General
Section 0.1
Section Rev: 1
Rev. Date: 30.10.14
Section Page: 1
Index and Revision Status

GENERAL
0.1
Rev. 1
0.2
Introduction
Rev. 1
0.3
Exclusions
Rev. 1
SECTION 4 - QUALITY MANAGEMENT SYSTEM
4.1
General Requirements
Rev. 2
4.2
Documentation and Records
Rev. 0
SECTION 5 - MANAGEMENT RESPONSIBILITY
5.1
Management Commitment
5.2
Customer Focus
Rev. 0
5.3
Quality Policy
Rev. 0
5.4.1
Quality Objectives
Rev. 0
5.4.2
Quality System Planning
Rev. 0
5.5
Organisation and Communication
Rev. 0
5.6
Management Review
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Rev. 0
Rev. 0
Quality Manual
General
Section 0.1
Section Rev: 1
Rev. Date: 30.10.14
Section Page: 2

SECTION 6 - RESOURCE MANAGEMENT
6.1
Provision of Resources
Rev. 0
6.2
Competence, Awareness and Training
Rev. 0
6.3
Infrastructure and Work Environment
Rev. 0
SECTION 7 - PRODUCT REALIZATION
7.1
Planning of Product Realization
Rev. 0
7.2
Customer-related Processes
Rev. 1
7.3
Design Control
Rev. 0
7.4
Purchasing
Rev. 0
7.5
Operations
Rev. 0
7.6
Monitoring and Measuring Equipment
Rev. 0
SECTION 8 - MEASUREMENT, ANALYSIS AND IMPROVEMENT
8.1
Planning of Monitoring and Measurement
Rev. 0
8.2
Monitoring and Measurement
Rev. 0
8.3
Control of Nonconforming Product
Rev. 0
8.4
Analysis of Data
Rev. 0
8.5
Continual Improvement
Rev. 0
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Quality Manual
General
Section 0.2
Section Rev: 1
Rev. Date: 30.10.14
Section Page: 1
Introduction
Business History
Golden Dub was founded in summer of 2013 when Gavin Neun and Matthew Calvin came
together to create something special, a beer crafted from years of experience of working in
the Industry. With this alignment of ideas has come a beginning to what we hope will be a
prosperous future in the brewing of our Beer, Golden Dub.Currently our employment is
modest but with time we have quantifiable belief in expanding our operation.
In Ireland craft beer is on the increase with the surge of new breweries largely as a result of
changes in excise requirements, access to funding, and an increase in brewing education
courses run by the government-funded Taste4SuccessSkillnet.As are we many brewers are
also involved in a professional brewers' association called Beer Ireland which has provided
members with networking opportunities and provided information on setting up a brewery.
Going into 2014 there are approximately 50 Irish craft brewing businesses which are either
in production or in planning.This is all very positive for the future of the company and
possibilities of prosperity but with all this will come with many challenges which we look
forward to getting involved in.
Signed:
Position:
Dated:
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_____________________ [Matthew Calvin]

Managing Director Golden Dub
30th October 2014
Quality Manual
General
Section 0.3
Section Rev: 1
Rev. Date: 30.10.14
Section Page: 1
Exclusions
The quality management system shall be relevant to the nature of our organisation and
products, and to customer and regulatory requirements. For this reason, those requirements
of ISO 9001 (2008) that do not apply are excluded from the scope of our quality system.
The Following rules and criteria are used for excluding irrelevant requirements:
1. An ISO 9001 (2008) requirement may be excluded only when both of the following
conditions are met:
The requirement must be within ISO 9001 Clause 7, Product Realization; and
The exclusion may not affect our capability, nor remove us from the responsibility, to
provide product that meets customer and applicable to our regulatory requirements.
2. The Quality Assurance Manager is responsible for identifying those requirements of ISO
9001:2008 that do not apply to our organisation or products.
3. The Managing Director has the responsibility and authority for evaluating whether the
proposed exclusions are appropriate, and for approving them.
4. Any exclusions taken are documented in this section of the quality manual. There is also a
brief notice as to why the exclusion is taken and why it is appropriate.
EXCLUSIONS
1. Exclusion: None
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Quality Manual
Quality Management System

Section 4.1
Section Rev: 2
Rev. Date: 30.10.14
Section Page: 1
Golden Dub shall establish, document, implement and maintain a quality management
system and continually improve its effectiveness in accordance with the requirements of ISO
2001:2008 International Standard.
Procedural Policies
1. Quality system processes
1.1 Processes needed for the quality management system are identified in this quality
manual as well as any related operational procedures and work instructions. The
documentation will define the quality system processes along with their sequence and
interaction. Documentation will also will instruct on how to implement and apply them
throughout the organisation.
1.2 Quality system documentation also defines criteria and methods needed to ensure that
the operation and control of quality system processes are effective. This includes assigning
of responsibilities and correct allocation of resources for the process, detailed instructions on
how to carry out the process, and an in-depth definition of methods for monitoring and/or
measuring the constructivenessof the process.
1.3 Corresponding Operational Procedure and Document Control, explains in more detail
how quality system processes are defined and documented.
2. Resources and information
2.1 The Quality Manager is responsible for ascertaining the resource and information
requirements to support the operation and monitoring of the quality system processes, and
for the communication of these requirements to the Managing Director and senior
management. The Managing Director and senior management are responsible for ensuring
the availability of all necessary resources and information.
3. Monitoring and measurement
3.1 The performance of quality system processes is continually monitored and/or measured.
This is to ensure their effectiveness and identify opportunities for improvement for the future.
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Quality Manual

Section 4.1
Section Rev: 2
Rev. Date: 30.10.14
Section Page: 2
3.2 The performance of product realization processes is monitored by measuring process
guidelines and/or product characteristics resulting from the process as well as constant
testing of the product. The performance of processes is monitored through internal quality
audits. The overall performance of the quality system is monitored by measuring customer
satisfaction usually through survey or face to face discussion.
3.3 Monitoring and measuring activities are defined in Sections 8.1 and 8.2 of this quality
manual, and in the corresponding operational procedures.
4. Conformance and continual improvement
4.1 Quality management system processes are reviewed on a consistent basis by the
Managing Director and senior management to find any possible failures or breakdowns, as
well as any opportunities for improvement. Actions necessary to address actual or potential
problems and to improve the quality system are implemented through corrective and
preventive action.
5. Outsourced processes
5.1 When processes that affect product conformity are outsourced, special controls are
implemented to ensure that these processes meet requirements. Controls may include the
following as appropriate: evaluation and pre-qualification of suppliers; assessment of
supplier realisation processes and quality system; monitoring of supplier quality
performance; requirements for inspection, testing or other records demonstrating product
conformity; or containment and verification of the supplied product.
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Quality Manual

