SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

Contents
1 Purpose ...................................................................................................................................................................... 2
2 Scopes........................................................................................................................................................................... 2
3.1 RACI Chart .............................................................................................................................................. 2
3.2 Key........................................................................................................................................................... 2
4 Reference document .................................................................................................................................................. 2
5 Revision Histories ...................................................................................................................................................... 2
6 Abbreviations ............................................................................................................................................................. 2
7 Organization Chart: .................................................................................................................................................... 3
8 PCC VISION .............................................................................................................................................................. 4
9 PCC MISSION ........................................................................................................................................................... 4 x.
10 PCC IMS .................................................................................................................................................................... 5
10.1 PCC IMS Mapping: ............................................................................................................................. 5
............................................................................................................................................................................ 5
10.2 PCC IMS Overview: ............................................................................................................................ 6
10.3 Human Resources: ............................................................................................................................... 6
10.4 Engineering: ......................................................................................................................................... 7
10.5 Production: ........................................................................................................................................... 7
10.5.1 Operations: ...................................................................................................................................................... 7
10.5.2 Traceability & Recall: ...................................................................................................................................... 7
10.5.3 Maintenance: ................................................................................................................................................... 7
10.5.4 Preservation: ................................................................................................................................................... 8
10.6 Quality: ................................................................................................................................................. 8
10.6.1 Continual Improvement: .................................................................................................................................. 8
10.6.2 Audit & Review: ............................................................................................................................................... 8
10.6.3 Document Control: .......................................................................................................................................... 8
10.6.4 CAPA: ............................................................................................................................................................. 8
10.6.5 Testing: ........................................................................................................................................................... 8
10.7 Management: ........................................................................................................................................ 9
10.7.1 Risk Management: .......................................................................................................................................... 9
10.7.2 Environment Management: ............................................................................................................................. 9
10.7.3 Management of Change: ................................................................................................................................ 9
10.7.4 Supplier / Customer Management: ................................................................................................................. 9
10.7.5 Safety Management: ..................................................................................................................................... 10
11 Annex: ................................................................................................................................................................. 11
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

1 Purpose
This Procedure is Created as an introduction to PCC IMS, Presenting an overview of PCC Operations, processes and
Controls.
Describing PCC organizational Hierarchy, Mission, Vision and objectives, while mapping the road to achieve all of them
through PCC IMS, complying with Applicable Customer and Legal requirements, and ISO certification requirements “ISO
9001:2015, ISO 14001:2015 and ISO 4500”

2 Scopes
This SOP is applicable and supplemental to all PCC procedures, Process and facilities.

3 Responsibilities and Authority

3.1 RACI Chart

Task Responsible Accountable Consult Inform

Organizational Structure Management GM QM President

R&D Engineering D QD

Resource Management Management GM HR / Engineering

Sales CS GM Engineering Production/ Quality

Production Plant Supervisor DO Engineering Quality

Maintenance Plant Supervisor DO Production

Performance Monitoring Quality QM Engineering DO

3.2 Key
• Responsible: Doing The Task
• Accountable: Owning The Task
• Consulted: Assisting  Informed: Keeping Aware

4 Reference document
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

5 Revision Histories

Date: Revision: Description of Revision:

Apr. 7, 20 A Initial Release

6 Abbreviations
Abbreviation Full form
PCC Power Container Corp
IMS Integrated Management System
QMS Quality Management System
ISO 9001 Standards for Management System
ISO 45001 Standards for Health and safety system
ISO 14001 Standards for Environmental system
SOP Standard Operating Procedures
WI Work Instructions
GM General Manager
HR Human Resources
CS Customer Service
DO Director of Operations
QD Quality Department
QM Quality Manager
QC Quality Control
QA Quality Assurance
ED Engineering Department
BOV Bag on Valve
PDCA Plan Do Check Act
CTQ Critical to Quality
FMEA Failure Mode Effect Analysis
RM Risk Management
CAPA Corrective Action Preventive Action
PA Power Pouch
PP Power Assembly
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

7 Organization Chart:

8 PCC VISION
PCC Aim to be the lead BOV and its accessories supplier of choice, providing reliable BOV and Accessories for wide
range of applications resolving several issues that industry faced with common Aerosol and regular BoV.

