ISE 527 Team 5 ISO Quality Manual

Robust Rotorcraft Industries
Quality Manual
Photocredit: Lundstrom & Associates Architects
December 9th
, 2014
ISE 527 Team 5:
Katherine Rose Beach
Xiaoting Ren
Shahryar Soha
Zain Bokhari
Christopher Gordon
Fu-Li Lin

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Gardena, California
Title
Quality Manual
Document Number
RRI101
Revision
A
Document Approval
Approval Signature Date
Katherine Beach ELECTRONIC SIGNATURE ON FILE 2014/12/02
Zain Bokhari ELECTRONIC SIGNATURE ON FILE 2014/12/02
Christopher Gordon ELECTRONIC SIGNATURE ON FILE 2014/12/02
Fu-Li Lin ELECTRONIC SIGNATURE ON FILE 2014/12/02
Xiaoting Ren ELECTRONIC SIGNATURE ON FILE 2014/12/02
Shahryar Soha ELECTRONIC SIGNATURE ON FILE 2014/12/02

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Table of Contents
1 Scope ............................................................................................................................................ 5
1.1 General ............................................................................................................................. 5
1.1.1 Mission ............................................................................................................................ 6
1.1.2 Vision .............................................................................................................................. 6
1.1.3 Values ............................................................................................................................. 6
1.2 Applications ........................................................................................................................... 6
2 Normative References ................................................................................................................. 7
3 Terms and Definitions .................................................................................................................. 7
4. Quality Management System ..................................................................................................... 8
4.1 General Requirements .......................................................................................................... 8
4.2 Documentation requirements............................................................................................. 10
4.2.1 General ......................................................................................................................... 10
4.2.2 Quality manual ............................................................................................................. 10
4.2.3 Control of documents ................................................................................................... 10
4.2.4 Control of records ......................................................................................................... 10
5 Management Responsibility ...................................................................................................... 11
5.1 Management Commitment ................................................................................................. 11
5.2 Customer Focus ................................................................................................................... 11
5.3 Quality Policy ....................................................................................................................... 11
5.4 Planning ............................................................................................................................... 12
5.4.1 Quality Objectives ......................................................................................................... 12
5.4.2 Quality management system planning ......................................................................... 13
5.5 Responsibility, authority, and communication ................................................................... 13
5.5.1 Responsibility and authority ......................................................................................... 13
5.5.2 Management Representative ....................................................................................... 14
5.5.3 Internal Communication ............................................................................................... 15
5.6 Management review ........................................................................................................... 15
5.6.1 General ......................................................................................................................... 15
5.6.2 Review Input ................................................................................................................. 15
5.6.3 Review Output .............................................................................................................. 16

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6 Resource management .............................................................................................................. 16
6.1 Provision of resources ......................................................................................................... 16
6.2 Human resources ................................................................................................................ 16
6.2.1 General ......................................................................................................................... 16
6.2.2 Competence, Training and Awareness ......................................................................... 17
6.3 Infrastructure ...................................................................................................................... 18
6.4 Work environment .............................................................................................................. 18
7        Product Realization ........................................................................................................ 19
7.1     Planning of Product Realization ................................................................................. 19
7.2     Customer‐Related Processes ...................................................................................... 20
7.2.1 Determination of Requirements Related to the Product ....................................... 20
7.2.2 Review of Requirements Related to the Product ................................................... 21
7.2.3 Customer Communication ...................................................................................... 21
7.3     Design and Development ........................................................................................... 22
7.3.1 Design and Development Planning ......................................................................... 22
7.3.2 Design and Development Inputs ............................................................................. 22
7.3.3 Design and Development Outputs .......................................................................... 23
7.3.4 Design and Development Review ........................................................................... 23
7.3.5 Design and Development Verification .................................................................... 24
7.3.6 Design and Development Validation ...................................................................... 24
7.3.7 Control of Design and Development Changes ........................................................ 24
7.4     Purchasing .................................................................................................................. 25
7.4.1 Purchasing Process ................................................................................................. 25
7.4.2 Purchasing Information .......................................................................................... 25
7.4.3 Verification of Purchased Product .......................................................................... 26
7.5 Production and Service Provision ....................................................................................... 26
7.5.1 Control of Production and Service Provision ................................................................ 26
7.5.2 Validation of Processes for Production and Service Provision ..................................... 27
7.5.3 Identification and Traceability ...................................................................................... 27
7.5.4 Customer Property ....................................................................................................... 27
7.5.5 Preservation of Product ................................................................................................ 28

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7.6 Control of Monitoring and Measuring Equipment ............................................................. 28
8 Measurement, Analysis and Improvement ............................................................................... 29
8.1 General ................................................................................................................................ 29
8.2 Monitoring and Measurement ............................................................................................ 29
8.2.1 Customer Satisfaction ................................................................................................... 29
8.2.2 Internal Audit ................................................................................................................ 29
8.2.3 Monitoring and Measurement of Processes ................................................................ 30
8.2.4 Monitoring and Measurement of Product ................................................................... 30
8.3 Control of Nonconforming Product .................................................................................... 30
8.4 Analysis of Data ................................................................................................................... 31
8.5 Improvement  ..................................................................................................................... 31
8.5.1 Continual Improvement ............................................................................................... 31
8.5.2 Corrective Action .......................................................................................................... 31
8.5.3 Preventive Action ......................................................................................................... 32
APPENDIX A: ASSOCIATED FORMS ................................................................................................ 33

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1 Scope
Our engineering firm, Robust Rotorcraft Industries (RRI), was incepted as a startup
design organization and primarily funded by USC alumni, family, and friends interested in
artisanal projects that demonstrate Trojan pride and commitment to quality. We decided to focus
our attention on paper helicopters and their complementary release systems, because they are
unique displays of innovation and creativity.
Our founding team consists of six talented USC Viterbi engineers with experience in
detail-oriented, hands-on projects. We have devoted ourselves to researching and developing
high quality stylish paper helicopters with a competitive advantage in current markets. Since the
paper helicopter market keeps thriving, we at Robust Rotorcraft Industries are striving to
introduce our products to the customers and expand our business in the near future.
We hope to create a product that can find a special place in your home. A Flight-On!
helicopter should be within an arm’s reach, ready for deployment then launch. The graceful
flight that follows should be the highlight of your next Thanksgiving family get-together.
1.1 General
Moving forward, our goal is to provide the highest quality paper helicopters and release
systems available for our current market of USC clients, USC-affiliated parties and their
associated networks. We will utilize social media platforms to expand our brand to national and
international customers. In extension, our financial team will weigh the pros and cons of
investments in foreign markets and potentially deploying production units overseas. Our
company’s plan is to start selling 20 paper helicopters in the first month of operations, and grow
linearly every subsequent month. Along this trajectory, we will hopefully reach our target of
1,000 helicopters in our first year of business. Our goal is to achieve “3-sigma performance” by
maintaining a high standard in customer sales. We are confident that our company can reach this
level of performance with our organizational expertise and innovative product design. RRI
believes our specialized, artisan-handcrafted paper helicopters will differentiate us from our
competition and drive the Flight-On brand forward.
Our business currently targets the toy helicopter market by offering a competitive price
without compromising on quality. Ultimately, we want our loyal customers to be satisfied with
their purchase. Our potential market will include elementary aged kids in the United States from
grades K-5. In 2012, there were 24.5 million students of this age group in the United States. Of
these 24.5 million students, many will not require a paper helicopter for their current curriculum.
If even 1/10 of these students want or need a paper helicopter, we will have an available market

