ISO Implementation Guide

MULTIMAX
Quality Manual
Last Date Updated: 8/04/2006 Owner: File Name: Brad Nelson 080406 Quality Manual
If printed, this is an uncontrolled copy The only controlled copy of this document is the online version maintained in the QMS folder of the Multimax intranet. The reader must ensure that this or any other copy of a controlled document is current and complete prior to use. The document owner must authorize all changes. Readers should discard obsolete copies.
Multimax Quality Manual
Revision Date 2/05/03 3/31/03 4/07/03 4/30/03 6/09/03 7/11/03
Approver None None None Aldrin Leung Aldrin Leung Aldrin Leung
Scope Initial draft issuance Revised draft issuance Revised draft issuance Approved baseline release Formatting and grammatical changes; expansion of control of non-conforming product methodologies Expanded Control on non-conforming product/service process; Expanded Contract Close-Out process; Clarified responsibilities; Added "design" to the scope statement Incorporate changes suggested during pre-assessment in June 2003 Clarify responsible parties in the proposal process and change document retention of proposal review material. Changes and modifications made in respond to open PCARs. Changes and modifications made in response to PCARs.# 27, 28, 42, 58, and 59) Changes and modifications made in response to PCARs # 7691 Changes and modifications made in response to PCARs #92115 Changes and modifications made in response to PCARs #124126, including the incorporation of competency for key personnel and changes on the process on Control of NonConforming product Changes to expand the scope of the Quality Manual to include the Air Force NETCENTS contract Changes to include suggestions from June 2005 preassessment Fix typo and minor mistakes and modified process measurement method. Changes to Management Representative description, Section 7.3.3 Project Initiation, and Appendix E Signature Authority due to acquisition of Multimax. Appendix H Quality Records update based on PCAR 188
7/16/03 9/9/03 9/10/03 12/02/03 03/29/04 07/12/04 09/10/04 10/13/04
Aldrin Leung Aldrin Leung Aldrin Leung Aldrin Leung Aldrin Leung Aldrin Leung Aldrin Leung Aldrin Leung
4/29/05 8/16/05 9/23/05 08/04/06
Aldrin Leung Aldrin Leung Aldrin Leung Brad Nelson
Table 1.
Summary of Revisions.
Multimax, Inc.
Table of Contents
1 2 3 4 Company Overview ................................................................................................................ 1 Scope....................................................................................................................................... 1
2.1 Exclusions.................................................................................................................................... 1
Definitions............................................................................................................................... 1 Quality Management System.................................................................................................. 2

4.1 General Requirements (Ref. ISO STD 4.1) ................................................................................. 2
4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6

4.2
Processes ................................................................................................................. 3 Effective Operation and Control of Processes ........................................................ 3 Availability of Resources........................................................................................ 3 Monitoring, Measurement and Analysis of Processes............................................ 3 Continual Improvement .......................................................................................... 3 Control of Outsourced Processes ............................................................................ 4
Documentation Requirements ..................................................................................................... 4
4.2.1 General.................................................................................................................... 4 4.2.2 Quality Manual (Ref. ISO STD 4.2.2).................................................................... 4 4.2.3 Control of Documents (Ref. ISO STD 4.2.3) ......................................................... 4 4.2.4 Control of Records.................................................................................................. 6 Management Responsibility.................................................................................................... 7
5.1 Management Commitment (Ref. ISO STD 5.1).......................................................................... 7
5.1.1 5.1.2 5.1.3 5.1.4 5.1.5

5.2 5.3
Communicating to the Organization....................................................................... 7 Establishing the Quality Policy............................................................................... 7 Establishing Quality Objectives.............................................................................. 7 Conducting Management Reviews ......................................................................... 8 Availability of Resources........................................................................................ 8
Customer Focus (Ref. ISO STD 5.2)........................................................................................... 8 Quality Policy (Ref. ISO STD 5.3).............................................................................................. 9
5.3.1 5.3.2 5.3.3 5.3.4 5.3.5

5.4
Appropriate to Organizational Purpose .................................................................. 9 Commitments.......................................................................................................... 9 Framework for Establishing Objectives.................................................................. 9 Communication of the Quality Policy .................................................................... 9 Review of the Quality Policy.................................................................................. 9
Planning....................................................................................................................................... 9
5.4.1 5.4.2
5.5
Quality Objectives (Ref. ISO STD 5.4.1) ............................................................... 9 Quality Management System Planning (Ref. ISO STD 5.4.2) ............................. 10
Responsibility, Authority, and Communication ........................................................................ 11
5.5.1 5.5.2 5.5.3 5.5.4 5.5.5 5.5.6 5.5.7

5.6
Responsibility and Authority (Ref. ISO STD 5.5.1)............................................. 11 Management Representative (Ref. ISO STD 5.5.2) ............................................. 11 Internal Communications (Ref. ISO STD 5.5.3) .................................................. 11 Key Positions Common ..................................................................................... 12 Organization Chart for Key QMS Positions ......................................................... 13 Key Positions A Typical Contract ..................................................................... 13 Organization Chart of a Typical Project ............................................................... 14
Management Process ................................................................................................................. 14
5.6.1 5.6.2
Management Review (Ref. ISO STD 5.6.1) ......................................................... 14 Review Input (Ref. ISO STD 5.6.2) ..................................................................... 15
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5.6.3 Review Output (Ref. ISO STD 5.6.3)................................................................... 15 5.6.4 Management Review Flowchart ........................................................................... 16 Resource Management.......................................................................................................... 16
6.1 6.2 Provision of Resources (Ref. ISO STD 6.1).............................................................................. 16 Human Resources Process......................................................................................................... 17
6.2.1 6.2.2 6.2.3

6.3 6.4
General (Ref. ISO STD 6.2.1) .............................................................................. 17 Competence, Awareness and Training (Ref. ISO STD 6.2.2) .............................. 17 Human Resources Process Flowchart................................................................... 18
Infrastructure (Ref. ISO STD 6.3) ............................................................................................. 18 Work Environment (Ref. ISO STD 6.4).................................................................................... 19 Business and Proposal Development Process............................................................................ 21
Service, Product & Solution Realization .............................................................................. 19

7.1
7.1.1 7.1.2 7.1.3

7.2
Business Development.......................................................................................... 21 Proposal Development .......................................................................................... 21 Business and Proposal Development Process Flowchart...................................... 23
Contract Management Process .................................................................................................. 24
7.2.1 7.2.2 7.2.3 7.2.4

7.3
Contract Negotiation/Award................................................................................. 24 Subcontractor Management .................................................................................. 25 Contract Close-Out ............................................................................................... 26 Contract Management Process Flowchart ............................................................ 26
Project Management Process..................................................................................................... 27
7.3.1 Planning of Service, Product and Service Realization (Ref ISO STD 7.2.1) ....... 27 7.3.1.1 Services Project Plan......................................................................................... 28 7.3.1.2 Solutions Project Plan ....................................................................................... 29 7.3.2 Design and Development (Ref. ISO STD 7.3) ..................................................... 29 7.3.3 Project Initiation.................................................................................................... 30 7.3.4 Contract Fulfillment.............................................................................................. 31 7.3.4.1 Services Contracts or Tasks .............................................................................. 32 7.3.4.2 Product Contracts or Tasks ............................................................................... 32 7.3.4.3 Solution Contracts or Tasks .............................................................................. 32 7.3.4.4 All Contracts or Tasks ...................................................................................... 32 7.3.5 Project Management Process Flowchart............................................................... 35
7.4 eCommerce Management Process............................................................................................. 35
7.4.1 7.4.2 7.4.3 7.4.4 7.4.5 7.4.6

7.5
Maintain eCommerce Database ............................................................................ 36 Order Management ............................................................................................... 36 Customer Communication .................................................................................... 36 eCommerce Fulfillment ........................................................................................ 37 Quality Assurance................................................................................................. 37 eCommerce Fulfillment Process Flowchart.......................................................... 37
Quality Management Process .................................................................................................... 38
7.5.1 General.................................................................................................................. 38 7.5.1.1 Service Monitoring and Measurement.............................................................. 38 7.5.1.2 Product Monitoring and Measurement ............................................................. 39 7.5.1.3 Solutions Monitoring and Measurement........................................................... 39 7.5.1.4 Quality Objectives ............................................................................................ 39 7.5.1.5 Control of Non-Conforming Product/Service................................................... 39 7.5.2 Validation of Processes for Product and Service Provision (Ref. ISO Std. 7.5.2) 39 7.5.3 Preservation of Product (Ref. ISO STD 7.5.5) ..................................................... 39
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7.6
Control of Monitoring and Measurement Devices (Ref. ISO STD 7.6).................................... 40 General (Ref. ISO STD 8.1) ...................................................................................................... 40 Measurement ............................................................................................................................. 41
Measurement, Analysis and Improvement ........................................................................... 40

