Chapter 1

 

INTRODUCTION

 

1.0 General

 

This document contains Part One of the information specified to be the initial source document Internal Quality Manual (IQM) of the B.E.L.systems Quality Program.  It is based on the Quality Program Analysis (QPA) system as specified in TR-298-CODE, Issue 1, March 1996 Requirement Object List (ROL) as well as its own mandated quality assurance program built upon verifiable quality control.

 

In order to provide you with the information you need to know to develop a knowledge of quality as a science, and to know what your company is doing in the areas of quality control and quality assurance, and to provide you with the devices you need to learn the details required for you to do a good job, these two volumes are offered.  It is your INTERNAL QUALITY MANUAL (IQM). 

 

·        Paragraph 1.1 provides you with the introduction into the World of Quality. 

·        Once you are familiar with this critical area of knowledge, read 1.2.

·        Paragraph 1.2 provides you with the information you need to use these volumes. 

·        Once you are familiar with these, read both volumes, which include your introduction into the QPA elements themselves. 

·        Once you are familiar with these, read the documents that are referenced, and as such, are considered part of the IQM.

·        Once you are familiar with these, the rest is up to you.

 

1.1. The World of Quality

 

The world of quality contains a number of individual concepts on quality.  There are sciences as to how to develop quality, maintain quality, guarantee quality, assure quality and then some.  Each of these attempts is a valiant one, including the ones being implemented in companies across the world.  Companies find themselves at crossroads as to which quality system is the best, which one to adopt which one to customize to their own needs, and so on.

 

As far as B.E.L.systems is concerned, the quality movement most important to it is the quality control and associated assurances that go along with a comprehensive quality program built upon its own mandate to provide quality services to its customers.  Unfortunately, the world of customers is a bit more demanding.  There are requests for information, certifications, assurance manuals and other stringent requirements that are defined in existing quality specifications and standards.

 

In order for you to understand completely the details of the B.E.L.systems quality assurance program, you must understand the world of quality, the one in which B.E.L.systems and YOU must be a part.  There is no independence when it comes to quality; it is a shared phenomenon, and B.E.L.systems is right there, all the time.

 

There are a number of high-quality movements out in the world, but the most important ones seem to have the number 9000 (or the like) associated with them.  There are the following: 

• ISO 9000

• TL 9000

• SQ 9000

• ANSI/ASQ Q9000

 It is the purpose of this chapter to explain, in detail, the characteristics of these standards and their impact on B.E.L.systems.  It is also designed to provide you with the tools to apply the word QUALITY in a knowledgeable manner, so no one will ever be able to state a quality statement that you do not understand.

 

1.1.1. ISO 9000: 2000, International Quality Specification

 

The following information was paraphrased and reconstructed from information found on http://www.excelpartnership.com at Excel Partnership’s free information site and blended with information accumulated from http://www.asq.org, hosted by American Society for Quality (ASQ).  The objective of the information at the site is to promote the partnership’s consulting and training programs and, in the case of ASQ, advance the knowledge they offer.  Refer to Paragraph 1.1 for details.

 

1.1.1.1. ISO Specifics

 

This document provides the information needed to prepare manuals, plans and procedures that meet the ISO 9000 requirements. Comprehensive knowledge is required to detail the structure, approach and methodology necessary to create usable materials.  Part is to learn how to organize your documents to make them easier to create, update and audit.  The following information is essential to know: 

• A working knowledge of the ISO 9000 requirements

• The structure of a documented quality system

• How to develop a documentation strategy

• Process mapping

• Use of a standard organization or format

• Appropriate level of detail at each documentation tier

• Readability and clarity

• Document control strategies

• Incorporation of existing procedures

• Effort required to create, update and distribute manuals and procedures

• Acquiring expertise for successful documentation

The following professionals benefit from this information: 

• Quality Assurance Personnel

• Line Managers Supervisors who are required to document their quality systems and practices

• Personnel working to procedures or processes already documented

1.1.1.1.1. Quality System Planning Model

 

This paragraph presents an outline of the business model philosophy to quality system planning, documentation and implementation to streamline system documentation for process improvements and effectiveness.

 

The following information is important: 

• Analyzing and evaluating current documentation systems

• Identifying the features of a user-friendly documentation system

• Determining a documentation structure to meet organizational needs

• Developing effective manuals, procedures, and instructions

• Process Mapping

• Developing effective means for capturing information (data)

• Incorporating effective documentation controls

• Incorporating information gained from experience, lessons-learned, etc., into the quality system documentation (Knowledge Management)

• Developing and utilizing customer-directed and internal metrics for continuous improvement of the documented business processes

• Beginning to create a fully integrated business system

The following professionals benefit from this information: 

• Individuals new to quality system documentation

• Individuals knowledgeable in quality system documentation

• Individuals from companies with relatively mature documented quality systems

• Individuals tasked to assist their companies in upgrading their current documentation systems for effectiveness and process improvements

• Individuals who are process owners

1.1.1.1.2. Product Reliability and Documentation

 

The direct relationship between customer satisfaction and product reliability is well documented.  Failure Mode and Effects Analysis (FMEA) is a proven design analysis technique used by engineers and others to identify and eliminate potential problems (or failure modes) in a product or process design.  This exchange is designed to help you get the maximum return from FMEA, whether you need to comply with AIAG guidelines or are simply interested in improving the reliability of your products. 

 

You must know how to reduce the number of product failures customers experience, improve reliability, shorten lead times and avoid costs.  To give you an idea of the importance of this knowledge, this information is consistent with the FMEA format and approach developed jointly by Ford, GM and Chrysler, in collaboration with the Automotive Division of the American Society for Quality (ASQ) and the Automotive Industry Action Group (AIAG). 

 

You must be familiar with: 

• Purpose and benefits of FMEA

• How to get the maximum return from FMEA

• Determining differences between a Design Failure Mode and a Process Failure Mode and where each one fits in the product development cycle

• Importance of a team approach to FMEA

• Materials needed to begin a Design FMEA and a Process FMEA

• How to identify failure modes

• Role, development and use of an FMEA form

• How to assign severity, occurrence and detection ranking

• Definition of a Risk Priority Number (RPN) and how to calculate it

Professionals who benefit from this information include: 

• Design Engineers

• Reliability Engineers

• Manufacturing Engineers

• Quality Engineers

• Sales and Marketing

• Purchasing

• Customer Service

• Technical Support

1.1.1.1.3. Geometric Dimensioning & Tolerancing

 

Understanding the international engineering language of Geometric Dimensioning & Tolerancing (GD&T) is essential for communicating in today’s highly competitive global marketplace.  You must be familiar with and, in some cases, be able to read and interpret GD&T symbols.  This knowledge is consistent with ASME Y14.5M - 1994.  You must have a working knowledge of the following: 

• Benefits of GD&T

• Basic terminology in GD&T

• Interpreting GD&T symbols

• Differences between a geometric tolerance zone and a conventional tolerance zone

• Purpose of a datum reference frame

• Difference between maximum material condition (MMC) and least material condition (LMC) as they apply to external and internal part features

• How to read and explain the meaning of a feature control frame

• Definition and interpretation of form and orientation tolerances

• Definition and interpretation of profile, runout and location tolerances

• Calculating applicable bonus tolerances

• Methods for verifying each geometric tolerance

Those who benefit from this information include:

• Engineering Staff: production, inspection and set-up personnel

• Supervisors, Group Leaders

• Anyone who needs to build a basic understanding of GD&T

1.1.1.1.4. ISO 9001 Change Impact

 

The current status of revisions to ISO 9001 set in motion numerous changes to a company’s quality system.  Awareness to this is the ideal starting point toward understanding the direction in which the Standard, and associated documents, are moving; giving you insight into reasons behind the changes.  Understanding the impact of these changes will guide you toward reviewing current systems, planning for change, and understanding the challenges associated with this intended revision.  You should know:

• Reasons and process for changing a standard

• Key changes in terminology, philosophy, and structure

• Direct comparison of proposed revisions vs. ISO 9001:1994

• Implications of proposed changes, how it will affect you and your company

• How change will impact third-party audits

• Concerted planning pertaining to how to proceed as a company 

The following personnel benefit from this information: 

• Executives and Senior Management

• General Managers

• Business Unit Managers

• Quality Professionals

• Management Representatives

• Internal and external auditors

• Those who wish to get an understanding of the Year 2000 revisions

1.1.1.1.5. Your Existing Statistical Process Control

 

This information is designed to help you get the most from your existing SPC system.  A high level of understanding of Statistical Process Control helps those of you who are supervisors to direct your efforts toward an SPC application’s greatest benefit, leading to a fuller understanding of process stability and capability.  This is a high-level, no-nonsense awareness that focuses on finding and seizing your system’s potential.   Information includes:

• A working knowledge of Statistical Process Control as a science

• A working knowledge of the SPC system currently in place within your specific area, as well as within the division or company as a whole

• How to establish and manage on-going SPC programs on the floor

• What tasks are involved in using SPC to monitor a process

• Knowledge of frequency tables, histograms, probability plots, mean and standard deviation, control charts

• Collecting and comparing variables data

• How to determine process capability for SPC variables

• Review of control chart theory, process capability studies

• Interpreting patterns

• Creating cause-and-effect diagrams

• Knowledge of the Pareto principle

1.1.1.1.6. Customer Satisfaction

 

The only way to ensure that your customers are satisfied is to base each phase of your operation on their wants and needs.  You should know how to actively seek the “voice of the customer” and translate it into specific, measurable product and process characteristics and objectives, from initial planning through final production controls. You should know how to design and produce the products and services that customers truly want, as well as how to reduce engineering changes, design cycles, start-up costs and warranty claim.

 

Information includes: 

• Definition and benefits of QFD to design and development processes

• Scenario development for possible applications of QFD

• Understanding your own corporate culture for successful QFD efforts

• Basic structure and logic of QFD

• Importance of the “voice of the customer”

• Developing a realistic model of your customers’ perceptions of quality

• How to identify and segment customer groups

• Conducting customer-oriented market research

The following professionals benefit from this knowledge:   

• Design Engineers

• Process Engineers

• Marketing and Quality Assurance Personnel

• Any QFD team member

1.1.1.1.7. Quality and Supply Chain Management

 

This information is designed to provide you with a complete understanding of essential quality and supply chain management principles with reference to ISO 9000.  You must develop the skills needed to assess and audit the effectiveness within supplier organizations.  You must know how to develop successful supplier relationships that are focused on providing quality, delivery and cost objectives for purchased products and services.  You must know the following information: 

• Various alternatives for assessing supplier capabilities

• A systematic process for conducting an on-site supplier audit

• Know why company teamwork is key to a successful Supplier Assessment process

• Pitfalls to avoid when selecting suppliers

• How to successfully incorporate supplier surveys and audits

• Effective auditing techniques for second party audits

• How to maximize the two-way street of customer-supplier communication and cooperation

• How to perform a supplier performance appraisal

• Assessing and monitoring corrective action programs

• Communication skills in the presentation of audit findings

• Supply chain improvement through the progression of corrective action programs

1.1.1.1.8. Modifying Your Current Documentation System

 

You must acquire a familiarity with all new quality requirements and develop a plan for what and how they impact your current documentation system, in order to be compliant with ISO 9000:2000 requirements.  You must have a working knowledge of the ISO 9000:2000 standard and be able to formulate a plan for implementation and upgrade of your current system.  You must be in constant contact with your documentation production organization to ensure that they are in compliance with the standard and are equally aware of the changes. 

 

The following information is essential: 

• Know the content of ISO 9000:1994

• Know the content of ISO 9000:2000

• Know the status of your current documentation and the organization producing it

• Understand quality system process modeling

• Be current in new terminology

• Be aware of what new procedures are required

• Determine what gaps exist within your current system

• Practice Process Mapping

• Identify documentation software applications that enhance system efforts towards continuous improvement

• Determine the impact to your current numbering system

• Determine impact on your certification status/process

• Determine if there is to be any modification and/or alterations to your formats and presentation

The following benefit from this information: 

• Companies with relatively mature quality systems compliant to ISO 9001

• Individuals with little or no knowledge of the year 2000 additional requirements

• Individuals assisting their companies in the upgrade to the 2000 additional requirements

• Professionals producing your documentation

1.1.1.2. ASQC ISO 9000 Questions and Answers

 

NOTE

 

The following information was acquired from ASQC.

 

The following paragraphs contain the ANSI ASC Z-1 Committee on Quality Assurance responses to the Most Frequently Asked Questions About the ISO 9000 (ANSI/ASQ Q9000) Series.

 

1.1.1.2.1. What is ISO?

 

The International Organization for Standardization (ISO) is the specialized international agency for standardization, at present comprising the national standards bodies of 91 countries.  The American National Standards Institute (ANSI) is the member body representing the United States.  ISO is made up of approximately 180 Technical Committees.  Each Technical Committee is responsible for one of many areas of specialization ranging from asbestos to zinc. 

 

The purpose of ISO is to promote the development of standardization and related world activities to facilitate the international exchange of goods and services, and to develop cooperation in intellectual, scientific, technological, and economic activity.  The results of ISO technical work are published as international standards.  The standards discussed here are a result of this process.

 

1.1.1.2.2. Who developed the ISO 9000 series standards?

 

ISO Technical Committee 176 (ISO/TC176) was formed in 1979 to harmonize the increasing international activity in quality management and quality assurance standards. Subcommittee 1 was established to determine common terminology.  It developed ISO 8402: Quality-Vocabulary, which was published in 1986.  (ASQ published ANSI/ASQ A8402-1994: Quality Systems Terminology.  While this document is not an adoption of ISO 8402, it does contain many of the exact terms and definitions contained in ISO 8402.) Subcommittee 2 was established to develop quality systems standards--the result being the ISO 9000 series, published in 1987 (revised 1994).

 

The United States had input into this development process through membership in ISO via ANSI.  This input was channeled through a Technical Advisory Group (TAG).  ASQ administers, on behalf of ANSI, the U.S. TAG to ISO/TC176.  Qualified U.S. experts participate in the meetings where these documents are drafted.  ASQ continues to administer the U.S. TAG to ISO/TC176, and the United States continues to contribute to this process of developing international standards on quality assurance and quality management, and the generic supporting technologies necessary for full implementation.

 

1.1.1.2.3. What are the ISO 9000 series standards?

 

The ISO 9000 series is a set of five individual, but related, international standards on quality management and quality assurance.  They are generic, not specific to any particular products.  They can be used by manufacturing and service industries alike. These standards were developed to effectively document the quality system elements to be implemented in order to maintain an efficient quality system in your company.  The ISO 9000 Series standards do not themselves specify the technology to be used for implementing quality system elements.

 

There are several benefits to implementing this series in any company.  For example, it guides you to build quality into your product or service and avoid costly after-the-fact inspections, warranty costs, and rework.  In addition, you may also be able to reduce the number of audits customers perform on your operation.  Increasingly, customers are accepting supplier quality system registration from an accredited third-party assessment based on these standards.

 

1.1.1.2.4. How does the Series work?

 

ISO 9000 provides the user with guidelines for selection and use of ISO 9001, 9002, 9003 and 9004.  ISO 9001, 9002, and 9003 are quality system models for external quality assurance. These three models are actually successive subsets of each other. ISO 9001 is the most comprehensive--covering design, manufacturing, installation, and servicing systems.  ISO 9002 covers production and installation, and ISO 9003 covers only final product inspection and test.  These three models were developed for use in contractual situations such as those between a customer and a supplier.  ISO 9004 provides guidelines for internal use by a producer developing its own quality system to meet business needs and take advantage of opportunities.

 

The choice of which model to implement depends on the scope of your operation.  For example, if you design your own product or service, you must consider ISO 9001.  If you only manufacture (working off someone else's design) you may wish to consider ISO 9002.  If you neither design nor manufacture, you may wish to consider ISO 9003.  If you are a service company, you may want to consider ISO 9004.

 

1.1.1.2.5. Are there U.S. standards that are the same as the ISO 9000 series?

 

Yes.  The United States adopted the ISO 9000 series word for word as the ANSI/ASQ Q9000 series.

 

1.1.1.2.6. Where do I purchase them?

 

The ANSI/ASQ Q9000 series is available from ASQ.  The ISO 9000 series is available from ANSI.  Keep in mind, the ANSI/ASQ Q9000 series is identical to the ISO 9000 series.

 

1.1.1.2.7. Who is using them?

 

Corporations around the globe have built and continue to build their quality systems around these standards.  Both large and small companies with international businesses perceive the ISO 9000 series as a route to open markets and improved competitiveness. You don't have to be a multi-national corporation or have business overseas, to benefit from implementing these standards in your company.

 

1.1.1.2.8. What about the Malcom Baldrige National Quality Award, the Deming Prize, etc.?

 

1.1.1.2.8.1. Aren't these programs equivalent or better "standards" than the IS0 9000 series?

 

The answer to this question is simple: you can't hope to meet the expectations of any of these programs if you aren't already implementing the ISO 9000 (ANSI/ASQ Q9000) standards in your company.  These standards provide the foundation on which you can build your quality management and quality assurance systems, so you may ultimately achieve a high level of success.  Moreover, the ISO 9000 series is the only system accepted internationally.