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of 2.45 million students. Even with a market share of 5%, we could potentially sell to 122,500
students.
We project high sales potential, because more schools will be promoting STEM in
elementary school. President Obama has mandated an increase in government programs to
support science and technology, and has created the Committee on STEM Education. Together,
they have created the STEM Innovation Proposal, which includes $170 million in funding to
increase and sustain youth engagement in STEM. Because of this national push to encourage
young students to pursue math and science, we predict the market will continue to grow.
1.1.1 Mission
Our mission is to design, test, sell, and distribute effective, lightweight, durable, and
profitable Flight-On! helicopters (with appropriate launcher systems and packaging); resulting in
a finished product, with negligible defects, optimized airborne time, sentimental value, and a
commitment to quality.
1.1.2 Vision
Our vision is for our finished product to reach a growing audience of Flight-On
aficionados willing to invest in our future product lines and corporate stock. To further this
effort, we want our fans to use social media to let their friends know about our product, its
environmentally friendly packaging and its 3-sigma performance to heighten demand for
subsequent Flight-On! designs and redesigns.
1.1.3 Values
Our corporate culture at RRI is best defined as cooperative, interdependent, and results-
oriented. Our team of engineers strives to achieve greatness in product design, development,
testing, sales and distribution of our Flight-On! products to our esteemed clientele. Our
operations are open to peer-review, optimization, and innovative training initiatives.
1.2 Applications
Robust Rotorcraft Industries has effectively created a product line which will conform to
all specifications and requirements that our prospective customers would like to see in a quality
paper helicopter. Every Flight-On! is created by a USC expert, meaning each product goes
through necessary due diligence. Our company will also be providing a launch system with every
paper helicopter. (This easy-to-assemble add-on will allow users to reliably launch and
seamlessly track the flight trajectory of a Flight-On! unit.) We believe this service will further
separate us from the rest of the market. Regarding the design of the product, we will carefully
adhere to certain standards. These requirements include: a helicopter mass of less than 30 grams,
a flight duration between 2 and 10 seconds when dropped from a height of 5 feet, and a landing
point within 1 foot of a desired target. Therefore, Flight-On will last 20 flights while still meeting
the above performance specifications. Our completed product includes durable packaging
ensuring that the customer will receive both the helicopter and the launch system in perfect
condition.

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2 Normative References
The following referenced quality manual was utilized as a guideline for indexing, structure,
organization, and content-based integrity for RRI’s quality manual.
ISO 9000:2008
3 Terms and Definitions
Robust Rotorcraft Industries (RRI): Engineering firm overseeing operations of Flight-On!
projects.
Flight-On!: RRI product (helicopter, launcher system, and packaging).
Launcher System: Elements that when assembled can effectively launch Flight-On!
Board of Directors: Founding members of RRI with management positions associated with
significant operations facets of the company
Company operations: Product financing, product marketing, product planning, product
designing, product testing, product quality control, product packaging, product sales, product
delivery, product returns, product feedback
Human Resources Manager (Zain Bokhari): This individual is responsible for assigning tasks
and micromanaging human resources at all stages of company operations. This includes, but is
not limited to, initial hiring and selection of engineers, promotion of engineers, maintaining
corporate values, reviewing employee and customer feedback, etc.
Financial Manager (Fu-Li Lin): This individual is responsible for documenting, tracking and
allocating finances at all stages of company operations. This includes, but is not limited to, initial
investment record creation, investor outreach, corporate stock and tax management, document
control with updated records, sales estimates, salary estimates, and pricing estimates, and
marketing costs, etc.
Marketing Manager (Shahryar Soha): This individual is responsible for marketing products using
radio, print, online, and social media resources at early stages of company operations: product
marketing, product planning. This includes, but is not limited to, mapping out marketing costs,
distributing marketing resources, attending community outreach events, appearing at USC
marketing events, etc.
Manufacturing Manager (Katie Rose Beach): This individual is responsible for manufacturing
procedures at intermediate stages of company operations: product designing, product planning,
product testing, product packaging, and product delivery. This includes, but is not limited to,
approving process maps of company operations, approving final designs for production and
distribution, overseeing production and testing procedures, ensuring quality delivery of products,
etc.

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Figure 1. The Quality Management System of Robust Rotorcraft Industries
The Quality Management System shall
● beestablished based upon the mission, vision and value of Robust Rotorcraft Industries and
adhere with these central philosophies,
● determine a business strategy to extend what its mission and vision intend to achieve,
● define customer requirements based on the business strategy,
● design a production process which produces products that meet the customer requirements,
● monitor and control product quality through reliable validation test to ensure the achievement
of critical specifications,
● build a trustworthy delivery process to comprehend the product service thoroughly,
● develop customer feedback mechanism to collect customer satisfaction result derived from
the entire service process,
● continue to improve and revise the business strategy to best satisfy the customer,
● apply quality tools, which include Potential Failure Mode & Effect Analysis, Quality
Function Deployment, and Statistical Process Control, to build base as the fundamental for
the entire management system.

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4.2 Documentation requirements
4.2.1 General
The Quality Management System includes:
● Robust Rotorcraft Industries quality policy with documented statements and quality
objectives,
● Robust Rotorcraft Industries Quality Manual,
● product and service process procedures and records required by the standards,
● documents, including records and files describing the planning, operation and control of the
processes.
4.2.2 Quality manual
Robust Rotorcraft Industries provides the Quality Manual, which describes the quality
management system in detail. The content of the Quality Manual is comprised of:
● the scope of the Quality Management System
● the documented procedures built for the Quality Management System
● the description of interaction between the processes of the Quality Management System
The maintenance of the change and review record of Quality Manual is detailed in the Appendix
A: form 4221.
4.2.3 Control of documents
Robust Rotorcraft Industries has established a system to manage documents. The purpose
of this system is to:
● approve documents for adequacy prior to issue
● review and update documents if necessary
● identify the changes in the current revision status of documents
● ensure to update relevant versions of applicable documents
● keep documents legible and readily identifiable
● ensure to control obsolete documents to prevent the unintended use
● identify and control external documents
The detailed procedure of the control of documents is included in the Appendix A: form 4231.
4.2.4 Control of records
Robust Rotorcraft Industries has been collecting and maintaining records as evidence of
conformity to requirements and of the effective operation of the quality management system.
RRI has also established a documented procedure to define the controls needed for the
identification, storage, protection, retrieval, retention and disposition of records.
The detailed procedure of the control of records is included in the Appendix A: form 4241.

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5 Management Responsibility
5.1 Management Commitment
The Flight On! executive management is committed to developing and producing quality
paper helicopter products. In order to continually improve quality effectiveness, top
management will implement a quality management system. These steps will be established and
maintained by the QC Manager, Christopher Gordon, but will be supported by all members of
the management team. The Flight On! Management Team’s commitment to continually
improving quality will be evidenced in the following action plans:
 communicating to the org how important it is to meet all requirements for:
o customer
o regulations
o statutory
 establish quality policy
 ensure that quality objectives are established
 conduct management reviews
 ensure the availability of resources
5.2 Customer Focus
Customer satisfaction is a top priority at Flight On! and top management ensures that
customer all customer requirements are determined through market research and feedback. We
aim to enhance customer satisfaction by delivering an ever improving product. Each Flight-On!
Helicopter is rigorously tested to ensure that all key characteristics will be achieved in each and
every single product. These key characteristics include the weight of the helicopter, the flight
duration, the survival rate, the distance between the drop point and the target, accurate assembly,
and that all parts are placed inside the shipping box. In an effort to constantly enhance customer
satisfaction, external and internal customer will be surveyed every quarter. All customers will be
invited to complete a survey in exchange for a 15% off coupon. Their responses will be
tabulated, analyzed, and saved in the company database. This will allow top management to
quickly respond to the ever evolving customer requirements.
5.3 Quality Policy
The top management at Flight On! is committed to continuously improving the quality of
the organization, through the implementation of a quality policy. After establishing the quality
framework, the quality objectives will be reviewed on a quarterly basis. Top management will
hold a strategic planning meeting to track progress and determine where we want to be in the
coming months. Part of this strategic planning meeting is confirming that we comply with all
requirements and addressing the effectiveness of the quality management system and areas for
improvement. The current quality policy will be reviewed for continuing suitability and
communicated with the rest of the organization through notices and training.

