ISO 9001:2000 QUALITY MANUAL
WOLSTENHOLME INTERNATIONAL LIMITED
CONTENTS
Scope of the Quality Management System at Wolstenholme International Limited
Statement of Quality Policy
Quality Management System Documented Procedures
Document Control
Control of Quality Records
Internal Quality Audits
Control of Nonconforming Product
Corrective Action
Preventative Action
Quality Management System Processes and Interrelations
Organisation Charts
Responsibilities
Interrelation of Processes
Processes
Scope of the Quality Management System at Wolstenholme International Limited
Wolstenholme International Limited is a Company with a long-standing successful history of supplying metal powders,
pastes, pellets, varnish, offset ink, flexography ink and other related products for use in a large range of applications, on a
worldwide basis. The scope of the Quality Management System encompasses all activities on the Darwen Site.
The Metallic Powders Operation at Darwen is responsible for the manufacture and supply of metal powders and pigments
mainly in aluminium, copper and brass (bronze) based alloys, for use in printing, inks, plastics and other industrial and
engineering applications.
The Ink Operation at Darwen is responsible for the manufacture of a wide range and type of printing ink, 'one-pack' gold
ink, varnish and related printing products.
All production processes at Darwen are validated before leaving the site and as such sub-clause is excluded.
The overall operation at Darwen is controlled by the Ink & Print business unit and the Industrial business unit.
Technical Service and Research and Development are vital to the future development of the Company, together with
understanding and developing new products and applications for our customers.
The manufacturing, technical and administration functions of the Company are based in Darwen, Lancashire, England and
employ some 210 staff at that location.
Through the application of Quality Management Systems and Company wide training programmes, Wolstenholme
International Ltd. is committed to ensuring continuous improvements to both its processes and product technology.
WOLSTENHOLME INTERNATIONAL LTD.
QUALITY POLICY
Wolstenholme International Limited is committed to the provision of customer satisfaction. Quality in everything we do is
the central ingredient in the above commitment. Our commitment goes beyond maintaining a quality system which fully
complies with the requirements of BS-EN-ISO 9001. We are committed to achieving, maintaining and improving overall
organisational performance and capabilities by the application of the principles outlined in BS-EN-ISO 9004:2000
We will maintain and continuously improve our quality management system by the setting of measurable quality objectives
throughout the organisation and vigorous internal audits. We will review our performance at regular management reviews.
Additional inputs to these reviews will also include customer feedback, process performance and product conformance. The
prime output of the review will be to ensure continuing customer satisfaction and improvement of products.
As part of this commitment we will identify and meet the training needs of our employees, so ensuring that the needs of our
customers are met. This Policy will be made available throughout our organisation to ensure that the commitment to our
customers is clear and widely understood.
Chris Ravenscroft
Managing Director
Quality Management System Documented Procedures
. Document Control
All quality system documentation will be made available via supervision in the Triangle ISO Achiever Plus databases. All
documents relating to the quality system will be controlled. Changes to quality system documentation may be proposed by
any member of the Company. Such proposed changes will be reviewed by the Management Representative who will liaise
with other quality system documentation users as necessary. Dead Triangle ISO Achiever Plus documents will be archived
within the databases.
REF: Control of Quality/ Environmental Documents-
ISO
Document No control
ISO Achiever
document
Other Lotus
Notes document
AS 400
Document
External
Origin
Document Control
Automatiic
Control
Automatic
Control
Automatic
Control
Other
Documentation
Document owner
controls
document identity
and distribution
Document
Owner controls
document,
establishes and
maintains.
Adequcy
Prior to issue
Document
Review
Changes to
document and
revision status
identifiable
Document
availability at
point of use
Removal of
obsolete
documents
Controlled
Document
Y
Y
N
Y
Y
N
Start
N
Y
N
N
End
Control of Quality Records
All quality records will be maintained and controlled. The records will be legible and stored in such a manner as to protect
them from damage, loss and deterioration. Quality records will also be stored and clearly located in such a manner as to
facilitate easy retrieval of information.
