%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%
% (c) Andreas Hofmeier
%       http://www.lgut.uni-bremen.de/an-h/
%       http://an-h.de/
%       http://an-h.de.vu/
%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%
%    This document is free software; you can redistribute it and/or
%    modify it under the terms of the GNU General Public License as
%    published by the Free Software Foundation; either version 2 of
%    the License, or (at your option) any later version.
%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%
%
%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%

\documentclass[12pt]{article}

%PDF \usepackage[final]{ps4pdf}

%%%%%%%%% GERMAN
%\usepackage{a4,german}
\usepackage{a4}

\usepackage[T1]{fontenc}
\usepackage[latin1]{inputenc}

%%%%%%%%% GERMAN
%\usepackage{ngerman}

%%%%%%%%% PDF-Latex:
%PDF \ifpdf
%PDF   \usepackage[pdftex]{graphics}
%PDF   \usepackage{ae}
%PDF   \usepackage{graphicx}
%PDF   \usepackage[
%PDF      pdftex,
%PDF      a4paper,
%PDF      bookmarks,
%PDF      bookmarksopen=true,
%PDF      bookmarksnumbered=true,
%PDF      pdfauthor={Andreas Hofmeier  --  an-h.de},
%PDF      pdftitle={Engineering Informations Management: Standards and Specificaions: Assignment: Principle of Controlled Documentation},
%PDF %     colorlinks=true,
%PDF %     linkcolor=black,
%PDF %     filecolor=black,
%PDF %     urlcolor=black
%PDF   ]{hyperref}
%PDF \else
%PDF   \usepackage[dvips]{graphics}
%PDF \fi

%NOTPDF
  \usepackage[dvips]{graphics}
%PDF

%\usepackage[dvips]{graphics}
\usepackage{latexsym}
\usepackage{exscale}
\usepackage{amssymb,amsmath}
%\documentclass[11pt]{report}
%\usepackage{isolatin1}
%\usepackage{german}
\usepackage{epsf}
\usepackage[dvips]{rotating}

\usepackage{longtable}
\usepackage{dcolumn}

\usepackage{listings}

%\usepackage{eurosym}
%\EUR{300}

\usepackage{multicol}
%\usepackage[dvips]{rotating}

%ENDHEAD

\parindent=0pt
\parskip=\baselineskip

%\setcounter{tocdepth}{4}
%\setcounter{secnumdepth}{4}

\pagestyle{empty}
%\pagestyle{myheadings}
%\markright{\mbox{\bf A. Hofmeier, ...}}

\begin{titlepage}
\title{
  \centerline{
%    \epsffile{../LSBULogo.eps}
  }
Engineering Informations Management: Standards and Specificaions\vspace{1.5cm}\\-- Assignment --\\Principle of Controlled Documentation\\}
\author{Andreas Hofmeier}
%\date{12. Mai 2003}
\date{}
\end{titlepage}


\begin{document}
\maketitle

\begin{center}
\begin{tabular}{rl}

Lecturer: & Kate Viscardi\\
Deadline: & 16.12.2004\\
Hand-In: & 16.12.2004\\
\\
Student: & Andreas Hofmeier\\
Student ID: & 2406108\\
Address: & Dante Road Student Residence\\
 & Room 2G3\\
 & 2 Dante Place\\
 & London SE11 4RX \\
Tele Number: & 0870 036 5618 \\
eMail: & an-h@an-h.de
\\
Course: & Computer Systems and Networks, \\
 & 3 Year, BEng, FT \\
\\
\end{tabular}

\end{center}


\newpage
\begin{abstract}
\hspace{-0.685cm}
This report gives on overview about controlled documentation cohesive
with quality management (QM) and quality management systems (QMS)
respectively. Special attention was spent on small companies but there
is not so much difference to larger companies in terms of QM and
QMS. The (new) computer and informations technology (like computer
networks) makes QM affordable for everyone.
\\\\
This report was written as an assignment for the lecture 'Engineering
Informations Management: Standards and Specifications' at the London
South Bank University (LSBU) with Kate Viscardi.
\end{abstract}
\newpage

