Get ISO 9001 Certified Fast

In this post you will find all the information that you need to be able to effectively get ISO 9001 certified Fast. If you know the business that you are running, and if you carefully read everything that’s written in this eBook, you can be ready for the External Audit in 30 days. You should not need more than 4 hours of works on each day (in most cases, you’d need much less).

I am not going to try to convince you that ISO 9001 is important. It just is. If you don’t see its benefit, you can stop reading now. I will not explain why you should change your mind regarding the use of ISO 9001 Consultants in Malta. But if you are seeing the benefits of ISO 9001:2015 Certification in the service industry, and think you have what it takes to go at it without the need of a consultant, then I’m here to help.

If there are concepts that might be new, there will be a brief explanation. I will not try to use scientific jargon to show you that I know the subject. I am seeking to achieve that by simplifying the standard as much as possible. I explain in simple, plain English to make sure I convey the message. Added to that, I will be giving examples about 2 companies so that you can relate, and apply the examples as needed for your business.

• IT Services & Consultancy firm  – IT Services Ltd
• Plastic Injection Moulding plan – Manufacturing Stuff Ltd

If you are interested in getting ISO 9001 Certification for a Marketing Agency, you can get more information from reading this too.

Introduction to ISO 9001

ISO 9001 is a Quality Management System aimed at helping companies structure their internal processes to deliver good quality product or service to their clients. And you can get ISO 9001 certified Fast. The idea of continual improvement is critical for ISO 9001, and it is therefore not about a perfect implementation, but of continual improvement.. The standard follows the PDCA cycle

• Plan – determine what needs to be done, and how to do it 
• Do  – perform the tasks as planned
• Check – review the performance of your doing by reviewing the results
• Act – take reasons able decisions based on the extent to which the results were met

The above cycle is the conceptual approach that needs to be taken when developing any QMS, not just those based on ISO 9001 principles. The PDCA encourages people to look at improvement actions as gradual steps of improvement. The idea isn’t to start off with the perfect system. But rather, to start off with ‘a system’ that works, and continually find ways to tweak on the system.

 ISO 9001 has been reviewed for a number of times. The latest revision has been in 2015. The latest version of the standard gives value to the idea of ‘Risk-based’ (as explained further down), which is the central consideration that is to be taken into consideration. However, the aspects of the previous version (2008) are still to be taken into consideration. ISO 9001:2008, being a Quality oriented management system, gives particular focus to the following elements.

• Continual improvement – embodied through the use of the PDCA (explained above)
• Customer focus – considering activities that add value to the client (explained below)
• Process approach – looking at the activities done as sequential steps (explained below)

Customer focus

The standard mentions the idea of customer focus. Starting from the customer is critically important because through it you can know what activities are needed to be done by your business, so that you can serve the client. Any activities that you do that do not directly/indirectly help you render your service to your client are not needed.

Therefore, by starting from what the client needs, you’ll get value in improved efficiency. If you really start the process with an open mind, you can eliminate many sources of waste (activities that do not add value to the client).

Customer focus also extends to knowing what the customer really wants from you. What you the ‘customer requirements’ and what product / service can you offer to meet those requirements. From the product design point of view, it is therefore important to ask your customers what problem do they need solved. You can then modify your products and services in ways to be best meet your requirements.

Provided you are already giving products / services to your clients, then you can use feedback to measure your quality level. Quality means ‘meeting customer expectation with every demand and with every interaction’.  By having structured discussions or systems that you could use to get feedback from your customers, you can know the level of quality product / service that you giving to your customers. This might lead to giving you critical information with elements of your business that could be improved.

Risk-based thinking

So the idea behind ISO 9001 is to have processes, that are continuously improving, and that add value to your customers. This means that there are 2 aspects of your business that might change in a way that would disrupt your business operations.

• Internal – aspects inside your business that could create internal problems (processes, employees, etc.) within your company.
  • Strengths – what good things do you do that you can bank on
  • Weaknesses – things that you could surely do better
• External – the impact that other entities (customers, competitors. Etc.) could have on your company.
  • Opportunities – things that you could start making that would help you improve your overall position as a business
  • Threats – things that are happening that will impact you negatively, and therefore you need to change something to counteract this problem

This idea of risk based thinking is the start point of your Quality Management System. The areas that you are going to consider in your implementation are areas that are considered ‘risky’. Things that might not happen in the intended way unless we counteract each ‘risk’.

