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  • Business Model - Fisher Regulators Also known as the Quality Manual, this document addresses requirements from ISO 9001:2000 and fulfills 4.1, 4.2.1b, 4.2.2c [sequence and interaction described throughout], & 5.4.2a). While this is nice, the really important thing is to recognize it is our "Business Model". This means we are focused on our business first, with ISO 9001:2000 serving as a platform to make sure we have covered all the bases as it relates to business performance.

    Revision: 6/25/2007 (Description of changes: updated objectives to current year objectives and changed customer property section, pointing to customer related processes instead of returned

    goods)

    Typical process flow and for the most part processes directly interacting w th one another. iClick here for a printer friendly version of this document.

    The Master Control Plan serves as a table of contents for all of the documents that can be accessed directly through this site. All other documents are

    controlled by e-Docs or Prime.

  • SCOPE 4.2.2a

    Design (McKinney & Shanghai) and manufacture of industrial and commercial regulators and valves and provide regulator solutions for all applications (natural gas, propane, air, etc.), assembly of equipment for control and monitoring products used on remote systems (Fromex) as well as assembly of combustion

    analyzers and continuous monitoring systems (Fromex).

    QUALITY POLICY 4.2.1a, 5.1b & 5.3

    We will foster an environment of continuous improvement and will strive to constantly improve our products, processes, and people. We recognize that everything we do can and must be improved. We will provide customers with the most innovative, highest quality, and superior performance products, services,

    and solutions. Exceeding customer expectations is a way of life at Fisher. To achieve a high level of performance excellence, we will provide training, skill development, and education for our employees.

    QUALITY OBJECTIVES 4.1e, 4.2.1a, 5.1c, 5.4.1, & 8.4

    OBJECTIVE

    KEY PERFORMANCE MEASUREMENTS

    DIRECTLY IMPACTED BY

    IN-DIRECTLY IMPACTED BY

    Drive Growth Through Technology and Market Leadership

    a) New Products as % of Sales b) Sales Growth in Emerging Marketsc) Service Sales Growth d) Marquee account participation % e) Tescom and Jeon vs Board Plan

    Upper Management, Engineering, and Marketing

    All Employees

    Improve Systems and Processes to Drive Improved Customer Service and Operational Performance

    a) Compliance Violations

    b) Customer Survey Results

    Oracle Implementation, Quality, Engineering, Customer Service, Supplier Quality, and Finance

    All Employees

    Develop and Strengthen The Organization

    a) Leadership Turnover %

    Management and HR

    All Employees

    Achieve Operational Excellence

    a) On-Time Delivery b) Quality c) Supplier Performance d) Inventory Turns e) Profitability f) Localization of Supplier Base (Shanghai) g) Material Containment

    Material Management, Manufacturing Engineering, Design Engineering, Quality, Production, Customer Service, and Sales Shanghai Procurement

    All Employees and Suppliers

  • Team (f)

    The reports and/or charts covering specific measurements for each of these objectives includes the goals and/or targets used to ensure the business model (QMS) is effective. See the Monitoring & Measurement section of this document to understand how we use these measurements to ensure the filter (policy) is driving behavior.

    MONITORING & MEASUREMENT

    (Beyond The Daily Grind) 8.1a-c, 8.2.3, 8.4a, 8.4b & 8.4c

    Modeled after Deming's Plan, Do, Check, Act

    STUDY Management, responsible for fulfilling the activities related to the measurements shown, assesses the results to confirm we are heading in the right direction and/or to identify the actions needed to right the ship and to identify improvement opportunities.

    ACTION Establish action items using a closed-loop process (having a built in memory jogger for follow-up). These can involve things like action item lists or memos maintained by management and/or those mechanisms called for in Improvement Systems and/or Product Realization & Quality Planning. Remember: things that get measured get done!

    Things to think about as part of "STUDY": - What does each measurement tell us? - Why does it say that? - What makes us think it will be okay if we leave it alone? - What are we doing about it, if we decide something needs to be done?

    Charts & reports should include the

    reason the results look they way they do and what has been done to

    improve or sustain them so management

    can assess and determine if further

    action is needed.