REF: Control of Quality/ Environmental Records -
Internal Quality Audits
Record Owner Create Record
Assign
title/record
number
Securely Store
Record Use Record
Define Retention
Period / keep
indefinately
Retrieve
Record
Document
Control Ends
Audit Record
Control
Record to be
used
Retention
Period Expired
Record
Control to be
Audited
N
N
Record Control
Y
Y
N
Y
Start
End
Internal audits will be carried out in accordance with Company procedures and will be conducted for any of the following
reasons:-
(i) On a scheduled basis.
(ii) As a result of a customer complaint (part or full audit)
(iii) As a result of the need for new procedures to accommodate new business situations.
(iv) Un-scheduled Audits as requested by the Operations Director or Management Representative.
(v) Follow-up audits (part or full audits) will take place in order to establish the effectiveness of relevant audit related
Corrective Action Requests previously management of internal audits will be the responsibility of the
Management Representative, who will also be responsible for ensuring that any necessary corrective actions are
satisfactorily implemented and closed out in the relevant department by the declared deadline date.
Internal audits will be carried out as laid down in the internal audit schedule by trained personnel having no direct
involvement with the department, section or function being internally audited. If for any reason an audit cannot be
completed as scheduled, the Management Representative will re-schedule as required.
REF: Internal Audits -
Quality Audits
Start
Define scope and create Audit
from Profile or independently
(Coordinator)
Nominate and Notify Auditor
(Coordinator)
Accepted by
Auditor
Document
Reasons
(Auditor)
N
1. Prepare Audit Plan
2. Notify Audit Team (if any)
3. Notify Auditee
Audit Date
Acceptable by
Auditee
Change Date
Document
Reasons
(Auditor)
N
1. Carry out Audit
2. Document Audit Report
3. Raise any CAR's
4. Sign and Complete
Y
Audit Report
Acceptable by
Auditee
Review Required
(Coordinator)
Document
Reasons
(Audit)
N
Y
Audit
Complete
Y
Review, Comment, Raise CAR's and adjust
Audit Plan if Required
N
Y
Create Audit Schedule
Control of Non-Conforming Products
All non-conforming products will be clearly identified with the relevant identification label, or held in clearly identified
areas and removed from normal production or storage areas to await a disposal decision.
Where products are thought to be marginally suspect, and re-inspection or re-testing required, they will be clearly identified
as such and only released for use subject to passing the re-testing stage and a suitable end use identified.
Where products are found to be outside specification, they may be re-worked in accordance with relevant procedures, or
concession sought from the customer. Corrective and Peventitive actions will be implemented where necessary to
determine the root cause of the non-conformance.
Non-conforming products detected at the goods inward stage will be rejected, and the question of disposal discussed with
the supplier. The supplier will be advised of the rejection by the Purchasing Department.
REF:Control of Non-Conforming Products - , 4b and 4c
Start
Certificate of
conformity/
analysis
Quarantine
Obtain
Certificate
QA Test
QA
Pass/Fail
Pack/Label
Quarantine
rework under
QA control
Supply under
Concession
Pack / Label
for return to
Supplier
Product
Merchanted
Product
Manufactured
Product
Manufactured
Product
Merchanted
Control of Aluminium Non-conforming Product
F
N
P
N
Despatch
END
Y
Y
Goods Returned
by Customer
Start
Control of Bronze
Non Conforming
Product
QA Test
Pass/fail
Required by
customer
Put into
Stockroom
Reblend
Allocate batch
to customer
Drum/Label/
Despatch
End
P
F
N
Y
Goods
Returned by
Customer
Powder
Paste
Arrange
Off-Site
Disposal
Start
QA
Product
Pass
Store
Product
within shelf
life
Despatch to
the Customer
Drum/label
as reject
Arrange offsite
disposal
Can the
product be
worked off
Label the
drum as Work
Off
Store in the
Work Off Area
Rework under
QC Control
Y
N
End
Control of Ink
Non-conforming Product
Freeze
Product
Assign
Finished
Goods Code
Pack/Label
Y
N
Assign a Work
Off Code
Y
N
Goods returned
by Customer
Corrective Action
Corrective action will be raised as a result of non-conformances identified during internal audits, when suppliers provide
defective materials or services, when customers have cause to complain or following in-progress/ final inspection.
Corrective action requests may also be raised in an effort to improve current working practises. Corrective actions and
customer complaints will be reviewed at Management Review Meetings.