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Quality will be reviewed through every stage of the manufacturing process. Each
material, including the paper and paper clips, will be inspected upon procurement to verify that it
meets with the requirements. The initial shipment will be judged on appearance and condition to
provide a baseline for later inspections. Results from all inspections will be tabulated and sent to
an advisory board for further review. During the manufacturing and assembly of the helicopters,
quality will be maintained through weekly training sessions for both new and experienced
employees. The purpose of these workshops is to encourage creativity, mistake-proofing, and
learning. Assemblers’ techniques will be evaluated and improved to reduce the Flight On!
production speed while minimizing errors. The Quality Control Manager will attend these
sessions and record artisans’ ideas on how the Flight On! can be modified in future builds. He
will also record data on manufacturing times, manufacturing steps, and manufacturing precision.
We want to know if there is any variation from artisan to artisan and if there can be
improvements. After each workshop, the QC Manager will present any findings to the advisory
board, so they can continually improve the effectiveness of the quality management system. In
terms of packaging requirements, specialists will test the cushioning and damage resistance of
the boxes. The specialist will also record the contents of each package on the server. A liaison
has been appointed to work with the delivery service, and he will maintain the tracking
information for packages and work customer service for deliveries.
All employees are required to complete quality training, so that the entire organization
understands our commitment to quality. The training will be regulated by the human resources
department, so that top management can verify that all training modules are up to date and that
employees have completed all applicable modules. Audits will be performed to verify that
employees are correctly trained and are adhering to manufacturing processes.
5.4 Planning
5.4.1 Quality Objectives
The quality objectives implemented by Flight On! Executive management will facilitate
conformance to both customer and regulatory requirements, as well as aid in the deployment and
improvement of the quality management system. These objectives are measurable so that the
metrics can be reviewed on a quarterly basis for areas of improvement. They are also consistent
with the quality policy as described in Section 5.3.
 Consistently meet or exceed the requirements and expectations of our customers
 Actively Pursue ever improving quality through controlled processes
 Implement and Track Employee Training and Development
 Reduce non-conformances on the Flight On! Helicopter Assembly line from 15% to 5%
 Obtain 95% on time deliveries
 Improve profitability and customer value
 Obtain and maintain ISO 9000 Registration by January 5, 2015

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5.4.2 Quality management system planning
Quality Management System Planning is essential to the organization’s success in
satisfying customers. Top management will create an action plan to guide employees in the
quality policies as they evolve and change. As stated in Section 5.3 Top management shall hold
quarterly strategic planning meetings. The Quality Management system planning shall ensure
that:
 The QMS Plan will meet the requirements outlined in section 4.1 as well as the quality
objectives.
 The QMS will be maintained and updated quarterly to reflect any changes that have been
planned or implemented.
5.5 Responsibility, authority, and communication
5.5.1 Responsibility and authority
Top management, which includes the Flight On! board of directors, is comprised of the
Flight On! CEO and the managers of the following departments: Manufacturing, Sales,
Marketing, Human Resources, Quality Control, and Finances. The responsibilities of these
functional roles are described in the table below.

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Functional Roles and Responsibilities
Functional Role Responsibilities
Manufacturing
Manager
 Planning Daily Activities
 Sequencing and Assigning work, Selecting proper equipment
and materials to meet or exceed customer requirements
 Deployment of lean manufacturing techniques
 Develop metrics, review and interpret data
Sales Manager  Direct the distribution of products to customers
 Establish sales regions, quotas, and goals
 Develop strategies for efficient operation of the sales team
 Meet and exceed sales targets
Marketing Manager  Set up focus groups to improve company products
 Develop pricing strategies
 Connect customers with products via social media
HR Manager  Implement human resource policies
 Educate employees by facilitating training and development
programs
 Implement talent acquisition process to attract and retain high
performing talent
QC Manager  Oversees the evaluation of the finished product for quality and
reliability
 Establish procedures for maintaining high standards of quality
 Organize companywide quality improvement efforts
 Implement and Maintain company quality system
Financial Manager  Produce financial reports, cash-flow statements and profit
projections
 Develop strategies for long-term financial goals
 Providing and interpreting financial information
 Research factors influencing business performance
5.5.2 Management Representative
Christopher Gordon, our Manager of Quality Control has been appointed as the
responsible authority for the quality management system. In addition to his responsibilities as
Quality control manager, Christopher will ensure the following:
 Processes needed for the quality management system are established, implemented and
maintained

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 Performance of the quality management system and any necessary areas of improvement
shall be reported to top management.
 The promotion of awareness of customer requirements throughout the organization.
5.5.3 Internal Communication
Formal communication regarding the Quality Management System will occur quarterly.
These meetings will discuss the effectiveness of the quality management system. Top
management is not limited to communicating during these regularly scheduled meetings. We
encourage open lines of communication throughout the company and foster respect for one
another’s opinions. In addition to the quarterly meetings, the organization will also participate in
the following:
 Management Review Meetings
 Department Staff Meetings
 All Hands Meetings
 Internal Audits
In each of these meetings attendance will be taken, meeting minutes will be sent out, and
action items will be documented.
5.6 Management review
5.6.1 General
Flight On! executive management will hold quarterly Quality Management Reviews to
guarantee the continuing suitability, adequacy, and effectiveness of the quality management
system. During these reviews, management will assess the information outlined in the Review
Input, Section 5.6.2, and Review Output, Section 5.6.3, to determine opportunities for
improvement. This information will also be reviewed for any necessary changes in the quality
management system, including the quality policy and the quality objectives. The Management
Reviews will be documented using form 513, included in the appendix, and will be saved on the
server for future use.
5.6.2 Review Input
The input to the Quality Management Review shall include, but is not limited to the
following information. This information shall be recorded in Form 513: Management Review
Input/Output.
 Audit Results
 Feedback from Customers
 Performance of Processes and Product Compliance to Specifications

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 Preventative/Corrective Action Status
 Action Item Follow Up from Previous Management Reviews
 Changes Affecting the Quality Management System
 Improvement Recommendations
5.6.3 Review Output
The output to the Quality Management Review shall include, but is not limited to the
following information. This information shall be recorded in Form 513: Management Review
Input/Output. Output items will be assigned to the responsible functional business role for
implementation and completion.
 Quality Management System Effectiveness and Process Improvement
 Customer Requirement Driven Product Improvements
 Resources Needed
Related Documents
Appendix A: Form 513: Management Review Input/Output
6 Resource management
6.1 Provision of resources
Robust Rotorcraft Industries (RRI) is committed to achieving full customer satisfaction
through an effective quality management system. Implementing and maintaining such a quality
management system requires qualified resources such as a dedicated human resource department,
high quality infrastructure and a professional work environment. RRI’s goal is to provide
sufficient resources and develop maintenance plans in order to provide, maintain and improve
the required resources.
6.2 Human resources
6.2.1 General
The unique nature of the RRI’s final product, which is a handcrafted helicopter, requires
personnel to perform flawlessly. Each employee can affect the product’s performance which
represents the company’s overall quality. That is the reason why sufficient education, training,
skills and experience are needed in order to satisfy all product requirements. RRI is committed to

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ensure the personnel’s competency by having selective employment system and continued
training.
6.2.2 Competence, Training and Awareness
Robust Rotorcraft Industries has developed a protocol to ensure personnel’s competency
a) Any open position in the company shall be advertised through appropriate job
related websites and newspapers. A sufficient job description, detailed requirements and
minimum qualifications shall be included in the job ad. The application has to be filled and
submitted online.
b) All candidates will be selected based on their level of experience and education.
The position will be filled by performing two interviews, one by the relevant work section and
the other by human resource department. Candidates will be evaluated by the level of their
technical competency, commitment and determination.
c) After the employment procedure, in the first three months of work, a
comprehensive amount of training shall be provided for the new employee. This training
consists of both technical and ethical issues. At the end of this period, the new employee will be
able to perform the basic job functions in a satisfying way, and he will also realize the
importance of his activity and his influence on the company’s overall performance.
d) Periodic training sessions also will be provided for all employees in order to keep
the personnel up-to-date with the latest changes. By participating in these sessions employees
gain more knowledge of their own field of work, as well as other sections’ field of work, which
can help them gain a broader understanding of the company’s functions.
e) Employees are required to take periodic tests based on their job field in order to
evaluate the training session’s effectiveness. In case ones performance doesn’t satisfy the
relevant department, extra individual training sessions will be provided.
f) RRI maintains an appropriate database of all employees and their level of
competency as well as other factors.

