KENYA FORESTRY RESEARCH INSTITUTE (KEFRI) QUALITY MANUAL KEFRI/QM/MR/002
KENYA FORESTRY RESEARCH INSTITUTE TITLE: QUALITY MANUAL
REFERENCE: KEFRI/QM/MR/002
ISSUE DATE:
TABLE OF CONTENTS 0.1 Mandate ................................................................................................................... 3 1.0 SCOPE .......................................................................................................................... 5 2.0 NORMATIVE REFERENCES ............................................................................... 5 3.0 TERMS AND DEFINITIONS ................................................................................ 5 4.0 QUALITY MANAGEMENT SYSTEMS IN KEFRI......................................... 6 4.1 General requirements ....................................................................................... 6 4.2 Documentation of Quality Management System .................................... 7 5.0 MANAGEMENT RESPONSIBILITY ................................................................ 8 5.1 Management commitment ............................................................................. 8 5.2 Customer focus.................................................................................................... 8 5.3 Quality policy ....................................................................................................... 9 5.4 Planning .................................................................................................................. 9 5.5 Responsibility, authority and communication ....................................... 9 5.6 Management Review ........................................................................................ 11 6.0 RESOURCE MANAGEMENT............................................................................. 11 6.1 Provision of resources ..................................................................................... 11 6.2 Human Resources ............................................................................................. 12 6.3 Infrastructure ..................................................................................................... 12 6.4 Work Environment ........................................................................................... 13 7.0 PRODUCT REALIZATION ................................................................................. 13 7.1 Planning for Product Realization ............................................................... 13 7.2 Customer-Related Processes ........................................................................ 14 7.3 Design and Development ............................................................................... 15 7.4 Purchasing ........................................................................................................... 16 7.5 Production and Product Provision ............................................................ 17 7.6 Control of Monitoring and measuring equipment .............................. 18 8.0 MEASUREMENT, ANALYSIS AND IMPROVEMENT ............................. 18 8.1 General orientation .......................................................................................... 18 8.2 Monitoring and measurement ..................................................................... 19 8.3. Control of nonconforming Product ........................................................... 21 8.4 Analysis of data .................................................................................................. 21 8.5 Improvement ...................................................................................................... 22 Description of interaction of Core processes ....... Error! Bookmark not defined.
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KENYA FORESTRY RESEARCH INSTITUTE TITLE: QUALITY MANUAL
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INTRODUCTION Kenya Forestry Research Institute (KEFRI) was established in 1986 under the Science and Technology Act Cap 250 Laws of Kenya, which was repealed by Science, Technology and Innovation Act No.28 of 2013. 0.1
Mandate KEFRI has the mandate to: a) Conduct research in forestry and allied natural resources; b) Disseminate research findings; and c) Establish partnerships and cooperate with other research organizations and institutions of higher learning in joint research and training.
0.2
Vision A centre of excellence in forestry research for development
0.3
Mission To conduct research and provide information and technologies for sustainable development of forestry and allied natural resources for socio-economic development
0.4
Core Values: Creativity and Innovation Professionalism, Integrity, Teamwork, Clean and Healthy Environment, and Partnership
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KENYA FORESTRY RESEARCH INSTITUTE TITLE: QUALITY MANUAL
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Map Depicting Regional and Sub - centres
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KENYA FORESTRY RESEARCH INSTITUTE TITLE: QUALITY MANUAL
1.0
SCOPE
1.1