When setting up your ISO 9001 Quality Management System, you therefore need to start with the identification of Risks & Opportunities that you business has. That said, the list of risks and opportunities will not be created in the beginning and left as it is. That would defeat the whole purpose. So this should be done in reverse. See each of the elements that are needed for the QMS (key processes & supporting processes), and consider them with a risk/opportunity approach. The standard will define ‘what’ you need to consider. By applying risk-based thinking, you can determine ‘how’ to implement systems that would help you improve.

Scope of certification

The first thing you need to do when implement an ISO 9001 Quality Management system is to define the scope of certification. This acts as a means to know for which activities will your company be certified. It is usually a short phrase with ‘meaningful’ words. This means that the scope of certification does not have extra fluff. It simply describes what your company does.

Let’s take our 2 examples define what could possibly be their scope of certification:

• IT Services & Consultancy firm  – IT Services Ltd
  • To advise, install and maintain IT systems.
• Plastic Injection Moulding plan – Manufacturing Stuff Ltd
  • To manufacture plastic injection moulding parts.

The words in the scope of certification are critical, and they are the basis on which you are to start developing your QMS. Once the external auditors come to do your audit, they will start planning your audit based on what you describe in the scope of certification.

The scope of certification will be written on the certificate that you’ll receive from the certification body. Therefore, this information is public to all companies. If you want to compare the scope of certification you are developing to that of your certified competitors you can do this easily, in 1 of 2 possible ways:

• Look on your competitor’s website, or other media where the certificate itself is shown. The scope of certification would be in bold, in the middle part of the certificate.
• Find out the certification body issuing the ISO 9001 certificate of the company you want to compare with, log on to the website of the certification body, and find the company from the list of companies the certification body has certified.

Context of the organisation

This part has been added with the latest update of the standard, the ISO 9001:2015 version. I personally agree with this addition because it encourages business owners to see their ISO 9001 certification as method through which run their business.

In the past, companies used to create business plans that are not revised. With a proper implementation of ISO 9001 this can change.

This conceptual change starts from the context of the organisation. In this section, you are to clearly describe how your company fits in the value chain that you operate in. the value chain goes up to the suppliers of suppliers, and the clients of your clients.

• IT Services & Consultancy firm  – IT Services Ltd
  • Founded in 1995 by Mr Joe Smith
  • Specialises in the gaming industry
  • Offers one stop solution to its clients
  • Our typical client is a medium sized gaming solution company
  • Our clients offer 24/7 online gaming that needs 100% up-time to make sure their clients have constant access to their accounts and to support
  • The problem that we solve to our customers is the complexity of a reliable IT infrastructure
  • Our services are advisory, training, and system design
  • Our products are hardware, and software.
• Plastic Injection Moulding plan – Manufacturing Stuff Ltd
  • Founded in 2005 by George Borg
  • Works with larger manufacturing plants
  • Produces sub-assemblies to its clients
  • Our clients are international and sell their products mainly outside of Malta
  • The clients have fluctuating requirements
  • The problem that we are solving is their lack of capacity to inject enough plastic parts to meet demand.
  • Our services are plastic injection moulding, printing, inspection, and assemblies.

In the context of the organisation you will therefore have a place where to store ‘facts’ about your business. Naturally, these elements can change over time.

Risks & Opportunities

As has been explained above, the next version of the standard, ISO 9001:2015 gives importance to the concept of risk thinking. There are risks & opportunities have already been defined above. Strengths and weaknesses have also been mentioned.

Don’t be too fussed about the label you are going to give to your comment. If there is something that you feel that could be of benefit, or of harm to your business, list it down. The idea is to find ways to make sure the sustainability of your business. There’s no right or wrong. There’s no minimum amount of risks or opportunities that you need to list down.

What you certainly need to do is to put hand on heart, and brainstorm on the current situation of your business. What could be done to take your business forward, and what’s stopping your business grom growing in the way that you’d like it to. Let’s take some examples:

• IT Services & Consultancy firm  – IT Services Ltd
  • Risks
    • Having down time in our server, leading to downtime to customers
    • Employees go work with clients, losing business and talent
    • Using outdated technology
  • Opportunities
    • Specialise in other regulated market, like finance sector
    • Collaborate with University to get good employees
    • Consider expanding our services to foreign countries
• Plastic Injection Moulding plan – Manufacturing Stuff Ltd
  • Risks
    • Client decides to relocate, and losing client
    • High electricity bills because of old machines
    • Competitors reduces prices drastically
  • Opportunities
    • Manufacture own line of products
    • Offer value added services to client
    • Diversify in manufacturing possibilities available

As can be seen, the risks & opportunities that have been listed above are varied. Some are internal, and some are external problems, but you shouldn’t be too fussed about that. Neither should you think of possible solutions to your risks and opportunities. What you certainly should not do is to include only elements that can be solved through ISO 9001.