 

1.1.1.2.9. Are there any additional guidelines for the ISO 9000 (ANSI/ASQ Q9000) series?

 

Yes.  ISO 9004-2 was prepared as a guideline for service industries and ISO 9000-3 deals with software.  In addition, there is the ISO 10011 series (ANSI/ASQ 10011) on various aspects of auditing quality systems.  There are also documents on guidelines for implementing ISO 9001, 9002, and 9003; project management; process industries; configuration management; quality plans; quality manuals; economics of quality; and continuous improvement.  Of course, there is the vocabulary document ISO 8402 (ANSI/ASQ A8402) that defines the terminology contained in the ISO 9000 series.

 

1.1.1.2.10. Are the standards readily understood?

 

The standards were designed to be user-friendly.  They are generic in nature and follow a logical, easily understood format.  However, each company is unique, and there may be wide differences in companies' readiness to implement the standards.

 

1.1.1.2.11. Where can I learn how to interpret and implement the standards?

 

There are many seminars on ISO 9000 (ANSI/ASOC Q9000) that offer guidance on their use and their role in the harmonization of global quality management and quality assurance standards.  Another option is to hire a professional to either train your personnel or actually assist with implementing the standards.

 

1.1.1.2.12. How much will it cost, and how long will it take to implement these standards?

 

Unfortunately there is no set answer.  Each company is different.  The answer really depends on how developed your present system is and the implementation strategy you adopt.

 

1.1.1.2.13. I’m hearing a great deal about being registered to ISO 9001, 9002 or 9003 (ANSI/ASQ Q9001, Q9002 or Q9003) standards.  What does this mean?

 

Of all the questions about the ISO 9000 series, this is probably the one that causes the most concern.  Increasingly, European and other foreign customers expect U.S. companies to have their quality systems registered to ISO 9001, 9002, or 9003.  This generally involves having an accredited independent third party conduct an on-site audit of your company's operations against the requirements of the appropriate standard.  Upon successful completion of this audit, your company will receive a registration certificate that identifies your quality system as being in compliance with ISO 9001, 9002, or 9003. 

 

Your company will also be listed in a register maintained by the accredited third-party registration organization.  You may publicize your registration and use the third-party registrar's certification mark and the accreditation body's mark on your advertising, letterheads, and other publicity materials (but not on your products).

 

1.1.1.2.14. If my company is not registered as complying with ISO 9000 quality system standards, does it mean that we will not be able to sell our products globally?

 

ISO 9000 registration is not a legal requirement for access to foreign markets, but it can be beneficial.  In the European Union (EU) for many regulated products, ISO 9000 registration is an alternative for product certification, not an absolute requirement.  In fact, as cited in most EU legislation, quality system registration is neither mandatory--there are other paths to product certification--nor is it a stand-alone procedure. 

 

Manufacturer compliance with either EN 29002 or 29003 is usually combined with product type testing at the design stage for full certification to EU legal requirements.  Manufacturers interested in the European markets need to review relevant EU product safety directives available from the U.S. Department of Commerce for specifics applicable to their product area.

 

Outside of regulated product areas, the importance of ISO 9000 registration as a competitive market tool varies from sector to sector.  For instance, in some sectors, European companies may require suppliers to attest that they have an approved quality system in place as a condition for purchase.  This could be specified in any business contract.  ISO 9000 registration may also serve as a means of differentiating "classes" of suppliers, particularly in high-tech areas, where high product reliability is crucial. In other words, if two suppliers are competing for the same contract, the one with ISO 9000 registration may have a competitive edge with some buyers. 

 

Sector and product areas where purchasers are more likely to generate pressure for ISO 9000 registration include aerospace, autos, electronic components, measuring and testing instruments, and so on. ISO 9000 registration may also be a competitive factor in product areas where safety or liability are concerns.

 

1.1.1.2.15. How long is a registration valid?

 

The accredited third-party registrar will perform periodic surveillance to ensure that your quality system is being maintained.  Many registrars also require a full re-audit after a specified time (typically three or four years).  If you fail to maintain your quality system, the registrar will suspend or cancel your registration.

 

1.1.1.2.16. Is being assessed to ANSI/ASQ Q9001, Q9002 or Q9003 the same as being assessed to ISO 9001, 9002 or 9003?

 

Yes, but to eliminate debate, make sure that the third-party registrar includes both the ISO number and date and the ANSI/ASQ number and date on your registration certificate and in the registrar's published directory of registered suppliers (for example, "ISO 9001-1994; ANSI/ASQ Q9001-1994").

 

1.1.1.2.17. If I decide ISO 9001 registration is strategically right for our business, how do I choose a competent registrar?

 

There are many factors that will affect your choice of a registrar, such as: what is their mutual recognition status, are they knowledgeable in my industry as well as in auditing quality systems, how many similar firms have they registered, what is re-audit schedule and does it complement our business cycle, and, most important, are they accredited?

Your selection of an accredited registrar won't automatically guarantee access to all global markets, but it is the best way to ensure that you have a competent registrar whose methods of operation and qualifications have been subjected to intense scrutiny, with the full weight of the ANSI due process system behind it.  It can give you assurance that the dollars you invest in this decision are spent wisely.

 

The Registration Accreditation Board (RAB) and the American National Standards Institute (ANSI) work continuously on behalf of U.S. industry so that registrars accredited in the United States will be recognized internationally.

 

The ANSI ASC Z-1 Committee on Quality Assurance disseminates useful information about quality standards to US industry.  ASQ administers, on behalf of ANSI, the Secretariat of this committee.  If you have any questions about the information in this brochure or about participating in the Z-1 Committee, please contact the standards development department at ASQ headquarters.  The number is (414) 272-8575, ext. 7246.

 

1.1.1.3. ISO Assumptions

 

1.1.1.3.1. Influencing Elements

 

ISO assumes that the following listing of elements can influence the quality of a product:

 

Design; Training; Purchasing; Customers; Management; Technologies; Work patterns; Resource levels; Job descriptions; Planning methods; Inspection and testing; Production processes; Reporting relationships; Transportation services; Policies and procedures;

Communications patterns; Record keeping systems; Documentation efficiency; Service delivery practices; Inventory control methods; Employee knowledge and skill.  

 

NOTE

 

When ISO uses the word "product" they also mean "service."

 

From ISO's standpoint, a service is a product.  In general, ISO assumes that a wide variety of elements influence product quality.  These elements are listed in the above assumptions and include items such as design, training, purchasing, and so on.

 

Because ISO believes that these kinds of elements influence product quality, they want you to control them.  More precisely, ISO wants you to control the characteristics that make up each of these elements.  ISO wants you: 

• to control the characteristics that define the design process;

• to control the training process, and the purchasing process;

• to control the characteristics that define each of the elements in the above list.

Consider the term characteristics, which assumes the elements comprising the element.  Consider the following equation:

 

PRIVATEQualities = Characteristics

 

This is what ISO usually means when they use the term quality.  For ISO, a quality is nothing more than a characteristic.  This is how ISO uses the language.  This is consistent with a larger scientific and philosophical tradition that states that every entity has characteristics or qualities.  You, for example, have a particular height, weight, age, nationality, and profession.  These would be considered your qualities or characteristics.

 

1.1.1.3.2. ISO Quality, an Interesting Balance of Values

 

ISO does not use the term quality in the usual way.  ISO does not want people to use the term quality "to express a degree of excellence" (ISO 8402 2.1).  ISO does not think in terms of poor quality or high quality products.  As a result, it is believed that ISO has sidestepped the central issue.  Even though your organization will probably meet every ISO requirement, this odd attitude means that you will, nevertheless, not be able to claim that your ISO program generates high quality products!  In spite of this, most quality professionals would probably agree that the ISO 9000 program will assure the quality of any organizations products, assuming that the program is properly designed, implemented, and managed.

 

It may be assumed that ISO assumes that, with certification, you will have the potential to produce a quality product even if the product itself is not a quality product.  Only the user can determine the quality of a product, after applying the device/service.  In the event the product and/or service is determined to be inferior, it can still be maintained that a quality company produced it.  It would, then, be up to the design group to design a more appropriate device/service produced in the same high-quality environment.

 

At this point, the previous list can be rewritten in the following way:  Add “qualities” to each of the above-listed elements, i.e., Design qualities, and add the statement, “....influence product quality.”  The result, in the first case, would be:

 

Design qualities influence product qualities.

 

Do the same for each of the other elements.

 

Therefore, the whole point of a quality system is to control all of the above qualities!  The whole point is to control qualities (characteristics).  Notice that ISO is not interested in all of the qualities that make up an organization.  ISO is only interested in the qualities or characteristics that influence product quality.

 

Look at some examples.  When a procedure is written down, the "written down" aspect is a quality; when a reporting pattern is clearly defined, the "clearly defined" aspect is a quality; when a design is approved, the "approved" aspect is a quality or characteristic, and so on for each element.

 

If you wish to conform to the ISO 9000 Standard, your quality system must have the qualities specified by ISO.  However, these qualities are all general in nature.  At the specific level, you have a lot of freedom to choose exactly what kinds of qualities will define your quality system.  Accordingly, we have found it useful to distinguish between general qualities and specific qualities.

 

ISO says that your products should have the following kinds of general qualities:   

• They should be properly designed, stored, delivered, installed, and serviced. 

In summary:  general qualities are determined by ISO, and specific qualities are determined by you and your customers.

 

Consider the following equation:

 

Qualities = Characteristics = Requirements

 

Now, rewrite the previous list:

 

Meet design requirements; you will assure product quality.

 

Apply the idea to the other elements.

 

1.1.1.3.3. Requirements

 

ISO uses the term requirements because they expect your organization to implement the qualities that they have identified.  When ISO wants to tell you what to do, they speak in terms of requirements.

 

Specifically, ISO wants you to implement the qualities or requirements listed in ISO 9001, ISO 9002, or ISO 9003.  ISO wants you to develop a quality system that meets one of these sets of requirements.  The remainder of this section will explain, in general terms, how you can develop a quality system that meets the requirements listed in ISO 9001.  (ISO 9002 and ISO 9003 are essentially subsets of ISO 9001.  So, this section also applies to ISO 9002 and ISO 9003.)

 

1.1.1.4. How to develop a quality system

 

Now that you know that characteristics, qualities, and requirements are different ways of talking about the same thing, take a closer look at ISO's quality system requirements.  To make it easier to grasp ISO's many quality system requirements, they have been organized in the following way:

 

NOTE

 

Each major requirement below contains the same sub-requirements shown in Item #1, Leadership requirements. 

• Leadership requirements

• Policy requirements

• Planning requirements

• Procedural requirements

• Instructional requirements

• Personnel requirements

• Organizational requirements

• Documentation requirements

• Record-keeping requirements

• Technological requirements

• Resource requirements

• Product design requirements

• Purchasing requirements

• Contract review requirements

• Production requirements

• Inventory management requirements

• Inspection and testing requirements

• Nonconformance management requirements

• Measurement requirements

• Service requirements

• Internal audit requirements

• Training requirements

12 sets of general requirements have been identified, and, within each of these, 10 additional requirements have been added.  This approach works, because it helps to clarify what ISO wants. 

 

1.1.1.5. ISO Shortfalls

 

When ISO's requirements were studied, it slowly became clear that ISO was really combining and confusing two different types of requirements.  In effect, ISO has mixed apples and oranges.  By failing to distinguish between these two types of requirements, ISO has created needless confusion.  The first set of 12 requirements indicates what functional areas need to be controlled.  These include areas such as design, purchasing, and inspection.

 

The second set of 10 requirements specify how this control should be exercised within each of these 12 areas and what form this control should take.  This second set of requirements specifies how quality documents, data, and records should be managed, what form quality policies, plans, procedures, and instructions should take, what technologies and resources are required, and how all of this should be organized.

 

In more abstract terms, think of the first set as program requirements, and the second set as process requirements.  The first set specifies what programs are needed, and the second set specifies what kind of process should be followed by each program.  In other words, the first set points to 12 quality programs that need to be developed, while the second set points to the methods, tools, and techniques that should be used by each program.  This program-process distinction will help you to understand how you can develop your own quality assurance program.

 

You can develop a complete quality assurance program by studying each of the 12 sets of program requirements and by recognizing that each of these program requirements is made up of 10 process requirements.  For example, you can develop a Quality Leadership Program if you: 

• State your leadership policies.

• Design a managerial planning process.

• Develop your leadership procedures.

• Specify your leadership instructions.

• Clarify who will provide leadership.

• Define how your leadership process is organized.

• Specify how leadership activities will be documented.

• Clarify what kinds of leadership records will be kept.

• Indicate what kinds of leadership technologies will be used.

• Clarify the leadership resources that will be allocated.

If you do the same for each of the 12 sets of program requirements, you will end up with 12 quality programs.  And the set of 12 quality programs will constitute your quality assurance program.  This is summarized below.

 

NOTE

 

The detail information below Item 01 is to be repeated below each of the other headings.

 

01. Quality leadership program

• Policy standards

• Planning standards

• Procedural standards

• Instructional standards

• Personnel standards

• Organizational standards

• Documentation standards

• Record-keeping standards

• Technological standards

• Resource standards

02. Quality design program

03. Quality purchasing program

04. Quality contracts program

05. Quality production program

06. Quality inventory program

07. Quality inspections program

08. Quality nonconformance program

09. Quality measurement program

10. Quality service program

11. Quality audit program

12. Quality training program

 

Qualities = Characteristics = Requirements = Standards

 

 

1.1.1.6. ISO Standards - What Controls What?

 

Now, there are four ways of talking about the same thing.  ISO's requirements become standards when they govern and control the attitude and behavior of an organization's management and staff.  In general, ISO's requirements become your standards when you build them into your quality assurance program and when the program and its standards begin to influence behavior.

 

The following table emphasizes the point that your quality assurance program will be made up of 12 types of quality program standards, and that each of these is made up of 10 process standards.

 

Now that we've discussed the concept of a quality assurance program, it can be shown what a quality system looks like, at least in general terms.  The table below shows that your quality system is made up of two parts: your quality assurance program and your processes.

 

YOUR QUALITY SYSTEM
is made up of

YOUR QUALITY ASSURANCE PROGRAM
which controls
YOUR PROCESSES

 

As you can see, the basic structure is simple:  your quality assurance program controls your processes.  More specifically, your 12 quality programs and standards control 12 separate processes.  This is shown in the following correlation’s.

 

Your Quality Leadership Program controls

Your Management Process

 

Your Quality Design Program controls

Your Product Design Process

 

Your Quality Purchasing Program controls

Your Purchasing Process

 

Your Quality Contracts Program controls

Your Contracts Process

 

Your Quality Production Program controls

Your Production Process

 

Your Quality Inventory Program controls

Your Inventory Management Process

 

Your Quality Inspections Program controls

Your Testing and Inspections Process

 

Your Quality Nonconformance Program controls

Your Nonconformance Management Process

 

Your Quality Measurement Program controls

Your Measurement Process

 

Your Quality Service Program controls

Your Service Process

 

Your Quality Audit Program controls

Your Internal Audit Process

 

Your Quality Training Program controls

Your Training Process

 

 

1.1.2. TL9000, Telecommunications Quality Specification Overview

 

The following information was paraphrased and reconstructed from information found on http://www.excelpartnership.com at Excel Partnership’s free information site and blended with information accumulated from http://www.asq.org, hosted by American Society for Quality (ASQ).  The objective of the information at the site is to promote the partnership’s consulting and training programs, some under the auspices of The QuEST Forum itself.  Refer to Paragraph 1.1 for details.

 

The objective of including this information in the IQM is to familiarize you with the standards that dictate the future of B.E.L.systems within the telecommunications arena as well as within the quality standards ranks.  In addition, in other portions of this manual, other quality organizations and standards will be named and explained.  It is essential that all involved in the quality organization and within the company, as a community, become aware of these standards and their impact if included in everyday business or the impact of not including them.  Regardless, the knowledge of such organizations and standards must be known so a credible quality program can be built and maintained by B.E.L.systems.

 

1.1.2.1. The QuEST Forum

 

The Quality Excellence for Suppliers of Telecommunications (QuEST) Forum is a unique partnership of telecommunications suppliers and service providers.  It was founded by Bell Atlantic, BellSouth, Pacific Bell and Southwestern Bell and now has more than 110 members.

 

The QuEST Forum’s mission is to foster continued improvements to the quality and reliability of telecommunications service. It is committed to developing and maintaining a common set of quality system requirements for the telecommunications industry, worldwide, including reportable cost and performance-based metrics for the industry.  Representatives from participating QuEST Forum service providers and suppliers have formed work groups and meet monthly to develop requirements that focus on the needs of the entire industry.

 

The QuEST Forum, in an effort to create a unified Telecom quality standard, has developed a training program to ensure that all telecommunications suppliers understand how TL 9000 impacts their procedures, plans and records.  Excel Partnership has been chosen by the QuEST Forum as a provider of these sanctioned training courses.  These are the courses that have been written with the QuEST Forum's exact goals in mind.  In fact, all third-party Registrars performing registration audits to TL 9000 must take either the TL 9000 Quality System Auditing for Registrars or TL 9000 Quality System Requirements and Metrics Auditing course. 