Section 4.2
Section Rev: 0
Rev. Date: n/a
Section Page: 1

General Policy
The scope of quality system documentation is defined in this Quality Manual. The creation,
establishment and revision of documents, and all of their distribution are controlled. New
documents and revisions are reviewed and approved prior to issue throughout the business.
There is also a review with respect to their revision level. Documents which are appropriate
and up to date are available at locations where they are used. Any documents which have
become obsolete are removed from use. Documents of any external origin to the business
are identified and their distribution is controlled. Quality records are identified and an index is
setup to facilitate their easy retrieval. The records are then stored in an environment that is
suitable to minimize deterioration. Quality records are retained for a time equivalent to the
lifetime of the product at least.
Procedural Policies
1. Scope
1.1 Golden Dubquality system documentation comprises the following types of documents:
Quality manual
Quality policy
Quality objectives
Operational procedures
Work instructions
Standards and other reference materials
Product realisation
Control plans
2. Quality Manual
2.1 The highest/top level document which defines the overall quality management system is
called the Quality Manual. It includes the following details within.
The scope of the quality system. This includes any details of and justification for
anyexclusions found in section 0.3.
The description of the quality system processes, their sequences, and relationships
within.
The references of all documented procedures.
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Quality Manual

Section 4.2
Section Rev: 0
Rev. Date: n/a
Section Page: 2
3. Document control
3.1 Golden Dub is reviewing a process to transition documents from the system of paper to
the more modernelectronic documentation. As this transition is in progress both systems are
currently used, and are defined in Operational Procedure, Document Control.
3.2 New documents and document changes may be requested by anyone in theorganisation
from any department, but may only be issued by either the Managing Director or senior
management. Any documents which are to be issued throughout the business will be
reviewed and approved in advance.
3.3 A paper document is officially issued for use when it is approved either the Managing
Director or senior management. An electronic document is issued by being placed in the
company network drive Employee (F:).
3.4 Documents are distributed to personnel and at locations they are intended for.
Documents display a distribution list, when appropriate to do so. Electronic documents are
available on the network drive Employee (F:) and are accessible to all authorised personnel.
Document placement is regulated by procedure governing document control
3.5 Any documents which are obsolete are removed from points of use. There is a retained
master copy of all obsolete documents which are properly marked and stamped as out of
use and are kept separate from active documents. Electronic documents which are obsolete
are removed from the network drive Employee (F:) and are placed on Admin (O:)that are
only accessible to the Managing Director and senior management.
3.6 Document changes are reviewed and revised documents are distributed with a change
brief summarising the changes. A master list specifying the latest issues and revisions of its
documents is maintained. For all of the electronic documents there will only be access to the
latest issue and the revision of which is available on the network drive Employee (F:)
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Quality Manual

Section 4.2
Section Rev: 0
Rev. Date: n/a
Section Page: 3
4. Control of quality records

