ISSUE 02, Date Sept 2015 GRAND SUPERMARKET

COMPANY’S QMS INFORMATION

(Ref: QSM 001)

EXHIBIT 1
THIS DOCUMENT HAS BEEN PRODUCED FOR
TRAINING PURPOSES ONLY AND
MUST BE RETURNED AT THE END OF THE COURSE.

PLEASE DO NOT WRITE ON THIS DOCUMENT

OR MARK IT IN ANY WAY.

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FOREWORD

This document has been produced to define and communicate the Company's Quality Policies
for the purpose of effective implementation of a Quality Management System (Referred as
QMS in this document) designed to assist in the achievement of Total Customer Satisfaction.

In preparing this Manual due regard has been paid to the need to satisfy the requirements of
various sections of customers .

The Quality Management System has been based on the requirements of ISO 9001:2015.

Authorised by:
A.Narayan
(A.Narayan )
Managing Director

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CONTENTS

1.0 Distribution and amendment control 4

2.0 Company Policy and Objectives 5
3.0 Company overview & Scope 7
4.0 Organization and Key Responsibilities 9
5.0 The Grand Supermarket Quality Management System 15
6.0 Communication of the Quality Management System 16
7.0 Key Business Processes
Strategic planning process 17
Operations 18
Control of externally provided processes, products and services 19
Handling and storage of materials and product preservation 21
Property belonging to Customers or external providers 22
After sales service 23
Customer complaints 24
Service design 25
8.0 Support Processes
Control of Documented information 27
Product identification and traceability 28
Monitoring, measurement, analysis and evaluation 29
Monitoring and measuring resources 31
Control of nonconforming outputs 32
Nonconformity and corrective action 33
Staff recruitment 34
Organizational Knowledge, competency, awareness and communication 35
Health, Safety and staff welfare 36
Environmental management 37
Continual improvement 38
9.0 Internal audit 40
10.0 Management review 41

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1.0 DISTRIBUTION AND AMENDMENT CONTROL

Distribution

A.Narayan Managing Director

M. Wright Human Resource Director
J.Narayan Business Development Director
W. Spratt Procurement Director
T. Moody Maintenance Manager
I. Soames Customer Services Manager
Y.Chugh Operations Manager
L.D’silva Human Resource Manager
Khemka Procurement Manager
S. Plunkett Accounts Manager

Amendments of a minor or editorial nature may be undertaken and incorporated by the

Customer Service Manager. Amendments affecting policy shall only be incorporated with the
agreement of the Managing Director.

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2.0 COMPANY POLICY & OBJECTIVES

Here at Grand Supermarket we are committed to offering quality

products from our trusted suppliers and manufacturers.

We work closely with all our suppliers to ensure our customers

receive the best products and customer service we can offer.

It is the duty of all employees to satisfy applicable requirements

and to strive for customer satisfaction continuously and to seek
to promote our company's image and reputation by total
dedication to the quality systems and methods of working as
detailed in our Quality Management System and to ensure that
Grand Supermarket remains the name customers can trust.

Continual improvement of the Quality Management System shall

be our focus in all our activities.

We shall also fulfill all the statutory and regulatory requirements

applicable to our company .

This quality policy of Grand Supermarket:

 Shall be available and maintained as a documented
information.
 Shall be communicated and applied within the
organization.
 Shall also be made available to relevant interested
parties.

Authorised by:
A.Narayan
(A.Narayan )
Managing Director

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Quality Objectives in support of the company Policy:

 On an annual basis the company will aim to achieve increasing levels of

customer satisfaction through the provision of various reputed brands at very
competitive rates.
 It will be our endeavor to also provide an excellent shopping experience and
convenience to the customer.
 We will also ensure prompt customer complaint resolution that demonstrates a
long term commitment to each customer and their needs at a fair price and
with honesty and integrity.
 The Grand Supermarket will aim to be recognized as the leading supermarket
in the area, providing higher standards of customer service and lower costs
than identified competitors.

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3.0 COMPANY OVERVIEW

The Company was founded in 1978 by L. Narayan, Son of a of a local Merchant, who
opened a small shop on the outskirts of Wilchester.

Continued success led to expansion, and in 1992 the company acquired a bigger site
on the city trading estate where it consolidated its operations by building office and
Shop facilities to support its vision of growth. In 2012, following the retirement of
L.Narayan, Mr. A.Narayan took over charge as Managing Director.

In 2013, one big shopping mall group was coming with a shopping mall in a Prime area
of the city. Mr. Narayan was prompt in taking an area of 2,45, 000 Sq. ft . in the mall
and shift his activities to this new location and further expand to suit his vision.

This Super Mega mall comprises of our Grand Supermarket , Electronic store,
Computer hardware/ software stores, mobile gallery, household appliances stores,
Bank ATM, Restaurant, Movie multiplex, boutique, Gifts & articles shop, Shirting
suiting outlet, Diamonds jewelry shop, Artificial jewelry shop.

This mall is at a prime location National Highway facing and the mall operator has
following common facilities offered to all the members.
Security of common building, Reception, sitting lounge, drinking water, wash rooms.,
Passage maintenance and passage air-conditioning / illumination.

Now at this location the Grand supermarket company shifted all its operations from the
other unit and further consolidated its operations and has included in its gamut all the
following activities:

Kids Gaming zone, Grocery section , Vegetables & fruits, cosmetics products, metals &
plastic articles, Shoes & lather products, Electrical appliances, parking, Frozen food,
dry fruit section, sweets & confectionary section, Upholstery section, glassware
section/ cutlery, travel accessories section, soaps & detergents section, miscellaneous
household articles , cafeteria

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SCOPE: “ Grand Supermarket has following scope for the QMS : Design and Provision
of services as Kids Gaming zone, cafeteria and goods such as Grocery , Vegetables &
fruits, cosmetics products, metals & plastic articles, Shoes & lather products, Electrical
appliances, Frozen food, dry fruit, sweets & confectionary section, Upholstery,
glassware / cutlery, travel accessories , soaps & detergents, miscellaneous household
articles and providing home delivery as relevant .”