General
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The objective of this document is to provide KEFRI with guidelines for the voluntary application of ISO 9001:2008. It covers the entire KEFRI processes and activities that directly or indirectly impact on its Product provision. 1.2
Application The Scope for ISO 9001:2008 certification for KEFRI’s Quality Management System is conduct research in forestry and allied natural resources and dissemination of the research findings in all the regional a sub regional centres across the country. Exclusions: All the requirements in the ISO 9001:2008 are applicable to KEFRI
2.0
NORMATIVE REFERENCES For effective implementation of the Quality Management System at KEFRI, the following normative documents are indispensable: a) ISO 9001:2008 b) ISO 9000:2005 c) KEFRI strategic plan (2013-2018) d) ISO 19011:2002
3.0
TERMS AND DEFINITIONS The terms and definitions given in ISO 9000:2005 applies to this Quality Manual (QM) and any other Quality Management System Document established unless superseded by the following definitions:-
3.1.1 KEFRI Whenever the term “KEFRI” is used it shall mean Kenya Forestry Research Institute. 3.1.2 Top Management This is the Board of Directors led by the Chairman and represented in the day to day operations by the Director and his executive committee team 3.1.3 Customer These include but are not limited to:a) Consumers
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b) Employees c) Partners d) Other stake holders 3.1.4 Process These are sets of interrelated or interacting activities of KEFRI which transform input
elements (policies, resources, customer needs
and
expectations, etc.) into results (i.e. the products provided by KEFRI). 3.1.5 Management Processes These are the activities needed for oversight and governance of KEFRI in order to comply with the applicable legislation, policies and standards. 3.1.6 Core Processes These are activities undertaken in order to achieve the overall mandate of KEFRI. 3.1.7 Product Product is the result of one or several processes performed by KEFRI. Where the word product appears it also means “service” 3.1.8 Quality Management System (QMS) Set of interrelated or interacting elements that allow KEFRI to establish its policies and objectives related to quality, and to achieve those objectives. These include the hardware (equipment), software and the human resources. 4.0
QUALITY MANAGEMENT SYSTEMS IN KEFRI
4.1 4.1.1
General requirements KEFRI has clearly defined functions to which its quality management system applies. These are a) Research and Development b) Finance and Administration
4.1.2
KEFRI has defined its functional operations through the Quality Policy; Quality Manual; and Standard Operating Procedures manual. The Standard Operating Procedures manual comprise of the following sections; a) Mandatory Procedures b) Administration Procedures c) HR procedures VERSION A| REVISION 0 Page 6 of 26
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d) Finance Procedures e) Supply Chain Procedures f) Corporate Affairs and Quality Assurance Procedures g) ICT Management Procedure h) Internal Audit Procedure i) Enterprise Procedure j) Technical Procedures 4.2 Documentation of Quality Management System 4.2.1 Documentation Hierarchy 4.2.1.1The documentation of the QMS is built as a pyramid divided into three levels. 4.2.1.2Level 1: Consists of KEFRI’s default documentation that describes the system and the Processes, policies required to control processes for common observance of the QMS. This quality manual and KEFRI’s quality policy constitutes this level. This Quality Manual adopts a flexible structure for inclusion of other documents applicable to the QMS’s Processes. 4.2.1.3 Level 2: Consists of the standard operation procedures required by ISO 9001:2008 international standard and the ones determined by the Institute to be necessary for the effective planning, operation and control. 4.2.1.4 Level 3: Consists of work instructions and / or records that detail objective evidence of operation of a process or procedures to support KEFRI’s QMS. They are generated from and /or demanded by any of the other two levels. 4.2.2 Quality Manual 4.2.2.1 KEFRI has established this quality manual, which is the overall framework document for the QMS. The manual is modeled along the structure of ISO 9001:2008 standard for ease of interpretation and implementation. 4.2.2.2 The manual contains: a) A description of the scope of
KEFRI ’s QMS (See 1.2 in this
document) b) References to the documented procedures and documents established for the effective application of the QMS (see 4.1.2) c) A description of the interactions of the QMS (see annex 1)
