MN 9000000 Quality Managemet System Manual Issue 14 1

ISO9000 - Quality Documentation MN-9000000
Issue: 14
Quality Management System ABN:69 001 578 301
AS/NZS ISO CERT:
Manual QAC/R61/0367
NDIS Provider:15939044
Quality Management System Manual
Issue No. 14 This is a Valley Industries Ltd Quality Controlled document. Master Copy available via Valley Industries Page
June 2018 Ltd Document Index. If printed this is an uncontrolled document. 1 of 52
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Introduction
Valley Industries Limited has developed and implemented a Quality Management
System Manual in order to document the company’s best practice and enhance
customer satisfaction.
This manual is used externally to introduce our Quality management System to our
customer’s interested parties and other external organisations.
Valley Industries Ltd is a not-for-profit community based organisation that has

created a range of support and employment options for people with disability to
enable them to become valuable members of our community while contributing to
the social, economic and lifestyle fabric of the Manning Valley and Great Lakes since
1971.
With over 40 years’ experience in providing training, employment, day programs and
recreational activities to people of the Manning Valley and Great Lakes, Valley
Industries can offer a unique person-centered service to those looking for support.
Valley Industries continues to grow and expand to be able to offer new opportunities,
services and supports to the more than 150 people across the organisation.
Welcome to the Valley Industries Business Enterprise Centre. Established since

1971 we offer through our business enterprise division, supported employment to
people with disability. Conveniently located at the corner of Whitbread and Muldoon
Streets, Taree, our knowledgeable, friendly staff offers expertise as well as expert
advice on a diverse range of products.
Products and services include:
Nature’s Care Nursery – we stock a comprehensive range of retail and wholesale

native and exotic plants, trees, herb and vegetable seedlings as well as mulches,
soils, potting mixes and giftware.
Our Valley Secure Document Services has been servicing businesses in our local
area for more than 10 years. Turn your old paper files into data and have them
saved onto a device of your choice: flash drive, CD, etc., saving you costly storage.
Once scanned and saved, your old files can be destroyed through our document
destruction service.
The Timber Products Division manufacture sustainable hardwood timber pegs,

stakes, pallets, crates and our expanding selection of outdoor furniture.
You’ll notice our happy crew from the Complete Grounds Care Division around town.
We do mowing, garden maintenance and carry out restoration of urban and rural
properties
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Valley Bee Keeping Supplies, located at the main site at 70 Whitbread Street, stocks
and supplies all the equipment and bees you’ll need to start or expand your hives.
Valley Skills for Life on Elizabeth St., is a services based centre that provides life
skills to participants, from cooking to other practical living skills. There is a sensory
room and plenty to entertain participants, along with the coordination of social
inclusion and external activities.
Valley Vintage, located at 57 Pulteney Street. Come and see our large range of pre
loved clothes, furniture and bric-a-brac.
Valley Linen Services, located in 10a Elizabeth Ave, Taree is the newest business in
our group. We are able to wash/dry/fold and iron just about anything including all
your bulky goods.
Valley Café, located in Manning Street. Serves a selection of food and beverages
and provides catering for functions.
Intalink Therapy Solutions at 5 Macquarie St. has provided paediatric and adult
therapy services in the Manning Valley for a number of years and is a division of
Valley Industries Ltd since 2012.
Our multidisciplinary team includes;

 Paediatrician
 Paediatric Psychiatrist
 Clinical and Registered Psychologists
 Occupational Therapist
 Speech Therapist
 Physiotherapist
 Dietitian
Our team of health professionals have qualifications, experience, and skills in a

range of specialised allied health areas offering assessment, diagnosis and
treatment of either mental health issues for all ages. We provide the diagnosis and
treatment of a range of childhood difficulties including development difficulties,
delays, autism spectrum disorders, ADHD, and learning difficulties. At Intalink
Therapy Solutions our therapists work with parents and carers to develop the best
therapy plan for your child.
Children using Intalink Therapy Solutions can access FaCHSIA funding such as
Better Start for children with disability, and Helping Children with Autism is available
at Intalink Therapy Solutions.
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Table of Contents
1 Scope ...................................................................................................................... 9
1.1General ................................................................................................... 9
1.2 Application ............................................................................................. 9
2 Normative References........................................................................................... 10
3 Terms and Definitions ........................................................................................... 11
4 Context of the organization ................................................................................... 13
4.1 Understanding the organization and its context. (Ref PL-9000910) ..... 13
4.2 Understanding the needs and expectations of interested parties………13
4.3 Determining the Scope of the quality management system……………..14
4.3.1 Genera…………………………………………………………….14
4.3.2 Services and Goods Provided………………………………….14
4.4 Quality Management System……………………………………………………15
4.4.1 Commitment and Continuous Improvement…………………...15
4.4.2 Vision………………………………………………………………15
4.4.3 Aims………………………………………………………………..16
4.4.4 Quality Cycle of continuous improvement………………….….19
5 Leadership and Organisation……………………………………………………..19
5.1 Leadership and commitment ................................................................ 19
5.1.2 Participant/ Customer Focus ..................................................... 20
5.2 Quality Policy ....................................................................................... 20
5.2.1 General…………………………………………………………………….20
5.2.1 Participating in the Quality Policy……………………………………….20
5.3 Organisational roles, responsibilities and authorities…………………………20

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5.4 Management Representative ....................................................................... 20
6 Planning for the quality management system ........................................................ 22
6.1 Actions to address risks and opportunities…………………………………22
6.2 Achieving Quality Objectives ....................................................................... 22
6.3 Planning of changers ................................................................................... 23
7 Support.................................................................................................................. 24
7.1 Resources…………………………………………………………………………24
7.1.2 People - leadership………………………………………………………24
7.1.3 Infrastructure and Resources……………………………………………24
7.1.4 Environment for the operation of processes…………………………..25
7.1.5 Equipment Performance - measurement and traceabiltity…………..26
7.1.6 Organisational knowledge……………………………………………….26
7.2 General Competency Training Assessment………………………………….27
7.2.1 Induction (Form HR005)………………………………………………….27
7.2.2 Skills Development and Training…………………………………………28
7.3 Awareness……………………………………………………………………….28
7.4 Communication…………………………………………………………………..28
7.5 Documented Information………………………………………………………..29
7.5.1 General…………………………………………………………………….29
7.5.2 Documentation, Creating and Updating………………………………...29
7.5.3 Control of documented information (PL-9000969)…………………….29
8 Operation .............................................................................................................. 31
8.1 Operational planning and control……………………………………………..31
8.2 Requirements for products and services……………………………………..31
8.2.1 customer communication………………………………………………….31

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8.2.2 Determining Requirements related to products and services…………32
8.2.3 Reviewing Requirements related to products and services……………32
8.3 Design and development of products and services…………………………..32
8.3.1 General……………………………………………………………………….32
8.3.2 Design and development planning…………………………………32
8.3.3 Design and development inputs…………………………………..32
8.3.4 Design and development reviews…………………………………..32
8.3.5 Design and development outputs………………………………….33
8.3.6 Design and development changes…………………………………34
8.4 Control of externally provided processes, products, and services……34
8.4.1 General………………………………………………………………..34
8.4.2 Type and Extent of control…………………………………………...34
8.4.3 Information for External providers……………………………………35
8.5 Production and service control……………………………………………35
8.5.1 Control of production and service provisions……………………...35
8.5.2 Indentification and traceability……………………………………….36
8.5.3 Property belonging to customers or third party…………………….36
8.5.4 Preservation……………………………………………………………36
8.5.5 Post Delivery Activities………………………………………………..37
8.5.6 Control of changes…………………………………………………….37
8.6 Product Release…………………………………………………………….37
8.7 Control of non-conforming product………………………………………..38
9 Performance Management .................................................................................... 39
9.1 Monitoring, measurement,analysis, and evaluation………………………..39
9.1.1 General……………………………………………………………………….40
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9.1.2 Customer Satisfaction………………………………………………………40
9.1.3 Analysis and evaluation…………………………………………………….41
9.2 Internal Audits…………………………………………………………………….42
9.2.1 Review Process……………………………………………………………...42
9.2.2 Internal Systems Review……………………………………………….43
9.3 Management Review…………………………………………………………44
9.3.1 General……………………………………………………………………44
9.3.2 Review Input………………………………………………………………44
9.2.3 Management Review Output……………………………………………45
10 Improvement ....................................................................................................... 46
10.1 General……………………………………………………………………………47
10.2 Non Conformity and Corrective Action………………………………………47
10.2.1 Identifying and defining a non-conformance…………………………..47
10.2.2 Reporting/ Documenting a non-conformance………………………….47
10.3 Continual Improvement .............................................................................. 49
Revision Record ....................................................................................................... 50
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1 Scope
1.1 General
This document sets out the policies, procedures and strategies adopted by Valley
Industries Ltd throughout its Australian Disability Enterprise (ADE) and Intalink
Therapy Solutions service provision, which forms the requirements of Valley’s
Quality Management System. The quality management system meets the
requirements of ISO 9001:2015 international standards.
The provision of supported employment through Australian Disability Enterprise

