Quality Assurance Services, Inc. (QAS) provides quality control services including inspection, sorting, containment, and rework to meet ISO 9001:2008 standards. Its mission is to be a successful supplier committed to continuous improvement, customer satisfaction, and long-term partnerships. QAS inspects non-conforming products using customer requirements and production schedules, containing defects and reworking components as needed. Key metrics include customer concerns, reporting errors, and no bill hours to ensure effectiveness.

1. QUALITY ASSURANCE SERVICES, INC.
Representation
Incoming Quality
Receiving Inspection
Containment
Sort/Inspect
Rework/Repair
Warehousing
Kitting

2. MISSION STATEMENT
Mission:
To be a successful supplier with a commitment to employee development,
customer satisfaction, long-term partnerships, continuous improvement,
growth and profitability. VisionTo be the industry leader in providing world
class quality services through strategic partnerships.
Scope:
Quality Assurance Services, Inc. (QAS) provides quality control systems,
servicing all levels of the supplier base with professional resources for on-site
representation, inspection, sorting, rework, and containment certification
meeting ISO 9001:2008 Standards.

3. CUSTOMER ORIENTATION
1) PROCESS NAME :
Inspection of
non-conforming product
3) INPUTS
- Customer specific requirements
- Lot traceability numbers
- Location specific safety requirements
- Production schedules
- Inspection criteria
7) How Effective?
Measurable Objectives)
Key Measurers
- Customer Concerns resulting in PPM
Goal < 2 DECARS Per Quarter (failed containment)
- Site Reporting Errors
Goal 1 or less Per Quarter Per Location
- No Bill Hours
Goal < 10% of Hours Worked not including RI, Training
- Business Growth (Goal 1.1 Million Gross Revenue for 2015)
- Customer Satifaction
- Audits
4) With What?
Resources / Materials / Equipment
- Gages - not supplied by QAS
- Proper lighting
- Office supplies
- PPE
- Laptop
- Cell Phone
- Camera Optional
2) OUTPUTS
( Customer Satisfaction )
Services provided meet all customer and
organizational requirements with respect to:
- Effective QAS Processes
- Quality of work
- Delivery of Product
- Cost of Services Provided
6) How?
Methods / Procedures / Techniques
- Required customer reporting
- QAS Process Flow charts
- Time Study
- Work instructions, Forms, Tags
- Completed production reports
- On the Job training records
5) With Who?
Responsibility / Skills / Training
- Lead inspector
- Inspectors / Sorters
- Client hourly and salaried employees & managers
- Internal and external training
- Knowledge gained from experience
- Inspects suspect material for known non-
conformities
- Maintains lot traceability
- Meets production delivery requirements
- Reworks or repairs components
- Identifies certified material
- Contains non-comforming materials
- Records daily inspection results
- Reports daily inspection results
- Creates work instructions
- Interfaces with all stakeholders

4. CONTROL OF NONCONFORMING MATERIAL
1. Scope
1.1. To describe a uniform method for the review and disposition of material that does not meet customer requirements, facility requirements,
or other established standards.
2. Definitions
2.1. Nonconforming material – is deemed as any material(s) that are not compliant to prevailing standards or customers requirements.
3. Responsibilities
3.1. All employees are responsible for identifying and reporting nonconforming material at the time it is discovered.
3.2. Appropriate personnel are responsible for insuring documentation is completed for all nonconforming material, and that all
nonconforming material is segregated from regular production material.
3.3. The customer/client is responsible for determining the disposition of rejected material.
4. Work instruction
4.1. All unidentified material is classified as nonconforming and must be rejected.
4.2. Nonconforming material (i.e containers, parts) must be identified with a completed reject sticker. Appropriate personnel shall complete
the reject sticker.
4.3 The reject tag information must be recorded in the production report.
4.4 Following the completion of the re-operation (i.e. re-inspection and sort, rework, etc.), the personnel performing the re-operation applies
a blue QAS sticker with date and initial, if it was already inspected once and has another QAS sticker.
4.5 The Site Supervisor will communicate to the customer the status of nonconforming product if shipped to the customer.
4.6 The customer may request the non-conforming product be used in production under some circumstances. A deviation or equivalent
authorization must be signed by the customer to return rejected material into production.
5. Customer Report/Complaints
5.1. Nonconforming material returned by the customer will immediately be placed in the containment area.

5. PROCESS OVERVIEW
Customer
Requirements
Inspection / Sorting
Not Defined
RequiresValidation
Customer Liaison
Request
for
Quote
Measure
Define
Analyze
Improve
Control
Defined
Meets
Intent
Planning
Validated
by Client
Receive
Materials
Inspect
Product
Contain
Defective
Return
Good
Material
Customer
Request
for
Quote
Meets
Intent Client/LiaisonValidat Execute Report Customer