\tableofcontents
\newpage

\pagestyle{myheadings}
% Engineering Informations Management: Standards and Specifications: Assignment: Principle of Controlled Documentation
\markright{\mbox{\bf A. Hofmeier, EMS\&S3, Principle of Controlled Documentation}}
\setcounter{page}{1}

\section{Introduction}

Quality Management is becoming more and more important because today's
customers want high-quality-products as cheaply as possible. Products
which are only cheaply are no longer asked for. But what is Quality? 
Quality can be defined with delivering what is required (by the
customers) in time. (Adapted from Munro-Faure et al 1995, ISO
9000:2000, and Ansell 1993) It is necessary to manage the process of
production\footnote{This means the complete process (including
production, delivery, service, maintenance)} in a good way, to
meet the high-quality-standards at low prices. This Management process
is called 'Quality Management' (QM). A Quality Management System (QMS)
is a complete system of rules and procedures which describes how to
manage quality.

There are a lot of facilities to support companies in their Quality
Management. One of the biggest support-systems is the ISO9000, a
international standard series. The ISO9000 defines the guidelines for
Quality Management. It does not deliver a complete solution (Tricker
2001). The guidelines need to be implemented and adapted for every
special single case. There is no major difference between small and
bigger companies (Tricker 2001). Many books about ISO9000 are
available, and supporting the implementation and adaption by giving
interpretation, explanation, and examples.

To prove that the process of production is high quality, quality
accreditation is carried out by official organisations such as the
British Standards Institution (BSI). After the production process is
checked and complains with ISO9000 (or BS5750\footnote{This is the
British standard, which complains with ISO9000. The ISO9000 was developed
from national standards like this.}) a seal of approval is given and
can be used for advertising. In this way the customers obtain
knowledge about which companies using a high-quality process to
produce and deliver their products and services. (BSI, 1990)


%\begin{multicols}{2}[][1cm]
%\begin{figure}[h]

\begin{tabular}{lp{11cm}}
\includegraphics[width=60pt]{bsilogo.eps}
& Figure 1: Seal of Approval from the BSI (Saint-Gobain Pipelines 2003).\\
\end{tabular}

%\caption{The header structure of IPv4 faced against IPv6's ones.}
%\end{figure}
%\end{multicols}

%\newpage
\section{Documentation}

Documentation is an important part of a Quality Management System. For
this reason one part of the ISO9000 describes what documentation
should be included and gives a framework for managing and controlling
documentation.

%\section{What is Documentation?}

Documentation is in the broadest sense all data which is meaningful
and written down\footnote{or stored in other ways on a (supporting)
medium} (Adapted from ISO 9000-1:1994). That can be, for example, work
instruction, a contract or the results of a quality test or audit.

%\section{For what is Documentation needed?}

``A Quality Management System will only be effective if it is
documented, understood and followed by all employees.'' (Munro-Faure
et al 1995 p55) To achieving this it is necessary that all procedures
and processes are defined. In Addition these definitions must be
available and understandable to all users in form of documentation so
that everyone knows what s/he have to do (Clegg 2003, Munro-Faure et
al 1995).

The documents in a QMS can be sorted into four levels (Jackson and
Ashton 1995, Adapted from Munro-Faure et al 1995, Tricker 2001 and
strategis.gc.ca 2000). The number of documents increases with the
level. Note that this should give an idea, the levels do not have
strict boundaries. There are a lot of difference between the
interpretations.

\begin{enumerate}

\item The quality {\bf Policy} is a document which should give an
overall overview about the business and the applied QMS. This level is
also named Quality (Policy) Manual.

\item The process {\bf Procedures} level should contain concrete
information about in which way the Quality Policy is met. ISO9000
requirements in this level are procedures for process and design
control, contract review, records, training, inspections and tests.

\item The {\bf Work Instructions} describe how activities within a
process have to performed.

\item {\bf Quality Records} are tools to help process the work
instructions and the outcomes of these processes. For example template
forms and completed form about quality tests.