The point of listing these risks and opportunities is to keep in-sight what’s good/bad about your business. And since this is Quality Management system it is to be owned by the management of the company. Therefore management is to regularly (in management review meeting as described below) review and update the risks and opportunities. This increases the awareness of suck risks & opportunities and acts as a reminder to make sure that something is done about each one of them.

Outline processes & create the process map

Being a quality management system, we’d need to define procedures (systems)for how things are done inside the company. There are 2 types of processes that need to be taken into consideration

• Key processes – critical activities that are done by the company to add value to the client.
• Supporting processes – activities done to support the key processes. These activities do not help the client in any way, but without these processes it would be hard to have reliable key processes.

Key processes

These activities are extracted directly from the scope of the certification. There are 4 types of key processes (that will be further explain further below), namely:

• Sales – defining the customer requirements, and documenting the client confirmation
• Design – the process of converting raw customer requirements into product specifications
• Purchasing – the activities needed to ensure that raw material is available in stock as needed
• Operations – the work done by the company to give the product / service to the client

Supporting processes

• People – the availability of competent people to carry out processes
• Equipment – the availability of reliable equipment to carry out processes
• Suppliers – the evaluation of the level of quality of your suppliers
• Material handling & identification – information to help retrieving products / information
• Complaints – the collection of problems as advised by internal / external customers
• Non-conformities – pre-identified possible causes of variations that results in bad quality
• Customer feedback – the collection of formal / informal feedback from clients
• Corrective actions – a systematic approach towards solving problems, once and for all
• Internal Audits – evidence based review of the processes to ensure conformity to the system
• Objectives – quantifiable results to measure the extent to which success was achieved
• Management review meeting – periodic reviews to discuss critical issues relating to quality
• Quality policy – an idealistic vision for the company that guides internal decisions

Process Map

The key and supporting processes are somewhat interlinked. In the sense that the key processes usually happen sequentially to deliver value to the client. Furthermore, the sub-processes aim to support particular parts of the key processes.

Don’t fret too much about this. Consultants usually use the same process map for all their clients. Therefore, you can find a process map online and adapt accordingly (by changing the key processes to fit your needs).

Defining the key processes

So they key processes are the main activities of your business, and therefore you should give them the importance that is due. These processes are to be described in a way that will help you further run the business. An example of an instance where these procedures would come in handy is when recruiting a new employee. The procedures should be written in a way that would be easy for new employees to follow – implying that they are simple to understand, and cover all activities.

I like to create what I call Process Tables (that are extremely useful when creating an organisational chart). After having experimented with all kinds of flow charts, I think that process tables capture all information that is needed, and displays it in a simple way,

• Input – what will trigger the process to start
• Process – step by step description of how the activity is done
• Output – what is the outcome expected once the process is complete
• Resources – what’s needed for the process to take place (people, equipment, material & information)

Let’s take an example with the same process for both of our companies:

• IT Services & Consultancy firm  – IT Services Ltd

Purchasing process: Issuing a Purchase Order to a supplier
Input	Process	Output	Resources
Get confirmation from client about the installation of a system.	1. Get list of materials needed, including specifications 2. Send list to supplier through a purchase order 3. Receive quote with information relating to product specs, prices and timelines for delivery 4. Check that quote matches the requirements for the job 5. Give confirmation to supplier 6. Make deposit 7. Receive goods and confirm that received items match the purchase order 8. Store the goods in warehouse 9. Make final payment	Purchase order Invoice from supplier Physical parts in warehouse	People -sales manager -purchasing manager -warehouse operator -finance   Equipment -computer with internet -stock management software -fork lifter in warehouse   Materials -products being purchased   Information -sales order -purchase order

