corporate manual quality management system

Quality ManualEdition.: 2

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Uncontrolled copy, printed from electronic file. Check its validity before use.

CORPORATE MANUAL

QUALITY MANAGEMENTSYSTEM

P&C Automotive S.r.l.

Review status

Rev. Date Clause Description

0 11/03/2021 First emission

1 03/07/2021 Environment added: modified paragraphs 1.3; table 3 (Plant COP processes) and figure n° 3

(process map)

2 04/01/2022 3.2 Risk analysis, conformity to IATF added

Document management

Issue Verification Approval

Group Quality Manager

Mascali Massimo

Group Quality manager

Mascali Massimo

Strategic Group

Colombo Luca


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QUALITY MANUAL

ASSIGNED TO:

COMPANY/ORGANISATION:

ADDRESS:

COPY NO. � CONTROLLED

� NOT CONTROLLED

DATE: 04/01/2022

THIS QUALITY MANUAL IS PROPERTY OF P&C Automotive S.r.l. IT IS DISTRIBUTED AT THE

CONDITION THAT IT IS NOT REPLACED OR COPIED, EVEN PARTIALLY OR USED TO PROVIDE

INFORMATION TOOTHEROR FORCONTRARY PURPOSES TO THE INTERESTSOF P&C Automotive

S.r.l. AND WHICH NEEDS TO BE RETURNED UPON REQUEST.


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Content

1 SECTION 1....................................................................................................................................................................................4

1.1 Presentation of the Corporate P&C Automotive.......................................................................................................................41.2 Headquarters AND STRUCTURE OF THE CORPORATE......................................................................................................41.3 Business.................................................................................................................................................................................. 51.4 Main customers....................................................................................................................................................................... 51.5 The Quality Management Manual............................................................................................................................................51.6 Formulation of the Manual and reference legislation............................................................................................................... 61.7 Terminology.............................................................................................................................................................................71.8 Regulatory references............................................................................................................................................................. 71.9 Legislative References for Products made by P&C Automotive.............................................................................................. 71.10 List of procedures and corporate guidelines....................................................................................................................... 81.11 Application and exclusions..................................................................................................................................................9

2 SECTION 2..................................................................................................................................................................................10

2.1 Planning the Quality management system: the document system.........................................................................................102.2 Planning the Quality management system: approach to processes...................................................................................... 112.3 Process Features...................................................................................................................................................................122.4 Constitutive elements and process evaluation parameters....................................................................................................132.5 Corporate P & C Automotive process correlation matrix........................................................................................................202.6 Externally provided processes............................................................................................................................................... 212.7 Responsibility and authority................................................................................................................................................... 21

3 SECTION 3..................................................................................................................................................................................22

3.1 Definition of the business context.......................................................................................................................................... 223.2 Risk-based thinking in process management........................................................................................................................ 23

4 APPENDIX A...............................................................................................................................................................................28

4.1 Quality policy......................................................................................................................................................................... 28


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1 SECTION 1

1.1 Presentation of the Corporate P&C Automotive

“We started stamping metal coils in 1979 with 8 people in a 1.500 sqm shop floor in northern Italy.

In December 2016 we have began an European Group with 600 employees in 7 production sites covering 60.000 sqm.

Today, we still have the same passion for our work as ever; this enables us to keep our emotions high, also in an

international industrial Group”P&C is an European Group specialized in the cold stamping mainly for the Automotive

sector.We still focus on the production of components obtain trough the stamping of metal coils that we acquire directly from

the major European steel mills. Our main customers are the most important engineering systems (Tier 1 supplier) which

design complex systems for all the European automotive producers (OEMs).Our Core business is stamping metal coils

mainly for the automotive market especially for exhaust system (cones, baffles, manifolds, shock absorber components,

heat shield, pedals, structural body parts, setting component).P&C Automotive Production System is inspired and based on

continuous improvement, self-control and Just in Time; this approach permits us to obtain a more open and flexible

organization, in order to react better to the continuous development of the market needs and respect the technical

requirement and quality specification of our customers.

Constant growth at a rate over the average of the Market, through investment in production capacity and internationalization

over than € 70 millions in the last 5 years, is ensuring a continuous empowerment of company capacity to face automotive

market requirements and increasing quality outputs.

1.2 Headquarters AND STRUCTURE OF THE CORPORATE

The following table lists all the production sites that make up the Corporate .

The headquarter of P&C Corporate has no, indeed, a specific operative site, and its functions are located inside operative

plants of CATRA (Missaglia) and PCM (Castellalto)

Company Headquarter / Plant Manufacturing location

P&C Automotive Headquarterc/o CATRA S.p.A.

Via I Maggio, 18 a Missaglia (LC) - Italia

P&C Automotive Headquarterc/o PCM S.r.l.