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4.2.2.3The Management Representative (MR) has been delegated the responsibility for the development and maintenance of this QM and the related Standard operating procedures to demonstrate how the processes work in KEFRI. The QM has been authorized by the Director for use and issued by the QMR. 4.2.2.4All documents established for the application of the QMS have been authored and are controlled as described in sub clause 4.2.3 below 4.2.3 Control of Documents The procedure on document control number 1 in section 1 of the SOP manual KEFRI/SOP/MR/003 establishes and defines the controls needed to be applied to all documents within the QMS. 4.2.4 Control of Records The procedure on record control, number2 in section 1 of the SOP manual KEFRI/SOP/MR/003 establishes and defines the controls needed to be applied to all documents within the QMS. 5.0
MANAGEMENT RESPONSIBILITY
5.1
Management commitment KEFRI’s top management demonstrates its commitment to the development and implementation of the QMS and continual improvement of its effectiveness by: a) Establishing, communicating and explaining the Quality Policy to all the staff of KEFRI ; b) Ensuring that quality objectives are established and that these are consistent with the Quality Policy and the customers’ requirements; c) Performing periodic reviews of the QMS through the assessment of KEFRI ’s performance to monitor compliance to the policies and the fulfillment of objectives as part of continual improvement, and d) Ensuring adequate and timely availability of the resources necessary to meet the objectives
5.2
Customer focus KEFRI’s top management ensures that customer requirements are determined and met with the aim of enhancing customer satisfaction. The customer
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expectations for each product are documented in KEFRI’s customer delivery service charter 5.3 Quality policy 5.3.1 The KEFRI ’s Quality Policy sets out its overall intentions and focus with regard to quality and acts as the KEFRI ’s common definition for Quality. The Top Management has expressed its commitment to the QMS through the establishment and communication of a Policy that is appropriate for the purpose of undertaking its mandate. 5.4 Planning 5.4.1 Quality objectives 5.4.1.1 KEFRI’s Quality Policy provides a framework for setting quality objectives. 5.4.1.2 In order to achieve customer satisfaction and continual improvement of performance through the implementation of the QMS, the Top Management ensures that specific quality objectives and targets including those needed to meet the requirement for Products are established at all departments and divisions. 5.4.1.3 Quality objectives are set in relation to various Products offered, which are specific, measurable and are oriented towards specific results. 5.4.2 Quality management system planning 5.4.2.1 KEFRI’s Top Management has established appropriate systems to ensure that the planning for the Quality Management System is carried out in order to meet the desired benefits from the implementation of the QMS whilst taking into account the Quality Objectives. 5.4.2.2Similarly, based on KEFRI’s Quality Policy, the approach and structure to the planning for the QMS is such that when changes/ modifications are to be introduced, such changes/modifications shall ensure that the integrity of the QMS is maintained. 5.5 Responsibility, authority and communication 5.5.1 Responsibility and authority 5.5.1.1KEFRI has defined and communicated all responsibilities, authorities, functions and relationships within its establishment, to ensure the effective implementation of the QMS. VERSION A| REVISION 0 Page 9 of 26
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5.5.1.2In accordance with Science, Technology and Innovation Act No.28 of 2013, the Director is the legally responsible person for all Products provided by KEFRI. The Director has the overall responsibility for the quality of Products provided to all the customers and renders advice to the Board of Directors on the formulation of policies. 5.5.1.3 In addition, the Director is responsible for ensuring KEFRI’s functions are clearly defined. KEFRI’s organogram, which is displayed in strategic places in KEFRI, shows these relationships and authorities. See annex 2 5.5.1.4The Senior Deputy Directors of Research and Development and Finance and Administration departments have responsibility for the operations of their departments and are answerable to the Director. 5.5.2 Management Representative 5.5.2.1 KEFRI’s Top Management has appointed the Deputy Director CA & QA, who irrespective of other duties and responsibilities shall be the Management Representative (QMR). The QMR has been delegated the responsibility and authority to ensure that: a) The QMS processes are established, implemented and maintained; b) Reporting to the Top management on the performance of the QMS and any necessary improvements to be made c) All staff in KEFRI are aware of the customer requirements using the applicable’ service charter; d) Liaising with external parties on QMS matters where appropriate 5.5.3 Internal communication 5.5.3.1KEFRI’s Top Management has established appropriate communication processes within KEFRI, including communication on the effectiveness of QMS. 5.5.3.2Procedure number 1 in corporate procedures section of the SOP manual KEFRI/SOP/MR/003 on communication details the media and channels of communication within KEFRI.