\end{enumerate}

\newpage
\begin{multicols}{2}[][1cm]
\includegraphics[width=6.4cm]{Standards.Pyramid.eps}

Figure 2: The pyramid of documentation: Illustration of hierarchy of
documents. (Adapted from Munro-Faure et al 1995, Jackson and Ashton
1995, and strategis.gc.ca 2000)

\end{multicols}





\section{Controlled Documentation}

A huge number of documents are necessary to maintain a Quality
Management System. It is necessary to control the documentation to
prevent chaos. To run a high quality process it is necessary for
everyone knows what they have to do, when they have to do it, and how
it is to be done. Therefore up to date documents has to be available
for anyone all the time (Clegg 2003, Munro-Faure et al 1995).



\subsection{Issuing Documents}

Before each document can be issued it must be clear who needs it and
who should receive a copy of it. It is important to find a way to keep
the golden mean between minimising the number of documents on the one,
and the necessary number of documents for each person on the other
hand. (Munro-Faure et al 1995) If the number of documents increases,
the effort which is necessary to control these documents is increasing
as well. In addition to this, more documents result in more mistakes
with their handling (Munro-Faure et al 1995). For example, it is
simpler to have an overview over three documents than over 20. The
possibility that one of three documents is forgotten is much less
than one of 20. So the number of documents should be minimised but the
access to these documents must be possible. It is may possible to
provide the some of these documents in public places such as
blackboards or common rooms. In this way, anyone can have access to the
documents but does not need a own copy. In small companies one
copy of a document is may be enough for the whole company.

All documents must be read and understood (Munro-Faure et al 1995). It
makes no sense to produce documentation if nobody reads it or if it
cannot be understood by everyone. For this reason there must be a
feedback-channel. For example, everybody who is on a list for a
document, has to sign that s/he has got and understood the
document. This channel should be open for any comments, ideas or
complaints. In plain English: ``Using everybody's ideas and
expertise'' (Thorn 1991 p20). Regular audits can be used to increase
communication and determine if all information inside the QMS is
understood well and helps to deliver high quality.



\subsection{Responsible and Changes}

It must be clear who is responsible for any document (strategis.gc.ca,
2000). Any document needs somebody who is responsible for it. This
person\footnote{There are may be more than one person responsible for
a document.} has to make sure that necessary changes are applied to
the document. Be aware that this person has to have the ability and
the authority to make final decisions about the document's
content. This person authorises both the original document and any
change by signature. (Clegg 2003)

Tricker (1991) proposed a slightly different way to authenticate
documents in his Example Quality Manual. It is distinguished between
author and authorising persons (in this case {\bf Managing Director
(MD)} and {\bf Section Director (SD)}). The SD and the MD make all
decisions. The author only produces the document on the basis of this
decisions and has to ask the MD for a final acceptance. The flowchart
also point out that all documents have to sent to the {\bf Quality
Manager (QM2)} who does the QM.

\includegraphics[width=14.52cm]{Standards.AocumentApproval.eps}

Figure 3: Example of a procedure for authorising (approval) of a
document. (Adapted from Tricker 1991)

Everybody must be sure that the document was authorised by the right
person, it must be clear who is responsible for which document. All
information which is necessary to be sure about this (Title, unique ID
number, version, who is responsible, date of first and last issue) can
be stored in a document, called master list. The master list has to be
controlled itself. (Clegg 2003, Munro-Faure et al 1995)

Keep record of all documents. All changes to controlled documents have
to be documented itself (strategis.gc.ca, 2000). In addition to this,
all versions of any document must be ``archived [legible and
incorruptible] for historical and legal reasons'' (Clegg 2003) This is
important and should provide the proof that the QMS operates
effectively. (Clegg 2003, Munro-Faure at al 1995)



\subsection{Delivery}

There are two main ways to deliver a document and make sure that all
points under {\tt issuing documents} are taken in account. The first
is, that a central office controls the document. This office takes
care that all documents are delivered and controlled. All changes have
to be sent to this office. In the second scenario the responsible
person takes care of the delivery and the control of all assigned
documents (Munro-Faure et al 1995). A central office cannot be
afforded by most small companies. For this reason the second option is
more common in this companies. This method can spread the workload for
the QM on more than one person. On the other hand, it may have the
result that the process is less consistent (Munro-Faure et al 1995).

