Training - Quality Manual
Key Contacts... Error! Bookmark not defined.
Authorities ...2
Introduction to Babcock International Group...3
Meeting the ISO 9001:2008 Standard ...4
1.0 Scope...4
2.0 Normative reference...4
3.0 Terms and definitions...4
4.0 Quality management system...4
4.1 General requirements ...4 4.2 Documentation requirements ...4 4.2.1 General ...4 4.2.2 Quality manual ...5 4.2.3 Control of documents...5 4.2.4 Control of records ...6 5.0 Management responsibility...6 5.1 Management commitment...6 5.2 Customer focus...6 5.3 Quality policy...6 5.4 Planning...7 5.4.1 Quality objectives...7
5.4.2 Quality management system planning ...7
5.5 Responsibility, authority and communication...7
5.5.1 Responsibility and authority ...7
5.5.2 Management representative ...7 5.5.3 Internal communication ...8 5.6 Management review...8 5.6.1 General ...8 5.6.2 Review input ...8 5.6.3 Review output ...9 6.0 Resource management...9
6.1/6.2 Provision of Resources/Human Resources ...9
6.3 Infrastructure...9
6.4 Work environment...9
7.0 Service realisation...10
7.1 Planning of service realisation...10
7.2 Customer related processes ...10
7.2.1 Determination of requirements related to the service ...10
7.2.2 Review of requirements related to the service...10
7.2.3 Customer communication ...10
7.3 Design and development ...10
7.4 Purchasing...10
7.4.1 Purchasing process ...10
7.4.2 Purchasing information ...10
7.4.3 Verification of purchased product...10
7.5 Production and service provision ...11
7.5.1 Control of production and service provision...11
7.5.2 Validation of processes for production and service provision ...11
7.5.3 Identification and traceability...11
7.5.4 Customer property ...11
7.5.5 Preservation of product ...12
7.6 Control of monitoring and measuring equipment...12
8.0 Measurement, analysis and improvement ...12
8.1 General ...12
8.2 Monitoring and measurement...12
8.2.1 Customer Satisfaction ...12
8.2.2 Internal Audit...12
8.2.3 Measurement and monitoring of processes ...12
8.2.4 Measurement and monitoring of service ...12
8.3 Control of non-conforming product ...12
8.4 Analysis of data...13 8.5 Improvement ...13 8.5.1 Continual improvement ...13 8.5.2 Corrective action ...13 8.5.3 Preventive action ...13 APPENDICES ...13
A. Training - Organisation Chart ...14
B. Training - Quality Manual Policy...15
Reviewed by
Mobile Number Service (yrs) Length of Alex Khan Managing Director – Education & Training 07879 412694 11
Barbara Brown Central Services Director 07887 757551 26
Dianne Travis Operations Service Sector Director 07788 133680 14
Paul Rowlett Operations Technical Training Director 07753 900287 2
Theresa Vincent National Quality Manager and Quality Management
Review Representative 07788 133684 17
Christine Potts Quality Standards and Procedures Coordinator 02476 305 748 6
Authorities
Signed:Alexander Khan (Managing Director)
Revision history: First issued: September 2003
Reviewed and Revised: October 2008
Reviewed: June 2009
Introduction to Babcock International Group
For over a century, Babcock has been a name synonymous with ultra-reliable engineering excellence.
Today, Babcock International Group plc is the UK’s leading engineering support services
organisations with recorded revenue of £1.9bn in 2010. Babcock delivers critical asset support to many sectors, including transport, energy, defence, telecommunications and education. Our services are underpinned by three core capabilities:
• Managing Assets and Infrastructure
• Delivering Projects and Programmes
• Integrating Engineering Expertise
We take great pride in the considerable depth and breadth of our people’s expertise. Our 27,000 skilled staff design, build, manage, operate and maintain assets that are vital to the delivery of many key public services, both in the UK and overseas. Our market-leading reputation is based on one key fact: Babcock is a partner which can be trusted to deliver™.