8.1 8.2
8.2.1 Customer Satisfaction (Ref. ISO STD 8.2.1)........................................................ 41 8.2.2 Internal Audit Process (Ref. ISO STD 8.2.2) ....................................................... 41 8.2.2.1 Internal Audit Process Flowchart...................................................................... 42 8.2.3 Monitoring and Measurement of Processes (Ref. ISO STD 8.2.3) ...................... 42 8.2.4 Monitoring and Measurement of Product and Service (Ref. ISO STD 8.2.4)...... 42 8.2.5 Evidence of Conformance..................................................................................... 43
8.3 8.4 8.5 Control of Non-Conforming Product, Service or Solution (Ref. ISO STD 8.3) ....................... 43 Analysis of Data (Ref. ISO STD 8.4) ........................................................................................ 44 Process Improvement ................................................................................................................ 45
8.5.1 Continual Improvement (Ref. ISO STD 8.5.1)..................................................... 45 8.5.2 Corrective Action (Ref. ISO STD 8.5.2) .............................................................. 46 8.5.3 Preventive Action (Ref. ISO STD 8.5.3) .............................................................. 49 Appendix A, Work Instruction Management Review ............................................................... 51 Appendix B, Work Instruction Proposal Development ............................................................. 52
B.1 B.2 B.3 B.4 B.5 B.6 B.7 C.1 C.2 C.3 C.4 Assign Responsibility ................................................................................................................ 52 Conduct Proposal Planning ....................................................................................................... 52 Complete Requirements Analysis ............................................................................................. 52 Prepare Technical Proposal ....................................................................................................... 53 Prepare Cost Proposal................................................................................................................ 53 Conduct Proposal Reviews........................................................................................................ 53 Obtain Proposal Approval ......................................................................................................... 53 Internal Audit Schedule ............................................................................................................. 54 Plan Individual Audit ................................................................................................................ 54 Conduct the Audit...................................................................................................................... 54 Record Findings......................................................................................................................... 54
Appendix C, Work Instruction Internal Audit ........................................................................... 54
Appendix D, Work Instruction Corrective & Preventive Action .............................................. 55 D.1 Corrective Action Work Instruction ......................................................................... 55 D.1.1 Identify & Review Non-Conformances ................................................................ 55 D.1.2 Evaluate Need & Recommendation for Corrective Action .................................. 55 D.1.3 Approve & Implement Corrective Action ............................................................ 55 D.1.4 Record Results ...................................................................................................... 56
D.2 Preventive Action Work Instruction.......................................................................................... 56
D.2.1 Identify & Review Potential Preventive Actions.................................................. 56 D.2.2 Evaluate Need & Recommendation for Preventive Action .................................. 56 D.2.3 Approve & Implement Corrective Action ............................................................ 56 D.2.4 Record Results ...................................................................................................... 57 Appendix E, Signature Authority ................................................................................................. 58 Appendix F, Management of Government Furnished Properties ................................................. 60
F.1 F.2 Introduction ............................................................................................................................... 60 Multimax Responsibility .......................................................................................................... 60
F.2.1 F.2.2
F.3 F.4
Receipts for Government Property ....................................................................... 61 Discrepancies Incident to Shipment...................................................................... 61
Multimax Liability ................................................................................................................... 61 Basic Information ...................................................................................................................... 61

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F.4.1 F.4.2
F.5 F.6
Segregation of Government Property ................................................................... 62 Property in Possession of Subcontractors ............................................................. 62 Inventories Upon Contract Termination or Completion....................................... 63 Reporting Results of Inventories. ......................................................................... 63
Identification.............................................................................................................................. 62 Physical Inventories................................................................................................................... 62
F.6.1 F.6.2
F.7
Audit of Property Control System ............................................................................................. 63
Appendix G, Commitment Letter from the President................................................................... 64 Appendix H, List of Quality Records ........................................................................................... 65 Appendix I, QMS Process Monitoring, Measurement and Analysis............................................ 67
List of Exhibits
Exhibit 1. Exhibit 2. Exhibit 3. Exhibit 4. Exhibit 5. Exhibit 6. Exhibit 7. Exhibit 8. Exhibit 9. Exhibit 10. Exhibit 11. Exhibit 12. Exhibit 13. Exhibit 14. Exhibit 15. Exhibit 16. Exhibit 17. Exhibit 18. Exhibit 19. Exhibit 20. Exhibit 21. Exhibit 22. Exhibit 23. Exhibit 24. Exhibit 25. Exhibit 26. Exhibit 27. Exhibit 28. Exhibit 29. Overall Structure of the Multimax QMS Process Interaction .....................................3 Control of Document Requirements ..........................................................................6 Summary of Records Control Methodologies............................................................7 Summary of Key Elements of Customer Focus ........................................................8 Key Quality Elements, Measurement Criteria, Objectives and Responsible Levels10 QMS Planning & Approach .....................................................................................10 Summary of Key Common Positions.......................................................................12 Organization Chart of Key QMS Positions ..............................................................13 Summary of Key Program Position .........................................................................14 Organization Chart of a Typical Project...............................................................14 Management Review Flowchart ..........................................................................16 Summary of Methodologies Used in the Human Resources Process.................17 Human Resources Process Flowchart ................................................................18 Multimax Process Model .....................................................................................20 Business and Proposal Development Process Flowchart ...................................23 Contract Management Process Flowchart ..........................................................27 Planning Requirements for Different Types of Projects.......................................28 Service Project Planning Requirements ..............................................................29 Solution Project Planning Requirements .............................................................29 Minimum Requirements for Each Phase of the Design/Development Plan ........30 Methods of Control in Contract Fulfillment ..........................................................34 Project Management Process Flowchart.............................................................35 Methods of Control in eCommerce Fulfillment ....................................................37 eCommerce Fulfillment Process Flowchart ........................................................38 Internal Audit Process Flowchart.........................................................................42 Data Analysis Methods........................................................................................45 Key Components of the Continual Improvement Program ..................................46 Corrective Action Flowchart ................................................................................48 Preventive Action Process Flowchart ..................................................................50
Multimax, Inc.
1 Company Overview
Multimax, Inc. specializes in providing quality consulting and technical services within the scientific, engineering and computer systems areas. Our clients are from the public and private sectors, including defense, environment, transportation, labor, energy, health care and commercial corporations. Since our founding in 1988, we have been committed to providing quality services and products that always surpass the challenge of todays demanding technology, as well as total quality satisfaction set forth by our customers.
2 Scope
The strategic plan of the Multimax organization is to apply the requirements of the International Quality Standard, ISO 9001:2000, to all phases of the organization and its operations at Multimax. This objective is accomplished using a phased approach. The initial phase addressed the Domestic Communications Center Support (DCC) contract for the US Department of State (DoS). This core system has now been expanded to include other projects, such as those under the Network-Centric Solutions (NETCENTS) contract of the United State Air Force. This Quality Manual (QM) now defines the system requirements for this expanded scope. The specific scope statement of the Multimax Quality Management System (QMS) is:
Provide and design quality services, products and solutions to support the requirements of the Domestic Communications Center at the Unites States Department of State and the United States Air Force Network-Centric Solutions contracts.
2.1 Exclusions
There are no universal exclusions to the requirements of ISO 9001:2000 for the Multimax QMS. However, individual contracts/task orders may not require all of the methodologies that are contained and documented within the scope of this QM. Any such exclusion that may apply to a specific contract/project is so noted in the applicable Project Plan.
3 Definitions
Contract: A written agreement between the customer and service provider that specifies the general scope, pricing and terms and conditions of services, products and/or solutions to be performed or delivered by the provider. Business Process Owner: Person responsible for the implementation of a business process. Government Wide Acquisition Contract (GWAC): A type of contracts available for all departments and agencies of the federal government. Indefinite Delivery Indefinite Quantity (IDIQ): A type of contracts with no specific definition of quantity and format of delivery in the basic contract. Quantity and definite delivery requirements are provided on individual task orders under the contract. Performance Work Statement (PWS): Statement of Work with defined performance objectives.
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Preventative and Corrective Action Report (PCAR): A report/form, which identifies a service, product or solution, which fails (or has the potential of failing) to conform to QMS requirements. The form is used to track the investigation of the root causes and implement actions to correct or prevent the occurrence or re-occurrence of the non-conformance. Product: Product is a general term inclusive of tangible items such as hardware and software, services performed and integrated solutions to fulfilled one or many customer requirement. Program: A contract or a group of contracts with similar nature that is managed by a designated Program Manager. Project: A task order or a group of task orders with similar nature that is managed by a designated Project Manager. A project plan is required for each project. Request For Proposal (RFP): A request by a potential customer, to a provider, for a proposal of services/solution and price. Request For Quotation (RFQ): A request by a potential customer to a provider for a price quotation of product, services, and/or solution. Service: Service is a general term for labor activities performed to meeting customer requirements. In the context of this manual, service is also considered a type of products. Shared Network Drive: Electronic storage media shared by personnel in the companies, which include logical network drives and web portal managed by corporate support personnel. Access to these media may be password protected for personnel that has the need to know/access. Solution: A combination of tangible items and associated services performed to fulfill one or many customer requirement, which will require Multimax to provide design, development activities. In the context of this manual, solution is also considered a type of products. Statement of Objectives (SOO): The list of objectives that the customer wishes to obtain from the services/solution delivered by the provider. Statement of Work (SOW): The list of services or solutions that the customer wishes the provider to deliver and the parameter within which the services must be delivered. Task Order (TO): A written agreement, under a given contract, that specifies the defined requirements, funding, and specific terms and conditions of services, products and/or solution, to be performed or delivered by the provider. A TO may synonymously be referred to as a Delivery Order (DO). Task Order Request (TOR): A specific request for services or solution over a defined period of time for a set price in accordance with an overarching contract between the customer and service provider. TOR may synonymously be referred to as a Request for Task Order Proposal, Task Request Notice (TRN). Validation: The action to confirm that the product delivered to the customer successfully fulfill one or more customer requirements Verification: The action to ensure that the product design meets one or more customer requirements.
4 Quality Management System

4.1 General Requirements (Ref. ISO STD 4.1)
The organization has defined, documented and deployed a QMS that is designed to enhance customer satisfaction through the fulfillment of customer requirements. The system is comprised of a series of
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processes, procedures, and work instructions that are designed to ensure that the system is deployed, maintained, and continually improved in accordance with the requirements of ISO 9001:2000. 4.1.1
Processes
Exhibit 1 defines the overall structure of the Multimax QMS and identifies the specific processes that make up the system.
The definition and documentation of the Multimax QMS is presented within the single structure of the Multimax Quality Manual. All related work instructions, quality instructions, and forms have been electronically linked to applicable sections within the Quality Manual.
QMS Processes
Management Business & Proposal Development Human Resources Contract Management Project Management eCommerce Management Quality Management Internal Audit
MM Quality Manual
Processes & Procedures Work Instructions, Quality Instructions, Forms, References Documents & Records
Exhibit 1.
Overall Structure of the Multimax QMS Process Interaction
The sequence and interaction of processes are graphically illustrated within each process described within this manual. Each process is represented by a process flowchart, which defines the process entry and exit points, the sequence of operations and the interactions to other processes, as appropriate. Additionally, a process model of the key Service, Product & Solution Realization processes is shown in Section 7. 4.1.2
Effective Operation and Control of Processes Availability of Resources Monitoring, Measurement and Analysis of Processes Continual Improvement
See 7.3, Project Management Process 4.1.3
See Section 6, Resource Management 4.1.4
See Section 8.2.3, Monitoring and Measurement of Processes. 4.1.5
See Section 8.5.1, Continual Improvement.
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4.1.6
Control of Outsourced Processes
All outsourced services, products or solutions are controlled by Multimax to ensure that Multimax quality standards as well as Multimax customer requirements are met. Those outsourced processes and performance requirements are carried out through formal subcontractor teaming arrangements supported by specific contractual documentation, which may include: Team quality standards and reporting requirements Statement of Work or Statement of Objectives Prime contract flow down clauses Technical performance standards Project Plans Costs Deliverables The selection and the continuous re-evaluation of these subcontractors and teaming partners is carried out through defined criteria that are designed to ensure that Customer requirements are met as well as to optimize long term relationships. See Section 7.2.2 for a definition of the methodologies used in the selection, evaluation and control of subcontractors and teaming partners.
4.2 Documentation Requirements

