ISO 9001:2000 QUALITY MANUAL

WOLSTENHOLME INTERNATIONAL LIMITED

CONTENTS
1.0
1.1
2.0

Scope of the Quality Management System at Wolstenholme International Limited

Statement of Quality Policy
Quality Management System Documented Procedures
2.1

Document Control

2.2

Control of Quality Records

2.3

Internal Quality Audits

2.4

Control of Nonconforming Product

2.5

Corrective Action

2.6

Preventative Action

3.0 Quality Management System Processes and Interrelations

3.1 Organisation Charts
3.2 Responsibilities
3.3 Interrelation of Processes
3.4 Processes

1.0 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
7.5.2 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

2.0

Quality Management System Documented Procedures

2.1.

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- WIQSP.1

Start
Document Control
WIQSP.1

ISO
Document

No control

Automatic
Control

Y
Controlled
Document

ISO Achiever
document
N

Other Lotus
Notes document

Automatic
Control

Automatiic
Control

Other
Documentation

External
Origin

AS 400
Document

Document owner
controls
document identity
and distribution

N
Document
Owner controls
document,
establishes and
maintains.

Document
availability at
point of use

Adequcy
Prior to issue

Document
Review

Removal of
obsolete
documents

Changes to
document and
revision status
identifiable

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 - WIQSP.2

Record Control
WIQSP.2
Start

Create Record

Record Owner

Securely Store
Record

Use Record

Retrieve
Record

Record to be
used

Document
Control Ends

Retention
Period Expired

End

Record
Control to be
Audited

Audit Record
Control
2.3

Internal Quality Audits

Assign
title/record
number

Define Retention
Period / keep
indefinately

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 raised.The 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 - WIQSP.3

Quality Audits
WIQSP.3

Start

Create Audit Schedule

Define scope and create Audit

from Profile or independently
(Coordinator)

Nominate and Notify Auditor

(Coordinator)

Accepted by
Auditor

Document
Reasons
(Auditor)

Y
1. Prepare Audit Plan
2. Notify Audit Team (if any)
3. Notify Auditee
Audit Date
Acceptable by
Auditee

Change Date
Document
Reasons
(Auditor)

Document
Reasons
(Audit)

Y
1. Carry out Audit
2. Document Audit Report
3. Raise any CAR's
4. Sign and Complete
Audit Report
Acceptable by
Auditee
Y

Review Required
(Coordinator)

Y
Review, Comment, Raise CAR's and adjust
Audit Plan if Required
Audit
Complete

2.4

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 - WIQSP.4a, 4b and 4c

Control of Aluminium Non-conforming Product

WIQSP.4a
Start
Obtain
Certificate

Quarantine

Certificate of
conformity/
analysis

Product
Merchanted

Product
Manufactured

QA Test

Product
Manufactured
QA
Pass/Fail

Quarantine
Product
Merchanted

Supply under
Concession
N
Pack / Label
for return to
Supplier

Pack/Label

Despatch

Goods Returned
by Customer

END

rework under
QA control

Control of Bronze
Non Conforming
Product WIQSP.4B
Start

QA Test

Pass/fail

Required by
customer

Put into
Stockroom

Reblend

Allocate batch
to customer

Drum/Label/
Despatch

Goods
Returned by
Customer

End

Powder
Paste

Arrange
Off-Site
Disposal

Control of Ink
Non-conforming Product
WIQSP.4c
Assign
Finished
Goods Code

Start

QA
Product
Pass
N

Can the
product be
worked off
Pack/Label

Y
Assign a Work
Off Code

Label the
drum as Work
Off

Store

Store in the
Work Off Area

Rework under
QC Control
Product
within shelf
life
Y
Despatch to
the Customer

Goods returned
by Customer

End

Freeze
Product

Drum/label
as reject

Arrange offsite
disposal

2.5

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 - WIQSP.5

Start

Corrective Action
WIQSP.5

Nonconformity
identified

create/modify CAR and

send to person assigned
to close out

Accepted by
assignee

Y
Determine
causes of
nonconformity

Determine / implement
action to prevent
reoccurance and close
out CAR

Record results
of actions
taken

Send to
originator

CAR originator
satisfied
Y
CAR closed
down

Assignee
documents
reasons for
rejection

2.6

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 - WIQSP.6

3.0

Quality Management Systems Processes and Interrelations

Non-Executive Chairman
Paul Rink

Managing Director
Chris Ravenscroft
Switchboard/Reception
Eileen Howson
Margaret Mayoh