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6.3 Infrastructure
The RRI team will continuously work on determining the necessary infrastructure needed
for the processes, as well as developing maintenance plans in order to maintain the desired level
of quality. The company’s main facility is in Gardena, California, which will house all
operations. There are periodic maintenance plans for repairing and improving the facility as
needed. The company also possesses the necessary process equipment. Each piece of equipment
must perform within certain limits of precision, which means developing calibration plans and
repair plans will be necessary. Maintenance plans for both the equipment and the facility will be
conducted by the manufacturing manager, and the result will be reviewed by all RRI team
members.
In order to make internal and external communication and data exchange as easy and as
fast as possible, appropriate Management Information Systems have been configured and
implemented. RRI has decided to buy the SAP ERP system designed for small businesses in
order to avoid any error or delay in communication. Periodic reports will be taken out of this
system in order to assess the company’s overall performance.
6.4 Work environment
The main substance in producing helicopters at RRI is paper, which requires a special
work environment. High temperature and high humidity can damage both the raw material and
the final product. RRI’s plan is to measure and manage the work environment on a daily basis in
order to maintain the product’s quality, in turn, leading to customer’s satisfaction. The
manufacturing manager responsible for all maintenance will check the humidity and the
temperature of the work environment 3 times per shift.
RRI is also committed to providing a safe work environment for all employees. It has
been decided to control the facility’s safety and cleanness by developing a 5S approach which
can help the employees manage the facilities safely, as well as making the work processes more
efficient. There will be special training classes for all employees in order to introduce and clarify
the principles of 5S and the steps to conduct 5S in our facility.

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RRI will work to enhance the efficiency as well as the safety of its workplaces by regular
activities such as classifying and cleaning through 5s. In order to confirm the 5s principles are
being followed thoroughly in all departments, all quality control managers shall observe and
control each employee’s performances regarding 5s.
7 Product Realization
Product realization describes the effort that Robust Rotorcraft Industries has set forth in
order innovate, create, and deliver the paper helicopters to the customers as well as adhere to
QMS. To ensure that product realization is accomplished with the guidelines set forth earlier,
metrics must be recognized, calculated, and verified for in depth analysis.
7.1 Planning of Product Realization
In terms of quality objectives and requirements for the product, the team has mandatory
rules for each helicopter that we create. We require the following characteristics for each
product:
 The weight of the helicopter must be 15 grams, with a tolerance of 0.5 grams
 The flight duration must be 4 seconds, with a tolerance of 0.5 seconds
 The number of survivals per helicopter must be 25 instances, with a tolerance of 1 instance

20
 The distance between the drop point and the target must be 0.4 feet, with a tolerance of 0.2
feet
 The assembly process per product must have a success rate of 100%, ensuring quality
products
As a result of these requirements, documentation must be taken to ensure that each
characteristic is fulfilled. This documentation can be found in the form RRI-45, contained in the
Appendix of this manual.
With the introduction of any product, the marketing team, the quality control team, and
the manufacturing team must verify that the product meets the specifications we listed earlier.
Multiple tests will be conducted within the company before considering the product for further
manufacturing.
7.2 Customer-Related Processes
7.2.1 Determination of Requirements Related to the Product
In regards to requirements specified by the customer, we were able to reach out to
potential customers and get some insight on what features they would want from our product.
This process involved bringing in potential customers to our facility and getting their input. We
were also able to offer surveys, which allowed us to focus in on certain characteristics of our
products. The customers listed the following:
 The helicopter mass must be less than 30 grams
 The helicopter should be comprised of one or more parts
 The helicopter must be hand-crafted
 The complete delivered product must include the helicopter, the launch system, and
packaging
 The helicopter would drop within 1 foot of a target
 The flight duration would be between 2 and 10 seconds
 The helicopter must survive at least 20 flights
 The product must have a minimal standard deviation for its flight time
With these requirements in mind, the team at RRI wanted to ensure we would capture any other
additional requirements. We determined it would be most suitable to define these requirements
during our creative processes, as we develop a better sense of what our product should include.
This would be influenced by the planning stages for product realization, as described in Section
7.1.

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7.2.2 Review of Requirements Related to the Product
Once we have collected all of the requirements provided by both external and internal
customers, top management will review the appropriateness of each requirement. This will
involve a formal process and require a meeting of the executives. This meeting will be a crucial
step toward the production of our helicopter, and without careful deliberation, there is potential
that we could provide a product that customers would not desire. This would ultimately hurt our
company greatly and cause immediate reevaluation. Within this meeting, the following topics
will be discussed:
 All executives must come to an agreement on which requirements are relevant to our
product. Within this definition of requirements, an order of priority must also be established.
This will give the company guidance on what our primary goals are during production. With
this prioritization, we can better align our business to achieve such goals.
 Any differences between updated requirements must be reviewed appropriately, with the
executives reviewing the new information appropriately. If necessary, an additional
requirements review will be held in order to address such issues. Within this additional
meeting, documents must be amended and associated personnel will be notified of the
modifications in the requirements.
 Finally, the executives must come to a consensus regarding the capability of the company.
They must all agree upon the idea that RRI can fulfill the requirements that are outlined in
section 7.2.1.
 Any major outcomes or calls to action within these meetings must be documented
appropriately using form 722. Within this form, there will be clear notification when this
meeting took place, in the case of a second meeting.
7.2.3 Customer Communication
In order to determine the most effective methods of communicating with external
customers, the Marketing team at RRI has conducted research and used benchmarking to observe
strategies from other companies. Based off this, the team was able to devise the following
strategies for each of our key areas:
 For product information, we will announce a press release through our website which will
inform customers of the changes in product information. This information will also be
emailed to customers who have provided such information to our website.
 For inquiries, we will offer a customer service line which will be available 24 hours a day, 7
days a week. This will require customer service centers to be established in other parts of the
world, so that we can satisfy this availability. We will also offer a form on our website that
customers can fill out. We will then contact them through either email or phone and answer
their questions directly.
 For customer feedback, we will include a short survey form with each one of our products.
Customers will then have the option to fill it out and mail it to our company free of charge. If
the customer provides us their email, we can also send them a link to an online survey, where
they can provide their comments and complaints. The customer service line would also be
able to support this aspect.

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7.3 Design and Development
Design and Development is an integral process within Product Realization. At this stage,
our requirements determined in Section 7.2.2 come to fruition. The team translates these ideas
into specifications for our product, detailing what our product will be and how it will fulfill the
determined requirements. As requirements are altered and added to our product, the departments
responsible must maintain appropriate documentation to account for such changes.
7.3.1 Design and Development Planning
In order to properly execute design and development, these processes must be planned
appropriately. Along with this planning, quality control shall determine how to best control these
processes to maintain consistency and promote high quality. The design and development stages
are the following:
 Collection of data relevant to placed requirements
 Ordering of raw materials
 Initial construction of product
 Revisions of design to improve alignment with specifications
 Finals construction of product
 Quality check of products to ensure lack of defects
 Shipment and delivery of final product to the customer
Each of these stages are crucial in that we must always innovate and improve our
processes. With these in mind, there must be appropriate review, verification, and validation for
each of these stages. Failure to ensure that each stage is checked may result in a deficiency in
quality aspects. This review, verification, and validation process will take place at the end of our
manufacturing process. Those involved with quality control will verify that each product adheres
to our specifications and is acceptable to send to our customers. In relation to shipment and
delivery, our products will be verified by those responsible for the transportation.
Our manufacturing and quality control departments will be responsible for maintaining
the design specifications that will be determined within this phase. Manufacturing will ensure
that each product has a design that will fulfill our set specifications. The quality control
department will maintain any associated documentation necessary in regards to design and
development. With any changes for design and development, the product must be retested and
validated before we can make the product available to the external customer.
7.3.2 Design and Development Inputs
Inputs relating to the determined product requirements will be defined within the scope of
the Design and Development plan. All inputs will be reviewed to verify that they will fulfill the