4.2.1
General
The Multimax QMS documents the quality policy, quality objectives and this QM. In addition, Multimax QMS establishes the documented procedures required by ISO 9001:2000 as well as other methodologies necessary to ensure the effective planning, operation and control of its processes. Lastly, quality records are maintained to provide evidence of how these processes are carried out and in turn, demonstrating the effectiveness of the QMS. 4.2.2
Quality Manual (Ref. ISO STD 4.2.2)
Multimax has established this QM, which provides a description of the Multimax QMS. The QM includes the scope of the QMS; including details and justification for any exclusion (see Section 2.1). It includes a description of all processes and links to all supporting documentation needed for the implementation and effective operation of the QMS. 4.2.3
Control of Documents (Ref. ISO STD 4.2.3)
All documents produced or used within the Multimax QMS are categorized as follows: QMS Documents Documents that define methodologies to be followed in using this QMS, including this QM, forms, templates and other required methodologies. These documents are controlled in accordance with the requirements detailed in Exhibit 2. Project Documents Any document or data created in support of specific contractual requirements. This includes a broad range of documentation such as Contract Data Requirement Lists (CDRLs), project plans, requirements documents, design specifications, etc. External Supplied Documents Documents supplied by the customer or specified by the customer as being a requirement in the performance of a project or the development of a product or solution. Such documents may require controls to ensure currency of the information being accessed. See specific requirements in Exhibit 2.
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Reference Documents These documents do not dictate specific requirement, product or process methodologies but provide general reference information that may be used by employees in carrying out contractual tasks. These documents are not subject to any document control requirements. It is the responsibility of the user of the document to determine the appropriateness and currency of the information being used. The primary vehicle for providing the level of control for this documentation is the designated Multimax share electronic drive/folder for the QMS. A PDF version of the document is posted on the Multimax Intranet for ease of sharing and improvement for employee awareness. The control of any documents not maintained on the shared drive shall be the responsibility of the document owner. Requirement Approve for adequacy prior to issue Methodology Followed All documents requiring control have assigned document owners, except for QMS forms, procedures and templates which are owned by the Management Representative of the QMS. The designated document owner approves all documents prior to issuance. The posting of the QMS document on the QMS folder acknowledges the approval of the document. File security has been established to prevent anyone other than the document owner from posting documents on the QMS folder. If the document owner is the only approver of the document, no formal documented record of those approvals is required, except for the entry of the approving party in the Revision History Section of the document. If multiple approvers are required, email or other supporting documentation is required to acknowledge their approval of the document. Documents are reviewed and updated as changes are needed and approved by the document owner All changes are approved by the document owner and, as appropriate, by other designated approvers with approvals recorded in the Revision History Section of the document. Forms are files used to receive user input in an organized way for the creation of documents and records. Forms are controlled only by their title and revision date. Once a form or template has been filled-in, the resulting document or record is controlled by either the Control of Documents process or the Control of Records process, as appropriate. All current blank forms are placed in the Forms directory in the QMS folder All changes are summarized in the Revision History Section of the document. No revision history is required for forms, procedures and templates. Documents are identified by the Document Name, Document Owner and a Last Date Updated which serves as the current revision status indicator All controlled QMS documents are stored in the QMS folder. All controlled Project specific documents are stored on the Project or Proposal folders. Current versions of documents issued for general reference are available on the appropriate shared network drive File security has been established to prevent anyone other than the document owner from posting documents on the QMS or Contract folder. The online version is considered the only controlled copy. All printed copies are considered uncontrolled and users are reminded of this method of control by the entry of the following reminder notice on all cover page of all controlled
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Review and update as necessary and reapprove documents
Clarification of control and use of forms.
Ensure changes and current revision status are identified Ensure that relevant versions of applicable documents are available at points of use
Requirement
Methodology Followed documents, except QMS forms, procedures and templates: If printed, this is an uncontrolled copy. The only controlled copy of this document is the online version maintained in the Multimax Intranet. The reader must ensure that this or any other copy of a controlled document is current and complete prior to use. The document owner must authorize all changes. Readers should discard obsolete copies. For documents that are not posted on the shared network drive, it is the responsibility of the document owner to ensure that authorized users have access to the documents and that they are aware of the methodology for identifying relevant version and preventing unauthorized updates. Each document owner is responsible for ensuring that the documents will remain legible and readily identifiable by the latest date. When work is performed on customer site, the control of such documents remains the responsibility of the customer. Should external documents, other than customer supplied, be required in the performance of the contract, the project manager will document in the Project Plan the method of controlling the currency and distribution of those documents. After the project plan is approved, a change to external documents does not immediately apply to the project until customer approval of their applicability. All contractual documents, including those of external origin, will be owned and control internally by the process owner of the contract management process All obsolete documents are marked as obsolete if they are to be retained for any reason. All previous versions of online documents, which are not contract-specific, are retained in a folder designated obsolete for at least one year. All previous versions of online documents, which are contract-specific, are retained in a folder designated obsolete for at least the life of the contract. The retention of previous documents is the responsibility of the document owner.
Exhibit 2. Control of Document Requirements
Ensure documents remain legible and readily identifiable Ensure documents of external origin are identified and distribution controlled
Apply suitable identification to obsolete documents if retained
4.2.4
Control of Records
Quality records are collected throughout the Multimax QMS as a means of demonstrating that required quality activities are performed. The specific methodology for control of these records is defined in Exhibit 3. It is the responsibility of the identified custodian of each quality record to ensure that the required quality records are created, maintained and disposed of in accordance with these requirements. Requirement Identification Methodology Followed All required quality records are identified in Appendix H, List of Quality Records, which identifies the associated process, record type, custodian, where stored and the retention period. As appropriate, individual records are identified through contract and/or job number
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Requirement Storage
Methodology Followed Records are stored either electronically or hard copy in office filing cabinets, network shared drives or other adequate storage facilities. The records may be stored on customer site or at Multimax facilities. However, certain records, such as proposals and selected contract documents, may be stored on the shared drives of Multimax servers or in the official files of a Multimax facility. The specific method or location for storage of quality records is identified in Appendix H, List of Quality Records. See storage above Retrieval is facilitated by the fact that records are generally stored according to contract and/or job number Retention times for all quality records are listed in Appendix H, List of Quality Records. The designated custodian is responsible to ensure that the retention schedules are followed. Records are disposed of in accordance with the defined retention periods. The custodian of the quality record determines the disposal method. The methods used are appropriate to the nature, sensitivity and security level of the record.
Summary of Records Control Methodologies
Protection Retrieval Retention Times
Disposition of Records
Exhibit 3.
5 Management Responsibility
5.1 Management Commitment (Ref. ISO STD 5.1)
The commitment to pursue the registration of the Multimax QMS under the ISO 9001 International Quality Standard sends a strong message to Multimax employees that the organization is committed to developing and maintaining an effective QMS. 5.1.1
Communicating to the Organization
The importance of meeting customer requirements as a key element of the QMS is emphasized in the introduction of the QMS to the employees of contracts/projects within the scope of this QMS as well as to associated Multimax employees. The decision to bring new contract(s) under the control of the Multimax ISO registered QMS is evidence of senior managements commitment to expand the system to eventually include all Multimax contracts. This message is communicated through a variety of vehicles to ensure employee awareness of senior managements commitment to quality. See Section 5.5.3, Internal Communications, for a review of the methods used to communicate this message and to keep employees informed of the progress being made. 5.1.2
Establishing the Quality Policy
Top management has established a quality policy that embodies managements commitment to quality. See Section 5.3, Quality Policy. 5.1.3
Establishing Quality Objectives
Top management has established relevant organizational quality objectives that are consistent with the quality policy. See Section 5.4.1, Quality Objectives.
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5.1.4
Conducting Management Reviews
Management reviews are conducted on a quarterly basis to ensure the continuing suitability, adequacy, and effectiveness of the QMS. See Section 5.6.1, Management Review. 5.1.5
Availability of Resources
Top management continually assesses the resources needed to maintain and continually improve the QMS. See Section 6.1, Provision of Resources.
5.2 Customer Focus (Ref. ISO STD 5.2)

Exhibit 4 outlines the key elements of customer focus. Key Elements of Customer Focus Determining Customer Requirements Multimax Management Focus The Business and Proposal Development, the Contract Management and the Project Management Processes provide methodologies to ensure customer requirements are documented and understood. Those requirements are detailed in the formal proposal and resulting contract or task order. The award of a contract or task order to Multimax is the confirmation that the customers requirements have been determined and are understood. The fulfillment of requirements is assured through methodologies defined in the Quality Management Process. The central focus is on ongoing and frequent contact with the customer to assess their level of satisfaction with Multimax performance on the contract. A formal program of measuring customer satisfaction is used to identify areas where improvement may be needed.
Summary of Key Elements of Customer Focus
Meeting Customer Requirements
Enhancing Customer Satisfaction
Exhibit 4.
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5.3 Quality Policy (Ref. ISO STD 5.3)