Babcock, through the acquisition of VT Group, is now the largest private sector provider of vocational training in the UK. Babcock and its predecessors have been delivering essential training, support and assessment across a wide range of industries for more than 40 years. We currently manage the training of over 22,000 learners across the UK, working in partnership with over 6,000 employers in a variety of sectors.
Babcock access Government funded training to support employers and learners. We offer a broad range of qualifications, including apprenticeships, advanced apprenticeships, NVQs, Skills for Life, technical certificates and bespoke courses.
Babcock works in partnership with employers, awarding bodies and government agencies to create bespoke and blended solutions to meet their individual requirements. Through this approach we have achieved quality accreditations from standards bodies in both the private and public sector. As a large international organisation, Babcock is able to draw upon its broader capabilities and customer base. This includes the ability to establish dedicated and specialised training schools, raising finance where required and drawing upon the company’s training, information and
communications technology, systems and project management specialists to create best-in-class learning environments.
Meeting the ISO 9001:2008 Standard
1.0 Scope
Supplier of work-based learning and assessment services to the Hospitality and Catering, Care, Active Leisure and Learning, Automotive, Retail, Customer Service, Business and Administration, Management and Engineering sectors.
2.0 Normative
reference
This document and its related procedures and work instructions have been prepared in accordance with the requirements of ISO 9001: 2008.
3.0 Terms and definitions
The terms and definitions used within ISO 9001: 2008 – Quality Management Systems – Fundamentals and Vocabulary will apply.
4.0 Quality management system
4.1 General
requirements
The system consists of a five tier format:- Policies
Quality Management Manual and Quality Procedures
Operating Procedures
Supporting documentation and work instructions
Monitoring, Analysis and Control of the above (refer to Appendix C)
It is designed to identify and manage processes necessary for the Quality Management System and determine the sequence and interaction of the processes. Additionally to determine the criteria and methods used to ensure effective operation and control of the processes and to measure, monitor and analyse the processes and implement actions necessary to achieve planned results and continuing improvement. To also ensure that adequate information is available to achieve the above requirements of the Standards.
4.2 Documentation
requirements
4.2.1 General
The Quality Management System Manual together with documented Policies, Quality and Operating Procedures, controlled documentation and work instructions have been prepared that fully address the requirements of the Standards and the operational needs of the Training division of Babcock International Group.
4.2.2 Quality manual
The Quality Manual has been developed to satisfy the requirements of the Standard in respect of the company scope of registration as follows:-
Supplier of work-based learning and assessment services to the Hospitality and Catering, Care, Active Leisure, Automotive, Retail, Customer Service, Business and Administration, Management and Engineering sectors.
In order to ensure adequate control and dissemination of information, appropriate procedures, controlled documentation and work instructions have been prepared and are in place and can be accessed easily via the company intranet.
The Quality System is a five tiered format consisting of: Policies
Quality Management Manual and Quality Procedures – address the policy and process requirements of the standard
Operating Procedures – business processes which support the achievement of the standard
Supporting documentation and work instructions (where appropriate) and Quality System records – which support the procedures and provide objective evidence of the processes involved
Monitoring, analysis and control of the above
All of the above are controlled documents as defined in section 4.2.3. of the manual and the related procedure.
Exclusions are Design and Calibration.
4.2.3 Control of documents
All documents that relate to the Quality Management System are formally reviewed and controlled by the company designated Authorising Managers as described in the Quality Procedure, QP1 – Document Control.
Master Documents and amendments
o The Quality Management Manual, Policies, Quality and Operating Procedures and controlled documents and associated work instructions are held on the company intranet and available to all staff
o Documentation amendments are recorded by means of date and version number update on the master list of controlled documents and at the footer of all controlled documents
Data Control
Information relating to the day to day business of Babcock is maintained on the company intranet systems and secure servers, and the integrity of the information is assured through adherence to the back-up procedures.