9 PCC MISSION
PCC Mission is divided to 2 main points:
1- BOV
A. Designing and developing a reliable BOV that is accepted in wide range of applications
B. Industrializing The processes of BoV Production to be ready for mass production
C. Insuring Quality of products, through Qualifying processes and setting product standards
2- Accessories
A. Design and develop Universal Accessories able to work with any kind of BoV.
B. Industrializing The processes of Accessories Production to be ready for mass production C. Insuring
Quality of products, through Qualifying processes and setting product standards

10 PCC IMS
10.1 PCC IMS Mapping:
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

10.2 PCC IMS Overview:

 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

PCC IMS is Created to manage all PCC processes in Compliance with:

1- Applicable Local and international requirements
2- Customers’ requirements & CTQ’s and other requirements
3- ISO requirements “QMS ISO 9001:2015, EMS ISO 14001:2015 & OHSMS ISO 45001:2018”

10.3 Human Resources:

Human resources specialists are responsible for recruiting, screening, interviewing and placing workers. They may also
handle employee relations, payroll, benefits, and training. Human resources managers plan, direct and coordinate the
administrative functions of an organization. They oversee specialists in their duties; consult with executives on strategic
planning and link a company's management with its employees.
HR specialists tend to focus on a single area, such as recruiting or training. HR generalists handle a number of areas
and tasks simultaneously.

Some typical daily tasks for an HR worker include:

• Consult with employers to identify needs and preferred qualifications
• Interview applicants about their experience, education and skills
• Contact references and perform background checks
• Inform applicants about job details such as benefits and conditions
• Hire or refer qualified candidates
• Conduct new employee orientations
• Process paperwork
• Plan and coordinate the workforce to best use employees' talents
• Resolve issues between management and employees
• Advise managers on policies like equal employment opportunity and sexual harassment
• Coordinate and supervise the work of specialists and staff
• Oversee recruitment and hiring process
• Direct disciplinary procedures

10.4 Engineering:
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

Research : this involves exploring new concepts or materials for products as well as making incremental improvements
to existing products. Research engineers also try to find the next big thing that will give their organisation the edge in the
market, by introducing ideas for an improved product or innovating a new, advanced process. Engineering department is
also responsible for validating the newlly designed moulds, product, process and machines.

Design : Engineers design products with consideration of what the customer wants and the specialist processes needed
to manufacture them. Increasingly designers must consider the ‘whole life’ of the product and review how the product will
be disposed of at the end of its life.
Follow Design Control SOP :

Development : The development process involves taking a product design or prototype and making it into a
manufacturable product. Development engineers consider the scale of production (volume), availability of materials (and
their cost), production safety, lead times, quality and overall cost.

10.5 Production:

10.5.1 Operations:
Production planning : The first decisions facing operations managers come at the planning stage. At this stage,
managers decide where, when, and how production will occur. They determine site locations and obtain the necessary
resources.
Production control : At this stage, the decision-making process focuses on controlling quality and costs, scheduling,
and the actual day-to-day operations of running a factory or service facility.
Improving production and operations : The final stage of operations management focuses on developing more
efficient methods of producing the firm’s goods or services.

10.5.2 Traceability & Recall:

The ability to identify and trace product is an important aspect of any business. Manufacturers require that product
should be traceable, and at a minimum have a process in place that enables them to trace product to the customer and
back to the material supplier. However, even with your best efforts, there may be a breakdown in controls that can lead
to a recall or withdrawal. Having an effective plan in place that includes the ability to effectively identify and trace product
and respond to a recall will help in minimizing the impact of the event to your brand.

10.5.3 Maintenance:
Whenever the new equipment installed, shall be incorporated in the preventive maintenance plan as a supplement to the
original preventive maintenance plan.
Preventive maintenance shall be carried out as per the scheduled date. Preventive maintenance checklists shall be
prepared based on our experience, maintenance manuals and manufacturers recommendations for every for every
equipment.
Each checklist shall be approved.
Ensure the main switch of the machine is turned OFF, the fuses have been removed whenever available and utilities are
isolated whenever required. Tag UNDER MAINTENANCE label to the equipment.
Take necessary work permit from the concerned department whenever required.
In case if the repeated breakdowns observed during operation, corrective actions should be planned during preventive
maintenance.
After completing the preventive maintenance, take machine trial and remove UNDER MAINTENANCE label.
If the machine status is not acceptable take appropriate corrective action.

10.5.4 Preservation:

10.6 Quality:
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

10.6.1 Continual Improvement:

The first step is to assess the current state of your team or organization:
• What do you do well?
• Where do you struggle?
• What seems broken?
• What is starting to crack under the pressure of growth?
Analyzing your current state as a group is a great way to energize people around change.
Then, try these continuous improvement tools and techniques.
• Kanban, to help you visualize, manage, and optimize your workflows.
• A3s, to provide vision and structure to big-picture improvements.
• The PCDA Cycle, to systematically test hypotheses.
• Gemba walks, to keep leaders and front-line workers on the same page.
• The 5 Whys, to encourage inquisitive thinking and effective problem-solving.
• Value Stream Mapping, to help organizations focus on structuring processes around customer needs.
Follow Continual Improvement SOP:

10.6.2 Audit & Review:

PCC shall ensure the establishment of an effective Audit, Inspection and Review system to assess the strengths and
weaknesses of the PCC Management System.
This procedure will serve as a management tool for independent assessment for use in obtaining objective evidence that
the existing requirements have been met.
Upon evaluating the effectiveness and efficiency of the Company, it is important that management ensures improvement
actions are taken in response to findings and results, and these are communicated on a regular basis to all staff.