 

1.1.2.1.1. The Purpose of QuEST Forum

 

The purpose of the Forum, as published, is to: 

• Foster continued improvements to the quality and reliability of telecommunications service

• Develop and maintain a common set of quality system requirements, including reportable cost and performance based metrics to guide progress and evaluate results of quality system implementation

• Promote quality systems that effectively and efficiently protect the integrity and use of telecommunications products and services

• Drive continuous improvement

• Enhance customer-supplier relationships

• Leverage industry conformity assessment processes

1.1.2.1.2.   An Informational Article to be Read by All

 

The following article was reprinted at the site listed below with permission from THE INFORMED OUTLOOK November 1998.  THE OUTLOOK is a monthly newsletter, which focuses on management system standards, to include ISO 9000, ISO 14000 and TL 9000.  This is one of a continuing series of articles on the telecommunications industry and the efforts of the QuEST Forum.  For subscription information, call (703) 680-1436 or send an e-mail message to INFORMintl@erols.com. Check their web page at http://www.informintl.com/. 

 

NOTE

 

B.E.L.systems acknowledges that all rights to this information remains with those who wrote and have ownership of it.

 

NOTE

 

In order to maintain a consistent format, and in order to integrate the information in this article into the fabric of the IQM,

the contents have been sectioned into indented-paragraph format.

 

The telecommunications community is making giant strides in developing quality system requirements that will harmonize industry efforts to achieve continuous improvement. Based on discussions at the recent meetings of the Quality Excellence for Suppliers of Telecommunications Leadership Forum (QuEST Forum) which met in Chicago, IL, October 27-29, 1998, the following report on their efforts is provided for our readers.

 

As reported in the April 15, 1998 issue of  THE INFORMED OUTLOOK, a new quality management standard called TL 9000 (formerly known as TS 9000) is being developed by the QuEST Forum.  The QuEST Forum is made up of the nation's leading telecommunications service providers (TSPs) and their suppliers, who began working together in January 1998 with one common objective:  to improve the quality of products and services in the world's telecommunications industry.

 

The specific goal of the QuEST Forum has been to develop a consistent set of quality system requirements (QSRs) for hardware, software and services, plus performance measurement tools or Metrics, which will be applicable to the world's telecommunications industry.  This historical group and their work came about in an effort to reduce the annual cost of poor quality (COPQ) within the telecommunications industry which was estimated at $10-15 billion.  World-wide purchases from the industry's suppliers are estimated at more than $125 billion in products and services.

 

It is expected that a second committee draft of the TL 9000 Quality System Requirements Handbook will be published in early 1999, and the first committee draft of the TL 9000 Quality System Metrics Handbook will be published in the second quarter 1999.  THE OUTLOOK will examine the current status of this effort in this article and follow-up in future issues with on-going coverage of the development and introduction of these handbooks.

 

1.1.2.1.3.  The TL 9000 Structure

 

The TL 9000 Model is a visual representation of the components of TL 9000 which helps to explain the structure of the standard.  In addition, it defines the structure of the TL 9000 Handbooks.

 

There are five levels of requirements in TL 9000 and they are:  the international requirements of ISO 9001; the telecommunications QSRs common to all industry sectors; the industry sector QSRs (i.e., hardware, software and services); the telecommunications Metrics common to all industry sectors; and the industry sector Metrics (i.e., hardware, software and services) for each QSR.

 

1.1.2.1.4.  ISO 9001 Requirements

 

TL 9000 contains ISO 9001 verbatim as its core requirement.  From the beginning, the QuEST Forum found the requirements of ISO 9001 to be sound, but inadequate to fully define the telecommunications industry quality needs.  Supplemental requirements were needed, and these were developed as QSRs.

 

1.1.2.1.5.  Quality System Requirements

 

The TL 9000 QSRs developed for the telecommunications industry supplement the basic ISO 9001 provisions to address reliability, costs, software development, life-cycle management, specialized service functions, and further growth of the positive relationship between TSPs and their suppliers.

 

"The requirements are built upon currently used industry standards," states the draft TL 9000 Handbooks in referring to the ISO 9001, Malcolm Baldrige, Bellcore, SEI and ISO 12207 standards.  TL 9000 will combine applicable elements from all of these standards and methodologies into one industry-specific, mutually agreed upon set of requirements to be followed by everyone in the telecommunications industry.

 

1.1.2.1.6.  Metrics

 

The current draft of the TL 9000 Quality System Metrics Handbook states, "TL 9000 ... defines effective cost and performance-based metrics to measure progress and evaluate results of quality system implementation."  Most suppliers have some method to measure their performance in specific areas.  The TL 9000 Metrics will establish a universal set of agreed upon measurement areas "leveling the playing field" for the purpose of benchmarking performance among suppliers who use the standard.  TSPs will use the Metrics to evaluate the performance of products.  The supplier's Metrics will be used to measure the efficiency and level of success of the supplier's business processes and activities.

 

The suppliers' Metrics information will be reported to the Forum Administrator, who will use the information to calculate comparable Statistics- "Industry Mean," "Standard Deviation" and "Best in Industry" -among suppliers.  The information will be made available at the QuEST Forum web site to Forum Members only.  Suppliers' identities will remain anonymous among their peers, but each company will be able to assess its individual performance against these statistics and identify processes in need of improvement-thereby improving customer/supplier communications.

 

As reported at the October QuEST Forum meeting, "Metrics offers a balanced set of measures and an effective means to communicate [and] monitor actual results."  The Principles of Metrics usage are stated as follows in the draft handbook.
 

 

Chapter 3

 

DOCUMENTATION OF THE QUALITY SYSTEM

 

3.0 General

 

The primary device through which to define, operate and maintain any system is through documentation.  Documentation provides an evidential flow of information, because it is storable, repeatable and ever-changeable.  Documentation can manifest itself in many ways, because the demand for it requests many ways.  B.E.L.systems takes its documentation mandate very seriously in that it demands quality development and assessment of the quality documentation system itself as well as the documentation applied in other areas, such as, operations.

 

In the following paragraphs, you will find documentation presented to you in a manner that is designed for you to understand documentation before you are requested to apply and assess it.  If you do not know what it takes to produce a document, you will not be able to plan for one, produce one, implement one and then assess its applicability and its effectiveness.

 

3.1. Document Flow

 

In order to understand documentation flow, you must see the documentation system, regardless of its various stopping points, as a cyclical system composed of: 

·        directives carrying information downward and outward (including manuals - a particular stopping point)

·        reports carrying information upward and outward (including analytical results - also stopping points) 

This cycling lends itself generously to the quality auditing requirement as well as the quality loop which includes all quality control points and their individual assurances.

  

3.2. Documentation of a Quality System (QPA)

 

B.E.L.systems realizes the importance of documentation in a manner that ensures that quality and quality-related activities are defined by documents available to those who need them.  This includes information provided in the Quality Assurance Document (QAD), 00doc13, that satisfies Quality Program Analysis (QPA) as specified in TR-2984-CODE and beyond.  This document, follows QPA, in many ways, but is not restricted to this outline.  The request for information mandated by the QPA is sufficient to qualify the order of information and the type of information timely in any application.

 

The QAD is, in many ways, a brief version of the information held in this volume as well as in Volume 3.  Therefore, you will find some redundancy, but this is done on purpose, in order to maintain a similar approach to information as well as to make them “sister” documents, one large and full, and the other slim and brief.  The other reason for making them redundant is to guarantee that each document can be applied without the other.  Each is a stand-alone document, each applied to a different audience in a different manner.

 

In order to effectively require others to apply and comply with QO documentation, the B.E.L.systems QO is documented itself.  In order to meet the demand for effective documentation, B.E.L.systems has categorized this documentation into three major types. 

Type One         Documentation created by the QO that is applied within the quality system itself

Type Two        Documentation created by the QO that is generated to and from the quality system

Type Three       Documentation generated within other units that support their own processes, quality control and independent quality assurance but is applied as input to the quality process

In order to assure quality, quality control must exist, and in B.E.L.systems, it does.  At B.E.L.systems, quality assurance is based on defined quality control that is verifiable and documented.  In support of this premise, there are two primary representative QA/QC documents applied. 

 

The first:                       the B.E.L.systems Quality Assurance Document (QAD), 00doc13, a general document outlining the quality system in a manner that addresses the ROLs for qualifications and certification purposes and designed to satisfy the requirements of the Quality Program Analysis (QPA) process as defined in TR-298-CODE.

 

The second:                  the B.E.L.systems Internal Quality Manual (IQM), 00doc12; the detailed reference to the QAD; a two-volume document set containing the following: 

Volume One                 Quality Program Elements, Part One

Volume Two                Quality Program Elements, Part Two

Since both documents are based on the same outline, both act complimentarily with one another and satisfy their two distinct, defined purposes. 

 

The entire B.E.L.systems quality system, from job initiation through delivery, is documented (or referenced) in the IQM and summarized in the QAD.  Within the IQM, all requirements for workmanship and conformance to engineering specifications are documented for all materials, for in-process, and for final-product characteristics.  Policies and procedures themselves, as well as internal and external specifications and standards are published to provide system guidance, rules and regulations.

 

In addition, software acceptance and software test programs are documented for each engineering or installation operation.  Codes are applied to each, so distinctions within the array of products can be identified.  These documents detail the nature of the engineering or installation operation to be performed and ensure results are the highest possible.  Any shortfalls are identified through the quality looping as well as formal and informal audits.

 

B.E.L.systems not only works to customer-expected quality levels for acceptable products or processes (industry and/or customer), but attempts to exceed them by documenting each inspection and testing operation in a manner that provides true results that can be efficiently analyzed.

 

The QO ensures that the latest issues of all administrative and technical instructions used by personnel to perform their functions are included.  These are first published in the form of tech sheets from which actual policies and procedures are created.  This system allows all administrative and technical instructions, pertaining to quality, to be considered twice.  Tech sheets are contained in the document set filed as 00DOC01 and referred to as the Tech Sheet Library.

 

The responsibility for updating the IQM, as well as the QAD (and other supporting documents), lies with the B.E.L.systems Quality Manager.  Refer to Figure 3-1 to view the documentation update process.

 

Figure 3-1.  The Documentation Update Process

 

Quality documentation for each inspection or test operation which describes, in detail, the nature of the inspection or test to be performed is designed in coordination with those performing the actual work and those responsible for maintaining the quality control points required in each organization.  This also applies at the project level and is the responsibility of the assigned QO representative.

 

3.3. Documentation of the B.E.L.systems Quality System

 

The B.E.L.systems quality program is predicated, in many ways, upon its documentation, which manifests itself in familiar forms.  In order to provide information to those who participate in a given program, clear, concise and correct (industry, as well as client-specific technical information) must be provided in the form of accurate references.   

• In order to provide specific task-oriented information to those who turn the screws, directive technical manuals must be evolved. 

• To define the system of operation, easily followed specifications and standards must be generated. 

• To ensure compliance, division-level policies and procedures must become part of the complete document set.  These are provided in Volume 4 of the IQM. 

In support of these primary types,

• Intermediate and rudimentary documentation must exist in the form of reports, forms and shop aids 

• Accountability, part of the quality loop, must be assured through checklists and other annotated documents

In order to define, specify, control, assure and archive methodologies, a system of documentation points must exist; paper trails must be easily tracked; and documentation updates and upgrades implemented rapidly.  Information must be easily acquired, compiled and disseminated in a manner that ensures that quality checks and audits are converted into immediately usable information, internally as well as externally.

 

Documentation support of B.E.L.systems is produced in many media in order to address the various varieties of demands.  There are hardcopy, paper types; electronic types on diskettes, CDs and on networks as well as internet and intranet docutypes.  Each must be finely tuned to the specific demands placed on it.

 

Amid the many types of documentation included in the quality assurance program (built on verifiable quality control), the piece that draws all others together is the ISO Quality Assurance Manual (Quality Manual) – QM, 00doc22 that states what B.E.L.systems does.  B.E.L.systems says what it does, through its documentation, and does what it says, through its actions on each and every project regardless of its size or complexity.  This document becomes the basis on which TL 9000 assurances are based.  In order to keep track of all documentation, quality or otherwise, a tracking device must be maintained.  In the case of B.E.L.systems, the device is the Quality Logistics Support Analysis Record (QLSAR), an elaborate fishbone chart fleshed with individual logistical elements.

 

3.3.1. The QLSAR - What is It?

 

The Quality Logistical Support Analysis Record (QLSAR) documenting B.E.L.systems Quality, is built on the LSAR model applied in the development of a system for the United States Department of Defense (DOD).  It is a modified fishbone chart.  This model has been replaced by a new form of record known as LMI, Logistics Management Information, built on MIL-PRF-49506, 11 November, 1996, even though the specifications for Logistics Support Analysis and developing a Logistics Support Plan are still active. 

 

In the LSAR, a record is kept for each and every “input” required for successful execution of the mission, namely, develop a system.  If this is a repetitive system (not a system development model), it must repeat itself, time over time.  Many of these elements are addressed with great seriousness by ISO 9000 as well as TL 9000.  ASQC has its Q90 specifications, and the automotive industry has its SQ 9000 series.

 

In the event LMI is already implemented in the service areas of the company, the QLSAR becomes a simple overlay with emphasis on quality rather than performance or other statistical sciences.  In this manner, the service of customers by B.E.L.systems is “tracked” simultaneously for quality monitoring and quality improvement.

 

3.3.1.1. The QLSAR, the Quality Record Backbone

 

The QLSAR is nothing more than a linear backbone (fishbone), moving across a page, from left to right.  It has various “nodes” that indicate the input and/or output from the record.  Regardless of its “direction,” it “records” every event that must occur.  The most redeeming characteristic of the QLSAR is its dual role.  It serves to record all scheduled events and also serves as a source for interim analysis in order to determine, at various points in the schedule, the condition of the process.  In other words, “how are we doing to this point?”

 

In a “live” system, a QLSAR represents the “state-of-the-project,” because, in many ways, it acts as a logistical support for project management and milestoned events.  As a matter of fact, the project management reports (progress) and the satisfaction of milestoned events (done) are entered into the QLSAR as well.  Technical documentation, itself, is a required node in the QLSAR, as are any other “agreed-to” statistical evaluations. 

 

3.3.1.2. Why a Quality-maintained Recording Device?

 

The reason the QLSAR is maintained by Quality is to ensure the quality of the company, division or unit and nothing more.  Situations that involve quality control, namely, maintainability, reliability, safety and others, are normally not initiated by Quality, but are calculated to meet with certain specifications, i.e., TL 9000.  These points will, however, be of extreme importance to Quality as nodes, and will be entered into the QLSAR.  In the event, a company has a logistics support analysis program, the QLSAR would be a redundant device except that each node on the QLSAR would be quality-oriented and cross-referenced (with parenthetical devices) to the LSAR active in the development and/or operations effort.

 

Many Quality Organizations maintain records of events, such as, audits, and track many facets of quality control for quality assurance purposes.  In some cases, Quality is even made responsible for many quality control devices.  The only facet of quality not included, would be the reporting structure of the audit group, which, by mandate, must report to upper management to avoid unnecessary conflicts and/or inappropriate lower-level compensations or adjustments.

 

The following paragraphs contain descriptions of document types and processes that would all be logged into the QLSAR at least once.

 

3.3.2. Technical Manuals

 

B.E.L.systems technical manuals are task-intensive, procedural documents, specifically illustrated to serve those who perform the actual work and those responsible for assuring correctness and completeness.  Information must exist in predictable, standardized formats and apply steps in their simplest forms.  Each manual is matched to its counterparts, and each document element is specific to its application. 

 

In the event a particular procedure is applied in one venue, and is also applicable in another, the procedure is applied in the same form in both instances.  This way, like procedures are not proposed in many different forms which could lead to unnecessary interpretation which, in turn, could lead to confusion.  Continuity would be lost.  B.E.L.systems technical manuals are standardized, are part of the QLSAR, and are considered quality control devices.

 

3.3.3. Specifications and Standards

 

The basic points of information on which all others are predicated lie in the form of clearly produced specifications and standards.  B.E.L.systems specifications all look the same and provide referencing in the same manner in order to ensure standardization.  The standards on which specification are based comply with the same rules.  Standards apply across the board, and specifications refine these standards into particular (varied) applications.

 

B.E.L.systems specifications and standards are cross-referenced (whenever required) and documented in a tree fashion to establish a hierarchy and are entered, as such, in the QLSAR.  This is not accomplished by control numbers, but rather, through a pyramid of documents built on one another.  In this way, those who apply them can identify higher and lower levels of like documents without knowing their control numbers.

B.E.L.systems specifications and standards are subject to the rigid standards of document control.  Issuance dates, revisions, replacements and other “states of the document” are clearly marked; titles are clearly defined; and formats are identical. 

 

This ensures that those who must work to these specifications and standards are certain they are working to a specific version that is annotated on project-control documents.  In this way, discrepencies can be detected before the work is begun.

 

3.3.4. Policies and Procedures

 

B.E.L.systems policies are to the point.  They are terse and clear-cut.  In many instances, policies comprise only a few sentences; many contain only one.  In this way, policy is not confused with procedure.

 

B.E.L.systems procedures are itemized and task-oriented with steps provided rather than elaborate explanations and rationales.  In the event a procedure is complex, it is loaded into its own document.  In the event the procedures already exists in the selection of documents already in the B.E.L.systems arsenal, it is referenced.  In particular instances, where clarity or document availability may be in question, the procedure is repeated.