4.2.4 Control of records
Records are maintained to evidence the effectiveness and development of the system. The Quality Procedure QP2 – Control of Records, identifies the records to be maintained and for what period.
5.0 Management
responsibility
5.1 Management
commitment
This Quality Management System evidences the high degree of commitment of the senior management of Babcock to satisfy, and where possible exceed, the following elements of the Standard.
5.2 Customer focus
The senior management of Babcock aim to ensure that the needs and expectations are determined and translated into the delivery of the requirement. Additionally to ensure that the requirements are fulfilled with the aim of achieving customer confidence and satisfaction, including where legal or regulatory requirements are necessary.
5.3 Quality policy
The primary objective of Babcock is to provide a service that consistently meets or exceeds customer requirements. To achieve this objective we have a Quality Management System based upon the requirements of ISO 9001 and giving due consideration to the requirements of Health and Safety at Work.
It is the Company Policy to ensure that all employees are fully informed of the requirements of the Quality Management System, which is achieved by provision of the Quality Manual at induction and its continuous accessibility on the company intranet.
The National Quality Manager takes the responsibility of Quality Management Representative and as such ensures this Policy is continually monitored and evaluated for its applicability and
effectiveness. This is achieved through internal auditing and quarterly Quality Management Reviews, to establish opportunities for improvement and to ensure implementation. This Policy shall be reviewed annually at Senior level. Validation of the System is achieved through continual monitoring of operational performance and trends.
The Managing Director, of Education and Training, has overall responsibility for implementation and compliance of Quality and Operating procedures throughout the Training division.
Our Quality Policy, Quality Management Manual and Quality and applicable Operating Procedures are communicated to all members of staff as part of the induction process, and are accessible at all times via the company intranet.
5.4 Planning
5.4.1 Quality objectives
Measurable objectives (eg contractual targets, learner progress and achievement) that are
consistent with the requirement of the Quality Policy, and to ensure that continuous improvement, have been established and documented at all appropriate levels of the company.
5.4.2 Quality management system planning
Senior management have ensured that the processes and resources required to achieve the defined quality objectives have been identified, planned and are under on-going review for their continued effectiveness and improvement. The System ensures that change is conducted in a controlled manner with the minimum of disruption either internally or externally and maintaining the integrity of the Quality Management System.
5.5 Responsibility,
authority and communication
5.5.1 Responsibility and authority
The outline organisation structure and functional responsibilities are shown in Appendix A.
Note that this chart, whilst indicating the broad hierarchical structure and structural relationships and responsibilities, does not refer to, or imply, the relative importance of positions.
The functional responsibility of an individual or a department is defined within the text of each Operating Procedure and/or work instruction – the specific responsibilities of the Management Representative are outlined below.
5.5.2 Management representative
The National Quality Manager holds overall responsibility of Quality Management Representative, though senior managers within the company have been assigned responsibility as ‘Authorising’ managers to embrace responsibilities that include:-
o Ensuring that the processes of the Quality Management System are established, implemented and maintained
o Reporting to the senior management team on the performance of the Quality Management System, including needs for improvement
o Controlling, updating and making available the Quality Manual and Quality Procedures o Controlling, updating and issuing the Operating Procedures, controlled documents and
work instructions
o Ensuring that there is a system of verification and audits independent of the person or authority carrying out the functions
o To analyse the quality problems identified either during the course of their work or resulting from internal or external audits, and ensuring corrective actions are taken.
o To ensure that the requirements of ISO9001 are always met
5.5.3 Internal communication
Appropriate management and staff are involved in the management review process and/or copied with all relevant documentation and reports. All appropriate documentation relating to Quality-based activities of the organisation will be disseminated via the company intranet and advised through newsletter and/or e-mail.
Additional to formal management reviews, management team meetings, regional and team meetings are held throughout the company on a regular basis. Staff roadshows are also held nationally to impart company strategy and news – these are scheduled as appropriate.
