You are on page 1of 28

COMMERCIAL - IN - CONFIDENCE

37

CAPITAL CITY WASTE SERVICES P/L

MANAGEMENT SYSTEM
MANUAL

Complying with

AS/NZS ISO 9001: 2000


MISSION STATEMENT

"T o le ad t h e Wast e in dus try in a ll as pec ts o f t h e b us in ess, inc lu ding t h e h ig h est lev e ls o f
serv ice , b e c o mp let e ly re liab le a nd f lex ib le w it h serv ic e d e liv ery a n d th e b est v alu e fo r
mo n ey. T o m ain ta in t h e h ig h est st a nd ar ds of pr of ess ion a lism an d h on es ty in
our de a lin g w it h clie nt s, st a ff a n d s u pp liers. "

September 2011:
www.capitalcitywasteservices.com.au

Page 2 of 14

CCWS
QUALITY POLICY STATEMENT
Capital City Waste Services P/L, prides itself in providing a service that is dependable and consistent,
(throughout this document please note that Capital City Waste Services Pty Ltd will be referred to as CCWS.)
By way of our expertise and experience CCWS provides general waste services, recycling services including
but not limited to cardboard, paper, and co-mingle. CCWS also manages secure paper and product
destruction. CCWS ensure our business partners who collect all the secure material on our behalf are fully
accredited and the security of confidential records and sensitive materials during the removal, transportation,
destruction and recycling processes are our first priority.
Our quality management system complies with the Australian & New Zealand Standard AS/NZS ISO
9001:2000 "Quality management systems - requirements".
Everyone within our organisation has a responsibility to focus on our customers' needs and work towards
continually improving our service.
Quality is everybody's business, and we require all stakeholders to actively support our commitment to
continual improvement.
By committing ourselves to providing a professional, consistent and significant service to our community we
see ourselves achieving and maintaining our commitment to quality.
We will

Provide consistent and dependable services that focus on our customers' needs and overall
satisfaction using our sales to survey their needs and concerns.

Provide value-adding to our services by continually striving to exceed our customers requirements
through weekly meetings systematically analysing customer feedback.

Developing a team oriented work environment that encourages continuous quality improvement and
ensures all team members are competent and have the resources to meet these expectations.

Conduct internal and external assessments of our management system to ensure it remains suitable,
effective and relevant to our organisation as well continuing to comply with statutory requirements and
AS/NZS ISO 9001: 2000.

Page 3 of 14

SCOPE & OBJECTIVES


CCWS has grown rapidly by directly responding to customer requirements. Our service scope includes
general waste and recycling services. In addition to this we also manage secure paper and product
destruction services that are designed to comply with the Pr iv acy Act 1 98 8 while remaining cost effective
for our customers.
This policy manual and the quality management system it defines is the foundation for our planning and
facilitation of the document destruction and recycling services.

CCWS OBJECTIVES
QUALITY OF SERVICE
To gain customer satisfaction, i.e. meeting customer needs & expectations, by monitoring customer feedback
results and process auditing
COLLECTION & FACTORY EFFICIENCY
To ensure on-time collections and maintaining equipment i.e. Trucks to the highest possible level, as this is an
integral part of our business efficiency. Drivers' run sheets and factory reports shall provide adequate
evidence of meeting targets
PRESENTATION
To ensure our company's image is seen as professional and capable. This impression relies on personnel
appearance and vehicle cleanliness. Proficient representation by our sales team remains a fundamental
element our service.
CONTINUAL IMPROVEMENT
Continually improve the quality outcomes of our management system and maintain compliance with AS/NZS
ISO 9001: 2000 Standard

The measurement of our objectives shall signify the success of our planning and implementation process
within our management system.
We stress that every endeavor be made to embrace innovation using flexible approaches based on
performance criteria. Our determination to continually improve respects the same premise.
General Waste Containers
120, 240, 660, 1100 litre plastic containers.
1.5m, 3m, 4.5m steel containers.