business includes the following enterprises:
 Complete Grounds Care-Provision of lawn care and grounds Maintenance.
 Timber Products-Manufacture of survey stakes, garden stakes,
repackaging of aluminium slugs as an insourced services. Including design
and development.
 Bee Keeping-Provision of bee products, bee keeping and processing
equipment including the processing of honey
 Valley Secure Documents Services- Provision of scanning and data
storage, secure document. Scanning and shredding of documents
 Nursery- Retail or wholesale plant and plant care products and garden
accessories
 Valley Vintage- Op shop sale of second-hand goods and commercial rags
 Valley Linen Service- provision of professional laundry services for
domestic and commercial purposes.
 Valley Café- Serving of meals and beverages to the public including
catering for functions
 Intalink Therapy Solutions-Provision of paediatric and adult therapy
services
1.2 Application
Valley Industries Ltd has determined that the following requirements are
applicable and no exclusions are required.
Issue No. 14 This is a Valley Industries Ltd Quality Controlled document. Master Copy available via Page
June 2018 Valley Industries Ltd Document Index. If printed this is an uncontrolled document. 9 of 52
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2 Normative References
- National Disability Services (DSS) – An Australian national quality standard

for the disabilities service sector.
- ISO 9000:2015 Quality Management Systems – Is an international
standard which provides the essential concepts and terminology needed to
enable an organisation to demonstrate consistent service/ product delivery
and enhancement of customer satisfaction.
- ISO 9004:2009 Managing for the sustained success of an organization —
a quality management approach – An international standard that provides
fundamental guidelines for performance improvement.
- ISO 31000:2009 Risk Management – Are coordinated activities to direct
and control an organisation with regards to risk.
The following specifications are for reference only:

- ISO 15489-1:2016 Information and documentation – Records management
- AS/NZS 4801:2001 Occupational health and safety management systems
- AS/ANZ4146:2000 Laundry practice
- AS 4068 standard pallet design specifications
- AS 4762 General Purpose flat pallets principal dimensions and tolerances
- AS 3745 Planning for Emergency in facilities
- AS/ANZ 1680 Indoor Lighting Compliance
- AS/ANZ 1596:2002 Storage and Handling of Gas
- Carers (Recognition) Act 2010
- NSW Carers Charter
- Disability Inclusion Act 2014
- Ombudsman Act 1974
- Community Services (Complaints Review and Monitoring) Act 1993
- Statement for Australia’s Carer
- Provisions of the Convention on the Rights of the Child and convention on
the Rights of People with Disabilities
- NDIS Safeguards and Quality Framework
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3 Terms and Definitions

This sections defines words or phrases unique to Valley Industries Ltd
Contract – Any purchase or sales agreement whether written, verbal, expressed

or implied, by legal document, order form, facsimile, email, telephone or other
electronic medium e.g. website purchase.
Quality – The degree to which a set of inherent characteristics fulfils

requirements.
Quality Control – A process for maintaining standards of quality that prevents

and corrects change in such standards so that the resultant output meets the
customer needs and expectations.
Quality Assurance – Quality assurance (QA) activities do not control the quality.
They are planed systematic activities which provide adequate confidence that the
organisation will fulfil requirements for quality. QA is a post event verification
approach applied to physical products or services in post-production to verify they
meet specifications e.g. internal audits.
Quality Action Report – a form completed when a nonconformance, customer

complaint or quality assurance issue has been discovered or a ‘major’
nonconformance has occurred during product realisation.
Customer – An organisation or person that receives the product.
Customer supplied product – is product owned by the customer and furnished

to the supplier. The supplier, upon delivery, accepts responsibilities for prevention
from damage, and for identification, maintenance, storage, handling and use
while that product is in the supplier's possession e.g. ‘Jamestrong’ is a customer
that supplies slugs and drums (product) for packaging by VI workers.
Document – Information and its supporting medium i.e. Record, specification,

procedure document, drawing report, standard.
Record – Document stating results achieved or providing evidence of activities

performed.
Contractor – an organisation or person that supplies a service which maintains

an organisations infrastructure.
Supplier – an organisation or person that supplies a product.
Objective – a desired outcome.
Interested Party – a person or group having an interest in the performance or

success an organisation.
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Policy – A commitment, intention of action adopted or proposed by an

organisation or individual.
Procedure – Specified way to carry out an activity or a process.
Task Analysis (TA) – A step by step work instruction used on a frequent basis
for any repetitive task. Every task analysis includes a job safety analysis (JSA),
and a safe work procedure (typically referred to as a safe work method statement
SWMS)
Conformity – the Fulfilment of a requirement.
Nonconformance – the non-fulfilment of a (product) requirement.
Corrective Action – Action to eliminate the cause of a detected non conformity

and rectifying the issue to ensure it does not reoccur.
Preventative Action to eliminate the cause of a potential non conformity before a

problem arises.
Rework – Action on a nonconforming product to make it conform to requirements
Risk Management – a component of management involving coordinated

activities within Valley’s ERM Framework concerned with the effect of uncertainty
of Valleys stated strategic and operational objectives.
Quality Management – Coordinated activities (quality/policy objectives/

planning/control/assurance) to direct and control an organisation.
Participant – A supported worker employed under the Valley Industries

Enterprise Agreement 2014 agreement and framework.
Top Management – a person or group of people who direct and control an

organisation at the highest level.
Employee – any person undertaking employment activities within the Supported

Employees Services Employment Award 2010.
Worker – A term which includes both employees and participants.
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4 Context of the organization

4.1 Understanding the organization and its context. (Ref PL-9000910)
Valley Industries currently demonstrates the current organization structure.VI

ensures all relevant environment issues and concerns are identified, both internal
and external with a quality management system. This is carried out by all
Business Unit (Sustainability) Managers and staff. Making sure we meet the
expectations of all interested parties contributes to the achievement of sustained
success by the organization.
External
 the cultural, social, political, legal, regulatory, financial, technological,
economic, natural and competitive environment national, regional or local;
 key drivers and trends having impact on the objectives of the organization;
 relationships with, and perceptions and values of external stakeholders
 Six DSS standards, guidelines adopted by the organization.
 NDIS Safeguards and quality framework
Internal
 organizational structure, roles and accountabilities;
 policies, objectives, and the strategies that are in place to achieve them
 work instructions (TAs), job safety analysis and safe work procedures
 information systems, information flows and decision-making processes
 relationships with, and perceptions and values of, internal stakeholders
 The organization’s culture. Tool box talks (Policy PL-0000073)
4.2 Understanding the needs and expectations of interested parties
Valley Industries procedure for identifying and engaging interested parties (RE-
9000001) with this quality management system will include, but is not limited to,
team meetings, verbal/non-verbal communication and information sheets. Once
consultation or engaging those who have an interest the delivery will include:
 Using existing feedback and reporting templates and documentation
 Utilise documentation such as meeting reports, minutes, communications
logs, policies and procedures.
 Hold meetings for outstanding items and closed off outcomes
 Ref PR-9000975 External Complaints and Feedback Procedures
 Ref PR-9000974 Inspection of goods inwards procedure
 Ref PR-9000973 Non Conformance Reports Procedure
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4.2 Understanding the needs and expectations of interested

parties..continued
 Ref FM-9000965 Customer Design Approval Form
4.3 Determining the scope of the quality management systems
4.3.1 General
The QMS documentation includes:-

 A documented Quality Assurance Policy and Quality objectives (PL-
9000967 & PL90000970)
 The Quality Manual (MN-9000000)
 Documented procedures (RE-9000000)
 Documents identified as needed for the for the effective planning,
operation and control of our processes (RE-9000000)
o Quality records kept secure at: M:\Document Management\Quality
and Conformity Records (QARs and NCRs)
o Safety Management System (SMS)
The QMS documentation excludes but complies with the following:-

 Disability Service Standards (although they are embodied into
every document as applicable)
 NDIS Safeguards and Quality Framework
4.3.2 Services and Goods Provided
First and foremost, all goods and services provided are to fulfil our highest
priority, which is to provide services to NDIS participants. In this manner,
the goods and services listed below are completely aligned with supported
employment award activities
 Complete Grounds Care-Provision of lawn care and grounds Maintenance.