When non-conforming products or services are identified, the root cause of the problem will be investigated, corrective
action taken and preventative measures initiated to preclude a recurrence.
REF: Corrective Action -
Nonconformity
identified
create/modify CAR and
send to person assigned
to close out
Accepted by
assignee
Assignee
documents
reasons for
rejection
Determine
causes of
nonconformity
Determine / implement
action to prevent
reoccurance and close
out CAR
Record results
of actions
taken
Send to
originator
CAR closed
down
Corrective Action
CAR originator
satisfied
N
Y
Start
N
Y
Preventative Action
Corrective action is taken as a result of Product or process nonconformity. It is hence a reactive measure and does not
necessarily prevent further non conformance. Preventive action aims to identify product or process conformity before such
an event happens and. is thus a proactive measure. The requirement for preventive action is established by the analysis and
review of measurement data within the Company. All such data within the Company will be subject to evaluation as to the
requirement for preventative actions to be taken in order that potential processes or product non conformities are identified.
REF: Preventative Action -
Quality Management Systems Processes and Interrelations
Non-Executive Chairman
Paul Rink
Managing Director
Chris Ravenscroft
.
Sandra Gray
Switchboard/Reception
Eileen Howson
Margaret Mayoh
Wolstenholme
International Inc.,
USA
General Manager
Tim Caton
Group Business
Development
Director
Andrew Rink
Wolstenholme
Asia Pacific
President & .
Keith Wheldon
Hong
Kong
Office
Kuala Lumpur
Office
Ros Collins
International
Sales Director
Keith Carter
Vice President
Sales &
Marketing
Henry Brooks
Vice
President
Ashland site
Brian Kelly
Technical
Director Inks
Ron McDonald
Technical
Director Pigments
Geoff Ormerod
Ink/Print Business
Development
Director
Harry Bowyer
General
Manager
Keith Carter
Human Resource
& Administration
Manager
Heather Brown
Business
Development
Director
Mike Yates
Operations
Director
Mark Westwell
Group .
Manager
George Makin
Group Financial
Controller
Roy Baker
Finance Director
Calvin Lord
Sales Etten Leur
Holland
MD Both
Ceepree
Products
Limited
(50% owned)
Ronald Britton
Business Unit
Technical Sales
Manager
Marc Garland
CRM
Development Ma
nager
Jane Lawrenson
Operations Liquid Inks
Personnel
Assistant
Eve Rigby
Payroll Officer
Linda Napier
Operations Director
Mark Westwell
Secretary
Melanie Walton
ENGINEERING
Engineering
Manager
Les Campbell
Systems Technician
Andy Walsh
Team Leaders
Dominic O'Doherty
Allan Potter
Shift Team
Trevor Carpenter
Vincent Gregory
Scott Wolstenholme
Ashley Harwood
Day Team
Peter Brindle
Ryan Duckworth
Ken Fitzharris
Geoff Holden
Charlie Rawlinson
Andrew Todd
Roy Wilkinson
Harry Worthington
Plant Engineer
Paul Cook
INK
Ink Manufacturing
Manager
Stuart Parker
Team Leaders
Paul Davenport
Vernon Roocroft
Offset Inks
Robert Bryce
Adriano Ferro
Jack Hine
Paul Lowe
Arran Newton
David Scott
Russell Wilkinson
Liquid Inks
Paul Sherwood
Metasheen
Andrew Ainsworth
Edward Nicholson
Thomas Best
Steven Grieg
Ink Packing & Despatch
Tony Cartlidge
Sallyanne Dalton
Bruce Elliott
Fred Melllor
Simon Whittle
Trevor Haynes
Raw Material Warehouse
Gary Ormerod
Finished Goods Warehouse
Mark Wood
Safety and Regulatory
Affairs Manager
John Maynard
Training/
Quality Co-
ordinator
Ray Johnson
Secretary
Anne Crompton
Lean
Manufacturing
Project Leaders
Gino Caparelli
Tony Hayden
BRONZE
Bronze Manufacturing
Manager
Duncan Miller
Customer Service
Manager
Lowri Thomas
Co-ordinators
Sharon Barnes
Linzi Brussels
Eunice Fitzharris
Angela McCall
Lynne Maeer
Credit Controller
Sue Knowles
Credit Control
Assistant
Susan Morris
Aluminium
Senior Leading Hand
Brian Robinson
Shift Leading Hands
Barry Fitzharris
Derek Yih
Shift Operators
Ray Haworth
Thomas Robinson
Chris Walsh
Day Operator
Simon Maher
.
