Project On Quality Implementation

Company:
Pakistan Spring & Engineering Company

Submitted To:
Prof. Ahmad Usman

Submitted By:
Muhammad Muzammal Ahmad Arshad Ali Umer Farooq Rana Sabir Semmester 281 282 291 293 6th

Hailey College of Commerce University of the Punjab Lahore.

Introduction
For more than 56 years, Pakistan Spring & Engineering Company is supplying its top quality products to a great number of Industrial enterprises to their entire satisfaction. In perennial progress, our company has gained a leading position in the manufacturing of springs, Sheet Metal parts and Machining parts. Our customers are from electronics, machine tools, agricultural and especially automobile industry. Operating from two plants of 28,575 sq.ft. and 162,000 sq.ft., The company has combined its longstanding expertise and updated technology to meet the dynamically changing requirements of our customers. By our progressive development, the manufacturing program has been extended always more. Our team of engineers and technical experts equipped with latest and up to date technology is working hard to convert concepts into reality.

History
1948 Formation of the Company by Haji Abdul Hakim by the name of Pakistan Spring Manufacturing Company.\ 1978

Agreement was made with Naya Daur Motors for the manufacturing of Suspension Spring for Jeeps. 1983 Introduction of Automatic Spring Coiling Machine, Imported from Japan for the manufacturing of Compression Springs. 1984 Signed contract with Atlas Honda Limited, makers of Honda Motorcycles in Pakistan. 1986 Acquired Land for expansion plan with an area of 13,500 sq. ft. 1987 Acquisition of Machines for the manufacturing of Sheet Metal Parts and Machining Parts. 1991 Shifted operations to new purpose built facility. 1993 Purchase of New Automatic Spring Coiling Machine for Wire Dia. Up to 14mm. 1998 Installation of Electroplating and nickel chrome plant. 1999 Further acquisition of land with an area of 6,075 sq. ft.

2000 Signed agreement with Honda Atlas Cars (Pakistan) Limited, makers of Honda Cars in Pakistan. 2002 Introduction of CNC Torsion Spring Making Machine and other automatic spring coiling machines. 2002 Further acquisition of Land with an area of 9,000 sq. ft. 2003 Introduction of CNC Spring coiling machine, CNC turning centre, CNC universal spring testing machine and CNC Machining centre 2003 Singed agreement with Millat Tractors Limited, makers of Massey Ferguson Tractors in Pakistan. 2004 Signed agreement with Suzuki Motorcycles Pakistan Limited, makers of Suzuki Motorcycles in Pakistan. 2005 Installation of complete CNC Spring making unit at new purpose built factory with an area of 162,000 sq. ft.

Companys ISO Certification

The Pakistan spring and Engineering Company is ISO 9001-2002 certified under observation of SGS.

Customers
Atlas Honda Limited Honda Atlas Cars (Pakistan) Limited K.S.B Pumps Company Limited Millat Tractors Limited Suzuki Motorcycles (Pakistan) Limited

Functions of quality department

The Pakistan spring & engineering company is performed the following functions in its quality department: Follow the quality standard The company is certified by ISO so that it is the main duty of the company to follow the ISO quality standards and procedures.

Testing Facilities

 CNC universal testing machines (2500 Kgf) CNC torsion spring testing machine (50 Kgf) Mitutoyo surface roughness tester Digital thickness tester Rockwell hardness tester Profile projector with digital read out Highly precise gauge blocks Highly precise pins set Chemical analysis for electroplating CNC universal testing M/C 50 Kg Universal testing M/C 1000 Kg Capacity Universal testing M/C every 250 Kg Capacity

Check quality on every process

The quality department inspect the quality on every process if found any defect in the product and make it to ensure the zero defect product.

Design Assistance PAKISTAN SPRING has been assisting customers with its spring design. Let us help you too. Whether it is compression or extension, torsion or beam, whatever the application we are ready to help.
Maintain the quality report sheet The quality department maintains the quality report sheet after each process. The quality control officer fix the report sheet on the machine. The quality control officer check the

quality of the products every day and write on the report sheet. The quality department manager examines the report sheet after the each month.