4.1 Quality records are setup and maintained to provide proof that the following are being
met:
Product is designed in a way that satisfies the input requirements specification and
design.
Materials and components are all accounted for and stock is tracked.
Production processes meet specified requirements.
Finished products conform to specifications.
The quality system is operated in accordance with documented procedures and that
it is working effectively within the business. Quality records also include tracking
information for traceability.
4.2 Records are created bypersonnel performing the task, operation, or activity. The results
of which need to then be recorded. All records must have the following details:
Date
Product details.
Person/Event relating to record.
4.3 Records are indexed and grouped to facilitate their retrieval. All locations such as
cabinets and file storage components such as computer disks, binders and any other media
storage which contains business or customer records are clearly labelled. This is to easily
identify their content.
4.4 Records are stored by the same department that initially created the record unless
specifically stated otherwise. Records are stored in a dry and clean areas, and electronic
records are regularly backed up to ensure safety and security. All quality records and
documents are not to be stored in any private desk drawers, personnel computers or
laptops, unless authorised to do so and any other obscure locations.
4.5 Retention periods for quality records are determined on the basis the lifetime of the
product and on regulatory and contractual requirements.
4.6 All categories of quality records maintained by Golden Dub are listed in Operational
Procedure, Quality Records. The list identifies specific types of records for each category;
Storage location and Retention period.
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Quality Manual
Management Responsibility
Section 5.1
Section Rev: 0
Rev. Date: N/a
Section Page: 1
General Policy
The Managing Director, Vice Managing Director and senior management are responsible for
establishing, implementing, maintaining and improving the quality system. Management
commitment is demonstrated by communicating to the organisation the importance of
meeting requirements, establishing the quality policy and quality objectives, conducting
management reviews of the quality system, and ensuring the availability of necessary
resources.
Procedural Policies
1. Senior Management
1.1 Senior Managementincludes the Managing Director, Vice Managing Director and Senior
Manager(s) responsible for Operations, Marketing, Sales, HR and QA. Senior Management
responsibilities include:
Approval of QA System
Meeting customer, regulatory and legal requirements, promoting this realisation
within the business.
Management Review
Approval of Quality Policy and Quality Objectives
Resourcing Supplier and Produce.
Managing of contract(s)
Training
2. Customer requirements
2.1 The Senior and Junior Manager are responsible for implementing the commitment to
customer requirement by promoting awareness throughout the organisation. This
responsibility of the Senior Management representative is detailed in Section 5.5, Business
and Communication.
3. Quality policy and quality objectives
3.1 Purpose and objectives of quality system are documented and communicated in the form
of quality policy and quality objectives.
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Quality Manual
Section 5.1
Section Rev: 0
Rev. Date: N/a
Section Page: 2
4. Management reviews
4.1 Senior Management reviews the quality management system to ensure its continuing
effectiveness and suitability to the business.
5. Resources
5.1 Commitment is key to providing resources necessary for establishing, implementing, and
improving the quality management system.
6. Training
6.1 Training is another crucial aspect of the business.
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Quality Manual
Section 5.2
Section Rev: 0
Rev. Date: N/a
Section Page: 1
Customer Focus
Golden Dubs objective is to focus our business on the customer and on customer
satisfaction. The key to achieving high customer satisfaction is a good understanding of
customer requirements and a capability to consistently fulfil these requirements.
Procedural Policies
1. Determining customer requirements
1.1 Customer requirements are to include all aspects of our products and services and if
needed processes that can influence customer satisfaction.
1.2 Customer requirements are determined and verified through the process of order review.
2. Customer needs and expectations
2.1 Customer needs and expectations are determined and are incorporated into product
requirements. Senior Management is responsible for collecting and analysing this. The
purpose is to gain understanding of:
How customers use our product.
What are the strength and weaknesses of our product as perceived by the customer
based on which product features and characteristics are important to customers.
2.2 Information about customer needs and expectations is collected and developed from
various sources. These include:
Customer surveys and direct contacts with customers.
Satisfied or dissatisfied feedback from customers via complaints and any other
customer feedback methods.
Comparison with competitive products.
2.3 Information about customer needs and expectations is also extracted from customer
feedback and complaints, and customer satisfaction data.
3. Fulfilment of customer requirements
3.1 The whole quality system is designed and implemented to ensure that customer
requirements can be consistently fulfilled. Quality system processes that most directly
contribute to achieving this objective are those related to the control of product realization
processes and to monitoring and measuring of product.
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Quality Manual
Section 5.3
Section Rev: 0
Rev. Date: N/a
Section Page: 1
Quality Policy
Quality Policy
Golden Dub aims to consistently improve the products and services we provide to meet our
clients requirements and to produce finished work that we can quantifiably proud of.
We aim to achieve the above by implementing a quality management system that complies
with the standard ISO 9001:2008. This includes a commitment to meet our requirements to
our clients, as well as legal and regulatory requirements.
We will also continually develop the system and in doing so help ensure it remains
effective.Only by providing an outstanding service quality will we achieve our aims of long
term success and sustained improvements.
All employees within the company are responsible for the quality of their work. The company
provides training to enable employees to do their job right the first time every time. While we
endeavour to produce work and offer a service that we can be proud of but we do recognise
that we dont always achieve our own standards.
When a customer complains, we are committed to investigating the complaint and will do our
best to put right all justified complaints.
The policy, organisation and procedures necessary to achieve the necessary requirements
are described in our quality management system.
The Quality Manager is responsible for monitoring the quality system and reports regularly to
the Senior Management team on the system's implementation, status and effectiveness.
The objectives of the company are set out in the quality manuals/business plan. Objectives
for individual jobs are to carry out the works to the satisfaction of the client and in
accordance with the contract as agreed with the client.
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Quality Manual
Section 5.4.1
Section Rev: 0
Rev. Date: N/a
Section Page: 1
Quality Objectives
Quality Objectives
We aim to give meticulous attention to every beer we brew to seek increased

customer satisfaction.
Ensure we maintain certification of the ISO 9001:2008 Quality Standard System and
the HSE food safety certification.
Continued work to decrease Non-conformance from our product on by 5% year on

year.
Ensure that all product storage and delivers are complaint with ISO 9001:2008
standard.
Ensure distribution, access and understanding of the quality management system to

all of our employees.
Aim to reduce customer complaints by a minimum of 5% on a yearly review.
Reduce product returns by 7% on a yearly review with the aim to eradicate

reoccurrences of errors leading to returns.
Review of customer feedback is an intricate part of our business and we aim to check
on a Monthly basis to ensure our product is meeting the requirements of our
employees
Expansion over the next 5 years by increasing our output and employment by a
minimum of 15%.
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Quality Manual
Section 5.4.2
Section Rev: 0
Rev. Date: N/a
Section Page: 1
Quality System Planning

General Policy
Quality planning includes identification and determination of quality system processes
(including any exclusions of ISO 9001:2008 requirements); priorities for continual
improvement; and resources needed to achieve quality objectives and to maintain and
improve the quality system. Quality plans are reviewed and updated on a regular basis to
ensure that the quality system is fit for the business.
Procedural Policies
1. Quality system planning
1.1 Quality system components and processes are planned to ensure that the system isfit for
its intended purpose, and that it is effective and efficient. The purposeof the quality system
is:
To achieve the quality policy;

To consistently provide a product that meets both our customer and regulatory
requirements.
To ensure a high level of customer satisfaction
To have a medium for continual improvement within business
To comply with requirements of ISO 9001:2008 standard.
2. Product realization and verification planning

2.1 Planning of product realisation, verification, and validation processes is addressed in
Section 7.1 of this manual.
3. Continual improvement planning
3.1 Improvements of the quality system are planned on a regular basisin
managementreviews
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Quality Manual
Section 5.5
Section Rev: 0
Rev. Date: N/a
Section Page: 1

General Policy
Senior Management appoints a management representative responsible for establishment
and maintenance of the quality system, and for reporting to the Senior Management on a
regular basis as to the performance of the system. Issues regarding the quality system are
communicated internally though various distribution methods including but not limited to
meetings, training and awareness programs, and management reviews.
Procedural Policies
1. Responsibility and authority
1.1 Departments, groups and functions within the businessaredefined in the business chart
at the end of this section.
1.2 All departments and functions follow specific responsibilities and authorities with the
business and are assigned as follows:
Senior Management
Formulates the quality policy
Provides resources necessary to maintain and improve the quality system
Conducts management reviews of the quality system
Assists in product realization and verification planning
Schedules production
Plans production facilities, equipment, and processes
Develops production processes
Develops quality plans and control plans
Conducts market research to anticipate customer expectations
Determines customer satisfaction
Advertises and promotes company's products
Carries out contract and order reviews
Snr/Jnr Manager
Provides product information