    FOLLOW-UP Using the closed-loop process employed in the "ACTION" section, follow-up on the action items raised to make sure they are staying on track, to provide direction, and to verify the action taken worked. REMEMBER TO ALLOW ENOUGH TIME FOR EFFECTIVE IMPLEMENTATION (in-place and working long enough to prove it will meet the desired result now and in the future). In some cases, we find what we are trying to do is not working. When this is the case, try taking it in another direction to resolve the issue. It is okay to abandon a cause, as long as it will not have an adverse effect on us or the customer and we realize resolution is not feasible.

    VALIDATION Management, responsible for fulfilling the activities related to the measurements shown, summarizes the issues identified, actions taken, and results of follow-up for upper management. Upper management assesses the effectiveness of actions taken and determines if more action is needed and if what was learned can be applied in other areas. Those needing further attention are re-introduced into this process at the "ACTION" step.

  • MANAGEMENT'S "BIG PICTURE" PERSPECTIVE (Management Review, Auditing, Data Analysis, & Improvement)

    NOTES: (related to Management's "Big Picture" Perspective I. Management review is an assessment of the actions (summary or highlights of departmental data as described in the "validation" section of Monitoring & Measurement) taken by area management to determine if further action is necessary. Management review occurs at least once per year as defined in Management Review. II. The internal audit process (defined in the Audit Procedure) tells us how effective our business model is. Auditors work with area personnel to identify which documents are driving behavior and which ones need to be improved so we can be more effective as an organization. III. The types of data analyzed at Fisher Regulators and what we do with it is described in the objectives section and in Management Review. Corrective Action, Preventive Action, and Continual Improvement processes are described in the Improvement Systems procedure.

    COMMUNICATION & FOCUS 5.1a, 5.2 & 5.5.3 Management ensures personnel understand the importance of (are focused on) meeting customer requirements by posting the objectives or through employee meetings and by ensuring product is produced to meet customer requirements outlined in the order and/or drawing(s). In other words, customer requirements are determined (Customer-Related Processes), conveyed to our work force (order and/or drawing), and met (product produced to those requirements) with the aim of enhancing customer satisfaction. Management also ensures personnel are aware of any applicable statutory/regulatory requirements. Employee meetings, training courses, and/or memos addressing these types of issues are the means used for communicating with the employees. The effectiveness of the management system (Business Model and supporting documents) is communicated to employees through postings and/or through employee meetings.

    CUSTOMER CONFIDENCE 5.2, 7.2.3d, 8.1b, 8.1c, 8.2.1, & 8.4a Complaints are handled through the FIX system and/or by issuing a corrective or preventive action (see Improvement Systems). Customer satisfaction data is obtained through meetings held with Reps and distributors (reporting both on our ability to meet their needs and those of their customers [end users]. The data is analyzed, with action items established as part of the process and/or as part of management review. This may be further supported by methods defined in the applicable Customer Related Process.

    MAINTENANCE 6.3, 6.4, & 7.5.1c For the most part handled by the maintenance department as defined in the Production Process Overview. Maintaining the computer system, including back-ups is handled by the IT department.

    MONITORING AND MEASUREMENT DEVICES 7.5.1d & 7.6 Selection and use is facilitated by the process calling for monitoring or measurement, with the Production Process Overview pointing out those processes and calibration is handled per Monitoring & Measuring Devices - Calibration.

    VALIDATION OF PROCESSES 7.5.2 Those processes where we cannot or do not verify the product produced meets requirements is considered to be a "special

    CUSTOMER PROPERTY 7.5.4 For the most part, it is treated like everything else. With the necessary controls facilitated by Customer Related Processes and the Customer Owned Property Log referenced in that process. Bologna receives customer

  • process and requires validation. Click here to see which process are special and/or how to validate a process when we find one that is special.

    returns (property) and maintains control through the Returned Goods Authorization process and Receiving process.

    And Now, Things We Have To Deal With Because They Makes Sure We Can Sustain Our Business Model

    (maintain

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