 Timber Products-Manufacture of survey stakes, garden stakes,
repackaging of aluminium slugs as an insourced services. Including design
and development.
 Bee Keeping-Provision of bee products, bee keeping, processing
equipment including the processing of honey, and honey.
 Valley Secure Documents Services- Provision of scanning and data
storage, secure document. Scanning and shredding of documents
 Nursery- Retail or wholesale plant and plant care products and garden
accessories
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 Valley Vintage- Op shop sale of second-hand goods and commercial rags

 Valley Linen Service- provision of professional laundry services for
domestic and commercial purposes.
 Valley Café- Serving of meals and beverages to the public including
catering for functions
 Intalink Therapy Solutions-Provision of paediatric and adult therapy
services
4.4 Quality Management System
Our Policy and Commitment goals are achieved by the support of every member
of the Company; Quality is communicated from top management to everyone,
making quality everyone’s business at Valley Industries Limited.
4.4.1 Commitment and Continuous Improvement
 Achieve excellent participant outcomes

 To satisfy all our customer requirements through, production,
manufacture and service delivery.
 To achieve the best quality product available, coupled with the
attainment of excellent delivery times and price, thus meeting the needs
of our valued customers in all aspects.
 To maintain and improve stable, long term relationships with both
customers and suppliers.
 To ensure that we remain a financially viable organisation thus growing
locally and throughout the region.
 It is top management’s responsibility to ensure overall growth and
improvement and to achieve targets set by monitoring and maintaining
our customer’s needs and expectations.
4.4.2 Vision
Valley Industries Limited’s vision is to provide the highest standard of service

to our participants by ensuring its enterprises have the best quality, lead times,
and service.
Our External Customer Satisfaction is achieved by;

 Monitoring lead times to ensure our customer expectations are met, using a
customer feedback process and order requirements.
 Our Business Unit Managers use Quality Action Reports which highlight any
issues that arise from customer feed back
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4.4.3 Aims
To maintain and improve financial viability each year
This is achieved by;

 Setting goals and objectives through budget forecasts, profit and loss
monitoring and ongoing checking of costs of production
 Maintaining and upgrading of machinery and facilities
 New employee induction and continuous training
 Communication with all workers, employees and participants on a
regular basis
4.4.4 Quality cycle of continuous improvement
This Quality Manual has been prepared to describe Valley Industries Ltd. The
scope of the Quality Management System (QMS) is described in section of
this manual, along with referencing the procedures relative to their
requirements.
The Quality Management System consists of three core components – quality

manual, policies and procedures;
Policies
Setting the commitment and strategies
Procedures
How to undertake the system strategies
Task Analysis (TA)/ Safe Work procedures (SWP)
Job Safety Analysis for tasks / equipment (JSA)
Associated documents
Forms & Charts Registers & Reports Schedules Database

Used for documenting Used for filing documentation Used for time frame management Used for timeframe alerts
Quality Management System Plan (Manual)

Booklet summary of system for dissemination to clients
System Methodology (processed based quality management system).
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Plan: establish the objectives, resourcing and processes necessary to deliver

results in accordance with customer requirements across our product and
service provision.
Do: implement the processes.
Check: review, monitor and measure processes and product against policies,
objectives, and requirements for the product and report these results.
Act: take actions to continually improve process performance.
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Continual improvement of
the quality management system
Management
Responsibility
Customers
Measurement
Resource
analysis and Satisfaction
Customers management
improvement
Input Output
Requirements Product
Product
realisation
Key
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5 Leadership and Organisation

5.1 Leadership and commitment
5.1.1 General
Top Management at Valley Industries Ltd is actively involved in the

development and implementation of the QMS and continually improving
and reviewing its effectiveness through the provision of;
 Commitment of service excellence to participants
 Ensuring that the quality objectives are established
 Conducting quarterly management reviews
 Establishing a quality policy with clear objectives
 Communicating to the organisation the importance of meeting
customer, legislative, regulatory requirements, and our own quality
standards
 Ensuring the availability of adequate resources
 Effective flow of inputs and outputs in addressing risks and
opportunities
 Effective communication without organisation hierarchy barriers
Valley Industries believes that performance management and review is an

important component of supporting staff in their work, ensuring
accountability for work performed and identifying the professional
development needs of staff, along with plans for improvement.
This program is a continuous formal process of staff development and

assessment of work performance through;
 Regularly review, and develop agreed realistic expectations in
relation to an employee’s (or participant) position description, and
key competencies in which an assessment can be made.(HR047-
S3)
 Identify training needs and development opportunities (HR011,
HR012,HR013)
 Set priorities and key performance benchmarks for the coming
period.
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5.1.2 Participant/ Customer Focus
- Valley Industries shall ensure that participants receive services that

exceed their expectations. Participant satisfaction is at the core of our
business.
- Valley Industries shall ensure that customer requirements both current

and future shall be determined and identified to meet and exceed customer
expectations. This philosophy shall be the expected attitude of our
employees, services users and staff.
5.2 Quality Policy
5.2.1 Participating in the quality policy
Top management recognises that the quality policy and commitment goals
are every person’s responsibility and are achieved by the support of every
member of VI. Top management will ensure this policy is disseminated to
all employees, services users and staff. Each business unit manager will
nominate staff to participate in the quarterly WHS/Quality meetings.
5.3 Organization roles, responsibilities and authorities
An organisational chart has been established to define the interrelationship of

employees in the organisation. Delegation has been given with the authority of
overseeing all planning, implementation and reporting of sustainability efforts.
Tiered delegated authorities have been established which defines the financial
authority of each of the positions across the organisation.
5.4 Management Representative
Top Management has appointed a management representative (see the

organisational chart) who has the responsibility and authority that includes:-
Ensuring that the processes needed for quality of the organisations management
who, irrespective of to their responsibilities’ shall include:-
 ensuring that processes needed for the quality management system are
establish implemented and maintained;
 reporting to top management on the performance of the quality
management system and any need for improvement, and;
 Ensuring through the promotion of awareness of customer requirements
throughout the organisation through regular consultation with employees.
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Organisation Structure
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6 Planning for the quality management system
6.1 Actions to address risks and opportunities
Valley Industries determines the risks and opportunities for quality management
systems for internal and external issues. Risk management procedure plan and
risk registers and have been implemented for each business unit to address risks
and opportunities that are proportionate to the potential impact on the conformity
of products and services. REF ISO 15489-1 2016 and Risk Register RE-9000002
6.1.2 The quality system is designed to continuously identify risks,

treatment and review them in context across both our strategic and
operational areas; and confirms Valley Industries’ commitment to operating
an enterprise risk management regime in order to achieve an appropriate
balance between realising opportunities for gains and minimising losses.
(Ref PL9000971)
6.2 Achieving Quality Objectives (ref PL9000967)
Top Management’s commitment to meet quality requirements, through a process

of continuous improvement and to ensure the effectiveness of Valley Industries
Quality Management System. To achieve this, a centralised Quality Objectives
and Targets Report have been established. Every quarter management will
review this report to ensure the current objectives and targets are relevant and
being achieved.
 Valley Industries being a quality Australian Disability Enterprise that has
the resources and skills to provide participants with a range of
employment options in occupations that meet their individual needs,
capabilities, and align with their first choice field wherever possible.
Safety is the key driving factor for this objective.
 Valley Industries serves as a training facility for participants.
 Valley Industries providing quality, manufacturing, assembly,
packaging, and ancillary services to both the public and private and
commercial sectors.
 Obtaining and maintaining ISO 9001 accreditation for Valley Industries
and subsidiary as a whole.
 Remaining compliant and ensuring compliance with our obligations in
all legislative, statutory and regulatory requirements.
 Providing quality of service that equals or surpasses the expectations of
our customers.
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 Making sure all employees are aware of our policy and accept their
responsibilities.
 Continuous training and development of employees and participants.
 Continuous improvement cycle for the services and products we
provide.(ref RE-9000003)
6.3 Planning of changers
Objectives and targets shall be established as the founding for our company’s
commitment policies/statements and as such, this management system.
Further objectives relating to specific areas/occurrences, prevention or corrective