Recyclable Containers
120, 240, 660, 1100 litre plastic containers.
1.5m, 3m, 4.5m steel containers.

Security Containers
We have lockable 120, 240 and 660 litre receptacles for larger organisations.

Page 4 of 14

CODE OF CONDUCT
All CCWS employees must:

Observe and comply with all relevant Commonwealth, State and local Legislation.

Treat every individual with respect regardless of their sex, race, colour, religious beliefs or position in
the organisation.

Accept responsibility for the safety of themselves, their families, their colleagues and their employer at
work.

Not act in any manner which might discredit the name and reputation of CCWS.

Use CCWS resources responsibly and in CCWS best interests.

Not disclose or otherwise make available any of CCWS intellectual property or other propriety
information to any unauthorised parties. This includes intellectual property and other propriety
information belonging to other parties which may be in the care of and/or for the specific use of
CCWS.

Not accept benefits, gifts or other inducements from third parties associated with CCWS business
activities unless they are of a trivial, inexpensive or seasonal nature and do not influence the outcome
of any dealing on behalf of CCWS. In any event, the employee shall advise his or her immediate
superior of the receipt of all such items.

Conduct all business dealings and financial transactions with integrity in an honest, fair and
reasonable manner that will reflect well upon the individual and CCWS.

Not enter into any transaction or become engaged in any other situation which might result in a
conflict of interest with CCWS.

Be familiar with CCWS policies and procedures relevant to activities undertaken.

Maintain written records of all material dealings with external parties to provide adequate audit
substantiation and demonstrate compliance with CCWS policies.

Not use the CCWS name, reputation or other resources to promote any nonbusiness related activity
without the approval of CCWS Chief Executive.

Report to CCWS management, any breaches of this Code of Conduct or any other unlawful activities
of which they become aware.

Le Ho Director
September 2011

Page 5 of 14

QUALITY MANAGEMENT PRINCIPLES

The following quality management principles are the fundamental rules for operation within CCWS. They are
aimed at continually improving our performance over the long term by focusing on our customers' needs and
expectations while addressing all stakeholders' needs.

Customer-Focused
Everyone at our organisation is aware of the dependence our customers have on our services. We focus on
the customer needs and strive to exceed customer expectations.

Leadership
Leaders establish unity of purpose and direction of the organisation. We create and maintain an internal
environment for our personnel to become fully involved in achieving the organisation's objectives.

Involvement of People
Satisfied people at all levels are the essence of our organisation's success and their full involvement enables
their abilities to be used for our benefit.

Process Approach
We strive to reach the desired result efficiently by managing resources and controlling service delivery using a
process-based approach. Process maps and documented procedures are the basis for this structure.

System Approach
To improve our effectiveness and efficiency we monitor and manage our system through awareness and
understanding of the interrelated processes. It is by regular monitoring of our service processes our system is
constantly under scrutiny with the genuine goal of continual improvement.

Decision-making
Our top management is directly responsible for the determination of our organisation's overall decision-making
processes. Management analyse service-related data and system information to determine any service or
system-related changes. The day-to-day decisions by staff members will be based on consultation and
awareness of any improvements approved by management.

Page 6 of 14

Company Profile
CCWS is one organisation providing businesses throughout Australia with general waste and recycling
services, together with the management of secure paper and product destruction.
CCWS help educate our customers on the benefits of recycling, not only to save money, but also to help the
environment. We offer the different varieties of recycle bins for this purpose. These recycle bins include
cardboard, white paper, and co-mingle. The more the customer can recycle, the less is sent to landfill.
Additionally, we assist with ongoing support and advice so that your recycling program is a complete success.
Our organisation concentrates on customers' individual needs and tailors their waste and recycling
programme accordingly, enabling convenient collection of material.
Mission
To lead the Waste and recycling industry in all aspects of the business, including the highest levels of service
and support, completely reliable and flexible with service delivery and the best value for money. To maintain
the highest standards of professionalism and honesty in our dealing with clients, staff and suppliers.
Staff
Our employees are security checked prior to commencement of employment and are provided with company
uniform and photo identification.
Competency is critical to maintaining client confidence. Top management ensure our employee competence
by skills analysis, appropriate training and regular performance monitoring.
Vehicles
Our vehicles are clearly signed, alarmed, serviced and cleaned to ensure a high standard of efficiency to
ensure security is maintained.

