Contents
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Edition 2011
Published by Intel Mobile Communications 85579 Neubiberg, Germany
Intel Mobile Communications All Rights Reserved
IMC Quality Management System
Handbook
Revision 1.0, 30-Aug-2011
Contents
1 Preamble ... 4
1.1 IMC Company Profile ... 4
1.2 IMC Mission ... 4
1.3 Responsibilities and Release Regarding Quality System Handbook ... 4
2 IMC‟s Quality Policy ... 5
3 IMC Quality Management System ... 6
3.1 General ... 6
3.2 IMC Process Management and Framework ... 7
3.3 Quality Documentation System ... 9
3.4 Targets / KPIs and Analysis of Data ... 9
3.5 Continuous Improvement and Problem Solving ... 10
4 Management Responsibilities in the Quality Management ... 11
5 Professional functions for Quality Management ... 12
6 Quality Management – Control Loops ... 13
7 Processes ... 14
7.1 Vision to Plan Process ... 14
7.2 Market to Business Process ... 14
7.3 Innovation Process ... 15
7.4 Demand to Cash Process ... 16
7.5 Finance & Accounting ... 17
7.6 Human Resources ... 18
7.7 Purchasing ... 19
7.8 Information Technology ... 19
7.9 QM Process ... 20
7.9.1 Quality Management System ... 20
7.9.2 Customer Related Processes ... 21
7.9.3 Design and Development... 22
7.9.4 Production and Service Provision ... 23
7.9.5 Measurement, Analysis and Improvement ... 24
Revision History
Revision History
Revision
Number Description Revision Date
1.0 All pages, new defined based on existing documentation and
alignment to Intel‟s Quality Management System handbook. 30-Aug-2011
Release
Function / Role Name (Department) Date Signature
Author Bernd Buchwald
Signed in System Approver Martin Wollschläger
Owner/Releaser W.K. Tan
Distribution / Access List:
Table of recipients or persons with access permission or ident of separate distribution list
Name (Department) Name (Department) Name (Department)
1
Preamble
1.1
IMC Company Profile
Intel Mobile Communications (IMC) develops, manufactures and markets innovative semiconductor products and solutions for wireless communications. IMC's goal is to enable the smooth transmission of voice and high-speed data to the end-user's equipment. IMC offers a mature portfolio of RF transceivers, cellular platforms, and connectivity solutions for mobile phones, smart phones, and mobile computing devices. Leveraging its unique advantages in the areas of RF and mixed-signal expertise, monolithic integration capabilities, and excellent knowhow in cellular software and systems, IMC provides superior customer solutions. The manufacturing of IMCs products is realized with external production partners.
1.2
IMC Mission
Connect the world with leading-edge secure and seamless wireless solutions.
1.3
Responsibilities and Release Regarding Quality
System Handbook
Responsibilities for QM
The roles of the “Quality Management” function include translation of Quality System Management (QMS) requirements into suitable processes, procedures & measures, support compliance and evaluation of their effectiveness for continuous improvement, as well as active promotion of our quality culture.
Everybody‟s openness and engagement as part of IMC "Community of Quality" is the key to our joint and lasting success.
Release
Tan, Weng Kuan Martin Wollschläger Senior Vice President & General Manager Senior Director & QM Head
IMC’s Quality Policy
2
IMC’s Quality Policy
Vision
All IMC employees act as quality managers in their areas of effectiveness. Policy Statement
Our commitment to quality is an essential ingredient of our culture and values. We strive to maintain the highest standards to ship products that meet our stated goals and targets.
If and when a problem arises, we will quickly respond by effective deviation management and keep our customer informed on the issue investigation and resolution.