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requirements. Any inputs that may appear to be unclear will be resolved in a timely manner. The
quality control department will be responsible for reviewing these inputs.
Inputs would include the following:
 Functional requirements
 Performance requirements
 Additional information from prior similar products
 Special packaging requirements
 Environmental and safety requirements applicable to the disposal of materials, recycling, and
potential safety hazards that may exist
 Additional requirements
Any additional requirements must be presented to the executive board for approval. The design
inputs will maintained as a quality record using the form 732.
7.3.3 Design and Development Outputs
Outputs relating to Design and Development must be properly recorded in adherence
with the planning phase in Section 7.3.1. All outputs must be compared to the inputs that are
documented in the form 732. These outputs must be approved prior to release to the public.
The outputs would include the following:
 Proper documentation that verifies functional and performance requirements have been met
 Evidence related to prior products is made available to the involved departments
 Documentation that regulations for our product have been met
 Documentation for purchasing, production and services
 Confirmation that we are adhering to environmental and safety standards
 Any additional documentation as deemed necessary
7.3.4 Design and Development Review
The review process is a critical procedure within the entire product realization process.
Effective review will ensure that we are delivering a quality product to the public. In other
words, the review process will assure the company that we are fulfilling all of the requirements
developed. The quality control department will be responsible for this review process. However,
representatives from the manufacturing department may also assist with each review. Each
design review requires that a full record of meetings be maintained using the form 734.
The design review process includes:

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 Confirm that all identified requirements have proper documentation and have been properly
approved
 Every feature of the design can successfully fulfill the requirements
 If any problems should arise, top management from quality control and manufacturing will
handle the matter in a timely manner
The design review process can be adjusted, depending on the scope of work that is involved. It is
imperative that we review our design and development to ensure our product has top quality.
7.3.5 Design and Development Verification
As the process for product realization gets closer to completion, it is crucial that the
company verifies our final product has fulfilled all requirements and specifications determined
during the planning phase and modified throughout. All verification practices are conducted with
the intention of ensuring that the outputs of the design and development process achieve the
input requirements. Form 735 will be used during this process for proper documentation and to
ensure there is proper approval before this process can move onto the validation step.
7.3.6 Design and Development Validation
As the process for product realization gets closer to completion, it is crucial that the
company validates our final product has fulfilled all requirements and specifications determined
during the planning phase in Section 7.3.1 and modified throughout. All verification practices are
conducted with the intention of ensuring that the resulting product and its associated design can
achieve the input requirements. This validation must take place before any delivery or
implementation takes place. Form 736 will be used during this process for proper documentation
and to ensure there is proper approval before product realization can be considered complete.
7.3.7 Control of Design and Development Changes
The company must adhere to a particular protocol in cases of any proposal to change any
aspect of the design and development phase. A proposal to change must be submitted properly to
the Review Committee. This committee will comprise of top personnel from the quality control
and manufacturing divisions within our company, since these divisions are directly associated
with the processes in design and development.
Within this committee, the proposals will be presented and the committee will determine how the
proposed change would affect the associated processes as well as the final product. Meetings for
the Review Committee can take place at any stage that is deemed appropriate. Notes will be
maintained for each meeting to keep record of any proposed change, the committee’s thoughts,
and ultimately whether or not the proposal was approved.

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All committee members will be required to fill out form 737 upon completion of each meeting.
This form will document the key points from the meeting and the ultimate result for the proposal.
7.4 Purchasing
7.4.1 Purchasing Process
The purchasing process for RRI is formalized and based off our experiences with other
similar companies. It is required that all steps of the purchasing process are appropriately
documented, in case of any auditing that may take place. The purchasing process is as follows:
 Once we have defined our specific requirements, we must determine the scope of work that is
required to fulfill these requirements. Once we have an appropriate scope of work, we can
then determine the types of industries we can observe to procure this product.
 After determining the potential suppliers, we must get verification from them that they have
the capacity and time to provide us with such work. If this is not possible, we can reach out
to other companies that will satisfy these conditions.
 We will then send out a request for a quote on the work we are requiring, along with the
appropriate documents necessary for the work. These documents would include drawings,
specifications, and other similar information. Each respective supplier would create their
quote based on this provided information and then send it to us within a certain time frame.
 Once we have received a quote from each supplier of interest, we can next evaluate each
supplier side by side. The form for this supplier evaluation can be found as form 741.
 After evaluating each supplier in relation to each other, the team will determine which
vendor can fulfill our requirements best. This vendor will be notified that they were selected,
and this will result in an agreement to purchase.
This is the typical process we would use to determine who we should be purchasing from.
There may be instances where we will need emergency purchases, in which case we would have
to follow a quicker process. This process would be similar to the aforementioned process. This
process would also involve routine inspections for verification that we are receiving a quality
product. If there is a notable downward trend in quality, then we will reevaluate our existing
supplier and search for other options.
7.4.2 Purchasing Information
During any transaction between RRI and a supplier, the following information must be
provided along with the product information:

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 Requirements for product approval
 Requirements for procedures and processes in creating the product
 Requirements for equipment used in the making of the product
 Description of personnel that will be involved with the processes for the product
 Information regarding the quality management system in place
Failure to provide any of this information may result in a cancellation of a purchase. Repeated
offenses may result in a cancellation of a contract, resulting in another purchasing process to take
place.
7.4.3 Verification of Purchased Product
As mentioned in section 7.4.1, routine inspections will be conducted to verify the quality
of the products we get from our chosen supplier. The supplier will be notified of this, in order to
ensure that we receive high quality products from them. The supplier will also be informed of
our methods for verification, which will confirm that all standards are being met. If some
products fail to meet the requirements that we have set forth, the supplier will be sent a warning
regarding their failure to meet quality. If there are repeat offenses, action will be taken regarding
our status with the supplier.
Sample testing will be the main practice for our verification process, an appropriate
method that will spot check the products we receive. If needed, RRI will provide the associated
documents for our verification practices.
7.5 Production and Service Provision
7.5.1 Control of Production and Service Provision
All production processes will be controlled as per Section 4.1 and Section 7.1. The
quality plan includes controls for production and service activities. Controlled conditions shall
include:
 What is being made as per information describing the characteristics of the product
 How it has to be made and in what sequence as explained in the available work instructions
 When it has to be made as per schedule
 What production equipment to use
 What monitoring and measurement devices to use
 What to inspect and when
 When the product will be released and delivered
 What services to provide after delivery
 What is required to be documented

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The quality plans will be reviewed when needed, at a minimum quarterly, for changes in
product specifications or process parameters. All information will be documented and available
for all to access. In addition, process control documents will be made available prior to
production including work instructions and inspection instructions. Performance indicators shall
be tracked and documented in order to help reduce variation and improve production processes.
7.5.2 Validation of Processes for Production and Service Provision
Validation shall be required for any product that cannot be verified without damage or
destruction. The deficiencies will not become apparent until the product has been used or
delivered. The quality of these products shall be verified through capability studies, which will
demonstrate Flight On!’s ability to meet planned results. The validation procedures shall be
documented and records will be maintained to prove our capabilities during audits. Any changes
will be approved by a Validation Review Board. They will also determine whether the process
must be revalidated. Quality plans will include validation controls used to achieve capable and
consistent processes. The necessary arrangements for the following processes shall be defined in
the quality plans:
 Specific production and testing methods
 Qualification of equipment and materials
 Verification of personnel competency
 Defined criteria for review and approval of the processes
 Documentation Requirements
 Revalidation, when mandated by Validation Review Board
Process validation documentation will be recorded using form 752: Validation Review Checklist
and maintained on the server to ensure quality products and services.
7.5.3 Identification and Traceability
RRI offers the highest in quality when it comes to product realization from order input to
product delivery. Our engineers thoroughly identify if each component of our helicopters,
launcher systems, and packaging meets our esteemed standards. To maintain traceability in our
records, each part that we design and/or utilize is branded a specific seven-digit serial number
based on its function. The first three digits of the serial number will signify the order number, the
fourth digit will be the part class, and the last three digits will signify the part index. (This
information can be found in form 753).
7.5.4 Customer Property
RRI values our customers and their property and information. We seek to use provided
logistics to meet our customers’ demands, requirements, and requests with utmost expediency