 

Policies and procedures reference other documents, in particular, specifications and standards (external and/or internal).  If another document can serve to support the policy and/or procedure, it is included.  All documentation is interactive throughout the length of the QLSAR.

 

TEKsystem policies and procedures follow many of the conventions applied in specifications and standards in order to ensure that those using them know the version and “state of the document.”  All policies (and integrated procedures) are maintained in 00doc16.

 

3.3.5. Intermediate Documentation

 

Intermediate documentation comprises the docutypes that circuit and cycle among the more prominent documentation.  These “transport” documents convey information and confirm procedures; they are the blood of the documentation system. 

 

B.E.L.systems defines these intermediate types and applies the same rigid documentation controls that provide order to higher-level types such as policies, procedures, specification and standards.  In some companies, these circulating forms are underestimated and sometimes lost in organizations not realizing their importance.  At B.E.L.systems, they are applied and accounted for as quality assurance devices and valid quality control points.

These documents cover many types from directives to reports; letters to memos; analyses to charts, and are addressed by their identities in the QLSAR rather than by any form of document control series.  In the event the item is of particular importance, it may be entered by filename and its sequence of directories.

 

3.3.6. Rudimentary Documentation

 

In many companies these types of documents are highly overlooked in the development of documentation supporting a quality system.  Since the quality system, in its simplest form, is document controlled, ALL documents are of use.  B.E.L.systems takes this view seriously and applies docutypes such as shop aids and even pencil notes from toolboxes.  Many times, the most valid quality-oriented procedures come from those who created them as a way of ensuring that they, the technicians, will remember them and be able to repeat certain steps and establish dedicated assurances. 

 

B.E.L.systems solicits these types of rudimentary documentation and applies them as source material for higher level quality-oriented documents.  They are not formally entered into the QLSAR unless it is determined that one may be of particular importance.

 

3.3.7. The Executive Overview (EO)

 

The EO contains select information from the Management Overview (MO) plus information defined by the executives to which the EO applies.  Once these points of interest/concern are defined, they are added to the MO information to ultimately comprise the EO.  In other words, the EO is whatever the targeted executives wants to know about the quality system and its status.  In many ways, the IQM is a large EO. 

 

Because of the nature of company organizations, the EO may target executives inside and/or outside the quality organization.  It is an essential report for the executive to which the independent quality audits go. 

 

NOTE

 

Do not confuse this document with other EOs that may be issued by other departments in the organization. 

In the event only one EO is requested, the quality EO may be integrated into it and referred to as a separate portion.

 

3.3.8. The Management Overview (MO)

 

The MO contains information defined by the manager to which the MO applies.  In other words, the MO is whatever the targeted manager wants to know about the quality system and its status.  In most cases, this individual is the highest manager in the quality organization.  It is important to remember that the contents of the MO will, most likely, become part of the EO.

 

NOTE

 

Do not confuse this document with other MOs that may be issued by other departments in the organization. 

In the event only one MO is requested, the quality MO may be integrated into it and referred to as a separate portion.

 

3.3.9. The Quality Assurance Manual

 

The B.E.L.systems Quality Manual (QM), a keynote in the QLSAR, is published under the document control number, 00doc22, and is specifically designed to reference the material in this manual, referred to as a internal quality manual (IQM).  The difference in the two documents lies in the fact that this document is an internal, detailed compendium of all quality information, and the Quality Manual (formal assurance document) is an external document designed to be submitted as an ISO 9000 requirement or equivalent (TL 9000).  The QAD is the document specifically designed to satisfy the qualification requirement for the QPA.

 

The formal QM is the document that serves as the primary quality assurance manual for those who present information for marketing and sales as well as for certification.  It formally addresses the following mission statement:

 

Say what you do, and do what you say.

 

The formal QM is the document that is submitted to those who perform formal certification evaluations i.e., ISO 9000 (or equivalent) and is the point-by-point information on which, “say what you do, and do what you say” is based.  It defines, in clear terms, what B.E.L.systems does and how it does it.  It defines quality control and proposes it in a manner that allows it to be validated and verified.

 

The document, itself, can be applied to many of the most popular quality certification programs.  Its format contains discrete document elements (information pods) and is easily cross-referenced.  Text is provided in easy-to-understand terms, because it must be understood to be a valid quality assurance device.  It is offered as an example of the B.E.L.systems documentation system itself.

 

The B.E.L.systems Quality Manual contains graphics and other elements that provide a reader (or certification official) with a picture that worth a thousand words.  The points of information within the manual are often the points of certification for those considering a company for approval.

 

3.4. Creating the Required Documentation for B.E.L.systems

 

3.4.1. Document Process - What You Need to Know

 

In order to produce documentation that effectively supports the quality program (and others, if applied in parallel), it is essential to understand the steps required to generate that documentation.  In any documentation effort, there is input.  This input can take on many shapes and contents.  Regardless, the input is processed into the documentation system as the first step.  Next, the input has to be processed through the B.E.L.systems Central File Management system, the orderly assignment of filenames and other descriptive and format identities that render each document element unique and individually identifiable.

 

 

Figure 3-2. Documentation Process

 

Once the input has been file managed, the information, now in discrete elements, is circuited into the proper existing categories or into new categories.  If there are gray areas, where a single category does not suffice, a blending process may occur to ensure that even source input that does not conveniently fit anywhere can still be processed and applied throughout the quality organization and throughout the company itself, if required.

 

At this point, the information is entered into the typical phased cycling that is part of the documentation process itself.  Some of these phases include producing text, illustrations, tables and other portion-development tasks.  Once the portions are produced and subjected to edits specific for each type, a completed document is produced.  This manuscript is subjected to two primary types of edits, one of which is format, grammar and spelling.  The other is for technical content and involves those editors (or experts) inordinately familiar with the technical aspect the document is designed to fill.

 

Once there is a final, approved document, it is subjected to a usability study in some cases where user and document are unified and inseparable.  The document is then subjected to a legal evaluation to ensure that the content and purpose of the document is in keeping with company policy and complies with any other legal standards considered applicable.

 

It is then filtered through the quality network, distributed properly, applied and, otherwise, implemented.  At the same time, the information is archived into whatever storage and/or library deemed appropriate. 

 

NOTE

 

All files are redundantly archived in a manner that ensures that each revision is applied without sacrificing the previous version.  

This way, all levels of change are maintained for consistency, history development and retro-production, if needed.

 

Once in operations for the life of the document, it is subjected to a QA audit, either scheduled or unscheduled.  If the document is considered no longer effective (needing sufficient change to warrant a further revision), it is entered into the input process again.  This cycle continues to ensure the timeliness and effectiveness of all documentation.  If the document is rendered acceptable in its present role, and its applicability is current, there is no further processing of the document itself, and the audit report states this, as fact.

 

3.4.2. Periodic Update Process

 

In the life cycle of any document, it must, at some point, be rendered inapplicable for its time and purpose, unless the document is the type that has no life cycle, i.e., a dictionary.  When this time comes, the document is either discontinued, and a replacement document is produced, or the document is revised with an update.  To update a document, a certain process is applied.

 

 

Figure 3-3. Periodic Update Process

 

After a periodic review of a document renders a document ready for an update, it is opened up in a manner that permits the insertion of changes initiated by approved parties or insertions produced as a direct result of audit findings themselves.  The document is, then, updated and subjected to a lower-level edit (one that is performed on an existing document rather than a new one).  Once cleared, the change table on the change pages is updated to reflect the new revision, and colored pages of changes are issued in a package complete with a cover sheet providing precise steps for updating documents out in the field.

 

In the event, the document is completely revised, the new edition is issued, and the old one retired.  A retired document is subjected to a designated disposition process to ensure that retired documents are not cluttering shelves, or the contents are inadvertently applied by mistake.  In some cases, the history is logged into the table (naming the old document), if there is an approved reason to note this fact.

 

The document is filtered through the quality network to ensure its effectiveness is ensured.  The content is archived in a manner consistent with the B.E.L.systems Central File Management system.  Once again the document, like its predecessor, is subject to audit, either scheduled or unscheduled.  If the document fails the audit, it is processed into the review process again; if it passes, it continues in place.

 

3.4.3. Documentation Quality Audit Loop

 

As in any type of documentation applied within a technical environment, there must be a quality loop that involves each and every primary document.  At B.E.L.systems, there is a loop, as defined in Figure 3-4.  At first, the document is reviewed in a scheduled or unscheduled manner.  This audit, formal or otherwise, results in a report that allows the document to remain unchanged, or it must be scheduled for alteration and revision.

 

 

Figure 3-4. Documentation Quality Audit Loop

 

The documentation review process provides items in a given document that must be addressed, and these are listed on a data item listing.  Every entry must be addressed as a separate entity and checked off when completed.  This process serves dual purpose, in that, the document is changed to reflect the correct technical aspect, and the process on which the documentation is based is also validated.

 

The data item listing is provided to the division director for review and for the directive to revise the document.  This approval process is based on the presumption that all quality audit results must be tracked through this office.

 

Once the approval is given, the document is moved into the normal document revision process, filed properly, archived and distributed in accordance with existing procedures.  Disposition of all outdated material is accomplished properly.

 

3.4.4. Defining the Documentation Process

 

The document-producing process is a tried-and-proven one throughout most industries.  Since this process is conventional, at best, it is only necessary to show how B.E.L.systems addresses its documentation production.

 

 

Figure 3-5. Illustrated Documentation Process

 

Input is generated from typical sources, i.e., engineering, installation and customer personnel or paperwork.  Once these are accepted as valid input (through internal approval processes), the work is sent for illustrations first, if the document requires illustration.  Each batch of illustrations is reviewed by those qualified to do so. 

 

Next, the text is generated, and the same type of review process is applied.  Lastly, the illustrations, format and text are unified into a preliminary document (not ready for release).  It is subjected to a document-level review (and/or a staged usability test), published, filtered through the quality network for applicability and passed into the implementation phase, wherein, the document is subjected to a final legal review and distributed to the proper areas.

 

NOTE

 

Staged usability studies are conducted when the document and the user are considered to be inter-dependent to an inordinately high level.  This is not the case for quality-specific documents.

 

3.4.5. QA/QC Link

 

In Figure 3-6, the diagram implies that a full QA/QC system is in place.  Valid quality control points are valid and operating, and supporting documentation is active and timely.

 

Figure 3-6. QA/QC Link

 

During this operational phase, each element continues to flow through the QA filtering process, wherein, regular reviews and other processes continue, that are not formal nor audits. 

 

As a result, immediate improvements can be implemented and placed back into operation in a mini-loop.  Once an element has survived this looping, the information, related to the element, is adjusted, and the IQM and the QM are updated.  The IQM, as well as the QM,  are subjected to periodic, scheduled technical and quality reviews in order to ensure their level of correctness and timeliness.  It is important to remember that the IQM and QM are continually in process because of their nature.  These two documents are “live.”  In addition, there are quality audits and in-process evaluations that result in long-term improvements.

 

3.4.6. Quality Policies and Procedures

 

There are three primary sources for quality policies and procedures.  There are others, but for the sake of this information, these three will be addressed.  The first is by management design, the second, through pragmatic evolution, and the third, as a result of statistical mandate.  All these are contained in 00doc16 for B.E.L.systems.

 

 

Figure 3-7. Quality Policies and Procedures

 

Management design remains an important source of policies and procedures, because management decision-making is part of the basic business process.  As situations arise, management decisions are made, and management designs are implemented.

 

Pragmatic evolution is basically a result of common-sense decision-making.  If a situation occurs that is recognized as negative, a sequence of logic begins that usually results in an improvement or correction based on that logic.  Pragmatic evolution is essentially a series of corrections based on the situation, as defined.

 

Statistical mandates are built on statistical results that automatically provoke a corrective action.  Mandates are not contested, because each is a result of prior management decision-making, pragmatic evolution and other factors.

 

Once one or more of these three sources is activated, the results are subjected to a quality review that involves all parties involved even if they are not part of the quality organization itself.  The management area responsible for the process source, performs a coordinated approval/disapproval action that results in “what to do?” and “what not to do” scenarios.  If the decision is to discontinue, proper disposition of information is performed, which ensures that incorrect information is not left lying about on shelves or in databases.  If the decision is to continue, resulting policies and their supporting procedures are evolved and placed into service.

 

3.4.7. Quality Specifications and Standards

 

As in any organization, there must be a system of guidelines that provide a stable policy, procedure, specification and standard platform from which to work.  These guidelines, as flexible or precise as they must be, provide a working base.  In the realm of specifications and standards, as pictured in Figure 3-8, the three sources govern the initiation of these documents, in the same manner, as those that initiate policies and procedures.  They are:  Management design; industry mandate and customer requirements.  These are contained in 00doc17 for B.E.L.systems.

 

 

Figure 3-8. Quality Specifications and Standards

 

Management design remains an important source of specifications and standards, because management decision-making is part of the basic business process, and, therefore, defines the principles on which specifications and standards are founded.  As situations arise, management decisions are made, and management designs are implemented.  In this case, the result includes effective standards (representing the whole) and specifications (representing the specific).

 

Industry mandate sets, in stone, how certain activities are performed.  Since there is no room for argument, these are accepted for what they are.  Customer requirements are much like specifications and standards initiated through industry mandate, in that, they are not to be argued with.  What the customer requirement states, the vendor complies with.  On the other hand, there is always room for compromise, but only in a very few instances.  B.E.L.systems is flexible and works with compromise in mind, unless the compromise provides for less than B.E.L.systems values and principles represent.

 

Once determined and defined, each is subject to a quality review to establish the impact and situations for these documents.  Since specifications and standards are technical in nature, there is no need for quality to participate in the technical review except in an audit sense.  Attending a technical review of specifications and standard is a good idea, and B.E.L.systems encourages this form of informational cooperation, but it is the technical community that has the last word.  As an added feature, the technical organization is encouraged to send representatives to the quality review.

Since B.E.L.systems is held to its own specifications and standards as well as those from the industry and customer, it is essential that all these rules and laws be filtered through the legal system to ensure the legality of such documents, and to establish B.E.L.systems positioning in these matters.  All specifications and standards are reviewed independently by quality, technical and legal.  In the event a document is deemed unworthy or inapplicable, it is rejected, redefined, rewritten or disposed of properly so no incorrect information is left on shelves or in databases.

 

Once approved, the document content is sent on to the documentation function for production.  Once produced and reviewed and approved, the document is distributed and implemented in accordance with established policies and procedures.  At the same time, the information is archived properly.

 

3.5. Publications Production, The Science Thereof

 

In order for you to understand what you are ensuring, it is essential that you understand the process of producing a document.  The following paragraphs will provide you with details on the publications and documentation process that you may not be familiar with, but if assuring the quality of documentation is your mandate, then the information is not optional; it is essential.  The information provided in Paragraphs 3.5 through 3.12 (including the art presented in Figures 3-9 through 3-12) have been provided by DUO Publications & Documentation R&D of West Chester, PA (adapted from documentation supporting their apprentice/training program). 

 

3.5.1. General

 

Publications production begins when considering the technical manual effort.  It progresses through the actual work and ends with a completed manual or other type of document.  No project works well if there is insufficient planning or a left-footed start, and this entire process begins with a Set-up conference usually attended by key personnel within management.  Specific functions must be addressed when setting up. 

 

These are: 

scoping the job;

performing a manpower estimate;

evaluating source material;

scheduling the job;

generating the Statement of Work;

performing the work;

reviewing the work;

wrapping it up.

3.5.2. Scoping the Job

 

In order to properly plan and develop manual production, it must be first scoped.  This means overall assessments must be made to determine:

1.      cost

2.      timeframe

3.      personnel

3.5.2.1. Cost

 

Cost for manual production ordinarily depends upon a preconceived budget, or the question, "How much?"

 

The preconceived budget means the job must be performed to given parameters and that the manual itself must be qualified.  When fixed dollars are applied, the manual must be flexible, which means the manual must be designed around the budget.

 

3.5.2.1.1. The Preconceived Budget

 

Fixed dollars automatically means the publications planners must design the manual within those constraints (assuming the budget is not MORE than ever hoped for).  In order to design a manual under these circumstances, the following must be determined: 

• how many pages based on known printing and production costs

• how many manuals will be produced based on deliverables list

• how many people are to be involved based on known manpower estimates

• what peripheral costs are involved (other departments for source material and information assistance) based on like-job comparison

Once these parameters are known, the content and depth of coverage in the manual must be adjusted. 

 

a. Can any sections be combined? 

General Configuration and Operations

1.      Troubleshooting and Maintenance

2.      Preventive Maintenance and Parts List

b. Can any sections be eliminated?

No.

c. Can anything be simplified?

• all orthographic view for art (taken straight from the mechanical drawings);

• extensive use of tables instead of text;

• part numbers and nomenclatures only in parts lists;

• no appendices, indices, or glossaries.

3.5.2.1.2. How Much Will It Cost?

 

If the quality and content of the manual is already known, the costs of the manual must follow the results of studies and estimates based on the information put forth in prior planning meetings, i.e., prior determination of cost per page for a document of the type requested. 

 

3.5.2.2. Timeframe

 

As with any job, the timeframe must be established which implies that there is not an unlimited amount of time available to use.  Once this is known, everyone involved must work within it.