actions are to be established within the meeting forums. Each item shall be
designated an authorised responsible person/s and timeframe; such shall be
documented within the meeting minutes. Reviews shall be undertaken in
accordance with the individually set timeframes and minuted at the meetings.
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7 Support
7.1 Resources
Valley Industries has implemented a quality management framework

which ensures adequate resources are provided to implement and
maintain the system; and strives to continually improve its effectiveness,
intrinsically enhancing customer satisfaction by continually meeting their
requirements. Reference details in section 7.1.3
7.1.2 People – Leadership (at time of manual approval, names may

change but contact numbers should remain consistent)
Trent Jennison – Chief Executive Officer
David Isbel – Deputy Chief Executive Officer
Renee Gilbert – Human Resources Manager
Tim Welsh – All Factory Sales 02 65528807
Josh Duncan – Nursery 02 6552 8848
Ben Welsh – Complete Grounds Care 02 6552 8868
Jess Corkill – Secure Document Services 02 6552 8828
Nigel Powel – Bee Products 02 6550 8809
Rob Gander – Café, Launderette, and Op shop 026552 3176
Sarah Green – Intalink Services 02 6551 0771
7.1.3 Infrastructure, Resources

 All plant and equipment involved in the production and
manufacturing process is owned by Valley Industries.
 We own the following properties: 70 Whitbread Street and
Cooinda Building (same site), 5 Macquarie Street, and 10A
Elizabeth St.
 Valley Industries uses Australia Post as the preferred courier. An
outward going mail register of all tracking numbers id is kept by
relevant department where that courier is utilised.
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 Valley has multiple (~106) networked computers running various

programs such as NAV, CIMS and My Practice and we use
Microsoft Office software.
 The Safety Management System included the regular provision of
internal maintenance and safety compliance assessments by all
businesses and sites within Valley.
 A full system back up is undertaken each night (Monday to
Friday) and the backup hard drive is held onsite in a fire rated
safe as part of our disaster recovery planning
 We engage the service of primary IT Vendor named ‘Active
Computers’ as the key service provider for all out support and
maintenance of out IT infrastructure (hardware and software).
Key servers have UPS redundancy built in to allow continuity of
business in event of an unforeseen power outage to allow for an
uncorrupted shutdown of the servers.
 There is a dedicated onsite training room at, Intalink Services
conference rooms are available and have visual presentation
equipment, TV, Video, DVD and white board.
 A company owned fleet of vehicles providing ‘door to door’
transport services for our participants and for general operation of
our businesses. The fleet comprises of around multiple vehicles
(~30); ranging from commercial vans, busses (light and medium
rigid), a ‘Pantech’ truck, utes, a front end loader, forklifts, to Zero
turn mowers.
 Internal communications comprises of intranet and internal email,
key memorandum is circulated by top management or meeting
minutes in both hard and soft copy and WHS minutes are
disseminated both via the Information kiosk in the Canteen area
and in softcopy.
 General inquiries can be directed to all or any of our
administrative staff 026552 8888.If further assistance is require,
please contact leadership as listed above
7.1.4 Environment for the operation of processes
Valley has a track record of providing and maintaining the appropriate

environment for each of its business units. The Linen Services group
relocated to a larger facility when the work increased. All of the facilities
are maintained by a dedicated maintenance group. A maintenance request
form can be submitted to anyone and will get acknowledged the same day,
with the maintenance being conducted within the time frames required in
the request.
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Valley ensures the environment is conflict free and continually reviews

psychological factors. Lighting systems have been upgrade, staff conflict
policies are in place, problem posters to provide contact info and pictorial
information for anyone with any complaint in relation to the work
environment.
7.1.5 Equipment Performance - Measurement traceability
Valley shall use various means for the monitoring and measurement
of equipment. Where necessary equipment used to calibrate or
measure shall;
 Be calibrated in accordance with the manufacturers
requirements and records are maintained by the maintenance
and logistics manager.
 Calibration and/or verification shall be completed prior to use
and thereafter at intervals specified by the manufacturer/supplier
of the equipment
Where plant equipment is hired, VI Operations manager or delegate

shall ensure that the supplier verifies that the equipment is in working
order.
7.1.6 Organization knowledge
Valley Industries ensure that all staff and participates training and upskills
are specific to the organization scope, this is gained by experience and
knowledge of internal or external sources.
7.1.6.1 Internal Sources
Including but not limited to knowledge gained from experience,
performance developments, lessons learned from failures and
successful projects, capturing and sharing undocumented
knowledge and experience the results of improvements in
processes, products and services.
7.1.6.2 External Sources
Including but not limited to training, conferences, and meetings,
gathering knowledge from customers or external providers.
Information available at VI in the form of flow chart, procedures,
online or even via verbal instructions provided by the management
or other employees. Please note that this information does not pose
any restriction on the way the knowledge needs to be available at
the place of work.
Policies,procedures, and work instructions are followed everyday

and therefore are reviewed every time they are used. If any process
changes, the associated documentation is reviewed and a
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determination is made as to whether the process change drives the

document change or holds the process to its current standard.
Valley Industries considers implementing the updates essential to
ensure the new information is provided to internal or external
sources.
7.2 General Competency Training Assessment
Valley Industries utilises three levels of training assessments (Task Assessments,

Safe Work Procedures and Job Safety Analysis) to determine the necessary
competence for personnel using plant equipment and vehicles; and performing
work affecting conformity to our product requirements. Valley Industries
recognises that through ongoing training, instruction and skills development, we
ensure employee and Participants skills are continually upgraded are current, and
that tasks performed by personnel are carried out with the knowledge and skills
according to best practice.
7.2.1 Induction (Form HR005)
Volunteers, participants and employees are inducted into VI workplaces.
Induction provided to Participants is designed to ensure they are provided

with the knowledge they require including, but not limited to:-
 To perform work in accordance to the appropriate workplace
standards duties and responsibilities
 understand reporting procedures
 who are key personnel
 what facilities are provided in the workplace
 emergency procedures
 what their job comprises of and their specific responsibilities
 any prerequisite training and accreditation requirements
 quality Assurance and WHS policy
 policies on discrimination, bullying, harassment confidentiality and
equal opportunity
 Code of Ethics and Service Charter
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7.2.2 Skills Development and Training
 Valley Industries offers skills development opportunities to all

employees. Opportunities for development will be employee centric
and individualised with consideration given to statutory and industry
requirements. Valley is committed to ensuring training is both
appropriate and successful. Participants and staff have a minimum
of at least one opportunity per year to discuss desired skill
development during the appraisal process, although most staff are
encouraged to come to HR if there is some task they would really
enjoy being trained on. A skills gap analysis is done at that time and
try to help participants and staff to pursue their career goals within
the limits of Valley Industries and whether such a change is
practical.
 Human Resources is responsible for the identification and
maintenance of training records for all participants and employees.
Physical records of training completed for employees will be held in
locked filing cabinets in Human Resources. The Human Resources
Officer will ensure all employee training records (accreditation
records) are entered into the Navision database and the physical
records of such training files stored in the locked filing cabinets in
this Officer’s Office. Participants training files (WAT Folders) shall
be held in a locked cabinet in the administration area. Comparable
electronic training records will be entered into the appropriate CIMS
or FOFM’s database.
7.3 Awareness
The following strategies outline the processes used to identify the training needs
for workers performing work affecting the conformity of our product or service
requirements; Valley Industries shall employ these strategies to ensure conformity
to our product requirements and provide consistent service delivery.
7.4 Communication
Communication to internal participants and staff of the QMS is system is done

daily, through several documented processes and meetings. The most wide
spread and frequent tool used for QMS communication is the toolbox talk forum in
each business unit Ref PL-0000073
The External parties register is used to transmit QMS information to external

stakeholders. The QMS manual is posted on the public website for easy access
to any external stakeholder.
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7.5 Documented Information
7.5.1 General
Every single repetitive procedure has a written work instruction that is

accessible to all staff at all times. These work instructions are tailored to
both the business unit activities and the ADE participant in simplicity and
adequacy. Sign off on the work instruction (TA) is required prior to any staff
working a task. That training record is kept in their training folder (blue or
green depending on employee or participant respectively).
The QMS documentation includes:-