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while maintaining necessary security and prevention of identity theft and fraud (as seen in form
754). In the event that provided logistics are inadequate or deemed unsuitable use, our team of
experts with act swiftly to work with our customers to rectify the issue. In the event of
missing/damaged information or property, RRI will take note in our records of the issue, order
the appropriate replacement, and contact the department responsible to undergo an internal
quality review.
7.5.5 Preservation of Product
RRI maintains integrity in entire product and individual part preservation to ensure our
customers receive the best possible product conforming to optimal specifications. Our
preservation process includes the aforementioned order identification and traceability quality
measure, internal design reviews based on past customer feedback requests, appropriate handling
of the product to ensure safe transport during manufacturing processes, effective packaging of
products to minimize damage from externalities, and secure storage locations to prevent
misplacement or damage to completed deliverables waiting to be shipped.
7.6 Control of Monitoring and Measuring Equipment
Robust Rotorcraft Industries is committed to minimize the non-conformities within
organization by establishing standards for Controlling the measurement and monitoring
equipment. The quality Control department is responsible for defining suitable measurement
systems, controlling and monitoring the system’s effectiveness and updating the system as
needed.
In order to maintain the product’s performance through minimizing the dimensional
variation, steel made models are being used as samples which are made with high precision using
milling machines. The product shall be compared with the sample through the assembly period.
Samples’ accuracy should be assessed twice a day at the beginning and end of working shifts by
the Quality Control department. All samples have their unique ID and label, after each daily
assessment, the results should be recorded and documented. Samples should always be kept in
special boxed bought from the proving company to be protected from environment and physical
damages. Non precise samples shall be gathered and sent back to the milling company to
recalibrate. If the quality engineer finds non-conformity in a sample at the end of the working
shift, he shall notify the manufacturing manager. Affected products shall be retested with new
sample in order to prevent external complaints.
Another measurement device which requires inspection and controlling is the stop watch.
The stopwatch is being used by RRI in order to assess the helicopters flight duration. The
stopwatch has to be tested every time before usage. The operator shall determine the precision of
the equipment by comparing the result with another stopwatch. In this calibration method the
operator holds two stopwatches in his hands and starts them at the same time. After a few
seconds he will stop both of them and compare the results. If there is any nonconformity, he will
exchange one stopwatch with another and repeat the experiment. He shall continue this process

29
to identify the non-precise stopwatch. All stopwatches have their unique ID and all information
regarding their performance shall be recorded and documented. Stopwatches should be always
kept at a non-humid environment and be protected from physical damage. Faulty stopwatches
shall be gathered and sent to the provider in order to be recalibrated.
8 Measurement, Analysis and Improvement
8.1 General
Robust Rotorcraft shall take all the necessary steps to ensure that the customers receive
the best paper helicopters, meeting all quality requirements. To achieve this target, Robust
Rotorcraft quality plans are used to implement the monitoring, improvement, measuring, and
analysis of processes that:
 Prove conformity to service and customer requirements
 Prove conformity of the quality management system
 Ensure continuous improvement of the quality management system
This process would include the identification of all applicable and appropriate methods, as well
as statistical techniques.  
8.2 Monitoring and Measurement
8.2.1 Customer Satisfaction
Customer satisfaction is our top priority at Robust Rotorcraft and is a key performance
metric in both design and service. Robust Rotorcraft shall incorporate customer inputs into the
design and engineering of the product to ensure customer requirements are not just met, but
exceeded. The methods of determining customer satisfaction include: customer surveys,
warranty claims, business sales analysis, and customer complaints/compliments.
8.2.2 Internal Audit - documented procedure (form 8221), audit results (form 8222)
Internal quality system audits are conducted to ensure that Robust Rotorcraft quality
system complies with specified requirements and is implemented effectively. Robust Rotorcraft
will conduct internal audits at every 4 months to ensure the quality management system
a) Is in alignment with the requirements of the International Standard and Robust
Rotorcraft’s quality management requirements
b) Is being used effectively and continually
An audit program will be implemented in target focused process areas. The scope,
frequency, and methods of audit are established in the Internal Audit procedure. The auditor

30
shall maintain impartiality during the audit process, and auditors will not audit their own work. It
is required that at least one audit member has completed the necessary audit training.
All internal audit results are submitted and reviewed to the personnel having
responsibility in the area audited. The area being audited shall have corrective actions
established, which can be implemented immediately to extinguish any detected nonconformities
found in the audit. The results of the internal audits shall be documented and maintained.
8.2.3 Monitoring and Measurement of Processes 
Robust Rotorcraft processes are continually monitored and measured to ensure that
customer requirements are met in every aspect. The processes are monitored to ensure their
intended purpose is still being used correctly and effectively. When planned results are not
achieved, correction and corrective action is taken to ensure conformity of the product.
Each department is responsible for selecting the methods of monitoring and measuring of
the planned process results. All employees can give any suggestion regarding new techniques
for monitoring and measurement of the quality management system processes. Measurement
quality includes accuracy, cost reduction, and reliability.
8.2.4 Monitoring and Measurement of Product - (form 824)
Robust Rotorcraft monitors and measures all characteristics of the paper helicopters and
production tools to ensure all requirements have been satisfied. This is done by calibration of
equipment, inspection of tools, and random test sampling of product at separate points in
production. Inspection results are documented and records must indicate the authorizing person
who is in charge of releasing products. If a product or equipment fails inspection, the actions
defined in the correction procedures are followed and nonconformities are noted. The
unqualified material is not to be used until it has passed the appropriate inspections.
8.3 Control of Nonconforming Product - (form 831)
Robust Rotorcraft ensures that if any service or part is suspected of being non-
conforming, it will be noted and prevented from the manufacturing environment and placed in
inspection area to be decided if it should be fixed, reworked to disposal. Only after the
inspection is passed, will the part(s) be returned back to the manufacturing environment. Robust
Rotorcraft has processes that will define the control of nonconforming product procedures. We
follow appropriate actions that address the potential effects of nonconformity when it is
identified post installation. These documents are included in the form 831 and deal with the
identification, documentation, evaluation, and disposition.
To ensure the nonconformity, control of nonconforming service report is addressed and
does not affect the rest of the manufacturing and assembly processes.

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8.4 Analysis of Data
Robust Rotorcraft is in charge of collecting and analyzing data to gauge the effectiveness
of quality management system and determine root causes of quality and customer satisfaction
variance. The data is collected from sources that will be determined. Robust Rotorcraft will
maintain data from customers based on feedback return rate, as well as customer satisfaction.
The error and defects of product is also an important data source to improve the quality. Data
analysis will provide data from:
a) Customer Satisfaction
b) Conformity to Quality Standard
c) Supplier Relationship
d) Manufacturing defects
e) Conformity to Customer Requirements
f) Identification of the characteristics and trends of quality performance
8.5 Improvement 
8.5.1 Continual Improvement
Robust Rotorcraft will continually work to improve the quality and effectiveness of both
their products, services, as well as the quality management system. The methods for continually
improving include: analysis of data, quality audits, corrective and preventative actions,
employees satisfaction, quality standard and constantly searching for new industry trends and
technology. Each employee shall get trained in each month to improve the skills and efficiency.
Process audits will be implemented every four months to ensure that all of the processes are
carried out with high efficiency.
8.5.2 Corrective Action - documented procedure (form 8521), corrective action results (form
8522)
Robust Rotorcraft shall take appropriate action to ensure errors and defects do not occur.
Therefore corrective actions are taken to eliminate the nonconformities from the processes.
Robust Rotorcraft established a documented procedure to define requirements for:
 Identifying and reviewing nonconformities
 Determining the causes of nonconformities
 Evaluating the need for action to ensure that nonconformities will not recur
 Determining and implementing the actions needed
 Recording and Analyzing the corrective actions taken to gauge their effectiveness

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8.5.3 Preventive Action
Robust Rotorcraft implements preventative actions to prevent and eliminate potential
sources of nonconformities before their initial occurrence. To determine areas of potential
nonconformities, Robust Rotorcraft conducts several internal and external audits along with
customer complaints to formulate the necessary preventative actions. When a potential or
realized source of nonconformity is found, management shall execute the appropriate action.
These actions are recorded and documented.
Robust Rotorcraft established a documented procedure to define requirements for:
 Identifying potential nonconformities and their causes
 Evaluating the need for preventative actions
 Determining appropriate preventative actions to eliminate the nonconformity
 Recording the results of actions executed
 Analyzing the actions taken to gauge their effectiveness