Services Pakistan spring & engineering co. is dedicated to service. Its just not making springs its just goes along with it. Checkout our products, our quality and our materials then add these additional premium services and you have a complete product. Customer requirements
The quality department maintains the quality according to the customers needs and expectations. Quality is the basic object of the customers.

Improvement
The quality department main function to improve the processes and techniques during the production process. It helps the development and design engineers to improve the quality of the products.

Introduction to ISO
What are standards ?

Standards are documented agreements containing technical specifications or other precise criteria to be used consistently as rules, guidelines, or definitions of characteristics, to ensure that materials, products, processes and services are fit for their purpose. For example, the format of the credit cards, phone cards, and "smart" cards that have become commonplace is derived from an ISO International Standard. Adhering to the standard, which defines such features as an optimal thickness (0,76 mm), means that the cards can be used worldwide. International Standards thus contribute to making life simpler, and to increasing the reliability and effectiveness of the goods and services we use.

What is ISO ?
The International Organization for Standardization (ISO) is a worldwide federation of national standards bodies from some 100 countries, one from each country. ISO is a non-governmental organization established in 1947. The mission of ISO is to promote the development of standardization and related activities in the world with a view to facilitating the international exchange of goods and services, and to developing cooperation in the spheres of intellectual, scientific, technological and economic activity. ISO's work results in international agreements which are published as International Standards.

How it all started

International standardization began in the electro technical field : the International Electro technical Commission (IEC) was created in 1906. Pioneering work in other fields was carried out by the International Federation of the National Standardizing Associations (ISA), which was set up in 1926. The emphasis within ISA was laid heavily on mechanical engineering.

ISA's activities ceased in 1942, owing to the Second World War. Following a meeting in London in 1946, delegates from 25 countries decided to create a new international organization "the object of which would be to facilitate the international coordination and unification of industrial standards". The new organization, ISO, began to function officially on 23 February 1947. The first ISO standard was published in 1951 with the title, " Standard reference temperature for industrial length measurement ".

Why is international standardization needed?

The existence of non-harmonized standards for similar technologies in different countries or regions can contribute to so-called "technical barriers to trade". Export-minded industries have long sensed the need to agree on world standards to help rationalize the international trading process. This was the origin of the establishment of ISO. International standardization is now well-established for very many technologies in such diverse fields as information processing and communications, textiles, packaging, distribution of goods, energy production and utilization, shipbuilding, banking and financial services. It will continue to grow in importance for all sectors of industrial activity for the foreseeable future. The main reasons are:

Worldwide progress in trade liberalization

Today's free-market economies increasingly encourage diverse sources of supply and provide opportunities for expanding markets. On the technology side, fair competition needs to be based on identifiable, clearly defined common references that are recognized from one country to the next, and from one region to the other. An industry-wide standard, internationally recognized, developed by consensus among trading partners, serves as the language of trade.

Interpenetration of sectors

No industry in today's world can truly claim to be completely independent of components, products, rules of application, etc., that have been developed in other sectors. Bolts are used in aviation and for agricultural machinery; welding plays a role in mechanical and nuclear engineering. and electronic data processing has penetrated all industries. Environmentally friendly products and processes, and recyclable or biodegradable packaging are pervasive concerns.

Worldwide communications systems

The computer industry offers a good example of technology that needs quickly and progressively to be standardized at a global level. ISO's OSI (Open Systems Interconnection) is the best-known series of International Standards in this area. Full compatibility among open systems fosters healthy competition among producers, and offers real options to users since it is a powerful catalyst for innovation, improved productivity and cost-cutting.

Global standards needs for emerging technologies

Standardization programs in completely new fields are now being developed. Such fields include advanced materials, the environment, life sciences, urbanization and construction. In the very early stages of new technology development, applications can be imagined but functional prototypes do not exist. Here, the need for standardization is in defining terminology and accumulating databases of quantitative information.