 

3.5.2.3. False Deadlines

 

A common managerial error is to create false deadlines in the fervent hope that all responsible personnel will work frantically to hit the deadline, BUT........ there will still be some reserved time to repair whatever invariably goes wrong and still hit the REAL DEADLINE.  This may work once or twice, but an immense amount of project credibility is lost.

 

3.5.2.4. Personnel

 

The types of personnel involved and the rolls to be played must be determined.  This applies from the top of the project to the bottom.

 

3.5.2.4.1. Preferred Personnel

 

It is sometimes quite productive to permit each echelon to choose the next one down.  This has an interesting consequence.  If the one echelon chooses the next one down, the one above assumes a degree of professional responsibility, and this could work quite well for those above AND below.

 

3.5.2.4.2. Shared Responsibilities

 

An evaluation must be made as to the degree of commitment each and every individual must dedicate to the project.  It is not uncommon to have the technical publications department perform all sorts of documentation duties.  It must be clear how many hours of what type must be dedicated to the production of one manual.  Prioritization (override capabilities) will destine any project to eventual doom.

 

3.5.2.4.3. The Flow Chart

 

It is time well spent to create an actual chart on which the individual names and duties are placed for all to see.  Uncertainty in this area ordinarily leads to many problems.  Even in this early stage, the chart is better created, then changed, if necessary.

 

3.5.3. The Manpower Estimate

 

As with any estimate involving manpower, the qualifications and capabilities of the individual must be placed foremost.  Experience would state that:

 

The cost of experienced personnel who work smarter and better for a shorter time, used well, would reduce overall production costs assuming all source material and information is readily available.  An additional point may be useful even if previously known. Manpower estimates are poor estimates, if the quality of the manpower and the quality of the applied manhours are not high.

 

a.       The number of types of disciplines involved is normally as follows, but in some cases, particularly when you have a vendor organization at your disposal, many of these are combined into one individual. 

·        Illustrator, Technical (isometrics, orthographics)

·        Writer, Technical, General (related system experience)

·        Writer, Technical, Theory (direct system experience)

·        Parts Lister/Writer, Technical

·        Editor, Technical, Content

·        Editor, Technical, Format/Presentation

·        Manager, Publications (hands-on)

·        Supervisor, Publications and Documentation (hands-on)

·        Coordinator, Technical Publications (traffic control)

·        Quality Assurance/Quality Control Representative

·        Configuration Management Representative

3.5.3.1. Work-Type Proportional Project Involvement

 

The percentages shown in Table 3-1 represent the percentage of project involvement for each discipline in the project.  These numbers must be added together if any individual is to perform more than one function.  To avoid overtime or overwork, no total should exceed 100%.  These estimates assume that one of each type is required .

 

TABLE 3-1.  WORK-TYPE PROPORTIONAL PROJECT INVOLVEMENT

 

Discipline                                              Work-Type                                               % 

1.      Illustrator, Technical (isometrics, orthographics)                                           100

2.      Writer, Technical, General (related system experience)                                100

3.      Writer, Technical, Theory (direct system experience)                                   30

4.      Parts Lister/Writer, Technical                                                                      60

5.      Editor, Technical, Content                                                                           20

6.      Editor, Technical, Format/Presentation                                                        10

7.      Manager, Publications (hands-on)                                                               30

8.      Coordinator, Technical Publications (traffic control)                                     100

9.      Quality Assurance/Quality Control Representative                                       10

10.  Configuration Management Representative                                                  20

Quite obviously, these proportions may be divided up among any number of individuals of the same or combined types involved in the project.  These numbers are not laws, just experience-related observations of who should be involved to what proportion in a manual represented by the generic format.  All these numbers are to be used as general orientation factors.

 

It is easier, many times, to use a proportional method for estimating (scoping) a job because the actual number of hours may vary so widely.  Proportions will generally remain the same.

 

3.5.4. Source Material Evaluation

 

Evaluating the quality, availability, and amount of source material should be determined by a separate group from the planning committee.  This is a comprehensive evaluation across many divisions within a company.  It is best to have an assigned group with the authority to not only evaluate what is available, but request what isn't.

 

The results of this evaluation will require a secondary scoping which is the development of a usable collection of source material (filed, notebooked, folded, computer-run, etc.).  If it not in a usable form, the time it takes the publications staff to arrange the data must be added to the scope.

 

3.5.5. Scheduling

 

Scheduling should be done through a simple device:  The Milestone Chart.  This is a chart that provides an easily read, linear progression of due dates that eventually lead to a final date (delivery date).  There are many types of charts available in project-planning software, and even an old-fashioned pin-on board or write-on board can be used, depending upon the complexity of the project.

 

This milestone chart should be revised whenever a problem is detected, and the problem detection date should be added at the end of the line, the progression halted, and the new schedule placed below.  This way, all delays may be accounted for without looking somewhere else.

 

All inputs and outputs should also be listed on this chart.  This way, the projected date for delivery of a portion of peripheral data (source material) may be added to the department responsible for providing it.  Responsible parties should be named on the chart.  Phone numbers and titles should be added as an aside.  A person's name on a milestone chart has a way of making that person take the chart more seriously, especially when the approving signature at the bottom of the chart is that of the highest individual involved in the project.  The QLSAR is based on this chart, in addition to a standard LSAR, if there is one. 

 

The milestone chart is the backbone of the project on which the LSAR (and QLSAR) are built.  It is the LAW that everyone must follow.  All changes must be approved by the highest authority, just like the revisions to a mechanical drawing, and it should be enlarged and hung for all to see.  Copies should be made and distributed to EVERY member of the staff from top to bottom so no one can cry ignorance.

 

NOTE

 

A paper audit may also be predicated upon the milestone chart, and in some cases, actually be a part of it, if scheduled. 

Non-scheduled paper audits (or quality audits) may not.

 

An optional feature to the milestone chart is a log that can account for the execution of every milestone in detail.  This is a secretarial duty that can be prompted by the Coordinator (traffic manager) who is responsible for the actual work being done. 

 

3.5.6. Generating the Statement of Work (SOW)

 

The Statement of Work is the document that is the result of all the planning and inclusion of requirements from within and from without.  This document spells out, in no uncertain terms, the precise requirements for the technical manual effort.  This should be a company OFFICIAL DOCUMENT, and it should be treated that way.  Remember that this official status applies for documents applied in the field, within the company and in the quality organization itself.  When it comes to documentation production, there are no differences in the production system.

 

3.5.7. Performing the Work

 

Performing the work appears, at first, to be the most complicated, but it isn't.  The most difficult aspect of technical manual production is the planning BEFORE the project actually begins to produce paper.  The second most important aspect of technical manual production is performing the work.

 

The work would be performed by any number of the before-mentioned individuals depending upon the variety and complexity of the manual.   Assuming there was one of each discipline, certain steps should transpire in a given order.

 

a.  The production group kick-off meeting 

1.      assignment of duties for ALL involvees

2.      assignment of work stations

3.      review of all source data collectively

4.      review of all source data individually

5.      review and confirmation of Milestone Chart

6.      review and confirmation of Flow Chart

7.      review and confirmation of all specifications

8.      review and confirmation of all QA/QC requirements

9.      distribution of Statement of Work (SOW)

10.  chat period

b.  commencement of work

c.  periodic review of work

d.  combining of preliminary forms of all work

e.  combined internal review (members of production team)

f.  rework from combined internal review remarks

g.  production of final draft copy

 

3.5.7.1. The Production Group Kick-Off Meeting

 

The production phase must start off with a gathering of principle workers.  The meeting must get the project off on the right foot.  All negative and positive aspects of the effort must be ironed out in the beginning not downstream when major changes are impossible.  This meeting must be attended by ALL involvees and may include upper management personnel who might provide corporate scope to the project and bring an official "feel" to everyone.  Upper management need not participate in the technical goings-on, and may leave unless they would like to assign a liaison person to keep astride all decisions and results.  It is wise to have minutes taken of this meeting for the project log.

 

3.5.7.1.1. Assignment of Duties for ALL Involvees

 

It is essential that every person understand his or her duties even if they seem self-explanatory.  Interaction among key individuals (writers and illustrators) should be discussed.  Quality, variety, and scope should be known so no one provides too much or too little quality.  Extremes do not work well in either direction.

 

3.5.7.1.2. Assignment of Work Stations

 

In the event the involvees are going to be working in an assigned area, it is essential each person knows his or her location and why he or she is located there.  It must be made known what equipment and facilities will be made available, and who is to use what.  It must be made known who is to maintain the equipment (chemical changes, supplies, machine feeding).  In the event all personnel will be maintaining their regular company locations, the cross-communications system for acquiring work, delivering work, and remaining informed should be planned.

 

3.5.7.1.3. Review of All Source Data Collectively

 

Source material should be reviewed by everyone around the table in order.  This is important because ALL parties will be apprised of what is available and who is going to have it.  Now is the time to have copies made for anyone who wants to maintain a deeper level of source material.  It is also good to know what the other person is using to generate his or her information.  All source material should have been marked and filed, so there is no doubt as to its existence or status.

 

Another important feature of collective review is the noting of source material that will be subsequently generated.  Many times, it is overlooked.  What the illustrator or the writer generates two weeks into the project may become the source material for an editor.  All these features and their approximate availability dates should be noted or added to the milestone chart (best added on another line rather than complicating the existing chart).

 

3.5.7.1.4. Review of All Source Data Individually

 

A period should be set aside for each participant to accumulate and evaluate the source material dedicated to his or her aspect of the project. The result of this exercise is to familiarize the individual with what is available and determine if more is required or if qualification or clarification is needed.

 

3.5.7.1.5. Review and Confirmation of Milestone Chart

 

All participants should collectively review the Milestone Chart and make changes or confirm what is already there.  This provides a consensus.  Any additional linear (rather than point) sequence should be added on a new line.

 

3.5.7.1.6. Review and Confirmation of Flow Chart

 

All participants should review the Organizational Flow Chart to know positively who is working for whom and who is peripherally involved.  Any disagreements should be ironed out and added to or deleted from the chart.  Again, this provides a consensus.

 

3.5.7.1.7. Review and Confirmation of All Specifications

 

All specifications applicable to the technical manual should be reviewed.  More than a light familiarity is required for specifications.  Each person should get a notebook that contains a working copy of the specifications applicable to his/her own discipline and those of others.  Total interface compliance is the desired result of this step.

 

One of the most important specifications (whether internal or industry) is the Configuration Specification.  This specification is the one that calls for a documentation of all source material used in any one product within the manual.

 

The Configuration Specification should require an ordered, cross‑ referenced list of specification, part number, drawing number, document number, memo, letter, or whatever is setting the standard for all to follow.  This list should be associated directly with any paragraph, table, illustration, section, or peripheral portion of the manual.

 

In this way, a thorough documentation of the manual has transpired.  Any changes to standards can be easily tracked and changed in the manual.  Any compliance errors can be easily tracked to the source.  Verification to the client can be easily accomplished.

 

3.5.7.1.8. Review and Confirmation of All QA/QC Requirements

 

The documents compiled by the Quality Assurance/Quality Control function of the company must be reviewed for practicality and completeness then complied with.  Many times, QA/QC standards are not directly applicable to technical manuals because of their unique application.  Many times the manual is subject to the client's QA/QC requirements which may or may not be the same as the company's. 

 

If the company already has a technical documentation QA/QC standard that is flexible enough to accommodate the manual, the standards should be reviewed and accepted.  If not, the standard must be written in compliance with the client's requirements and accepted officially by the company QA/QC department. 

 

3.5.7.1.9. Distribution of Statement of Work (SOW)

 

Copies of the Statement of Work (the official statement of requirements) should be distributed to each and every person involved with the project.  No one should be able to say he/she did not get one.

 

3.5.7.1.10. Chat period

 

A period of the meeting should be set aside for all uncovered subjects.  All these remarks should also be placed in the minutes of the meeting.  It should be emphasized that NOW is the time to get on the record with grievances or suggestions.  The chat period that goes with the kick-off meeting should be repeated occasionally to permit worker opinions as to progress and management.

 

3.5.7.2. Commencement of Work. 

 

The Milestone Chart should state the first day of work.  Whatever phases of work applicable should begin.

 

3.5.7.2.1. The Illustrator

 

The illustrator may begin by producing artwork in accordance with writer priorities (This permits the artwork to be subservient to the text generation.).  In all cases, if possible, illustrations should be specified and roughed-in BEFORE manual production begins in earnest.  Illustrations, many times, can be used in more than one location to explain more than one phenomenon.

 

The illustrator should produce only preliminary pencil art so it may be changed.  Callouts may be added next, and final work (inked) should remain the last step AFTER the review process is over.  In the event there is a sketch artist involved, the results of his/her efforts should be turned over to the illustrator to be worked into conventional isometric and/or orthographic depictions.

 

3.5.7.2.2. The General Writer

 

This writer should begin by addressing all the "boilerplate" in the manual.  Boilerplate consists of all chapter and section, paragraphs, other introductory material, Tables of Content, and other material that is not necessarily item/system-specific and exists from previous books of this kind.  From the boilerplate, the general writer should become progressively more item/system-specific until he or she meets the theory writer's text.

 

3.5.7.2.3. The Theory Writer

 

The theory writer should be the individual who is most familiar with the theory of the item/system.  This person may not be the best of all writers, but he or she must be the individual who is the staff-resident expert on the machine operation and construction.  The theory writer may or may not have his or her text rewritten by the general writer. 

 

3.5.7.2.4. The Parts Lister/Writer

 

In documents where parts, tools, special equipment or other items of this kind, the parts lister should begin by accumulating the mechanical drawings themselves.  This writer must work in harmony with the illustrator in order to guarantee precise coordination of information.  The parts lister goes on to produce formal parts lists tables, and artwork based on his or her order of disassembly or other numbering scheme.  The parts lister may also be responsible for items installed in sites.

 

The parts lister will ultimately be responsible for the working‑ level configuration management task because of his or her intimate working relationship with part numbers and engineering drawings.  The parts lister may or may not be responsible for the boilerplate at the front of the Parts List section.  (It may be done by the general writer.)

 

3.5.7.2.5. The Content Editor

 

The content editor begins by waiting.  The content editor must wait until the general writer and theory writer complete a reviewable amount of text.  It is the content editor's responsibility to guarantee that ALL Statement of Work items are effectively treated in the manual.  Throughout the project, this editor becomes the resident technical consultant on the machine.

 

3.5.7.2.6. The Format/Presentation Editor

 

This editor begins by aligning all specification requirements into a workable format.  It is the format/presentation editor's responsibility to guarantee that ALL Statement of Work items are present and in compliance in the manual.  Throughout the project, this editor becomes the resident consultant on format and presentation.

 

3.5.7.2.7. The Publications Manager

 

The manager of the project should begin by ensuring that each individual worker has what he or she needs and work is progressing.  The manager is the liaison between the executives or directors involved as well as with the supervisory of the group or vendor.  It is the manager's job to keep the peace among what can be an unusual group of creative individuals.  This is one of the most important reasons why the manager should be a person with hands-on experience and knowledge, not just a professional manager, regardless of how good he or she is.

 

3.5.7.2.8. The Supervisor

 

The supervisor is the person who makes sure everything gets done, works with the manager and ensures that all workers perform their jobs to their highest potential.

 

3.5.7.2.9. The Coordinator

 

The coordinator is the traffic manager of the project.  He or she is the person who coordinates the movement of artwork, text, reviews, and all other production jobs.  Logistics is the name of the game.  Throughout the project, it must be the coordinator who becomes the number two person in the production hierarchy.  This person is responsible for progress reports to the manager, and the posting of internal and external displays that provide status information. 

 

This job requires a person who unquestionably knows every discipline requirement in time and material.  This person schedules work, schedules vendor work, and knows where all portions of the manual are.  This is the most thankless job in the department, but it also remains the most effective proving ground for a potential project manager of the future.

           

3.5.7.2.10. The Q/A Q/C Representative

 

This individual starts by establishing an open door to all questions on compliance with company and client standards.  Throughout the project, this individual should work with the coordinator to schedule occasional reviews of work to ensure compliance.  This person is required at every review, and is ultimately responsible for all sign-off paperwork.  The same parameters are applied if the document is a quality document itself.

 

3.5.7.2.11. The Configuration Management Representative

 

This person begins by ensuring complete documentation of the project.  If it is not done from the beginning, there will be an inordinate amount of retroactive work to be done.  This person should work closely with all persons to guarantee a good start to regular configuration compliance.  All documentation in all areas of the manual and in the item/system itself must match point to point.

 

3.5.7.3. Periodic Review of Work

 

All work should be reviewed periodically to ensure completeness, compliance, correctness, and other critical elements.  These in-process reviews must take place each week to make certain retroactive work in each individual technical area is minimized.  If work is permitted to progress beyond a reasonable change period, review is pointless because there is no time to make the changes.  A portion of the complete document is finished and delivered each week.

 

The reviews should be well-attended by technical individuals with sign-off authority.  No phase of the work should progress unsigned.  All key members of the staff should be required to attend and provide their views on the work they produced.  All opinions should be documented.  Minutes should be taken at each review, and the minutes should be added to the log.  These reviews of individual parcels of work should ensure their individual acceptance into the combined work.

