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APTECH LIMITED Education Support Services

QUALITY MANUAL

Issued By : Issue Date : 10/11/2015 Issue No.: 1

Effective Date : 10/11/2015

Management Representative Page No. : 1 of 59 Edition No.: 22

Quality Manual

(As per ISO 9001: 2008 Standards)

Manual Number:

Edition No.: 22 Release Date: 10/11/2015 Issued by: Approved by:

________________________ ______________________

Management Representative CEO & Managing Director


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Section 0 CONTENTS

Section Number

Title Page No.

0 CONTENTS 2

1 SCOPE 5

1.2 Application

2 NORMATIVE REFERENCE 6

3 TERMS and DEFINITIONS 7

3.1 Company Profile

3.2 Foreword by Managing Director 13

4 QUALITY MANAGEMENT SYSTEM (title only) 14

4.1 General Requirements

4.2 Documentation Requirements ( title only)

4.2.1 General

4.2.2 Quality Manual

4.2.3 Control of Documents

4.2.4 Control of Records

5 MANAGEMENT RESPONSIBILITY (title only) 36

5.1 Management Commitment

5.2 Customer Focus

5.3 Quality Policy

5.4 Planning (title only)

5.4.1 Quality Objective

5.4.2 Quality Management System Planning

5.5 Responsibility, Authority and Communication (title only)

5.5.1 Responsibility and Authority

5.5.2 Management Representative

5.5.3 Internal Communication

5.6 Management Review (title only)

5.6.1 General

5.6.2 Review Input

5.6.3 Review Output


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6

RESOURCE MANAGEMENT (title only)

45

6.1 Provision of Resources 6.2 Human Resources (title only)

6.2.1 General

6.2.2 Competence, Awareness and Training

6.3 Infrastructure

6.4 Work Environment

7

PRODUCT REALIZATION

7.1 Planning of Product Realization

48

7.2 Customer-related Processes (title only)

7.2.1 Determination of requirements related to the product 7.2.2 Review of requirements related to the product

7.2.3 Customer Communication 7.3 Design and Development (title only)

7.3.1 Design and Development Planning 7.3.2 Design and Development Inputs

7.3.3 Design and Development Outputs

7.3.4 Design and Development Review 7.3.5 Design and Development Verification

7.3.6 Design and Development Validation 7.3.7 Control of Design and Development Changes

7.4 Purchasing (title only)

7.4.1 Purchasing Process 7.4.2 Purchasing Information

7.4.3 Verification of Purchased Product 7.5 Production and Service Provision (title only)

7.5.1 Control of Production and Service Provision

7.5.2 Validation of Processes for Production and Service Provision 7.5.3 Identification and Trace ability

7.5.4 Customer Property 7.5.5 Preservation of Product

7.6 Control of Monitoring and Measuring Equipment


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8

MEASUREMENT, ANALYSIS AND IMPROVEMENT (title only)

54 8.1 General

8.2 Monitoring and Measurement (title only) 8.2.1 Customer satisfaction

8.2.2 Internal Audit 8.2.3 Monitoring and Measurement of Processes

8.2.4 Monitoring and Measurement of Product

8.3 Control of nonconforming Product 8.4 Analysis of data

8.5 Improvement (title only) 8.5.1 Continual Improvement

8.5.2 Corrective Action

8.5.3 Preventive Action


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Section 1

SCOPE

The scope of Quality Management System at Aptech Limited is:

Development, Sales and Delivery of Training solutions to Domestic and International clients.

Aptech Limited is not governed by any industry-specific legislation. However the following laws are applicable to us: UGC Act, FEMA Act, & the Competition Act. The Company abides by all the statutory

and legal requirements. The Legal department takes care of all the legal formalities.

1.2 APPLICATION

Permissible Exclusion

The customer does not supply any product or information that needs to be incorporated in the final design of the Product. Hence requirement of the clause 7.5.4 (Customer Property) is not applicable.


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Section 2

NORMATIVE REFERENCE

The contents of the following normative document

ISO 9001: 2008 Quality Management Systems – Fundamentals and Vocabulary have been made use of while

writing this Quality Manual.


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Section 3 TERMS and DEFINITIONS

Some terms have been defined in this section in order to provide clarity of context in our quality system.

Wherever these terms appear in the text, the following definitions shall apply.

Organization: This term refers to the company i.e., APTECH LIMITED, whose Corporate Office is located at

Mumbai.

The Regional Offices of APTECH LIMITED are located at Bangalore, Chennai, Cochin, Noida, Kolkata and Mumbai.

For domestic network the Sales and Delivery support are provided through the regional offices mentioned above. All other Support & Services like Customer care, Logistics, etc are

provided from the corporate office. For International Operations, all Support & Services are being provided directly from the Corporate Office.

Product: This term refers to the Training programs offered under the auspices of the Organization, at

any of the Centers of APTECH LIMITED or at a suitable venue mutually agreed upon by the

client and Aptech Training solutions.

Programme: This term means the Training Program developed by Aptech Training solutions.

This package normally includes the Program content and deliverables like materials required

for the program, if any.

Customer: Clients for whom Training programs are developed.

Supplier: This pertains to the Logistics cell of Aptech Limited which may be required to provide

materials like handouts or books required for the training program.

Service: This term includes refers to effective delivery of Training as per requirements of the clients of Aptech Training solutions.


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Section 3.1

COMPANY PROFILE

Nature of Business:

Aptech Limited has its Corporate cum Registered Office at:

Aptech House A-65, MIDC

Marol, Andheri (E)

Mumbai – 400 093, India Tel.: +91-22-2827 2300 / 01 Fax: +91-22-2827 2399

Global Support Service Office at:

Aptech Limited 2nd floor, 49 H,

New Haven Enterprise Pvt. Ltd. Compound, Parsi Panchayat Road. Near Champion Seals & Packaging Pvt. Ltd. Andheri (E) Mumbai - 400 069 Tel.: +91-22-4204 0000, Fax: +91-22-4204 0100

Aptech Limited is a leading global learning solution organization, with over 410 employees (termed as Team

Members).

Aptech Limited started off as an independent, listed, board-managed company in 1986 with a focus on IT Services sector. Effective 4th October 2002, the name of the company got changed from Aptech Training

Limited to Aptech Limited. In 1993 Aptech also started training corporates in IT and soft skills, today this activity is done by Training Solutions. In 2004 Aptech realised the potential in proctored testing business and

hived off a division by the name of ATTEST to handle proctored tests across the country. In April 2003,

Aptech Limited acquired SSI Education to become one of the largest IT Training & Services Organisations in India. Keeping in mind the need of the hour and emerging needs of the industry, Aptech in 1990 started

Arena Multimedia and is today know as Arena Animation, it is today one of the largest Animation brands in Asia.

Aptech realised the potential in increase in PCs & Internet connectivity, growth of BPO, telecom, retail,

banking, manufacturing & other industries leading to a demand for people who can set up, maintain &

service PCs & IT systems keep this need in mind Aptech started ‘Hardware & Networking Academy’ in

2007.

To further increase our Market share in Multimedia & Animation space, in 2010 Aptech Acquired MAAC, a competitor to Arena, thus further increasing the market share in order to broaden our horizons from IT &

Animation.

Aptech Acquired Avalon aviation a company operating out of Pune (now known as Aptech Aviation & Hospitality Academy) in order to get into the space of Aviation training. In 2008 Aptech acquired English

First, now known as English Express, a company based out of Bangalore to enter the space of English

language training.


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Principal Customers:

APTECH TRAINING SOLUTIONS recognizes Corporate and Government organizations as our principal

customers for trainings in IT and soft skills.

Major Markets:

APTECH LIMITED is based in Mumbai with a Global Network of over 1000 centers in 40 countries. APTECH LIMITED provides comprehensive range of courses in Information Technology, Animation & Multimedia,

Aviation & Hospitality accredited by recognized Universities.

The retail sales brands of Aptech Limited viz Aptech Computer Education, Arena Animation and

Aptech Aviation & Hospitality Academy are managed out of multiple locations (regional offices) all over the country and from Corporate Office. These locations along with corporate office are responsible for

running Model Centres, providing Marketing, Technical, Academics, and Examinations support to Business

Partners and ensuring Operational and Financial controls across the Network. The technical / academics / examinations support using technology is provided from the Corporate Office.

The delivery of Products and Services to Corporate Customers including State or Central Govt. Institutions is

provided through Training Solutions team situated in regional offices with support from the corporate office.

For overseas centers, all Support & Services are being provided by the Aptech World Wide team directly from the Corporate Office & Global service support office

Employees (termed as Team Members):

APTECH LIMITED has over 400 employees (i.e. Team Members) located in various offices in India. Owing to the nature of the business, the work force at Aptech is young, educated and enthusiastic. Almost 65% of the

Employees are technically qualified with a large proportion holding Master’s degrees or advanced certification in their areas of specialization.

Employees (i.e. Team Members) are located in the Company owned Model Centres, the Regional Offices, and the Corporate Office at Mumbai. There are no bargaining units or unionized employees. The attitude and

willingness to explore and seek challenges makes the key difference for an Aptechite.

Equipment, Facilities and Technologies:

The primary activity of APTECH LIMITED is to Design and Develop courses in areas of Information

Technology, Multimedia and Animation, Aviation and hospitality industry and corporate sector, appropriate for Customer and Market Segments identified through its Content Production – (Technology & Strategic

Planning function) and deliver them through the Training Centres. APTECH LIMITED operates some fully owned Training Centres, which serve as Model Centres for a large network of Franchised Centres that use

the Company’s Brands, Technical Know-How and Support Services to deliver consistent quality of Education,

creating positive reputation by word of mouth.

The Centres have well equipped classrooms, computer practice laboratories and libraries with reference text books, magazines and e-library. The facilities at our Offices are typical of any modern Office –Servers,


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Networks, Desktops and appropriate Software and Productivity tools. APTECH LIMITED uses the latest in IT

technologies in the areas of Internet, Client-Server and Databases, Multimedia, ERP as well as Software Engineering technologies and tools, concurrent with global advancements. Aptech’s internal IT infrastructure

and design is primarily aimed at improving service delivery through better quality of decisions at Regional

and Corporate Offices.

APTECH LIMITED has entered into strategic alliances with software and hardware industry leaders and reputed Universities worldwide. This enables APTECH LIMITED to provide state-of-the-art technologies,

teaching methodologies, and international testing and certifications to the students making them globally productive.