Zona Ind.le Villa Zaccheo, Castellalto (TE) - Italia

Catra S.p.A. PlantVia I Maggio, 18

Missaglia (LC) - Italia

P.C.M. S:r.l. PlantZona Ind.le Villa Zaccheo

Castellalto (TE) - Italia

P.C.M. rom PlantStr. Portului, Free Zone

Giurgiu, Romania

Silpa PlantLtd 24 L.Milanezi street

Lom, Bulgaria

PCM.de PlantDresdner Straße 14

Klipphausen, Germania

Catra. port Plant Zona Industrial de Mós, Lote nº1


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Mós, Bragança, Portogallo

1.3 Business

Main P&C Automotive S.r.l. industrial activities are:

Marketing and business development.

Equipment design and development for product manufacturing (metal forming).

Designing the process of making the product manufacturing process design in the different stages of moulding,

washing and welding.

Procurement Management and supplier development.

Quality Management or Quality & Environment Management (quality system, support to production plants in case of

high quality/environment problems).

The production plant industrial activities of the Corporate include:

Production:

Plastic injection molding

Metal forming;

Washing;

Welding.

Logistics management.

After-sales service, returns analysis and corrective actions.

1.4 Main customers

P&C has an important customers portfolio within Automotive sectors, listing both OEM and Tier1 companies: Stellantis

Group, Maserati, Volkswagen, Bosal, Eberspaecher, Faurecia, Magneti Marelli, Tenneco, Brose, Boysen.

Moreover P&C has customers also in different sectors, as operative machines and heating systems: SAME DEUTZ-FAHR,

Riello.

1.5 The Quality Management Manual

This manual describes the Quality Management System that P&C Automotive has defined at Corporate level and

subsequently declined and applied in different production sites listed in paragraph 3.

Inside it, are therefore defined processes of each plant and the extent to which they are managed or supported by the P&C

Automotive S.r.l. Headquarters. (remote location), as well as Corporate procedures applicable to all manufacturing sites

within the certification area and which are then supplemented by the additional procedures that each site applies for

organisational reasons and for managing their processes locally.

The scope IATF 16949 of the Quality Management System described in this manual and applicable to all productive sites

and to support functions executed by remote locations as reported into the process map is detailed in the following table


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Site ISO 9001 scope IATF 16949 scope

Catra S.p.A.

Cold stamping and blanking of carbon steel

sheets and stainless steels for the production

of semi-finished and finished products for

automotive sector and civil and industrial

applications. Design and manufacturing of

equipment and cold melding for sheet metal

parts.

Manufacturing of metal parts by cold

stamping, mechanical and welding

assembling. EXCLUSIONS: 8.3 Product

Design

P.C.M. S.r.l.Manufacturing of metal parts by cold stamping,

mechanical and welding assembling



assembling. EXCLUSIONS: 8.3 Product

Design

P.C.M. romManufacturing of metal parts by cold stamping,

mechanical assembling


stamping, mechanical assembling

SilpaProduction of fan-coils. Production of iron and

plastic products.


stamping.

PCM.deManufacturing of metal parts by cold stamping,

mechanical and welding assembling



assembling

Catra. Port Manufacturing of metal parts by cold stampingManufacturing of metal parts by cold

stamping

The scope of the Quality Management System is complemented by the applicable automotive customer requirements, as

reported in the correlation matrix recorded on template CLM_Mod001.

The Quality Manual is aimed at the pursuit of the following objectives:

provide the certifying body and customers with sufficient elements to make a formal assessment of the Quality

Management System provided by Corporate P&C Automotive in compliance with IATF 16949 and UNI EN ISO 9001;

provide all the production sites of the Group, the Headquarters and its employees with a useful tool to understand the

Quality Management System.

The Quality Management System described in this manual is the basic instrument of P&C Strategic Group and of the

production plant Managements to implement the policy for the quality in the company, aimed at the complete satisfaction of

stakeholders and the demonstrable capability to deliver products/services which conform to the requirements requested by

the Customer and the applicable laws.

The Quality Management Manual is the basic document for quality management. It contains guidelines for running the

Company Quality Management System and constitutes a constant reference to the implementation and updating of

operating documents intended for use at the various business processes.

The contents below are a direct consequence of the willingness of the top management to implement quality policy.

1.6 Formulation of the Manual and reference legislation

The manual is organised to present a complete and satisfactory description of Corporate P&C Automotive processes,

distinguishing clearly between the Headquarters ownership processes of the of the and the production plant processes.


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Moreover, the basic principles of the business processes operating procedures of have been introduced structured in the

full observance of what is provided for by the reference standard UNI EN ISO 9001:2015 and IATF 16949:2016.

Therefore, the manual is divided into three sections and one appendix:

Section 1: presentation of the Corporate and of the field of application and the organisational structure of the Quality

System (including the reference to the Corporate operational procedures and to the guidelines).

Section 2: the process mapping, distinguished between corporate and productive plants, and the description of their

interrelationship in reference to the regulatory requirements. Responsibilities within the organization for managing the

business processes.

Section 3: a description of the definition, analysis and review methods of the operating context. Approach to risk-

based thinking in the business process management.

Appendix A: Corporate policy and strategy to achieve its quality objectives.

They are integral part of the Business Quality System application of, although not being part of this manual, Corporate

procedures and guidelines and procedures that each production plant issues for organisational and reasons and for the

management of its processes locally.