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5.6 Management Review 5.6.1 General 5.6.1.1KEFRI’s Top management represented by Executive Committee shall undertake systematic reviews of QMS at planned intervals of six (6) months to ensure its continued suitability, adequacy and effectiveness. 5.6.1.2The management reviews shall assess opportunities for improvement and evaluate any needs for changes to the QMS, including changes to the Quality Policy and Quality objectives. 5.6.2 Review input 5.6.2.1The management review inputs as contained in clause 5.6.2 of ISO 9001:2008 shall form the agenda items detailed below: a) Results of audits b) Customer feedback c) Process performance and product conformity d) Status of preventive and corrective action e) Follow up action from previous management reviews f) Changes that could affect QMS g) Recommendations for improvement 5.6.3 Review output 5.6.3.1The management review outputs shall include actions to improve the QMS, its processes, the Products (in relation to customer’s needs and requirements), and any resource requirements. The management review outputs shall be as contained in clause 5.6.3 of ISO 9001:2008. 6.0 6.1
RESOURCE MANAGEMENT Provision of resources The top management shall at all times determine and provide the resources necessary for the implementation, maintenance and improvement of the QMS in all activities in order to meet customer requirements and enhance their satisfaction. The resources are in the form of but not limited to: a) Human resources through human resource planning and resourcing; b) Staff Training to ensure competence of personnel performing work;
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c) Physical facilities and infrastructure provision through capital expenditure planning; d) Financial resources through appropriate financial planning and budgeting 6.2 Human Resources 6.2.1 General 6.2.1.1 KEFRI’s top management believes that its Human Resources are its essence. The Institute shall at all times ensure that staff performing work which affects its processes and products are competent for the task(s) assigned to them either on the basis of appropriate education, specialized training, or acquired skills and experience on the job. 6.2.1.2 Records of all staff education, skills, qualifications and experience are maintained and held by the Head of Human Resource in the Personnel files. 6.2.2 Awareness, Training and Competence 6.2.2.1 The Institute shall identify the necessary competency levels and needs of staff performing tasks which significantly affect quality of its Products and make arrangements to provide appropriate training or take other action to satisfy those needs on a continual basis. 6.2.2.2The training provided to staff to meet any awareness and competency level needs shall be undertaken in accordance to KEFRI’s established Training and Development procedure. 6.2.2.3As a general rule, all newly recruited staff receives a general induction and orientation into KEFRI and its activities. This induction is organized by the HR Division. 6.2.2.4Annually the Institute shall undertake an assessment of staff performance, to establish training needs for staff in each functional unit. These staff training needs shall then form the basis for KEFRI’s annual training plan implemented as per the training development procedure 6.3
Infrastructure KEFRI determines, provides and maintains infrastructure needed to achieve conformity to product requirements. These include: a) The buildings, workspaces, occupational environment and associated utilities. VERSION A| REVISION 0 Page 12 of 26
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b) Provision of necessary equipment for performance of work including, but not limited to hardware and software used for effective and efficient performance of work c) Appropriate services (transportation and communication), which include telephone and emails, and normal mail systems and the required support services 6.4 Work Environment 6.4.1 KEFRI has determined and managed the human and physical factors of the work environment needed to achieve Product conformity. 6.4.2 KEFRI takes reasonable efforts to ensure that the work environment is conducive for staff to be motivated, committed, involved and encourages innovation. The work environment includes suitable and visual work places; continued housekeeping; dust and noise reduced environment. 6.4.3 KEFRI manages both human and physical factors of work environment and complies with all applicable regulations
7.0 7.1
PRODUCT REALIZATION Planning for Product Realization
7.1.1
Product realization is the sequence of processes which are needed to provide, deliver and/or achieve the expected Product. The planning for Product realization is undertaken to ensure it meets customers’ requirements and also that it is consistent with the QMS of KEFRI
7.1.2 The planning for Product realization in KEFRI is undertaken at departmental and divisional levels and is documented appropriately in the SOP manual. The following are determined and documented appropriately: a) The quality objectives of the Product (or project whenever applicable) and Product requirements (e.g. timeliness, accuracy e.t.c); b) Process description documentation; c) Verification and validation, monitoring, inspection/test plans and criteria for acceptance; and d) Records for demonstrating confidence of conformity of processes and the Product requirements VERSION A| REVISION 0 Page 13 of 26
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7.2
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Customer-Related Processes
7.2.1 Determination of requirements related to the Product 7.2.1.1KEFRI is committed to meeting its customer’s requirements. KEFRI determines
its
Product
requirements
including
customer
specific
requirements, delivery and availability requirements and any necessary support needs. This includes requirements which may not be stated by the customer but which are necessary for the Product intended or specified. 7.2.1.2Each department has identified to the extent possible the requirements for each Product provided and documented them appropriately in their respective departmental
procedures
manual.