Suppliers:

Suppliers are not critical to the Training solutions business (as they are to manufacturing) since most of the services are developed and delivered from within the Training solutions team. A few material like handouts

or books required for training programs are sourced through the Logistics department of Aptech.

Regulatory Environment:

Aptech Limited is not governed by any industry-specific legislation. However the following laws are applicable

to us: Companies Act, Securities and Exchange Board of India Act, Foreign Exchange Management Act, Consumer Protection Act, Competition Act, UGC Act, SEBI Guidelines for Disclosure & Investor Protection,

Stock Exchange Listing Requirements, Depositories Act, Labour laws etc. The Company abides by the

necessary statutory and legal requirements from time to time. The legal department in the Company ensures compliance with the applicable statutory laws in force and attends to legal matters on behalf of the

Company.

Other Factors:

The functions like Human Resources, Administration, Management Services and Student Development which

comprises of Customer care, Logistics and Quality Audit departments support Training solutions.


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Strength of Aptech:

The Company’s major strength remains in its strong and committed Management Team and its focus on

Customer and Quality.

The Company Leadership has set very clear Mission, Values and an inspiring Vision for all the members of the

organisation.

Mission:

The mission “Empowerment through Technology” gives a sense of purpose in all its endeavors for

offering Training to all classes of industries.

We strongly believe that Training and Education is going to spearhead development globally and no any single individual; company or entity is going to remain untouched by this revolution. We also feel that Aptech

has a key role to play in this revolution by bringing Training within the realms of understanding of every

individual and business and empowering them through education. This ultimately leads to increased productivity and prosperity at Individual, Organizational, Societal, National and at a Global level.

Values & Beliefs

A core set of beliefs & values guide APTECH LIMITED in its operations and evolution of its strategies

Respect for the individual

Fairness & transparency with members

Creating value through consistent superior performance

Exceed customer expectations

A shared destiny approach

Adhere to societal norms, laws and ethos

These values have evolved over the years and implicitly acted as the guiding principle for all the acts and

policies of the organization. The values of the organization are regularly communicated to all its members and adhered to in planning and operations by all senior executives of Aptech. Senior leaders are also

sensitized to the need to correct any deviations at the field level through counseling and demonstration

through action. In addition, initiatives like the Key Result Area (KRA) grid for members, Objective Analysis and Ranking of Members, Alliance reviews with partners, course bridging modules for students and profit

share / award schemes for team members are launched from time to time to reinforce the stated values.


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Vision

To be the preferred Training Solutions provider globally, delivering superior customer service

for performance enhancement, through World-Class Training programs

Communication of Mission, Values & Vision

Mission, Values & Vision are shared by the senior leaders with the members through conduct of open houses. These sessions are used for sharing the Organization’s performance, strategies & goals.

Mission, Values & Vision are sublimely re-in forced during different review meetings through evaluation of contribution of performances & suggestions towards these.


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Section 3.2

FOREWORD by CEO & Managing Director

I firmly believe that the prime mover behind APTECH LIMITED’s current leadership position in the Training &

Education industry has been our relentless pursuit of excellence through innovation and quality.

The truth behind the above is evident in the fact that our Education Support activities conform to ISO 9001:2008 quality standards, which provide the framework for our continuous improvement projects.

We are committed to our customers through our commitment to our values, which act as the guiding

principles in our endeavors.

In this continuous journey towards excellence we rely heavily on our motivated teams at all levels and our

committed Business Partners who continue to inspire us and scale new heights of achievements.

This Quality Manual is the exclusive property of APTECH LIMITED, and shall not be photocopied or

reproduced in any other form without the prior consent in writing from the undersigned.

I have authorized this Quality Manual.

Ninad Karpe CEO & Managing Director


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Section 4

QUALITY MANAGEMENT SYSTEM

4.1 General requirements

Aptech Training Solutions has clearly defined processes towards delivering quality trainings considering the

needs & expectations of its Customers. The processes are categorized into

Sales Processes

Development Processes

Delivery Processes

Organization Processes pervade throughout the Organization at Corporate level, Regional and Center

level. It consists of

Planning

Human Resources

Information & Analysis

Business Processes are the growth engines for the Organization driving the organization towards Customer Satisfaction and Business Results. It consists of

Course Development

Customer Acquisition

Training Delivery

Core Processes of Training Delivery and receiving feedback from participants are done by the trainers.

The Core Processes at Corporate regional Office Level are

Sourcing business

Developing training programs

Facilitating the training programs

Invoicing and collections for Programs executed

The Support Processes are:

Human Resource

Administration

Management Services

Logistics

Customer Care

Internal Quality Audits


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The Top Management provides the resources required for efficient and smooth functioning of the Quality

Management System.

4.2 DOCUMENTATION REQUIREMENTS

4.2.1 GENERAL

Aptech’s Quality System is defined as Organizational Structure, Procedures, Processes and Resources needed to implement quality management.

Responsibility and Authority

Management Representative is responsible for setting up and ensuring implementation of the quality system with the active support of the personnel at all levels of the Organization and is authorized to ensure that the

quality system is being implemented effectively.

Quality System documentation:

Quality System documentation consists of the following:

1. Quality Manual: which is a document stating the Customer Policy and describing the Quality

Management System of the Organization,

by structuring to satisfy the ISO 9001: 2008 Standards

by making reference to Quality System Procedures

2. Quality System Procedures: as explained later in this Section.

3. Work Instructions: as explained later in this Section.

4. Controlled Documents: as explained later in this Section.

5. Quality Records: as explained later in this Section.

Quality System Procedures:

The Quality System Procedures are the specified ways to perform an activity. It documents all the functions

and activities that affect the quality of the service rendered to the clients. The documented procedures and

instructions are detailed in the following manuals:


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The LOGISTICS PROCEDURE MANUAL:

Deals with Printing of Material as required by Training solutions.

The CUSTOMER CARE PROCEDURE MANUAL:

Deals with process of handling and resolving customer grievances, queries, collating student feedback received from centres and providing analysis to the stake holders.

The TRAINING SOLUTION PROCEDURE MANUAL:

Deals with process of converting an enquiry from Corporates including State & Central Govt. institutions in to an Order and process of executing such Orders.

The HR PROCEDURE MANUAL:

Deals with process of recruiting competitive manpower, process of Training and development, process of

performance management and process of separation.

The ADMINISTRATION PROCEDURE MANUAL Deals with process of providing Administration support.

The INTERNAL AUDIT PROCEDURE MANUAL:

Deals with process of monitoring continuous improvement in QMS (DQS) of different functions through

conduct and management of internal audits.

FORMS and FORMATS: The various FORMS to be used have been explained and FORMATS are given in the respective Procedure

Manuals.

Quality Planning:

Quality Planning explains how the requirements for quality will be met, as per the documented system.

Our documented Quality System Procedures explain the various Process Flows, Quality Checkpoints and

Acceptance Criteria, as given in the respective Procedure Manuals.

Work Instructions: Work Instructions are the documents, which define how an activity is performed. At times it is not possible to

give all the minute / micro level detail in the procedure. In such instance the respective departmental Heads at Head Office / Regional Office may issue local work instructions to define how an activity is performed,

based on the Quality System Procedures.

The same are under document control as explained in Section 4.2.3

Controlled Documents:

A Controlled Document is defined as that document in which the data gets changed from time to time with the addition of new data and deletion of outdated / obsolete data. The data / contents of the controlled

document is changed by an authorized personnel only.


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Quality Records:

Quality Record is defined as a document, which is filled with data that does not change. It furnishes objective evidence of activities performed or results achieved.

Master List of Documents:

Master List of Documents comprise of the following:

List of Manuals

List of Work Instructions being followed

List of Controlled Documents

Department Head ensures that a ‘Master list of Documents’ (as applicable) is being maintained clearly

indicating the following factors.

Authorization status of the Issuing & Approving Authority

Effective date

Revision number

The Model of ISO 9001:2008 has been adopted by Training solutions because our Services to our Customers, pass through the following stages as explained below:

Sales

Business is sourced by the sales team of Training solutions by following standard procedures and norms.

Development

We develop Training solutions as per the requirements and training outcomes specified by our customers.

Production

We arrange for delivering the training to our customers with the help of our resources and infrastructure.


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AUTHORITY TO ISSUE & APPROVE QMS (DQS) OF VARIOUS FUNCTIONS

Sr. No. Quality System Manual under ISO – 9001 system

Issuing Authority Approving Authority

1 Quality Manual Management Representative

CEO & MD

2 Logistics Procedure Manual Logistics Head Head Student

Development

3 Training Solutions Procedure Manual Head Training Solutions Head Enterprise Business

4 Customer Care Procedure Manual Customer Care Executive Network , Audits & Customer care Head

5 HR Procedure Manual Manager HR Head HR

6 Administration Procedure Manual Manager Administration Head Administration

7 Internal Audit Procedure Manual Manager - Audits Management

Representative


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4.2.2 QUALITY MANUAL

The Quality Manual explains:

The scope of the quality management system – Ref. Page 5 in this document.

The permissible exclusions – Ref. Page 5 in this document.

The documented procedures established for the quality management system – ref. Individual

procedure manuals, the brief description of each is given in page 25 & 26 , and the interaction between the processes of the quality management system

Edition History of the Quality Manual:

Edition No.

Issue Date

Effective

Date

Reasons for change

1 01.07.’93 01.07.’93 Not applicable. New documented system implemented.

2 19.10.’95 01.11.’95 Total no. of amendments exceeded ten.

3 01.02.’96 15.02.’96 To conform to ISO 1994 Standards.

4

15.10.’96

01.11.’96

Reference to Procedure Numbers of other Procedure

Manuals got changed in view of conforming to 1994 Standards.

Company Name got changed to APTECH LIMITED.

5

15.07.’98

01.08.’98

Quality manuals made common for all the Education

Products of the company.

Changes in organization structure to represent current

policies of the company. Responsibilities for new roles defined.

Responsibility and Authority of existing roles modified in

line with the revised organization structure.

6

15.04.’99

01.05.’99

Contents of the manual being organized clause wise

Quality Policy of the organization redefined.

There are changes in the Organization Structure at

Corporate Office and Regional Office level. Product – Asset International removed from the scope

of the documented system.

Writing of ‘Manual no.’ on individual pages dropped.