Handles customer feedback and complaints
Implements measures to motivate personnel
Initiates corrective and preventative actions.
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Quality Manual
Section 5.5
Section Rev: 0
Rev. Date: N/a
Section Page: 2
Training/QA
Provides training for its personnel

Conducts in-process inspections
Controls and monitors processes
Audits implementation and effectiveness of the quality system
Identifies opportunities for improvement of the quality system
Establishes and maintains the quality management system
Defines personnel qualification requirements
Carries out subcontractor quality surveys and audits
Stock Control
Selects qualified supplies

Prepares and approves purchasing documents
Monitors and evaluates supplier performance
Receives purchased products
Performs first-stage receiving inspection
Applies or verifies product identification for purchased products
Brewing & Bottling
Packages products
Ships products to customers
Handles nonconforming products
Maintains and calibrates measuring and test equipment
Cleaner
Maintains production equipment

Maintains workspace and storage area
2. Internal communication
2.1 The senior management communicates to the business the quality policy and objectives;
any business requirements such as customer and legal; all specifications for products and
processes; instructions on how to implement and use the quality system; information and
data regardingcustomer needs and expectations, customer satisfaction.
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Quality Manual
Section 5.5
Section Rev: 0
Rev. Date: N/a
Section Page: 3

2.2 The business communicates to senior management on the quality performance,
theeffectiveness of the quality system, and opportunities for improvement and any other
suggestions for business improvements.
2.3 The information is communicated through but not limited to manuals, procedures,
instructions,quality records, reports, training and meetings.
2.4 Management review meetings have a crucial role in ensuring communication between
Senior Management and the rest of the business.
2.5QA is responsible for ensuring that alldocuments, reports and records are distributed to
appropriate departments and theeffectiveness of the quality system are reported to the
Senior Management.
Matthew
Calvin
Managing
Director
Gavin Neun
Vice Managing Director
Mike Paul
James
Keb
Snr Mgr
Jr Mgr
Jake
Finnegan
QA/Training
Patrick
Murphy
Bottling
Mags
Smith
Cleaning
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Jay Kyle
Stock Control
John Kay
Brewer
Quality Manual
Section 5.6
Section Rev: 0
Rev. Date: N/a
Section Page: 1
Management Review
General Policy
Senior management conducts reviews of the quality system. The review evaluates
theeffectiveness of the system, identifies opportunities for improvement, and they will review
the need for changes to the quality policy and quality objectives.
Procedural Policies
1. General
1.1 The purpose of management reviews is to:
Evaluate the use of the quality system.
Consider changes to the quality system, quality policy andquality objectives
Review possible opportunities for making improvements to the quality system,its
processes and our products.
1.2 Management reviews are chaired by the Vice President/Senior Manager and
areattended by all of the senior management team
1.3 Management reviews are conducted at least once a year but are not limited to this
timeframe and can be on a more frequent period based on business needs.
2. Review input
2.1 Input into the management reviews consists of information and data related to
qualityperformance of the business. :
Results of audits, customer feedback and complaints,
Process performance and product conformance data,
Status of preventive and corrective actions,
Business changes or other changes that could affect the quality system,
Follow-up actions from earlier management reviews, and
Recommendations for improvement.
3. Review output
3.1 Management reviews are concluded with actions related to improvement of thequality
system, of processes and products to bettermeet customer requirements.
3.2 Results of management reviews are documented in minutes of the review meeting.
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Quality Manual
Resource Management
Section 6.1
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Rev. Date: N/a
Section Page: 1
Provision of Resources
General Policy
Senior management is committed to provide enough resources for theimplementation and
improvement of the quality system, and for looking after our customersatisfaction needs.
Procedural Policies
1. General
1.1 Resources required for implementation and improvement of the quality system, andfor
looking after customer satisfaction, may include employees, supplies and suppliers,
information,equipment, work area, and any other required resources, i.e. finance.
2. Determination of resource requirements
2.1 Quality Assurance is responsible for determining resourcerequirements for the
implementation and improvement of the system.
2.2 Senior Management is responsible for determining resource requirements forlooking
after customer needs and satisfaction. This is based on input from the business aspects of
customersatisfaction.
3. Provision of resources
3.1 Senior management has the responsibility and authority for provision ofresources.
3.2 Allocation of resources is to be documented in the following ways but not limited
tooperationalprocedures, minutes of meetings, memoranda, or any other form. In extreme
circumstance approvals ofresource allocations may be also communicated verbally.
3.3 Management review of the quality system is the principal forum for allocation ofresources
for the operation and improvement of the system. All actions initiated bythe review are
supported by allocation of specific resources necessary for theirimplementation.
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Quality Manual
Resource Management
Section 6.2
Section Rev: 0
Rev. Date: N/a
Section Page: 1

General Policy
Golden Dub identifies personnel training needs, provides required training, andevaluates the
effectiveness of the training provided. Personnel assigned to perform specifictasks,
operations, and processes are qualified on the basis of appropriate education,experience, or
training. Employees are made aware of the relevance and importance of theiractivities and
how they contribute to the achievement of quality objectives. Records ofpersonnel
qualifications and training are maintained.
Procedural Policies
1. Identification of training needs and awareness programs
1.1 Senior Management in the form of Human Resources and Training is responsible for
identifying training needs andawareness. The includes but not limited to general
orientation,rules and regulations, quality system and health and safety
1.2 QA is responsible for identifying competency requirements andtraining needs. Training is
primarily focused on increasing the level of skillsin operating equipment and processes.
1.3 In addition, training needs are often identified in response to corrective or preventive
actions.
2. Awareness and training programs
2.1 Golden Dub provides, or supports, the following training:
Orientation and quality system awareness training - Provided to all employees.
Health and Safety training Instructs in safe working practices, use of personal
protective equipment - Provided to all.
Use of company systems, company network drive Employee (F:). -Provided to all.
External training External seminars, conferences, and courses. Provided to
individual employees on as-needed basis.
Self-study - all employees are encouraged to broaden their knowledge through
various mediums such as reading, internet and videos.
Skill training in production, and quality control different sections require training in
specific skills. This can also include on the job (hands on) training.
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Quality Manual
Resource Management
Section 6.2
Section Rev: 0
Rev. Date: N/a
Section Page: 2