 A documented Quality Assurance Policy and Quality objectives
 The Quality Manual
 Documented procedures
Documents identified as needed for the effective planning, operation
and control of our processes
 Quality records
 A register of all of the above less the records, ref RE-9000000
7.5.2 Documentation Creating and updating
Document information is identified in an operational hierarchy of order with

reference and identified numbers saved as paper or electronic format. All
appropriate documents are reviewed and approved for suitability and
adequacy.
Documented procedure that describes a process, typically a task
assessment, see next item.
 Task Analysis that specify how work activities will be performed
Forms that document activities and provide evidence of process
conformance.
7.5.3 Control of documented information (PL-9000969)
Valley Industries will employ the following strategies to ensure that the
correct version of system documentation is available, that such documents
are approved for adequacy prior to issue and any amendments are
properly controlled;
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Valley Industries Ltd will collect information about consumers which will
assist staff to provide them with the services support consistent with their
needs, (subject to funding availability) and to meet our standards
 All documents will be approved for adequacy and appropriateness
prior to issue. Two signatures are required, one signature for each.
 A master Register of Documents RE-9000000 will be retained
internally.
 Obsolete documents will be promptly withdrawn from use at all point
of issue. Retention of obsolete document will be at the discretion of
the CEO or delegate.
 All documents will be issued in PDF format to a designated internal
intranet drive and in PDF form where applicable (to ensure integrity
of version control).
 A server level backup of relative system templates/data will occur at
regular intervals.
 Valley Industries respects everyone’s privacy and places access
control to documentation within our servers. We respect the privacy
of our consumers, our participants, employees and our commercial
customers.
 Valley Industries Ltd will collect information about participants,
which will assist staff to provide them with service support
consistent with their needs, (subject to funding availability) and to
meet our mandatory legal, statutory, census and funding reporting
obligations as an employer, funded disability service and public
company.
 Staff and participants have the right to review the information
contained in their personnel file and have incorrect information
corrected or removed. Staff and consumer files will be kept for a
period of seven (7) years.
 We take all reasonable steps to protect your personal information
from misuse, loss, unauthorised access, modification or disclosure.
As we may hold personal information on paper or in an electronic
format we have physical, electronic and procedural safeguards to
protect personal information held. These include secure document
filing and holding facilities, computer system user identification
codes and personal passwords. Our staff has been made aware of
confidentiality obligations. We use secure methods to destroy or de-
identify personal information provided the information is no longer
relevant to any business activities, nor required to be kept by any
law, legal order or statute.
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8 Operation
8.1 Operational planning and control
Valley Industries will ensure quality planning is employed throughout the product
lifecycle. We will ensure our commercial off-the-shelf (COTS) goods that we re-
distribute, are inspected upon receiving them and ensure our build to order
products meet their specifications.
 Process control documentation is used as appropriate for company
processes that are meant to be consistent and frequent.
 Customer Order Forms are used for one off processes and do not require
a formal documented process unless it becomes something we do
frequently.
 Quality Action reports, and incident reports are used for verification,
monitoring, inspection and testing activities for product acceptance against
its unique criteria, or the failure to meet such criteria.
8.2 Requirements for products and services

Printed NAV order sheets are used to ensure the correct job set up is in place,
the work is being done to standards and specification, and finally to inspect the
quality and conformance of product to those standards or custom specifications.
8.2.1 Customer communication
Valley Industries shall use various methodologies and forums for effective
communication with its customer base;
 Email.
 Phone.
 Fax.
 Social Media (e.g. Facebook).
 Website.
 Use of Valley Industries offices and or boardroom facilities.
 Signage and collateral (e.g. Flyers).
 Administration message taking.
 Catalogue and product flyers.
 PR-9000975 External Complaints and Feedback procedure
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8.2.2 Determining Requirements related to products and services
Valley will establish and maintain a register in this CMS, of statutory,

regulatory and legislative obligations for our products and services and shall
contain; but is not limited to;
 Industry codes of practice, guidelines, standards
 Acts and regulations
 A narrative to relevance and for its inclusion
Valley Industries conducts periodic reviews to maintain a current version of

our legal requirements and reflect any such changes in a register of legal
obligations.
8.2.3 Reviewing Requirements related to products and services
Valley will review the register of statutory, regulatory and legislative obligations
for our products and services and shall contain; but is not limited to;

obligations.
8.3 Design and development of products and services
8.3.1 General
Valley identifies any specialty product and produces design documentation

for such product. That currently includes bee hives only. All other products
and services are provided per the standards listed in this CMS.
8.3.2 Design and development planning
Valley plans for the special design of products mentioned in 8.3.1 by

building custom tooling and jigs. Documented written instructions (TAs)
were developed for using the tools and jigs and assembly of the final
product. The final product is checked to the product design documentation
prior to shipment. Non conforming product is quarantined and a QAR form
is created to drive corrective action. QARs are reviewed immediately by
quality, and quarterly by the executive team to ensure the appropriate
corrective actions are implemented through to closure.
Valley participates in bee keeping, is registered, and through these efforts,

captures additional desired requirements of our customers.
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8.3.3 Design and development inputs
Valley will review the register of statutory, regulatory and legislative obligations
for our products and services and shall contain; but is not limited to;

obligations.
Any ambiguity in design is eliminated during the proof of concept stage

when the first prototype is built. Additionally, QAR forms would provide
input back into original design documentation if product suddenly was
produced inconsistently as a result of ambiguous design and build
documentation.
8.3.4 Design and development reviews
Valley builds everything to standard specifications except bee hives, for which
there is no solid standard in place for modern hives. We have created
drawings with manufacturing instructions on them along with individual work
instructions for each step of the build process.
The bee hive designs and standardized products and service quality is
checked during final inspection. Per procedure PR-9000974. A sample rate of
100% was used in the beginning until all units passed in each business unit.
Then we worked to 10% sample rate. The current procedure is built off the
success of those sample rate inspection tests. If any product is non-compliant,
a Quality Action Report is filed and the sample rate is reset. Every QAR is
immediately reviewed by the compliance/ quality officer and if immediate
action is needed, a meeting is called. For minor non-conformances (one off
mistakes, typically a training issue, these QARs (along with the high priority
ones) get reviewed and actioned quarterly by executive management.
All design documentation is kept electronically and treated like all other
controlled documentation per PR-9000969.
8.3.5 Design and development outputs
See 8.3 and subsections that already cover the elements relating to design
outputs.
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8.3.6 Design and development changes
For services provided to participants, service changes are made upon request,
using the CIMS tool. CIMS then generates a new service agreement
(schedule B), which is scanned and attached to the participant’s HR folder.
For product scope or design changes, FM-9000965 Customer Design and

Change Approval Form. Any change is reviewed for cost by the relevant
business manager and if it cost of the change is within the delegations of
authority, the BU manager can approve the change without further approval,
otherwise it must follow the delegations of authority.
8.4 Control of externally provided processes, products, and services.
8.4.1 General
There is a multiple tender requirement per HR068-S6 for any purchased

products, services (including subcontracted services).
Additionally, subcontract personnel must complete HR014-1 Contractor