Changes in Header and Footer of all pages.

Cross Reference to various procedure numbers removed

from the body of the text and given at the end of manual as an enclosure.

Approving authority signatures on individual pages

dropped.


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Edition

No.

Issue

Date

Effective

Date

Reasons for change

7 01.10.’99 16.10.’99 Changes in Header to depict AT & E (SBU).

Company Profile has been rewritten by giving the current

scenario. Form on Summary of Customer Complaint modified to

incorporate cycle time for closure.

There are changes in the Organization Structure.

Division wise structure is depicted. Responsibility and Authority of key personnel depicted.

Functional Role of Location Head of Aptech Computer

Education has been renamed as Regional Head.

AT & E (SBU) Head is the Approving Authority of the

documented Quality System.

8

21.01.02

28.01.02

Changes in Organization Structure specific to certification

Removal of SBU

Revamped process of recording complaints & analysis of

the same Summary of Customer Complaints removed

Change from Quality Policy to Customer Policy

Change in Mission / Vision / Values

Removal of ASSET from Section 2.1

Updation in number of centers and Employees

Introduction of Divisional Management Representative

role

Removal of Assistant Management Representative role.

Removal of Quality Steering Committee

Introduction of EBC

Manual made specific to Aptech Computer Education and

Arena Multimedia Changes in Standards from 1994 to 2008

Change in the name of company from Aptech Limited to

Aptech Training Limited, and back to Aptech Limited

The business operations divided into two SBUs of IT

Education and Arena Multimedia

9 30.08.02

02.09.02 Technical / Academics support improved through

technology, and the operations are being moved to the Corporate office at Mumbai

The focus of the Regional / Zonal offices is being

changed to Sales and Placements

10 11.12.03 18.12.03 Changes in Organization structure

Inclusion of SSI brand under Aptech

Quality Planning for QMS included

Change in Customer / Quality Policy

Company level Quality objectives changed

Authority w.r.t. Quality changed for different levels

Institutional sales process added

Retail sales process shown separate from marketing


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Operations & Systems audit process added

Current practice of reviews documented.

11

01-06-04 01-06-04 Changes in the organization structure Company level quality objectives changed.

Sales & Placement manuals merged in to one manual

Separate Sales & Placement Manual for Arena

Separate Marketing Manual for Arena

Separate Marketing Manual for ACE/SSI

Separate Marketing Manual for International

12 01-06-05 01-06-05 Design Head & Head Project & Research this role has

been merged into Head – Content Production Vision 2004 milestones achieved documented

Organization Structure updated

Head Marketing & Corporate Communications role

removed

Head Operation role redefined to Education Delivery

Control & Quality Printing of Question papers, procedure removed

Divisional / zonal structure changed to functional

ACE / ARENA Sales & Placement Manual merged as one

ACE / ARENA Marketing Manual merged as one

SSI manual made separate for Sales & Placement

13

01-06.06 01-06-06 Updating of industry specific legislation applicable

Bhubneshwar region removed , and Baroda region added

Registered office tel. Fax nos.updated

No of employees updated

Presence in number of countries and centres updated

Institutional sales rechristened to Training solutions

Research & Development centres changes to Content

Production – Learning solutions function

Activities done in 2005 in line with Vision updated

Marketing and Sales Manual of ACE / ARENA / SSI made

common

Availability of DQS on site updated, removed Cd based

DQS Data storage , replaced “floppies” with “server”

Customer Policy objective changed to Quality objectives

Head Sales & Placement – common for ACE / ARENA /

SSI

Organization Structure updated

Corporate communications guidelines updated

Critical success factors replaced with Productivity

Parameters

14 01.07.07 01.07.07 Issue & Effective dates changed from 01/06/06 to

01/07/07, Issue No. changed from 2 to 1 and Edition No.

changed from 13 to 14

Suitable changes made throughout the manual to remove

SSI brand name which has been discontinued w.e.f.


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January 1, 2007

In Section 3, under definition of organization the words

‘and has two Brands viz., Aptech Computer Education

and Arena – Multimedia’ have been discarded. The paragraph under ‘Other Factors’ on page 10 has

been updated to reflect the current status as defined by

the Content Development dept. Replaced ‘IT’ with ‘Training and Education’ under

description of Mission.

Address of Registered office changed from Elite Auto

House to Aptech House office. Added the address of Global support service office at

Champion Seals compound.

Included details of services provided from the Global

support service office in the manual wherever applicable.

‘Shared Destiny’ under Values & Beliefs changed to ‘A

shared destiny approach’ Vision statement changed from “To be the preferred

“Global Learning Solutions Provider”, through world-class

processes, that enhances customer performance” to “To be the preferred Learning Solutions partner globally,

delivering superior customer service for performance enhancement, through World-Class processes”

Included a list of activities completed in 2006 towards our

vision in becoming a world class organization

‘Content Production Procedure Manual’ changed to

‘Learning Services Manual’ Issuing authorities of Sales & Placement Procedure

manuals, Domestic as well as International, changed to

Global Retail Head Issuing authority of Network Procedure manual changed

to Network & Audit Head

Approving authority for Systems Audit manual changed to

Network & Audit Head

Deleted the following points:

o For regional offices, the same is provided through CDs and loaded in the server if N/w is available

o If DQS is provided through CD, the user needs to open the “index.html” file, which will open an HTML

page (HOME PAGE). Updated Quality Objectives with current data

Added ‘Customer care’ under EDCQ function

Organisation chart updated to include Avalon Academy

and Synergetics

‘Heads of Sales & Placement (ACE, ARENA &

International)’ changed to ‘Global Retail Head’ where ever

applicable. Roles / Responsibilities and Authorities of Academic


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Heads of Individual Brands changed to Roles /

Responsibilities and Authorities of TAHs, RAHs and AH as

per the restructuring of roles and responsibilities in the Academics dept.

The two points under section 5.6.1 i.e. ‘Weekly Sales Review is done by reviewing the various Weekly Reports received from functional heads/ department heads.’ and ‘Weekly Review with Supporting functions (EDCQ, HR, Management Services & Information Systems) to monitor the progress made by them w.r.t. action plans decided during monthly operations review.’ have been removed from the responsibilities of CEO & MD.

Added the following under section 5.6.1: o ‘Reviews conducted by Functional Heads are

grouped under the following:

o Weekly Reviews are carried out by the Functional Heads for their respective departments to monitor

the progress made by the HODs w.r.t. action plans decided during monthly operations review.’

Faculty Approval process has been updated to reflect the

current process.

Paragraph and process on ‘Kernel (Currently for ACE

brand centers)’ discarded Paragraph and process on ‘Cream Student Tracking

(Currently for ACE brand Centres)’ discarded

Added a Paragraph and process on ‘Resolving Technical

Queries‘ instead of the above two processes. Added a Paragraph and process on ‘Enhanced Centre

Automation System (eCAS)’

Added a Paragraph and process on ‘Faculty Training’

Added ‘Overall responsible for Customer Care Department

functioning’ under Role & Responsibility of Management

Representative

15 01.06.08 01.06.08 Page 9 , Number of employees updated

Page15,activites that supported our vision of becoming

a world-class organization for 2007 updated

Page 45, changed SSI to Ace

Page 46, organisation structure included N-Power &

Internet Services Page 48 & 49 Responsibility & Authority of Global Retail

head updated

Page 50,Responsibility & Authority of EDCQ Head

updated

Page 52,included N-Power , Attest & Avalon

Added a paragraph on ‘Portal’ under ‘Upload of MCCRs’.

Added ‘Use of Faculty Model’ under ‘Role of Territory

Academic Head’. Details of Faculty Model added under section 1.16 of the


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Quality Plan.

Page No. 8 – Aptech Computer Education – No. of students

trained updated to 5 million.

16 01.06.09 01.06.09 Addition of Avalon Academy in Manual

Pages 8 & 9 - Updation of number of employees

Page 16 – Activities that supported our vision of

becoming a world class organization for 2008 – updated

Page 50 - Change in organization structure ,

Organization structure revamped Corporate communication role outsourced

Page 17 - Message for CEO & Md , updated

Page 53 - Internal Systems Dept. name changed to

Information Systems Dept.

Updated ISO 9001:2000 stds to ISO 9001:2008 stds

Page 71 clause 7.3.6 updated = courseware – content ,

installed – offered

Page 4 – Quality Plan updated

Page 45 - Regional Sales & Placement Head changed to

Regional Sales Head Page – 28 Avalon manuals included under QMS

Page 47 - Quality objectives updated

Page 51 - Head HR & Admin. Changed to Head HR –

EDCQ – IS and Head Administration.

Page 61 inclusion of APTALK – internal communication

channel

17 01.07.10 01.07.10 Due to restructuring in the organization, EDCQ has been

renamed to Student Development -SD and Content

Production has been included in SD.Page 10 , 11 , 30, 36, 49 & 52

Page 5 - Scope of QMS modified

Page 7, 9 & 12 – Arena Multimedia changed to Arena

Animaton

Page 3 – Change clause 7.6 – device to equipment

Page 12 – Worldwide changed to International

Page 16 – Activities that supported our vision of becoming a world class organization for 2009 – updated

Page 20 – Flowchart of ‘Marketing Plan & Activity’ –

updated

Page 21 – Flowchart of ‘Content Design & Production

Activity’ - updated Page 25 - Quarterly strategic review has been removed

as MOR is being conducted.

Page 29 – Issuing / Approving authorities of manuals

updated Page 30 – Global retail head changed to Domestic Retail

Head

Page 46 - Quality policy changed to Customer Policy and

history wrt the change has also been removed.


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Page 47 - MRM to be done alongwith MOR or with CEO &

MD

Page 48 – Quality Plan updated

Page 49 – Organization Structure updated

Page 50 - HR/IS/EDCQ group role scrapped and

individual roles identified for each function. Page 59 - roles realigned based on change in

organization structure.

Page 60 – Removed QSR

Page 65 – Included Portal

Page 86 – Changed device to Equipment

Quality Plan updated for HR (Section 2 – 1.1 & 1.2), CPD

(Section 1 - 1.4) & Academics (Section 1 1.11, 1.12,1.13)

18 01.07.11 01.07.11 Page 2/3/4 – Content Page Nos. realigned

Page 8 – Updated brief on Aptech Ltd

Page 9 – Updated no. of students trained from 5 million

to 6 million students

Page 9 – Updated strategic alliance, deleted SUN &

Oracle and added Red hat.