Page 7 of 14

QUALITY MANAGEMENT SYSTEM

CCWS has implemented a Quality Management System to meet the requirements of AS/NZS ISO 9001: 2000
(Quality management system - requirements).
The structure of our system complies with the Standard by
meeting its four main requirements.
Management Responsibility Resource Management
Management of Process Measurement, Analysis and
Improvement

We document and maintain a Quality Management System that:

Identifies the critical processes and their interaction with

other processes;

Determines the methods of control for critical processes to ensure their effectiveness;

Provides adequate monitoring, measuring and analysis to highlight improvement opportunities;

Controls the system documentation to comply with the Standard AS/NZS ISO 9001: 2000;

Provides objective evidence of the system suitability and effectiveness through verifiable record
maintenance.

The Executive Management provides a commitment to this management system by:


Adequately resourcing the management system's establishment and maintenance; Establishing
quality policies and objectives; Ensuring statutory and legislative requirements are met; Guaranteeing
quality objectives and customer requirements are met, and participating in management reviews

Page 8 of 14

QUALITY MANAGEMENT SYSTEM (continued)

Quality Manual
The quality policy (this manual) is an integral part of our quality management system. It embraces and affirms
our policy, scope, organisational structure and responsibilities.
This manual contains a reference listing to system procedures and service process maps.

Quality Procedures & Process Maps


CCWS procedures, process maps (flow-charts), work instructions, i.e. proformas, will assist us with a
seamless provision of our services.
All processes are structured to include any activities occurring and documents used therefore providing
personnel with the 'whole process' picture for their relevant areas of work.

System Management Procedures


To facilitate and support the business processes the following Standard-required system management
procedures have been identified and documented.

Internal Auditing
Management Review
System Improvement
Control of Deficiencies
Corrective Action
Preventive Action
Document Control
Record Control

(CCWS/QP-01)
(CCWS/QP-01)
(CCWS/QP-03)
(CCWS/QP-03)
(CCWS/QP-03)
(CCWS/QP-03)
(CCWS/QP-02)
(CCWS/QP-04)

The critical processes are comprehensively mapped providing personnel with the 'complete process or "big
picture".

The processes are continually audited and shall be updated when improvements of operations are required.

Page 9 of 14

QUALITY MANAGEMENT SYSTEM (continued)

SYSTEM PLANNING & INTEGRITY


The quality objectives and management system documentation generically addresses our overall planning.
While Council determines some major processes as part of legislated and/or regulatory requirements CCWS
maintains the integrity of our management system though consultation, monitoring, analysis and review.
This quality policy manual provides a framework of intent for the management system-planning, establishment
and monitoring.
Records are maintained to provide objective evidence to ourselves and to our customers that we have
achieved the required quality that is appropriate.

AS/ISO 9001: 2000 CLAUSES NOT ADDRESSED


CCWS does not address the following clauses within the Standard:
7.3 Design and Development: CCWS has no design or design development activities.
7.5.2 Validation of processes for production and service provision: CCWS is able to validate all outputs from
the provision of its services and therefore does not address this clause.
7.6 Control of monitoring and measuring devices: CCWS does not incorporate or use any monitoring or
measurement
devices
as
expressed
in
the
spirit
and
intent
of
the
Standard.