Criminal Record Check and Accountability Statement.
The following is the standard list of subcontracting activities Valley engages in,
and has established a long term relationship with:
- Origin Energy: Supply of gas
- Ecolabs: Supply of all chemicals needed for Linen Services and Café,
along with maintenance of the chemical dispensing machinery.
- Local Pest Experts: Pest control at applicable sites.
- Mackies: CBT/electrical inspections and service
- JVs First Aid Kit Supplies: Stocking and checking all first aid kits on set
schedule.
- Cabrini Technologies: Intalink therapy equipment calibration
- NSW electrical: test and tag machine calibration
8.4.2 Type and Extent of control
Any special maintenance needs are accomplished by filling out a maintenance

request form. The Valley maintenance team determines whether the repair
needs to be outsourced. Once they make the decision to outsource, they use
oversee the repair and any activities of the subcontractor (who still has to go
through the processes listed above).
Incoming goods, whether used in follow-on assemblies, or reworked and sold,

are inspected upon arrival and rejected if they do not conform. A non-
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conformance report is filled out. The customer is contacted on the spot (per
procedure) to notify the shipment will not be received.
To ensure outsourced product and services do not impact our own business,
we also control all the external design and process documentation with Valley
document numbers. This is to ensure any undocumented changes in supplier
documentation or product are caught as we inspect to the Valley controlled
version.
8.4.3 Information for External Providers
Most of this is covered by 8.4.2, but in addition to this, all contractors are
provided with site inductions and Valley work instructions and procedures
relating to their activities conducted on-site.
For services and products conducted by external providers offsite, they are
supplied with our documented requirements and then their products are
inspected prior to receipt for conformity.
8.5 Production and service provision
8.5.1 Control of production and service provision
All product standards, design documentation, work instructions, and all other
related documents are controlled and available to all staff and participants.
They are posted on the public O drive. Uncontrolled copies are often printed
when needed, e.g. the mowing crew bring their work instructions with them
depending on the site the work is taking place. Supervisors also help staff and
participants whenever a work instruction is needed.
Key production steps are checked for first batch runs every day. This is to
ensure the job set up is correct for the specific job being done that day. This is
done before any production runs are started.
The plant equipment does not require calibration. Intalink rents therapy rooms
to third party practitioners, who have their own equipment calibrated. The café
thermometers are calibrated and labelled annually and there are daily checks
of the thermometers and what they measure. A monthly check of the
thermometers is also conducted (documented Quality and SMS processes
available for this). Intalink use Cabrini Technologies to calibrate therapy tables
that Valley own, on an annual basis. NSW Test and Tagging calibrate our test
and tag machines, including the Aegis Patrol CZ5000.
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8.5.2 Identification and traceability
Configuration control is only applicable to bee hive assembly and the

differences in configurations are so obvious that detailed identification is not
required. The honey produced is batch controlled and every container is
traceable as the batch number is applied to it. A registry of batches is retained
FM-0100706.
Products at the café are single day use. Incoming goods are checked to
ensure they are within expiry date on a daily basis per the documented
procedure for incoming goods inspection.
8.5.3 Property Belonging to customers or third party
Policy HR095 covers how all third party property is managed and tracked.
8.5.4 Preservation
See section 8.5.2 for product preservation. All other products are preserved
and packed per AS standards. Valley has an exceptional delivery record with
no non-conformances relating to packing or preservation of product.
VI will adopt the following strategies when storing materials, products.

Plant/equipment or substances;
 Access and egress must be able to be kept clear and free of obstacles.
 Movable/mobile ladders, steps and forklifts to aid in items requiring to be

stacked and stored above acceptable levels.
 Manual handling considerations to be taken into account at the planning

stage.
 Storage must be compliant with the current Safety Data Sheets (SDS) if
applicable.
Whereas;
 Items shall be stored in specified or designated areas and safety

instructions shall be posted as deemed necessary.
 Products with shelf life restrictions (i.e. paint) shall be stored in such a
manner that those with the earliest expiry date shall be used, ‘first in-first
out’.
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 Where the supplier has packaged incoming goods in bulk lots, the goods
shall retain the supplier’s original packaging until such time as it needs to
be broken for individual use or sale.
 In order to ensure the consistency of the quality of the peg product and
minimise fungal growth in this timber product when plastic wrapped;
completed stock pending sale will be held in a designated racking or
specified floor area prior to sale.
8.5.5 Post Delivery Activities
Post delivery activities are captured through the customer feedback process,
which can generate QAR forms. Also, customers who think of product
improvements during the use of products communicate through the feedback
process or we capture the new requirements on their next order using the order
form, or the change request form.
Valley over-designs all products for their intended environment. Valley sees
this as an opportunity to avoid warranty disputes and costs, as well as
garnering customer loyalty.
As mentioned previously, all products and services conform to the statutory

requirements and national standards referenced in the beginning of this
manual as applicable.
8.5.6 Control of changes
Reference section 8.3.6 of this manual.
Any changes are documented and those records are kept for future orders.
The change request form describes the authorizations required and the
process involved in the control of changes.
8.6 Product Release
While job sheets are unofficially used as aids in some business units, all product
conformity is done through the NAV system. A record for that job is stored in the
NAV database and backed up, kept for a minimum of 7 years.
In addition to the QAR form tracking, the following monitoring is implemented:
Valley Industries monitors and measurers processes at all levels through;
 Meetings that utilise fixed agenda items
 The Continuous improvement Register
 Internal Audit Program
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8.7 Control of Non Conforming Product
See Quality Action Report form and procedures (8.3.2)
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9 Performance Management
9.1 Monitoring, measurement, analysis, and evaluation
9.1.1 General
Valley Industries plans and implements the monitoring, measurement,

analysis of its systems. This is undertaken to ensure;
 To demonstrate product or project conformity
 To ensure conformity to the quality management system
 To continually monitor, evaluate and improve the effectiveness
and/or inadequacies of the quality management system
Checking and monitoring is an integral part of the system, as it determines

how the systems, individuals and process are working or not working and
that the methods demonstrate the ability to achieve planned results.
Checking monitoring, reviewing and auditing ensure trends are identified
and determine the effectiveness or inadequacies of the system and
processes. Valley industries will monitor control strategies to define and
assess the methods used for effectiveness and acceptance. These
strategies will involve:-
 Evaluation of control strategies to determine if any new issues have
been introduced and evaluation of any subsequent new control.
 Analysing to endure that in retrospect the conclusions were correct.
 Consulting with employees to determine the acceptance of control
strategies.
This organisation shall employ several strategies to ensure effective

monitoring of processes, the measurement and verification of
characteristics for the plant product - through the implementation of a
series of Quality Assurance plant growth forms. These forms are used to
ensure the quality and consistence of our product, minimising wastage
through loss of uncontrolled product. Non-conformance identified in this
process shall be controlled and reviewed using the Quality Action
Reporting form process.
 The QA Potting Record form is designed to follow the plant thought

its potting and growing cycle. This form is employed from when we
initially receive plant stock from the supplier as tube stock to the
growing beds. It is designed to track batches of plants from an
individual invoice (from the supplier). The invoice number is written
on the QA report form to identify the supplier and the batch. All
records are filed in blue binders and retained for 12 months then
scanned.
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 From there they the plants are transitioned to the Growing Beds
where the Weekly Quality Checks of Growing Beds form is then
used. These sheets record any pest disease or watering problems
with the plants during the growing process. We record individual
growing bed areas on the Form (one bed, one sheet). This form also
allows the operator to forward plan plaint maintenance (from
weeding pruning, adjusting watering systems and staking
etc).Plants stay on growing beds until mature and sold.
 The Planning Seedling Schedule form is used to coordinate the

planning of seedling stock to allow us to meet the seedling demands
of our customers. It allows forward plan the planting cycle and
minimises waste by allowing greater visibility of what is being grown.
Stops doubling up of plant stock and wastage.
 The Quality assurance Checks of Hot Houses and Seedling

Growing Benches forms are used to record any pest, disease,
watering or other problems with the plants during the growing
process. We record individual growing bed areas (twice weekly) on
the Form (one bed, one sheet). This form also allows the operator to
forward plan plaint maintenance (from weeding, pruning, adjusting
the watering systems and staking etc). Plants stay on growing beds
until mature and sold. Seedling stock is propagated in the Hot
House until ready to move to the external Benches for hardening off
ready for sale.
9.1.2 Customer Satisfaction
Effective monitoring involves;

 The Management Review process, which incorporates:-the review
of all Quality Action Reports, including but not limited to
Compliments and Customer Complaints
 The implementation of plant growth monitoring control forms
 System Audits
 Consultation
 Customer Satisfaction Surveys
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9.1.3 Analysis and Evaluation
Valley Industries analyses all of the data produced from measurement

systems, internal audits, incident reporting, and appropriate database
elements (from CIMS,NAV,and MyPractice). Trends and statistics are
discussed at quarterly WHS or Quality meetings as appropriate. In some
cases, the compliance officer will discuss any troubling trend in real time
(out of the sequence of the quarterly meetings), to identify root cause and
corrective action. A QAR form will be completed as necessary.
Supplier performance is monitored carefully by the compliance officer and

business unit managers. This is discussed at business unit manager
meetings, WHS meetings and Quality meetings.
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9.2 Internal Audits
All audits will be handled by the Quality Officer and findings presented to
Management at the QAMC (Management) Review meetings or other such times
as deemed appropriate. Analysis of findings/outcomes will be undertaken by Top
Management in the management review meetings. Findings, improvements and
recommendations shall be documented on the Quality Report Actions FM-
9000999. All subsequent changes and improvements to the system or
corresponding procedures or processes shall be in consultation (where relevant)
with employees and other key stakeholders. The Quality Officer is responsible to
both collect and collate statistical data for presentation within the management
review process.
Data collected shall be at a minimum relating to;