Tony Porter
Steven Tuke
Despatch
Despatch Co-
ordinator
Sev Caparelli
Operators
Jim Carr
Philip Dootson
Tony Entwistle
Foundry Shift A
Jonathan Chadwick
Paul Duker
John Carson
Foundry Shift B
Marcus Eccles
Michael Fahy
David Harrison
'A' Shift
SCADA Technician:
Dale Campbell
SCADA Deputy:
Tony Bennett
Operators:
Andrew Webster
Donald Barlow
'B' Shift
SCADA Technician:
Stan Nairey
Operators:
Ian Riley
'C' Shift
SCADA Technician:
Lee Gosling
SCADA Deputy:
John Greenhalgh
Operators:
Fred Smith
Michael Broadbent
'D' Shift
SCADA Technician:
Paul Bromilow
SCADA Deputy:
Mark Ainsworth
Operators:
John Roberts
Lee Riley
Pelletising
Nick Singleton
Bag Packing
Mark Robinson
Chris Singleton
. Technicians
Andrew Southworth
. Shift 'A'
Technicians
Richard Seaman
Alex Jepson
. Shift 'B'
Technicians
Walter Lansom
Winston Sayers
Blending
'E' Shift
Operators
Ian McKie
Paul Robinson
'F' Shift
Operators
Andrew Henderson
Paul Nicholson
Pasting
Vacancy
Oxidising
Robert Fish
PHI/LTS
Roland Dickinson
Personnel
Planning Manager
David Enright
Ink Production
Planning
Kevin Dearn
Bronze Production
Planning
Michael Goodliffe
UK Financial
Controller
James MacLeod
UK
Purchasing
Manager
Andrea
Pickering
UK Project
Accountant
Vacancy
Assistant
Management
Accountant
Lindsay Purslow
Buyer
Sarah Goodwill
Storekeeper
Peter
HargreavesAccounts
Assistant
Joanne Walton
Commercial
Manager
Keith Carter
Operations
Administrator Steven
Duxbury
e-Systems &
Communication Co-
ordinator
Louise Lawrence
Network and PC
Administrato Bill
Attenboroughr
. Operations &
Help Desk
. Technical
Analyst
Debbie Lee
. Programmer/
Trainer
Julie Thornborough
Development
Commercial Director
Andrew Rink
Technical Director
Pigments
Geoff Ormerod
Technical Director Inks
Ron McDonald
Secretary
Denise Miller
Process
Development
Manager
Andrew Thompson
New
Technology
Manager
Margaret
Henderson
Industrial Technical
Services Manager
Joanne Mitchell
Information
Officer
Carol Simpson
Process
Development
Engineer
Paul Brookes
Techncians
Mike O'Hare
Anthony Stubbens
R & D Laboratory
Supervisor
Nigel Unsworth
Analytical Chemist
Stuart Morison
R & D Chemist
Project Leader
Robert Coppage
Technicians
Andrew Butterworth
Sheila Gaskell
Angela Mason
Nigel Eckersley
Ink and Print
Technical Service
Stuart Gill
Liquid Inks
Technical
Manager
Steven Clark
Ink R & D
Manager
Vacancy
Technical Services
Technicians
Martin Cunningham
Yogi Marolia
Peter Edge
Nigel Eckersley
Technician
Ayyub Bhatia . & Metasheen
Development
Chemist
Ryan Malcolmson
Technical
Services
Technician
Robin
McDonald
Marketing Services
Marketing Services
Manager
Jean Adamson
Data Management
& Admin Asstistant.