These
requirements
include
the
requirements for Products offered to the internal customers (departmental staff). 7.2.1.3Each department has established and maintained documentation that details: a) The scope and Product requirements, specified/stated and implied by the customer requirements including delivery and post-delivery activities for each Product in form of a register of customer requirement; b) The statutory and regulatory requirements and relevant public Product obligations applicable to the Product documented in the form of a register; c) Any other requirements that may arise from time to time. 7.2.2 Review of requirements related to the Product 7.2.2.1It is KEFRI’s policy that prior to the commencement of any Product (either through a contract or tender or direct orders) requested to be provided to its customers, that a review of the Product requirement is undertaken to clarify and/ or ensure that any differences are resolved and that KEFRI is able to meet these requirements. The output or records of such reviews are maintained as defined/stated in respective departmental procedures manuals. 7.2.2.2Where there are changes to the Product requirements, the respective officer ensures that all pertinent documentation and records are amended and that the changes are made known to all relevant staff involved in the process. 7.2.3 Customer communication 7.2.3.1 KEFRI has identified, established and implemented effective arrangements and procedure for communicating with its customers in relation to information regarding the Product enquiries, contracts and orders (including VERSION A| REVISION 0 Page 14 of 26
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changes and amendments), Communication and Customer complaint procedure. 7.2.3.2In addition, KEFRI’s customers or their respective representatives are provided full cooperation to interact, make visits and hold pertinent discussions, monitor and review performance on the Products requested through various communications media. 7.3
Design and Development
7.3.1 Design and development planning KEFRI undertakes design and development activities for the various Products it provides. The design and development process is typically initiated by the thematic areas. 7.3.1.2KEFRI plans and controls as appropriate the design and/or development of its Products to determine the stages in the design and development processes, to review, verify and validate the activities relevant to each stage and the responsibilities and authorities for the activities. This may include appointment of a multidisciplinary committees or departmental working groups to manage the process. 7.3.1.3In addition, effective communication and clarification of responsibilities are ensured through the managing of the interfaces between the different groups involved. The outputs from design planning are presented to the management for approval and subsequently updated as required as the design or development progresses. 7.3.2 Design and development inputs 7.3.2.1 The Product/product requirements inputs are defined and documented. These include departmental and performance requirements, applicable legal and regulatory requirements, information derived from similar previous designs (where applicable), and any other requirements which are necessary. These inputs are reviewed for adequacy and any incomplete, unclear, ambiguous or conflicting requirements are resolved. 7.3.3 Design and development outputs 7.3.3.1The outputs from the design/ development process are documented in a way that verification against the design/development inputs is possible. All output documents are approved prior to release or launch. VERSION A| REVISION 0 Page 15 of 26
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7.3.4 Design and development review 7.3.4.1Systematic reviews of the design/development are conducted at appropriate stages in order to evaluate the ability of the design/development results to fully satisfy the requirements and to highlight any challenges and agree on follow-up actions. 7.3.4.2The staff involved in these design review includes representatives of those departments concerned with the stage under review. Results of reviews are recorded appropriately. 7.3.5 Design and development verification 7.3.5.1Verification is performed to make certain that the design/development output meets the inputs. Results and subsequent actions are recorded. 7.3.6 Design and development validation 7.3.6.1Validation is performed according to planned arrangements to ascertain that the resultant Product meets the requirements intended. 7.3.6.2 Where applicable this is completed before implementation of the Product delivery to the customer but where this is not practical then partial validation, to the extent it is practicable, is performed. Results of validation and subsequent actions are recorded and maintained. 7.3.7 Control of design and development changes 7.3.7.1The Design/development changes, including evaluation of effects on changes to component parts on Product delivery, are identified, documented and controlled. The changes are validated as required, and approved before being implemented. Results of change reviews and subsequent actions are documented and records kept appropriately. 7.4