10.6.3 Document Control:

The document control process applies to Policies, Manuals, Standard Operating Procedures, Job Aids, Templates and
Supporting Documents (e.g. quality system controlled documents) that are governed by the TQMS quality management
system (QMS).

Record
Write/ Effective/ Archive
Review Approval Execution Review/
Create Available Record
Approval

Controlled Document Lifecycle

10.6.4 CAPA:
Corrective action and preventive action are improvements to our processes taken to eliminate causes of non-
conformities or other undesirable situations. It focuses on the systematic investigation of the root causes of non-
conformities in an attempt to prevent their recurrence (for corrective action) or to prevent occurrence (for preventive
action).
.

10.6.5 Testing:
The main purposes of In-Process Quality Control checks (IPQC) are to monitor control and improve effectively the whole
applied operations at the every stage of the finished products. In-Process control includes inspection of raw material,
equipment, environment, process, testing with respect to specification, packing and so on. Testing procedure includes
testing of incoming material, in process inspection, Equipment test calibration, Compatibility testing.
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

10.7 Management:

10.7.1 Risk Management:

The purpose of this procedure is to ensure that effective management system is in place to identify the Occupational
Health & Safety risks for new projects / jobs and existing facilities to reduce the risk to acceptable levels. Therefore, this
is to define the methods for on-going hazard identification, risk assessment and determination of necessary controls.
Employees working for or on behalf of Company, visitors and any other person in the workplaces shall be considered
while assessing the risk involved and implementation of risk control measures.
All applicable local authorities Approvals, Licenses, and Permits for Risk assessments shall be identified. Local
regulatory requirements on Risk assessments shall be included in the relevant management system procedures and
shall be complied.

10.7.2 Environment Management:

An Environmental Management System (EMS) is a structured management approach designed to meet an
organization’s environmental goals. The EMS encompasses policies, processes, operational controls, and management
plans designed to minimize negative impacts on the environment. A successful EMS ensures compliance with
environmental laws and regulations while minimizing environmental impacts at all levels of the organization.
The installation Commanding Officer issues an Environmental Policy that sets the overarching goals for the EMS. This
policy, and all objectives that are defined to help meet it, applies to the entire installation, including tenant commands.
Objectives are selected based on potential environmental impact, frequency of the action, and the opportunity for
management actions to minimize risk.

10.7.3 Management of Change:

This standard operating procedure defines the requirements to ensure changes to systems (includes equipment and
utilities), products, processes, procedures and documents that could impact product quality/compliance are evaluated,
documented and approved prior to implementation and closure.
These procedures apply to:
• Product quality, including introduction or discontinuation of product, activities prior to commercial batches of
product and/or scale-up and changes to facilities.
• For production, packaging, labeling, and specifications/ intermediates shipped as final products.
• Planned preventive maintenance of equipment or instrument or exchange of like-for-like components during
servicing.
• Any modification, which is planned for the alteration, deletion, and up-gradation, and repair, replacement of
equipment, facility, area, or utility.
• Materials, utilities, equipment, instruments, (including utilities, applications and infrastructure components such
as network, servers and client workstations), engineering drawings, design, made by the manufacturing unit.

10.7.4 Supplier / Customer Management:

Supplier management is the practice of evaluating and governing relationships between the various buyer-supplier
activities within a supply chain. Supplier management gives supply chain professionals and procurement professionals
insight into how their supply chain is operating.
Quality management involves insuring supplies and materials are up to par. Quality management will also tie into cost
savings because you won’t have to replace faulty materials.
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

An often overlooked but very important function of supplier management involves understanding cultural norms and
differences for better buyer-supplier relationships. I can’t stress how important this is, because understanding how other
cultures conduct business and understanding their values will produce trust.
Without good supplier management practices you lose-out on opportunities to cut costs and save money. Dedicated
supplier management practices have a lot of benefits and should be considered for optimizing your supply chain.

10.7.5 Safety Management:

This document establishes procedures that govern safety and occupational health (OSH) training, including training
management, development, delivery, evaluation, and record keeping for personnel working at PCC. This training
standard operating procedure (SOP) is intended to document the PCC commitment to provide not only training that is
required by regulation (federal, state, local) or policy but also to affirm the PCC’s commitment to continued OSH
excellence. At stake are injuries and illnesses that occur to our personnel because personnel are not properly trained to
do the jobs assigned to them.
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

11 Annex:
 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

ANNEX 1: MANUFACTURING FLOW CHART OF PA

 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

 SOP-00

Introduction to PCC Revision B

Process Owner GM Date 11/5/2020

ANNEX 2: MANUFACTURING FLOW CHART OF PP