Justification for any requirement being not applicable: : Grand supermarket applies
all the requirements of the standard. No requirement is thought to be not applicable.

The Grand Supermarket has following facilities which are crucial to meet our intended
levels of customer satisfaction:
Major Facilities:
24 hrs recording camera vigilance system, Racks for material, Trolleys & baskets for
the customers, Change rooms, Trial rooms,
Escalator one for up one for down, Kids game section, PC based totaling system with
barcoding, Freezer : -4to -8 degree Celsius, Chiller for 12-16 degree Celsius, Cash
counting machines
Computers and weighing balances, Cafeteria & Lunch rooms, Lifts , Bag sealing
machines, Generators, Inverter lights, Emergency escape path system, AC section,
Fire fighting system, Fire detection and alarm, Measuring equipment: Weighing
balances, temperature measurements, Multimeters, Humidity meters, Illumination
level measuring equipment, etc.

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4.0 Organization:

Managing Director
Human Resource Director
Business Development Director
Procurement Director
Maintenance Manager
Operations Manager
Customer Services Manager
Human Resource Manager
Procurement Manager
Accounts Manager

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Managing Director

A.Narayan

Human Resource Business Development

Procurement Director
Director Director
M.Wright J.Narayan
W.Spratt

Maintenance Procurement Human Accounts Customer Operations

Manager Manager Resource Manager Service s Manager
T.Moody Khemka Manager S.Plunkett Manager Y.Chugh
L.D’Silva I.Soames

Maintenance Procurement HR Section Billing clerks Customer

shop section & accounts relations
clerks cell

Kids Cafeteria Shop

gaming operations

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Managing Director:
Assumes accountability for the effectiveness of the quality management system;
Ensures that the quality policy and quality objectives are established for the quality
management system and are compatible with the context and strategic direction of the
organization;
Ensures the integration of the quality management system requirements into the Grand’s
business processes.
Promotes the use of the process approach and risk-based thinking throughout the
organization;
Implements appropriate methodologies to identify relevant resources and provides the
same.
Gives great importance to effective quality management implementation and of
conforming to the QMS requirements and ensures that the quality management system
achieves its intended results;

Engages, and supports persons to contribute to the effectiveness of the QMS; and also
supports other relevant management roles to demonstrate their leadership in their areas of
responsibility
Promotes improvement.

Ensures that customer and applicable statutory and regulatory requirements are
determined, understood and consistently met and the focus on enhancing customer
satisfaction is maintained.
Ensures that the risks and opportunities that can affect conformity of products and
services and the ability to enhance customer satisfaction are determined and addressed.

Ensures that the responsibilities and authorities for relevant roles are assigned,
communicated and understood within the organization.

Following are the responsibilities which are assigned to the various personnel.
The various positions are provided with the full authority required for their functioning.

Business Development Director

He is responsible for tie ups with various brands/ manufacturers and offering various
excellent alternatives to the customer.
Captures customer requirements and ensures that these are integrated into the QMS .

Decides and provides any additional warranty over and above that supplied by the
manufacturer at a very reasonable cost to ensure customer satisfaction.
Ensures quality in market research and analysis, Quality in advertising
& also Shoulders supermarket’s obligations to customers for warranties

Ensures the promotion of customer focus throughout the organization.

Authorized to sign all contracts with different brands & manufacturers on behalf of the
company.
Authorized to implement any schemes to attract customers.
Authority to approve the service brief.

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Procurement Director:
Negotiates with all the identified brands / manufacturers and increase profitability of our
company.
Prepares and executes contracts for the sales and service of items sold and ensuring the
liability is appropriately assigned to the manufacturer for all manufacturing related defects.
Tracks the performance of the suppliers and takes appropriate initiatives to protect our
company as well as customer interests.
Authorized to execute all the price contracts with brands/ manufacturers.
Authorized to implement corrective actions with the suppliers.

Human Resource Director

The top management is fully aware about the human factor in this type of business and is
highly focused on providing the right competent personnel.
The Human Resource Director who is fully authorized to take all decisions related to
human resources. He ensures that all the competence requirements are laid down for the
various positions and are met. He implements various ways in relation to employee
motivation and also for monitoring the performance of employees and taking appropriate
actions including counseling.
Ensures good work environment and providing opportunities to personnel for
improvement, Career planning and development of personnel .
Maintenance Manager
He ensures the complete upkeep and maintenance of the equipment and has full authority
for deciding the various external service providers if needed.
All the service provisioning resources such as Transportation, material movement trolleys,
Racks, Information system, Camera, burglar alarm, are included within his scope.
Evaluates the performance of outsourced service providers for the maintenance activities
and takes appropriate actions.
Fully authorized for his activities including action implementations, decisions about
maintenance activities, Decisions about outsourced agencies.

Procurement Manager
Decides the minimum order quantity and the order quantities.
Raises Purchase orders, ensures completeness, indicates packing and delivery
requirements.
Decides the verification arrangements for material and communicates to the operations
manager for execution.
Monitors the receipt of material. Analyses the deliveries and initiates appropriate
corrective actions.
Fully authorized to take inventory related decisions, approve purchase orders in line with
the finalized contract, implement corrective actions with suppliers.

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Human Resources Manager

All personnel being hired are to be provided with appropriate training about their activities
and also about the various soft skills needed for them. This is the responsibility of the
training manager who is empowered to decide the training contents, training faculties. He
is also empowered to make and execute training plans and evaluate the effectiveness of
training as well as other actions.

Training is focused on quality objectives as well as soft skills. Other actions requirements
are generated based on routine monitoring as well as while evaluating competence.
Further specific trainings like packing, storage, FIFO, Shelf life, storage conditions, Billing
system operation, vigilance, customer interactions are decided and executed by the
human Resource Manager.

Fully authorized for his activities including training decisions, trainer selection, training
plans, effectiveness evaluations.