 

3.5.7.4. Combining of Preliminary Forms of All Work

 

After reviewing individual facets of the job, each disparate unit should be unified with the others into one manuscript.  The coordinator and manager become very important at this phase since the manual is actually in a combined form.  The parts of the manual will now reside as a recognizable entity.

 

3.5.7.5. Combined Internal Review (members of production team)

 

At this point, the entire manual is reviewed by members of the production team before it is placed before a higher review board.  This takes place, because the last deliverable (the last portion of the manual) is now officially done.  This is the time for the members of the staff to remark and review their own and other's work.  It should be evaluated from a comprehensive manual standpoint.  Sometimes these meeting get heated because it is a time for finger-pointing.  The manager's knowledge of each discipline and the egos involved is an asset.  Minutes should be take of these reviews, and copies should be placed in the log and distributed to each member of the team.

 

3.5.7.6. Rework from Combined Internal Review Remarks

 

All remarks collected in the review should be worked into the manual manuscript by those most capable to do it.

 

3.5.7.7. Production of Final Draft Copy

 

Once the remarks have been added to the manuscript, a completed draft copy should be produced.  This draft copy should represent the format and resemble the final manual.  It should be marked "Preliminary Copy" and be made into as many review copies as the number of projected reviewers.

 

3.5.7.8. Final Draft Copy Review

 

This review includes everyone responsible in the company (representatives of production team and corporate review personnel).  The individuals involved may prefer to have a review copy provided for review at their discretion, or they may all choose to meet in one review.  The result of this meeting is to provide a final approved copy.

 

3.5.7.9. Rework from Final Draft Copy Review Remarks

 

The final changes from the review remarks are incorporated into the manual draft copy.  This is the point where:

 

NO MORE CHANGES ARE PERMITTED

WITHOUT OFFICIAL SANCTION

FROM THE TOP OF THE COMPANY.

 

This is where the phrase, "Drop dead date" comes from.  Anyone who frantically runs into the department to change something because of last-minute second thoughts is told to "drop dead".  Only official (top) changes in scope, timing, content, etc. is permitted.  (If this becomes the case, the executive responsible for this should personally give the message, so no personal responsibility can be assumed unless it is true.  Large-scale, last-minute changes are extremely demoralizing.)

 

3.5.7.10. Production of Final Copy

 

The production team now produces the final manual in its final pre-print form.  All artwork is inked, all callouts are placed in their final locations, all text is completed and word processed, and covers are produced.  The coordinator now brings it all together.  The manual now takes on official status and receives its documentation numbers and final dates.

 

3.5.7.11. Golden Review

 

This is the last step before the manual goes to the printer or online (all key personnel responsible for document effort participate).  It is the chance for those ultimately responsible for the manual to sign it off.  This act cannot be executed on a lower copy of the manual because it MUST be reviewed in its final form.  This review should only be attended by the few responsible individuals including the publications (project) manager.  This is not the place for workers.  Once it is signed off, it goes.

 

3.5.7.12. Print, Publish, and Distribute

 

From here the manual goes through the process of being printed (or placed online).  At this point, because of the act of making the document available to the users, the document is officially published.  Once this level is reached, the document can be distributed, either as a hardcopy, a softcopy, or to other sites on the Internet or part of the Intranet.

 

3.6. The Technical Manual - A Sample Document 

 

There are as many versions of technical manuals as there are those who produce them, but one things is clear.  Regardless of how varied the approaches, and regardless of the assortment of element variations used to describe and portray the end item, all resulting manuals seem so much the same, and that is because the subject matter that must be addressed is always the same.  In each case, the producer is attempting to create a manual that best serves the designed assembly or end item.  The generic technical manual is a technical publication designed to perform the following functions: 

·        describe and illustrate the general and specific characteristics of the end-item;

·        provide detailed operating instructions so the end-item may be used to its full potential;

·        provide detailed troubleshooting techniques so faults and malfunctions can be isolated;

·        provide sufficient documentation to support the complete preventive and corrective maintenance of the product;

·        provide illustrated parts lists that determine the sequence of assembly and subassembly disassembly/assembly and itemize all parts used in the process;

·        provide reference material in appendices to enhance the understanding of the product and processes without disturbing document continuity. 

The technical manual, by its nature, is a hybrid entity comprised of product information generated outside the publications arena combined with information generated within the publications arena married specifically for the manual.  Many times product information is in a format not compatible with parameters set for the manual itself and must be transformed, in word and picture, from a raw-data format to a finished-manual format. 

 

What may make sense to a trained engineer may not to the operator/user of the product;  much of the information required to produce an effective manual may seem elementary and unnecessary to the engineer.  A machine cannot be run or be repaired by someone who is lost in statistics, awash in esoteric language, or intimidated by the manual itself. 

 

The manual must be written for a specific range of individuals.  The level of skill and education of the individual who will perform maintenance or operate the end-item determines the reading level and format of the manual.  The skill level and the education level must be determined through test or observation, developed through education and hands-on experience or be specified by the purchaser if the purchaser is other than the producer of the end-item. 

 

Usually the more sophisticated the end-item, the higher the skill level and education of the user.  Ironically, sometimes the more complex an end-item becomes, the more modular the design, the simpler the maintenance and disposition of subassemblies and parts. 

 

The manual must be sponsored by specific individuals who have specific expertise and produced by those who are trained to do so, namely, publications and documentation professionals.  These include writers, illustrators and editors (among others).  Sponsors may be degreed engineers or scientists; producers must be professional publications people who know how to convert engineering/scientific information into usable text, tables, charts and illustrations.

 

The art of producing viable, technical publications is not found readily as a course at the local trade school or university.  It is an art generated by necessity and populated by those who should have many years of experience and have a tried-and-proven track record.  It is advisable to find or create an organization comprising quality as well as publications experience. 

 

The manual must be designed, produced, tested and delivered in sync with the design, production, testing and delivery of the end-item.  Both must arrive at the same point at the same time because most manuals are on the same deliverables list as the product.  The manual must be developed from configuration-conforming source material.  The point on the milestone chart where manual production begins is not the point to start wondering about technical source documentation availability.  It must be readily available, previously selected, documented and approved and provided in a form easily adapted to the needs of manual producers.  Quality audits of the documentation itself, must be looped in a scheduled manner. 

 

The manual must be reviewed periodically during production so redirection can be affected, changes made and progress assessed.  Reviews must be effective, short and to the point.  Changes must be rolled in as soon as possible.  Boilerplate (standardized text and illustrations) must be approved before manual production is begun so conformance can be global with little or no retroactivity.  All warnings, cautions, notes, cross-references, document references, symbols, abbreviations, item/system-specific terminology, and configuration depictions must be standardized either by specification or through an approved decision process.

 

In essence, the manual must be planned and executed predictably to avoid the ever-so-familiar race to the finish line on overtime, over budge and late.  Knowledge of technical manual production by key personnel can avoid much of what has given manual production a bad name.  The manual must take shape within a consensus format, an approved design in which manual components are placed.  Knowledge of the generic format put forth in this document can provide an effective base from which to generate a specific manual for a specific product in a specific industry, in this case, telecommunications. 

 

3.7. The Format

 

Technical manual formats are ordinarily based on common sense, given specifications or are patterned after formats used by other companies.  Many times, the advisor in a project may actually have experience in government specifications.  Military specification abounds on technical manuals, and most individuals in key positions within the tech pubs industry are familiar with them.  Industry formats exist where standardization is essential. Interestingly, most applied formats contain many of the same elements, are numbered in similar ways, contain illustrations configured the same and are basically alike.  It is usually obvious when a manual is produced by those who are unfamiliar with what is required as well as those created by those who are.

 

A typical format contains a series of lead-in pages which include covers, title pages, tables of content; a sequence of logically placed sections or chapters addressing specific operation or maintenance functions; supporting illustrations placed in key locations; tables constructed to catalog raw statistics or cross references; appendices providing additional related reference information; and indexes that organize manual content into numerical, alphabetical order.  This is followed by user-response material, sundry industry data and a back cover.

 

This document, itself, is designed to depict a typical manual format without actually addressing a product.  It is planned along conventional lines and will explain each facet of its design in detail.  It is written to describe the precise methods and phenomena that go into manual planning and production.  Much of the mystery or misconceptions of these procedures should evaporate.  The object of this format is to provide an actual technical manual arena in which to learn.

 

This document is written in language typically used in conventional manuals.  The truth remains that if a manual is clearly written, well illustrated and correct, it will probably be a good manual regardless of its format.  Unfortunately this was not always the case, and in the last decade, many technical manual requirements were combined with marketing requirements to create a "techno-marketing" document that accomplished neither mission very well.  As a cost cutting measure, it achieved short-term success and was responsible for additional corrective costs in the long-term.

 

The fact remains that if the objective is to create a manual that addresses the subjects required in the operation and maintenance of hardware end-items, it may not be a graphical delight nor extremely interesting reading for a Saturday night, but if the user is up to his tool belt in mud on a back road or in a central office or is just sitting in a lab staring at the insides of an electronic device, he or she is not interested in features other than those that can be readily found easily in the book that came with the end-item.

 

If that manual does not do its job, then the end-item remains up to its axles in mud, in harm's way or on the lab bench. 

 

The end-item is only as good as the manual that supports it.

 

3.7.1. Cover 

 

The cover is the first thing seen by the user.  It has to provide immediate information as to the end-item and the character of the manual itself.  The cover should provide: 

·        the nomenclature of the end-item

·        pertinent part number(s) involved with the end-item

·        the title of the document which may contain the nomenclature and part number

·        a depiction of the physical appearance of the end-item (if applicable)

·        a document number in accordance with a specification or for documentation control

·        the name of the company, address, logo and phone number

·        the version of the manual (revision level)

·        any reference to another system as part-of or compatible-with

·        the type of manual

·        any pertinent data referring to skill levels, repair levels, or information regarding the qualifications of the user

·        any proprietary warning, statements, disclaimers that provide access limits or security information to the potential reader (this also includes reference to any industry or governmental document(s)

·        reference to responsible parties associated with the production or responsibility of the manual other than those listed as company

·        date of issue

·        any appropriate graphic design

The cover is usually heavier in composition than interior pages in order to survive the rigors of technical manual user-location environments.  Specialty covers may also be required.  The interior of the cover may contain additional information, but it is not necessary.  If the manual is an online manual, the same specifics apply, because the manual may be printed or downloaded.

 

NOTE

 

The format of a given document that is applied online must be formatted to a specific printer driver (mentioned at the site). 

Otherwise, the format may shift unpredictably and be unpleasant to the eye (or worse).

 

All typefaces should be selected to conform to specification or be large and bold for primary lines of information and smaller and less visible for lesser lines of information.  All proprietary or security indicators should be commanding and either colored, blocked or angled to attract attention.  For security reasons, a cover may be completely of another color, i.e., red for "classified".

 

3.7.2. Title Page

 

The title page usually contains much of the data provided on the cover with the addition of copyright information, printing or publishing data.  Proprietary and security indicators should be repeated.  The back of the title page should be blank.

 

3.7.3. Change Page

 

This page is a separable portion of the manual that documents the history of changes to the portions of the manual revised to date and can be of a color other than white.  In the event of an entire revision of the manual, and the issuance of a new version, this page will reflect only that version.

 

An updated change page should be issued as part of a package of replacement pages or sections when released to the customer.  In this way, the previous compilation of changes is replaced by the current compilation of changes.  It should be stated clearly that all replaced portions of the revised manual, including the change page, be discarded or disposed of in a specified manner, particularly if the manual contains sensitive material (shredding).

 

Directions to clerical help should be stated clearly at the top of the first page.  Pertinent cover/title page information should be repeated to ensure no confusion exists over which manual is getting which changes.  Actual altered material, by page, may be best issued on a different color paper each time in order to maintain a record of change.  When too many colors are present, it may be time for a wholesale redo of the manual.

 

3.7.4. Table of Contents

 

The Table of Contents should be labeled with this title and repeated on subsequent pages as a heading.  A parenthetical indication of continuance (Continued or Cont'd) should be added to each subsequent title.  Portions (columns) of the Table of Contents should be labeled to ensure the reader is aware of whether the number listed is a section or paragraph if other than a page number.  All paragraph numbers should be included with each paragraph title.  In this way, the Table of Contents will reflect an outline of the information in the manual without requiring any indentation or loss of space.  The area between the paragraph number/title should be filled with dots.

 

Because the manual comprises sections as well as paragraphs, lines in the Table of Contents containing sections should be spaced away from the paragraph listings below them.  In this way, the reader can find the section quickly and then the paragraph below.  It is preferred to make the section line in all capitals and the paragraphical lines in initial capitals.

 

In some cases, when a large number of sections exist in the manual or the number of pages in given sections is too large for incorporation into one manual, the Table of Contents in the front of the manual may list sections only.  A corresponding section Table of Contents is then placed on the first page of the section and provides a listing of all paragraphical contents.  In the instance where a multi-volume situation exists, a master Table of Contents should be displayed in Volume One with a more detailed Table of Contents placed at the beginning of subsequent volumes.

 

In a higher-grade technical manual, the conventional is not used in favor of an integrated Table of Contents which includes each figure and table number and title in order and in place within the paragraphical listings below each section line.  This variance is preferred because it eliminates the need to consult a separate List of Illustrations or List of Tables. 

 

3.7.4.1. List of Illustrations

 

In conventional manuals, at the end of the Table of Contents, another pertinent listing is normally included.  It is the List of Illustrations.  In this list, the figure numbers are given with their respective titles and are shown as they appear with the illustrations.  These are referenced to the number of the page on which they appear.

 

In a higher-grade technical manual, the conventional is not used in favor of an integrated Table of Contents which includes each figure in order and in place within the paragraphical listings below each section line.  For producers of manuals using computer programs that automatically create Tables of Content, each figure number and title would be given a specific style tag.  When the automatic feature is activated, the Table of Contents will generate an integrated listing which will include all figures.

 

3.7.4.2. List of Tables

 

In conventional manuals, at the end of the Table of Contents, another pertinent listing is normally included.  It is the List of Tables.  In this list, the table numbers are given with their respective titles and are shown as they appear with the tables.  These are referenced to the number of the page on which they appear.

 

In a higher-grade technical manual, the conventional is not used in favor of an integrated Table of Contents which includes each table in order and in place within the paragraphical listings below each section line.

 

3.7.4.3. Numbering Scheme

 

The numbering scheme in the Table of Contents should reflect the same one used throughout the manual.  A widely used style is as follows: 

Section - Number, i.e., 1.0

Paragraph - Section number/period/paragraph number, i.e., 1.1

Subparagraph - Section number/period/paragraph number/period/subparagraph number, i.e., 1.3.6

Figure - Section number/dash/figure number, i.e., 1-3

Table - Section number/dash/table number, i.e., 1-3

Appendix - Alpha, i.e., A

Index - Title only

Page - Section/dash/number, i.e., 3-2; A-4

Under no circumstances should a paragraph numbering scheme reach proportions where the number is so long there is no room for the title.  Under situations where an indentation method reaches this state, it is better to reconstruct the information logic or break the additional information into a new sequence of indentation. 

 

It must be noted here that the Table of Contents and its creation is not necessarily the last step in the manual production sequence.  In many cases, it should be the first.  Creating the Table of Contents first can: 

·        eliminate the probability of an overly complex numbering scheme

·        provide an efficient method of outlining the manual

·        make writing and illustrating tasks predictable and methodical

·        provide a comprehensive milestone chart when dates for completion are added

·        let everyone view first hand what the manual will be like

·        provide a method for designating the types of source data required for each subject

The Table of Contents may, in many ways, be the most important feature of the Technical Manual.  Its usefulness to the user is only exceeded by its usefulness to those who produce the manual.  For computer users with a production program that allows for outlining, this feature can be used to plan the document as well as create the Table of Contents.

 

3.7.5. The Body

 

The body of the manual comprises sections that follow each other numerically beginning with 1.0 and continuing for as many numbers as are required to treat all subjects. Sections cover subjects such as: 

·        General Description which treats the overall configuration and purpose of the end-item

·        Operation which treats the end-item from the user/operator point of view

·        Preventive Maintenance which identifies the means to prevent breakdowns

·        Troubleshooting to isolate faults for maintenance purposes

·        Maintenance which offers corrective steps and procedures with which to repair the end-item

·        Parts List which illustrates and itemizes parts in the end-item 

Sections ordinarily begin on the right-hand page which calls for an odd page number.  Normally these would read:  1-1, 2-1, 3-1, and so on.  The words, Section 1.0, would be centered approximately one-third of the way down the page.  The title of the section would be centered below it.  After a few spaces, numbered paragraphs of information in sequence would begin and carry through all subsequent pages of the section. 

 

Sections contain text, figures and tables.  The text is provided in paragraphical format with each paragraph heading residing by itself just before the text it addresses.  Figures containing illustrations and other graphical devices lie within the text and appear at the first convenient position after the text referring to it.  Tables are treated in the same manner as figures.

 

3.7.5.1. Paragraphs

 

Paragraphs contain the capsules of information that address the particulars within the various Sections.  Each paragraph should not address more than one particular element, and should contain pertinent descriptions elaborating that element.

 

Paragraph numbers begin with the number of the section followed by a period followed by another number, i.e., 5.3.  Paragraph 1.1 is followed by 1.2 which is followed by 1.3.  It is, in actuality, an indent represented by a number rather than a space.  The numbering of paragraphs saves on space, is easy on the eye, and is conveniently located within the document.