Page 10 – Updated no. of employees to 490 and added

e-library Page 16 – Activities done in 2010 -11 (financial year)

Page 24 – Added word “clients”

Page 28 – deleted line that “Mngt. representative will

maintain an index of all documents sent out to users as

soft copies. Not required as DQS is updated on web. Rephrased the sentence on support provided to centres

in turn to student

Page 29 – Added “AVALON” under write up on Installation

Page 30 – Replaced word “Different” with “Various” Page 30 – Replaced ZSH with OSH. ISPM Issuing

authority changed to Manager IS and approving to Head

IS Page 47 – Replaced “Non IT training” with “Training

Solutions” Page 51 – Head Student Dev. – audit norm changed from

one in a qtr to norms specified by mngt. Page 51 – Head Student Dev. Authority : Replaced “

change to costly mode” to “any other mode” Page 55 – Head N/w – authority - brand names have

been replaced by retail network centres. Page 59 & 60 – Replaced brands with “Retail”

Page 61 – replaced the word “Vast organization” to “the

organization” Page 61 – Replaced brands with “Retail”

Page 67 – Deleted eCAS under Infrastructure”


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Page 76 / 77 & 79 – added HOD wrt responsibility

besides FH

Page 79 – Word floppies has been changed to CDs/Dvds

Page 80 – ABP input for logistics replaced “received from

centres” to sales team & corporate office.

Page 80 – Brands “ACE/ARENA” changed to retail.

19 01.07.12 01.07.12 Page 5 changed “Avalon” to “Aptech Aviation &

Hospitality Academy”

Page 7 changed “Avalon” to “Aptech Aviation &

Hospitality Academy” Page 8 updated No. of employees from 490 to 450

Updated write up on Aptech and its brands


Hospitality Academy” Page 10 updated No. of employees from 490 to 450

Page 11 removed word “department” after Information

system

Page 17 updated activities for 2011-12


Hospitality Academy” Page 30 changed “Avalon” to “Aptech Aviation &

Hospitality Academy”

Page 31 changed approving authority from Head aviation

to COO

Page 41 changed manual name from “Avalon” to

“Aviation” Page 49 Updated quality objectives

Page 51 Change in Organization structure

Page 53 Role of Head student development updated

Page 55 deleted Aviation Head Role

Page 56 Head N/w role updated

Page 58 Zonal Sales head - brand names deleted

Page 59 Regional sales Head – brand names deleted

Head marketing “Avalon” changes to “Aviation”

Page 60 Academics head – “Avalon” deleted

Page 61 TAH – Deleted brand names

Page 62 RAH – Deleted brand names

Page 64 weekly reviews updated

Page 75 deleted word Avalon

Page 76 deleted word Avalon

Page 82 removed word Avalon

20

1.7.13

1.7.13

Academics Support and Delivery department roles

clarified throughout the manual

Page 3 & 72 clause 6.5, 6.6 , 6.7 deleted Page 7 Customer care added to definitions in organization

and services


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Page 10 - No of employees updated to over 410

Page 10 - 11 Content Development Dept. removed from

Student development Function and has been put under Technology and Strategic Planning Function

Page 11 Departments supporting the 5 revenue earning functions redefined

Page 14 Vision statement word “partner” changed to “Provider”

Page 19 - Activities that supported our vision of becoming

a world-class organization for the year 2012-13 updated. Page 25 clause 4.1 updated

Page 26 Support process redefined and finance and accounts changes to management services

Page 32 manual listing realigned with current order

Page 35 Customer care added to support services Page 36 Issuing and Approving Authority of various

procedure manuals updated Page 36 Approving authority of Content Development

changed from student development to Technology and Strategic Planning

Page 45 onwards- listing of changes made in manual to

edition 20 Page 48 HR & Administration manual separated to two

manuals Page 55 added outsourcing of PS and cert printing in

academics support function

Page 55 - Quality Plan updated Page 56 - Quality objectives updated

Page 57 - Organization Structure of Aptech Limited depicted at various levels has been updated

Page 48 & 57 Placement word removed from Sales &

Placement Manual – international , ATTEST removed from list of various functions

Page 58 - Organization structure updated Page 58 - International Head merged with Enterprise

business Group Page 58 - Digital Solution and Learning services function

changed to Technology and Strategy Function and roles

defined Page 59 onwards : Only Management roles retained in

the manual, rest all put in respective manuals e.g. Logistics , sales , placements , customer care ,

administration , marketing

Page 62 - National Operations Domestic Head role introduced

Page 65-66 Academics Dept. roles updated Page 82 clause 7.4.1 updated


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21

1.7.2014

1.7.2014

Page 22 Activities that supported our Vision updated for

2013-14

Page 29 DFD marketing plan updated

Page 30 DFD Content Design & Production activity

updated Academic head changed to Territory Academics head

Page 34 Academics Operations Procedure manual

(International) separated from Domestic manual Page 38 Academics Operations (International) Procedure

manual added to list

Page 48 AOPM(I) Academics Operations (International

Procedure manual) introduced in the list of various manuals

Page 50 AOIPM included in list of abbreviations being

used for Procedure manuals

Page 58 quality objectives updated

Page 60 Organization Structure updated

Page 68 AH changed to TAH responsibility & authority

changed accordingly Page 77,90,91 & 103 AH replaced by TAH

22 10.11.2015 10.11.2015 Modified the complete Quality manual so as to address

the requirements of only Aptech Training Solutions.


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4.2.3 CONTROL OF DOCUMENTS

The control is applicable to all documents and data relating to ISO 9001:2008 requirements, including, to

extend as applicable, documents of external origin such as standards and specifications.

Responsibility and authority is defined in the respective Procedure Manuals.

The Company has established methods to control the issue, distribution and revision of documents.

a) Approval and issuance of Procedure Manuals:

Respective Functional Heads approve the documents as explained in section 4.2.1.

The documents are released and made available to the concerned users by the Issuing Authority through the Management Representative (where the same is to be transmitted electronically)

The document is discussed with the users by the respective Functional / Departmental Heads and modified if required (through the controlled process of document and data changes), to be understood and made

acceptable to the users. The Functional Heads may issue, Work Instructions to the extent required consistent with the Procedure

Manuals, in order to carry out the laid down procedures of the documented quality system.

The Work Instructions will have the following parameters clearly documented:

Effective Date

Name of the Procedure / activity as documented in the Quality system

Quality Records to be generated with appropriate authorization status.

b) A General Structure of QMS / DQS (Documented Quality System):

DQS is provided via Internet. The user can access DQS by typing the following URL

(http://ftp.aptech-education.com/dqs/index.htm).

On the left hand side of this page buttons are displayed giving the names of the procedure manuals

of different departments. Clicking on any one of these buttons will lead the user to the main page of that particular manual. Under the heading of the manual sub links are provided, which name the

different procedures being followed for that manual. Clicking on the sub links leads the user to an HTML page, which contains 2 frames. The upper frame is used for displaying the actual contents of

the Procedure, Activity, Flowchart, Guidelines and Records. The lower frame of the HTML page

displays the navigation buttons for the same.

http://ftp.aptech-education.com/dqs/index.htm


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The basic format used for writing procedures for the processes is as given below, however this is a

suggested format, and the process owner can modify depending upon the need and requirement.

It starts as

Objective - What is the Objective of having this process introduced

Purpose - why the procedure is required

Scope - where all it is applicable to

Responsibility - who is the person responsible for the process and its various activities

Customers - whom all the Process / Procedures cater to Activities - what are the various activities performed in the procedures

Inputs - what are the various inputs for the procedures

Outputs - what is the output of the procedures

Guidelines - what additional detailed information is required for the procedures

The following abbreviations are being used for the various Procedure Manuals.

1. QM - Quality Manual

2. LPM - Logistics Procedure Manual

3. TSPM - Training Solutions Procedure Manual

4. CCPM - Customer Care Procedure Manual

5. HRPM - HR Procedure Manual

6. APM - Administration Procedure Manual

7. IAPM - Internal Audit Procedure Manual.

All FORMS specified in the Manual, are under document control.

In case a FORM is controlled by a serial no. / colour combination, then copies of the same in the Manual (hard copies) will have a red colored stamp of ‘SAMPLE ONLY’. The user cannot photocopy this FORM. The

Issuing Authority then arranges to provide additional copies of such FORMS for use.

If the FORM is not controlled by a serial number / color combination, then the user may photocopy that

FORM for use.

All the Manuals for convenience are adopting the male gender.

c) Identification of a Controlled (hard) Copy of the Procedure Manual:

All controlled hard copies of the manuals will be identified as : - A photocopy of the master which has been duly signed by the Issuing / Approving Authority in original

- Carrying a red colored stamp of ‘CONTROLLED COPY’ on every page (Stamp may be placed in the footer of the page across the signatures such that readability of any text is not reduced; the stamp must be across

at least some text of the footer)

- Has the Manual No. Correctly identified on the cover page of the Manual as given in the distribution List


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d) Issuance of controlled copies of Procedure Manuals:

One controlled (hard) copy of all the procedure manuals (department manuals) would be kept in the custody

of Management Representative.

Three controlled (hard) copies of Quality manual would be prepared. One copy would be maintained by MR,

one each would be handed over to CEO& MD and third party agency (QMS Accreditation body).

Any uncontrolled copies of the procedure Manuals issued for reference, will bear red colored stamp UNCONTROLLED COPY on every page, and will not be updated with forthcoming amendments.

Whenever an amendment is made in the DQS, for a particular procedure or format, the same will be incorporated in the electronic DQS by replacing the existing PDF file with the amended one. The amended

PDF file will be uploaded on the HO server. MR will amend the corresponding page(s) in the hard copy of the procedure manual.

Guidelines for making Amendments for any procedure

The .pdf file/s to be changed is identified by MR after necessary approvals for the changes requested. The changes are made in the Word document of the respective file/s, which is under the custody of the MR or the

person authorized by him.

The Word Document is then converted into a .pdf file. The DQS is then updated with amended .pdf file.

e) Handling of obsolete documents:

User from point of use will remove the document when obsolete and mark for destruction. The respective

Departmental Heads will arrange to maintain a record of it. The obsolete documents will be destroyed by

tearing / cutting / shredding / recycling / burning, which will be done periodically.