Gillian Booth
Financial Director
Calvin Lord
Secretary
Sandra Gray
Financial Accountant
Bren Hutchinson
Group Financial Controller
Roy Baker
Group . Manager
George Makin
Commercial Director
Andrew Rink
Secretary
Claire McCarroll
International Sales
Director
Keith Carter
. Both
Vice President Ashland
Site
Brian Kelly
Vice President
Sales & Marketing
Henry Brooks
Technical Director
Inks
Ron McDonald
Technical Director
Pigments
Geoff Ormerod
Area Sales
Manager Etten Leur,
Holland
Quirin van Steyn
European Sales
Manager
Steve Cotton
Sales
Administration
Assistant
Margot Kepers
Area Sales Manager
Michelle Davies
TECHNICAL
DEPARTMENT
O/S Ink
Development
Development
Chemist
Russell Morris
Ink .
. Supervisor
Sahma Dad
. Technician
Peter Greenwood
Douglas Wright
Solvent Based
Liquid Inks
Technical
Manager
Bryan Hancock
Technicians
Mike Ellicott
Andrea Finn
Responsibities
Managing Director
The Managing Director is responsible to the Wolstenholme International Ltd Board of Directors and has overall
responsibility for all Company operations such as sales, quality, design and development of the products/ services supplied
to the customer.
Operations Director
The Operations Director is responsible to the Managing Director for all production and engineering operations. The
Operations Director also reports to the Board of Management on the operation of the ISO 9001 Quality System.
SARA (Management Representative)
The SARA Manager is responsible to the Operations Director for the upkeep and maintenance of the quality system to the
requirements of BS-EN-ISO 9001 :2000 The SARA Manager (MR) represents the Company on all quality assurance
matters, pertinent to the quality system as established by the contract requirements, regulatory requirements and quality
policies and procedures.
The SARA Manager (MR) has the primary responsibility to structure the quality system which will involve all sections and
also to ensure compliance with all quality system requirements.
Specifically, the Management Representative is involved in areas such as:-
- Drafting the policy on quality assurance of the Company along with the Operations Director.
- Setting the quality management objectives of the Company.
- Reporting on the performance of the Quality System at Management Review Meetings.
- Determining and reporting the principle causes of quality system non-conformances.
- Monitoring the quality system to determine where improvements are needed and monitoring the necessary
corrective action.
- Maintain contact with the external Registration Body on matters relating to the operation of the Quality System.
SARA Manager is responsible to the Operations Director for the upkeep and maintenance of all the ISO Systems and the
Company Health and Safety Policy. The SARA Manager is also responsible for driving the E,H&S policies within the
Company.
Technical Directors
The Technical Directors for pigments and inks are responsible to the Managing Director .. and ink and print Director
respectively for ensuring that processes and equipment are designed and developed such that product of the highest
attainable quality is produced consistently and efficiently.
Human Resources and Administration Manager
The Human Resources and Administration Manager reports to the Managing Director and is responsible for managing all
aspects of the personnel function, which includes the facilitating, co-ordinating, recording personnel issues and training,
within Wolstenholme International Ltd.
Ink Manufacturing Manager
The Ink Manufacturing Manager is responsible to the Operations Director for the control of stocks, manpower and the
process necessary to produce products to the correct specification within a given time.
Sales Directors
The Sales Directors are responsible to the Managing Director for ensuring that customers' requirements for the sale of
printing/ industrial powders, pastes, pellets, inks, varnishes and related Company products are taken, reviewed and dealt
with efficiently.
UK Financial Controller and Purchasing Manager.
The UK Financial Controller & Purchasing Manager is responsible to the Financial Director for the effective control and
reporting of manufacturing costs incurred by the manufacturing facility at the Darwen site.
There is also a responsibility to the Financial Director for the effective and economic procurement of raw materials and
consumables used in the business of the Company.
Research and Development Managers
Research and Development Managers are responsible to Technical Directors for managing Research and Development
projects, maintaining customer contact during the project development stages and the general running of research
laboratories.
Bronze Manufacturing Manager / Offset Ink R&D Manager
The Bronze Manufacturing Manager and Offset Ink R&D Manager (ink operations) are responsible to the Technical
Directors for the agreement of specifications with the customer, and ensuring that there is a facility to continuously monitor
and inspect the product to ensure that all such requirements are met.
Customer Services Manager
The Customer Services Manager is responsible to the Operations Director for the operation of Customer Services together
with a team of administrators.
Production Supervision
Production is supervised in order to ensure that operations are carried out in line with process control work instructions and
that customer requirements are met by way of our compliance with sales specifications.
