This manual is prepared for the purpose of defining the company’s interpretations of the ISO 9001:2015 international standard, as well as to demonstrate how the company complies with that standard

Understanding the Organization and Its Context

GSPL has reviewed and analyzed key aspects of itself and its stakeholders to determine the strategic direction of the company. This requires understanding internal and external issues that are of concern to GSPL and its interested parties (per 4.2 below); the interested parties are identified per the document [Context of the Org Proc. Title]

Such issues are monitored and updated as appropriate, and discussed as part of management reviews.

Understanding the Needs and Expectations of Interested Parties

The issues determined per 4.1 above are identified through an analysis of risks facing GSPL and its interested parties. “Interested parties” are those stakeholders who receive our [Products or Services.], or who may be impacted by them, or those parties who may otherwise have a significant interest in our company. These parties are identified per the document This information is then used by senior management to determine the company’s strategic direction. This is defined in records of management review, and periodically updated as conditions and situations change.

Determining the Scope of the Quality Management System

Based on an analysis of the above issues of concern, interests of stakeholders, and in consideration of its products and services, G.O. STEEL PRIVATE LIMITED has determined the scope of the management system as follows:

MANUFACTURE AND SUPPLY OF STEEL BILLETS, TMT BARS AND ROUNDS (If more than one site)

The quality system applies to all processes, activities, and employees of the following locations within the company:

The quality system applies to all processes, activities and employees within the company. The facility is located at Badinpur Road, Kahanpura, Mandi Gobindgarh – 147301 (Punjab)

(exclusions)

Process Identification

GSPL has adopted a process approach for its management system. By identifying the top-level processes within the company, and then managing each of these discretely, this reduces the potential for nonconforming Products discovered during final processes or after delivery. Instead, nonconformities and risks are identified in real time, by actions taken within each of the top-level processes

The following top-level processes have been identified for GSPL:

Each process may be supported by other activities, such as tasks or sub-processes. Monitoring and control of top level processes ensures effective implementation and control of all subordinate tasks or sub-processes.

Each top-level process has adocument which defines:

• applicable inputs and outputs

• process owner(s)

• applicable responsibilities and authorities

• applicable risks and opportunities

• critical and supporting resources

• criteria and methods employed to ensure the effectiveness of the process

• quality objectives related to that process

The sequence of interaction of these processes is illustrated in Appendix A

Process Controls & Objectives

Each process has at least one objective established for it; this is a statement of the intent of the process. Each objective is then supported by at least one “metric” or key performance indicator (KPI) which is then measured to determine the process’ ability to meet the quality objective.

Throughout the year, metrics data is measured and gathered by process owners or other assigned managers, in order to present the data to Management Representative. The data is then analyzed by Management Representative in order that Management Representative may set goals and make adjustments for the purposes of long-term continual improvement.

Metrics, along with current standings and goals for each objective, are recorded in records of management review.

When a process does not meet a goal, or an unexpected problem is encountered with a process, the corrective and preventive action process is implemented to research and resolve the issue. In addition, opportunities for improvement are sought and implemented, for the identified processes.

Outsourced Processes

Any process performed by a third party is considered an “outsourced process” and must be controlled, as well. The company’s outsourced processes, is calibration and the control methods implemented for each, are defined in [Outsourced Processes Title].

The type and extent of control to be applied to the outsourced process take into consideration:

(a) the potential impact of the outsourced process on the company’s capability to provide product that conforms to requirements,

(b) the degree to which the control for the process is shared,

(c) the capability of achieving the necessary control through the purchasing contract requirements.