Accounts Manager
Ensures all accounting is done in line with company’s requirements and also to meet the
legal requirements.
Pays timely taxes. Does calculations of expenses and tracks profitability of the
organization and provides the top management with this information.
Evaluates billing related concerns including time needed for billing and initiates
appropriate actions.
Fully authorized including authority to release supplier payments based on the order terms
and acceptance criteria, implement various costing methods.

Operations Manager
Responsible for the complete operations of all the activities.
Also implements controls on the outsourced customer related activities which are as of
now kids gaming, food cafeteria and parking.
Ensures that only competent personnel are carrying out the activities. Tracks every
individual’s performance and initiates corrective actions.
Authorized to implement various motivational methodologies and initiate corrective actions
regarding personnel,

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Customer Services Manager

Assumes the responsibility for ensuring that the QMS conforms to the requirements of this
International Standard, and that the processes are delivering their intended outputs. He
shall also be responsible for reporting on the performance of the QMS and on
opportunities for improvement in particular to top management.
He is responsible for scrutinizing the various changes to the QMS and for ensuring that
the integrity of the quality management system is maintained when these changes are
planned and implemented.
Initiates all measures to satisfy customer requirements.
Monitors customer satisfaction considering self assessment of service provided, Customer
assessment of service provided, Customer interface reactions, customer communication.
Freeze the service brief.
He is also responsible for deciding quality checks and authorizing the product release
when needed such as in case of repacking, rework.
Resolves all the customer complaints in such a manner as to ensure the “Grand” image
grows further.
Authorized to decide about customer related strategies and to take decisions related to
customer complaints.

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5.0 THE GRAND SUPER MARKET QUALITY MANAGEMENT SYSTEM

The Quality System as detailed in this Company’s QMS Information document,

together with various Procedures and Work Instructions is designed to ensure that
customers receive adequate levels of service. It is to be applied throughout all
company operations.

The management system is divided into two main subdivisions, Key Business
Processes and Support Processes.

Key Business Processes are those processes mainly concerned with the interface with
the customer and direct service provision, whilst all other processes are designed to
act in support of these and, although essential to business functioning, are only
undertaken in order to enable Key Business Processes. Process owners have been
identified for each key and support process, with full responsibility to ensure that
processes are planned and effectively managed to meet company policy and quality
objectives.

It is vital to the company’s interests that all processes are well engineered and robust;
however failures relating to Key Business Processes shall be investigated and
corrected as a matter of urgency. Those relating to Support Processes, whilst
remaining of concern to senior management, will not be considered to be the highest
priority.

A team of Operations manager, HR manager, Maintenance manager & customer

services manager is formed and is responsible for analyzing all the various activities
performed by the personnel and focus on prevention of human error. This team will be
chaired by the HR director and is provided with the relevant authority about
implementation of the changes.

All managers are responsible for determining any necessary procedures and/or work
instructions for their areas of responsibility and for ensuring the full implementation of
such.

The Company’s this QMS Information document and procedures shall be reviewed
annually by the Customer Service Manager and any necessary changes
communicated to the appropriate manager. This does not preclude review of
procedures by individual managers and the incorporation of any necessary changes.

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6.0 COMMUNICATION OF THE QUALITY MANAGEMENT SYSTEM

The quality management system comprises three levels of information: The
Company’s this QMS Information document detailing company policy, objectives and
various methodologies.
The various operational procedures
Manuals of Work Instructions available to staff in specific areas of the company, i.e.
Database Manuals
Machine Manufacturers Workshop Manuals
Environmental Management System manual
Safety Manual

The Customer service Manager shall make a list of internal and external
communications relevant to the quality management system and this shall include :
 what to communicate
 When to communicate
 With whom to communicate
 How to communicate
 Who communicates

This shall be monitored and ensured by the customer service manager.

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7.0 KEY BUSINESS PROCESSES:

Strategic planning process:

Policy:
It is company policy that organizational objectives are derived in a structured manner and
all the various functions within the organization are well integrated with these objectives.
Also Top Management lays a great focus on risk analysis, interested parties’
requirements and the policy is to integrate these with the process objectives/ measures.

Implementation:
It is the responsibility of the Customer Services Manager to prepare list of the context,
risks, interested parties and their requirements.
Managing Director shall review and approve the same. Then these would form a part of
the Strategic planning manual which would be prepared by the Customer Services
Manager . Managing Director would approve this manual.
This manual reflects the methodology of percolation of the objectives, risks, interested
parties’ requirements to various functions.
All the line managers are responsible for implementing this manual.
A review of the process objectives derived in this manner, risks & opportunities is to be
done quarterly by the line manager. These are reviewed in the Management Review
meet.

Any resource requirements in these regards shall be brought to the notice of the Top
Management and shall be taken on priority.

Major risks which impact our business are identified and indicated as below::

Cash shortage ,
Foreign exchange rates and convertibility ,
Inflation and interest rates
Competition schemes and branding,
Rate fluctuations of all goods,
Pilferage of material and food items. (Includes unauthorized consumption within
premises.)
Safety of customers and employees

Key opportunities identified for the business are as below:

Rate fluctuations.
Craze for supermarkets in the area.
Availability of competent manpower for staff.
Transporters’ hub is nearby likely savings in transportation costs, options being available.

Procedures:
Strategic Planning Manual QM 11

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Operations:

Policy:
It is company policy that all our operations shall be handled in a courteous and caring manner
that projects the professional image of the company at all times.

Implementation:
All staff involved in direct contact with the customer shall follow the company dress code and
be polite at all times. Managers responsible for direct customer interfaces shall ensure that the
activities of their staff are undertaken in an appropriate manner and where necessary in
accordance with company procedures.

