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PERI Quality Management Manual

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<strong>Quality</strong> <strong>Management</strong> <strong>Manual</strong>Version: 3 of 14.04.2004 Page 35 of 497.5 Production and service7.5.1 Control of production and service provisionThe person in charge of process is responsible for on-time and qualitative production on the basisof the process design in co-ordination with technical departments like Production Planning,Equipment Engineering and the Company Maintenance Group and the for the product as well asthe quantity specifications by the Materials Planning Department. The following specificationdocuments are mostly controlled by IT and are available for supporting their activities:• Drawings and parts lists• Company norms• Production control specifications• <strong>PERI</strong> factory standards• Process descriptions• Work instructions• Regulations for industrial and environmental protectionIndividual production departments are responsible for maintenance and care of the documentationto be used. The respective supervisor of these departments is responsible for a smooth productionprocess and is also the contact person for all employees. The <strong>Quality</strong> Assurance Departmentsupports production departments in quality-related queries and in selecting and purchasingsuitable measuring devices.7.5.2 Approval and monitoring of processes and product characteristicsProcesses are described and enforced to ensure a smooth workflow in individual processes.Documentation of actual process parameters during the process is used by the person in charge ofthe process as a tool for nonconformity or process analysis if required.In addition to this, systematic recordings are introduced, maintained and documented by the<strong>Quality</strong> Assurance department due to normative or statutory reasons.The individual production departments are responsible for the optimal utilisation of their individualequipment. The different production departments select and classify suitable production facilitiesand appropriately trained employees.

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