• Plastic Injection Moulding plan – Manufacturing Stuff Ltd  

Purchasing process: Issuing a Purchase Order to a supplier
Input	Process	Output	Resources
Stock for a particular product below minimum stock level	1. Receive notification that stock below minimum level 2. Notify manager about products to be purchased 3. Create purchase order 4. Send purchase order 5. Receive quote with information relating to product specs, prices and timelines for delivery 5. Check that quote matches the requirements for the job 6. Give confirmation to supplier 7. Receive goods and confirm that received items match the purchase order 8. Store the goods in warehouse 9. Make payment	– purchase order – invoice – products in warehouse	People Warehouse operatorsProduction managerPurchasing manager   Equipment Software for stockFork-lifter in warehouseAccountancy software   Material Material purchased   Information Purchase order

The above 2 examples are describing the same title for a process ‘issuing a purchase order to a supplier’, but since the 2 companies are different, their understanding of that phrase would vary. And that is fine. The important thing is that you create these process tables in a way that fit your needs.

Input

The input is what triggers the process to start. It might be another process, or it might be a particular activity. I’ve had clients, working within the marine industry that would do particular processes depending on the weather. If good weather, go diving to clean ship hulls. If bad weather, ensure that all boats are safely docked.

I’ve had other clients who had their processes start when a client visits their shop. And other clients who had processes that start when  they visited the shop of their clients. Whatever ‘causes’ the process to start, that’s the input.

Process

The process itself is hard to explain. This is because the level of detail that would make you feel comfortable is more about you as a person than about the standard itself. When doing processes with clients, some wanted to explain exactly what needs to be done, in as much detail as possible. And some felt better giving overall strokes to explain what’s done in a process. Both are good.

You might have a process that’s a hundred steps long, or 10 processes that are interconnected. It is all acceptable, as long as the overall operation of the business is explain in a way that can be understood by an outsider (new employee or an auditor).

Output

How do you know that the process is complete? That’s the ultimate question to ask when finding an ‘output’ to a process. Once everything that’s needed for a process is done, what are we left in hand. It might be a single sheet of paper, a container load of goods, or an decision that’s made. No matter what the process is, it has an output. If not, then it is useless, right?

In the output section you are therefore define why you are doing this process, kind of, to confirm that it is relevant to your business. You might find that some processes are useless, but have been done as part of the ‘tradition’ of the company. If that’s the case, then you’ve successfully managed to start using ISO 9001 in the right way.

Like everything with ISO 9001, you don’t have to do anything. You just need to ensure that you have a reliable system to deliver value to your clients, and that is continuously improving. 

Resources

Everything that’s needed for a process to happen. A process written down on paper is nothing. It surely needs people to do it, and in turn people need ‘things’ and knowledge to carry out such tasks. I have categorized all that’s needed to carry out a process in the 4 following sections.

Equipment

Equipment refers to any tools that you use to run your business. This might refer to physical tools that you use (like moulding machines, or cars) or it might refer to software. The idea of listing this equipment is to know which equipment is critical to the reliable running of the company. With this in mind, then you can go ahead and plan your maintenance and calibration accordingly. This is further explained in a section below.

People   

As regards the people, I’ve added job titles such as the purchasing manager. There doesn’t need to be a purchasing manager. If the company owner (director) is responsible for all activities then the director would be listed under the people section. If there other job titles that are used by your company to refer to specific people/roles, then you can use those. You will not need to ‘create’ job titles to meet the requirements of the standard. You simply need to explain who is responsible for the job. You can also use a name of a particular person. This method is not suggested, because of a person leaves the company, you’d have to change all procedures. Whereas if you only refer to a job title, then in that case you’d only have to change the name of the person filling a particular job title. This would greatly reduce any bureaucracy that might be created with ISO 9001. 

The whole concept of defining the people relevant to a process is to help with the identification of what training requirements are needed for each person. This is further explain in a section below.  

Material

This refers to physical items that can be touched and moved around. If your business is service based, then you’re most likely not to have many material, except for files. So do not ‘invent’ materials just to fill in all boxes. If you feel that a particular section is not relevant to your business, you can leave it out. If you are engaged in an activity such as manufacturing, then you’re obviously going to know what types of ‘material’ are you going to include in a particular process. 

Information

Since ISO 9001 is adamant about process traceability, documenting certain kinds of information is critical for a correct implementation. It is not about having ‘forms’ for the sake of having forms. It is about having central locations where you can access the information is needed. For example, if you don’t have a quote form, then it would be hard to communicate your services description to your clients in a standardised way.

I’ve seen business who send their quotes via e-mail directly, without attaching any document. This invariably leads to leaving certain kinds of information out that disrupts the idea of continual improvement.