3. Effectiveness of training
3.1 Effectiveness of training is evaluated using the following approaches:
Performance evaluation of all trained employees;
Review of performance in areas relevant to particular skilled training.
Management review of the training program from but not limited to customer
satisfaction data, complaints, system failures and product/process non conformities.
4. Training records
4.1 Training records are established for all types of training. Senior management in the form
of Human Resources maintains qualification records on hiring of staff, and also has copies of
particular skilled training.
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Quality Manual
Resource Management
Section 6.3
Section Rev: 0
Rev. Date: N/a
Section Page: 1
Infrastructure and Work Environment

General Policy
Golden Dub senior management ensure that suitable facilities and work environment are
provided as required to achieveproduct conformity. This includes planning, provision, and
maintenance of but not limited to employeefacilities, workspaces, equipment and softwares.
Procedural Policies
1. Facilities
1.1 Planning of new or modification to facilities is usuallyreview by senior management in
management reviews and may be approved toimprove productivity and/or quality, this may
also be approved or to improve the work environment for employees.
1.2 The Business is responsible for identifying the need and requirements fornew, and/or
modification of existing facilities in their work areas.Requests for significant changes and/or
expansions of facilities are submitted to the senior management Team for review and
approval.
1.3 QA may at times review the proposed facilities or changes toensure that they enhance
the achievement of product conformity and quality.
2. Supporting services and maintenance of facilities
2.1 Maintenance of facilities is performed mainly by the cleaner but also each employee has
a duty of care to look after their work area. This is overseen by the Snr and Jnr managers.
This includes but not limited to review of lighting systems, production and process support
systems and cleaning. Not all maintenance can be completed in house and most repairs to
buildings, facilities, systems and grounds thatare beyond their scope, this would contracted
as needed.
3. Work environment
3.1 Senior management working as Human Resources and general managers are
responsible for ensuring suitableworking environment for personnel. This is to include both
humane and physicalfactors.
3.2 QA are responsible for identifying those operationswhere environmental conditions could
impact quality performance ofpersonnel/products and could result in product
nonconformities.
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Quality Manual
Product Realisation
Section 7.1
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Rev. Date: N/a
Section Page: 1
Planning of Product Realisation

General Policy
Planning of product realization processes includes determination of quality objectives
forproducts; development of required processes and process documentation; and
establishmentof product verification and validation programs. The plan also defines
requirements forrecords necessary to demonstrate process and product conformity.
Procedural Policies
1. Product quality objectives
1.1 Golden Dubs quality objectives for products are defined in but not limited to
specifications documents, internal and external standards, product samples and
workmanshipstandards, and applicable legal and regulatory requirements.
1.2 Quality Assurance is responsible for identifying product quality objectives
andrequirements. This may be integrated with the process of determining customer and
product requirements.
2. Product realisation planning
2.1 Product realisation planning includes but not limited to:
Definition and evaluation of operations and processes,
Development of processes,
Identification of processes and consideration of risks and consequences,
Creation and implementation of process control measures
Creation of work instructions and training for employee processes
Records required to demonstrate process conformity.
2.2 Product realisation plans are createdby Senior Management and QA. These plans are
created by but not limited to flowcharts, brainstorming, work orders, controlplans, work
instructions, processes validation and various other reports.
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Product Realisation
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Planning of Product Realisation