The Multimax Quality Policy is as stated below: Continue to build Multimax reputation for excellence in providing technology services, products and solutions Enhance customer satisfaction and loyalty by consistently meeting or exceeding customer requirements and expectations Recruit and retain a highly competent and motivated Multimax team Continually improve Multimax Quality Management System and its processes. 5.3.1
Appropriate to Organizational Purpose
Top management has established a quality policy that focuses on the critical elements of Multimax customer requirements. 5.3.2
Commitments
The quality policy includes elements that demonstrate top managements commitment to meeting customer requirements, as well as continually improving the effectiveness of the QMS. 5.3.3
Framework for Establishing Objectives
Quality objectives have been established for each key element of the quality policy. See Section 5.4.1, Quality Objectives. 5.3.4
Communication of the Quality Policy
The original Multimax Quality Policy was communicated to all employees of the Headquarters function as well as the DCC contract. This was reinforced by a letter from the President (See Appendix G, Commitment Letter from the President) emphasizing the importance of their role in supporting the companys commitment to quality in meeting customer requirements. Employees are encouraged to access the Multimax Intranet and review the Multimax quality policy and supporting quality objectives. The policy is prominently displayed at the Multimax facilities at the Largo headquarters and regional offices in Ohio and Alabama and in the work areas of the contracts/projects within the scope of this QMS. Employees are encouraged to display the policy at their workstations as a reminder of the organizations commitment to quality. During new employee orientation, employees are informed of the organizations quality policy and the role that they play in meeting the Multimax quality objectives. 5.3.5
Review of the Quality Policy
The review of the quality policy is a standing agenda item for the quarterly Management Review meetings. See Section 5.6.1, Management Review.
5.4 Planning
5.4.1
Quality Objectives (Ref. ISO STD 5.4.1)
A broad range of quality objectives has been established at relevant functions and levels within the organization. The quality objectives are used to communicate the critical areas of quality focus and to measure overall performance.
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The Project/Program Managers establish specific quality objectives for each project based on the nature, size and complexity of the contract/project requirements. Those specific project objectives are documented in the applicable Project Plans. The Management Representative is responsible for ensuring that a composite set of quality objectives can be extrapolated to measure the overall performance of Multimax. As shown in Exhibit 5, results of quality objectives are reviewed at regularly scheduled Management Reviews. Key Quality Policy Elements Competent & Motivated Team Measurement Criteria Percent of personnel who need labor category requirement waiver Overall annual performance appraisal rating Customer Satisfaction Survey Results Option Years Exercised Audit Results Process effectiveness Customer Satisfaction Survey Results Rating from the Contractor Performance Assessment Reporting Systems (CPARS) if applicable Quality Objectives See Management Review Records Responsible Level Project
Enhance Customer Satisfaction Continually improve our QMS Cultivate a reputation of service excellence
Exhibit 5.
See Management Review Records See Management Review Records See Management Review Records
Project Corporate Project
Key Quality Elements, Measurement Criteria, Objectives and Responsible Levels
5.4.2
Quality Management System Planning (Ref. ISO STD 5.4.2)
As shown in Exhibit 6, the Multimax QMS is designed specifically to address the unique program management requirements of their customers. Quality Management System Planning Requirements System is Planned to Meet Customer Requirements
Multimax Quality System Approach The Multimax QMS consists of a set of core quality management processes and methodologies that provide the minimum requirements for managing a customer contract. Each assigned Project Manager is required to plan the application and use of those methodologies in fulfilling customer requirements for a specific contract. The Project Plan is the vehicle for the Project Manager to record the results of that planning effort and to gain approval for any requested adaptations. A key element of that planning is to define the quality actions and objectives that will ensure the assessment and fulfillment of customer requirements. The Management Representative must approve all changes to the QMS. This single authority for revision ensures that any changes introduced into the system have been properly assessed to avoid any inadvertent degradation of the systems effectiveness. The Management Representative may, at his discretion, review changes with the President based on the significance of the changes being made.
Exhibit 6. QMS Planning & Approach
Integrity of System is Maintained During Changes
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5.5 Responsibility, Authority, and Communication

5.5.1
Responsibility and Authority (Ref. ISO STD 5.5.1)
Responsibilities and authorities are documented and communicated within the organization and the Project through the following vehicles: Reporting Relationships The Organization Charts, in Exhibit 8 and 10 depict the reporting relationships. General Authority and Responsibilities Sections 5.5.4 and 5.5.6 outline the general authority and responsibilities. Additional authorities and responsibilities are defined within each documented process contained within this QM. Specific Contract Authorities and Responsibilities Job descriptions are defined for general job classifications required for a specific contract. Unique projects/tasks responsibilities for a specific contract are defined within the Request for Proposal (RFP) or Task Order Request (TOR). These project descriptions may be supplemented within the Project Plan. 5.5.2
Management Representative (Ref. ISO STD 5.5.2)
The President has appointed a Senior Vice President to serve as the Multimax Management Representative. The responsibilities of the Management Representative include: Reporting to top management, via formal management reviews, on the performance of the Multimax QMS and any need for improvement. Ensuring the promotion of awareness of customer requirements throughout the organization. Ensure necessary processes for QMS are established, implemented and maintained. 5.5.3
Internal Communications (Ref. ISO STD 5.5.3)
The effectiveness of the Multimax QMS is communicated to the employees through a number of arrangements and methods, which include: Newsletters Intranet Team/individual meetings Letters or other management communication to all associated Multimax employees Applicable issues or changes from the Management review New employee orientation
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5.5.4
Key Positions Common
Key positions with authority and prime responsibilities that are common to both contracts are defined in Exhibit 7. Position President Authority & Responsibilities Establishes and promotes Multimax' commitment to implementing the QMS Provides executive oversight Ensures adequate resources for the execution of the QMS A designated Senior Director serves as the Management Representative Approves PCAR actions Oversees QMS implementation and enforces system requirements Approves changes to QMS Ensures that assigned processes are defined, documented, deployed and functioning at a high level of effectiveness Addresses all non-conformance issues resulting from internal or external audit findings Identify and implement monitoring and measurement methods that will ensure an on-going assessment of assigned process performance. Report process performance and process improvement activities to Management Review Owns and manages the Internal Audit process Reports audit results at quarterly Management Review meetings Performs internal audits in accordance with the directions from the Lead Auditor and the requirements of the internal audit process Executes actions as required by the Management Representative Coordinates with Business Process Owners to ensure requirements are being met Tracks PCARS
Exhibit 7. Summary of Key Common Positions
Management Representative
Process Owner
Lead Auditor Auditor Quality Coordinator
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5.5.5
Organization Chart for Key QMS Positions
Exhibit 8 depicts the organization of key QMS positions.

Chief Executive Officer Chief Financial Officer
Director Contract & Finance
Accounting
Internal Auditors
Contract
President/Chief Operations Officer
Management Process
Internal Audit
Process
Management Representative
Quality Coordinator
SVPs/VPs
Director Product Sales
Human Resources Manager
Vice President Program Development
Management
Process
Quality Management
Process PMs
eCommerce
Human
Management Process
Resources Process
Business and
Proposal Development Process
Project Management
Process
Exhibit 8.
Organization Chart of Key QMS Positions
5.5.6
Key Positions A Typical Contract
Exhibit 9 outlines the authority and responsibilities of the key positions. Position Program Manager Authority & Responsibilities Responsible for total execution of a contract/program including cost, schedule and performance. Maintains all QMS required records including: PCARs, document reviews, satisfaction surveys, complaints, commendations related to the program Collects and reports QMS performance metrics See specific RFP, Task Order or Project Plan Responsible for operations support at the program and contract level For sizable program, provides support functions to ensure timely support of customer requirements Responsible for total execution of a project, including cost, schedule, and performance. See specific RFP, Task Order or Project Plan Responsible for total execution of a task, including cost, schedule, and performance. See specific RFP, Task Order or Project Plan
Program Manager Office Staff (optional) Project Manager
Task Leader
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Position Technical Staffs
Authority & Responsibilities Responsible for the performance and delivery of task requirements Include a variety of personnel with wide range of disciplines, talents, experience and expertise to ensure quality delivery of project/task requirements See specific RFP, Task Order or Project Plan
Exhibit 9. Summary of Key Program Position
5.5.7
Organization Chart of a Typical Project
Exhibit 10 depicts the organization of a typical project.

Chief Executive Officer
President/Chief Operations Officer
SVP/Vice President
Program/Project Manager PMO Staff Task Leaders
Technical Staff
Exhibit 10.
Organization Chart of a Typical Project
5.6 Management Process

The Management process is the overarching process in managing the QMS and owned by the Management Representative. This process is responsible for all management related activities and facilitates interactions among technical and support processes for effective and successful operations of the QMS. 5.6.1
Management Review (Ref. ISO STD 5.6.1)
Formal management reviews of the Multimax QMS are held on a quarterly basis to assess the systems effectiveness and its ongoing adequacy and suitability. The primary objective is to ensure the quality
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system provides management with the methodologies and information needed for the implementation of the Multimax quality policy and the fulfillment of the companys quality objectives. The meeting output should result in decisions and actions, as appropriate, that relate to: Improvement of the effectiveness of the QMS and it processes Improvement of our service related to customer requirements Resource needs The Management Representative is responsible for planning and conducting these meetings, including the maintenance of required quality records resulting from the proceedings. Critical to the meeting are the collection, analysis and presentation of required information and data needed to carry out an effective assessment. The responsibility for providing this input data is defined in Appendix A, Work Instruction Management Review. Required participants of the meeting include the President, Management Representative, the Program Managers or their designees and Lead Internal Auditor. Optionally, other members of the organization may be invited to assist in addressing specific issues or to provide information on other areas of focus. Results of Management Review meetings relevant to employees are communicated to the employees. See Section 5.5.3, Internal Communications. 5.6.2
Review Input (Ref. ISO STD 5.6.2)
Review inputs are collected from all process owners and related program/project managers before the management review meeting. 5.6.3
Review Output (Ref. ISO STD 5.6.3)
Output and findings from the management reviews are documented in minutes.
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5.6.4
Management Review Flowchart
Exhibit 11 depicts the Management Review Flowchart.