All staff are aware of the objectives set in terms of performance and efficiency via communication through the company intranet, newsletter, specific briefings from time to time and from regular appraisals at which individual performance targets are set.
5.6 Management
review
5.6.1 General
The Quality System, Quality Procedures, Operating Procedures, controlled documentation and work instructions are continually reviewed for their effectiveness, with areas for improvement identified and amendments made as required. There are procedures to ensure the system is subject to formal audits.
5.6.2 Review input
Management level Quality Management Reviews are held minimum quarterly. These meetings are minuted to include input from the Quality Management Representative who represents all Training stakeholders’ feedback, internal and externally sourced.
Management team and local team meetings are held monthly and minuted. Within the standard agenda for these meetings the following areas will be reviewed:
o Team Performance incl Audit results – internal and external
o Customer complaints
o Corrective/Preventative action
o Health & Safety
o Equality, Diversity, Welfare and Safeguarding
o Future training requirements
o Customer feedback
o Effectiveness of the Quality System and Procedures
o Good Practice/Success Stores
o Any other business
5.6.3 Review output
Changes made to the system, due to feedback received from Training stakeholders, regarding any element to improve the Quality Management System, is fed back to the teams via team meetings, email or news bulletins, as appropriate, with documentation updated and communicated as required.
6.0 Resource
management
6.1/6.2 Provision of Resources/Human Resources
The provision of resources to achieve the Quality System objectives that address customer satisfaction and continuous improvement is the responsibility of the Managing Director. Such provisions will take into account the correct assignment of personnel, having regard to their
competence based upon education, skills, training and experience and the continuing evaluation of their effectiveness and/or needs.
Senior management undertakes to define, provide and maintain facilities needed to achieve the service required. Such elements will include:-
o Work area and necessary fundamental facilities o Equipment appropriate to the needs
o Such supporting services as may be required to achieve the above
The above also takes into account human and physical factors, including Health and Safety and environmental implications as per the company policy statements.
6.3 Infrastructure
The provision and maintenance of the infrastructure needed to achieve conformity to the service requirements include buildings, workspace and associated utilities, hardware and software equipment and support services such as stable communication and information systems.
6.4 Work
environment
Suitable work environments are determined and managed to achieve conformity to service requirements.
7.0 Service
realisation
7.1
Planning of service realisation
Procedures have been formulated and implemented that ensure that the Quality objectives can be achieved.
Records are maintained to provide objective evidence of conformance of the service. Principal amongst these comprise the documentation held on learner files and the evaluation documentation retained in accordance with the relevant Operating Procedure.
7.2
Customer related processes
7.2.1 Determination of requirements related to the service 7.2.2 Review of requirements related to the service 7.2.3 Customer communication
The customer related processes, including the sub headings above, are addressed below and referred to in Operating Procedures and detailed in the Quality Assurance Framework (Appendix C)
o The customer requirements and expectations are clearly understood and any areas of ambiguity are resolved by continual contact prior to, during and at the conclusion of training within each learner organisation
o A formal review is undertaken in respect of each customer requirement, at a minimum on a quarterly basis and feedback is evaluated
o Any failures in respect of achieving customer satisfaction will be recorded and actioned, with full communication maintained with the customer. This is primarily achieved through the medium of learner reviews and/or customer concern reports where appropriate.
7.3
Design and development
This element of the Standard is Excluded. The company is not involved in the design and development phases of products or services as outlined in the standard.
7.4 Purchasing
7.4.1 Purchasing process 7.4.2 Purchasing information
7.4.3 Verification of purchased product
When purchasing materials and services of a quality critical nature, the company attaches importance to evaluating and selecting suppliers. Relationships between the suppliers and
Babcock are of great importance as the quality of products or service needs to be consistent in the range selected.