\includegraphics[width=14.52cm]{Standards.ControllWays.eps}

Figure 4: Visualisation of the two different ways of delivering and
controlling a document.

It must be ensured that all old documents are withdrawn from the
circulation (Clegg 2003). Nobody should work with old
documents. Munro-Faure et al (1995) pointed out, that it is a effective
way to remove obsolete documents in the same way and at the same time
as new documents are delivered.



\subsection{Layout}

The layout of the documents should be similar because this makes it
easier to follow the document. A similar structure helps to find a
particular peace of information in a document because it is alway in
the same order. That reduces the possibility of mistakes (Munro-Faure
et al 1995, strategis.gc.ca 2000). Do not use more detail than
necessary, ``use simple, clear language, with short sentences''
instead (strategis.gc.ca 2000 p58 (p2 in PDF)). Every document must be
clearly identifiable. If every document has a unique identification
(ID) number and a version number, it can be referred unambiguously
(Tricker 2001, Munro-Faure et al 1995). Use section numbers instead of
page numbers for referring, that makes the documents easier to change
(strategis.gc.ca, 2000). It is important, that it can be checked
simply if the document is complete (all pages are present). This can
be simple provided by numbering the pages. For example ``'1 of n', '2
of n', '3 of n' and so forth'' (Munro-Faure et al 1995 p144), or 1/n
(Jackson and Ashton 1995). n is equal to the total number of pages of
the document. All the mentioned details should have a suitable place
in the documents. Tricker (2001), for example, recommend a Document
Control Sheet for every document, which contains: document title,
version block, date, file number, number of pages, abstract, approval
control block (signature of managing director and date).

\includegraphics[width=14.52cm]{Standards.DocumentControlSheet.eps}

Figure 5: Example of a Document Control Sheet. (Adapted from Tricker
1991)



\subsection{Computer Support}

Since the 1980s the computer has become more and more important in
document management systems such as QMS (Clegg 2003). Today the
computer technology is available for nearly everyone, because of the
dramatic fallen prices. Today's document control software provides
many more functions than required by the ISO 9000 (Clegg 2003). This
technology is becoming more integrated in standard computer applications
like office applications. This makes the usage of this kind of system
easier (Clegg 2003). It is important that the documentation, which is
stored in computers, follows also a standard. The file format and the
file-system-structure\footnote{This is the structure of directories
(may be on a server) in which the files (documents) are sorted} should
for example specified (Tricker 2001). Tricker (2001) pointed out that
e-mails and other documents of communication must be controlled as
well and give same examples in his Example Quality Manual.





\section{Conclusion}

The new information technologies make high quality management
affordable for everyone. These technologies provide the flexibility
which is needed to serve the purpose of managing documentation for
constantly changing requirements in a fast changing environment
(market). Small companies are not longer excluded from high quality
documentation management systems.

There are a lot of aids and other materials in form of examples and
explanations of the ISO standards available. Many books, for example
Tricker (2001), give a complete example of an Quality Manual. Such
examples can be simply adapted and are applicable for almost every
company. For this reason it is possible to obtain the first level of
documentation quite easily, so no company (also the smaller ones) need
to create the QMS from scratch. The other three levels of
documentation cannot adapted so similar because these are too
special. Small companies have the advantage, that there are no so much
documents needed for this levels, because of the simpler
structure. Therefore a small company should not have problems to adapt
a QMS.




\section{Bibliography}



{\bf Ansell, T.} (1993) {\it Managing for Quality in the Financial Service
Industry} London: Chapman \& Hall ISBN 0-4124-7300-3

{\bf BSI} (1990) {\it In business to be the best; Quality assurance through
regular assessments; conformity to standards within systems: Shell UK,
Sabre Safety, Racon.} [Videocasette]

{\bf BSI} (2000a) {\it BS EN ISO 9000:2000 Quality management systems. Fundamentals
and vocabulary} London: BSI

{\bf BSI} (1994) {\it BS EN ISO 9000-1:1994 Quality management and quality assurance
standards. Guidelines for selection and use.} London: BSI

{\bf BSI} (1997) {\it BS ISO 9000-2:1997 Quality management and quality assurance
standards. Generic guidelines for the application of ISO 9001, ISO 9002 and
ISO 9003} London: BSI