The following activities are the primary operations activities in our business:

Service at cafeteria, sales inside the stores, kids gaming, parking

Billing desk
Home delivery

Customer Service Manager is responsible for controlling the activities of home delivery
(Outsourced) in the areas of scheduling the deliveries and monitoring the receipts by
customers and taking further actions as relevant.
He is also responsible for ensuring appropriate packing of such material in a road worthy
manner and taking into account the requirements of interested parties, specifically customer
and the contractor.
.
Procurement manager is responsible for preparing appropriate contracts with the home
delivery external service provider and obtain approval of the procurement director.
He is also responsible for ensuring disciplines such as the dress code by the home delivery
personnel

The inside shop administration is to be looked after by the operations manager. He is

responsible for ensuring the appropriate discipline among all the personnel including shop
guides, shop representatives, shop sales personnel, billing desk personnel, packing personnel
.
He ensures that competent people are available at all such areas and are good at soft skills
specifically.

The maintenance manager keeps a track of the contracts entered into by the company include
those such as Upgrade of the billing software, supply, maintenance and repair of Equipment
such as freezer, Microwave , Air conditioning, home delivery ( outsourced), Parking (
Outsourced). The Procurement Director is responsible for authorizing all such contracts to
ensure that:
Requirements are clearly defined and in accordance with the company’s policy and applicable
legal and other requirements.

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Requirements are also defined for the verification arrangements if any.
Any liability requirements are clearly reflected including free replacement to the customer
in case of any customer complaint
The maintenance manager shall maintain a record of all contracts received and reviewed.

Reception shall be maintained in a clean and tidy state at all times, with the reception staff
compliant with the company dress code and dealing with all customer contact in a pleasant
and polite manner irrespective of customer behavior.

Customer’s personnel belongings to be stored in the cloak room managed by outsourced

security. Customers are advised not to keep their valuables there. Tag is applied to the
customer’s bag and the tag number is handed over to the customer for identifying and
ensuring delivery of the bag to correct customer.

A list is prepared by the operations manager for all such items that shall not be dealt by the
home delivery section due to their delicate handling and shelf life requirements.
Such items include milk pouches, butter & cheese, etc.
These items are handed over to the customer at the counter for him/ her to carry. The
remaining items are identified with bag number. These bag numbers are listed in the
delivery slip given to the customer for identification purposes.
In both cases bill has to be paid first by the customer. Else the material does not go past
the billing desk.

It is the responsibility of the grand to ensure that that material reaches the customer’s
address in good condition and the same as packed.

Procedures:
Home delivery guidelines manual QM 05
Operations Manual QM 03

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Control of externally provided products and processes:

Policy:
The company buys in many materials and services to support its activities. All those who
undertake a purchasing activity shall ensure that the products or services so obtained fully
meet company requirements.

Implementation:
The mechanism for the purchase of goods and services of Grand’s operations shall
involve:- An assessment of a suppliers ability to meet the requirements specified on
the purchase order.
Clear information on the purchase order fully detailing the product or service required,
including any special packaging, delivery or documentation requirements.

Continuous monitoring of supplier performance shall be undertaken by the

Procurement Manager, who shall supply supplier performance data to the procurement
director.
Home delivery suppliers data is tracked by Customer service manager and he then
supplies this data to the procurement manager for further analysis and actions.

When a supplier's performance falls below an acceptable level it shall be responsibility

of the procurement manager to take appropriate corrective actions. In such actions, for
the items in the critical items list, procurement director is involved. (This list is based
upon the importance of this material in relation to our policy & Objective)

New suppliers shall be assessed by the Procurement Manager before use.

Procedures:
Purchasing manual QM 08

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7.0 KEY BUSINESS PROCESSES

Handling and storage of materials and product preservation

Policy:
All material, gadgets, equipment, Food items, shall be suitably protected at all times to
prevent product degradation.

Implementation:

Handling:
Appropriate handling precautions shall be taken to protect all the types of product.
Grocery is kept as applicable to protect it from environment and avoid damage.
Heavy material is handled with lifting gadgets. Trolleys are used for other materials.

Storage:
The stores facility shall be maintained in a clean and tidy state at all times. Only
authorized personnel shall be permitted to enter the stores area and they shall ensure
appropriate booking in and out procedures are observed at all times. Every six months
a stores review shall be undertaken to check the condition of all stock held.

All stores locations in stores areas shall be identified using the company computer
location number. All material storage racks and bins shall be identified using
manufacturers’ part numbers. This number shall be utilized to implement FIFO.

Packaging and Preservation:

The material shall be packed as received from the external service provider who has
been provided with the requirements of packing.
In all cases the procurement manager shall indicate the packing requirements before
entering in contract and shall monitor the effectiveness of packing by way of breakages/
spillages in case of grocery and similar items.

Material with specific storage conditions and or limited shelf life such as milk products
etc. are listed down by the operations manager and their storage conditions indicated
and maintained.

First-in-first out methodology is followed in case all materials with limited shelf life.

Delivery:
There are various situations in which delivery is undertaken by the company. These
include delivery of food products, delivery of gadgets, delivery of grocery items,
Delivery of other service such as kids gaming, etc are also properly done.
In case of delivery, service delivery characteristics are decided and monitored by the
operations manager.

Procedures:
See " Stores general procedures " QM 09

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7.0 KEY BUSINESS PROCESSES:

Control of property belonging to customers or external providers:

Policy:
The company will endeavor to exercise all practical measures to safeguard customers'
property/ External providers property left on its premises, however it cannot be held
responsible for valuable items that may have been left in a the bags of customer . A
warning sign is kept at the deposit section to caution the customer not to keep valuables
in bags at the deposit area..

Implementation:
In the context of this company's business activities Externally provided product is taken
to mean customer’s bags and deposited items, customer paid items to be delivered to
the customer by home delivery, Supplier provided samples of products for display,
Supplier provided equipment for storage of products ( such equipment such as freezer,
are provided as well as maintained by the supplier.)

Protective measures will be implemented from the time of receiving such material,
storage, and then till returning it back.

Protective measures shall include:

Identified locations to segregate and securely keep such material.

The maintenance commitment of the suppliers for such equipment shall be monitored
by the operations manager.
The Operations Manager is responsible for ensuring that the above and any other
necessary measures are employed in relation to the products belonging to customer or
external providers.