All employees feel responsible for quality. Strategy
Promotion of IMC‟s Quality culture based on the zero failure mindset of well trained and highly educated people
Risk management based on prevention and built-in to the business processes Definition of uniform tools and systems which are applied in the business
processes
Training and development of Personnel corresponding to their needs
Requirement management, target setting as well as deviation management and assessments / compliance checks to evaluate the effectiveness and efficiency in the organizational units and processes by defined criteria
Continuous improvement
Best practices are regularly applied and used for business process and product improvement CONTINUOUS IMPROVEMENT 6Sigma/ 8D Gate Keeper Requirements & Targets Gate Keeping & Process Compliance Deviation Management & Transparency
3
IMC Quality Management
System
3.1
General
IMC‟s Quality Management System (QMS) ensures a win-win partnership with customers. The company works closely together with customer, listens to them and fulfills their requirements across the whole value chain. Stringent conformance, interoperability and field tests prepare mobile phone platforms for fast product qualification and integration into the customer solutions.
Intel Mobile Communications - formerly the Wireless Solutions division of Infineon Technologies AG - was fully acquired by Intel early in 2011. At this time IMC still follows the system and regulations from Infineon. From this time onward, these regulations are being gradually replaced by either Intel or IMC‟s own regulations based on business needs.
QMS Modification and Transfer Plan
Boundary Conditions
• IMC Process Framework is defined with respect to customer requirements and company goals – defined activities, tools & responsibilities enables effective and efficient cooperation
• IMC headquarter and all major sites world wide are certified according ISO 9001
• IMC regulations are seen as Intel Group Guidelines and will be replaced appropriately through Intel Specifications, Policy/Guidelines & Procedures until 09/2013
Modification of QMS to pass external
certification audit in Sep 2011
Boundary Conditions
•New IMC certificate is issued ( spring 2011)
•New IMC contract with certification body existing since Feb 2011
•Responsibility for QMS transfer project clearly defined within IMC QM
Target: IMC QMS & Processes are adequately aligned with Intel Process Framework
1 to 1 copy of IFX QMS to transfer ISO certification to IMC GmbH at February Preparation of Process & Tools for IMC
Planning & Controlling of all transfer & modification activities @ IMC QM QMS.
Product Quality, Processes, Tools and Interfaces managed during all phases of modification and transfer.
IMC Quality Management System
IMC‟s QMS fulfils the requirements from different standards and is certified according ISO 9001:2008.
Other standards and norms are considered and integrated into the Quality Management System.
The QM-System is a translator between requirements and business processes.
3.2
IMC Process Management and Framework
Mission of Process Management
Describes the processes as they are lived in the day to day operational business and is an essential prerequisite for operational excellence
Aligns all activities with respect to customer requirements and company goals Defines who makes what, how, with whom? And how is it measured and
improved?
Enables effective and efficient cooperation IMC Process Framework
Quality Management is integrated into all core and enabler processes of IMC‟s Business Process Framework - from the upmost level 0 down to the lowest level of a described Business Process.
IMC Process Framework Level 0 Fin an ce & A ccon tin g Hu m an Res ou ces Pu rch as in g In fo rem atio n Tech n ol og y Q ual ity M an ag em en t Vision to Plan Demand to Cash Innovation Market to Business Enabler Processes Core Processes
Tasks and Roles of Process Management
Process Management embraces the following activities assigned to the roles in process management:
Owner Leader User User User
Leader User User User Leader User User User
Definition & implementation of process & business success
Execution of process steps Management & controlling by KPIs
IMC Quality Management System
3.3
Quality Documentation System
The picture shows how IMC‟s document structure is linked to Intel‟ document
structure. Moving from the top of this structure downwards, documents become more specific in their purpose and scope, and contents becomes increasingly detailed.
Operational Procedures Operational Policy/Guidelines Group Guidelines Governing Specifications Corporate Business Principles
Intel Quality Document Hierarchy
IMC Quality Document Hierarchy IMC Process Framework IMC
QM Manual
IMC regulations are seen as Intel Group Guidelines and will be replaced appropriately through Intel Specifications, Policy/Guidelines & Procedures until 09/2013
Details of processes for all phases of a document life cycle as well as documentation rules and templates are defined within the IMC process “Document Control”.
Archiving regulations and archiving periods for technical documents are defined within the IMC regulation “Storage periods for technical documents”.
3.4
Targets / KPIs and Analysis of Data
Measurements of processes and activities are defined and reviewed regularly by owner/leader and the respective management to demonstrate compliance to the requirements. When planned targets are not achieved, appropriate actions will be defined. Data received from customer satisfaction survey/ scorecard, product conformity assessment and trends of process indicators are used for continuous improvement of the processes and Quality Management System.