They are the reference for the people involved in the business activities. During the operational implementation of the

system procedures, operating instructions or product/process control documents (where provided) are available, which

represent the description of the work steps.

1.7 Terminology

The terminology used in this Manual refers in section 3.1 of IATF 16949: 2016 to UNI EN ISO 9000: 2015.

Other definitions or terms not covered by the aforementioned standard and listed in the Manual or System Procedures are

explained in the same documents.

1.8 Regulatory references

ISO 9000:2015 Quality Management Systems - Basics and Vocabulary

ISO 9001:2015 Quality Management Systems - Requirements

ISO 9004:2018 Quality management — Quality of an organization — Guidance to achieve sustained

success

IATF 16949:2016 Requirements for the quality management system for serial and spare parts

production in the automotive industry

ISO/IEC 17025:2018 General requirements for the competence of testing and calibration laboratories

ISO 19011:2018 Guidelines for auditing management systems

1.9 Legislative References for Products made by P&C Automotive

Upon publication of this Manual, Corporate P&C Automotive knows and, where possible, applies the requirements of the

following directives:

DIR 2000/53/CE Directive of the European Parliament on end-of-life vehicles


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DIR 1999/34/CE Directive of the European Parliament on liability for defective products

DIR 2006/42/CE Machinery Directive

In addition, the applicable laws on chemicals and materials (e.g. REACH regulation, conflict minerals), the safety of the

work environment (Legislative Decree 81/2008 and subsequent revisions) and the personal data protection (GDPR -

General Data Protection Regulation), as well as all the additional regulatory requirements reviewed during the definition of

contractual requirements and accepted accordingly at the conclusion of the contract or at customer order.

1.10 List of procedures and corporate guidelines

The list of Corporate documented processes of (procedures and guidelines) is managed in a controlled manner by the

Corporate Quality Assurance, using the "Documents List of Corporate quality system" QA1_Mod001 form.

The list of plant documented processes (procedures, instructions, etc.) is managed in a controlled manner by the Plant

Quality in accordance with its system forms.

The following table summarizes the ways in which P & C Corporate meets the requirements related to the documented

processes required by the IATF 16949 standard.

Documented process required by IATF 16949 P&C Corporate document

› 4.4.1.2 Product safety QM2 Product safety management

› 7.1.5.2.1 › Calibration/verification records QA08 Metrological Laboratory Management

› 7.2.1 › Competence — supplemental HR1 Human resources management

› 7.2.3 › Internal auditor competency QA2 Internal Audit

› 7.3.2 › Employee motivation and empowerment HR1 Human resources management

› 7.5.3.2.2 › Engineering specifications QA1 Documents management

› 8.3.1.1› Design and development of products and services —

supplementalAPQP1 APQP Process

› 8.3.3.3 Special characteristics APQP1 APQP Process

› 8.4.1.2 › Supplier selection process CP1 Sourcing and supplier evaluation

› 8.4.2.1 › Type and extent of control - additional CP1 Sourcing and supplier evaluation

› 8.4.2.2 › Statutory and regulatory requirements CP1 Sourcing and supplier evaluation

› 8.4.2.4 › Supplier monitoring CP1 Sourcing and supplier evaluation

› 8.5.6.1 › Control of changes — supplemental APQP1 APQP Process

› 8.5.6.1.1 › Temporary change of process controls QM1 Temporary management to process control methods

› 8.7.1.4 › Control of reworked product QA4 NC management and problem solving

› 8.7.1.5 › Control of repaired product QA4 NC management and problem solving

› 8.7.1.7 › Nonconforming product disposition QA4 NC management and problem solving

› 9.2.2.1 › Internal audit programme QA2 Internal audit

› 10.2.3 › Problem solving QA4 NC management and problem solving


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› 10.2.4 › Error proofing IND1 Error proof system management

› 10.3.1 › Continuous improvement - Supplemental CS1 Management review / QA9 Problem solving

1.11 Application and exclusions

Corporate P & C Automotive deems that, in relation to the type of products produced and the services provided, all points in

the ISO 9001 standard apply to the Company Quality System.

Conversely, Section 8.3 of IATF 16949 relating to product design is not applicable. This exclusion is due to the fact that

Corporate P&C Automotive manufactures on specifications provided by the Customer and does not perform product design

activities which are Customer's Responsibility.

This does not affect the ability and responsibility of Corporate P&C Automotive to deliver products compliant with the

binding requirements and those defined by its Customers.

Exclusion concerns product design and not the process design by which Corporate P&C Automotive industrialises the

products required by the customer.

At the time of publication of this Manual, the following IATF 16949 clauses are not evaluable:

8.4.2.3.1 – Automotive product-related software or automotive products with embedded software: P&C Automotive

does not purchase products with embedded software. IATF 16949 requirements for purchased products with

embedded software will be met in case of P&C Automotive will start this kind of business;

8.5.5.2 – Service agreement with customer: P&C Automotive does not have in place any service agreement with the

customer. IATF 16949 requirements for service will be met in case of P&C Automotive will start this kind of agreement

with the customer.