Procedures:
See "Operations procedures" QM 03
“Reception entry procedure” QM 06

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7.0 KEY BUSINESS PROCESSES

After Sales Service
Policy:
After Sales Service in our business is taken to mean ensuring that the service call is
passed on to the supplier in case of warranty. The commitment also is to ensure that
the competent person attends the call to customer satisfaction.
In case the product has gone out of warranty, then the customer is provided with the
contact details for helping the customer get the required things done.

Implementation:
The Business Development Director is responsible for arrangements concerning
warranty service or repairs and shall liaise with the Suppliers accordingly.

The Business Development Director is responsible for providing a comprehensive

range of customer services including extended warranty, free installations.

Customer service is considered to be of such importance to our organization that a

Customer Service Manager has been appointed, with full responsibility for the provision
of effective service in all areas of the organization.

Procedures:
See "Sales Manual" QM 10

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7.0 KEY BUSINESS PROCESSES

Customer complaints

Policy:
It is company policy to provide a speedy response to any complaint received.

Implementation:
The Customer Service Manager shall be provided with details of all complaints received
whether in a written form or verbal. He shall then ensure that the complaint is
documented in the system and then fully investigated to identify the reason for the
complaint and the corrective action necessary to provide an acceptable response to the
customer.

All costs associated with the investigations and corrective actions necessary as a result
of customer complaints shall be recorded by the Customer Service Manager.

Customer complaint details shall be entered onto customer complaint forms by anybody
who receives a complaint.

At the time of undertaking Management Reviews all customer complaints shall be

analysed to identify any changes necessary to the company Quality Management
System.

The manager at customer complaint resolution desk is responsible for ensuring that the
customer complaint is handled towards the complete satisfaction of the customer.

He is authorized to contact the external service provider for any replacements, etc. He
also is fully authorized to take any decisions over and above replacements in order to
ensure customer satisfaction and to maintain the “Grand” image.

Procedures:
“Customer complaint handling procedure” QM 12

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7.0 KEY BUSINESS PROCESSES

Service Design

Policy:
It is company policy to provide service meeting the requirements of our customers. This
is to include all services which the Grand Supermarket is adding or modifying.

Implementation:
The Customer Service Manager shall be provided with all responsibility to determine the
requirements of the customers. While doing this he shall make all attempts to consider
all the various segments of customers .
Design and development Inputs:
Service brief is prepared by the Customer Service Manager and the same is approved
in a joint meeting with a core team comprising of Business development director,
Human Resource Director, Procurement director. After the team agrees it obtains the
approval of the Managing Director.
This acts as the design input. This also shall have design plan to ensure that all
activities are tracked appropriately. This input considers all the functional and
performance requirements, statutory and regulatory requirements standards of practice
that Grand supermarket has committed to implement, potential consequence of failure
and inputs from experiences of previous designs.
Design and development Outputs:
This service brief is then passed on to the team lead by Customer Service Manager
and further including Operations Manager, Maintenance Manager, Human Resource
Manager & Procurement Manager.
The team has the task of following activities:
Listing of various characteristics of service and service delivery in line with the service
brief..
Listing of various tasks relevant to meet these service brief requirements including the
brands to be provided, resources needed, any service to be outsourced, any supplier
provided equipment needed, etc
Identification of critical systems and Contingency plans in case of primary system
failure.
Consider a plan for coping with the variations in demand.
Provide the requirements for agreements with suppliers on quality and quality verification
methods, Provision of settlement of quality disputes,

The team identifies service characteristics as well as service delivery characteristics.

These are ensured to be measurable and monitoring methodology is also decided by
the team.

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Design and development Controls:

At relevant stages of this progress, team meets with the core team as planned for
conducting design reviews as detailed in the design plan.
As relevant, verification and validation activities are carried out as detailed in the design
and development plan and it ensures that the service meets the design inputs.

After completion of all the deliverables, the team releases the design and is available to
the relevant managers for tracking and ensuring that customer gets the right quality of
service.
Design and development Changes:

In order to ensure that a service once designed properly does not lose the focus as the
changes are made to it, the same methodology as indicated above shall be used while
developing the system initially as well as for adding/ changing any new service / service
requirement.

Procedures:
Design manual QM 13

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8.0 SUPPORT PROCESSES

Control of documented Information:

Policy:
All documented information which is either maintained (and used as reference),
retained ( as an evidence of carrying out an activity) or kept (Both retained and
maintained) communicating the quality management system or providing reference or
guidance information to staff or providing evidence of an activity being performed , shall
be suitably controlled to ensure that sufficient and correct information is available to
staff at all times, and any obsolete or invalid information is withdrawn from use and the
retained is suitably filed and indexed to enable retrieval of information.

Implementation:
Documentation maintained:

All procedures and work instructions shall be issued and controlled via the Customer
Service Manager.
Managers are responsible for generation, review and maintenance of any procedures or
work instructions necessary in their areas of responsibility and for ensuring that these
are issued via the Customer Service Manager.

All company procedures and work instructions shall be reviewed and approved by the
Customer Service Manager, together with any amendments to such.
The Customer Service Manager shall maintain a master list of all procedures and work
instructions together with current issue status details.

Documentation Retained:

There are many documentation retained whilst undertaking day to day work activities
that provide a record of satisfactory achievement of quality. It is the responsibility of all
employees to ensure that when required to do so they will generate the necessary
evidence of activities undertaken on appropriate forms and documents.

When documents are one year old they shall be passed to the Customer Service
Manager who shall review and archive as necessary. Information that is archived shall
be retained for five years.

The data of any customer who registers in our scheme “loyalty program” shall be
retained for five years after the customer has moved out of the loyalty program.

Procedures:
Procedure for controlling maintained documented information. QM 01
Procedure for controlling retained documented information. QM 07

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8.0 SUPPORT PROCESSES

Identification and traceability

Policy:
At all times it is necessary to be able to identify the equipment & material including all
material in the racks so as to be clearly known to the customer. It is also needed that
identification further to be available up to the brands as well as description of equipment/
material as relevant and traceability be available to the batch number/ model date etc.