3. Product verification and validation planning
3.1 Product verification and validation plans determine the inspection and testingprogram for
a product. This includes:
Identification of inspection and testing points,
Inspection and testing scope, frequency, and method,
Acceptance criteria
Requirements for records necessary to show product conformity.
3.2 Both Senior Management and QA are responsible for the development of productplans.
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Product Realisation
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General Policy
Product requirements are determined to include customer requirements and legal,
regulatory. All orders are reviewed to ensure that product and order requirements are
defined and can be met. If a verbal order is to be acceptable it must be confirmed before
acceptance. Order reviews are recorded. Where appropriate, procedures and instructions for
these activities are created and then put into action.
Procedural Policies
1. Customer and Product Requirements
1.1 Standard versus custom products
1.1.1 In determining and reviewing customer and product requirements, Golden Dub sets
guidelines between orders for standard products and custom products.
1.1.2 Standard products are manufactured from businesss own specifications and sold from
stock without any modification or changes made, no customisation. Customised products are
designed and/or created to meet the needs of a customers unique requirements.
1.2 Standard product requirements
1.2.1 Requirements for product characteristics, packaging, and support are determined and
reviewed by senior management in developing the product.
1.2.2 Other requirements may be product availability, delivery requirements, special
packaging or handling requirements.
1.3 Custom product requirements
1.3.1 For custom products, product requirements are determined and reviewed by stock and
Senior Management to determine the nature and complexity of the order, and whether a
similar order have been recently processed.
1.3.2 Custom product requirements are determined and reviewed with the customer to
ensure job specification and the companys capacity and capability to meet all applicable
requirements.
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1.4 Incomplete or conflicting requirements
1.4.1 Incomplete or conflicting requirements must be resolved with the customer before any
acceptance of all orders.
1.5 Verbal orders
1.5.1 Verbal orders are confirmed before acceptance. This is completed by, but not limited to
email and sms or where applicable fax.
1.6 Amendments
1.6.1 Change orders are received and reviewed. All areas affected by change to customer
requirements will receive a communication.
1.7 Record
1.7.1 Reviews of product requirements are recorded. This is generally, but not limited to a
tick sheet with product requirements for a standard order and the order confirmation
2. CUSTOMER COMMUNICATION
2.1 Product Information
2.1.1 Senior management is responsible for developing the content/layout for businesss
brochures, internet site and other forms of promotional/product information.
2.1.2 Master copies of documents containing product information are controlled. They are
reviewed and approved before release. Any obsolete materials are withdrawn for safety.
2.1.3 Only authorised personnel from the business are authorised to communicate with
customers regarding product information, personnel are determined by senior management.
2.2 Inquiries and order handling
2.2.1 Stock and Senior Management are responsible for receiving customer inquiries and
orders.Handling of order amendments is controlled. Amendments are reviewed to verify that
requirements can be met, with conformation sent to customer via sms, email or fax.
2.3 Customer feedback and complaints
2.3.1 All of the business is responsible for receiving customer feedback and complaints. All
received customer communication is recorded. This feedback and complaints are arranged
into categories to allow for tracking of trends. QA will review how to respond to the customer
and what corrective or preventive actions should be implemented internally if required to do
so.
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Design Control
General Policy
The design process is planned. Design input is formally documented and reviewed. The
design is verified and,when applicable, is validated with prototype testing or by other means.
The design output isdocumented and checked before it is released for production. Design
changes are controlled.
Procedural Policies
1. General
1.1 Golden Dub designs its own standard products as well as customised products and
modifications. Engineering is responsible for design.
2. Design planning
2.1 Senior management is responsible for the planning of designprojects.
3. Stock inputs
3.1 Stock inputs are defined and documented and will be reviewed and approved before
their release into production.
4. Product outputs
4.1 Outputs are documented in two ways. Primary - consists of documentsdefining the
designed product. Secondary - supports the design withcalculations, analysis. Design output
documents are checked and approved beforethey are released for production.
5. Product reviews, verification and validation
5.1 All products are verified by recording product reviews and testing. Samples are created
and put through a testing process.
6. Product changes
6.1 Product changes are initiated by review from senior management.
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Purchasing
General Policy
Golden Dub evaluates its suppliers and purchases only from those that can satisfyquality
requirements. Quality performance of suppliers is key to our success and is monitored and
evaluated on a regular period. Full documentation of products and suppliers is kept to
ensure clarity. Purchasedproducts are verified before they are used in production.
Procedural Policies
1. Supplier evaluation
1.1 Any vendor that has not been issued an approved vendor status will be classified as a
new vendor. New vendor will require additional/special attention on receiving of the product
to ensure quality standards are met.
1.2 New vendors products are required to comply with a 2nd stage inspection before they
will be placed on the Approved Vendor List, only after inspection has beencompleted and a
satisfactory result is reported.All approved vendors will comply with a general 1 stage
inspection.
2. Supplier quality performance monitoring
2.1 Quality performance of suppliers is monitored. Suppliers showing
inadequateperformance may be asked to implement corrective actions and could also face a
reduction in the stock supplied to the business. Records of suppler monitoring and
evaluations aremaintained.
3. Approved supplier list
3.1 Purchasing maintains an approved supplier list. Orders may only be placed withvendors
that are on the list.
4. Purchasing information
4.1 Documents will showclearly and completely describe ordered products, including but not
limited to identification, requirements and senior management reviews.
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Purchasing
5. Verification of purchased product
5.1 Purchased products are inspected by QA. This will include but not limited to the
following:
Product identity and quantity
Visual inspection
Certificates
Quality record
5.2 Quality inspection or testing may not be necessary in specific circumstances when
products are supplied withrecords or certificates demonstrating conformity; or when the
supplier is qualifiedbased on their quality system certification or supplier audits, and a
satisfactory qualityperformance history.
5.3 When verification of purchased product is to be performed at suppliers
premises,purchasing documents specify the intended verification arrangements and method
ofproduct release.
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Operations
General Policy
Product and process information and appropriate work instructions are established and
arecommunicated to personnel. Operations and production processes are monitored.
Methods forproduct release and delivery are defined.Traceability of materials and processes
is recorded and maintained. Inspection andtest status of product is identified to ensure that
only a product(s) that has passed the requiredinspections are used in production or
dispatched.
Procedural Policies
1.1 Product and process specifications
1.1.1 Product characteristics are communicated to production in theform of but not limited to
specifications, instructions, work orders, and templates.
1.1.2 Product and process information required by process operators is
communicatedthrough the work order or is included in work instructions.
1.2 Work instructions
1.2.1 Work instructions may be in the form of but not limited to manuals,procedures and
posted signs. They instruct on how to carry out aprocess or perform an operation or task.
The need for work instructions is evaluatedon the basis of criticality, importance and
complexity of the process.
1.3 Equipment maintenance
1.3.1 Key process equipment, machines are regularly maintained to ensure productivity and
effectiveness.
1.4 Measuring and monitoring equipment
1.4.1 Measuring and monitoring equipment are determined by QA.
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Operations
1.5 Process monitoring and control
1.5.1 Processes are monitored and controlled through various ways including but not limited
to activities andtechniques. The aim of the design is to control the following:
Information, material input into the process
Technology, tools and equipment
Process output.
1.6 Product release and delivery
1.6.1 Products are released for delivery after all specified activities have beensatisfactorily
completed and conformity of the product has been verified.
2. VALIDATION OF PROCESSES
2.1If a process cannot be verified by measurement or monitoring it will be designated a
special process. QA are responsible for identifying, confirming anddocumenting special
processes.
2.2 Special processes are validated and controlled by but not limited to testing of product
samples, equipment and personnel qualification, andwork instructions and process
procedures.
2.3Senior Management and QA are responsible for selecting and implementingappropriate
process validation and control measures for each special process.
2.5 Special process records are established and maintained as appropriate.
3. IDENTIFICATION AND TRACEABILITY
3.1 Product identification
3.1.1 Purchased products are identified with unique ID numbers, codes, or names.
3.1.2 During production, products are identified by work orders andother documents.
3.1.3 Final products are identified by their name and are labelled ormarked with the business
Logo and branding.
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Operations
3.2 Traceability
3.2.1 Where required traceabilityis implemented to the extent needed. Traceability may be
implemented forboth external and internal reasons.
3.2.2 Traceability may apply to but not limited to materials, components, stock,
productionprocesses and testing. All traceability is documented.
3.3 Inspection status identification
3.3.1 Following inspection or testing products are identified to indicate whether theyhave
passed or failed the inspection. This is to prevent nonconforming product.
3.3.2 QA and authorised personnel can carry out inspectionsand testing. QA are responsible
for identifying product inspection status.
3.3.3 Products that pass the final inspection are placed in the final area and are designated
with a fit for sale tag.
3.3.4 Products that fail inspections or testing are identified as faulty and will be quarantined
and a tag assigned confirming the same.
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Monitoring and Measuring Equipment