Developing countries
Development agencies are increasingly recognizing that a standardization infrastructure is a basic condition for the success of economic policies aimed at achieving sustainable development. Creating such an infrastructure in developing countries is essential for improving productivity, market competitiveness, and export capability.

Who makes up ISO ?

A member body of ISO is the national body "most representative of standardization in its country". It follows that only one such body for each country is accepted for membership. The member bodies have four principal tasks:

informing potentially interested parties in their country of relevant international standardization opportunities and initiatives, organizing so that a concerted view of the country's interests is presented during international negotiations leading to standards agreements, ensuring that a secretariat is provided for those ISO technical committees and subcommittees in which the country has an interest, providing their country's share of financial support for the central operations of ISO, through payment of membership dues.

A correspondent member is usually an organization in a country which does not yet have a fully developed national standards activity. Correspondent members do not take an active part in the technical work, but are entitled to be kept fully informed about the work of interest to them. ISO has also established a third category, subscriber membership, for countries with very small economies. These subscribers pay reduced membership fees that nevertheless allow them to maintain contact with international standardization.

Who does the work?

The technical work of ISO is highly decentralized, carried out in a hierarchy of some 2 700 technical committees, subcommittees and working groups. In these committees, qualified representatives of industry, research institutes, government authorities, consumer bodies, and international organizations from all over the world come together as equal partners in the resolution of global standardization problems. The major responsibility for administrating a standards committee is accepted by one of the national standards bodies that make up the ISO membership - AFNOR, ANSI, BSI,

CSBTS, DIN, SIS, etc. The member body holding the secretariat of a standards committee normally appoints one or two persons to do the technical and administrative work. A committee chairman assists committee members in reaching consensus. Generally, a consensus will mean that a particular solution to the problem at hand is the best possible one for international application at that time. The Central Secretariat in Geneva acts to ensure the flow of documentation in all directions, to clarify technical points with secretariats and chairmen, and to ensure that the agreements approved by the technical committees are edited, printed, submitted as draft International Standards to ISO member bodies for voting, and published. Meetings of technical committees and subcommittees are convened by the Central Secretariat, which coordinates all such meetings with the committee secretariats before setting the date and place. Although the greater part of the ISO technical work is done by correspondence, there are, on average, a dozen ISO meetings taking place somewhere in the world every working day of the year. Each member body interested in a subject has the right to be represented on a committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electro technical Commission (IEC) on all matters of electrotechnical standardization. The publication ISO Memento provides information on the scope of responsibility, organizational structure and secretariats for each ISO technical committee. Detailed rules of procedure for the technical work are given in the ISO/IEC Directives. A list of the 500 international organizations in liaison with ISO's technical committees and subcommittees is given in the publication ISO Liaisons.

How are ISO standards developed?

ISO standards are developed according to the following principles:

Consensus The views of all interests are taken into account: manufacturers, vendors and

users,

consumer

groups,

testing

laboratories,

governments,

engineering

professions and research organizations. Industry-wide Global solutions to satisfy industries and customers worldwide.

Voluntary International standardization is market-driven and therefore based on voluntary involvement of all interests in the market-place.

There are three main phases in the ISO standards development process. The need for a standard is usually expressed by an industry sector, which communicates this need to a national member body. The latter proposes the new work item to ISO as a whole. Once the need for an International Standard has been recognized and formally agreed, the first phase involves definition of the technical scope of the future standard. This phase is usually carried out in working groups which comprise technical experts from countries interested in the subject matter. Once agreement has been reached on which technical aspects are to be covered in the standard, a second phase is entered during which countries negotiate the detailed specifications within the standard. This is the consensus-building phase. The final phase comprises the formal approval of the resulting draft International Standard (the acceptance criteria stipulate approval by two-thirds of the ISO members that have participated actively in the standards development process, and approval by 75 % of all members that vote), following which the agreed text is published as an ISO International Standard. Most standards require periodic revision. Several factors combine to render a standard out of date: technological evolution, new methods and materials, new quality and safety requirements. To take account of these factors, ISO has established the general rule that all ISO standards should be reviewed at intervals of not more than five years. On occasion, it is necessary to revise a standard earlier.