3.5
Continuous Improvement and Problem Solving
Strategy Continuous Improvement and Problem Solving is one of the IMC‟s cornerstones to enhance the performance of its business processes and products, improvements and cost savings, and to benefit its interested parties.
IMC uses the 8D as well as the Six Sigma methodology.
The 8 step discipline includes problem description, containment actions, root cause analysis and corrective and preventive actions.
Five phases of harmonized CI process
Overall Target Setting: Overall targets defined which should be supported by projects
Identify Project: Management decision based on situation analysis
Solve Nonconformity: Solve the nonconformity as given in the task and control the project
Capitalize Success: Recognize success, share best practices, multiply success and use lessons learned for further improvement
Overall Target
Management Responsibilities in the Quality Management
4
Management Responsibilities in
the Quality Management
IMC Staff
Member of IMC Board in Charge of QM (Business responsibility) Responsibility for quality towards customers, suppliers and the society as part of
the business responsibility
Definition and review of the Quality Policy and release of the Quality Management System
Organization of Quality Management
Definition and implementation of the overall Process Management Framework Definition, agreement and controlling of Quality Objectives
Evaluation of the performance of Quality Management (Management Review) Internal and external communication of Quality Management issues / topics Establishment and maintenance of mutual beneficial relationship with key
customers and ensuring that customer requirements are met and customer satisfaction is enhanced
Encouraging employee participation in the continuous improvement program Ensuring the availability of necessary resources
Head of Quality Management (Expertise and support) Definition and continuous improvement of the Quality Management Publish the Quality Management System in the Intranet
Development / definition of common QM-processes and QM-Tools
Periodic evaluation of QM performance and information of the Management Education and training measures regarding Quality Management
Process Management (Definition, coordination and Process Management methods). Planning and maintenance of the Quality Management System to meet
5
Professional functions for
Quality Management
The professional responsibilities for Quality Management are assigned to following functions:
The quality management department
The product & software/system quality management within the business lines and R&D
The enabling technology and services department
The supplier quality management within the supplier management The customer quality management within the regions
Weng Kuan Tan
Senior Vice President & General Manager, Intel Mobile Communications (IMC)
Christin Eisenschmid
Vice President Business Administration, Intel Mobile Communications (IMC)
Armin Sarstedt Supplier Management Werner Luschnig Supply Chain Op Martin Wollschlaeger Quality Management Dieter Stengl IT Stefan Butz Entry Phone Hussein Mecklai R&D Alexander Straub Business Development Helmut Vogler SMD Stefan Wolff Smartphone & RF Ingo Kohrmeyer Human Resources Franz Neppl ETS Brigitte Mueller Communications Christin Eisenschmid Finance Nicole Lau Legal Zdravko Boos Fellow RF Christian Mucke Fellow Systems & Software
Andrew Wang Greater China/ South Asia
Sam Kim/Jim Kim Korea Osamu Sato Japan Michael Richter EMEA Thom Degnan Americas Hermann Eul President,
Intel Mobile Communications (IMC)
IMC Fellows
Regional Sales Heads
Intel Mobile Communications
Quality Management – Control Loops
6
Quality Management – Control
Loops
The top management reviews the IMC‟s quality management system at planned intervals to ensure suitability, adequacy and effectiveness. Improvements and needs for changes to the system will be initiated.
Quality management system topics are covered during different reviews on a monthly, quarterly or yearly basis.
The combination of all these reviews together is the management review in the sense of ISO 9001.
Topics to be covered:
Results of internal and external audits including process compliance level
Customer feedback
Process performance and product conformity Status of preventive and corrective actions Follow up actions from previous reviews Changes that could affect the QM system
Areas for improvements
Output of every review is documented decisions and actions to cover necessary improvements to the QM system and processes as well as to the fulfillment of customer requirements.
7
Processes
7.1
Vision to Plan Process
In correspondence with its title, “Vision to Plan“, the process describes the development and operationalization of IMC„s strategy by means of defining measurable targets. The process is supported by several rolling forecasts and accompanied by continuous controlling. The IMC VtP process is closely connected to Intel planning and controlling activities.