Interelation of Processes
Processes
Sales
AR/MG
Customer
Service
LAT
Production
Planning
DE
Manufacture
MW/DCM/SP/
BR
Despatch
Product
Development
GIO/RMcD
Strategy &
Leadership
BoM
Human
Resources
HB
IT
GAM
SARA
JWM
Products
Satisfied
customer
Pick Order
Plant and
Materials
availability
QC/PI
DCM
Customer
Focus
Customer
Requirements
Technical
Process
Control
GIO/RMcD
Finished
product
Payment for
Product
Financial
Resources
CL
Engineering
LC
Purchasing
AP
Business
Development
HEB/MJY/PH
Marketing
AR
Wolstenholme International Processes and
Interrelation
Start
Goods
Purchased
Production
Planning
1
Foundry
Alloying and
Atomising
2
First Stage
Milling
3
Second Stage
Milling
Order Receipt
Invoiced
End
Bronze Manufacturing Process
Customer
Inquiry
Delivery
Date
Agreed
4
Third Stage
Milling
5
Polished
6
Blended
Paste
Processed
9
Pellet
Processed
Despatched
Process's 1- 9
Quality Control Analysis
and adjustments carried
out
8
Oxidised
Processed
7
Tarnish
Resistant
Processed
Start
Goods
Purchased
Production
Planning
Ink Mixing
Ink Potting
Ink Packing
Order Reciept
Invoicing
End
Quality
Control
Ink Manufacturing Process
Customer
Enquiry
Delivery
Date
Agreed
Despatch
Start
Manufactured
Product
Production
Planning
Goods
Purchased
Order Receipt
Invoiced
End
Aluminium Processes
Customer
Inquiry
Delivery
Date
Agreed
Quality Control
Vacuum dried
Quality Control
Re-packed /
Pasted
Despatched
Atomised/Cuts
/QA Milled
Filter Pressed
Merchanted
Goods
Stock levels
maintained
Start
New Recruit
Joins
Company
Stage 1
Induction
(Day 1)
Stage 2
Induction
(<1 Month)
Update
Review checks
Progress
Completed
Training
Evaluated
Level 1
Competencies
Assessed and
Checked
Next Level
Competencies
Identified
Main Development
Review.
Evaluates and
Identifies Any
Future Training
Needs
Competencies
Developed
and assessed
Training and Development
Records Kept
of all coloured
stages
Records
. Training
Requested
Personnel informs
SARA Dept - Specific
H & S Training Carried
out as Appropriate
(<1 Month)
Recruit on "X"
Factor
Manager
Informed
Recruit on
Skills Based
Pay
Main Development
Review.
Identifies Any Future
Training Needs
Departmental
Training using ISO 9001
Work Instructions and
training check sheets
where appropriate.
Training Plan
Completed
Training Needs
Completed
Training Requisitions
Completed
Start
Complaint Received by
Anyone Within WI. Details
Passed to Relevant CSC
Is There
Sufficient
Information to
Take Action ?
Details Flagged to
Departmental Manager
and ASM to Authorise up
to £2,000 Provided Claim
is Fully Justified and its
Value Supported. Claims
Over this Amount to be
Authorised by CAR, CL
or ACR
CAR's Standard Letter
Sent by CSC
Details of Investigation and Preventative
Action Taken Sent to CSC Via Database to
Include Root Cause and Costing
CSC Obtains Customer Feedback to Ensure
Satisfaction
Steering GroupQuarterly Review Meetings
Held to Discuss any Outstanding Issues and
Root Causes
Complaint Closed
..Audit of Procedure Conducted to Ensure
Effectiveness
End
Complaint logged onto ISO Achiever
Contact Management Database by CSC
`
Complaint Passed to
Departmental
Champion for Action
and Copied to relevant
Parties
Is There a
Potential
Claim ?
CSC Seeks
Further
Information
Customer Informed of
Outcome and Actions Taken
Within Target Time
Customer
Satisfaction
Procedure
YesNo
Yes No
Start
End
Sales forecast
Sales and
operation
capacity
meeting
New product
development
Demand
Manager
Receive order
Fit order into
plan
Advise CSC of
despatch date
Provide
production
with plan
Check
despatch
Sufficient
capacity
Production Planning
N
Y