To accelerate the standards process (handling of proposals, drafts, comment reviews, voting, publishing, etc.) ISO makes use of information technology and programmed management methods. To date, ISO's work has resulted in 9 300 International Standards, representing some 170 700 pages in English and French (terminology is often provided in other languages as well).

THE HISTORY OF THE INTERNATIONAL STANDARDS ORGANISATION

DURING WWII, there were quality problems in many British high-tech industries such as munitions, where bombs were going off in factories. The adopted solution was to require factories to document their manufacturing procedures and to prove by recordkeeping that the procedures were being followed. The name of the standard was BS 5750, and it was known as a management standard because it did not specify what to manufacture, but how to manage the manufacturing process. According to Seddon , "In 1987, the British Government persuaded the International Organization for Standardisation to adopt BS 5750 as an international standard. ISO 9000:1987 was also influenced by existing U .S. and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of management which was likely the actual intent. Since then there have been 2 versions to replace the 1987 version, one in 1994, and the 2000 version. ISO 9000:1994 emphasized quality assurance via preventative actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the downside was that companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some companies, adapting and improving processes could actually be impeded by the quality system. ISO 9001:2000 combines the three standards 9001, 9002, and 9003 into one, now called 9001. Design and development procedures are required only if a company does in fact

engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center . ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product.) The 2000 version also demands involvement by upper executives, in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal is to improve effectiveness via process performance metrics numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction we explicit. ISO 9001:2008 standard was released in February 2008. As with the release of previous versions, organizations registered to ISO 9001 will be given a substantial period to transition to the new version of the standard. The applying organization is assessed based on an extensive sample of its sites, functions, products, services and processes; a list of problems ("action requests" or "noncompliances ") is made known to the management. If there are no major Problems on this list, the certification body will issue an ISO 9001 certificate for each geographical site it has visited, once it receives a satisfactory improvement plan from the management showing how any problems will be resolved. An ISO certificate is not a once-and-for-all award, but must be renewed at regular intervals. In contrast to the Capability Maturity Model there are no grades of competence within ISO 9001.

Implementing ISO 9000 Quality Management System

The 14 essential steps, briefly described below, are to be followed through in order to implement ISO 9000 quality management system successfully.

Step 1: Top Management Commitment

The top management (managing director or chief executive) should demonstrate a commitment and a determination to implement an ISO 9000 quality management system in the organization. Without top management commitment, no quality initiative can succeed. Top management must be convinced that registration and certification will

enable the organization to demonstrate to its customers a visible commitment to quality. It should realize that a quality management system would improve overall business efficiency by elimination of wasteful duplication in management system. The top management should provide evidence of its commitment to the development and implementation of the quality management system and continually improve its effectiveness by: Communicating to the organization the importance of meeting customer as well as statutory and regulatory requirements, Defining the organization's quality policy and make this known to every employee, Ensuring that quality objectives are established at all levels and functions, Ensuring the availability of resources required for the development and implementation of the quality management system, Appointing a management representative to coordinate quality management system activities, and Conducting management review.

Step 2. Establish Implementation Team

ISO 9000 is implemented by people. The first phase of implementation calls for the commitment of top management - the CEO and perhaps a handful of other key people. The next step is to establish implementation team and appoint a Management Representative (MR) as its coordinator to plan and oversee implementation. Its members should include representatives of all functions of the organization - Marketing, Design and development, Planning, Production, Quality control, etc. In the context of the standard, the MR is the person within the Organization who acts as interface between organization management and the ISO 9000 registrar. His role is, in fact, much broader than that. The MR should also act as the organizations "quality management system champion," and must be a person with: Total backing from the CEO, Genuine and passionate commitment to quality in general and the ISO 9000 quality management system in particular,

 The dignity - resulting from rank, seniority, or both - to influence managers and others of all levels and functions, Detailed knowledge of quality methods in general and ISO 9000 in particular. The members of the implementation team should also be trained on ISO 9000 quality management systems by a professional training organization.