Purchasing
7.4.1 Purchasing process 7.4.1.1KEFRI’s procurement processes ensure that process or Products which are procured conform to the public procurement and disposal act of 2005 and regulations thereof of 2006. 7.4.1.2The type and extent of control exercised are according to the aforementioned act. 7.4.1.3KEFRI uses suppliers that are of adequate quality to sustain confidence in the Products it provides. Refer to procurement procedure VERSION A| REVISION 0 Page 16 of 26
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7.4.2 Purchasing information 7.4.2.1Procurement documentation contains adequate information describing the product being purchased, including where appropriate the requirements for the approval or qualification of the product itself, the procedures and processes, equipment and personnel, and QMS requirements. All users ensure that specified requirements contained in the purchasing documents are adequate before they are released. 7.4.3 Verification of purchased product It is KEFRI’s policy to undertake verification of all purchased products on receipt or at the supplier’s premises. The criteria used during inspection shall be dependent on the purchase information provided and products specification documents 7.5
Production and Product Provision
7.5.1 Control of production and Product provision 7.5.1.1KEFRI plans and provides its Products under controlled conditions that include where applicable:a) Use of suitable equipment and technologies; b) Available information on Product requirements e.g. Customer needs c) Availability
of
appropriate
standards
of
Product
and
procedures/instructions d) Implementation of monitoring and measuring activities 7.5.1.2Each department has documented the applicable controls in the department procedures manual 7.5.2 Validation of processes for production and Service provision 7.5.2.1The Product processes whose output cannot be verified by monitoring, including any processes where faults or deficiencies may not become apparent until after the results, are validated. Validation is undertaken to demonstrate the capability of the processes to achieve the required results. 7.5.2.2KEFRI has defined arrangements for validation where validation applies, which include criteria methodologies to be used, what records are needed and any revalidation requirements. This is stated and documented appropriately in the respective department procedures manual 7.5.3 Identification and traceability VERSION A| REVISION 0 Page 17 of 26
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7.5.3.3KEFRI identifies its Product appropriately throughout the process of Product provision by means which are suitable to the Product. The status of the result of Product expected with regard to monitoring and measuring requirements is identified to extent possible or where it is appropriate and documented. 7.5.4 Customer Property 7.5.4.1KEFRI gives due care to customers’ property which include intellectual property and such confidential information while it is under the control of or being used by KEFRI or being incorporated into the Product inputs. 7.5.4.2Customers’ property are identified, verified, protected and/or safeguarded as appropriate. Should any customer property be damaged, lost or used for any other reason, the customer will be contacted and consent requested. This will be recorded and reported to the customer. 7.5.5 Preservation of product KEFRI shall at all times preserve the Products it offers to ensure and promote customer satisfaction. 7.6
Control of Monitoring and measuring equipment
Sara, Rose, Mary and Kamondo to provide
8.0 8.1
MEASUREMENT, ANALYSIS AND IMPROVEMENT General orientation
8.1.1
KEFRI determines appropriate means for monitoring and measuring its quality management system processes, for analyzing the results and for making improvements.
8.1.2
Monitoring and measurements allow KEFRI to demonstrate that the Products it provides consistently meet the needs of its customers, and that its quality management system conforms to all relevant requirements.
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8.1.3 As such, the effectiveness of the quality management system shall be improved continually in accordance with the will of the customers. Monitoring and, where appropriate, measurements relate to the full range of Products provided and the Product provision processes within KEFRI. 8.1.4
Monitoring and measurements also relates to the quality management system processes, including the policies and objectives established, which reflect the priorities of KEFRI.