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2 SECTION 2

2.1 Planning the Quality management system: the document system

In order to effectively manage the processes of each production site and the related support relationship of P&C Automotive

Headquarters, the document structure of the Corporate quality Management System has been organised according to the

scheme reported in the pyramid below.

In particular, it is noted that:

Corporate Strategic guidelines and Quality Policy are outlined by the P&C Automotive Steering Committee, which are

then implemented and applied by the Management of each production site;

Process mapping, included in this manual, is defined for all the different production sites, identifying the processes

managed independently by the site and the processes managed by the Headquarters to support the production sites

themselves;

consequently, the document system supporting the Corporate Quality Management System has been structured with

some Corporate Procedures and Guidelines, applicable to Headquarters processes and, in a standardised manner, to

all production sites and with other production site procedures which are defined and applied only by a specific

Corporate production site in accordance with its organisational and management needs.


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2.2 Planning the Quality management system: approach to processes

The Quality Management System described in this manual ensures that process management is properly managed, with a

view to effective and efficient business management, in compliance with the requirements of UNI EN ISO 9001: 2015 and

IATF 16949: 2016.

The Quality Management System, implemented by Corporate P&C Automotive, enabled to spot the processes that impact

on the company's functionality, to identify them and to define the correct flow (sequence) of the same and the interactions

between individual processes as outlined in Chapter 3.

The process approach applied by Corporate P&C Automotive identifies and manages the interactions between business

processes, allowing to keep track of links within a single process and between different processes.

This approach applied in the Quality Management System enables:

to identify, understand and observe the requirements of each process;

to evaluate each process in terms of added value;

to achieve results in terms of process performance and efficiency;

to constantly and progressively improve the process effectiveness based on objective measurements.

The links between the business processes identified in the sections of this Quality Manual are summarised in the diagram

shown in Picture 1, which highlights the importance of the Customer and of the context in defining input elements

(requirements).

The process is the elementary subsystem, part of a wider subsystem consisting of the flow of processes, linked to products

and / or services that the company produces for the market; if these flows are, in turn, linked to the system with all the

others, such as administrative, information and staffing, that is attributable to support activities, you can think of the process

flow system as a useful model to represent the company’s reality.

Therefore, The process is a set of structured and measured activities, designed to produce a specific output for the market

or a particular customer. This implies a strong emphasis on how work is done within an organisation, in contrast to focusing

on what is being produced. A process is thus a specific logical order given to work activities in time and space with a

beginning, an end, and with clearly identified inputs and outputs and a structure for action.

Input Items

Process:Activity 1Activity 2

::

Activity no.

Output Items


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Picture 1 - Rational logic at the base of the links between business processes identified within the scope of the

quality management system in reference to the regulatory requirements

Each task is accomplished by a process; each process requires input data. The output data are the results of the process,

i.e. products, both tangible and intangible. The same process is, or should be, a transformation that adds value. Each

process involves somehow people and/or other resources.

Activities include both productive processes (those that transform raw materials into finished products or services), and the

myriad of actions that support these processes.

2.3 Process Features

The different activities of a process are bound together by information, products and services that are exchanged. A specific

event begins the first activity of the process, which in turn allows the development of the subsequent ones, through "cause-

effect” mechanisms, which enable to draw the boundaries of the process that brings them together.

Each process has customers to whom the output is destined; these can be both internal and external.

In most cases the processes are independent from the company formal organisational structure as their development may

require the participation and the work of both more units belonging to the same company and different organisational

entities.

The reason for a business process to exist is its ability to create value or to contribute significantly within the same value

creation chain.

Since business processes can be seen as a gear, the whole system is able to give the desired results only if each "wheel" of

this gear is capable of operating correctly.


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It is therefore crucial that all processes are properly monitored and measured by indicators of effectiveness and efficiency,

as a function of the objectives fixed by management, so as to have their performance constantly under control and promptly

intervene where necessary.

2.4 Constitutive elements and process evaluation parameters

To qualify and describe its business processes in a simple and effective way, Corporate P&C Automotive has adopted a

"turtle" model, capable of graphically summarising all the peculiarities of each process.

Through this turtle model, the following elements are highlighted for each process:

Feature Description

InputInformation, data, requests, materials that are placed in the process to

undergo a transformation through the activities of the process itself

TasksSuccession of activities chained by a cause-effect relationship that allows the

transformation of input data into output elements

OutputProcess results, the result of transforming and processing of input data

through the activities carried out

WhatTools, infrastructures and materials needed for the effective and efficient

implementation of the various activities of the process

WhoHuman Resources and related qualifications or level of competence required

to properly process and receive the desired output

How

Procedures, manuals, instructions, documented operating flows, reference

laws or standards, etc.; everything that, in a documented way, supports the

process from a methodological point of view

Support processesSupport processes of the quality management system required for the correct

operation of the process

IndicatorsEffectiveness and efficiency indicators to keep track of the performance of the

process and to know how well it can meet customer input requirements

The above items are schematically represented in special tabs in the form shown in picture 2 (turtle diagrams).