Step 3. Start ISO 9000 Awareness Programs

ISO 9000 awareness programs should be conducted to communicate to the employees the aim of the ISO 9000 quality management system; the advantage it offers to employees, customers and the organization; how it will work; and their roles and responsibilities within the system. Suppliers of materials and components should also participate in these programs. The awareness program should emphasize the benefits that the organization expects to realize through its ISO 9000 quality management system. The program should also stress the higher levels of participation and self-direction that the quality management system renders to employees. Such a focus will go far to enlist employee support and commitment. The programs could be run either by the implementation team or by experts hired to talk to different levels of employees.

Step 4. Provide Training

Since the ISO 9000 quality management system affects all the areas and all personnel in the organization, training programs should be structured for different categories of employees - senior managers, middle-level managers, supervisors and workers. The ISO 9000 implementation plan should make provision for this training. The training should cover the basic concepts of quality management systems and the standard and their overall impact on the strategic goals of the organization, the changed processes, and the likely work culture implications of the system. In addition, initial training may also be necessary on writing quality manuals, procedures and work instruction; auditing principles; techniques of laboratory management; calibration; testing procedures, etc. When in-house capacity to carry out such training is not available, it may be necessary to

participate in external training courses run by professional training organizations. Alternatively, an external training institution could be invited to conduct in-house training courses.

Step 5. Conduct Initial Status Survey

ISO 9000 does not require duplication of effort or redundant system. The goal of ISO 9000 is to create a quality management system that conforms to the standard. This does not preclude incorporating, adapting, and adding onto quality programs already in place. So the next step in the implementation process is to compare the organizations existing quality management system, if there is one -- with the requirements of the standard (ISO 9001:2000).

Step 6. Create a Documented Implementation Plan

Once the organization has obtained a clear picture of how its quality management system compares with the ISO 9001:2000 standard, all non-conformances must be addressed with a documented implementation plan. Usually, the plan calls for identifying and describing processes to make the organizations quality management system fully in compliance with the standard. The implementation plan should be thorough and specific, detailing: Quality documentation to be developed Objective of the system Pertinent ISO 9001:2000 section Person or team responsible Approval required Training required Resources required Estimated completion date

Step 7. Develop Quality Management System Documentation

Documentation is the most common area of non-conformance among organizations wishing to implement ISO 9000 quality management systems. As one company pointed out: "When we started our implementation, we found that documentation was inadequate. Even absent, in some areas. Take calibration. Obviously it's necessary, and obviously we do it, but it wasn't being documented. Another area was inspection and testing. We inspect and test practically every item that leaves here, but our documentation was inadequate". Documentation of the quality management system should include: Documented statements of a quality policy and quality objectives, A quality manual, Documented procedures and records required by the standard ISO 9001:2000, and Documents needed by the organization to ensure the effective planning, operation and control of its processes. Quality documentation is generally prepared in the three levels indicated in the box that follows. Use ISO 10013:1995 for guidance in quality documentation.

Step 8: Document Control

Once the necessary quality management system documentation has been generated, a documented system must be created to control it. Control is simply a means of managing the creation, approval, distribution, revision, storage, and disposal of the various types of documentation. Document control systems should be as simple and as easy to operate as possible -- sufficient to meet ISO 9001:2000 requirements and that is all. Document control should include: Approval for adequacy by authorized person (s) before issue, Review, updating and re-approval of documents by authorized person (s), Identification of changes and of the revision status of documents, Availability of relevant versions of documents at points of use, Identification and control of documents of external origin, Assurance of legibility and identifability of documents, and

 Prevention of unintended use of obsolete documents. The principle of ISO 9000 document control is that employees should have access to the documentation and records needed to fulfil their responsibilities.