General Policy
Appropriate measuring and monitoring instruments are maintained and selected to ensure
that measurement capability is consistent with the measurement requirements.
Procedural Policies
1. Controlled and uncontrolled equipment
1.1 The scope of the calibration control system extends to the measuring and test
equipment, comparative reference hardware (such as gauges and templates), and test
software used for:
Setup and monitoring of production processes;
Monitoring of environmental conditions;
Verification of product conformity; and
Operations where defined accuracy of a measurement is required to assure product
conformity.
1.2 Equipment used for other purposes may be exempted from calibration, if labelled
correctly to advise not calibrated but must not be in inspection area.
2. Measurement identification and selection of equipment
2.1 Identification of measurements to be are documented in in product specifications.
2.2 Gauges, instruments, and other measuring and monitoring equipment are selected
ontheir capability to meet quality requirements.QAare responsible for selecting equipment.
3. Equipment calibration and maintenance
3.1 Senior management and Brewing are responsible for calibrating and maintaining
measuring andmonitoring equipment.
3.2 Measuring equipment is calibrated using written instructions
3.3 Calibration is recorded in a calibration certificate and the calibrated equipment islabelled
with a tag of calibration.
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Measurement, Analysis and Improvement

Section 8.1
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Planning of Monitoring and Measurement

General Policy
Measurement and monitoring activities are planned and defined to ensure product
conformity and achieve improvement. Measured data is then analysed where applicable.
Procedural Policies
1. Planning
1.1 Measurement and monitoring activities to assure and verify product conformity
aredefined in specifications, work orders, procedures, and process control procedures.
1.2 Internal audits monitor the effectiveness of the quality system. This can also be aided
bymeasuring quality performance and customer satisfaction. These results are then reported
to the senior management and are used to identify opportunities forimprovement.
2. Statistical techniques
2.1 Statistical techniques may be applied to:
Testing and validation of product design
Set up of process equipment
Testing and validation of processes
Control of process stability and performance
Evaluation of measurement system
Analysis of quality performance
2.2 QA and senior management are responsible for identifying the need for using
statisticaltechniques in the business. QA will complete documentation on techniques.
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General Policy
Customer satisfaction is the principal objective of the quality system.Customer satisfaction is
measured in various ways including direct customer feedback. Customer satisfaction data
isused by the senior management to identify opportunities and priorities for
improvement.Auditsare scheduled on the basis of this data if required.
Identifiednonconforming conditions are brought to the attention of the senior management
andcorrective actions are implemented in response to audit findings.
Procedural Policies
1. CUSTOMER SATISFACTION
1.1 General
1.1.1 Senior management is responsible for developing suitable levels of
customersatisfaction and on methods best suited for capturing this information.
1.1.2 Information is collected from many sources which include but are not limited to:
Feedback and surveys from customers.
Awards and recognitions,
Product returns percentage and reason.
Repeat customer percentage/rate
1.2 Customer feedback and surveys
1.2.1 Customer complaints along with any expressions of satisfaction and other customer
feedback are collected by all of the business.These a presented and discussed at
management review meetings.
1.2.2 Senior management conducts quarterly customer satisfaction surveys. Survey results
aregathered together and analysed and compared to the market. Conclusions are presented
and discussedat management review meetings.
1.3 Awards and recognitions
1.3.1 Golden Dub presents its products at but not limited to conferences, competitions and
fairs. This can be used to encourage customers to rate our products. This allows the
business to engage in awards and to attempt to achieve high recognition which are very
important to our business.
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1.4 Product returns
1.4.1 Information about the rate of product returns is extracted fromquality records. Results
and trends are reported and analysed at management reviewmeetings
1.5 Repeat customers
1.5.1 Business orders are periodically analysed to identify repeat customers and track
theirordering frequencies and patterns. This information is then presented and discussed at
management reviews.
2. INTERNAL AUDIT
2.1 Planning and scheduling
2.1.1 Senior management and QA establishes an internal audit plan and schedule. Every
aspect of the business is audited at least once a year. Every activity and area is audited
atleast once a year.
2.2 Audit team and preparation for audit
2.2.1 Only personnel independent of the audited area are assigned to conduct
internalaudits. Authorised personnel are selected by senior management and QA.
2.2.2 Authorised personnel will then prepare for the audit. Preparation is completed by
reviewing standards, procedures and analysing quality records. Once this has been
completed questionnaires and or checklists are then created.
2.3 Conducting the audit
2.3.1 Authorised personnel will seek evidence indicating whether the auditedarea comply
with the requirements of the documented quality system and ISO9001:2008, and whether
the quality system is effective. The evidence is collected byobserving activities, interviewing
personnel, and examining records.
2.3.2 Nonconforming conditions are documented and recorded.
2.4 Corrective action and follow up
2.4.1 When nonconforming conditions are identified, thepersonnel who is responsible for
thenon-conformity will be reviewed and corrective action may be completed.
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2.5 Reporting
2.5.1 Once the all of the audit has been completed, all nonconformity reports are compiled
and analysed. These reports will then be presented at the management reviewmeeting.
3. Monitoring of Quality System Process
3.1 Process monitoring
3.1.1 Quality system processes are monitored by but not limited to:
Conducting internal audits of the quality system
Monitoring trends in corrective and preventive action requests
Analysing product conformity and other quality performance data and trends
Measuring and monitoring customer satisfaction
3.2 Response Actions
3.2.1 When a quality system process does not conform to requirements, QA may request the
manager responsible for the process to implement acorrective action
4. MONITORING AND MEASUREMENT OF PRODUCT
4.1 Product verification
4.1.1 Inspection and testing program for a product is defined in various types of documents.
4.1.2 Verification of purchased product: All purchased products are subjected to a
visualinspection by receiving.
4.1.3 Final inspection: Finished products are subjected to the final QA inspection. Only
products that pass thefinal inspection can be shipped.
4.2 Inspection, test and monitoring records
4.2.1 Results of inspections and tests are recorded. Rules for establishing records forspecific
types of inspections are defined.
4.3 Product release
4.3.1 Products are released for delivery only after all specified activities have
beensatisfactorily completed and conformity of the product has been verified.
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Section 8.3
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General Policy
Nonconforming product is identified, documented, evaluated, and prevented from being
usedor shipped. Appropriate actions are takenwhen product nonconformity is identified after
delivery. When appropriate, corrective andpreventive actions are implemented.
Procedural Policies
1. Identification and documentation
1.1 Golden Dub identifies and documents all product nonconformities.
1.2 Nonconforming products are documented using a nonconformity report.
1.3 To prevent nonconforming products from being used or shipped, the products aremarked
accordingly and quarantined.
2. Nonconformity review and disposition
2.1 Senior Management and QA may make the disposition decision for anonconforming
product when it is obvious that the product must be scrapped or accepted as-is
3. Product returns and recalls
4.1 When product nonconformity is detected by the customer after the customer is instructed
to return the product.
4.2 When product nonconformity is detected internally after delivery or use has
started,customers are informed and instructed what to do with the product. In situations
whenthe nonconformity may create a safety or other hazard, the product may be
recalled.Only the Managing director/vice managing directorof the company is authorised to
make recalldecisions.
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General Policy
Golden Dub collects complies and analyses information and data required forevaluating the
effectiveness of the quality system for identifyingopportunities for continual improvement.
Procedural Policies
1. General
1.1 Data and information recorded in quality records are compiled and analysedto determine
performance and effectiveness of the qualitysystem and to seek opportunities for
improvement.
1.2 QA is responsible for coordinating these activities, and for reportingconclusions to senior
management normally through the management meeting.
2. Scope
2.1 Characteristics of processes and products:
Process performance variation recorded in process control
Unforeseen equipment downtime - recorded in maintenance log
2.2 Conformance to customer requirements:
Scrap or As-Is recorded in nonconformity reports.
Delivery Performance recorded in delivery reports
2.3 Suppliers
Quality performance recorded in subcontractor quality performance
2.4 Customer satisfaction and dissatisfaction:
Customer satisfaction levels recorded in customer surveys
Customer complaints recorded in customer complaints
2.5 Quality System:
Effectiveness of training recorded in training evaluation.
Effectiveness of quality system recorded in internal audit
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Section 8.5
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Continual improvement
General Policy
Golden Dubstrives for continual improvement throughout the entire business. The
improvement effort is driven by goals defined in the quality policy andquality objectives.
Improvement opportunities are identified by analysing qualityperformance data and
information. Improvement projects are defined and implementedthrough the system of
corrective and preventive actions and management review actions.Corrective and
preventiveactions taken are recorded and are followed up to ensure that they have been
properlyimplemented and that they are effective.
Procedural Policies
1. CONTINUAL IMPROVEMENT
1.1 Opportunities for improvement
1.1.1 Opportunities for improvement are identified by comparing presentquality performance
to objectives defined in the quality policy and quality objectives.
1.1.2 Quality performance is determined by analysing information about
customersatisfaction, records of product and process nonconformity, results of internal
audits,and other data and information relevant to quality performance.
1.1.3 Quality performance is evaluated by management reviews of the quality system. When
a qualityobjective is reached, the management review may set a new objective in thisarea
and specify new improvement actions for reaching it.
1.1.4 In addition to management reviews, the whole business will seek to identify
improvementopportunities continually
1.2 Implementation of improvement projects
1.2.1 Improvement projects are usually implemented through management review,
corrective and preventive actions.
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Section 8.5
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Continual improvement
2. Corrective and Preventive Action
2.1 Preventive versus corrective action
2.1.1 Preventive actions are requested and implemented when quality capability and/or
effectiveness of the quality system risk nonconformity. Corrective actions are used when an
actual nonconformity isidentified.
2.2 Corrective actions