Level 1:
Vision to Plan
Strategy Development
Target Setting & Target Breakdown
Controlling & Review
Forecasting
7.2
Market to Business Process
Requirements from the customer including delivery and post-delivery, legal requirements and other requirements are gathered, checked and agreed with the customer. Before any commitment is given to the customer to supply a product, an intensive review is conducted to check the feasibility to fulfill product requirements, and contract and order requirements. Records of these reviews are available.
Processes
The sub process „Customer Relations covers various activities to establish and improve business relationships, and to develop prospective business.
Five major sub-processes and their interaction build up the Market to Business Process, one of the 4 core processes at Intel Mobile Communications.
Market to Business creates a clear picture of our markets. It systematically develops and attends to our customers.
Furthermore MTB is responsible for a customer oriented and future shaping technology & product portfolio.
Level 1:
Market to Business
Market
Intelligence MarketingStrategy ProductLifecycle StrategySales ProcessSales
7.3
Innovation Process
Quality planning is part of the Innovation process and consists of quality objectives and requirements for the product.
Reviews, verification, validation, monitoring, measurement, inspection and test activities specific to the product are defined and recorded during development of projects. Reviews and assessments are performed by cross functional teams, results contain clear action plans if necessary and covers also any changes and deviations as well as risks. Review of changes, deviations and risks always considers also the impact of already produced or delivered parts. Responsibilities are clearly defined within all steps and phases of the projects.
Requirements agreed for the projects cover functional, performance and legal aspects. Whenever possible, information and learning‟s from previous projects is also used as input.
The development output enables the verification against the inputs and the agreed requirements. Part of the output is also information for the purchasing and supply chain.
The development process contains major engineering activities like technology, chip & package development.
Innovation
Roadmap
Process DevelopmentProcess PerformanceManagement Ramp DownProcess
7.4
Demand to Cash Process
IMC ensures that products purchased from external production partners are conform to the specification and agreed requirements. Appropriate control is in place to ensure process and product quality as well as the verification against the requirements. If appropriate, requirements for qualification of process and personnel from the production partner are also defined.
The control and the validation of processes for production and service provision is ensured by our external production partners. Clear defined interfaces enable IMC to ensure identification and traceability of the products at any time.
Systematic supplier selection with defined criteria‟s for evaluation and re-evaluation is in place. All external production partners (SiFos and OSAT sites) are certified
according ISO9001 and ISO14001.
During all phases of the supply chain IMC ensures product requirements through appropriate defined procedures and measures regarding handling, storage and protection.
Level 1:
Demand to Cash
Plan Make / Source Deliver
Basic Data Management Sample Order Management
Processes
7.5
Finance & Accounting
Some of the Finance & Accounting processes are covered by the Intel Corporate Finance organization. Financial Accounting (including external reporting) is done by Corporate as well as Tax and Treasury which are handled globally by the respective corporate departments (Treasury and Global Tax & Trade). IMC is covering through its own Finance organization the cost accounting (evaluation of production steps and product costing) and the corresponding inventory evaluation. IMC Finance is also performing the monthly closing activities (which support the Financial Accounting process) and the internal Reporting (based on the results of the Financial Accounting process)
Level1:
Finance & Accounting
Monhtly Closing & Internal Reporting
Financial Accounting
Tax and Treasury
7.6
Human Resources
HR services are defined to:
focus on the employee life cycle
aim to deliver and improve the employee experience ensure (legal and process) compliance
Governance Source Develop Compensate Mobilize Support
The HR business processes enables all employees to be competent to perform the work related to their job :
Raise the motivation and awareness of the relevance and importance of the peoples activity for quality
Compare knowledge and abilities of process owner, process leader and process user with the process
requirements (e.g. process description)
Plan, develop, maintain, qualify training modules adequate to close the identified gaps
Processes
7.7
Purchasing
IMC Purchasing process ensures sourcing for IMC core business indirect material. Main supported business topics are e.g. R&D Business, IP Licensing or Test & Measurement. IMC ensures that purchased goods and services are conforming to the specification and agreed requirements. Appropriate procedures and measures are in place to ensure process and product quality as well as the verification against the requirements.