 Continuous improvement – through ongoing management review process
and the Continuous Improvement Register.
 Customer perception – through summary reporting derived from
satisfaction surveys.
 Conformity of products and processes – through non-conformance
reporting.
 Trends – through evaluation of data statistics from NCR (non-
conformance) and audit.
 Suppliers – through evaluation of continued ability to meet requirements.
 Risk – through review evaluation of enterprise level Risk Register.
9.2.1 Review Process
The purpose of this process is to establish, evaluate and maintain a

system of operating procedure verification, so as to ensure that all
activities are being undertaken;
 Are carried out according to legislative obligations and this
system.
 Maintain the quality and integrity of products according to
standard, specifications and this system.
 Maintain Valley’s capability to meet and supply a product to
customer specifications and requirements.
When an internal review through the audit process identifies a non-

conformance has occurred in the system the appropriate corrective
and/or preventive action must be taken to remedy the deficiencies
identified. This will ensure the potentiality of reoccurrence of a
breakdown in the system is minimised and ensure continuity of service
delivery.
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9.2.2 Internal System Reviews
Valley Industries will conduct regular system audits/reviews. All

elements and corresponding registers, forms, policies, statements and
other records shall be subject to review to determine effectiveness and
currency. Generic review/audits shall be undertaken using Audit
Checklists to verify activities are being carried out according to the
objectives, legislation or standard. This is to ensure continual
assessment and improvement of the system and corresponding
controls. System Audits will be established and cover;
 Element/procedural/process effectiveness and efficiency
 Potential weaknesses
 Validation of the adequacy, effectiveness and suitability that
these strategies are working
 Outcomes
The Quality Officer will ensure that;

 A scheduled Chart of Audits is developed and implemented as
an audit program.
 The frequency of audits will be no less than three audits per
annum.
 Omissions or inadequacies are identified.
 Audits are documented accordingly using the appropriate format.
 All recommendations and findings are submitted to
Management, WHS committee and other relevant personnel.
This schedule will be stored the Quality Officers office and reviewed.
Audits may be added or rescheduled due to Management request,
corrective action or investigative purposes. The results of all audits
conducted by the Quality Officer or other Officer shall be reviewed and
the effectiveness of controls analysed by Management at QAMC
Meetings, however if the findings are deemed high risk/level (at the
Quality Officers discretion), Management shall be advised immediately.
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9.3 Management review
9.3.1 General
Top Management shall review the organisations quality management

system, at planned intervals in a quarterly review cycle beginning in
January of each calendar year, then at quarterly intervals (April, July, and
October); or meet at intervals, as deemed appropriate, due to top
management availability, being no less than 4 meetings a year. This
reporting review will ensure all senior business stream leaders are involved
in the quality review and decision making process. This is a mandatory
requirement to ensure top management to self-appraise through active
participation and due diligence of the quality management system
framework and quality goals.
Management shall review the Quality Assurance Management System

periodically to ensure its continued suitability, adequacy and effectiveness.
Such meetings shall include assessing opportunities for improvement, risks

and the need for changes to the system or any corresponding section of
the system.
The meetings shall be attended by those who represent their area of

control and responsibility;
 Chief Executive Officer – All Areas.
 Senior Operations Manager – Bee Products, Timber Nursery, CGC,
Op shop, Launderette and Café.
 Finance Manager – Business Office Services (Secure Document
Destruction and Scanning services).
 HR Manager – (Intalink Services, Customer
Engagement/Satisfaction, and Employee coordinator).
 Quality and Safety Manager – Management Representative for the
ISO 9001:2015 standard. Compliance: Quality, Safety, and
Awareness.
 Training Officer – Maintain and ensure all staff and participants
training obligations are met.
 Senior Quality Manager – Manager of Quality System and, Risk
Management Framework.
The standard agenda for the Quality Assurance Management review

Committee (QAMRC) meetings shall be; but not limited to
9.3.2 Review Input
 Follow up actions from previous meetings

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 System audits and results of such – internal/external

 Communication form external interested parties including
customer feedback
 Environmental performance
 Process performance and product conformity
 Status of Quality Actions/Reports
 Changes that could affect the QMS
 Review the effectiveness of any corrective actions taken –
Report/Actions
 Matters of significance from QA or Production Meetings
 The extent to which objectives and targets have been met
 Confidential actions or reports
 Changing circumstances
 Recommendations for improvement
 Risks and opportunities that need to be addressed.
9.2.3 Management Review Output
 Improvement of the effectiveness of the quality management system

and its processes
 Improvement of product related to customer requirements
 Any decisions or actions relating to possible changes to the Quality
Management System
 Resources required
 Implement mitigating controls needed to address uncontrolled risks
 Prevent or reduce undesired effects and achieve continual
improvement
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10 Improvement
10.1 General
Valley Industries aim is to continually improve the effectiveness of its systems,

processes and procedures. This is achieved through analysis of information
gained from carrying out monitoring and measurement of processes, as well as
consultation with, employees, consultants and other technical specialists.
10.2 Non Conformity and Corrective Action
10.2.1 Identifying and Defining a Non-conformance
A non-conformance is the non-fulfilment of a (product) requirement and

needs to be addressed. Non-conformances shall be documented using a
Quality Action Report form; non-conformances can be as a result of:-

A system non-conformance (NCR) where we have not fulfilled the
customer’s requirements and corrective action is needed.
 Customer complaints, supplier error, discovery during
internal/external audits.
 Quality Assurance issues in the system itself, occurring during
normal testing and inspection activities, or the discovery of a failure
or absence of operational controls.
 Identified and raised by employee communication or feedback.
The nonconforming product shall be reviewed in accordance with;
 Reworked to meet specification requirements.
 Accepted with or without repair by concession.
 Regarded for alternative applications.
 Rejected or Scrapped.
 Returned to the supplier for exchange, credit or concession.
The identification of nonconforming product can be made by any worker

within the organisation and duly recorded. The level of corrective or
preventative action taken to eliminate the causes of actual or potential
nonconformities will be to the degree appropriate as to the magnitude of
the problems, and commensurate with the risks encountered.
10.2.2 Reporting/Documenting a Non-conformance
When a non-conformance (NCR) has been identified the reporting

person must notify the Business Unit Manager or delegate immediately,
investigate and report by completing the non-conformance section of
the job sheet. The following details must be reported at a minimum;
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
Details of the type of non-conformance, date it was identified,
customer, and business unit.
 A description of the non-conformance, and other contributing
factors.
 Actions taken to address and rectify the non-conformance and
by whom.
During this process the Business Unit Manager or delegate shall
determine the root cause of the non-conformance and estimated cost,
then date and signoff the non-conformance on the job sheet.
- Minor Non-conformances
Are recorded in NAV and nominal cost estimation of the non-

conformance must be within the delegations of authority. Root causes
are not systemic and are usually due to single instances of the
following:
 Training
 Workmanship
 Supplier
 Controls
 Customer
- Major Non-conformances (QUALITY ACTION REPORT)
If the cost of the non-conformance is estimated to be greater than

$500.00 then a copy of the job sheet will be made and attached to a
Quality Action Report Form. This form shall be completed with the
following details at a minimum:
 Details of the type of non-conformance, date it was identified,
customer, and business unit.
 If applicable the name of the employee that caused the non-
conformance.
 A description of the non-conformance, and other contributing
factors.
 The level of risk to the organisation and an explanation of the
root cause of the non-conformance.
 Actions taken to address and rectify the non-conformance and
by whom.
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
Where the product is reworked or regarded or scrapped, details
shall be written on the Quality Action Report or Job sheet non-
conformance report.
- Quality Action Reports (NCR, QA ISSUES and COMPLAINTS)
Quality Action Reports shall also be completed for;