Mgt. Rep Schedules Meeting
Areas Reviewed
Quality Policy Quality Policy & Objectives Key Monitoring Product, Process & Measurement System & Performance Elements Improvement Quality Objectives & Metrics Customer Satisfaction Survey Results Other Process Monitoring/ Measurement
Input Data Collected & Summarized
Status of Preventive & Corrective Action Requests Process Owner Updates Process Improvement Activity/ Results/Recommendations Resources Impact/Needs
Management Staff and/or Process Owner Prepare for Meeting
Meeting Held
Record Meeting Minutes Management Representative Representatives Office Communicate Results To Employees Implement Actions/ Decisions
Exhibit 11.
Management Review Flowchart
6 Resource Management
6.1 Provision of Resources (Ref. ISO STD 6.1)
The identification and provision of adequate resources for the implementation, maintenance and continual improvement of the Multimax quality system is a key area of focus to ensure that customer satisfaction is enhanced through the consistent achievement of customer requirements. This is accomplished at two levels as defined below: Multimax Corporate Support - The level of resources required providing the necessary corporate support services for effective contract fulfillment and customer satisfaction is determined primarily by the overall level of business volumes and customer commitments. The assessments and decisions relating to the level of resources required to support those volumes rest with the President and Senior Support Staff of Multimax. Specific Customer Contract Support The level of resources required for the direct fulfillment of customer requirements is directly related to the specific requirements defined in the RFP or Task Order. The required resources are identified in the customer proposal and further defined, as appropriate, in the Project Plan, if required. Providing for those resources is an integral element of the Project Management and Contract Management processes and is the primary responsibility of the Project Manager and Program Manager.
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6.2 Human Resources Process

6.2.1
General (Ref. ISO STD 6.2.1)
The Human Resource (HR) Process defines the methodologies needed to ensure that all personnel performing work affecting product quality are competent and qualified on the basis of appropriate education, training, skills, and work experience. Ensuring the proper level of employee competence is the responsibility of the Project Manager, the Director of Human Resources and the onsite project Supervisor. 6.2.2
Competence, Awareness and Training (Ref. ISO STD 6.2.2)
Exhibit 12 outlines the methodologies used in the Human Resources Process. Requirement Determine competencies required Assess competency needs Methodology Followed Competency requirements are defined in the technical proposal for all positions affecting quality Competency needs are assessed through the following; During initial project planning and staffing of a new contract Annual employee appraisal Day-to-day observation by Project Management Customer Feedback. All competency needs are documented on the Employee Evaluation Form and subsequent action plans to satisfy those needs. Management ensures that appropriate actions/training is carried out to satisfy such competency needs. Assessment of the effectiveness of actions taken is carried out through management observation of on-the-job performance Assessment of effectiveness is completed during the annual performance review Any actions determined to be ineffective require follow-up actions, which may include possible disciplinary action deemed appropriate by management During new employee orientation and at the employees annual appraisal, the employee is made aware of the relevance and importance of their activities and how they contribute to the achievement of Multimax quality objectives. All activities relating to education, training, skills, experience, and competency actions are documented and maintained by Human Resources. See Appendix H, List of Quality Records.
Provide actions/training to fulfill needs Evaluate effectiveness
Employee Quality Awareness
Maintain records
Exhibit 12.
Summary of Methodologies Used in the Human Resources Process
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6.2.3
Human Resources Process Flowchart
Exhibit 13 depicts the Human Resources Process.

Contract Employees: New Employees: Existing Employees:
Proposal Development
Conduct Annual Review
Quality Assurance Control of Non-Conforming Product/Service
Project Planning Process
Orientation Security
Assess Competency Needs
Contract Initiation
Provide for Competency Needs
Evaluate Effectiveness
Record Results
Exhibit 13.
Human Resources Process Flowchart
6.3 Infrastructure (Ref. ISO STD 6.3)

Much of the services contractual work is performed on customer premise in workspace and uses associated utilities and supporting services provided and controlled by the customer. This often includes required process and technology resources, both hardware and software. In these cases it is the responsibility of the Project Manager and/or task leader to assess the adequacy of the infrastructure to support the performance of required task and assignments. Should there be any situation where such infrastructure would require involvement of Multimax, such requirements and action plans to rectify any deficiencies would be identified in the Project Plan by the Project Manager. For several new contracts, the MaxNET portal provides a significant element of the infrastructure by creating a collaborative system for the management of a wide range of contract planning and fulfillment data. This system is available to Team Partners and customers as well. The portal is the primary delivery vehicle for eCommerce functionality. Primary security features of the MaxNET portal include: Password Protection
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Data compartmentalization according the rights given to defined groups of users on a need-toknow basis Daily backup including off-site backup media storage. Ongoing anti-virus protection measures and operating systems upgrades and updates.
6.4 Work Environment (Ref. ISO STD 6.4)

As noted in Section 6.3 above, much of the contractual work on the contracts within the scope of this QMS is performed on customer premise. If any unique work environment requirements are not satisfied through existing environments, such requirements and action plans to rectify any deficiencies would be identified in the Project Plan. The Project Manager and/or task leader are responsible for ensuring that those plans are carried out.
7 Service, Product & Solution Realization

Multimax has adopted a process approach in the development, implementation and improvement of their QMS. This approach resulted in the definition and documentation of the set of processes and methodologies that are used in the design, develop, validation and delivery of services, products and solutions to ensure that customer requirements are fulfilled. Those processes are outlined in depth in this section including process sequence and interactions with other processes within the system. A graphic presentation of the Multimax Process Model is presented in Exhibit 14.
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Business Opportunities Overarching Processes Requirements Services/ Solution eCommerce Management
Management
Business & Proposal Development
Contract Management Internal Audit Human Resources
MaxNET
Project Management Service Product Solution Product Delivery Status/ Monitoring Customer Quality Management
Feedback/ Communication
Feedback/ Communication
Exhibit 14.
Multimax Process Model
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7.1 Business and Proposal Development Process

7.1.1
Business Development
The purpose of the business development phase of the Process is to outline the strategic marketing activities that are taken to ensure an ongoing pipeline of current and new business opportunities. These activities steer the business of Multimax in accordance with its quality policy, acquiring new business, calculating the impact of potential new business and making final decisions relative to the decision to pursue a specific market segment or the development of a solicited or unsolicited proposal. The Business Development personnel focuses on longer-term mission support and GWAC/IDIQ opportunities. Assistance is provided to the operating units with the short-term and task marketing in a support, not a leadership role. Business Development assists the operating units by providing: High quality, quick response proposal support Topical marketing materials/conference support Sales call support A marketing driven website Web-based market research tools such as INPUT Ad hoc web-based market research support (Fed Biz Opps, etc) Opportunity tracking system All of the above, in conjunction with human contact, will serve to expand the Multimax qualified opportunity pipeline, and allow opportunities to progress to the proposal stage. Business Developments primary mission is to support all operational divisions in the pursuit of new Multimax business through direct marketing of prospective clients and by developing, maintaining, and distributing the various skills, knowledge-bases, tools and data needed by the operational units to carry out business development activities. Adjunct responsibilities include serving as the central repository and clearinghouse for all corporate identity, marketing and proposal development materials to support any and all Multimax revenue generating efforts. 7.1.2
Proposal Development
The objective of the Proposal Development phase of the Process is to determine and understand customer requirements as they relate to a formal Request for Quotation (RFQ) or Task Order Request (TOR) in order that a formal proposal may be submitted to respond to those requirements. The Multimax Proposal Lead sets up a proposal directory on a shared network drive where he/she maintains the RFQ or TOR, versions of the proposal, and all other documents that support the proposal development. In determining the requirements relating to the customer request, this process will ensure that the following is considered: Requirements specified by the customer, including the requirements for delivery and postdelivery activities, if applicable Requirements not stated by the customer but necessary for the specified or intended use, where known Statutory and regulatory requirements related to the product or service Any additional requirements determined by the organization
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Process Amendments to RFQ or TOR. All amendments are formal revisions to the customer requirements. The Multimax response must address the final customer requirements incorporating the RFQ or TOR and all associated amendments. The response by Multimax is a formal written or electronic proposal that documents how Multimax proposes to fulfill stated requirements. During the proposal development process, the proposal is under the custody of the Proposal/Task Lead. The Proposal/Task Lead ensures that representatives of functions contribute appropriately to the design of the service. The proposal is reviewed to ensure that requirements are adequately defined and that Multimax has the capability to perform all proposed contractual commitments. Multimax Management formally approves the proposal prior to presentation to the customer. Once the proposal is delivered, an electronic copy of the proposal is also placed on a shared network drive or electronic archive for long-term storage. The shared drive has read access only and is actively backed up to data tapes. The current archive is in compact disk CDROM format managed by the Business and Proposal Development Process owner.
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7.1.3
Business and Proposal Development Process Flowchart
Exhibit 15 depicts the Business and Proposal Development Process.

Business Development Activities
Identify, Qualify & Track Opportunities
Review RFP, RFQ, TOR or TRN NETCENTS TRNs Post to MaxNet For Potential Teaming Input MaxNET Stop Proposal Activities and Archive Information Make Bid/NoBid Decision Review Team Responses to TRN/Select Teaming Partner
No
Yes
Assign Responsibility Contract Management Process
Conduct Requirement Analysis
Obtain Final Approval
Project Management Process
Create Financial Technical & Plan Proposal Deliverables
Conduct Proposal Review
Revise As Needed
Proposal Production
Deliver to Customer
Save Final Files to Shared Directory
Exhibit 15.
Business and Proposal Development Process Flowchart
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7.2 Contract Management Process