Any obsolete documents retained for legal and / or knowledge preservation purposes will be suitably identified and kept separately. It is recommended to place a red colored OBSOLETE stamp on every such

page.

f) Handling of documents received as Policies / Guidelines (hard / electronic copies):

All the documents of external origin such as policies / guidelines will be maintained by the respective

Functional / Departmental Heads. They will be properly identified, indexed and filed. The Functional Heads / Departmental Heads will ensure that they are updated whenever there are any changes, as received from the

Issuing Authority

Policies / Guidelines received as soft copies will be placed in respective electronic folders. It is important to

take a backup of it. As a ready beckoner, the user may maintain a hard copy of the latest policy

Document and data changes:

a) The process of carrying out an Amendment to Quality Manual & Procedure Manuals


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The Change in QM is initiated by MR. Users of respective Procedure manual can initiate the process of

amendment through their respective Functional Head by communicating the changes to MR through e-mail routed through respective approving authority mentioned in the clause 4.2.1.

MR to verify the affect of changes and follow the guidelines mentioned in 4.2.3.d for carrying out amendments and issue of updated procedure manual / quality manual.

The record on history of Amendments to the Quality manual is maintained in the same document (Electronic

or Hard copy). For procedure manuals MR maintains the record of Amendments separately in the Hard copy. The Amended hard copies of the Master are retained for the period of 6 months at least. The MR retains the

obsolete copies and if the obsolete copies are retained for the reference purposes in the respective

departments, the authorization of the MR is being taken for the same. It is recommended that a red colored ‘OBSOLETE’ stamp be marked on all such obsolete pages.

b) Type of changes allowed in an amendment to the Procedure Manual

The issue number of the procedure page will have the next serial number whenever that particular page is changed.

The Edition No. of the Manual will have the next serial No. when there are more than ten amendments

recorded for the manual. However the edition of the manual can be changed to the new edition (even though the amendments have not been completed) in instances like

A change of internal standards

Change in Company Logo / Name

A change is such that every page is getting affected etc.

The issuing authority, will record the reasons for change in Edition Number, in the edition history of the

Manual. There is no limit to the number of procedures / sections that can be changed in one amendment. It is left to the discretionary power of the Issuing Authority.

If one or two simple errors are found in a page of any manual (e.g. spelling mistake, a letter / word missing etc), then the Management Representative can arrange to carry out these corrections on the Site and inform

the users through email.

c) What are Controlled Documents?

A controlled document is defined as that document in which the data gets changed from time to time with

the addition of new data and deletion of outdated / obsolete data.

The data / contents of the document can be changed by authorized personnel only.

The following are some examples of Controlled Documents:

List of all operational centers sent by Network Department

Examination calendar by Academics support Department

List of all approved Suppliers / Printers / Couriers / Transporters


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List of all Performance Statements / Credentials in use.

Price list from Logistics Department

An updated list of all the Controlled Documents is maintained at all times.

d) Issuance of controlled documents as received from Head Office / Regional Office to the down

level:

This is done through electronic mail if received as soft copy. If the hard copy is received, then the same is

circulated to the members, or put up on the notice board

e) Data stored in electronic media:

Data stored in the computer will be regularly updated and back up maintained on server / CD’s etc and suitably titled / labeled / indexed. In the case of automated system, the issues of data security, data storage,

and data back up including periodicity and disaster recovery system will be suitably addressed.

f) Receipt of Controlled Documents/ Data / Information through electronic mail:

The Issuing Authority and the Users may make use of electronic mail for sending / receiving of above. The

recipient can take out a print out of the covering note and the enclosure (if any) indicating that the same has

been received through electronic mail (as the same may not have any signatures). The sender must ensure that changes to data are always being sent consistently to the same mailbox address.

g) List of documents destroyed / destroyed how:

The user is required to remove from point of use /destroy the documents, which are Obsolete and

Not required for reference or legal purposes.

The user must maintain a record of above duly authorized at least for one to three years depending on nature / type of documents that are being destroyed.

4.2.4 CONTROL OF RECORDS

Records are those data, which provide objective evidence (i.e. information) on:

The degree of achievement of the Quality Objectives; The level of customer satisfaction and dissatisfaction with the service;

The results of the quality system for review and improvement of the service;

Corrective action taken and its effectiveness; On appropriate Supplier performance;

The skills and training of Personnel; Analysis to identify quality trends etc.


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The type of records to be

Generated,

Identified, Stored,

Protected, Retrieved,

Retention time Disposed off

has been explained in the respective procedure manuals.

The Functional Heads are primarily responsible to control records in their areas of Operations, by determining appropriate methods to carry out the identified activities and ensure its implementation with proper

documents. The Management Representative is responsible at national level to ensure implementation of the

documented procedures.

Records are stored as hard copy or in the electronic media, as applicable. The data stored in computer is being regularly updated and backup maintained on server / CDs etc. These storage devices are suitably titled

/ labeled / indexed.

Identification of Records:

The various records to be maintained are identified in the respective Procedure Manuals along with the

retention period, through Form Numbers (wherever applicable), indexing criteria (wherever applicable) and responsibility.

Maintenance of Records:

The records are being maintained by the members / Functional Heads in the required format as elaborated in the respective Procedure Manuals, for objective evidence of the implementation of the Quality System. The

respective Issuing Authority gives details of records as appropriate for identification, collection, indexing,

filing, storage, maintenance and disposition.

Every User of the procedure manual has the responsibility to make sure that the records are Legible, Readily identifiable and easily retrievable

Retention Period of Quality Records:

Retention period of records is specified in the respective Procedure Manuals. However any record, which is the evidence of documented quality system being carried out, is retained at least for 6 months (unless

otherwise stated) since the frequency of our Internal Audits is once in 6 months. Any record, which in general is generated once or twice a year, only (e.g. Minutes of Management Review Meeting), is retained

for a period of 3 years. The records are made available to the customer for an agreed period, where agreed

contractually.

Records retained for a longer duration are suitably identified by the respective Functional / Departmental Heads.


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Type of media for Records:

Records provide objective evidence of the fulfillment of the requirements for Customer Policy. Records are

required for demonstration, traceability and corrective actions. Records can be in the form of any type of media, such as hard copy or electronic data.

In the case of automated system, APTECH LIMITED has a process in place for

Data security

Data storage

Data backups including periodicity Disaster recovery system

The above is being taken care by our Information Systems department

Disposition of obsolete Records:

The Records become obsolete after their expiry of Retention Period. Depending on the type / volume of records, the user collects the obsolete records for one / two / three months and then destroys the same (as

the same cannot be done on a day to day basis).

The Departmental / Functional Heads maintain a record (for 1 to 3 years depending on type of record) saying

what and how the records have been disposed off, after their retention period. Review of Records: The Departmental Heads at Regional / Corporate Office, review the records periodically.


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Section 5 MANAGEMENT RESPONSIBILITY

__________________________________________________________________________

5.1 Management Commitment

Aptech Limited firmly believes that Leadership, Commitment and Active Involvement of its Top Management are essential for developing and maintaining an effective and efficient quality management system to achieve

benefits for interested parties (Customers, Employees and the Stake Holders).

To this effect, the Top Management

Communicates to the Organization the importance of meeting the Customer as well as Statutory and

Regulatory Requirements through various modes

Has a well established Customer Policy Makes sure that Quality Objectives are established

Conducts periodic Management Reviews Makes sure that the necessary resources are available

5.2 Customer Focus

Aptech Limited follows a documented system to ensure that customer’s requirements are understood thoroughly, and matches these with product specifications, price and deliverables in a defined time frame

with respect to selection of Business Partners.

The above is applicable to all centers with whom contract is signed before commencement of the business.

Centers owned by APTECH LIMITED do not come under the purview of signing any contract with the Company.

CEO & MD, Network Head, Head Sales & Placement, SD Head, Logistic head at Corporate Office and Regional

Sales Heads at Regional Office are responsible for implementing Contract Review procedure

Contract Reviews:

Our Customers are Corporate and Government organizations.

Out sourcing

Aptech Training solutions outsources trainers as and when required. It also maintains a list of empanelled trainers.


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5.3 Quality Policy

APTECH LIMITED has a strong focus on quality and delivering customer satisfaction. This is articulated in its

Quality Policy which at Aptech is known as Customer Policy:

The Customer Policy of Aptech Limited is:

“We are committed to anticipate and deliver industry-relevant products and services that exceed changing needs of the customers worldwide”

Understanding and Implementation of Customer Policy:

Top Management uses the Customer Policy as a means of leading the organization towards improvement of

its performance.

The Customer Policy is communicated through electronic root messages to all employees and is displayed at workstations / salient locations.

Through training programs on QMS, regular reviews of Company level Quality Objectives, the Sr.

management team ensures that members at every location / department

- Understand the Customer Policy

- Implement the Customer Policy - Maintain the Customer Policy

at their respective levels in the organization.

Briefing on Vision / Mission / Values of the Organization:

The Management makes every effort to brief its team members on above during Induction Programs,

Meetings, and Conferences, through electronic root messages etc.

5.4 Planning

APTECH LIMITED has driven business growth through its aggressive strategies. The Organization’s Strategic Planning and the Customer policy provides for a framework for the setting of Quality Objectives, which are

capable of being measured.

5.4.1 Quality Objectives

Quality Objectives are set at the Organization level and every departmental / functional level. The key factors

are

Growth

Customer Satisfaction

Performance

Productivity


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The Quality Objectives are reviewed during Management review meetings for their appropriateness and modified depending on process improvements / business changes.

APTECH LIMITED has come up with the following organizational level Quality Objectives:

Accreditation of Integrated QMS as per ISO 9001:2008 version.

90% Customer complaints (excluding legal notices) are responded within a working day.

85% Customer complaints (excluding legal cases) are resolved within 14 days.

Annual Business Plan:

Based on the above objectives, Department Heads at Corporate Office, Regional Offices, draw up a plan in

consultation with their respective Functional Heads.

Status of implementation of Annual Business Plan gets reviewed as explained in Sections 5.6.1 and 8.5.1

5.4.2 Quality Management System Planning

The Management takes responsibility for the quality planning of the Organization. The planning focuses on

defining the processes needed to meet the Organization’s quality objectives and requirements consistent with the strategy of the organization.