Implementation:
All brands equipment / food articles grocery sold by the company shall have a sticker on
the packing which shall be fixed by the supplier itself in English language. Further this
sticker has to indicate the batch number, date, weight / shelf life as applicable. As the
material is received at our stores, a barcode containing the price to be charged, has to be
fixed in line with our pricing guidelines provided by business development director.

For ease of customer the locations and racks shall be identified for the equipment
category/ material category, etc.

Supplier’s packaging will never be removed for any item / equipment. Only in case of
some of the grocery items, if the packing needs to be redone due to packing tear, etc, then
our packaging shall be applied. In such cases, Operations manager who also is to be in
charge of the stores activities, shall ensure transfer of all the original details on to the new
packing. Also he ensures correct weight.

Any defective equipment as received at our stores or received as a customer return shall
be attached with a “Defective Part" label and shall be placed into stores location DF and
shall be away from any customer movement and await possible return to the manufacturer
(for warranty claims or reliability analysis or replacement purposes).

All other material/ equipment that is available in other areas shall be deemed to be quality
OK material.

Procedures:
See "Operations general procedures" QM 03
Procedure for Handling of Nonconformity QM 14

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8.0 SUPPORT PROCESSES:

Monitoring, Measurement analysis and evaluation
Policy:
Where necessary, formal inspection or testing of products shall be undertaken in
accordance with appropriate criteria and by suitably competent staff. Monitoring for
product preservation also shall be ensured with adequately fit equipment.

Product, service and process monitoring will be performed where it is considered to be in

the interests of the company and will be focused on aspects of operational performance
where pre-determined standards need to be verified as met or where improvement is
considered necessary.

Implementation:

Receiving inspection and testing:

All received goods shall be inspected on receipt and verified for acceptability. For
equipment and items, incoming checks shall be performed as packing / labeling damage
check, description of items, quantity check..
Apart from these each equipment from any manufacturer shall carry a “Quality OK “sticker
from the manufacturer and shall be verified at incoming.

such as during repacking, monitoring of temperature for preservation, climate control.

For spares and other received materials a goods receiving inspection shall be performed
by warehouse staff before entering such materials into stores.

In process inspection and testing:

As such the equipment and material shall not need any in process inspection except in
cases of having some damage during movement/ storage within the company.

Final Inspection and Testing:

Before any equipment is dispatched, any food item being put in dispatch area/ rack, stores
personnel ensure the availability of all the labels / tags/ bar codes and also packaging is
intact.

Under the circumstances when any equipment box is found to be opened or damaged at
in process or at dispatch, the equipment boxes may be opened and repacking done.
Contracts with the equipment suppliers shall include the repacking if needed at our
premises. This ensures no deviation from quality.
In case of material such as food items/ grocery items, any such torn packing if seen
during storage or while putting in the rack the same shall be considered as non
conforming. Depending upon the contract such items are returned to supplier or
destroyed. In case of grocery, operations manager may take decision about repacking and
offering to the customer.

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Inspection and Test Records:

All completed and signed off Work Sheets shall be retained for a period of two years in
stores department. These worksheets shall also provide the traceability to the person who
approved the goods to be kept in the delivery area. Lot wise evidence of conformity with
the acceptance criteria shall be captured in these work sheets.

Product, service and process monitoring activities will be undertaken in accordance with
management requirements as determined on an annual basis at the time of management
review of the quality management system and under the guidance of the Customer
Service Manager.

All the customer feedback data shall be kept supplier wise to monitor supplier
performance.
Also all the scraps/ spillage / rejection data during transit/ in storage as well as at the final
dispatch stage shall be kept supplier wise.

Further data also shall be captured for any delivery concerns, any weight variation etc and
analysed supplier wise.
It shall be the focus of all the employees of the company to ensure improvement in
parameters and result in increased customer satisfaction.

Procedures:
Operations general manual QM 03
Strategic planning manual QM 11

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8.0 SUPPORT PROCESSES

Monitoring and Measuring Resources

Policy:
Any such equipment shall be maintained in a fit state and shall where necessary be
calibrated as traceable to national/international standards.

Implementation:

Kids game zone equipment is subject to periodic checks by the manufacturers to ensure
no deterioration and appropriate certificate is provided for any worthiness in line with the
local authority regulations.
Other equipment include for measuring of weight while checking, while repacking,
temperature monitoring, freezer condition monitoring, etc.
The maintenance manager shall make a list of all the measuring and monitoring
equipment.
He is further responsible to decide methodology of verifying the fit to use status and also
whether traceability is needed or not.

All these records need to be maintained for a period of one year after the expiry of
calibration validity.

The Maintenance Manager is also responsible for ensuring the identification of fitness
status on all such equipment.

Procedures:

See "Maintenance and calibration of equipment instructions" QM 15

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8.0 SUPPORT PROCESSES

Control of nonconforming outputs

Policy:
Any product or service that fails to meet company requirements will be suitably controlled
and rectified to ensure that no defective products are delivered to customers.

Implementation:

Further, following categories of product non-conformance may be encountered:

Supplies to customer of equipment and materials that do not conform to specified

requirements.
Received new equipment and material / food articles that fail the pre-delivery check.
Equipment / material that get damaged/ deteriorated and fail the in process or the dispatch
checks.
Procedures are established in areas of the company, to ensure that non-conforming
product is appropriately identified, documented, evaluated, segregated and appropriate
action taken to eliminate the non-conformance and notify those concerned. Customer
service manager is authorized to give any disposition action

Incoming supplied equipments and other materials may be rejected and returned to the
supplier or used under a concession granted by the customer service manager.
Each responsible line manager shall maintain records of the non conformity,
nonconforming outputs, any corrective actions and results of these actions within their
area of responsibility.