The following paragraphs will briefly introduce the processes mapped by Corporate P&C Automotive.


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Figure 2 - Turtle Model for Business Process Description

The company plans the quality of its products / services by defining the necessary resources and the qualitative and

performance characteristics of the same.

The aim is to meet the requirements expressed by the customer and those deemed necessary by the Corporate P&C

Automotive to qualify their image on the market.

The Quality Management System covers with its procedures all business processes affecting the final quality of

products/services. Quality planning has identified in the design phase of the system both the processes of the

implementation of the products/services, and the transversal ones, designed to manage this sequence in an organised and

documented manner.

The Corporate P&C Automotive has divided its processes in two categories according to the following criteria:

Customer Oriented Processes (COP): are the processes that contribute directly to the creation of the value of the

product/service made from Corporate P&C Automotive and, consequently, their correct operation is a guarantee of

the full satisfaction of the customer requirements;

Support Processes are the processes that contribute in a mediated way to the creation of the value of the product /

service made by Corporate P&C Automotive, supporting with services, data, methods and resources the main COP

processes.

The processes listed in the two above categories are shown in Table 1 (Customer Oriented Processes) in Table 2 (Support

Processes) for P&C Automotive (Headquarters) with detail regarding the operative plant where they are located, while

Tables 3 and 4 show COP processes (Customer Oriented Processes) and the ones supporting plant production.


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In these tables it is indicated, for each process, the process owner, appointed by the Senior Management.

In Table 5 and 6 are shown the correlations between business processes (Headquarters and Plant) and the requirements of

ISO 9001 and IATF 16949.

The interrelations between business processes (Headquarters and Plant) are shown in graphical form in Figure 3 and in

paragraph 6 of this chapter.

Note: As regards the manufacturing plant, processes identified in this manual are to be considered as "minimum” mapping,

which can be supplemented by additional processes or by a more detailed mapping where the plant deems it appropriate

and necessary for their own operational reality. In this case, the manufacturing plant is responsible for the documentation of

the specific process map, that replaces the general one shown in this manual.

Headquarters Processes – P&C Automotive

Customer oriented processesCOP

Support functions OwnershipLocationplant

Client management

Contract review

Marketing

Sales

European customer strategy CATRA S.p.A.

Industrial operations Engineering Industrial Processes & CI CATRA S.p.A.

Supply chain management

Purchasing

Logistics

Supplier Management

Supply Chain P.C.M. S.r.l.

APQP

Engineering

Process design

Production Equipment Dev.

Engineering CATRA S.p.A.

Quality assuranceInternal audit management

Quality System ManagementQuality CATRA S.p.A.

Table 1 – Headquarter COP Processes

Support Process Support functions OwnershipLocationplant

IT Information Technologies IT P.C.M. S.r.l.

Corporate StrategyPolicy Making

Strategic PlanningStrategic Group P.C.M. S.r.l.