This process has three major components: Contract negotiation/award Subcontract management Contract Closeout 7.2.1
Contract Negotiation/Award
The objective of the Contract Negotiation/Award activities is to conclude a formal contractual agreement to perform the required services. This includes the negotiation and resolution of all issues that may arise from the proposed approaches and capabilities documented in the Multimax proposal. The major activities include: Monitor Award Process. Once the proposal has been submitted, the proposal lead, members of the project team or other designee will monitor the award status and keep all necessary Multimax personnel aware of contract awards given to Multimax. Complete BAFO Analysis, if necessary. The client may at any time, request from all companies submitting proposals a submission of a Best and Final Offer (BAFO). If Multimax is asked to submit a BAFO proposal, the proposal team and any other necessary personnel should meet, discuss any necessary changes that could be made to the proposal, approve such changes and submit a BAFO proposal. Negotiate Contract Specifics. If contract negotiation is initiated by the client, the Program Manager will lead the negotiation toward final contract award. Once the bid has been awarded to Multimax, the proposal team, Multimax financial personnel and the Program Manager review the contract. Approve Contract. One of the proper corporate approval authorities as defined in Appendix E approves the contract. This approval, usually via signing of formal proposal or award documents, is an acknowledgement that: Customer requirements are defined and understood All issues regarding previous communications and/or the proposal have been resolved That Multimax has the capability to meet the defined requirements.
The client may make contract award without negotiation. Approval by proper corporate approval authority on proposal submitted on the effort is considered a formal approval of the contract. eCommerce. For electronic commerce (eCommerce) contracts, the contract is approved when the customer purchases products from the MaxNET eCommerce site. By placing products on the eCommerce website, Multimax has already reviewed that Multimax and their subcontractor partners have the capability to meet the defined requirements. Conduct Loss Review. If the contract is not awarded to Multimax, Multimax will request the client to conduct a debriefing, if available, to collect ideas and suggestions from the proposal evaluation team. The process owners or their designees of the following processes will conduct an internal Loss Review to assess lessons learned and initiate quality improvements actions if necessary: Business and Proposal Development Contract Management.
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7.2.2
Subcontractor Management
Multimax is responsible for the technical, cost, and schedule performance of each task order or contract. In meeting this responsibility, subcontractors may be used in the performance of contract requirements to ensure that the best possible resources, products and solutions are used in fulfilling those requirements. Subcontractors may be used in: Teaming Arrangements for Service and Solution Support. Multimax will engage services and solutions of other organizations that have proven capabilities to work seamlessly with the Multimax team in delivering quality services and solutions. This allows Multimax to leverage technical expertise and performance to ensure our customers the higher level of support in meeting their requirements. Subcontract Agreements for Service and Solution Support. Multimax will engage other organizations with a subcontract agreement before or immediate after a task order is awarded to Multimax, on which services and solutions of the organizations, that have been pre-selected and/or have established Teaming Arrangements with Multimax, is required. Purchase of Products. All products to be purchased in support of contractual requirements that have a direct impact on the quality of the contract deliverable are acquired from supplies or subcontractors who have met the Multimax criteria for acceptable subcontractors. This includes the listing of all products, services and solutions on the applicable eCommerce catalog on the Multimax portal. The Subcontractor Management methodology is used to ensure that these activities are carried out in accordance with established project teams formed through subcontracting agreements operate seamlessly as coherent units focused on the customer and the mission. The responsibility for deployment and management of this process is shared across functional lines within the Multimax organization as detailed below. Key activities of the Subcontractor Management include: Evaluation of Potential Subcontractors. All potential subcontractors are evaluated based on their ability to supply product, services or solutions in accordance with Multimax requirements. This evaluation is based on criteria established and controlled by the Director of Contracts and Finance. That criteria includes: Quality reputation in product and/or service delivery Financial strength Commitment to excellence in customer satisfaction
The Director of Contracts and Finance ensures potential subcontractors meet these criteria. No teaming agreements or subcontract agreements can be negotiated with any organization that does not meet any of these criteria. Selection of Subcontractors for Task Order Proposals. For new RFP or TOR, selected subcontractors are given the opportunity to present their interest and relevant capabilities in response to an RFQ or TOR. Final selection of the subcontractors is based on their ability to supply services and solutions in accordance with requirements of Multimax. This evaluation is used in conjunction with other unique factors considered relevant to the specific requirements of a required teaming arrangement including previous experience in working with Multimax. The Program Manager responsible for the corresponding contract has the final authority to select the specific subcontractor based on a review of these factors. Subcontract/Purchase Order. The requirements for subcontractor performance are fully defined and documented in a Subcontract or Purchase Order, which constitutes a legal contract with the
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Subcontractor. Depending on the scope and complexity of the contractual requirements, the Subcontract or Purchase Order may contain some or all of the following sections: Statement of work Terms and conditions Contractual flow-down clauses Schedule, milestone tracking and status reporting Quality and metrics requirements Issue resolution and corrective actions
Re-Evaluation of Subcontractor Performance. Subcontractor performance is under continually assessment by the Program Manager and is carried out as a part of normal product and service review activities (See Quality Management Process). The criteria used for this evaluation includes: The requirements as set forth in the formal Subcontract agreement and the Program Managers on-going assessment of the level of performance in meeting those commitment and requirements Customer input based on on-going contact and status meetings. Customer satisfaction as measured by formal customer satisfaction survey results
A final evaluation of the Subcontractors performance is completed at contract close-out time and includes an overall performance assessment and the determination of the eligibility of the subcontractor for future teaming relationships with Multimax. See Contract Close Out below. 7.2.3
Contract Close-Out
The objective of Contract Close-Out is to formally end all obligations of the parties participating in the contract and determines the success of a project financially and qualitatively. During contract close-out, all business processes and associated records are finalized, and project qualitative and financial data are reviewed. Contract Close-Out follows the following steps: Disposition of Customer Property. If Multimax is in possession of Customer Furnished Property/Equipment, Multimax will either return the properties to the Customer or properly dispose the property according to contractual requirements unless the properties are contractually considered the properties of Multimax, for example, defective parts replaced under hardware maintenance activities. Final Program Review. Review of qualitative data to determine the success of delivering quality service to our customer Final Financial Review. Review of financial data to determine if the contract is profitable Improvement Opportunities. Identify ways to make our processes more successful for future customers Records Maintenance. Purge, store all pertinent records in accordance with established retention requirements Final Subcontractor Performance Assessment. Assess all subcontractors' performance and determine if they should be selected again as a subcontractor. There is a formal contract closeout process with the customer, including submittal of a final invoice and customer approval form, such as the DoD Form DD250, by Multimax, if applicable. 7.2.4
Contract Management Process Flowchart
Exhibit 16 depicts the Contract Management Process.
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Business & Proposal Development Process
Monitor Award
Select Approved Subcontractor
Manage Approved Subcontractor
Loss Review
NO
Award To Multimax
Negotiate & Approve Teaming Agreements
Negotiate Contract Specifics
Approve (Sign) Contract
Project Management Process
Negotiate & Approve Subcontractor Agreement
Contract Sub Closeout
Subcontractor Performance Assessment
Exhibit 16.
Contract Management Process Flowchart
7.3 Project Management Process