Procedures:
See " Procedure for Handling of nonconformity and nonconforming outputs” QM 14

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8.0 SUPPORT PROCESSES
Nonconformity and Corrective action
Policy:
It is important that the company learns from any errors or mistakes made and uses the
information to improve its processes. To this end any nonconformance and nonconformity
will be investigated to determine the underlying cause, and various data available
throughout the company will be used to determine opportunities for improvement.

Implementation:
This procedure shall include the nonconformities occurring including any arising from the
customer complaints which are received and compiled by the customer service manager.
Other nonconformities shall include the nonconformities in various activities for which the
responsibility lies with the line managers. They shall fully comply with the procedure
released by the customer service manager.
Reacting to the nonconformity shall include taking actions to control and correct it and also
to deal with the consequences.
The responsible authority shall evaluate the need for action so that it does not occur
elsewhere.
This is done by:
Reviewing and analysing the nonconformity, determining the causes of the nonconformity
and also determining if similar nonconformities exist or could potentially occur.
He will also drive implementing of any needed actions and review their effectiveness.
The risks and opportunities are updated based on the nonconformities, as relevant and if
needed any changes to the quality management system are made.

Further, the Customer Service Manager is also responsible for investigating the cause of
nonconforming products / services and for agreeing appropriate corrective actions with
other managers, as appropriate, to prevent recurrence.

In addition all activities undertaken by the company, concessions, quality records, internal
concerns and customer complaints shall be analysed to detect and eliminate causes of
non-conforming product/ service (See also CUSTOMER COMPLAINTS.)

Procedures:
Corrective action Procedure QM 16

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8.0 SUPPORT PROCESSES
Staff Recruitment
Policy:
As an equal opportunities employer, The “Grand Supermarket” will engage the services of
persons who have the attitude, competence and physical abilities to carry out the
necessary duties regardless of sex, race or religion.

Implementation:
Managers requiring to recruit new staff will liaise with the Human Resource Manager in
order to ensure that a complete and adequate job specification and employee profile is
produced. The Human Resource Manager will determine a suitable approach to
recruitment, involving advertising, use of external recruitment consultants, etc. and will co-
ordinate the evaluation of suitable applicants. Short-listed applicants will be interviewed by
the Human Resource Manager first, followed by the appropriate Manager. For senior/key
posts above managerial level, the interview will be conducted only by the Human resource
director and appointment to be after approval of the Managing Director.

Procedures:
Recruitment & Training procedure QM 04

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8.0 SUPPORT PROCESSES
Organizational Knowledge, Competence, Awareness and communication.

Policy:
It is company policy that all staff shall be appropriately qualified to enable them to
undertake the tasks expected of them and that they shall be provided with the opportunity
to develop their skills and abilities in support of company operations and their desire for
self improvement.

Any employee required to perform tasks which have a significant bearing on customer
satisfaction shall be of proven competence to enable such tasks to be performed to a
satisfactory standard.
Implementation:
Organizational knowledge:
The Human Resource manager in coordination with the operations manager and as
relevant other managers, determines the organizational knowledge necessary for the
Grand. This is approved by the Human Resource director. This knowledge shall be
maintained within the company or shall be made available.
Competence:
The Human Resource manager in coordination with all the departmental managers
determines and compiles the competence requirements for each position within the
company. This is then approved by the Human resource director. This takes into
consideration the knowledge, skills, experience, education requirements.
An annual assessment shall be made to identify gap in competence, if any. This will be
done by 31st March every year and shall be controlled by the Human resource manager
and all departmental manager shall coordinate.
The actions to bridge this gap shall be planned and implemented on priority by the Human
Resource Manager
Awareness:
In each area, the personnel working , including the home delivery personnel ( external but
working under the control of the organization) , it shall be ensured in the induction training
that they are fully aware of the quality policy, their relevant quality objectives, their
contribution to the effectiveness of the QMS including the benefits of improved
performance. In every job related training they shall also be made aware of the
implications of not conforming with the QMS requirements.

The company considers that training should be an ongoing process and is keen to
encourage employees to maximise their potential by means of both company sponsored
training and self education programmes. The Human resource director shall undertake
annual reviews of the training needs for all staff and shall arrange with the Human
Resource Manager for any necessary training to be provided.

A great deal of staff training, particularly for new employees, is undertaken by well
experienced and long term staff allocating a suitable amount of time to share job
knowledge with employees for whom they are directly responsible. In some instances the
local college of further education may provide suitable day release courses which
employees may be encouraged to attend.
Equipment manufacturers also offer courses for sales personnel to upgrade them to their
equipment capabilities.
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In all cases soft skills shall remain as a very basic requirement.

Managers shall assist in the development of staff by identifying training needs necessary
to enable staff to perform their tasks and also preparing them for future tasks and
promotional possibilities.

The Human Resource Manager shall review all training requirements on an annual basis
and prepare a Company Training Programme together with an associated budget for
consideration and approval by the Human Resource Director.

The Company Training Programme shall be a combination of In-Company and external

training solutions to meet both essential and desired training requirements for both the
company and individuals.
Individual staff development programmes shall be prepared by the Operations manager
working in conjunction with, the Human Resource Manager.

Skills matrices shall be maintained by the Human Resource Manager, together with
records of training for all staff.
All new staff will receive appropriate induction training.

Procedures:
Recruitment and training procedure QM 04.

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8.0 SUPPORT PROCESSES

Health, Safety and staff welfare

Policy:
The company recognises its responsibility for providing a safe environment for staff and
members of the public. It is dedicated to providing a healthy and safe environment at all
times and for the provision of facilities that provide for the general well being of staff.

Implementation:
The Maintenance Manager is responsible for the provision of the company safety
programme and/or co-ordinating the management of Health and Safety matters
throughout the company.

All managers are responsible for the provision of safe working practices in their area of
responsibility and for ensuring that all safety hazards are identified, risks evaluated and
appropriate risk control measures implemented and monitored.

Safety Audits will be undertaken by all managers on a weekly basis, working in pairs and
auditing areas that are not their immediate responsibility. This will be co-ordinated by the
Maintenance Manager.