Table 2 – Headquarter Support Processes


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Plant Processes

Customer Oriented Processes COP Ownership

Process validation Plant Technical Department

Production Plant Manufacturing

Quality Management or

Quality & Environment Management

Plant Quality or

Plant Quality & Environment

Logistic Plant Logistic

Table 3 – Plant COP Processes

Support Processes Ownership

Plant management Plant General Manager

Purchasing Plant Purchasing

HR management Plant HR

Table 4 – Plant Supporting Processes


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Figure 3 - Process Map

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Headquarters Processes

COP - PROCESSES Reference ISO 9001 and IATF 16949

Client management

5.1.2

8.2 - 8.2.1 – 8.2.1.1 - 8.2.2 - 8.2.2.1 - 8.2.3 - 8.2.3.1 – 8.2.3.1.1 –

8.2.3.1.2 - 8.2.3.1.3 – 8.2.3.2 - 8.2.4

9.1.2 – 9.1.2.1

Industrial operations

7.1 – 7.1.1 – 7.1.2 – 7.1.3 – 7.1.3.1 – 7.1.4 – 7.1.4.1

8.1 - 8.1.1 - 8.1.2 - 8.5 - 8.5.1 - 8.5.1.1 - 8.5.1.2 - 8.5.1.3 - 8.5.1.4

8.5.1.5 – 8.5.1.6 – 8.5.1.7 - 8.5.2 - 8.5.2.1 - 8.5.3 – 8.5.4 – 8.5.4.1 -

8.5.6 – 8.5.6.1 – 8.5.6.1.1

Supply chain management7.1.3 – 7.1.3.1 - 7.1.4 – 7.1.4.1

8.5.1.7

APQP

4.4.1.2

7.1.3.1 - 7.1.6 – 7.5.3.2.2

8.1 - 8.1.1 - 8.1.2 - 8.3 - 8.3.1 – 8.3.1.1 - 8.3.2 – 8.3.2.1 - 8.3.3 -

8.3.3.2 – 8.3.3.3 - 8.3.4 – 8.3.4.1 – 8.3.4.2 – 8.3.4.3 – 8.3.4.4 - 8.3.5

– 8.3.5.2 - 8.3.6 - 8.3.6.1

9.1 – 9.1.1 – 9.1.1.1 – 9.1.1.2 – 9.1.1.3

Quality assurance

4.1 – 4.2 – 4.3 – 4.3.1 – 4.3.2 – 4.4 – 4.4.1 – 4.4.1.1 – 4.4.1.2 - 4.4.2

6.2 – 6.2.1 – 6.2.2 – 6.2.2.1 – 6.3

7.5 – 7.5.1 – 7.5.1.1 – 7.5.2 – 7.5.3 – 7.5.3.1 – 7.5.3.2 – 7.5.3.2.1

9.1 – 9.1.1 – 9.1.1.2 – 9.1.1.3 – 9.1.2 – 9.1.2.1 – 9.1.3 - 9.2 – 9.2.1

– 9.2.2 – 9.2.2.1 – 9.2.2.2 – 9.2.2.3 – 9.2.2.4

10.1 – 10.2 – 10.2.1 – 10.2.2 – 10.2.3 – 10.2.4 – 10.2.5 – 10.2.6 –

10.3 – 10.3.1

SUPPORT PROCESSES Reference ISO 9001 and IATF 16949

IT6.1.2.3

7.1.3 – 7.5.3.1 - 7.5.3.2

Corporate strategy

4.1 – 4.2

5.1 – 5.1.1 – 5.1.1.1 – 5.1.1.2 – 5.1.1.3 – 5.1.2 – 5.2 – 5.2.1 – 5.2.2

– 5.3 – 5.3.1 – 5.3.2

6.1 – 6.1.1 – 6.1.2 – 6.1.2.1 – 6.1.2.2 – 6.1.2.3 – 6.2 – 6.2.1 – 6.2.2

– 6.2.2.1 – 6.3

7.1 – 7.1.1 – 7.1.2 – 7.1.3 - 7.2 – 7.2.1 – 7.2.2 – 7.2.3 – 7.2.4 – 7.3 –

7.3.1 – 7.3.2 – 7.4


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9.1 – 9.1.2 – 9.1.2.1 – 9.1.3 – 9.1.3.1 – 9.3 – 9.3.1 – 9.3.1.1 – 9.3.2

– 9.3.2.1 – 9.3.3 – 9.3.3.1

10.1 – 10.3 – 10.3.1

Table 5 - Correspondence Matrix Processes Headquarters and ISO 9001:2015 and IATF 16949:2016

Plant Processes

COP - PROCESSES Reference ISO 9001 and IATF 16949

Process validation

4.4.1.2

8.1 - 8.1.1 - 8.3 - 8.3.1 – 8.3.1.1 - 8.3.2 – 8.3.2.1 - 8.3.3 - 8.3.3.2 –

8.3.3.3 - 8.3.4 – 8.3.4.1 – 8.3.4.2 – 8.3.4.4 - 8.3.5 – 8.3.5.2 - 8.3.6 -

8.3.6.1

9.1 – 9.1.1 – 9.1.1.1 – 9.1.1.2 – 9.1.1.3

Production

7.1.3 – 7.1.3.1 – 7.1.4 – 7.1.4.1 – 7.2.2

8.5 - 8.5.1 - 8.5.1.1 - 8.5.1.2 - 8.5.1.3 - 8.5.1.4 – 8.5.1.5 - 8.5.1.6 –

8.5.2 - 8.5.2.1 - 8.5.3 – 8.5.6 – 8.5.6.1 – 8.5.6.1.1 – 8.6 – 8.6.1 – 8.7

– 8.7.1 – 8.7.1.1 – 8.7.1.2 – 8.7.1.3 – 8.7.1.4 – 8.7.1.5 – 8.7.1.6 –

8.7.1.7 – 8.7.2

9.1 – 9.1.1 – 9.1.1.1 – 9.1.1.2 – 9.1.1.3

10.3 – 10.3.1

Quality management

4.1 – 4.2 – 4.3 – 4.3.1 – 4.3.2 – 4.4 – 4.4.1 – 4.4.1.1 – 4.4.1.2 - 4.4.2

6.2 – 6.2.1 – 6.2.2 – 6.2.2.1 – 6.3

7.1.5 – 7.1.5.1 – 7.1.5.1.1 – 7.1.5.2 – 7.1.5.2.1 – 7.1.5.3 – 7.1.5.3.1

– 7.1.5.3.2 – 7.5 – 7.5.1 – 7.5.1.1 – 7.5.2 – 7.5.3 – 7.5.3.1 – 7.5.3.2

– 7.5.3.2.1

8.5.5 – 8.5.5.1 – 8.5.5.2 – 8.6 – 8.6.1 – 8.6.2 – 8.6.3 – 8.6.4 – 8.6.5

– 8.6.6 - 8.7 – 8.7.1 – 8.7.1.1 – 8.7.1.2 – 8.7.1.3 – 8.7.1.4 – 8.7.1.5

– 8.7.1.6 – 8.7.1.7 – 8.7.2

9.1 – 9.1.1 – 9.1.1.1 – 9.1.1.2 – 9.1.1.3 – 9.1.2 – 9.1.2.1 – 9.2 –

9.2.1 – 9.2.2 – 9.2.2.1 – 9.2.2.2 – 9.2.2.3 – 9.2.2.4

10.1 – 10.2 – 10.2.1 – 10.2.2 – 10.2.3 – 10.2.4 – 10.2.5 – 10.2.6 –

10.3 – 10.3.1

Logistic7.1.3 – 7.1.3.1 – 7.1.4 – 7.1.4.1

8.5.1.7 – 8.5.4 – 8.5.4.1


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SUPPORT PROCESSES REFERENCE ISO 9001 and IATF 16949