Conclusion about process definitions

You might have noticed that in the equipment section, Manufacturing Stuff Ltd has accountancy software, and IT Services Ltd doesn’t. That’s ok. You don’t need to do anything to meet the requirements of the standard. Your processes are working (that’s why your company is seeking to grow through ISO 9001), you just need to document them here.

When creating the processes, you do not need to overcomplicate, just write down what you do in a level of detail that suits you best. Whether you have 5 processes, or a 100 processes in your QMS (Quality Management System) will not score you any extra points. It is better to have 5 process that working, then a 100 shady processes.

Documenting the Sales Process

I like documenting the processes by starting from the sales processes. For me, it comes natural to ask about what products / services does the company sell. My next question would then be, how do you go about selling these products / services? That way, through a regular conversation, I can start thinking about the processes of the company.

The sales process refers to point at which you start communicating with a potential client, until the sale has been done, and including after sales. Naturally, a sale for each business differs greatly, but in almost all instances, it starts with a request, and ends in a quote given to the client that is subsequently confirmed.

One business might have a single multi-million euro sale every year, while another might be selling hundreds of items costing a few cents every day. The level of detail in which the sales process would vary for the different business would invariably have to be different. The same goes for level of documentation that would be required for each sale made.

When considering your sales process you might also want to include some marketing aspects of your business, namely the activities that you do to generate leads. That said, in case you’re going to want to explain how you are going to agree with your customer on what are you expected to deliver; you need to define the customer requirements. Let’s take our two examples to explain the most fundamental process that such a company would need to include in its QMS to meet the requirements of ISO 9001.

• IT Services & Consultancy firm  – IT Services Ltd

Purchasing process: Sales Process
Input	Process	Output	Resources
Receive request from new / existing client	1. Determine the requirements from the client on a customer requirements form 2. define the services that are needed to complete this request 3. Create a quote 4. Communicate the quote with the client, and follow-up 5. If necessary change the quote to include an extra agreements defined during negotiations. 6. Get a confirmation from the client for the quote given 7. Issue invoice for deposit	– quote – client confirmation	People Sales manager   Equipment CRM software used for salesAccounting software   Material N/A   Information Customer requirements formQuote form

• Plastic Injection Moulding plan – Manufacturing Stuff Ltd

Purchasing process: Issuing a Purchase Order to a supplier
Input	Process	Output	Resources
Receive order from client for production of item	1. Receive order from client 2. Determine that we have the raw material required in stock. If not purchase material. 3. Allocate the material needed 4. Load the material into the injection moulding machines 5. Quality Inspection 6. Release from production 7. Store in warehouse	– work order – finished goods	People Sales managerProduction managerPurchasing manager   Equipment Stock software   Material Raw materialFinished goods   Information Price list agreed with clientInvoice form Production planning form

Documenting the Design Process

To create the design processes, we’d need to elaborate further on two elements that are specific for each company:

• Scope of certification
• Products / services offered

Products / Services offered

• IT Services & Consultancy firm  – IT Services Ltd
  • Services                                                                    Design?                 
    • Advisory                                                        No                      
    • Training                                                         No                      
    • system design                                               Yes       
  • Products
    • Hardware                                                      Yes                     
    • software                                                        Yes                     
• Plastic Injection Moulding plan – Manufacturing Stuff Ltd
  • Products
    • plastic injection moulding                          No                      
    • printing                                                          No                      
    • inspection                                                     No                      
    • assemblies                                                    No                      

Scope of certification

• IT Services & Consultancy firm  – IT Services Ltd
  • To advise, install and maintain IT systems.
    • Advise                                                            No                      
    • Install                                                             No                      
    • Maintain                                                        No                      
• Plastic Injection Moulding plan – Manufacturing Stuff Ltd
  • To manufacture plastic injection moulding parts.
    • Manufacture                                                 No                      

Need Design

Before explaining why the above processes need design, I am going to explain what is design. Design is when you are presented with a need. The need might have an abstract description (install a door) , or it might have a specific description (install an aluminium, glass insulated, blue door) . In any case, there is a need that needs to be met. Let’s take the example of the doors, and we are going to assume that the doors are not available off the shelf. Which means that the doors are not ready-made. They are custom made. Ready-made doors do not need design. But custom-made doors need design. Why?