 

As more indented material is offered, additional numbers followed by periods may be created.  The object of the indents (further numbers separated by periods) is to imply that each indent is a further detailing of the original subject material.  This scheme is demonstrated within the structure of this document.

 

To keep indenting to a minimum, a rule must be established to restrict the depth of numbers and decimal indents permitted.  A sensible rule would be to restrict the number of paragraphical indents to six.  This limit would read, 1.3.3.1.4.1.  Many documents circulating within various industries go much further than this, but when it happens, it is better to reestablish the current logic of information to prevent more than six. This, of course, calls for planning.

 

It is important to remember that not all indents are simulated through the use of a numbering system.  Actual indent can be created and indicated by using a lower case alpha, a; b; c and following each with listed information.  A further Indent would use numbers, i.e., 1; 2; 3.

 

Regardless of the devices, the object of indenting is to imply further detailing of the information.  If this is done clearly and logically, the method is successful.  The numerical/decimal breakdown method is widely used and guarantees that no two paragraphs within the document will have the same reference number.  This system is used in this document.

 

3.7.5.2. Figures

 

Figures provide graphical support to information presented in the body of the document.  It is directly referenced from its parent text (whether before or after), and stands as an pictorial depiction of the information.  Figures depict information in three basic forms. 

·        The graph - information provided along axes.

·        The chart - information provided through shapes.

·        The illustration - information provided by a picture.

3.7.5.2.1. The Graph

 

The Graph is a method for presenting a sequence of events, qualities, or quantities plotted to axes incremented by values.  It should be simple, and above all, readable.  Statistics should not be proposed as pale copies of originals that were, themselves, badly produced.  Time should be taken to enhance the composition of the graph to give it a professional appearance. 

 

3.7.5.2.2. The Chart

 

The Chart is a device that is used to compare values in a way that leaves no doubt it is a purposely created piece of artwork, not an enhancement of plotted information or results.   It derives its impact through the use of shapes graded to various degrees.  Callouts providing specific values and axes may also be used. 

 

Familiar types are: 

·        The Bar Chart

·        The Pie Chart

·        The Milestone Chart 

3.7.5.2.3. The Illustration

 

The Illustration is the primary graphical item used in the Tech Manual.  It is ordinarily prepared by a graphics group using conventional and/or computer methods.  The Illustration is normally produced from the following sources: 

·        Mechanical Drawings

·        Schematics

·        Diagrams

·        The actual item/system

·        Photographs (digital and/or conventional)

In the case of photographs, it is normally better to use digital cameras because of the array of composing and alterations available.  Also, the predominant format is JPG (JPEGs) which can be applied through the internet for a host of options.

 

Illustrations are represented in the following forms: 

·        Isometric Projections

·        Orthographic Views

·        Perspective Views

3.7.5.2.3.1. The Isometric Projection

 

The Isometric Projection (Figure 3-9) is a three dimensional view of an item projected 30/35 degrees on either side.  True-scaled measurements are directly transferred to the two 30/35 degree sides and the vertical.  Any intermediate points are projected to a proper point in space.  Finishing lines are drawn to it.

 

The Isometric is not a perspective which is the way the human eye sees the item.  Instead the extremities do not diminish as they approach the horizon but rather go to infinity as projected (full measurement).  A cube drawn isometrically will seem to be too fat at the point where it is farthest from the eye.

 

The Isometric Projection is an artificial method to create a three dimensional view of an item by using scaled measurements taken directly from the item or the mechanical drawing.  It is not designed to look real.  Because of this, any secondary views, additions, changes, or deletions may be affected more easily and do not require the trained eye of an artist but rather the professional eye of the illustrator.

 

With the advent of Computer Augmented Design (CAD), isometric views are created directly on the computer.  These appear in many forms from wire models to solid models.  Because they are calculated directly from the mechanical drawings in the computer memory, their precision is unquestioned.  When specifying illustrations, it is essential to choose the best professional to perform the work.  In some cases, a sketch artist is preferred; in some cases, the design system is the best.  Refer to Figure 3-9 for an example.

 

The reasons for the illustration are as follows:

 

• To provide an exploded view of an assembly;

• To index all exploded parts to an accompanying parts list;

• To number all exploded parts in a recommended order of disassembly and subsequent assembly;

• To provide a scaled depiction of the assembly so specific subassemblies may be called out for general locator purposes;

• To depict clearly the relationship of one part to another;

• To depict the assembly clearly, cleanly, simply and effectively.

 

The Isometric Projection may be enhanced by the illustrator.  It is not necessary, but nice.  It also removes some of the ambiguity in the item by clearly showing the difference between an area that is part of the item and an area that is part of the background.  This is called Figure/Ground Interchange where the object is the figure and the background (paper) is the ground.  If treated correctly, there is no doubt as to what is being shown.  If left vague, misinterpretation is possible.  In some regards, enhancement is worth the extra time and dollars.

 

Callouts on the Isometric should be restricted to fewer than forty (40) when they are just numbers or letters.  If actual words are used, discretion must be practiced.  The busier the art, the more difficult the interpretation.  It is better to repeat the art on another page (Sheet 2 of 2) and continue the callouts than to crowd one (Sheet 1 of 1).

 

3.7.5.2.3.2. The Orthographic View

 

The Orthographic View is flat.  It is the item viewed directly from one side, one end, the top, or the bottom; there is no three dimensionality about it.  Many times it is just an enhanced view taken directly from the mechanical drawing.  Refer to Figure 3-10 for an example. 

 

 

Figure 3-9.  Typical Isometric Exploded View Projection (G. Taylor, 1979)

 

 

Figure 3-10. Typical Rendered Orthographic View (G. Taylor, 1972)

 

The Orthograph View is a simpler, less costly illustration, but it has its limitations.  Since it is flat, the viewer's frame of reference is limited, therefore, more difficulty exists in determining depth, and height if it is pointing directly in the viewer's direction.  Under these circumstances, the art of the illustrator is again required.  With enhancement, the components of the item become more pronounced.  Realism is not the desired quality.  It is definition.

 

There are instances where the Orthographic View is the best, namely, in the presenting of the printed circuit board.  Because of its nature, three dimensionality is not necessary.  The electronic components of the board can be clearly depicted and indexed.  The parameters for the extent of indexing is the same as in the Isometric Projection.

 

3.7.5.2.3.3. The Perspective Projection

 

The Perspective Projection is drawn as the eye would perceive the item/system.  Refer to Figure 3-11.  It is a simulation of a real view.  It is more difficult to draw, more complex to plan, and more subject to the illustrator's inherent ability.  The time it takes to create a Perspective Projection usually assigns it to a special place in the front of the manual where an item/system depiction may be actually placed in the environment in which it serves.  It this role, the Perspective is amazingly effective.

 

The Perspective Projection is projected to the horizon, and all aspects of the item/system must be plotted (or eyed) to where they fall in the diminishing dimension scale that gets progressively more condensed the closer the point gets to the horizon.  Because of this, perspective grids, actual scaled perspectively drawn intersecting and horizon-directed lines are lain beneath the drawing paper to assist the illustrator by eliminating the locating of all these lines and all the points that lie on them.  Time and money are saved.

 

Figure 3-11. Typical Perspective Rendered Drawing (G. Taylor, 1976)

 

The use of the Perspective Projection is limited to special service and is not often used extensively in any one manual.  Assignments for this type of art are as follows: 

• Operator station areas where the realism of the cockpit is essential;

• A site on or in the item/system where point-of-view is important;

• A position in the manual where depiction of the assembly is to simulate realism or environment;

• An architectural environment where the nature of the item/system is planilinear (all planes and lines).

3.7.5.2.3.4. Sketch Art

 

Sometimes there is no way to depict an item other than quick sketch it.  Some environments are hostile and will not accommodate any cameras, and other methods are too slow and inaccurate.  Figure 3-12 is a good example of an artist taking a yellow legal pad and drawing a simulated perspective drawing.  The examples shown are normally turned over to an illustrator to be drawn into the disciplined art you see in Figure 3-10.

 

3.7.5.3. Tables

 

Tables are used to provide information within a columnar format.  A typical table provides a list of items to the left and a list of corresponding references or procedures to the right.  A table is most effectively used when a concentration of information in tabular form provides more clarity than paragraphs of text. 

 

Troubleshooting tables, Preventive Maintenance tables, and others like them, are often preferred over text because of their clean organized treatment of the subject.  Tables that are used to support parts listing are arranged to support the provisioning and maintenance functions. 

 

Even though manual subjects are sometimes better treated with a table than with text, tables do not, by their nature, take the place of text.  As a support for text, tables are better than more text.  Tables take on the identity of graphical information sometimes, particularly if they cross-reference a great deal of information.  Even if the table assumes a graphical identity, it should be kept simple, clear, and to the point.

 

Many times a table is asked to do too much, and it becomes confused and pointless.  A table that reaches this point should be broken into two or more tables referenced to one another.  The object of the table is to simplify information not complicate it.

 

 

 

Figure 3-12.  Two Examples of Onsite (Quickie) Sketch Art

on Yellow Pad Paper (G. Taylor, 1979)

 

3.7.6. Appendices

 

Appendices provide information not easily integrated into the body of the manual.  This information is better placed after the body of the manual and left intact to provide whatever reference or support it is intended to provide.  The Appendix may be referenced from any point in the manual.

 

The Appendices are usually designated with alpha capitals.  Paragraphs, figures, and tables follow the same generic formula represented within this document.  The letter designation, Appendix C, would have paragraphs designated, C.1.1.2; figures designated C-1; and tables designated, C-10.  The Appendix may, in many ways, appear to be a small manual in itself. 

 

Appendices usually contain the following types of information:

 

• Vendor information taken, intact, from the vendor and given to the reader as a complete entity (This type of information is provided in the format of the vendor and usually not changed);

• Statistical information, test results, operating parameters, and the like useful in addition to what has already been provided within the body of the manual but extraneous if placed at the site of the description;

• Information too long or cumbersome to be placed at the site of the description;

• Helpful but unnecessary information provided to give depth to the subject;

• Items appearing in lists;

• Mechanical drawings, schematics and the like.

 

Many more types of information may be placed in Appendices, but the question should always be asked as to whether an Appendix should be created or not.  Is it necessary?  If the information qualifies as appropriate or nice, but is not worth the additional cost of printing, or adds too much bulk to the manual, it may be best left out.  Also, if the information can be condensed and rewritten, it may be best placed at the site of the subject in the text as additional text, a figure, or as a table.  Appendices should not become the device used to tack on information left out of the manual. 

 

Appendices are placed at the end of the manual and should be kept to a minimum.  There is no set limit for the number of Appendices particularly if they are short.  Appendices are an extremely useful portion of the manuals in that they provide an excellent accepted method to provide additional pertinent information without breaking the flow of the manual body itself.  Refer to the end of this document to find appropriate Appendices.

 

3.7.7. Indexes

 

The index is a portion of the manual at the very end.  Usually it is one of three basic types. 

·        A subject listing proposed in alphabetical sequence referenced to appropriate paragraphs, figures, tables, or page numbers;

·        A numerical listing of parts, part numbers, and figure/index numbers referenced to appropriate paragraphs, figures, tables, or page numbers;

·        A reference designation listing proposed in alpha-numeric sequence referenced to appropriate part numbers, nomenclatures, or figure/index numbers.

To determine the requirement for an index, does the manual have:

·        a need for an information search device referenced to precise positions in the manual body;

·        a need to list a type of coding in sequence for clarity;

·        a need for an ordered treatment of information not compatible with any other type of format.

The index, by its nature, is a device indexing one order of information to another.  How that is accomplished is up to the designer of the manual after a proper analysis of the requirements of the readership.  The rule is to provide a useful tool to the reader, not an indexing system that attempts to create order where none exists.  If no order is evident within the format of the manual, no index, regardless of how well designed, will compensate.

 

3.7.8. Glossary

 

Depending upon the situation (training), it may be useful to include a glossary, particularly a Glossary of Terms that explain esoteric language used in the manual.  Once the individual involved with the manual knows these terms, it will be most likely the glossary will never be consulted again.  In the event the manual is going to be used repeatedly for training, the Glossary of Terms remains a good idea.  As in any industry, the telecommunications industry has terminology specific to companies, areas and other rules and regulations.  Care should always be taken to ensure that the manual provides adequate distinctions in each of these cases.

 

3.8. Cross Referencing

 

Cross-referencing is to kept to a minimum because of the intricacies that could result particularly during the creation of the manual.  As each change occurs, so does the reference.  Using the automatic feature in most word processing systems reduces the problem significantly. 

 

Cross-referencing in the type of manual depicted in this document is quite easy because of the numbering system used for Sections, Paragraphs, Figures, Tables, and Appendices.  Because each number is unique and preceded with the word, section, paragraph, figure, table, or appendix, there is no doubt where the reader is to go to find additional information.

 

Cross-referencing should be restricted to additional information rather than other information.  Text and illustrations should stand on their own and be supported by additional information that supports the subject.  Cross-referencing should not replace the organization that should be inherent in the manual from its beginning.  Some of the forms are as follows: 

·        a parenthetical reference with just the reference, (Figure 5-2);

·        a parenthetical reference with a command and reference, (See Figure 5-2), or (Refer to Figure 5-2);

·        a parenthetical reference with a command, reference, and explanation, (See Figure 5-2 for breakdown);

·        a non-parenthetical version of items b or c.

Punctuation for reference varies from none to much and must be determined in the beginning.  The following types exist. 

·        A sentence reference, (See Figure 5-2.) which begins with a capital letter and ends with a period;

·        A phrase reference, (see Figure 5-2) which begins with a lower case letter and has no period.

How the cross-reference is used in the text is also a point to consider.  Here is the same reference used a number of ways. 

·        The bolt is placed into the assembly from the bottom of the mounting plate (see Figure 5-2).

·        The bolt is placed into the assembly from the bottom of the mounting plate. (See Figure 5-2.)

·        The bolt is placed into the assembly from the bottom of the mounting plate, Figure 5-2.

·        The bolt is placed into the assembly from the bottom of the mounting plate.  Refer to Figure 5-2.

Whatever way is chosen, the important feature is to ensure that conformity is carried throughout the manual.  Once the format is accepted by the reader, he or she will continue to look for the same type given the same situation.

 

3.9. The Language of Manuals

 

The language of manuals is the language of description and direction.  The item/system must be explained, and the reader must be directed.  The grammar must be correct, straight to the point, and simple.  The manual must address the operator or maintenance person on a predetermined reading level, and in a language free from slang.

Descriptions must be simple as shown by the following four examples. 

·        The primary mounting plate of the upper assembly should be aligned with all four keying marks before attaching hardware.

·        Place crank into receptacle until yellow limit band is visible outside access hole.

·        Tag all circuit breaker switches with red warning flags.

·        The limit switch is designed to alert the operator that phase one of the closing procedure is complete.

These examples reflect the type of language used throughout a typical technical manual addressing hardware.  The same is applicable to software manuals; the same is applied to hybrid systems.  Some types of wording can be avoided if the writers are aware of them.  They are: 

·        Don't overuse the word, that.

·        Common use:  Be certain that the access door is open.

·        Better use:  Be certain the access door is open.

·        Don't use articles (a, the) in directing procedures.

·        Common use:  Open the access door.

·        Better use:  Open access door.

·        Avoid the possessive case.

·        Common use:  Be certain the valve's central indicator is straight up and down.

·        Better use:  Be certain the valve central indicator is straight up and down.

·        Some general rules should be followed.

·        Begin all commands with an action verb.

·        Example:  Turn valve two full turns clockwise.

·        Keep sentences crisp.

·        Example:  The vehicle direction is controlled by two handles, one on each side of the driver control seat.

·        Example:  Disassembly procedures must begin with printed circuit board removal to avoid damage to board components.

Warnings, cautions, and notes must be placed in certain places within the Technical Manual to alert the operator/maintenance person of specific information.  Notes may appear before or after the text to which it applies; cautions and warnings appear before only.  The reason for this is to ensure that the caution and/or warning is provided to the user before he/she performs the act (task/step).   

·        A Warning is placed to alert the operator/maintenance person of personal injury or death if the warning is not heeded.

·        A Caution is placed to alert the operator/maintenance person of equipment damage or personal injury if the caution is not heeded.

·        A Note is place to alert the operator/maintenance person of additional information clarifying or elaborating on the next procedure.

All of these take on the same basic format.

 

WARNING

                  

Do not allow wires to touch each other or any metal component within the enclosure.  Electrocution may result.

 

CAUTION

 

Resistor R23 is an ESD item.  Install resistor at ESD work station only.

 

NOTE

 

Handle is folded into recess on top of assembly.

 

In the case of software, the warning signals non-recoverable loss of information and/or equipment.  The caution signals the recoverable loss of files and/or time.  Notes are for informational purposes only.

 

Beyond these primary considerations, the language of manuals should follow common sense, good grammar, and industry practices.  Clarity is the first consideration followed closely by specification.  If the manual can be understood and followed, it is normally a good manual.