 A system non-conformance (NCR) where we have not fulfilled the
customer’s requirements and corrective action is needed.
 Customer complaints, supplier error, internal/external audits.
 Quality Assurance issues in the system itself occurring during normal
testing and inspection activities, or the discovery of a failure or absence
of operational controls.
Non-conformances shall be reviewed by the following officers who are
responsible either individually or collectively for review and disposition of
nonconforming product. This review shall occur during the quarterly Quality
Assurance Management Review Committee (QAMRC) meetings and
involve the:-
 CEO.
 Manager Finance.
 Manager ADE.
 Senior Quality Manager.
 HR Manager.
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QA Management Review
Committee (Top)
Management Review
Meeting
QAMRC QAMRC
Minutes Minutes
QAMC
Intalink and ADE Business Unit
Toolbox Meeting Agenda Agenda
Manager Meeting Agenda
A Quality Action
Reporting Form or Job
Sheet NCR (if NCR = Nonconformance
applicable)
Rework Cost $
(If applicable)
Complaint or
Nonconformance Material defects/ Compliment
or Quality Goods Damaged (written) / Customer
Assurance Issue in Transit Perception Survey
ADE Intalink Suppliers Customers
10.3 Continual Improvement
Valley maintains a continuous improvement register RE-9000003. This is

reviewed at all executive board meeting to ensure action items are assigned,
budget is allocated for those actions, and the approved actions are completed.
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Revision Record
REV DATE REASON FOR REVISION Major/Minor SECTION/PAGES

1 unknown Initial release n/a n/a
2 unknown Update Minor n/a
3 unknown Update Minor n/a
4 unknown Major All
Added to Sec 9.3 ‘Terms and Definitions’
definitions for ‘Quality Action Report’ and
‘Risk Management’.
Updated references generally to ‘job

sheet’ and ‘QA Form’ in Sec 9.8.3.
Removed ref to ‘Asset Plus’ in Sec
9.4.2.3.
In Section 9.5.3 Quality Policy amended

QM meeting cycle from ‘Weekly
production meetings’ to ‘regular’ in line
with QA Policy (meetings are held
monthly).
Added font and sizing changes to Jpegs

in sec 9.4.1 and 9.5.6.
Added Vehicle fleet to 9.6 Sec Resource

Management.
In Section 9.6.2.2 added reference to the

‘Performance Management process.
In Sec 9.7.5.4 added protocols in the

event customer property is damaged or
lost and replace ‘quarantine’ with
‘designated storage area’ to meet the
context and in Storage and Preservation
Sec removed the ‘re-barcoding of
selected stock’.
Added ‘Performance Management’ to

9.8.1 Sec.
Added a global doc change from ‘non-

conformance’ to ‘nonconformance’.
In Sec 9.7.2.3 Customer Communications

section, amended Customer Survey
process flow and reference.
In Section 9.5.5.2 ‘Management

Representative’ removed the duplicated
paragraph.
Added to section 9.7.2 reference to ‘Legal

Register’ ‘Obligations Monitoring Tool’ to
Issue: 14
AS/NZS ISO CERT:
Manual QAC/R61/0367
review of requirements related to the

product.
Added to Sec 9.5.5.1 reference to Job

Descriptions and ‘Employee Orientation
and Induction Handbook’.
In Sec 9.5.6.3 adjusted review cycle

frequency and removed reference to
Safety in ‘Review Inputs’ as this is
covered by WHS Committee.
In Sec 9.8.2 ‘Monitoring and

Measurement’ added Plant Growth
monitoring and measurement
processes/forms.
In Sec 9.8.3 added reference to ’09.01.01

Nonconformance Report Procedure’ and
replaced key subsections of QM with
parts of this Procedure.
Amended Major NCR to $500.00 from

$250.00 per QAMRC Minutes
DD09/10/2015.
Added organisation chart.
Policies replaced principals in context of

this document.
Removed reference to Deputy CEO and

replaced with CEO or delegate.
5 unknown Added Organisational Chart Part 2 unknown unknown

6 unknown Added to Customer Communications unknown unknown
9.7.2.3 section narrative re Corrective
action results in changes to the system
actions shall be recorded and
communicated as per non-conformance
reporting procedure.
7 unknown Removed reference to Training unknown unknown
Development and Safety Manager. Added
reference to Quality and Safety Manager
and Training Officer. Added ‘Manager HR’
to QAMRC and removed Business ‘Unit
Managers’
8 unknown Added reference to ‘Intalink’ in 8.2.1 unknown unknown
Customer Satisfaction Policy
9 unknown Qualified management review – adding unknown unknown
meeting cycles at flexible meeting
intervals
10 unknown Organisational Chart Updated unknown unknown
11 unknown Updated to the new standards ISO unknown unknown
9001:2015
12 unknown Minor format corrections and removal of unknown unknown
duplicate information
13 16 Sept 2017 Updated org Chart only Minor 18
14 04 June Updated numbering to match Major All
2018 ISO9001:2015, Added all references
Issue: 14
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Manual QAC/R61/0367
to other applicable ISO

documentation and other legislation
Business Unit: 9000: Quality/All Businesses Revision Date: 04 June 2018

Originator Name: C. Shroy Approved By: Renee Gilbert
Signature: Signature:

MN 9000000 Quality Managemet System Manual Issue 14 1

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ISO9000 - Quality Documentation MN-9000000

Quality Management System Manual

ISO9000 - Quality Documentation MN-9000000

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ISO9000 - Quality Documentation MN-9000000

Valley Industries Ltd is a not-for-profit community based organisation that has

Welcome to the Valley Industries Business Enterprise Centre. Established since

Products and services include:

Nature’s Care Nursery – we stock a comprehensive range of retail and wholesale

The Timber Products Division manufacture sustainable hardwood timber pegs,

ISO9000 - Quality Documentation MN-9000000

Our multidisciplinary team includes;

Our team of health professionals have qualifications, experience, and skills in a

ISO9000 - Quality Documentation MN-9000000

1.2 Application ............................................................................................. 9

3 Terms and Definitions ........................................................................................... 11

4 Context of the organization ................................................................................... 13

4.2 Understanding the needs and expectations of interested parties………13

4.3 Determining the Scope of the quality management system……………..14

4.3.2 Services and Goods Provided………………………………….14

4.4 Quality Management System……………………………………………………15

4.4.1 Commitment and Continuous Improvement…………………...15

4.4.4 Quality Cycle of continuous improvement………………….….19

5 Leadership and Organisation……………………………………………………..19

5.1 Leadership and commitment ................................................................ 19

5.1.2 Participant/ Customer Focus ..................................................... 20

5.2 Quality Policy ....................................................................................... 20

5.2.1 Participating in the Quality Policy……………………………………….20

5.3 Organisational roles, responsibilities and authorities…………………………20

ISO9000 - Quality Documentation MN-9000000

5.4 Management Representative ....................................................................... 20

6 Planning for the quality management system ........................................................ 22

6.1 Actions to address risks and opportunities…………………………………22

6.2 Achieving Quality Objectives ....................................................................... 22

6.3 Planning of changers ................................................................................... 23

7.1.2 People - leadership………………………………………………………24

7.1.3 Infrastructure and Resources……………………………………………24

7.1.4 Environment for the operation of processes…………………………..25

7.1.5 Equipment Performance - measurement and traceabiltity…………..26

7.1.6 Organisational knowledge……………………………………………….26

7.2 General Competency Training Assessment………………………………….27

7.2.1 Induction (Form HR005)………………………………………………….27

7.2.2 Skills Development and Training…………………………………………28

7.5 Documented Information………………………………………………………..29

7.5.2 Documentation, Creating and Updating………………………………...29

7.5.3 Control of documented information (PL-9000969)…………………….29

8.1 Operational planning and control……………………………………………..31

8.2 Requirements for products and services……………………………………..31

8.2.1 customer communication………………………………………………….31

ISO9000 - Quality Documentation MN-9000000

8.2.2 Determining Requirements related to products and services…………32

8.2.3 Reviewing Requirements related to products and services……………32

8.3 Design and development of products and services…………………………..32

8.3.2 Design and development planning…………………………………32

8.3.3 Design and development inputs…………………………………..32

8.3.4 Design and development reviews…………………………………..32

8.3.5 Design and development outputs………………………………….33

8.3.6 Design and development changes…………………………………34

8.4 Control of externally provided processes, products, and services……34

8.4.2 Type and Extent of control…………………………………………...34