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APPENDIX A: ASSOCIATED FORMS
Document:
Robust Rotorcraft Industries – Quality
Manual
Revision:
12/02/2014
Page:
30/40
ROBUST ROTOCRAFT INDUSTRIES
TITLE: Quality Manual DATE:12/02/2014
FORM NO: 4221 PAGE NO: 1
CHANGE AND REVIEW RECORDS
The Quality Manual is reviewed semiannually to ensure the accordance with the
quality policy all the time. The following table records the review and change
records of the Quality Manual.
Change/
review
date
Page
number
Purpose Content Owner Manager
signature
Manager
signature
date
Document:
Manual
Revision:
12/02/2014
Page:
30/40

34
PROCEDURE FOR: Control of
documents
DATE:12/02/2014
PURPOSE
Documented procedure is to control document approval prior to issue, review,
update documents, ensure to identify changes and current revision status of
documents, and ensure the up-to-date versions of documents are in use.
SCOPE
This procedure applies to all controlled documents in the quality management
system, and includes the following categories of documents:
 Quality Manual
 procedures
 work instructions
 record formats
RESPONSIBILITY
 It is the responsibility of the document change owner to propose the
change and update the related documents.
 It is the responsibility of the document initial owner to create a new
document.
 It is the responsibility of the Factory Change Control Board to review and
decide the change proposal’s approval or disapproval.
 It is the responsibility of the manager to check and sign for the updated or
new documents and then announce in the public documentation system.
PROCEDURE
The following process map identifies steps used to control documents.

35
Document:
Manual
Revision:
12/02/2014
Page:
30/40
documents
DATE:12/02/2014

36
Document:
Manual
Revision:
12/02/2014
Page:
30/40

37
records
DATE:12/02/2014
PURPOSE
Records are established and maintained to provide evidence of conformity to requirements
and the effective operation of the Quality Management System. The quality records should
be legible, readily identifiable and retrievable. This procedure defines the controls needed for
the identification, storage, protection, retrieval and disposition of records.
SCOPE
This procedure applies to all quality records in the quality management system. The records
are managed at the department level and facility level.
RESPONSIBILITY
 It is the responsibility of the record owner to manage the records.
 It is the responsibility of the manager to review records.
 It is the responsibility of all employees to maintain records in a secured manner.
PROCEDURE
The following procedures define detailed steps of control of records in different categories.
 Control records for identification
 Keep employee identification as the highest classified information
 Record the performance evaluation of employees
 Control records for storage
 Hard copy of records is stored by the owner of the document records and put in
files in order
 Soft copy is stored in the on-line documentation system.
Document:
Revision:
12/02/2014
Page:
30/40

38
Manual
records
DATE:12/02/2014

39
 Control records for protection
 Employee ID is needed to confirm when entering to the documentation
system
 Employees are forbidden to send the classified document records out of
the company
 All the records are stored in a suitable environment to prevent from
deterioration, damage or loss
 Secure and backup records to ensure the availability of records
 Control records for retrieval
 Only employees are allowed to retrieve records
 Employee ID is required to access the online documentation system
 Control records for disposition
 Obsolete records are disposed of by the record owner
 The hardcopy of records for disposition should be completely destroyed
 The electronic files for disposition should be deleted forever

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Management Review Input/Output
Form 513
Project Name Date Submitted
Requested By Date Reply Due
Management Review Input:
No. Deliverable / Item Revised End Date Document
Number
1 Audit Results:
2 Feedback from Customers
3 Process Performance & Product Conformity:
4 Preventative/Corrective Actions Status:
5 Action Item Follow Up from Previous
Management Reviews:
6 Changes Affecting the Quality Management
System:
7 Improvement Recommendations:

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Management Review Output:
No. Deliverable / Item Revised End Date Document
Number
1 Quality Management System Effectiveness and
Process Improvement:
2 Customer Requirement Driven Product
Improvements:
3 Resources Needed:
Project Manager Approval:
Signature Title Date
Attendees:
Name Signature Department Extension

42

Document: Employee skills (Post
Employment)
Date:
Form No: 622a Page No: 1
Personal Information
Employee Name:
Employee
Number:
Phone Number: Education:
Address:
Professional Information
Department: Hire Date:
Work Type: Supervisor:
Individual primary Trainings
Course ID Instructor Date score Passed/Not Passed Note
1
2
3
4
5
Group Training
Course ID Instructor Date score Passed/Not Passed Note
1
2
3
4
5
Originated by: Date:
Reviewed by: Date:
Approved by: Date:

44
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
______________/_____________
Determination of Requirements
Review of Requirements
Document: Planning Product Realization Record
Form No: 711
Date:
Item No: Description:
Page No: 1
Complete By/ Completion DateProcess
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
Monitoring and Contro
______________/_____________
______________/_____________
______________/_____________
______________/_____________
______________/_____________
Design and Development Planning
Design and Development Execution
Design and Development Review
Design and Development Verification
Design and Development Validation
Documentation and Record
Inspection
Final Review
Conformance and Compliance Records
(Additional Process can be added if necessary)

45
No. Yes No Comments
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Question
The requirements are being met
Document: Requirements Review Form Date:
Form No: 722 Page No: 1
Monitoring and Control
All customer needs are satisfied
Requirements do not overlap
There will be a follow up meeting
All requirements are understandable
The requirements are within specified scope
The organization has the ability to meet requirements
(Additional Process can be added if necessary)
Department
Manufacturing
Quality Control
Marketing
Authorized Signature

46
Design Requirement Type
Functional
1
2
3
4
Performance
1
2
3
4
Similar Products
1
2
3
4
Packaging
1
2
3
4
Safety
1
2
3
4
Other
1
2
3
4
Document: Requirements Inputs Date:
Description Comments

47
Responsible Department/Employee
Quality Control
Marketing
Other
Agenda Items
Review of requirements
Review of documentation for requirements
Review of design characteristics
Review design specifications
Measurements
Additional Review Items
Changes, if any
Document: Design and Development Review Date:
Name Signature
Status Comments

48
No. Yes No Comments
1
2
3
4
5
6
7
8
9
10
Document: Design and Development Verification Date:
Have all materials been properly approved?
Is the product in compliance with rules and regulations?
Have all outlined processes been approved?
Question
Have all requirements been properly authorized?
Other
Have all changes been accounted for?
Other
Has the BOM been fully approved?
Are outlined specifications achieved?
Have all inspections been completed?
Department
Manufacturing
Quality Control

49
No. Yes No Comments
1
2
3
4
5
6
7
8
9
10
Document: Design and Development Validation Date:
Is the product functional?
Does the product satisfy specifications?
Are production processes repeatable for customer?
Question
Does this product satisfy the customer requirements?
Are quality records being maintained?
Other
Other
Are there alternate options for production?
Is customer input being accounted for?
Are employees properly trained?
Department
Manufacturing
Quality Control

50
Document: Proposal for Change Request Form Date:
How will this change affect associated processes and the final product?
Please state proposed change and motivation for such change:
Quality Control
Notes from Review Committee Meeting:
Decision for Proposal:
Department Authorized Signature
Manufacturing

51
No.
1
2
3
4
5
6
7
8
9
10
Document: Supplier Evaluation Form Date:
Is the pricing provided by the supplier sensible?
Does the supplier have experience with similar products?
Have we worked with this supplier previously?
Question Grade (1-10)
Is the supplier ISO certified?
Does the supplier have the necessary equipment for production?
Does the supplier have the capability to perform this work?
Has the supplier provided samples and prototypes as needed?
Will the supplier work closely with RRI to resolve any issues?
Can the supplier finish production within the given time frame?
Does the supplier fulfill the necessary rules and regulations?