 

Chapter 4

 

CONTROL OF CHANGES TO THE PROCESS

 

4.0 General

 

The successful evolution of any process requires for it to change.  Lessons learned, quantified results, improvements, changes of scope and treatment all involve change.  Documenting the process provides the benchmarks from which change is measured.  Audits and evaluations, histories of results, accumulated data indicate the magnitude of change.  This data can be compared to other indicators and constants to calculate impact relative to other indicators and constants.  Thus, a certain relativity is maintained.

 

In some instances change dictates its own characteristics that, when evaluated, may require control or, upon closer evaluation, not require control.  In either instance, the decision lies with those who are responsible for the process.  B.E.L.systems continues to institute control devices that are at the disposal of those who must apply them.  They must be easily applied to be useful.

 

B.E.L.systems applies controls, that in themselves, act as quality control points and, as a consequence can be listed as quality assurance elements.  In large-scale circumstances documents change define may be included in the QLSAR.

 

4.1. Control of Changes to the Process

 

B.E.L.systems has established a program that ensures that all changes to the project-oriented processes are implemented in a non-disruptive and timely manner.  This program ensures that all work processed during any transition period is included in these changes.  The B.E.L.systems program includes a method for performing, tracking and reporting the timeliness of changes to the process as well as devices for verification and testing during the application of changes to the process.  Refer to Figure 4-1 to view a schematic of this process.

 

 

Figure 4-1.  Change-to-Process Control System

 

B.E.L.systems also includes a method for promptly updating all affected documentation in response to approved process changes.  This method includes tracking the documentation itself.

 

The main device used for change is the Change Notice, approved by the Installation Supervisor and submitted to the Customer Supervisor.  The Installation Foreman writes the Change Orders for any work outside the scope of work outlined in the Project Specification.

 

4.2. Process Control

 

Process control is applied at specific points within each process element, as well as throughout the whole process itself.  These points are clearly at the beginning (before the process element process is performed), the middle (during the process element operation), or the end (the measurement or indicator of completion of the process mission).  As in any process, no controls can be applied without devices that sense, measure, actuate, or, otherwise perform given duties.

 

To successfully implement process control, the elements within that process must be identified and defined.  Their characteristics and rolls must be clearly understood.  Once the process is diagrammatically clear through the use of acceptable forms of function diagrams or schematics, these points can be given further qualifications by defining the measurement and/or sensing devices that are installed to inform those responsible for the process how the individual elements are performing.  These mission-critical elements comprise the functionality of the whole process.  B.E.L.systems applies a number of process control devices at the element as well as at the whole-process level. 

 

4.2.1. Whole Process Change Control Devices

 

In the event there is a change in direction, as small or slight as it may be, the process of adaption begins immediately.  The change may come from an executive decision, the results of a quality audit or from the engineering and/or installation groups.  Regardless of its initiation point, the change is documented, archived and implemented through a circuitous process.  Figure 4-2 provides a schematic of the B.E.L.systems development logic and flow for the quality process.  This diagram should be entered from the National Team Management point in the upper, left-hand corner.

 

Flow

 

This function creates the dynamics that produce the creation of ISO-class quality values, the looped quality review process as well as the circuit designed for process alternations and/or phased improvements.  In turn, these dynamics, now clearly defined, move to the RTDQM review process (to ensure entrance into the regional picture, namely the Regional Management Team).

 

From the RTDQM function, classes and seminars are initiated and conducted, some involving the customer and others involving B.E.L.systems personnel only.  The Regional Management Team is also responsible for the distribution of information that involves the customer, includes job-site inspections, crew members and includes job-site instruction material.  Since the B.E.L.systems process is looped in many areas, new classes, new technologies, improvements to processes, skill verification, statistical devices, revisions to programs and incremented changes comprise an “idea pool” that is responsible for updates, valid references, system control and the ever-present documentation system.

 

Timelines dominate the schematic to ensure that all targets are met, and that all the change items listed above can be converted (evolved) into classroom education, job-site instruction that feeds back to the Regional Management Team.  The team itself is provided with the results of National Team Management IQO database construction and maintenance, publications support and documentation through a defined distribution system.  The IQO database also provides archived, backed up and filed information.

 

4.2.2. Process Element Change Control Devices

 

In order to facilitate a change in a given process element, which can be as rudimentary as changing a tool specification or a material type applied in a particular environment, the process resembles the circuits provided in Figure 4-1, except that the circuit is not as convoluted and does not involve the number of personnel.  Process element changes, as simple as they may be, may not be implemented without the approval of the supervisory personnel at the level concerned, must be documented, archived, and entered into the portion of the QLSAR applicable.

 

Once the element change has been approved, the implementation process is initiated (also noted on the QLSAR) and a scheduled, predictable course is taken to ensure that the tool or material is applied, and the tool or material formerly used is retired from use.

 

 

Figure 4-2.  Whole Process Change Circuit – Information

 

Simultaneous to this process, applicable documents (impacted by the change) are updated and revised.  Tool and material lists must be changed, and if needed, IQO checklists must be modified, particularly if the change was initiated by a client through the proper channels.

 

4.2.3. Pragmatic Process Element Changes

 

Sometimes there is what as known as a “pragmatic” change to the process elements, and these are unique to the worker in his/her job.  These changes usually indicate an improvement in the way things are done, in little, almost insignificant ways.  If a worker simply applies his/her tool in a manner that saves five minutes, because the worker decided that working from the front was easier than from the back, the worker has made a “pragmatic” decision to improve the process element.  The results of these small changes usually show up in time analyses and in slight improvements that nobody can define.

 

Pragmatic improvements are those based on the premise that the logic and common sense of the worker caused an improvement.  On the other hand, the opposite can happen, where a decision to improve can actually cause a downward trend in quality.  The results of these are caught the same way, but if the decision to try another angle was an improvement that simply did not work out, the worker can still get an E for effort as long as the worker saw “pragmatically” that the change did not work and documented his/her paperwork to reflect this.  In a manner, the worker has informed the system that an improvement of the type applied would not work.  This type of information informs others and, therefore, ensures the probability that no one else will try it.

 

This type of improvement process for process elements can also be executed much farther up the ladder of management, where an executive could exercise the same type of thinking, but perhaps, at the policy level.  Regardless of its level, B.E.L.systems encourages its personnel to initiate improvements within the realities of a given job description.  Decisions of any greater magnitude should not be applied, but should be entered into a suggestion system or mentioned to next-higher responsible parties for approval.

 

 

 

 

Chapter 5

 

CONTROL OF PROCURED PRODUCTS OR SERVICES

 

5.0 General

 

A process is only as good as its components.  In order to guarantee the results of a service, it is essential to ensure that the procured products and/or services comprising or supporting that service are the best and most cost-effective.  In order to determine that the products or services are the best, the procurement process itself must be highly effective and efficient.

 

5.1. Control of Procured Products or Services

 

TEKsystem has developed a program that ensures that all products and services purchased for use in the project-process consistently meet all engineering or installation requirements, as defined by B.E.L.systems and/or the customer, depending upon the situation.  Refer to Figure 5-1 to view a depiction of this process.

 

Figure 5-1.  The Procured Products/Services Control Process

 

This program includes a component designed for the selection and qualification of products and suppliers to be used.  All aspects of this process are fully documented.  In addition, criteria for the selection and qualification of products or suppliers is documented and includes measurable devices for disqualification of a product or a supplier.

 

B.E.L.systems maintains a list of qualified products and suppliers and all details involving their characteristics and product lists in order to ensure that only products and suppliers on the list are used, and that those not on the list are not.

 

Specifications, published as part of the IQM, including all design and quality requirements and acceptance criteria, exist for all products and services.  In cases where this information is extensive, it is maintained under separate cover and referenced from the IQM.  These specifications are included in all procurement agreements and are accompanied, and supported by industry, B.E.L.systems as well as customer standards.

 

All products and suppliers are re-evaluated periodically, to a published schedule.  This ensures that products or services that have been submitted consistently meet all requirements.  The re-evaluation is based on a review of incoming inspection data and performance analysis data.

 

B.E.L.systems ensures that the acceptability of procured products or services is determined by, at least, supplier quality evidence; inspection at the source, as well as inspection at receipt.

 

5.1.1. Control of Procured Products

 

At B.E.L.systems, distinctions are made.  In this case, products are distinguished from services.  Products are defined as those you can see and touch; services are those you must evaluate prior to implementation, during the period of service and at the end of the service when a final evaluation of the results are in.  Products usually call for research prior to ordering.  After researching, there is usually a cost comparison, a validating of the provider and an evaluation of the methods and times of delivery.  The only variable at this point, is the evaluation of the product by those who actually use it.

 

In order to “audit” a product, from a quality standpoint, a number of checklists must be annotated, and these are part of the operations system and the administrative system.  Procurement usually performs the tasks that conclude whether an item should be “procured” or not.  Those who initiate the purchase, submit a request for the item.  At the level of request, one of the most important columns to be filled is the one entitled, REASON.

 

Once the evaluation of a product has been looped through the system, it can be rendered a successful purchase or an unsuccessful purchase.  From a quality point of view, the success of the process in which the product is applied is of equal importance, particularly if an audit result points directly to a given product (or its provider).

 

5.1.2. Control of Procured Services

 

The procurement of services is much more nebulous than picking a product based on a mass of research material including product testing results and the like.  Services must be evaluated on many “invisible” factors, such as references from others who have applied the services, results of first-hand performance, statistics and claims made by the service organization itself, financial situations and others.

 

Normally, frequently used services seem to take priority when their services are good.  In some cases, this attitude can mask the capabilities of service organizations that are far better.  At B.E.L.systems, frequent use is not the only applied factor.  Frequently used service groups are continually compared to those who have not yet had the opportunity to apply their talents.  Looking beyond the obvious can reveal many opportunities for improvement. 

 

Bidding on jobs is a common way to place vendors into competitive postures in a number of accepted categories, and B.E.L.systems is no different.  Placing those providing services into a competitive mode provides its own type of control in that point-by-point comparisons can be made.  Sometimes, the same information, looked at a different way, can be useful.  Often the lack of information can also help to control the process, because some groups do not provide numbers where B.E.L.systems thinks there should be.

 

B.E.L.systems applies evaluation processes that are integrated into quality audits, inspections and other “tests” that are scheduled and unscheduled.  Sometimes, a simple query is enough, i.e., “is the vendor performing up to expectations?”  YES or NO?  IQO checklist information applied to service groups can be as useful as using the IQO checklists to assure a given project.  An example would be the application of contract personnel.  In this case, it is assumed that the contract personnel provider has screened all its applicants thoroughly.  If some of these professionals do not “live up to their resumes” it can be assumed that either the contract services firm did not check closely enough or that the professional was not as professional as his/her paperwork indicated.  It is this type of “gray assessment” properly executed that controls the procurement of services. 

 

5.2. Responsible Parties

 

In order to procure products or services region, the Contracts Manager is the individual who approves purchase orders and assigns the PO number.

 

 

 

 

 

Chapter 6

 

CONTROL OF EQUIPMENT DESIGN CHANGE

 

6.0 General

 

Design change is an integral part of a pragmatic development process.  Because all design changes are normally a result of research and development (R&D) and/or the result of data evaluation (probabilities), incremental testing (actuals) as well as validation and verification (Val/Ver) accompanying final acceptance testing, each change must be documented. 

 

6.1. Control of Equipment Design Change

 

B.E.L.systems maintains a program that ensures that all design changes are addressed in the form of Change Notices (CNs), Change Orders (COs) and Broadcast Warning Messages (BWMs) which are implemented in a non-disruptive and timely manner.  These devices provide that work associated with these changes conforms to all engineering requirements and standards of good workmanship, as defined by B.E.L.systems, industry conventions, as well as the customer.  Refer to Figure 6-1 to view this control process.

 

Figure 6-1.  Equipment Design Change Control Process

 

The B.E.L.systems program includes methods for initiating, implementing and tracking these documents as well as accumulating and reporting the results of each CN, CO and BWM.  There is also a method for the verification and test of design change applications, as well as a system for promptly updating all affected documentation.  When a design change impacts product features, performance, or safety, customers are informed regarding the effects of the change through a number of devices in addition to those listed above.

 

Documentation takes place at three primary points in the design process, the beginning, the middle and the end.  This logic has produced the typical series of documents called notices.  There are many types of notices that include, in part, engineering change notices, documentation change notices and others.

 

Notices are designed to provide official notification (through a pre-determined approval process) of changes that are to be integrated into the design itself.  Sometimes these involve change based on past occurrences (as a result of a situation) and some are implemented to affect change before the current stream of logic can be applied (to prevent a situation).  In either case, these notices must be applied as a means to control equipment design change. 

 

6.2. Equipment Design Change Notices (EDCNs) 

 

Equipment design change notices comprise the backbone of the B.E.L.systems ability to affect change in a controlled manner.  Not only are the EDCNs applied as control devices, they are also controlled.  All notices are subject to documentation control in order to provide a paper trail for the changes themselves, thus, providing a record of change. 

 

6.3. Technical Sheets (TSs)

 

An additional factor involving the control of design change is to document, in an efficient manner, changes that are not instigated from within the organization.  Changes to equipment come from outside in the form of manufacturing changes and other factors.  These changes can drastically affect processes and specifying documentation, i.e., standards and specification.  Technical data sheets provide information in a manner, wherein, data sheets evolved from manufacture’s information releases is formatted in a standardized format for distribution to all personnel affected by the change. 

 

6.4. Administrative Sheets (ASs)

 

Some equipment design changes are implemented as a result of factors other than those involving the actual design itself.  Any equipment design changes that result from a cost standpoint or other administrative decision process, is released in the form of an ADS.  Other sources of change include governmental regulation and customer-generated requirement updates. 

 

6.5. The Quality Logistics Support Analysis Record (QLSAR)

 

The quality logistics support analysis record is the documentation backbone of the B.E.L.systems quality control/quality assurance program.  It is, in itself, a system of record-keeping that ensures that all pertinent documentation affecting the quality program is kept.  From this record, not only is the data kept, and paper trails obviated, but a timeline is also maintained. 

 

As the process of service providing continues, all impacting elements from procurement to scheduling is kept in the QLSAR, as a matter of record.  This way, at any time during any processing, the record can be accessed, and established information elements accessed for the purpose of assessment, evaluation, predicting, validating or any other business or logistical reason.

 

The QLSAR continues to evolve as processes continue.  The design of the QLSAR is built around the typical fishbone chart model.  This record is maintained at many levels of B.E.L.systems and in many media formats.  This permits those accessing to process results in any way appropriate for whatever the reason.

 

 

 

Chapter 7

 

CONTROLS (IN-PROCESS)

 

7.0 General

 

In-process controls are those that are active during process operation, and in many cases, these controls serve as preferred locations for quality control devices.  These ensure the efficiency of the process, through dedicated control methodologies, and are, therefore, applied by Quality personnel as documentable quality assurance points.  This chapter is dedicated to those devices.

 

7.1. Controls (In-process)

 

In any B.E.L.systems project, in-process controls exist to ensure conformance to requirements throughout the entire procedure, regardless of its size or complexity.  Refer to Figure 7-1 for a view of control system.

 

Figure 7-1.  In-process Control System

 

Inspection and/or tests are employed at appropriate predetermined states of the process to ensure process integrity and successful conclusions.  Quality standards exist for each inspection and/or test point against which performance is compared.  Inspection and/or test results are recorded and analyzed using contemporary software programs and other devices.  Each, ultimately, becomes part of the quality audit system.

 

B.E.L.systems, through its operations organization, ensures that all procedures, methods, software test packages, gauges, test sets, drawings, specifications, technical and central office records, needed for the in-process quality operation, are in-place and up to date.  Documentation, addressing each of the above, is a part of the quality loop.

Feedback and audit results are applied to resolve detected problems by circuiting this information, through the QO, back to the operations units. 

 

NOTE

 

All auditing processes, from inception to result, are executed in an independent manner,

and results are reported to the Vice President before being distributed to appropriate responsible parties

including the Quality Manager.

 

This dual role ensures quality from an operations perspective as well as a quality one.

 

7.2. The Job Administration Binder (JAB)

 

This document is an essential process control device even though it is a reflex document (responds to situations as opposed to driving them).  With this in mind, the JAB contains the following components:

 

• Emergency Phone Numbers

• Method of Procedure (MOP)

• Job Start and Job End Checklists

• Weekly Progress Report

• Job Log

• Crew Evaluation

• Change Orders

• End Aisle Sheets

• Quality Assurance Form

• Project Acceptance

• Service Interruption Forms

• Injury Reports

• Expense Vouchers

 

7.2.1. Quality Assurance Standards

 

The portion of the JAB that affects quality, by definition, is the Quality Assurance portion.  This includes the Installation Quality Standards.  Within this area, the IQO checklists reside, the documents that, as checklists, ensure that all the quality control points are addressed, and that compliance is guaranteed. 

 

As a matter of policy, B.E.L.systems is committed to the viewpoint that the customer's requirements always take precedence over any other requirements, including those of B.E.L.systems.  The B.E.L.systems Foreman is responsible for ensuring that the installation crew performs each task with the highest quality workmanship possible.

 

The IQO checklists will be conveyed to each site periodically in order to have each checklist item applied.  This is part of the in-process quality inspection (not a formal audit).  Installation Quality Standard Forms must be completed by the B.E.L.systems Foreman on every installation project.

 

 

We hope this sample, abbreviated for a number of purposes

has served to show our technical writing abilities.

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