6. PREVENTIVE ACTION
Scope
This procedure addresses review of opportunities for Preventive Actions, implementation and verification of Preventive Actions.
Definitions
8D– Eight Discipline root cause analysis
Preventive Action - a change implemented to address a weakness in a management system that is not yet responsible for causing a non-conformance
Responsibilities
All employees may report opportunities for Preventive Actions (e.g. Employee Suggestions)
Management review team members should bring opportunities for Preventive Actions to the monthly/quarterly/ or annual meetings for discussion and review by the team
The Director of Quality is responsible for reviewing the effectiveness of Preventive Actions on a regular basis
The Site Supervisor or Site Operations Manager may implement Preventive Actions suggested by employees that affect process or safety concerns, without prior review of the management team with review and approval from the Director of Qu
Work instruction
A report of Preventive Actions taken will be done utilizing the Management Review process.
When opportunities for Preventive Actions are discovered, the Team will assign responsibilities for the completion of the Preventive Action to the appropriate person.
Three major mechanisms of preventive actions should be considered:
Preventing mistakes (defects) from occurring (MISTAKE PROOFING or POKE-YOKE)
Mistake proofing methodologies may be applied to all Corrective Actions to a degree that they will address quality systems and product/process problems encountered and prevent problems associated with risk factors inherent in the pro
product. Documentation of mistake proofing will be included in the 8-D Corrective Action
Where mistakes cannot be poke yoke, a method of detecting them early to prevent them from being passed down the supply chain should be utilized
Where mistakes reoccur, measures to ensure that production automatically stops until the process can be corrected should be implemented to prevent the production of more defects.
Techniques to implement effective prevention may include:
Standards and standard operating procedures.
Use of clear documentation and checklists prior to initiation of work.
Training—for both correct processing and for inspection, detection, and appropriate response.
Control of information to prevent input of defective material or incorrect information.
Poke-yoke mechanisms or procedures for mistake proofing.
Planning prior to initiating a project, and working to plan.
Discipline to insure the application of the above as appropriate.
Records of the Preventive Action Review will be documented in the management review meeting minutes.

7. INSPECTION OF
NON-CONFORMING PRODUCT
1) PROCESS NAME :
Inspection of
non-conforming product
3) INPUTS
- Customer specific requirements
- Lot traceability numbers
- Location specific safety requirements
- Production schedules
- Inspection criteria
7) How Effective?
Measurable Objectives)
Key Measurers
- Customer Concerns resulting in PPM
Goal < 2 DECARS Per Quarter (failed containment)
- Site Reporting Errors
Goal 1 or less Per Quarter Per Location
- No Bill Hours
Goal < 10% of Hours Worked not including RI, Training
- Business Growth (Goal 1.1 Million Gross Revenue for 2015)
- Customer Satifaction
- Audits
4) With What?
Resources / Materials / Equipment
- Gages - not supplied by QAS
- Proper lighting
- Office supplies
- PPE
- Laptop
- Cell Phone
- Camera Optional
2) OUTPUTS
( Customer Satisfaction )
Services provided meet all customer and
organizational requirements with respect to:
- Effective QAS Processes
- Quality of work
- Delivery of Product
- Cost of Services Provided
6) How?
Methods / Procedures / Techniques
- Required customer reporting
- QAS Process Flow charts
- Time Study
- Work instructions, Forms, Tags
- Completed production reports
- On the Job training records
5) With Who?
Responsibility / Skills / Training
- Lead inspector
- Inspectors / Sorters
- Client hourly and salaried employees & managers
- Internal and external training
- Knowledge gained from experience
- Inspects suspect material for known non-
conformities
- Maintains lot traceability
- Meets production delivery requirements
- Reworks or repairs components
- Identifies certified material
- Contains non-comforming materials
- Records daily inspection results
- Reports daily inspection results
- Creates work instructions
- Interfaces with all stakeholders

8. CLIENTS•AGC Automotive
•Arvin Meritor
•Dura Automotive
•Faurecia
•Ficosa
•Ford Motor Co.
•Guardian
•Jing Mei
•Johnson Controls
•O & KTechnologies
•Kongsberg
•Magna Mirrors
•Rochester Metals
•LairdTechnologies
•Perfect Equipment
•Baolong
•Continental
•Cooper Standard
•Decostar Industries
•Douglas Corp.
•Faist Chemtec
•Federal Mogul
•Flex-N-Gate
•Grote Industries
•Harada Industries
•Hi-Lex Corporation
•ITW Deltar
•Kam Plastics
•Magna Composites
•S Group
•Sanyo Automotive
•Trelleborg
•WKW Automotive
•Zeledyne
FORD MOTOR CO.
Michigan Assembly, Wayne Assembly, Dearborn Truck, Louisville Assembly, Kentucky Truck, Kansas City Assembly, Auto Alliance, Oakville Assembly,
Twin Cities Assembly, St. Thomas Assembly, Chicago Assembly, Ohio Truck, and Hermosillio, Mexico
CHRYSLER
Toledo Jeep (North/South), Jefferson North, Windsor Assembly, St. Louis (North/South), Warren Truck, Brampton, CN, Belvidere, and Chrysler Mexico
GM
Orion Assembly, Arlington, TX, Flint, MI and Ft. Wayne Assembly, Lansing, Fairfax, Oshawa, and Cami, CN, GM of Mexico
HONDA
Marysville, OH and Lincoln, AL
KIA
West Point, GA
MERCEDES
Tuscaloosa, AL
BMW
Spartanburg, SC
MOTOR COACH INDUSTRIES
Winnipeg, MB, Canada
GILLIG CORP.
San Francisco, CA
TOYOTA
Cambridge, Canada, Woodstock, Canada, and San Antonio, TX
NASHVILLE GLASS
Nashville, TN
VOLKSWAGEN
Chattanooga, TN

9. THE SOUTH REGIONTEAM
 Lenn Coffey
Regional Site Operations Manager
Cell 256-504-9117
l.coffey@qaservicesinc.com
http://qaservicesinc.com/
 LidiaTurner
Regional Business Manager
Cell 256-282-8055
Office 205-763-1514
Fax 205-763-1521
l.turner@qaservicesinc.com
http://qaservicesinc.com/