P.A.
Sandra Gray

Ink/Print Business
Development
Director
Harry Bowyer

Wolstenholme
Group Business
Wolstenholme
International Inc.,
Development
Asia Pacific
USA
Director
President & M.D.
General Manager
Andrew Rink
Keith Wheldon
Tim Caton

Finance

Calvin

Ceepree
Ronald Britton
Products
Business Unit
Limited
(50% owned)

Hong Kuala Lumpur Sales

Office
Kong
Ros Collins
Office

MD Both

Operations

CRM
General
Operations
Manager Development Ma Director
nager
Keith Carter
Mark Westwell
J ane Lawrenson

Technical Sales
Manager
Marc Garland

INK
Ink Manufacturing
Manager
Stuart Parker
Lean
Manufacturing
Project Leaders

Plant Engineer
Paul Cook

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

Gino Caparelli
Tony Hayden
Team Leaders
Paul Davenport
Vernon Roocroft
Offset Inks
Robert Bryce
Adriano Ferro
J ack 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

Planning Manager
David Enright

Secretary
Anne Crompton

Foundry Shift A
J onathan Chadwick
Paul Duker
J ohn Carson
Foundry Shift B
Marcus Eccles
Michael Fahy
David Harrison

Oxidising
Robert Fish

Payroll Officer
Linda Napier

Secretary
Melanie Walton

BRONZE

Safety and Regulatory

Affairs Manager
J ohn Maynard

Training/
Quality Coordinator
Ray J ohnson

Business
Human Resource
Group I.T.
Development & Administration
Manager
Director
Manager
George Makin
Mike Yates
Heather Brown

Personnel
Assistant
Eve Rigby

Operations Director
Mark Westwell

Engineering
Manager
Les Campbell

Personnel

Etten Leur
Holland

Vice President
Technical
Vice
Commercial
International
Technical
Sales &
Director Inks
President
Sales Director
Director Pigments Manager
Ashland site Marketing
Keith Carter
Geoff Ormerod
Keith Carter
Henry
Brooks
Ron McDonald
Brian Kelly

ENGINEERING

Liquid Inks

Bronze Manufacturing
Manager
Duncan Miller

Ink Production Bronze Production

Planning
Planning
Michael Goodliffe
Kevin Dearn

'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
:
J ohn Greenhalgh
Operators:

Credit Controller
Sue Knowles
Credit Control
Assistant
Susan Morris

Co-ordinators
Sharon Barnes
Linzi Brussels
Eunice Fitzharris
Angela McCall
Lynne Maeer

Q.C. Technicians
Andrew Southworth

Blending

Despatch

P.I. Shift 'A'

Technicians
Richard Seaman
Alex J epson

'E' Shift
Operators
Ian McKie
Paul Robinson

P.I. Shift 'B'

Technicians
Walter Lansom
Winston Sayers

'F' Shift
Operators
Andrew Henderson
Paul Nicholson

Despatch Coordinator
Sev Caparelli
Operators
J im Carr
Philip Dootson
Tony Entwistle

Pasting
Vacancy
Pelletising
Nick Singleton
Bag Packing
Mark Robinson

UK Financ
Controlle
J ames MacL

Customer Service
Manager
Lowri Thomas

UK Project
Accountant
Vacancy

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

As
Man
Acc
Linds

A
A
J oan

TECHNICAL
DEPARTMENT

Commercial Director
Andrew Rink

Technical Director
Pigments
Geoff Ormerod

Process
Development
Manager
Andrew Thompson
Process
Development
Engineer
Paul Brookes
Techncians
Mike O'Hare
Anthony Stubbens

R & D Laboratory
Supervisor
Nigel Unsworth

R & D Chemist Industrial Technical

Project Leader Services Manager
Robert Coppage
J oanne Mitchell

Analytical Chemist
Stuart Morison

Technicians
Mike Ellicott
Andrea Finn

Technicians
Andrew Butterworth
Sheila Gaskell
Angela Mason
Nigel Eckersley

Secretary
Denise Miller

New
Technology
Manager
Margaret
Henderson

Technical Director Inks

Ron McDonald

Ink Q.C.
Q.C. Supervisor
Sahma Dad

Ink and Print

Technical Service
Stuart Gill

Q.C. Technician
Peter Greenwood
Douglas Wright
Technical Services
Technicians
Martin Cunningham
Yogi Marolia
Peter Edge
Nigel Eckersley

Information
Officer
Carol Simpson

Financial Director
Calvin Lord

Financial Accountant
Bren Hutchinson

Development

I.T. Operations &

Help Desk

Group Financial Controller

Roy Baker

Network and PC
Administrato Bill
Attenboroughr

Operations
Administrator Steven
Duxbury

O/S Ink
Development
Development
Chemist
Russell Morris
Technical
Services
Technician
Robin
McDonald