Because they are still a concept – it cannot be touched. We have a long way, full of decisions, before we are able to get that door done. First, we’d need to know the dimensions, whether it will be installed outside or inside (to apply specific coating), the type of glass to use, etc. Then we need to know from where to get the materials that will be used, and who will take care of getting the work done, using which equipment.

So the aim of the design process is to help us structure the information that we are getting the problem that we are solving, so that we would have a structured way in which we could arrive to a successful conclusion of the solution. Naturally, the design process might not always apply. Let’s say that you are going to order a pizza, and you want a Quattro formaggi. Naturally (or hopefully) it won’t be off the shelf. But the pizzaiolo would have enough experience to create a superb pizza without being told how to do it. In that case we are solely relying on the human resource (people) and the equipment they use to get the work done.

But sometimes, things can get complicated. Like with the design of a new aeroplane, or with the construction of a new block of apartments. It might even be something intangible like creating a software or a training course. In all of these activities, we start with something vague, and end up with something that solve the initial need. At least that’s the aim 😉

So let’s take our example. Which are the processes that need design?

For IT Services Ltd

• From products / services:
  • System Design – the development of a 3D drawing to map out the hardware and software requirements for a new plant, or for modifications on an existing plant.
  • Hardware – the installation of IT equipment relating to servers, and connectivity
  • Software – the development of tailor made software
• From scope
  • Advise – refers to the same procedure as for ‘advisory’ in products / services

For Manufacturing Stuff Ltd

• Nothing defined in the products, services or scope of certification needs design

Therefore, in effect, we need 3 design processes for IT Services Ltd ‘system design’, ‘hardware’ and ‘software’. But why those 3, and not the others? And why does Manufacturing Stuff Ltd have no design activities?

Do not need design

Even if something is extremely complicated to be completed, if repeated for a number of times, and with the right amount of training, and equipment, people can get amazing things done. Therefore, not everything that is complicated needs to be have a design process. It’s not about how complicated it is.

It is about variables. If there are many variables in place when coming up with a solution, then it needs design. If there is nothing to discuss about the product itself, it just needs to be done, then probably there’s no design

IT Services Ltd

• From products / services:
  • Advisory – in advisory, it is hard to follow a specific process. Since the nature of the work is problem solving in itself, it is usually too varied to follow a system (it would be ideal to have a system – but it is understood that such system is extremely hard to create)
  • Training – provided that we have a training manual, we should be easily able to deliver training using the media available. Even if the students, and the years and lecturers change – the syllabus would remain the same.  We are always following the syllabus.
• From the scope of certification
  • Install – once you have the system design, and a list of hardware that needs to be installed. The technicians’ job is to follow the plan. The system design, as the name implies, needed design. The installation will follow the system design. 
  • Maintain – most frequently hardware would have its own maintenance schedule. Therefore once the maintenance plan of the system of our clients is assembled, we just need to go there and perform the maintenance. Following the plan.

Manufacturing Stuff Ltd

• From products / services:
  • Plastic Injection moulding, Printing, inspection and assemblies. All the products developed by the company do not need design. In this case, the design is done by the mother client who sends specific drawings, and moulds to produce the exact part. If the company had its own line of products, then yes, they would need design. But in this case, nothing about the product is vague. It is all perfectly explained by the client.
• From the scope of certification
  • Manufacture – the term ‘manufacturing’ as applied within the Maltese context, always refers to production. And production in itself doesn’t need design – it is an ongoing process.

Documenting the Operational Processes

Products / Services offered

• IT Services & Consultancy firm  – IT Services Ltd
  • Services                                                                    Design?                  Operations?
    • Advisory                                                        Yes                      No
    • Training                                                         No                       Yes
    • system design                                               Yes                      No
  • Products
    • Hardware                                                      Yes                      Yes
    • software                                                        Yes                      Yes
• Plastic Injection Moulding plan – Manufacturing Stuff Ltd
  • Products
    • plastic injection moulding                          No                       Yes
    • printing                                                          No                       Yes
    • inspection                                                     No                       Yes
    • assemblies                                                    No                       Yes

Scope of certification

• IT Services & Consultancy firm  – IT Services Ltd
  • To advise, install and maintain IT systems.
    • Advise                                                            Yes                      Yes
    • Install                                                             No                       Yes
    • Maintain                                                        No                       Yes
• Plastic Injection Moulding plan – Manufacturing Stuff Ltd
  • To manufacture plastic injection moulding parts.
    • Manufacture                                                 No                       Yes

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