Plant management

4.1 – 4.2

5.1 – 5.1.1 – 5.1.1.2 – 5.1.1.3 – 5.1.2 – 5.2.2 - 5.3 – 5.3.1 – 5.3.2

6.1 – 6.1.1 – 6.1.2 – 6.1.2.1 – 6.1.2.2 – 6.1.2.3 – 6.2 – 6.2.1 – 6.2.2 – 6.2.2.1 – 6.3

7.1 – 7.1.1 – 7.1.2 – 7.1.3

9.1 – 9.1.2 – 9.1.2.1 – 9.1.3 – 9.1.3.1 – 9.3 – 9.3.1 – 9.3.1.1 – 9.3.2 – 9.3.2.1 – 9.3.3

– 9.3.3.1

10.1 – 10.3 – 10.3.1

Purchasing 8.4.3 – 8.4.3.1

HR Management5.3 – 5.3.1 – 5.3.2

7.1 – 7.1.1 – 7.1.2 – 7.2 – 7.2.1 – 7.2.2 – 7.2.3 – 7.2.4 – 7.3 – 7.3.1 – 7.3.2 – 7.4

Table 6 - Correspondence Matrix Processes Headquarters and ISO 9001:2015 and IATF 16949:2016

2.5 Corporate P & C Automotive process correlation matrix


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2.6 Externally provided processes

Corporate P&C Automotive pays particular attention in the definition of how to manage the processes externally performed

(outsourcing) which have effects on the conformity of the product with the requirements.

When the Corporate P&C Automotive entrusts outside the management of product manufacturing processes ensures:

Supply contracts to cover activities management techniques of mutual competence;

The technical expertise of the work carried out and the ways of planning and carrying out the productive activities with

particular reference to:

Availability of suitable equipment;

Availability of effective procedures to ensure the control and monitoring of the product and process characteristics;

Definition of methods and responsibilities for the release of the product in order to ensure compliance with the

specifications;

Definition of order handling procedures;

Possible control of products that are returned to the company;

Fully or partly externally provided processes in the P&C Automotive Corporate are defined in the following table:

PROCESS Partly / Fully externally provided

Die and process equipment design Fully

Die and process equipment manufacturing Partly

Stamping and welding Partly

Coating (e.g., cataphoresis) Fully

2.7 Responsibility and authority

The conduction of the Quality Management System is the responsibility of the Management of Corporate P&C Automotive;

the same, through the Strategic Group, has delegated the Corporate Quality Assurance Manager to the aspects of the

operational management.

The structure that establishes the levels of responsibility and authority in Corporate P&C Automotive is defined in the

Headquarters organisation chart and in the various plants organisation charts, available at each plant and approved by the

Management.

The tasks and responsibilities of the corporate bodies and their interrelations are defined in specific job descriptions,

approved by the Senior Management and available from the Human Resources Department of each plant.

Process owners are appointed by the Strategic Group and the Management of each production plant, in accordance with

the internally defined awareness and competence minimum requirements .

The interrelations involving primary and contributory responsibilities within processes are defined in the interrelation

matrix(see previous paragraphs); in its complexity, Corporate P&C Automotive Quality Management System meets all

regulatory requirements ISO 9001:2015 and IATF 16949:2016.

Detailed responsibilities are contained or recalled in the individual quality management system documents.


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3 SECTION 3

3.1 Definition of the business context

As reported in ISO 9000: 2015, understanding of the business context is a process. The latter determines the factors which

influence the goals, objectives and sustainability of the business. It considers internal factors such as values, culture,

knowledge and performance of the business, as well as external factors such as legal , technological, competitive, market,

cultural, social and economic environments.

In the definition of its own operational context, Corporate P&C Automotive (Headquarters and plant) takes into account the

role and the expectations of each of the different interested parties playing a role in managerial and operational aspects of

the company.

The concept of stakeholders extends beyond customer focus. It is important to consider all relevant stakeholders. Part of

the process to understand the business context consists in the identification of its stakeholders and their expectations

toward the organisation.

The stakeholders are those presenting a significant risk to the sustainability of the business, where their needs and

expectations are not met.

Corporate P&C Automotive identifies the results expected from interested parties during the mapping of its processes and

the definition of business objectives and then assesses the extent of the risk and introduces the countermeasures to

prevent, mitigate or check it.