Step 9. Implementation
It is good practice to implement the quality management system being documented as the documentation is developed, although this may be more effective in larger firms. In smaller companies, the quality management system is often implemented all at once throughout the organization. Where phased implementation takes place, the effectiveness of the system in selected areas can be evaluated. It would be a good idea initially to evaluate areas where the chances of a positive evaluation are high, to maintain the confidence of both management and staff in the merits of implementing the quality management system. The implementation progress should be monitored to ensure that the quality management system is effective and conforms to the standard. These activities include internal quality audit, formal corrective action and management review.

Step 10. Internal Quality Audit

As the system is being installed, its effectiveness should be checked by regular internal quality audits. Internal quality audits are conducted to verify that the installed quality management system: Conform to the planned arrangements, to the requirements of the standard (ISO9001:2000) and to the quality management system requirements established by your organization, and Is effectively implemented and maintained. Even after the system stabilizes and starts functioning, internal audits should be planned and performed as part of an ongoing strategy. A few staff members should be trained to carry out internal auditing. Use ISO 19011 for guidance in auditing, auditor qualification and programmes.

Step 11. Management Review

When the installed quality management system has been operating for three to six months, an internal audit and management review should be conducted and corrective actions implemented. The management reviews are conducted to ensure the continuing suitability, adequacy and effectiveness of the quality management system. The review should include assessing opportunities for improvement and the need for changes to the quality management system, including the quality policy and quality objectives. The input to management review should include information on: Results of audits, Customer feed back, Process performance and product conformity, Status of preventive and corrective actions, Follow-up actions from previous management reviews, Changes that could affect the quality management system, and Recommendations for improvements. Management reviews should also address the pitfalls to effective implementation, including lack of CEO commitment, failure to involve everyone in the process, and failure to monitor progress and enforce deadlines.

Step 12. Pre-assessment Audit

When system deficiencies are no longer visible, it is normally time to apply for certification. However, before doing so, a pre-assessment audit should be arranged with an independent and qualified auditor. Sometimes certification bodies provide this service for a nominal charge. The pre-assessment audit would provide a degree of confidence for formally going ahead with an application for certification.

Step 13. Certification and Registration

Once the quality management system has been in operation for a few months and has stabilized, a formal application for certification could be made to a selected certification

agency. The certification agency first carries out an audit of the documents (referred to as an "adequacy audit"). If the documents conform to the requirements of the quality standard, then on-site audit is carried out. If the certification body finds the system to be working satisfactorily, it awards the organization a certificate, generally for a period of three years. During this three-year period, it will carry out periodic surveillance audits to ensure that the system is continuing to operate satisfactorily.

Step 14: Continual Improvement

Certification to ISO 9000 should not be an end. You should continually seek to improve the effectiveness and suitability of the quality management system through the use of: Quality policy Quality objectives Audit results Analysis of data Corrective and preventive actions Management review

ISO 9001:2000 Documentation Requirements

ISO 9001:2000 clause 4.1 General requirements requires an organization to establish, document, implement, and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this International Standard Clause 4.2.1 General explains that the quality management system documentation shall include: a) documented statements of a quality policy and quality objectives; b) a quality manual c) documented procedures required by this International Standard

d) documents needed by the organization to ensure the effective planning, operation and control of its processes, and e) records required by this International Standard; The notes after Clause 4.2 make it clear that where the standard specifically requires a documented procedure, the procedure has to be established, documented, implemented and maintained. It also emphasizes that the extent of the QMS documentation may differ from one organization to another due to: the size of organization and type of activities; the complexity of processes and their interactions, and the competence of personnel. All the documents that form part of the QMS have to be controlled in accordance with clause 4.2.3 of ISO 9001:2000, or, for the particular case of records, according to clause 4.2.4. Reference: 1. M. Kamran (MBA) Account officer 0322-4716935 2. Jamal Khan (B.Tech) Quality Incharge 0345-4841346 3. 4. 5. M. Irfan Asst. Quality Incharge 0322-4715150 Farrukh Aslam Production Manager M. Ahmad Design Engineer 0344-6663717 www.pakspring.com

Website