5.5 Responsibilities, Authority and Communication

5.5.1 Responsibility and Authority

The Organization Structure of Aptech Limited has been depicted at levels of

Corporate Office

Student Development with

o Logistics Support team

o QA & Internal Audit team

o Customer Care

Human Resources & Administration

Training Solutions


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4.1.2 ORGANISATION STRUCTURE

Organization structure given below shows Sr. Management team members. The other levels are

shown in the individual functional / Departmental Manuals.

Section: 4.1 ISO 9001 Ref. Clause: 4.1.2

Guidelines of 9004/2 Ref. Clause: 5.2.4

MANAGEMENT RESPONSIBILITY – ORGANISATION STRUCTURE

CEO & MD Mr. Ninad Karpe

Human Resource

- Mr. Shourya Chakravarty Chief Operating Officer

- Mr. Anuj Kacker

Chief Strategy Officer

- Mr. Nilesh Vani Student Development & Administration

- Mr. Ravi Dighe

Management Services

- Mr. T. K. Ravi Shankar Enterprise Business Group Head

(International / EBG)

- Mr. Pravir Arora


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In this section below, we give the responsibility & commensurate authority w.r.t. senior management and middle management team members who are involved in the processes that are under the scope of ISO 9001

certification for Education Support Services. For other levels the authorities & responsibilities w.r.t. quality are mentioned in individual procedure manuals.

The authority to approve changes in QMS documents (Quality manual & Procedure Manuals is

given in section 4.2.1

All Functional Heads along with CEO & Managing Director are responsible for

- Establishing, implementing and maintaining agreed Quality Management System.

- To identify the training needs and to arrange for an appropriate action plan to train those personnel

directly reporting to them / department personnel.

- To take appropriate corrective & preventive action in case of any non-conformance.

- To establish Quality Objectives with targets for the processes in their respective function and review

them periodically.

- To ensure the process owners in their respective functions attend to Customer Complaints and resolve

the same. The complaint closure documents are sent to Customer care department.

- To ensure requisite resources are available for the smooth conduct of business activities at the Regional /

Corporate offices

In addition, the specific responsibility and authority w.r.t. Quality are

CEO & MD:

Responsibility

- Overall responsible for the planning, controlling and directing the business activity.

- Responsible for ensuring that the business procedures and processes are defined and implemented by

providing quality resources with a view to make sure that the overall quality policy objectives are

achieved.

- To evolve an annual business plan comprising of Vision Statement and Productivity Parameters.

- To plan and implement projects that are instrumental in realizing the Vision Statement and critical

success factors.

Authority to sanction / approve


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- Purchasing Capital goods

- Manpower for all functions, all levels

- Cost approval for all corporate orders more than Rs. 50 lakhs. He may assign this authority to Head

Management services.

- Bids of all Tenders. He may assign this authority to Head Management Services.

- External training to employees.

Head Enterprise Business Group

Responsibility

- Responsible for Revenue and Profitability

- Work out a framework for Institution and Government Business.

- Ensure sales team are responsible for collecting / identifying Corporate Customer needs, match them and

deliver the Products & Services through Aptech Brands

- To provide know-how to team members on all aspects of running the business.

- To ensure that team members are performing as per the Annual Business Plan

- To make sure that outstanding dues w.r.t. Orders are recovered in a timely manner.

Authority

- Cost approval for Corporate orders worth up to Rs.50 Lakhs (Financial whetting by Head Management

Services).

- Out sourcing venue, facility and faculty to meet corporate customer needs provided cost approval limits

are met.

Head Student Development

Responsibility

- To ensure that logistics caters to the requirements of Training solutions in a timely manner.

- To ensure implementation of quality plan and audits are conducted as per schedule.

Authority

- To change over to any other mode of dispatch of materials for trainings in case of emergency.

Head Human Resource

Responsibility

- To define and implement the overall HR Policies relating to:


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- Recruitment

- Training & Development

- Performance Planning and Assessment

- Separation

Management Representative:

Responsibility

Overall responsible for establishment, implementation and maintenance of QMS, and reporting to top

management on the performance of the QMS and any need for improvement.

- To initiate modifications in Quality Management System based on

Audit findings.

Customer feedback

Changes in the legal and statutory requirements

Suggestions received from Users of the Processes

Decisions taken in the Management Reviews

- To act as a convener for the Management Review Meetings

- To initiate corrective actions suggested in Management Review for any nonconformity.

- To liaise with External Agency for all external audit activity.

- To make sure that the Internal audits are conducted as per scope & schedule.

- Responsible for verification of timely completion of corrective actions on the non-conformances reported

during the Internal / External Audits.

- Overall responsible for Customer Care Department functioning

Authority

- To release QMS documents

- To withhold changes in procedure manuals if the changes are not complying to ISO 9001:2008 Standard

guidelines.

- Approve changes in the manuals of Internal Audit & Quality Objectives related to Audit processes

- To change Internal Quality Audit schedule

- To change frequency of Audits for functions depending on previous audit observations

- To select auditors for Internal Quality Audit / provided they are trained


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5.5.2 Management Representative

Any capable Team Member of the company can be nominated as the Management Representative for the

documented Quality System of the Company.

The Management Representative in turn will delegate requisite authority to Internal Quality Auditors selected

from different functions / regions to co-ordinate and interact, with all concerned, to make sure that the requirements of the quality system standards are met.

The Regional Sales Heads will be responsible to implement, maintain and improve the Quality Management System in the respective Region.

5.5.3 Internal Communication

The Management has a process in place for communicating the quality policy, requirements, objectives and

accomplishments throughout the organization. The management communicates to the members through

email, open houses and conferences.

Policy decisions are displayed on notice board and sent to every member through email from Root. Frequent chat sessions are conducted between team members and Top management through Aptalk a place to share

news, views, gossip, ideas, thoughts, birthdays, occasions. Through this network any member can reach out

to any other member of the organization, no matter where they are located!

APTECH LIMITED encourages open and free culture where all members are encouraged to participate, think

and contribute in building the business of the organization as a team effort

Each Retail sales brand as a whole uses its web sites for communication with its members, business partners,

alliance partners and students. Hence, the technology and intranet – a backbone for communication, is very important for the training and education business.

5.6 Management Review

5.6.1 General Various reviews conducted by CEO & MD are grouped under the following: Monthly Operations Review with all functional Heads - to review the business plans, actuals,

operations, strategies, processes, improvements, with the focus on the requirements of the interested parties (customers, members and stake holders). The Management Review Meeting w.r.t. QMS coordinated by MR is part of MOR or can be done directly with the CEO & MD and minutes circulated giving status and actionable.

Special Projects Review – These are need based reviews conducted either on weekly / fortnightly

basis by CEO & MD with relevant functions / project teams till the project is completed.


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Each of the above reviews has a clear agenda sent out by the office of CEO & MD. Minutes are documented and circulated in the form of actionable points by the Office of CEO & MD or functional Heads. The same is reviewed in the next meeting for compliance In addition to the above meetings / reviews, the functional Heads have periodical reviews with their personnel. The details of these reviews are mentioned in the individual functional / departmental manuals.

Reviews conducted by Functional Heads are grouped under the following: Weekly Reviews are carried out by the Functional Heads / Department heads for their respective

departments as and when required to monitor the progress made by the HODs / team members w.r.t. action plans decided during monthly operations review

5.6.2 Review Input

The purpose of the review is to evaluate efficiency as well as effectiveness of the Quality Management System. It covers the following in a period of 3 or 6 months (as the case may be):

Status and results of quality objectives and improvement activities Status of Management Review Action items

Results of Audits – Internal Quality Audits conducted for HO functions Customer Feedback

Market place evaluation and Strategies

New opportunities for Improvement Control of Process and Product non conformities

Market related factors like competitor performance Changes that could affect the quality management system

Recommendations for Improvement Status of Corrective and Preventive Actions

Financial effects of quality related activities

Results from benchmarking activities Status of strategic partnership activities

Other factors which may impact the organization such as financial, social, and relevant statutory and regulatory changes

5.6.3 Review Output

APTECH LIMITED has institutionalized the reviews. The Top Management uses the outputs of the management review as inputs to improvement processes. The schedule of reviews facilitates the timely

provision of data in the context of strategic planning for the organization. Selected output is communicated to people in the organization to demonstrate how the management review process leads to new objectives

that will benefit the organization. The outputs from the management review includes any decisions and

actions related to

Improvement of the effectiveness of the Quality Management System and its processes Improvement of Product related to Customer requirements

Resource needs Strategic planning for future needs of the organization

Strategies and initiatives for marketing, products, and satisfaction of customers and other interested

parties


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The records in the form of schedules of meetings, agenda, and presentations made by members, minutes of

action able are available.

Section 6: RESOURCE MANAGEMENT

6.1 Provision of Resources

Top Management makes sure that the resources essential for the implementation of strategy and the

achievement of the organization’s objectives are identified and made available. This includes resources for operation and improvement of the quality management system, and the satisfaction of customers and other

interested parties. Resources are people, infrastructure, work environment, information, suppliers and partners and financial resources. The Organization has a process in place where the required resources in

terms of manpower, machine and materials are identified at various levels, sent up for approval, and then

provided with.

6.2 Human Resources

The Management strongly believes that without the involvement and support of its people there cannot be any improvement in the efficiency and effectiveness of the organization. The Organization lays a heavy

emphasis on involving and developing its people by:

Providing ongoing training and career planning

Defining their responsibilities and authorities in terms of Key Result Areas

Establishing individual and team objectives and evaluating results

Facilitating involvement in objective setting and decision making

Recognizing and Rewarding

Facilitating the open, two way communication of information

Continually reviewing the needs of its people

Creating conditions to encourage innovation

Ensuring effective team work

Communicating suggestions and opinions

Using measurements of its people’s satisfaction

Investigating the reasons why people join and leave the organization

The Management takes every effort to make sure that the personnel performing work-affecting quality are competent on the basis of appropriate education, training, skills and experience

6.2.2 Competence, Awareness and Training

Management ensures that the necessary competence is available for the efficient and effective operation of the Organization. Management considers analysis of both, the present and expected competence needs as

compared to the competence already existing in the organization

The company identifies through its Functional Heads the training needs and provides training for all the

personnel performing activities affecting quality in accordance with the documented procedures for training.


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This includes specific training necessary to perform specific task, and general training to motivate the

members, to increase their quality awareness and develop positive attitude.

The Functional Head determines appropriate methods to carry out the identified activities and ensure its

implementation with proper documentation.