Page 10 of 14

QUALITY

MANAGEMENT

SYSTEM

(continued)

ORGANSATION STRUCTURE

GENERAL WASTE AND RECYCLING ORGANISATION CHART

MANAGEMENT RESPONSIBILITY
The management commitment to the development, implementation and maintenance of our management
system is evidenced in this manual. Our customer focus, our policy on quality issues, our quality objectives
and our overall planning is documented within this manual. The responsibility and authority of personnel within
CCWS are documented as position descriptions.
Position Descriptions
All status within CCWS organisational structure have been developed and documented as position
descriptions and we maintain these documents in personnel files.
The position of the Quality Management System Coordinator is a "management representative"
status.
Management Representative
The Directors and the Office Manager share the Management Representative authority and
responsibility due to the way the company operates. Specifically, the Office Manager shall ensure that
the requirements of AS/NZS ISO 9001: 2000 are implemented and maintained.
Management Review
A formal review of CCWS management system by the executive management shall be scheduled at
least quarterly by the Office Manager as part of her role as the Management Representative.

RESOURCE MANAGEMENT
Competent personnel are critical to meeting our objectives. Executive management ensures employee
competence by initial security, qualification and experience screening at time employment, then by skills
analysis and appropriate training where required. Performance assessment is carried out on a regular basis
and actions are planned at management review level.
The work environment, conditions and work methods of staff are scrutinized and supervised as part of regular
work monitoring activities. An integral element of our human resources management is our Workplace Health
& Safety program.
Our infrastructure is reviewed at top management level to ensure our work environment and equipment
ensure our processes are efficient and effective.

Page 12 of 14

SERVICE PROVISION & REALIZATION


Competency and suitability of staff, procedures, process maps and work instruction proformas make up the
majority of our system control features.
The planning for our service achievement takes into consideration measurable objectives, establishment and
maintenance of processes with regular monitoring, verification and validation activities within the system.
Customer-related processes include a review of requirements, service-related data and post-service
feedback.
Purchasing authority belongs to the Directors, Office Manager and Financial Controller. Our day-to-day
authority for purchases is handled by the Financial Controller. A register of assessed suppliers of equipment,
materials and services is maintained.
Monitoring and measurement is provided through day-to-day event records, deficiency reports, internal
auditing and post-service feedback records.
Validation of our processes is maintained by distinct criteria for the review and approval of processes,
competency of personnel, and efficacy of procedures and work instructions. Production reports also assist in
the validation of processes.
Identification and traceability of our services is based on customer name and database records of pickups and
deliveries.
We use separate compactor trucks to pick up the general waste, cardboard and co-mingle. The general
waste is taken to a transfer station for processing, while the comingle and cardboard is taken to recycling
facilities. Here they are sorted into the different grades, and processed ready for recycling.
For the disposal of document destruction, our business partners use compactor trucks that are specially fitted
with paper safe equipment and lockable document containers to secure sensitive material. Plastic wrap is
wrapped to pallet pickups to ensure document security during delivery to factory shredder.
Once shredded documents are bailed they are tied and secured in plastic to minimise potential contents
dispersal.

MEASUREMENT, ANALYSIS & IMPROVEMENT

Customer Satisfaction & System Performance


Monitoring of customer satisfaction and system performance is undertaken and recorded.
Customer feedback (surveyed), process conformity (factory efficiency), service outcome data (customer
surveys) and system improvements (audit results) are the basis for performance indicators relating to
customer satisfaction and internal audit processes. Improvements are realised and deficiencies are corrected
using our System Improvement Notice procedure.
Internal Auditing
Internal auditing is planned and scheduled on a semi-annual basis to ensure the quality management system
is suitable and effective. Based on analysis of data or the need to audit critical processes more often, audit
schedules may be changed without notice.
Monitoring and Measurement
Monitoring and measurement of process and services is performed primarily by using internal auditing,
customer feedback and analysis of service-related records. Conformity to specified or known requirements is
the criteria used.
Control of Deficiencies, Corrective & Preventive Action
Deficient services, corrective & preventive actions are controlled by taking immediate action to determine a
root cause, elimination and real deficiency and measures implemented to ensure no recurrence. Our System
Improvement Notice procedure is used.
Analysis of Data
Analysis of data, i.e. customer surveys, service audit feedback, complaints, external audit reports, factory
efficiency and general monitoring will provide us with the opportunity to highlight any unsuitable trends or
potential deficiencies.
Improvement
By analysing data, i.e. customer-related complaints, deficiency reports and corrective action records and
audit reports at staff meetings and management reviews, we are able to continually improve the effectiveness
of our quality management system