8.2
Monitoring and measurement
8.2.1 Customer satisfaction 8.2.1.1KEFRI shall monitor and measure the perception of the customer as regards to meeting their requirements. 8.2.1.2The methods used for the monitoring of customer satisfaction shall be selected so as to provide meaningful information regarding customer satisfaction as well as their priorities. This information shall include suitable indicators to demonstrate progress and trends in customer satisfaction. 8.2.1.3 KEFRI shall determine and implement appropriate methods for acting upon the customer satisfaction information, including communicating these results to interested parties. 8.2.1.3 The monitoring and measurement of customer satisfaction shall include a) Direct surveys of customers; b) Focus group meetings e.g. CRACs, Stakeholders, national seed committees, project meetings e.t.c c) Customer hotline records; 8.2.2 Internal audits 8.2.2.1 The internal audit process provides KEFRI with information on the extent to which the quality management system is meeting requirements and its effectiveness in meeting objectives and customer requirements. 8.2.2.2 The top management promotes a proactive internal audit culture. These quality management system audits are distinguished from other internal audits typically performed in KEFRI, such as those which relate to use of public funds. 8.2.2.3 KEFRI shall perform two internal quality audits per financial year at planned intervals based on the relative importance of the various Products, processes VERSION A| REVISION 0 Page 19 of 26
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and functions, as well as any changes and other concerns in the processes and the performance of the quality management system. 8.2.2.4 A documented procedure is established to define the steps involved in the internal audits, including determining the audit methodology, scope and criteria that will be used and the reporting of audit results. 8.2.3 Monitoring and measurement of processes 8.2.3.1 KEFRI has determined suitable ways to monitor its Product provision processes as well as other quality management system processes such as management review, internal audit, document control, e.t.c. This monitoring and measurement has the purpose of determining the extent to which these processes deliver the planned results. The processes that shall be monitored include: a) Public procurement processes; b) Strategic plan, programmes and projects c) Staff development d) technical processes e) internal audits 8.2.3.2 The established process measurements shall relate to the policies and objectives set, and care shall be taken that these measurements are carried out in a proactive manner 8.2.3.3 The results of process monitoring and measurement shall be recorded and used to provide evidence that the Products achieved the planned objectives. Where applicable, process benchmarks shall be considered. 8.2.3.4 When planned results are not met, KEFRI shall take actions through corrections to rectify nonconforming situations and corrective actions for improvement of the processes to avoid recurrence. 8.2.3.5KEFRI shall clearly define any methods used to measure, analyze and act upon the effectiveness of the processes. 8.2.4 Monitoring and measurement of Product 8.2.4.1 KEFRI has established and uses appropriate methods to monitor and measure the resulting Products to ensure conformity with customer requirements. VERSION A| REVISION 0 Page 20 of 26
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These requirements include Commitments through service charter 8.2.4.2 In monitoring to ensure conformance with requirements, KEFRI has established specific mechanisms for all the various Products it provides, such as process checks, minimum compliance indicators, external audits. These measurements relate to the policies and objectives set, as well as any Product specifications and commitments. 8.3.
Control of nonconforming Product
8.3.1 Nonconformity in the Products provided means that one or more requirements have not been met. These requirements may come from the customer, from statutes or regulations, or they may be internal requirements defined by KEFRI. 8.3.2 KEFRI has established a documented procedure indicating: a) Appropriate mechanisms to detect a nonconforming Product; b) Tools for the identification of the nonconforming Product; c) Controls to prevent the non-intentional use or provision of the nonconforming Product; d) Appropriate actions to avoid the nonconforming Product being repeated again. 8.3.3 KEFRI has defined the responsibility and authority for monitoring the effective implementation of this procedure. In the case of a nonconformity directly involving the customer, KEFRI shall provide for: a) Contingency plans b) Development of improvement plans and agendas for subsequent fiscal periods c) Appropriate strategies of conflict management 8.4
Analysis of data
8.4.1 KEFRI shall determine and collect data regarding the performance of the quality management system and its processes, as well as for the Products it provides. 8.4.2 Wherever possible, the data shall be obtained from information systems that already exist within KEFRI. These include: a) Management review data; b) Information received from administrative personnel and the customer; VERSION A| REVISION 0 Page 21 of 26