{\bf BSI} (2000b) {\it BS EN ISO 9001:2000 Quality management systems. Requirements}
London: BSI

%British Standard (2000) BS EN ISO 9000 -- Quality management
%systems -- Fundamentals and vocabulary [Online] Available at
%http://bsonline.techindex.co.uk/ (accessed 12  2004)

%British Standard (1994) BS EN ISO 9000-1 -- Quality management and
%quality assurance standards -- Part 1: Guidelines for selection and
%use [Online] Available at http://bsonline.techindex.co.uk/ (accessed
%12 2004)

{\bf Cherry, L.L. and Vesterman, W.} (1998) {\it STYLE(1) -- Manual Page --
analyse surface characteristics of a document} [Online]
\\Accessable at
http://www.sunsite.ualberta.ca/Documentation/Gnu/diction-0.7/\\man/style.1.html
(accessed 12 December 2004)

% the same as on BB
{\bf Clegg, J.} (2003) {\it Document Control Systems Evolve} [Online]
\\Available at
http://www.qualitymag.com/CDA/ArticleInformation/features/\\BNP\_\_Features\_\_Item/0,6425,108249,00.html (accessed 9 December
2004)

{\bf Jackson, P and Ashton, D} (1995) {\it Managing a Quality System Using
BS / EN / ISO 9000 (formerly BS 5750)} London: Kogan Page ISBN 0-7494-1443-X

{\bf Munro-Faure, L; Munro-Faure, M; Bones, E.} (1995) {\it Achieving the new
international quality standards : a step-by-step guide to BS EN
ISO9000} United Kingdom: Pitman Publishing ISBN 0-2736-1977-2

{\bf Philip, M} (1994) {\it BS5750/ISO9000 Made Plain -- How to install
BS5750 / ISO / 9000 in your company} United Kingdom: Stanley Thornes Ltd
ISBN 0-7487-1700-5

{\bf Rothery, B} (1993) {\it ISO 9000} 2$^{nd}$ ed United Kingdom: Gower Press
ISBN 0-566-07402-8

{\bf Saint-Gobain Pipelines} (2003) {\it Quality Assurance: Commitment
to Quality} [Online] \\Available at
http://www.classicalrainwater.co.uk/benefits/quality.cfm (accessed 12
December 2004)

{\bf strategis.gc.ca} (2000) {\it Managing Documentation: Principles} [Online]
\\Available at http://strategis.ic.gc.ca/pics/bp/is986e.pdf (accessed 10
December 2004)

{\bf Thorn, J} (1991) {\it Managing for Total Quality} London: The
Industrial Society Press ISBN 0-8529-0808-3

{\bf Tricker, R} (2001) {\it ISO 9001:2000 for Small Businesses}
2$^{nd}$ ed United Kingdom: Butterworth-Heinemann ISBN 0-7506-4882-1

\newpage
\section{Annex: Word Count}

The word count and readability analysis was made with {\tt style}, a
program which ``analyse[s] surface characteristics of a document''
(Cherry and Vesterman, 1998). The parts {\tt Bibliography}, {\tt
Contents}, {\tt Annex:} {\tt Word} {\tt Count} and the figures are
excluded from this analysis.


\begin{verbatim}
readability grades:
        Kincaid: 9.7
        ARI: 10.3
        Coleman-Liau: 13.1
        Flesch Index: 56.1
        Fog Index: 13.4
        1. WSTF Index: 2.0
        Wheeler-Smith Index: 27.9 = school year 7
        Lix: 45.8 = school year 8
        SMOG-Grading: 12.1
sentence info:
        11258 characters
        2297 words, average length 4.90 characters = 1.58 syllables
        133 sentences, average length 17.3 words
        39% (53) short sentences (at most 12 words)
        12% (17) long sentences (at least 27 words)
        22 paragraphs, average length 6.0 sentences
        1 questions
        longest sent 46 wds at sent 13; shortest sent 1 wds at sent 8
sentence beginnings:
        pronoun (23) interrogative pronoun (1) article (40)
\end{verbatim}


\end{document}