This process has three major components: Planning of Service, Product and Solution Realization Project Initiation Contract Fulfillment 7.3.1
Planning of Service, Product and Service Realization (Ref ISO STD 7.2.1)
Planning of Service, Product and Service Realization is a critical element of the Multimax QMS. This planning effort ensures that the necessary Project Plans are in place to ensure successful fulfillment of all customer requirements. All projects are required to adhere to a set of core methodologies in the fulfillment phase. Adaptation of those core methodologies to address unique contract requirements is allowed as long as those
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methodologies are documented and approved. The Project Plan is the vehicle for documenting and approving those adaptations. The content and level of detail of the planning effort is dependent on the scope, nature and criticality of the contract requirements. To better define the specific planning requirements, contracts are categorized into three types with each type having a defined set of guidelines for completing the project planning. Those contract types and the characteristics of each are highlighted in Exhibit 17. In all cases, any project plan stated as a contractual performance requirement shall be completed as a part of this project planning. Where there are overlapping or conflicting requirements, the contractual requirements will take priority. Project Type Service Key Characteristics Primarily a services contract May include documentation deliverables May include products, but no design solutions Exclusively a contract to purchase tangible products Primarily a solutions contract requiring design and/or development actions Typically includes both services and products associated with the design solution Customer may provide design direction and control.
Exhibit 17.
Reference Services Project Plan (Use Services Project Plan Template) No project plan required. Solutions Project Plan (Use Solutions Project Plan Template)
Product Solution
Planning Requirements for Different Types of Projects
7.3.1.1 Services Project Plan All contracts classified as Services are required to complete a Project Plan using the Services Project Plan Template. The major contents of the plan are represented in Exhibit 18. Services Plan Sections Service Requirements Deliverable Requirements Core Methodologies Resource Plan Objectives Ensure a clear definition of tasks to be completed Ensure a clear definition of all deliverables to be completed Ensure that all contract performance activities are carried out in accordance with the core QMS requirements Ensure proper personnel and support resource is identified and use to ensure quality service delivery Ensure proper financial support, if required, is identified to ensure quality service delivery Define quality assurance methodology to verify quality service delivery
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Reference None None Contract Fulfillment under the Project Management Process Human Resources Process Contract Initiation under the Contract Management Process None Quality Management Process
Financial Plan Quality Assurance Plan
Exhibit 18.
Service Project Planning Requirements
7.3.1.2 Solutions Project Plan All projects classified as Solutions are required to complete a Project Plan using the Solution Project Plan Template. The major contents of the plan are represented in Exhibit 19. Solutions Sections Objectives Reference See description of Design/Development below Contract Fulfillment under the Project Management Process Human Resources Process Project Management Process None Quality Management Process
Design/Development Ensure a clear definition of design and Plan development tasks to be completed Core Methodologies Ensure that all contractual performance activities are carried out in accordance with the core QMS requirements Resource Plan Ensure proper personnel, product and support resource is identified and use to ensure quality solution delivery Financial Plan Ensure proper financial support, if required, is identified to ensure quality service delivery Quality Assurance Define quality assurance methodology to Plan verify quality solution delivery
Exhibit 19.
Solution Project Planning Requirements
7.3.2
Design and Development (Ref. ISO STD 7.3)
In addition to the standard Multimax planning requirements, the Solutions Project Plan requires the completion of a Design/Development Plan to cover the added responsibilities of applicable design, development, testing, and installation or support requirements of the contract. There is no set requirement on the structure, content and level of detail of the Design/Development Plan as long as the Plan incorporates the basic requirements detailed below. The Design/Development Plan requirement may be satisfied by multiple documents or planning vehicles, including plans that may be dictated by the contract itself. All Design/Development Plans will, at a minimum, incorporate the following: Planning data is organized into key phases of the development effort. The phases shall include, as appropriate, the following: Planning & Analysis Design Development Testing Installation Support
Each phase shall identify the key activities to be completed and/or deliverables to be produced. The following information is included for each major task or activity: Responsible individual and/or organization Targeted completion date Actual completion date
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Documentation retained as evidence of task or deliverable completion
A Design/Development Plan template is provided to illustrate an example of a Plan format. The activities, actions and deliverables within each phase will vary depending on the unique characteristics of the contract/task requirements and may be dictated in part by specific contract requirements. However, the minimum requirements to be addressed for each phase of the Design/Development Plan are identified in Exhibit 20. Phase Planning & Analysis Quality Action/Activities Gather, analyze and document customer requirements Define methodology for requirements/configuration management in the requirement / configuration management plan Translate requirements into a functional architecture and/or specifications that satisfies defined requirements Conduct formal review(s) to ensure the suitability of the evolving design Create the solution through the development and integration of components to meet the design specifications and customer requirements Conduct verification tests to ensure the evolving system meets design specifications Plan and define testing activities to evaluate the functionality, performance, interoperability, security and reliability requirements of the system Execute Test Plan Plan and define the activities required to implement the completed solution, based on contractual requirements. Conduct validation actions to ensure the system installed meets system requirements Define the roles and responsibilities for providing all contractual support activities Expected Outputs Approved Requirements Document Approved requirement / configuration management plan Approved Design Architecture/Specification Evidence of formal review(s) of the Design Architecture/Specifications Operational system with supporting training, installation, operational and maintenance documentation as required by the contract. Defined in the Test Plan, as appropriate Approved Government Project Test Plan Evidence of satisfying the acceptance criteria including the name of individual approving the release of the system and/or customer acceptance authority Installation Plan, as appropriate
Design
Development
Testing
Installation
Support
Exhibit 20.
Support Plan, as appropriate
Minimum Requirements for Each Phase of the Design/Development Plan
7.3.3
Project Initiation
Project Initiation provides the basic financial and resource support foundation for the contract fulfillment in Project Management. Establish Project File. Once a task order/contract has been awarded to Multimax and all contract modifications have been made, a copy of the approved contractual documents is forwarded to the accounting department. At this point, the contract awarded is referenced in this QM as the project.
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Establish Project Accounting System. The first step in Project Initiation is to establish the Project Accounting system Assign Job account in the Deltek accounting system for Project The accounting personnel will assign a job number to the project in the Corporate Accounting System, currently on Deltek. Determine Labor Categories The customer specific labor codes are outlined in the contract and are generally different from the labor codes used by Multimax in the Corporate Accounting System and Electronic Time Recording System. The accounting personnel will determine/establish appropriate Multimax labor codes that correspond to the given labor codes provided in the contract and/or the proposal. Establish T&M Rates For the time and material (T&M) contract, the accounting system will establish appropriate billing rates that correspond to the given labor categories provided in the contract and/or the proposal.
Establishing Project Work Force For service and solution projects, the next phase of project initiation is establishing the project work force. In some cases the proposal and/or contract outlines the specific employees that are staffed on a project, in which case, the designated employees are assigned to the project. If personnel were not outlined in the proposal or contract, the staffing procedure will commence at this point. Human Resources personnel will work with the project manager to assign any existing Multimax employees on the contract as appropriate or will begin the process recruiting and hiring new employees. If security clearance for assigned/selected work force is required, the Multimax Facility Security Officer will manage personnel security review in accordance with DoD 5220.22-M guidelines and the National Industrial Security Program Operating Manual (NISPOM). Assign Project Work Force to Project in Deltek The accounting personnel will assign the project manager to the accounting systems. Once assigned, the Project Manager will assign employees to the project. Any newly hired employees are entered into the accounting system through human resources personnel and then assigned to the appropriate project by the Project Manager. Complete Contract Master File in Deltek - All necessary contract information is entered into the Deltek Accounting System by appropriate accounting staff. Once all the necessary information has been entered, it is then downloaded into the Electronic Time Recording System. Contract and Multimax employees will use this system as a time recording system. This completes the creation of the contract master file. Establish Infrastructure/Work Environment Depending on the existing infrastructure and work environment, the Project Manager may need to coordinate with the customer and corporate support to establish or change the infrastructure and work environment before the task starts. Conduct Kick-Off Meeting (optional) - Depending on the size and complexity of the project, the Project Manager may elect to hold a Kick-Off meeting to coordinate the initiation of contract fulfillment activities among parties. 7.3.4
Contract Fulfillment
Contract Fulfillment defines the methodologies to be followed in the performance of all contractual requirements. Except for product type projects, the key management tool is the approved Project Plan, which defines the methodologies that have been approved and put in place to manage and control the performance of all required contractual tasks, including the production of specific products or deliverables. These methodologies, which shall be followed for all projects unless modified via an approved Project Plan, are detailed below.
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7.3.4.1 Services Contracts or Tasks Task Definitions - All tasks shall be carried out in conformance with requirements defined in the Task Order, Proposal, Project Plan or other identified requirements. All tasks are to be identified and defined in sufficient level of detail to allow for the assignment of appropriate resources and the fulfillment of the task objectives. Action plans are required where there are inadequate task descriptions and should include the creation of work instructions, as appropriate. Deliverables All deliverables shall be produced in conformance with requirements defined in the Task Order, Proposal, Project Plan or other identified requirements. All deliverables required by the contract are to be identified and defined in sufficient level of detail (content, format, frequency, etc.) to support fulfillment. Action plans are required where there are inadequate definitions of project deliverables. 7.3.4.2 Product Contracts or Tasks
All product deliveries are carried out in accordance with the eCommerce Fulfillment of the eCommerce Management Process whether the order is placed through the Multimax eCommerce web site.
7.3.4.3 Solution Contracts or Tasks Design and Development All activities are carried out and deliverables produced in accordance with the Design and Development Plan and/or other applicable planning documents to ensure that the following objectives are met: Requirements are determined and reviewed for adequacy Outputs are produced in a form that enables verification against requirements Reviews are planned and held of key design and development deliverables Design and development outputs are verified and validated Changes in design and development are controlled
See the Project Planning in the Project Management Process for specific methodologies. Verification of Purchased Product. Verification of purchased products for implementation in solutions contracts are carried out as a part of the planned testing of solution components. Specific testing plans and methodologies are documented in the Design and Development Plan and/or the formal Test Plan. If the products are received at a Multimax facility, Multimax conducts an initial product inspection, verification, and component tests, if applicable, at the received facility before final integration into the solution. 7.3.4.4 All Contracts or Tasks Control of Records Records will be created and controlled in accordance with the Control of Records. Control of Documents Documents will be created and controlled in accordance with the Control of Documents. Identification & Traceability All documentation produced by Multimax in support of contractual requirements is identified via reference to the Customer Contract number, TO number or internal Job number. For solution contracts or task, the configuration of the solution is managed by the methodology defined in the requirement/configuration management plan. Customer Property All customer-furnished property including intellectual material that Multimax assumes custodial responsibility is controlled in accordance with the Multimax
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Government Furnished Equipment (GFE) Guide shown in Appendix F, Management of Government Furnished Properties. Preservation of Product See Section 7.5.3 for Preservation of Product. Control of Monitoring and Measurement Device See Section 7.6 for Control of Monitoring and Measurement Devices. Infrastructure/Work Environment - All customer work must be performed in a work environment that is supported by the necessary infrastructure and support facilities that will enable Multimax to fulfill all customer requirements. This includes: Building & supporting facilities and services Workspace and associated utilities, e.g. communications, security, office support, etc. Equipment including hardware, software and related technical support services.
Quality Assurance Plans All services and deliverables shall be completed and reviewed in accordance with the Quality Assurance Plan section of the Project Plan. This shall include: The completion of all planned reviews, actions and inspection activities to ensure that the delivered services, products or solutions meet customer and contractual requirements The completion of required actions to deal with all non-conforming conditions that might result from those reviews, actions and inspection activities. The collection, analysis and reporting of all planned metrics against established quality objectives that have been established for the contract.
See the Quality Management Process for specific methodologies. Contract Modifications. All contractual changes must be documented as contract modifications and processed according to the methodologies defined in this process. Such changes will require that all relevant documents be modified, including the Project Plan and relevant personnel are made aware of the changed requirements. It is the policy of Multimax not to accept any verbal requirements or changes to existing requirements except directly from the contracting officer, which should be followed up by written confirmation within 7 working days. Such changes must be documented as contract modifications and processed according to the methodologies defined in the process. Control of Service and Solutions Fulfillment. The quality system ensures that all activities involved in the creation and delivery of services and solutions are carried out under controlled conditions. Those methods for ensuring this consistency are detailed in Exhibit 21. Key Elements Controlled Availability of Product Information Availability of Work Instructions Methods of Control Documented in the Task Order, Proposal, and/or SOW Validated and supplemented, as appropriate, in the Project Plan or other contractual planning documents Documented in the Task Order, Proposal, and/or SOW and customer supplied instructions as appropriate Validated and supplemented, as appropriate, in the Project Plan or other contractual planning documents Suitable equipment including infrastructure and work environment provided by either the Customer, teaming partners or Multimax Validated and supplemented, as appropriate, in the Project Plan An assessment of the deliverables of each contract is made to determine if any monitoring and/or measurement devices are
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Use of Suitable Equipment Availability & Use of Monitoring and Measuring
Key Elements Controlled Equipment
Methods of Control needed to provide evidence of conformity to contractual requirements. Should such a requirement exist, the methodology for ensuring the control of such devices is documented in the Project Plan. See the Contract Fulfillment Process. Methodologies and approaches for the implementation of monitoring and measurement of service and solution deliverables are documented in the Quality Assurance Plan section of the Project Plan. See Quality Management Process See Sec. 7.5 Specific methodologies to support release, delivery and post delivery activities are defined in Project Plan in the Deploy and Sustain Phases of the plan.
Methods of Control in Contract Fulfillment
Implementation of Monitoring and Measurement
Implementation of Release, Delivery and Post-Delivery Activities

Exhibit 21.
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7.3.5
Project Management Process Flowchart
Exhibit 22 depicts the Project Management Process.
Contract Management Process
Review Reports
Complete Planning Activities
Test Plan Project Plan Design & Development Plan Quality Management Process
Project Initiation Human Resource Process
Contract Fulfillment Products Subcontract Management Contract Management Process
Project Closeout
Exhibit 22.
Project Management Process Flowchart
7.4 eCommerce Management Process