Page 14 of 14

AS/NZS ISO STANDARD - RELATED MATRIX DOCUMENT LIST


Clauses Title

Document

*PROCEDURES AS REQUIRED BY AS/NZS ISO 9001: 2000

* 4.2.3

Control of Documents
Control of Quality 4

* 8.2.2
* 8 .3

2 4

Records

Document Control Procedure CCWS/QP-02


Control of Records Procedure CCWS /QP-04

Internal Audits

Audit & Review Procedure CCWS/QP-01

Control of

System Improvement Notice Procedure CCWS/QP-03

Nonconforming Product
* 8.5.2

Corrective Action

System Improvement Notice Procedure CCWS/QP-03

Preventive Action

System Improvement Notice Procedure CCWS/QP03

5.6.1

Management Review

Audit & Review Procedure CCWS/QP-01

6. 2 .2

Staff Competence,

* 8.5.3

Policy Manual

Awareness & Training


6.3

Infrastructure

6.4

Work Environment

7. 2

Customer Related Processes

7.3.

Design & Development

Page 9 of this Policy Manual Organisational Chart & Job


Descriptions
Policy Manual
Docketing & Contract Sign Up Procedures CCWS /QP -05 &
Process Maps
Not Applicable

7.4 Purchasing

Policy Manual

7.5

Privacy Policy (Document: DM03689:1) Process Maps CCWS/PM


01 to 05
Not Applicable

7 .6

Product & Service Provision

Control of Monitoring and


Measuring Devices
7.7
Measurement, Analysis &
Improvement

Audit & Review Procedure CCWS/QP-01 Customer Satisfaction


Survey Form CCWS/CSCF

The procedural requirements of AS/NZS ISO 9001: 2000 have been addressed as indicated in the above
matrix with asterisks. Our operational processes are shown within our Process Maps.
The staff within CCWS readily accepts responsibility and promotes a system which they are directly involved
in developing.
With this focus CCWS personnel take ownership of our business operations and strive for continuous
improvement.

MANAGEMENT REVIEW REPORT


DATE:

PRESENT:

Record persons present at review, detail topics discussed, comments, details & status of discussed topic. Record SINs tabled & attach any relevant
documents- Agenda to include: Follow up any actions from previous Management Reviews Quality System suitability and effectiveness, including
changes, results of Internal/External Audits, Adequacy of Resources, Suggested Improvement Notices (SIN) and status of Corrective and Preventive
actions taken, Changes to statutory or legislative requirements, Competency/Staff Appraisals, Customer complaints and positive feedback, Staff
satisfaction and any recommendations for improvement (Attach pages to this form if not enough room for detail)

AGENDA
Follow Up Actions

QMS
Suitable/Effective

Resources

Staff Performance
Satisfaction

Internal/External
Customer
Complaints

Feedback

Statutory, Legislative

Audit Report Findings

Recommendations for
Improvement

DISCUSSION / ACTIONS

Other

SINs Reviewed

Actions Required & By Whom

NEXT MEETING

SIGNED:_______________________________________________________
DIRECTOR

SYSTEM IMPROVEMENT NOTICE (SIN FORM)


Person Reporting: _____________________________ Date:

SIN NO: ______________________________________

DETAILS OF PROBLEM, POTENTIAL PROBLEM OR IMPROVEMENT

CC Consumer Complaint
C/T Competency / Training

P/l Procedure/Instruction
SUPSupplier

RK Record Keeping
OHS

AU Audit SIN/Other
Dl Driver Issue

FPE
Factory
/
Plant
Gl General Improvement
IP Internal Process
T/T Truck/Transport

Equip

Details:

SUGGESTED CORRECTIVE ACTION TO ADDRESS PROBLEM OR IMPROVEMENT


STA Discuss with Staff Member
CON Discuss/Satisfy Consumer
SUP Discuss/Reassess Supplier
PRO Modify Procedure/Instruction
INS Arrange Plant Re-Inspection
RK Modify / Upgrade Record Keeping
MAW Plant/Equip Maintenance
All Assess / Implement Improvement
MEM Memo
Other
Details

COST
Labour,
Material,
Lost
Time.

Quality Coordinator: ___________________


Preferred Completion Date: _____/_____/_____
EVALUATION & EFFECTIVENESS OF THE ACTIONS TAKEN
Details

Quality Coordinator: ___________________

CLOSE OUT

MANAGEMENT REVIEW

Completed By Date:

Action Successful?
YES / NO
Follow Up Needed?
YES/NO

QC

Date

QC

Follow Up by Date

DIRECTOR

Sign

Date of Review

SYSTEM IMPROVEMENT NOTICE (SIN) REGISTER

Date Sin
No.

Type of

Type of

Action

Follow-up &

Improvement/Problem

Correction

Completion Date

Closeout Date

Has CCWS represented value for money?


Comment:

CUSTOMER SURVEY CHECKLIST


Would the Customer use the services of CCWS again?

Yes No

Any Other Comments:

Action Items Arising From This Review:

Additional Comments:

REVIEWERS SIGNATURE:

DATE:

The INVOICING and optional CERTIFICATION process is the last stage in


the CCWS service. In the case of product or paper destruction. Certification
is offered as required and details the amount of paper product destroyed
and/or recycled.

Drivers are given a run sheet. At each job, they


are to note the service delivered, time of service,
and photograph any issues at the site should it
require reporting such as access denied by a locked
gate, or vehicle blocking the bin.
Once the truck is at full capacity or the driver
has finished his run, the general waste truck will
tip off at either a transfer station, or landfill.
The recycle trucks are taken to recycling plants,
and secure destructions are sent to T4 accredited
facilities. All trucks that are tipped off go
through a weighbridge that prints a docket to
indicate the weight tipped off.
At the end of each week a report is generated
showing daily workloads. Delivery Dockets are then
double checked against the Driver/Job Number and
bin types are recorded with quantity from Dockets
to Invoice is double checked.

The recycle and destruction process is the critical stage of the service where destruction
of confidential and sensitive documents is carried out at an approved destruction facility.
Following this process the paper is bailed and transported to recycling contractors.

The overall process for document destruction starts with a customer enquiry or work order
and is final when destruction is complete and an optional certificate is provided.

CCWS?

The purchasing process starts with a need for product or service, approval of any
purchases above $250.00 and is only completed when incoming goods/services are
verified as conforming to order specifications.

The SALES & MARKETING process is the start to a series of processes that provides
waste management, recycling and destruction of confidential, sensitive documents.

The PICKUP process is contingent on the Administration personnel collating information


keyboarded to data base and provided to the Drivers as a Run Sheet.

Service Delivery
Services
Completed

Driver completes their run according to their


daily runsheet.Photographs any reason to why
a service cannot be completed. Check Bins are
Locked (Security Only) Record Date/Time of
Pickup on runsheet.Reports on any damaged
bins or bins that are missing locks.
Highlight Run Sheet.Complete/Sign Docket, if
required Customer Signature

The PICKUP process is considered complete upon service delivery. The


Run Sheet shall be amended by the Administration personnel to rebook pickups that have been missed.

You might also like