Systematic supplier selection with defined criteria‟s for evaluation and re-evaluation is in place.
7.8
Information Technology
Information technology processes support all kind of IMC processes and activities. The processes are closed linked to Intel‟s IT processes. For many activities processes and services are used from Intel.
Level 1: Service Strategy Service Design Service Transition Service Operation Business Alignment Asset & Configuration Management Cross Functional Processes
Intel Corp. IT IMC IT Shared *
* limited to IMC service products
Financial
Management ManagementPortfolio
Enterprise Architecture Management
Service Level
Management Service Catalog Management ManagementIT Security ManagementSupplier
IT Service Continuity Management
Project
Execution ManagementChange (IT)
Release & Deployment Management
Incident
Management ManagementProblem FulfillmentRequest ManagementAccess
Software Asset & License Management Demand Management Knowledge Management
7.9
QM Process
The quality management processes support the other core and enabler processes to ensure effective measures are in place to guarantee high process and output quality. Level 1 and Level 2 processes are shown within this QM manual:
Level 1: Quality Management Customer related Processes Design and
Development Production and Service Provision
Quality Management System
Measurement, Analysis and Improvement
7.9.1
Quality Management System
Within the Quality Management System process different overall valid QM processes are described.
Level 2:
Quality Management System
Document Control
Allocation of Development Code
Processes
7.9.2
Customer Related Processes
Complaint Management / Service Quality
IMC applies resources and tools to ensure the service quality over the lifetime of the products.
Complaint Management:
IMC performs analysis and problem solving on customer complaints where IMC‟s products were claimed to deviate from defined specifications.
The customer will receive a report documenting the analysis plan, results and conclusion. As appropriate, a formal 8D report summarizing the detailed analysis results and actions taken will be published by IMC QM. Goals for response times are defined and used for standard complaints.
In urgent cases the feedback time may be shortened to ensure the customer is timely informed of analysis findings and actions taken to minimize impact to customer in critical situations. In some cases, extensive analysis may require additional efforts and time and may surpass the response time target for completing the 8D analysis report, in such cases IMC will inform customer and provide intermediate updates as needed. IMC‟s Problem Solving Method is based on the 8D method. Details are defined within the respective business processes.
Level 2:
Customer related Processes
Complaint Management
7.9.3
Design and Development
For design and development support is given through two QM processes.
Technical risk management is defined as QM process and built-in as proactive measure into the respective business processes. Technical risks are evaluated frequently
throughout all phases of the development and documented in a Failure Mode and Effect Analysis (FMEA).
Internal labs facilities have a clear defined scope, which includes capabilities to
perform measurements. Necessary personal competences and procedures are defined. Appropriate ESD measures in place and regularly checked. Control of measuring equipment is clearly regulated in the process calibration. External Labs shall be accredited to ISO/IEC 17025 or national equivalent.
Level 2:
Design and Development
FMEA
Processes
7.9.4
Production and Service Provision
To support effective processes for production and service provision two processes are in place. These two effective business processes with our production partners ensure that products which do not conform to the requirements are identified, controlled and not delivered to the customer.
Level 2:
Production and Service Provision
Change Management
7.9.5
Measurement, Analysis and Improvement
Conformity of the product is shown through results from our production partners. The conformity of our Quality Management System is demonstrated through our internal assessment results which are regularly evaluated and used for the continuous improvement of the Quality Management System.
Internal Audits and Assessments
Internal auditing determines if requirements are met, evaluates processes and systems for effectiveness and efficiency, and identifies opportunities for continuous improvements. The IMC “Internal Assessment Process” is based on the ISO9001 requirements but also consider CMMI and ISO/EN 17025. IMC has qualified lead auditors responsible for the world wide internal audit program, audit plan, audit execution, result reporting and follow up. The results are used for the evaluation of the Quality Management System by the top management. Details defined within the respective business processes.
Level 2:
Measurement, Analysis and Improvement
Internal Audits
Continuous Improvement