2.2.1 The need for corrective action is determined on the basis of identified
actualnonconformities.
2.3 Preventive actions
2.3.1 The need for preventive action is determined on the basis of information and
dataregarding capability and performance of processes, product nonconformity, customer
feedback, records, customer complaints, and qualitysystem audit findings.
2.4 Processing of corrective and preventive actions
2.4.1 Preventive and corrective actions are initiated, processed and followed up on. The
system documents the unsatisfactorycondition and the corrective or preventive action to be
taken, and is used to record theverification and closure of the action.
2.5 Continual improvement
2.5.1 Continual improvement actions are often defined as corrective and preventive actions.
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Golden Dub Quality Manual

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Quality Manual

Rev. Date: 30.10.14

Index and Revision Status

Index and Revision Status

SECTION 4 - QUALITY MANAGEMENT SYSTEM

Documentation and Records

SECTION 5 - MANAGEMENT RESPONSIBILITY

Quality System Planning

Organisation and Communication

Rev. Date: 30.10.14

Index and Revision Status

Competence, Awareness and Training

Infrastructure and Work Environment

SECTION 7 - PRODUCT REALIZATION

Planning of Product Realization

Monitoring and Measuring Equipment

SECTION 8 - MEASUREMENT, ANALYSIS AND IMPROVEMENT

Planning of Monitoring and Measurement

Monitoring and Measurement

Control of Nonconforming Product

Rev. Date: 30.10.14

_____________________ [Matthew Calvin]

Rev. Date: 30.10.14

Quality Management System

Rev. Date: 30.10.14

Quality Management System

Rev. Date: 30.10.14

Quality Management System

Rev. Date: n/a

Documentation and Records

Quality Management System

Rev. Date: n/a

Documentation and Records

Quality Management System

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Documentation and Records

4. Control of quality records

Rev. Date: N/a

Rev. Date: N/a

Rev. Date: N/a

Rev. Date: N/a

Rev. Date: N/a

We aim to give meticulous attention to every beer we brew to seek increased

Continued work to decrease Non-conformance from our product on by 5% year on

Ensure distribution, access and understanding of the quality management system to

Aim to reduce customer complaints by a minimum of 5% on a yearly review.

Reduce product returns by 7% on a yearly review with the aim to eradicate

Rev. Date: N/a

Quality System Planning

To achieve the quality policy;

2. Product realization and verification planning

Rev. Date: N/a

Organisation and Communication

Provides product information

Rev. Date: N/a

Organisation and Communication

Provides training for its personnel

Selects qualified supplies

Brewing & Bottling

Maintains production equipment

Rev. Date: N/a

Organisation and Communication