In addition to the quality management, and technical skills, all personnel are trained on how to use the documented procedures, work instructions and other quality system documents to achieve the quality

objectives of the organization. The latter is required more so for the new entrants / recruits; and the respective Functional / Departmental Heads impart this training.

Thus the Management at all levels develops the Executives through various types of training (based on

need).

Identification of Training Needs of members:

The training needs of members may be in the areas of Induction Training for new entrants, Quality awareness, Job-related training, Product Knowledge, Orientation / Re-orientation training, HR skills etc.

These training needs are identified by the respective Functional / Departmental Heads when a member joins the organization, or at any point of time during the course of the year, while on the job, during Mid-term Appraisals or during the Annual Appraisal of members etc. The training needs may also be in the form of Job Rotation, Special Assignments and Refresher Courses for long Serving Personnel, Actual Training for the enhancement of role efficacy in present or future roles, etc. Organizing / Imparting of Training & Maintenance of Records:

The above has been explained in HRD Procedure Manual under the procedures titled as:

- Training and Development. - Deputation to External Training Programs. Training needs, which cannot be handled locally, are communicated to HR Head for further action. The HR Head may arrange for the same at a national level or may come up with an alternate solution as deemed fit.

The Functional Heads conduct on the job training for department personnel on a regular basis, as need be. The management (i.e. Functional Heads / Departmental Heads / Regional Sales Head) will assess carefully the request for acquiring formal qualifications and give appropriate assistance and encouragement where necessary, to staff.

The management (i.e. Functional / Departmental / Regional / HR Head) evaluates performance of personnel through appraisal system and assess the development needs and potential. The necessary records are maintained as explained in HR procedure manual.

6.3 Infrastructure

APTECH LIMITED being a service industry, the infrastructure includes resources such as workspace,

information and communication technology, process equipment (both hardware and software) and


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supporting services like transport etc. The management defines and provides the infrastructure necessary for

the realization of Products while considering the needs and expectations of interested parties.

The infrastructure requirements of the centre are monitored during the start up of the center. The same is

reviewed periodically during Center Visits.

6.4 Work Environment

The management ensures that the work environment has a positive influence on motivation, satisfaction and performance of people in order to enhance the performance of the organization. This includes facilities for

people, creative work methods and opportunities for greater involvement.


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Section 7.0 Product Realization

7.1 Planning of Product Realization

The processes required for Product realization have been explained in 5.4.2 as Quality Management System

Planning. While Planning for Product Realization, the organization gives consideration to

Quality Objectives and Requirements for the Product

Establishing required Processes including support Processes and documents Providing of Resources specific to the Product

Required Verification, Validation checks Required monitoring of the Services provided

Maintaining of records to provide evidence that

o Realization Processes meet requirements

o Resulting Product meets requirements

7.2 Customer – related Processes

7.2.1 Determination of requirements related to the Product

The Organization follows a documented system to make sure that Customer’s requirements are understood

thoroughly, and matches these with product specifications, price and deliverables in a defined time frame.

The Functional Heads at Corporate Office are responsible for planning input mechanism for Development

related activities of Products and Services and ensure its implementation.

7.2.2 Review of requirements related to the Product

The Organization reviews the requirements related to the Product, which are conducted prior to the Organizations Commitment to supply a product to customer. Wherever the product requirements are

changed, the relevant documents are amended and the relevant personnel are made aware of the changed

requirements.

Amendment to a Contract:

Whenever there is a change in the agreement signed, the same is reviewed by the concerned Personnel as

explained above.

7.2.3 Customer Communication


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Communications with Customers happens on a regular basis via emails, correspondence, telephone, etc.

The feedback / complaints received from the participants of the training program are communicated to the

Client. The centers & or Customer care cell acknowledges the complaint to the customers/students and

appraises about the status of the redress of complaints from time to time.

7.3 Design and Development

7.3.1 Design and Development Planning

The Product Delivery team deals with development of Training program as per the requirements of the client.

7.3.2 Design and Development Inputs

The Delivery Head is responsible for planning Development related activities of Training programs and ensure

its implementation as per the understanding with the client.

7.3.3 Design and Development outputs

The Delivery Head is responsible for planning Development related activities of Training programs and ensure

its implementation as per the understanding with the client.

7.3.4 Design and Development Review

The Delivery Head is responsible for planning review mechanism for Delivery of Training programs and

ensure its implementation as per the requirements specified by the client.

Documented procedures are given in Training Solutions Procedure Manual.

7.3.5 Design and Development Verification

The Delivery Head is responsible for verification mechanism for Development related activities of Training

programs and ensure its implementation as per the requirements specified by the client.

Verification is defined as confirmation by participant feedback mechanism that the training program has met and achieved its objective as specified by the client.

7.3.6 Design and Development validation

Design Validation follows successful Design Verification.

7.3.7 Control of Design & Development Changes

The Delivery Head is responsible for planning the executing any changes in Development of the Training

program based on inputs received from clients during this stage and until finalization.

7.4 PURCHASING


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Applicable to purchases of all materials related to the training programs for which confirmed orders have

been received by Training solutions.

Functional Head of the concerned department involved with purchases of products / services is responsible

for purchasing functions as per policy and procedures. Functional Heads are also responsible for authorization of purchases to be made and to ensure implementation of procedures for purchases.

All purchasing activities are planned and controlled by documented procedures.

7.4.1 Purchasing Process

The Company evaluates & Selects suppliers based on their ability to meet the requirements including the quality system and quality assurance requirements and as detailed in the purchasing procedures.

7.4.2 Purchasing Information

The Purchasing function is centralized at HO. SAP is implemented in purchasing function.

The Delivery head ensures that the requisition is sent to the logistics department in time.

7.4.3 Verification of the purchased products:

In order to make sure that all purchased products / services conform to specific requirements the concerned

Department Head / HOD establish and maintain documented procedure to ensure that purchased materials conform to the specific requirements.

The Quality system standard requires that documented procedures for inspection and testing of incoming, in

process and final should be developed.

Inspections and Test Records:

The respective Department head / HOD maintain the appropriate inspection records, which provides

evidence that, the Product has been inspected and / or tested.

Where the product / fails to pass any inspection and / or / test, the procedures for control of non-conforming

product /service, as given in respective Procedure Manuals is being applied.

The Logistics Head ensures that items received are as specific in Purchase Order and that they are inspected and stored as per documented procedure.


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7.5 Productions and Service Provision

7.5.1 Control of Production and Service Provision

It is the policy of the company to plan all activities related to its Products and to ensure that these are

delivered under controlled conditions in accordance with documented Procedures. In our Quality System The management (i.e. respective Functional Heads / HODs) establishes and maintains procedures for planning and verifying that the service delivered meets the specified requirements of the Clients as elaborated in the Procedure Manuals.

Feedback from User Industry:

Feedback is taken from the participants of the training program and the same is conveyed to the client.

Feedback is also collected from Clients for effectiveness of training programs delivered. 7.5.2 Validation of Processes for Production and Service Provision

The Logistics dept. shall ensure the materials required by the Training solutions dept. are processed as per the order requirements and if required sample copies are procured for prior approval. 7.5.3 Identification and Traceability

It is the policy of the company to identify as appropriate the product during all stages of production and delivery with documented procedures.

The Heads of Sales & Delivery for Training solutions and the respective functional head at corporate Office

are responsible for implementing suitable measures for identifying products and its trace ability during

related services offered to its customers as per the policy of the company.

Product Identification (in general):

All products are identified by suitable means from receipt and all stages of production, delivery and

installation. How the products are to be identified and by whom, is documented in respective Procedure Manuals.

Marking or tagging the product or its containers can achieve product identification.

Service identification can be achieved by documentation, which accompanies the service.

Traceability (in general)

Traceability is defined as the ability to trace the history, application or location of an entity by means of

recorded identification.


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For our Quality systems

The management (i.e. the concerned Functional Heads / HODs) identifies and systematically records the source of any product, which forms the deliverable to the Client. They identify the responsibility for

verification of product to ensure traceability in case of non-conformity, customer complaints and liability.

Inspections and Test Records

The respective Functional Heads / HODs maintain the appropriate inspection and test records, which provides

evidence that, the Product / Service has been inspected and / or tested.

Where the product / service / fails to pass any inspection and / or / test, the procedures for control of non-

conforming product /service, as given in respective Procedure Manuals apply. The Functional Heads / HODs ensure that the status of the work done in each phase of the service delivery process is recorded to identify achievement of service specification and customer satisfaction.

The Functional Heads / HODs ensure proper inspection records are maintained to indicate the conformance or non-conformance of product or service through the development stage and its installation at Centres.

7.5.4 Customer Property

Customer – supplied Product is a product owned by the customer and furnished to the Company for use in

meeting the requirements of the contract.

In our case the customer is not supplying any product to be incorporated into the delivery of the final product / service. Hence Clause 7.5.4 of ISO 9001: 2008 standards is not applicable to our type of operations

pertaining to documented quality system of Education Support Services.

7.5.5 Preservation of Products

It is the policy of the company to document and monitor effective handling, storage, packaging, and preservation of products to its customers.

The Functional Head / HODs is responsible for determining appropriate methods to carry out the identified

activities and ensure its implementation with proper documents. Quality System Standards require that proper documentation and practices be established to ensure that Products (i.e. finished products, in-process, and incoming materials) are properly handled, stored, packaged and preserved Handling Appropriate methods for handling are adopted that prevents any kind of damage, deterioration; say during transportation from the Supplier to the Company and then to the Customer.


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Storage Properly designated areas or stock rooms are used to store the materials and products. Storage systems have proper security, issue and receipt control, and environmental condition required for stored material. In order to detect deterioration, the condition of the product in stock is assessed at appropriate intervals. Stored material should have proper marking, labeling and other relevant information in legible manner. Packaging The packing, packaging and marking processes (including the materials used for packaging) are controlled to ensure appropriate protection against damage, deterioration during storage, transportation or any later period, until the Company’s responsibility ceases. Preservation Appropriate methods for preservation and segregation of product are adopted when the product is under supplier’s control. Documented system is given in Logistics Procedure Manual, Academics Operations Manual and Design Procedure Manual.

7.6 Control of Monitoring and Measuring Equipment

It is the policy of the company to define, and have documented procedures to describe the control mechanism and to monitor and maintain the system used for service measurement. The company has

identified assessment as the inspection activity to be carried out by trained / qualified personnel to ensure

conformance to specified requirements.