Procedures have been established, as detailed in the relevant Policy and Operating Procedure, which ensures that:
o Where practical, resource materials are obtained from the company approved supplier as per the Procurement Policy
o Purchasing documents clearly describe ordered items
o Purchasing documents are reviewed and approved prior to release
o Supplier performance is reviewed by the signing off of supplier invoices by the line managers who are aware of their performance
o Sub contracting of training and support services is arranged in accordance with the relevant Operating procedure
o Performance of external training consultants is measured in accordance the Sub-contract procedure
7.5
Production and service provision
7.5.1 Control of production and service provision
Procedures, documents and work instructions are in place to ensure that all aspects of service and delivery are carried out in a controlled manner, conducive to maintaining the quality of service and ensuring achievement of customer expectations and satisfaction.
7.5.2 Validation of processes for production and service provision
This is achieved through the independent verification and evaluation as defined in the appropriate Operating Procedure.
7.5.3 Identification and traceability
Training files, employer files and all associated documentation are held on the appropriate system in a controlled manner and in accordance with the retention timescales identified in the Quality Procedure QP2 – Control of Records.
7.5.4 Customer property
Care of customer property is essential to good customer relations and all our training staff are aware of the need to abide by the requirements of the workplaces they visit, including the use of appropriate protective clothing where appropriate.
7.5.5 Preservation of product
Procedures are in place to ensure that training files and associated documentation is maintained both in hard copy form and where appropriate in electronic format on the company intranet.
7.6
Control of monitoring and measuring equipment
This element of the Standard is Excluded. The company is not involved in the control of monitoring and measuring devices as detailed in the standard.
8.0 Measurement, analysis and improvement
8.1 General
Refer to Quality Assurance Framework, Appendix C.
8.2
Monitoring and measurement
8.2.1 Customer Satisfaction
Procedures exist to monitor the level of customer satisfaction by means of learner and employer questionnaires and client contact feedback.
8.2.2 Internal Audit
An effective programme of Quality System audits has been established and is maintained. Trained auditors, independent of the function being audited, conduct audits and results of audits and resultant corrective actions are evaluated at the Management Team Meetings. Specific attention will be paid to the conformance of the Quality Management System with the Standard.
8.2.3 Measurement and monitoring of processes
Compliance with the requirements of the Quality and Operating Procedures is monitored through internal audits and evaluations as detailed in the relevant Operating procedures.
8.2.4 Measurement and monitoring of service
Procedures are in place to ensure that training progression is consistent with the requirements of the individual training pathways.
8.3
Control of non-conforming product
Continuous learner reviews, questionnaires and evaluations, as well as customer and supplier concern reports, identify failures in service performance and delivery. Procurement and Human Resource Operating Procedures are in place to deal with instances where delivery of the required level of service is not being maintained.
8.4
Analysis of data
The performance of the company is analysed both internally and externally to monitor customer service and business performance. The results are used to establish trend development with a view to establishing procedures for preventive/corrective action and continuous improvement. External analysis is carried out by Government Bodies by way of performance and financial audits. Learners and employers are contacted and the quality of the service they have received
determined.
8.5 Improvement
8.5.1 Continual improvement
Planning and development is discussed at management team meetings and at regional/team meetings. This ensures that any development has the resources to allow managed introduction and implementation of the service.
8.5.2 Corrective action
The requirement for formal corrective action to be taken may arise from several sources such as: o Internal or external audits
o Internal Verification processes
o Complaints from customers – learners or employers o Failure of service
o Results of surveys and other evaluations
Procedures are in place to ensure the recording and investigation of cause of such incidents and the implementation of necessary corrective improvement. All such information is reviewed at Management Review Meetings and analysed with a view to satisfying the company requirement for continuous improvement.
8.5.3 Preventive action
Procedures are in place to ensure staff have a comprehensive induction along with continuous monitoring of their capabilities and performance. Internal and external audits are conducted to ensure compliance across all aspects of the business performance and service delivery.
APPENDICES
Appendix A Training Organisation Chart
Appendix B Training Quality Policy Statement