52
Validation Review Checklist
Form 752
Project Name Date Submitted
Validation Checklist:
No. Deliverable / Item
Document
Numbers
Expected
Completion Date
1 Specific Production and Testing Methods
2 Qualification of Equipment and Materials
3 Verification of Personnel Competency
4 Defined Criteria for Review and Approval of
Processes
5 Documentation Requirements
6 Revalidation

53
Validation Review Board Approval:

54
Order Identification and Traceability
Form 753
Order Number Date Submitted
Prepared By Supervised By
Order Details:
Part
Name
Part Class Part Index Serial Number Document/Revision Number
Quality Review Board Approval:

55
Customer Property Review
Form 754
Order Number Date Submitted
Prepared By Supervised By
Feedback Classification:
Feedback
Type
Missing/Damaged
Property (Y/N?)
Theft/Fraud
Concerns
(Y/N?)
Additional Comments
on Product Condition
and/or Product Quality
Part Serial Number (if
applicable)
Quality Review Board Approval:

57
Internal Audit
Form 8221
PURPOSE
The purpose of the procedure is to describe the internal audit process and to verify the effectiveness of the quality management system processes.
SCOPE
Robust Rotorcraft internal audits are planned, executed, and documented to conform with policies and procedures which determine the
effectiveness of the quality management system by internal employees or external audit consultants. The responsibilities and instructions to
conduct an internal audit are described in this procedure.
APPLICATION
All Robust Rotorcraft employees must follow this procedure.
DEFINITIONS
Internal Audit: A procedure designed to improve and measure the effectiveness of the organizations internal operations. It measures the
effectiveness and adequacy of the quality management system processes by bringing a standard of established procedures.
Internal Auditor(s): qualified individual who conducts an internal audit. The internal auditor carries out the audit yet has no authority over the
processes being audited.
RESPONSIBILITIES
Audit Manager:
· Management and monitoring of audit system metrics.
· Create bi-annual periodic plans and schedules.
· Provide direction to auditors to ensure quality and consistency is uniform through this procedure.
· Confirm internal auditors receive proper training.
· Oversee all aspects of the audit
· Maintain this procedure
Auditee:
· Working with Internal Auditors
· Provide guidelines and information as well as resources to achieve Internal Audit objectives

58
· Perform appropriate corrective actions on any identified nonconformities.
Internal Auditor(s):
· Conducting internal audits in accordance with the International Standards and guidelines from audit committee.
· Produce a draft report and give it to management for review. Final report should include all management comments for the audit
committee.
Management Representative:
· Authorize and approve internal audit schedule
· Review performance of audit system
· Provide feedback on draft internal audit report
· Implement results from internal audit into organizational activities.
PROCEDURE
1. Preparing Audit plan & schedule:
Preparation of the audit plan ensures that each function is audited minimum once in four months. The audit plan should be
issued to the department heads and the auditors well in advance.
2. Preparing for the Audit:
a. The preparation of the audit starts with the issue of a standard checklist and the audit schedule shall be issued to the
auditors in advance.
b. The auditors will co-ordinate with the auditee department heads for fixing up convenient timings for audit. For any
clarification required in this process, the auditors shall seek the help of auditee department heads.
3. Conducting the Audit:
After fixing up the timing for the audit the auditor shall carry out the audit within 8 days of the decided date with the co-
ordination of the auditee department head and auditor. The auditors should observe, examine and record objective evidence for
the compliance with respect to the documented procedures and quality system requirements.
4. Preparation of Audit Observation Report & Non-conformity Report
a. After conducting audit, the auditors shall prepare audit observation report, where each point will be classified either as
observation or nonconformity or potential nonconformity. A copy of the filled audit observation report should be sent to
Manager immediately after completing the audit
b. The Auditors should prepare Nonconformity reports for all the non-conformity observed during the audit.
c. The auditee department head should identify the root cause for the non-conformity observed and take corrective actions to
avoid recurrence of the non-conformities.
5. Closing the Non-conformity Report:
a. On implementing the corrective actions on or before the agreed date, the auditee department head should inform the
auditors immediately.
b. Audits should verify with evidence that the corrective actions are implemented and entered it in the Non conformity report;
the auditors then, shall send their copy to the manager immediately.

59
c. A follow –up audit should be conducted by the auditor after a time period 10-15 days after carried out the corrective
actions, to verify the effectiveness of the corrective actions.
Internal Audit Results
Form 8222
Document INTERNAL AUDIT
RESULTS
Date
Action
Type
Criteria Priority
Finding
Root Cause
Proposed
Action
Due Date Task Assigned
To
Completion
Date
Task Verified
By
Final
Action
Action
Effectivenes
s
Evaluation
Date
Task Verified
By

61
Control of Nonconforming Product
Form 831
Purpose
The Nonconforming product procedure outlines and describes the control of identified nonconforming products. This procedure ensures
identified nonconforming problems are addressed and do not occur again. This procedure ensures products are of a uniform standard quality and
if not can be addressed promptly.
SCOPE
This procedure describes the steps, which must be taken in the case of an identified nonconforming product.
APPLICATION
All Robust Rotorcraft employees must follow this procedure.
DEFINITIONS
Nonconforming Product: a product which is identified as not conforming to established standards of quality and is at risk of causing service
failure, risking customer safety and satisfaction.
RESPONSIBILITIES
Nonconforming Product Identifier:
· Identifies nonconforming products
· Gathers maximum information about issue
Department Manager:
· Instates Nonconforming Products Report
· Awareness of problem and implications
· Communication of product to employees
Corrective Action Owner:
· Establishing Corrective Action Plan
· Executing Corrective Action Plan
· Signs off on nonconforming Products Report
PROCEDURE
1. Identification of Nonconforming Product
a. Product failure is acknowledged and all products affected must be brought to management.
b. Relevant details acquired and documented.
2. Open Nonconforming product Report
a. Document known information

62
b. Notify all involved parties that nonconforming product report has been opened
3. Assign Corrective Action ID number
a. Create Corrective Action Plan
b. Assign responsibilities to respective parties
4. Execute Corrective Action Plan
a. Carry out Corrective Action Plan
b. Evaluate and review Corrective Actions
c. Conform future nonconforming product risk for this product failure has been dissolved
5. Close Nonconforming Product Report
a. Ensure all additional information for Nonconforming Product Report has been gathered
b. Managerial sign off of Nonconforming Product Report

63
Corrective Action
Form 8521
PURPOSE
The purpose of Robust Rotorcraft’s corrective action process is to address any identified nonconformities and systematically resolving the
nonconformities by identifying their root causes. A corrective action plan should remove all root causes of nonconformities and improve service
quality while reducing internal operating costs.
SCOPE
This procedure provides a guideline to be followed when Corrective Action is need.
APPLICATION
· All nonconforming processes and products
· All employees performing processes which have direct impact on service quality.
DEFINITIONS
Corrective Action: An action that addresses an identified nonconformity and identifies the root cause, solution, and implementation of the
solution.
Effectiveness Reviewing: review to be completed after corrective action is completed which determines effectiveness.
Management Review Team: Management representative and representatives from each department include: Finance, Human Resources,
Operations, and Sales.
Preventative Action: Action taken to ensure a process does not fail and operates as effectively as possible.
RESPONSIBILITIES
Department Manager:
· Assigning correct documents and implementation of corrective actions
· Present Corrective Action results to management.
· Oversee Corrective Action Plans to guarantee effectiveness of implementation.
Manager:
· Monthly revision of all corrective action plans implemented.
Corrective action Initiator
· Initiating Corrective Action Plan
· Identify potential root cause of nonconformity.
· Preparing corrective action results
PROCEDURE

64
1. Nonconformity identified in process and corrective action initiated
2. Corrective procedure must be documented by personnel
3. The corrective action and nonconformance is reviewed to:
1. Identify nature of nonconformance
2. Identify potential root causes. I.e. Equipment failure or human error.
4. Potential root cause should be presented to management within 5 days of initialization of corrective action procedure.
5. Quality manager must evaluate the appropriate corrective action plan and present it.
6. After assumption is for potential cause is made, corrective action plan is executed to determine if it is indeed the root cause.
7. If assumption is incorrect, additional potential root cause must be identified. If assumption correct, process continues.
8. Process will be monitored to determine if Corrective Action Plan is extinguishing the nonconformity.
9. Process monitoring activities are documented on Corrective Action form
10. Corrective action taken should be reviewed and discussed in the management review.
12. Corrective action plan documentation is concluded and distributed to appropriate departments.

65
Corrective Action Results
Form 8522

ISE 527 Team 5 ISO Quality Manual

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