Picture 1 schematically represents the definition of context with the relevant interested parties for an organisation.

Picture 1 - Context and stakeholders


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The context definition and review template used by Corporate P&C Automotive is reported in picture 2.

The context in which Corporate P&C Automotive operates, which is defined and managed in documented form by each

production site and by the headquarters, is not static, but tends to change with the evolution of the market and its

expectations, technological innovations, current applicable legislation, company size, human resources, etc.

Consequently, it requires to be reviewed periodically to assess whether alterations have happened that may have an impact

on operational and management risks and, as a result, on strategies, operation structure and control of business processes.

The analysis and/or the review of context are defined at least annually by the Steering Committee (for the Headquarters) or

from the business Direction (for the plants), in their review of the direction and kept as documented information.

Picture 2 - Definition of the Corporate P&C Automotive context

3.2 Risk-based thinking in process management

The risk is defined by ISO 9000:2015 as the effect of the uncertainty.

An effect is a deviation from the expected, which may be positive or negative.

Uncertainty is the state, even partial, of lack of information about the understanding or knowledge of an event, its

consequences, or probabilities.

From the evaluation and treatment of a risk opportunities for the company can also arise , which open up new scenarios for

an overrun of the risk barriers and a modification or an improvement of its business model.


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In conformity with the IATF 16949 logic, Corporate P&C Automotive has introduced a risk approach in the process

management. In the light of the operational strategies, the objectives fixed by the Management and expectations of the

stakeholders, as defined in the analysis of the context, it is up to each process owner to modulate and adapt the

management of the activities of its own competence in function of the level of risk identified.

In summary, the path followed by the Corporate P&C Automotive (applicable to both productive plants and to the

Headquarters) can be summarised as follows:

definition of the context, stakeholders and their expectations (see previous paragraph);

definition of business strategies and business plan for medium-long term;

mapping of processes;

definition of business objectives;

identification of risks associated with each process;

risk assessment;

risk treatment: prevention, mitigation, control, opportunities;

periodic monitoring through indicators and any "on-the-fly" corrections;

periodic review and presentation during a management review.

In conformity with the IATF 16949, the organization shall include in its risk analysis, at a minimum, lessons learned from

product recalls, product audits, field returns and repairs, complaints, scrap and rework.

The evaluation and the monitoring of the risks associated with each process are under the responsibility of the respective

process owners; during the management review, at least on an annual basis, they are reviewed by the Senior Management

in terms of completeness, suitability and appropriateness, also in the light of the changed operational scenarios and

business objectives.

Pictures 3, 4 and 5 show the logical path that, once the context is defined, allows P&C Automotive process owners to

identify their own risks from the process maps (Turtle Diagrams) and business objectives.

The logical approach complements the need to also define a simple, yet effective, tool, able to accompany the business

during the development and documentation of the risk-based thinking path, as detailed above: the matrix of process risk

analysis , shown in pictures 6 and 7.

The matrix, drawing its inspiration from the FMEA methodology of risk analysis, supports the business in a clear

identification, process risk assessment and management, leaving space for the assessment of possible opportunities to

take into consideration.

Instructions for use of this matrix are detailed in a specific document about the Corporate quality management system, to

which reference is made.


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Picture 3 - Risk identification and process Turtle Diagram

Picture 4 - Risk assessment and process Turtle Diagram


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Picture 5 - Risk sources and process Turtle Diagram

Picture 6 - Matrix of risk analysis - Section 1: risk analysis


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Picture 7 - Matrix of risk analysis - Section 2: risk management


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4 APPENDIX A

4.1 Quality policy

In recent years, the business environment, in which P&C

Automotive operates, has shown the needs for companies

which are able to proof a real will to renovate its

production processes, where quality cannot be separated

from respect of the environment and safety of its own

staff. .

P&C Automotive then decided to develop and implement a Corporate policy, thus identifying all processes and

corresponding interactions between the different plants belonging to the Group.

By a clear definition of tasks, knowledge and responsibility and in regard to the expectations of all due stakeholder,

P&C Automotive aims at ensuring:

customer satisfaction;

full observance of laws and regulations.

staff involvement and growth at any level, in order to allow people to better express their potential.

achievement of a process management system complying with ISO 9001, ISO 14001 e IATF 16949 standards

and aligned with ISO 45001 requirements.

performance measurement and continuous improvement of the effectiveness and efficiency of its own

processes, paying particular attention to cost optimization.

reduction of any negative environmental impact, by specifically caring for energy consume, scraps and waste.

a working environment to protect and improve in time staff safety.

The implementation of the Quality Policy is ensured by:

review and assessment of its own business environment and of stakeholders’ expectations.

resulting definition of performance goals for each company process.

risk assessment and resulting actions.

sharing communication of the goals to all the levels.

continuous monitoring of product quality and service by means of performance indicators structured system.

staff involvement in the management and improvement of company processes.

The Management undertakes to make available all necessary resources for the implementation of its policy and the

achievement of set goals.

Missaglia (LC), 16 Aprile 2020

Gianluca Colombo

Amministratore DelegatoP&C Automotive