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c) Review of the product requirements; d) Product performance data; e) Supplier evaluations; f) Satisfaction surveys of customers and other interested parties; g) Results of audits; h) Monitoring and measurement at the beginning, during and at the end of processes; i) Product identification; j) The verification and validation of the methods used for the monitoring and measurement; and k) Information on nonconforming Products. 8.5
Improvement
8.5.1 Continual improvement 8.5.1.1KEFRI shall continually improve its ability to consistently provide conforming Products. This shall be a systematic process improvement through the involvement of all personnel to identify the need for change and establish improvement projects within their scope of activity. 8.5.1.2In cases where there have been changes of responsibilities and authority, the improvement processes shall consider previous initiatives and decisions in order to assure the continuity, effectiveness and efficiency of the Products provided. 8.5.1.3Methods to identify potential improvements shall be based on, but not limited to the following information sources: a) Internal evaluations of the understanding of the quality policy by KEFRI personnel; b) Performance in the achievement of quality objectives; c) Process performance results; d) Inputs from customers and from other interested parties such as, government 8.5.1.4The continual improvement process shall consider any complaints received from customers, the results of quality management system audits and the acceptance criteria of the results. It shall also consider the resource availability required in order that the improvements may come into effect. VERSION A| REVISION 0 Page 22 of 26
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8.5.2 Corrective action 8.5.2.1 KEFRI has a documented procedure for control of corrective
actions
(including the analysis related to the main causes), to assure its effectiveness and to avoid or minimize the recurrence of the nonconformity. 8.5.2.2 The evaluation is designed to identify the main causes before applying the corrective action. Corrective actions shall be applied to reduce, mitigate or eliminate the causes of nonconformities. These include, but are not limited to: a) Nonconforming Products; b) Objectives not met; c) Deviations from KEFRI programmes and plans; d) Unacceptable results from the review, verification, validation and modification of the design and development of KEFRI Product; e) Poor performance rates; f) Complaints of the customer and/or other identified interested parties; g) Unsatisfactory results of audits; and h) Nonconformities identified in the monitoring and measurement of processes and Products of KEFRI. 8.5.2.3The extent of the corrective actions shall take into account the potential risks associated with a reoccurrence of the nonconformity. The corrective actions shall be documented, recorded and properly communicated to ensure their effective implementation. 8.5.3 Preventive action 8.5.3.1KEFRI has a documented procedure for the control of preventive actions. These are actions that usually result from the identification, analysis of the causes and risks associated with potential nonconformities that have not yet occurred. 8.5.3.2Preventive actions shall lead to continual improvements of the quality management system and KEFRI’s processes. 8.5.3.3The actions resulting from the preventive action process shall be documented and Officers in the concerned departments shall be informed. The lessons learnt resulting from the preventive action process shall be reviewed and the concerned departments informed.
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KEFRI ORGANOGRAM BOARD OF DIRECTORS
KEY DD TS
DIRECTOR Institute Directorate/Executive SENIOR DEPUTY DIRECTOR RESEARCH & DEVT.
DD-TS
DD - FPD
DD- SPG
DD-BEM
SENIOR DEPUTY DIRECTOR FINANCE & ADMIN
DD-FIN
DD- FPI
DD-HR
DD-SCM
DD-ADM
REGIONAL DIRECTOR
D - REGIONAL DIRECTOR
BIOMETRIC& RESOURCE ASSESSMENT
ICT
KNOWL EDGE MANAGEMENT
INTERNAL AUDIT
PAT NERSHIP & RES OURCE MOBILIZ ATIO N
LABORATORY COORDINAT
R-COD TS
R-COD FPD
Deputy Director Technical Services FPD Forest Products Development SPG Social Economic, Policy $ Governance BEM Biodiversity & Environment Management FPI Forest Productivity & Improvement SCM Supply Chain Management HR Human Resource ADM Administration D Deputy RCOD Regional Coordinators FIN Finance
ENTERPRISE SERVICES
ION
CORP. AFFAIRS & QUALITY ASS
R-COD SPG
R-COD BEM
R-COD FPI
R-FIN OFFICER
Specialist and technical assistants Support staff
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R-HR OFFICER
R-ADM OFFICER
URANCE
R-SCM OFFICER
Administrative & support service assistants
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Description of the interaction of processes of the QMS
CUSTOMER REQUIREMENTS
Technical Processes Corporate Processes
Enterprise Process
Finance, Administration Processes
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CUSTOMER SATISFACTION
ICT, Procurement, HR Audit Processes
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The Executive Committee having approved the use of this document, I ………………………….…...as the Director do hereby authorize its use. Signed: ………………………Date ……….
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