Liquid Inks
Technical
Manager
Steven Clark

Technician
Ayyub Bhatia

Solvent Based
Liquid Inks
Technical
Manager
Bryan Hancock

Ink R & D
Manager
Vacancy

U.V. & Metasheen

Development
Chemist
Ryan Malcolmson

Secretary
Sandra Gray

Group I.T. Manager

George Makin

e-Systems &
Communication Coordinator
Louise Lawrence

I.T. Technical
Analyst
Debbie Lee

I.T. Programmer/
Trainer
J ulie Thornborough

1.2.2 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

Monitoring the quality system to determine where improvements are needed and

monitoring the necessary

-

non-conformances.

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, coordinating, 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.

3.3 Interelation of Processes

Wolstenholme International Processes and

Interrelation

Customer
Focus

Financial
Resources
CL

Strategy &
Leadership
BoM

Engineering
LC
SARA
JWM

Business
Development
HEB/MJY/PH
Marketing
AR

Human
Resources
HB
IT
GAM
Purchasing
AP

Product
Development
GIO/RMcD
Products
Sales
AR/MG

Customer
Requirements

Customer
Service
LAT

QC/PI
DCM

Plant and
Materials
availability

Production
Planning
DE

Manufacture
MW/DCM/SP/
BR

Technical
Process
Control
GIO/RMcD

Finished
product

Despatch

Satisfied
customer

Payment for
Product

Pick Order

3.4 Processes

Bronze Manufacturing Process

Start

Customer
Inquiry

Delivery
Date
Agreed

Order Receipt

Production
Planning

Goods
Purchased

1
Foundry
Alloying and
Atomising

2
First Stage
Milling

3
Second Stage
Milling

7
Tarnish
Resistant
Processed

5
Polished

Process's 1- 9
Quality Control Analysis
and adjustments carried
out

8
Oxidised
Processed

6
Blended

9
Pellet
Processed

Paste
Processed

Despatched

Invoiced

End

4
Third Stage
Milling

Ink Manufacturing Process

Start

Customer
Enquiry

Delivery
Date
Agreed

Order Reciept

Production
Planning

Goods
Purchased

Ink Mixing

Quality
Control

Ink Potting

Ink Packing

Despatch

Invoicing

End

Aluminium Processes

Start

Customer
Inquiry

Delivery
Date
Agreed

Order Receipt

Production
Planning

Manufactured
Product

Goods
Purchased

Atomised/Cuts
/QA Milled

Merchanted
Goods

Stock levels
maintained

Filter Pressed
Quality Control

Vacuum dried

Re-packed /
Pasted

Quality Control
Despatched

Invoiced

End

Training and Development

Start
Records

New Recruit
Joins
Company

Records Kept
of all coloured
stages

Stage 1
Induction
(Day 1)

Personnel informs
SARA Dept - Specific
H & S Training Carried
out as Appropriate
(<1 Month)

Stage 2
Induction
(<1 Month)
I.T. Training
Requested

Departmental
Training using ISO 9001
Work Instructions and
training check sheets
where appropriate.

Manager
Informed
Training Needs
Completed

Recruit on
Skills Based
Pay
Main Development
Review.
Evaluates and
Identifies Any
Future Training
Needs

Recruit on "X"
Factor

Level 1
Competencies
Assessed and
Checked

Main Development
Review.
Identifies Any Future
Training Needs

Training Plan
Completed
Training Requisitions
Completed

Competencies
Developed
and assessed

Next Level
Competencies
Identified

Update
Review checks
Progress

Completed
Training
Evaluated

Start

Customer
Satisfaction
Procedure

Complaint Received by
Anyone Within WI. Details
Passed to Relevant CSC

Complaint logged onto ISO Achiever

Contact Management Database by CSC

Is There a
Potential
Claim ?

Yes

No

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
Complaint Passed to
`
Departmental
Champion for Action
and Copied to relevant
Parties

Is There
Sufficient
Information to
Take Action ?

Yes

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

Customer Informed of
Outcome and Actions Taken
Within Target Time
CSC Obtains Customer Feedback to Ensure
Satisfaction
Complaint Closed
Steering GroupQuarterly Review Meetings
Held to Discuss any Outstanding Issues and
Root Causes
..Audit of Procedure Conducted to Ensure
Effectiveness

CSC Seeks
Further
Information

No

Production Planning

Start

Sales forecast

Sales and
operation
capacity
meeting

Demand
Manager

Sufficient
capacity
Y

Receive order

Fit order into

plan

Advise CSC of
despatch date

Provide
production
with plan

Check
despatch

End

New product
development