The company safety programme will be reviewed on an annual basis by the management
team and the necessary safety management systems adopted to support the organization
in the achievement of its safety objectives.

General Staff Welfare will be administered by each manager for their areas of
responsibility.

Procedures:
Safety Procedure

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8.0 SUPPORT PROCESSES

Environmental Management
Policy:
The company will continuously seek to reduce the negative impact of its operations on the
environment.

Implementation:
On an annual basis the management team will review the company's environmental
impacts and performance to date, and will identify environmental objectives and set
targets for the coming year.

The company will implement an Environmental Management system that is designed to

minimise the negative effects on the environment, both locally and globally, in relation to
those effects that have been identified as particularly relevant to the activities undertaken
and to maintain compliance with relevant legislation.

The Maintenance Manager is responsible for providing and maintaining an Environmental

Impacts Assessment for the company operations, and for the development and
maintenance of an Environmental Management System that aims at the effective control
of operations in order to maintain compliance with relevant environmental legislation and
minimisation of those effects determined by the management team to the agreed
minimum and targeted levels. The Maintenance Manager will, through the relevant line
managers, ensure that the company’s Environmental Management System is
implemented and monitor the achievement of environmental objectives and targets that
have been set for each area.

Procedures:
Environment Management Procedure QM 18

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8.0 SUPPORT PROCESSES

Continual Improvement
Policy:
Continuous process improvement will be undertaken throughout all company operations.
In particular analysis of customer complaints and reports of product or service
nonconformity will be used to initiate improvement activities.

Implementation:
The Managing Director of Grand Supermarket is responsible for the determination of an
annual improvement plan based on the organization’s policy/ objectives/ strategic planning
inputs, risks and opportunities evaluations, etc.

This plan will be in line of the quality objectives and will cover the actions needed to
achieve the objectives, the responsibilities as well as target dates.

This plan will be implemented in appropriate areas of the organization and formal
monitoring against objectives will be undertaken by the Management team comprising of
the Business development Director, Procurement director and Human resource director.
Progress against objectives will be a subject for Management Review meetings.

Procedures:
Strategic Planning manual QM 11

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9.0 I n te r na l Au d i t

Policy:
All areas of the organization shall be subject to planned and documented audits to verify
conformance to company requirements.

Implementation:
The Customer Service Manager undertakes a range of audit activities throughout the
organization on an annual basis.

Such audits are scheduled on the basis of the importance of the activity to customer
satisfaction, changes affecting the organization and results of previous audits..

The Environment management activities are audited once a year. Operations activities are
audited every two months.
All other areas of the company are audited on a six monthly basis.

Audit results are documented on the standard company audit report form and distributed
to all the Directors and managers. Corrective actions must be undertaken within one
month of receipt of such reports and shall be agreed with the Customer Service Manager
and detailed on the audit report form.

Procedures:
Quality System Audits QM 02.

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10.0 MANAGEMENT REVIEW

Policy:
The Management System shall be periodically and systematically reviewed by
Management to ensure its continued suitability and effectiveness.

Implementation:
The Management Team shall review the Management System on a six monthly basis to
assess its continued relevance to the company's operations and compatibility with various
new brands and models being launched in the market and any legislative requirements.

The review shall take due account of the results of audits undertaken in the company.

This review will aim to correct any inadequacies found in the operating systems and make
any improvements deemed necessary to improve the overall effectiveness of company
operations.

The Managing Director will chair the meeting and the Customer Service Manager will
record the minutes.
The meeting will be run according to a pre-determined agenda with appropriate times
allocated to consider each topic in turn. Attempts will be made to keep the meeting
duration short whilst ensuring adequate consideration of issues raised.

The minutes will record inputs provided to the meeting together with action points only.
Details concerning the general debate undertaken will not be recorded unless considered
necessary by the Managing Director.
The Customer Service Manager will issue a formal agenda for the meeting at least two
weeks in advance of the meeting, and inputs to be provided will be distributed by those
responsible for providing those inputs at least one week in advance of the meeting.

As a minimum the following members of the Management Team shall attend the meeting:
The Managing Director (Chairman)
Customer Service Manager (Minutes)
Business development director
Procurement Director
Human resource Director
Operations Manager
Maintenance manager

Formal inputs to the meeting will be required from the attendees as indicated below.

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The Agenda will include as a minimum the following items with inputs from those
indicated:

 Analysis of Audit results (Customer Service Manager)

 Analysis of the results of Customer Complaints (Customer Service Manager)
Safety Incidents (All managers)
 External provider’s performance monitoring (Procurement Director)
 Review of formal Corrective actions taken since previous meeting (Customer
Service Manager)
 Review of significant Corrective actions resulting from Customer Complaints and
Failure Reports. (Customer Service Manager)
 Adequacy of current / future financial, material and human resources. (All
Managers)
 Adequacy of current Quality Management System to meet Business needs. (All
Managers)
 Changes in external and internal issues that are relevant to the QMS (All
Managers)
 Trends in customer satisfaction and feedback from relevant interested
parties(Customer Service Manager)
 Review of quality objectives. ( All Managers) and define targets for the next review
period.
 Process performance and conformity of product and services (All managers)
 Monitoring and measurement results (Operations and maintenance managers)
 The effectiveness of actions taken to address risks and opportunities ( All
managers)
 Opportunities for improvement ( All Managers)

The meeting should focus on the identification of adverse trends and the determination of
suitable corrective and/or preventive actions including modifications to the Quality
Management System. Conclusions and recommendations from the meeting will be sent to
staff as appropriate for necessary action(s) to be taken.
In particular, the Managing Director will initiate the adjustment of any necessary changes
to the provision of financial, material and human resources in order to adequately support
the company's activities.
The Customer Service Manager is responsible for verifying that any corrective or
preventive actions decided are implemented within the appropriate timeframes and are
effective in eliminating the original concern.

The results of such verification shall form an input to the next Management Evaluation
Meeting.

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