The Functional Head, Regional Sales & Placement Heads at Regional Office and the respective Functional Heads at Corporate Office and Regional Offices are responsible to ensure suitable assessment procedures

are carried out. The authorities shall ensure conformance to specified requirements for products and services and review the same to ensure its implementation as per the policy of the company.

Characteristics

The management shall implement control procedures to measure service.

The management (i.e. respective Functional Heads / HODs) shall establish procedures to monitor

and maintain the system used for service measurement. The management (i.e. respective Functional Heads / HODs) shall describe the controls such as

minimum personnel / skills required for a job and minimum standards to be followed. The Functional Heads / HODs shall ensure that all customer satisfaction surveys and questionnaires

are tested for validity and reliability. The management (respective Functional Heads/ HODs) shall compare the measurement error with

the requirements and take the appropriate action when precision and/or bias requirements are not achieved.


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The management (respective Functional Heads / HODs) shall ensure that Training of Product Developers is being carried out.

The Logistics Department shall ensure that items received are as specified in Purchase Order and that they are inspected and stored as per documented procedure.

Applicable procedures

Documented procedures in Training Solutions Procedure Manual and Logistics Procedure Manual.

Section 8 MEASUREMENTS, ANALYSIS AND IMPROVEMENT

8.1 General

<Refers to 4.10.1+ 4.20.1+ 4.202.2>

8.2 Monitoring and Measurement

8.2.1 Customer satisfaction

The organization monitors information relating to customer perception as to whether the organization has met customer requirements.

Aptech Limited uses hard data to assess customer’s satisfaction with its product. Aptech Limited has also

devised measures to assess satisfaction at an interim stage i.e. during the course delivery so that the

requisite corrective and preventive actions are initiated to maximize the learning outcome.

The different mechanisms, methodologies used & the usage of the information is dispatched below.

Sr. Information Areas Study / Survey Frequency Methodology How is the

information used

1 Customer Satisfaction

Feedback of

Training conducted

At the end

of each Training

session

Feedback forms internal

Training

effectiveness

evaluation, Training delivery

improvements & corrections.

8.2.2 Internal Audit

It is the policy of the company to verify the quality activities and results comply with planned arrangements

and to determine the effectiveness of the implementation of the documented quality system in accordance to the requirements of ISO 9001: 2008 standards.


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Management Representative and Functional Heads are responsible for determining appropriate methods to carry out the identified activities and ensure its implementation with proper documents.

What is a Quality Audit:

Quality Audit is systematic and independent examination to determine whether quality activities and related results comply with planned arrangement, and whether these arrangements are implemented effectively and

are suitable to achieve objectives.

Planning and conduct of Internal Quality Audits and Cross Functional Audits:

The Management Representative shall organize internal quality audits at least once in four months or as decided by the management representative, to verify the implementation and effectiveness of the quality system elements. The Management Representative may change (either increase or decrease) the frequency of Internal Quality Audits for some departments / functions based on the level of QMS implementation and previous audit findings. The Management Representative selects a team of competent personnel, and arranges to train them to conduct internal quality audits (if necessary). The audits are planned, carried out and recorded in accordance with documented procedures. The Management Representative ensures that the person who is independent of that department conducts the audit.

The findings of the internal audit are documented and a copy of internal audit findings is submitted to the Management Representative. The Management Representative ensures that necessary time bound corrective actions are taken with respect to the same. Every department at Regional / Head Office maintains its own Internal Quality System Audit File, so that the same can be reviewed, at any given point of time.

Follow - up Internal Audits

The Management Representative arranges for follow-up internal audits to ensure that the Auditee completes the proposed corrective and preventive action as per the proposed completion date. The Management

Representative receives a copy of Clearance Reports for Internal audits as an evidence of the same.

Management Review Activities

The Management Representative ensures that the results of Internal Quality Audits form an integral part of the input to Management Review Activities.

The Management also assesses the implementations and effectiveness of corrective and preventive actions resulting from previous audits. Documented procedures have been given in Internal Audit Procedure Manual.

Monitoring and Measurement of Processes


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8.2.4 Monitoring and Measurement of Product

It is the policy of the company to define, and have documented procedures to Asses the effectiveness of the

Training given to customers through assessment at end of the Training.

The Delivery Head is responsible to ensure suitable assessment mechanism for Trainings and review the same to ensure its implementation as per the policy of the company.

Final Inspection and Testing

The management prior to initial delivery of a service shall review and confirm:

The training program is executed as per the agreement with the client.

Resources are made available for the Training program to meet the service obligation, particularly

deployment of competent trainer for the program. The applicable codes of practice, standards and execution specification are specified and

communicated.

The management shall conduct periodic revalidation checks to ensure that the service continues to meet the needs of the customer and conform to the service specification.

Inspections and Test Records

The respective Functional heads maintain the appropriate Training feedback records, which provides

evidence that, the Training delivery has met the expectations of the client.

8.3 Control of non-conforming Product

It is the policy of the company to ensure that non-conformances occurring during development and Delivery

of services are identified, reviewed and appropriate action planned to resolve the same.

Characteristics When the final product (including services) is found not to conform to the specified requirements, it shall be prevented from unintended use. This is applicable to non-conforming product / services occurring in the

supplier’s own production as well as non-conforming product / service received by the supplier.

Review and Disposition of non-conforming product

Non-conforming product / service shall be subjected to review by designated responsible persons to

determine how to dispose.

In our Quality System

Identification and reporting of non-conforming services is the duty of each team member in the organization.

The management (i.e. respective Functional Heads) shall put in every effort to identify the potential service non-conformity before the Centres are affected.


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Responsibility and authority for corrective action shall be with Functional Heads.

The QA department arranges Operations & Systems audits in the Centre to ensure that the Centres are complying with laid down procedures and policies and take appropriate corrective action in case of non-

conformities.

The Logistics department ensures that in case the material supplied by the subcontractor does not conform

to specifications given in purchase order, then the cause of it is investigated. The department may then

- accept the material with modifications after consulting the user or

- reject the material and ask for re-supply

or - take appropriate action against the subcontractor in consultation with the Functional Head.

8.4 Analysis of Data

It is the policy of the company to ensure that appropriate data / information is collected, collated and

analysed to find out the reasons for variations from the expected results. All functional Heads are

responsible to implement the process of data collection, reporting, analyzing and reviewing.

In addition to the business related data / information like Enquiry, Billing, Collection, in the relevant

procedure manuals, the Quality objectives (process parameters) for the function that affect the quality of Products and services are mentioned. Based on the frequency of measurement and reporting, the

functional heads to review the actual against the target and ensure corrective actions are implemented if deviations observed. 8.5 Improvement 8.5.1 Continual Improvement The company continually seeks to improve the effectiveness and efficiency of the processes of the organization. The sections under 5.6, 8.5.2 & 8.5.3 explain the processes in place to identify and manage improvement activities. Section 5.6 refers to Management Review 8.5.2 Corrective Action

The company ensures that the corrective and preventive actions are carried out to eliminate existing or

potential non-conformances for continuous improvement of the documented quality system for Education Support Services.


Every member is responsible for implementing the corrective and preventive actions in their area of

operation.

The Functional Head / Management Representative is responsible for determining the corrective and preventive actions needed and effective implementation


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Corrective action: Corrective Action is defined as action taken to eliminate the causes of an existing non-conformity, defect or other undesirable situation in order to prevent recurrence. The Corrective Action may involve changes, such as in procedures and systems to achieve quality improvement at any stage of the quality loop / cycle. The implementation of Corrective Action begins with detection of a quality related problem and involves taking measures to eliminate or minimize the recurrence of problem. The respective Functional Heads record, analyze and correct nonconformity in product or service, the moment it is detected.

The nonconformity may be identified through Customer Complaints, Feedback, Open Houses or any other means. The following actions shall be implemented as elaborated in all the Procedure Manuals:

- an immediate rectification to meet and satisfy the customer's need; - investigation of the root cause of non-conformities; - determine the corrective action needed to eliminate the cause of nonconformity; - application of controls to ensure that corrective action is taken and that it is effective.

The records of the above shall be maintained by individual functions. 8.5.3 Preventive action:

Preventive Action is defined as action taken to eliminate the causes of a potential non-conformity, defect or

other undesirable situation in order to prevent occurrence. Preventive Action is to show a mechanism by

which the recurrence of non-conformance / complaints can be avoided. The management shall use the information from

- Audit results, - Customer Complaints, - Quality records, - Processes and operations which affect the product / service quality,

in order to detect, analyze and eliminate potential causes of non-conformity.

The Functional Heads shall ensure that the various steps needed in preventive action are being implemented. The Management shall discuss the effectiveness of the Preventive Action in the Monthly Review Meeting. Handling of Customer complaints:


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In 2000 a Customer Care Cell was formulated to navigate the organization towards a care approach from a redressal approach and to serve as a one –point reference for all customers.

The Objectives of the Customer Care cell are:

- Provide multiple interfaces & mediums to enable the customer to comment and complain - Capture all information & knowledge of this interaction in a central database - Speedy response to customers - Speedy redressal of customer grievances - Analysis of Customer Care data for identifying process improvement opportunities - Process improvements to reduce / eliminate complaint areas - Input to course design - Feedback to appropriate personnel for decision making

Customer complaints received regarding quality of our products / services shall be analysed by the respective Heads at Head Office and Regional Office and a line of action shall be drawn up. The same shall be recorded in Customer Complaint closure Form.

The respective Functional Heads at Head Office and the Regional Sales Heads at the Regional Office shall

ensure that

- Receipt of the complaint is being acknowledged to the Customer; - Action plan is being communicated to the Customer; - Periodic updating is being done to the Customer when the action plan takes a longer time;

and - Complaint is resolved to the satisfaction of Customer and a confirmatory letter to the same

effect is being sent to the Customer. The Customer Complaint closure Form shall be filled in chronological order as per action plan drawn / events taking place. The Form shall be signed after the closure, only. All the relevant documents received / sent from / to the customer shall be maintained along with the Customer Complaint Form for that Customer. The retention period of this correspondence shall be for a minimum period of one year, after the complaint has been closed.

Every department at Regional and at Head Office shall maintain a copy of Customer Complaint details, so that the status of same can be reviewed as and when required.