The objective of the eCommerce Management is to define the methodologies to support the creation, maintenance and control of the Multimax eCommerce web site. The site is a comprehensive electronic catalog that provides customers with the capability to order a wide range of commercial products, services and solutions that are offered by Multimax and Multimax approved subcontractors. The major activities involved in this process are detailed below.
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7.4.1
Maintain eCommerce Database
Multimax works with subcontractors to create an exhaustive list of all products or commodities to be listed on the eCommerce site. Before a product, service or solution can be listed on eCommerce, the supplier must be an approved Multimax subcontractor or product supplier. See the Subcontractor Management of the Contract Management Process. All products or services entered into the catalog must meet the quality, function, usability, and delivery requirements established by Multimax and/or customers for their application. This includes any statutory or regulatory requirements, including any appropriate government standards for government acquisition. Review of product and service offerings are made prior to their posting products on the eCommerce site to ensure that Multimax and its subcontractors have the capability to supply the listed products, meet appropriate shipping requirements and ensure any post-delivery support. Once a product has been listed on the eCommerce site, it indicates the product and all related requirements have been reviewed and confirmation made that Multimax and its subcontractors have the capability to meet them. In addition to the review of the criteria of each product prior to posting, Multimax will conduct periodic reviews of all products on the eCommerce site to ensure that the product continues to meet the above requirements, including availability and shipping abilities. These reviews are conducted no less than quarterly. 7.4.2
Order Management
MaxNET eCommerce provides the primary customer interface for ordering and status tracking. The search engine allows customers to initiate a wide variety of product/solution searches by category, manufacturer, part number, price, and key words. MaxNET also provides versatile user-customized queries. An electronic shopping cart capability provides customers the capability to review, select and purchase products. Customers submit their orders via the electronic checkout process where default shipping address and funding information is accessed from the customers profile. The customer may override the profile information for each individual order. MaxNET automatically initiates the order-approval process according to the cited funding, including Government Impact Card. Once a product has been selected, submitted for purchase and accepted within the order process, a unique order number is assigned. Assignment of this order number indicates an approved contract between the customer and Multimax. Based on the information associated with each product, subcontractor or purchase order(s) to the preferred subcontractor(s) and/or supplier(s) are initiated by the eCommerce site. 7.4.3
Customer Communication
The assigned order number serves as a tracking number, which enables customers to electronically view the order and track the shipment of products purchased. All quotes to the customers are reviewed and approved by the proper management level, and each valid order is reviewed manually at day 14 after placement to substantiate and confirm delivery and compliance with contract requirements. For product purchases, customers may inquire telephonically about status, and are advised of status within 5 business hours. Teaming Partners are required to update their fulfillment status, including order date, actual/estimated shipping date, shipping tracking information, serial numbers and product configuration data in a timely manner per requirements of the PWS.
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7.4.4
eCommerce Fulfillment
The methods employed to ensure that the product fulfillment activities are carried out in a controlled fashion are detailed in Exhibit 23.
Key Elements Controlled Methods of Control
Availability of Product Information Availability of Work Instructions
Use of Suitable Equipment Availability & Use of Monitoring and Measuring Equipment Implementation of Monitoring and Measurement Implementation of Release, Delivery and Post-Delivery Activities Identification & traceability
The electronic catalog on the MaxNET portal provides a comprehensive description on all products and services including costs, delivery and term and conditions. For the customer, the eCommerce facility includes a full-featured, easyto-use shopping cart functionality that does not need additional detailed instructions. However, a section does exist containing answers to frequently asked questions. Does not apply Does not apply. See the Quality Assurance section of this process detailed below Shipping and delivery provisions and the roles and responsibilities for fulfillment are detailed in the product catalog and/or the delivery order. All order are automatically assigned an order number that also serves as a tracking number to facilitate customer communication on order status and tracking All fulfillments of product and services offered via eCommerce can be validated by inspection or test. No special processes are involved in this activity that would require special process validation activities
Methods of Control in eCommerce Fulfillment
Validation of Processes
Exhibit 23.
7.4.5
Quality Assurance
Most products ordered on the eCommerce site are delivered directly to the designated customer receiving locations. The following methodologies are used to ensure delivery of quality products ordered under the eCommerce site: Identification of shipping information and active status tracking Confirmation from the receiving facility to include product functionality, shipment completeness and on-time delivery Follow-up customer survey to assess customer satisfaction Remedial actions for out-of-box failure Review of potential quality delivery improvement options. 7.4.6
eCommerce Fulfillment Process Flowchart
Exhibit 24 depicts the eCommerce Fulfillment Process.
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Customers Customer Communication MaxNET Order Management Catalog Quality Management Process Maintain eCommerce Database Contract Management Process
eCommerce Fulfillment
Orders Orders Status
MULTIMAX/ TEAMING PARTNERS Delivering Installation Integration
Exhibit 24.
eCommerce Fulfillment Process Flowchart
7.5 Quality Management Process

7.5.1
General
The objective of the Quality Management Process is to ensure the identification and execution of monitoring and measurement actions that verify that the delivery of our services, products and solutions are fulfilling our customers requirements and Multimax own Corporate quality requirements and standards. The Project Manager or task leader is responsible for defining, documenting and executing these actions. The specific planned actions shall be documented in the Project Plan along with the identification of required documentation that is maintained to record the results of those planned quality actions. For Solutions contracts or task orders, the measurement actions may also be identified as a part of a formal Test Plan. Unless otherwise noted in the Project Plan or Test Plan, the Project Manager or task leader is the controlling authority for the release of all deliverables or solutions to the customer based on the results of planned quality actions against the defined acceptance criteria. All problems deemed to be a non-conforming condition shall be handled in accordance with the Control of Non-Conforming Product/Service section of this process. 7.5.1.1 Service Monitoring and Measurement Examples of monitoring and measurement activities that may be used to ensure that the services and service related deliverables are conforming to customer requirements include: Day to Day management involvement Ad hoc or recurring reviews with customers Internal or customer reviews of deliverables Task order service delivery or performance standards
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Customer satisfaction surveys These verification activities shall be documented in Quality Assurance section of the Project Plan. 7.5.1.2 Product Monitoring and Measurement Since a Project Plan is not required for projects deemed as product , the eCommerce Management Process identifies specific quality assurance actions and verification activities. Those actions and verification activities also apply to product not ordered on the eCommerce site. 7.5.1.3 Solutions Monitoring and Measurement The quality actions needed to ensure the fulfillment of customer requirements for solutions design and delivery contracts is determined to a large extent by such factors as the size, complexity, design responsibility, and roles and responsibilities of Multimax Teaming arrangements. Those verification activities are carried out in varies phases of the development effort and are documented in the Design and Development and Test Plan, which is part of the Solution Project Plan. 7.5.1.4 Quality Objectives Both Services and Solutions contracts shall identify quality objectives and specific metrics that are used to measure the level of achievement in meeting those objectives and/or contractual requirements. It is the responsibility of the Project Manager to ensure that this data is collected, analyzed and acted on to ensure conformance to customer requirements and ongoing high-level of customer satisfaction. 7.5.1.5 Control of Non-Conforming Product/Service See Section 8.3, Control of Non-Conforming Product, Service or Solution 7.5.2
Validation of Processes for Product and Service Provision (Ref. ISO Std. 7.5.2)
The validation of processes that provide for the delivery of service and product where the resulting output cannot be verified by subsequent monitoring or measurement is ensured through the following: Most product, service and solution delivery contracts have methodologies and processes defined and documented by the customer to produce the desired results based on their own requirements. In all such cases the Project Manager or task leader will assess the adequacy of such methodologies and work with the customer to expand or clarify any deficiencies. This assessment and any required actions are documented in Project Plan. In cases the resulting output cannot be verified, the Project Manager should take appropriate measures during the process of performance or production of the product, service or solution to ensure that the final delivery will meet the delivery requirements. Likewise, this measures and methodology are documented in Project Plan. In either case, Multimax staffs these service positions with qualified personnel to ensure the execution of those methodologies and processes will meet customer requirements. This may be supplemented by a practice where the customer may review resumes of planned assigned resources prior to their deployment. 7.5.3
Preservation of Product (Ref. ISO STD 7.5.5)
All products and deliverables are protected during their creation to protect the integrity of the final product. For tangible products such as hardware and equipment, applicable preservation method such as electrostatic protection, dust cover, suitable shipping container, etc. will apply. For data products of some task orders, this is accomplished through the use of MaxNET, a web-based portal, which will provide
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online entry, storage and retrieval of basic program and contact information, project plans and schedules, design and development specifications and configuration data. See sec 6.3 for a description of the security features of the MaxNET portal. Preservation methods shall also fully comply with all customer requirements covering the creation, storage and distribution of the information or data.
7.6 Control of Monitoring and Measurement Devices (Ref. ISO STD 7.6)
Any monitoring or measuring device and equipment under custodial responsibility of Multimax that needs evidence of conformity of product to customer requirements is controlled according to the following requirements: The required device shall be identified to enable the calibration status to be determined Be calibrated or verified at specified intervals or prior to use in accordance with equipment manufacturers procedure Be adjusted or readjusted as necessary The methods for calibration or verification must be traceable to international or national measurement standards; where no such standards exist, the basis used for calibration or verification shall be recorded Be safeguarded from adjustments that would invalidate the measurement result Be protected from damage and deterioration during handling, maintenance and storage
Should any equipment be found to be out of calibration, the Project Manager will assess, record and take appropriate action to address any affected product. These provisions also apply to any computer software as it relates to critical monitoring or measurement assessments. Records required from the above methodologies, as appropriate, shall be retained in the Project Managers project files.
8 Measurement, Analysis and Improvement

8.1 General (Ref. ISO STD 8.1)
The Multimax QMS incorporates key measurement, analysis and improvement activities to: Demonstrate Conformity of the Product & Service. The Quality Management Process provides monitoring and measurement activities to ensure that products, services and solutions delivered to the customer are in conformance to customer requirements. See Section 7.5. Ensure Conformity of the QMS. The Internal Audit Process provides an ongoing assessment of the level of conformance to requirements of the QMS. See Section 8.2.2. Continually Improve the Effectiveness of the QMS. Key elements of the QMS are designed to interact within the process structure of the system to ensure that the system is continually reviewed and improved. See Section 8.5. An assessment of the monitoring and measurement methods and the resulting data from those methods has determined that there are no special statistical techniques needed to carry any required analysis, other than simple tabulation and graphing of the data summaries.
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8.2 Measurement
8.2.1
Customer Satisfaction (Ref. ISO STD 8.2.1)
Information relating to customer perception as to whether Multimax is meeting customer requirements is a key measurement of the performance of our QMS. The methods used in the collection of this information include: Formal Customer Satisfaction Surveys: The survey is emailed to the client on a quarterly basis for completion. Then the client emails the survey to the Project Manager for review and analysis. Day to day interaction with Customer management Documentation of customer complaints Other Customer feedback both positive and negative Data from the above activities are recorded, analyzed and acted upon as appropriate through the Preventative and Corrective Action and Management Review processes. See the Quality Management Process for specific methodologies on the collection and use of this information. 8.2.2
Internal Audit Process (Ref. ISO STD 8.2.2)
The Internal Audit Process ensures that requirements of the ISO 9001 Standard are being satisfied and that the quality system requirements are being consistently and effectively followed and maintained. The Lead Auditor is responsible for the effective deployment and management of this process. An audit schedule is prepared on an annual basis. The schedule identifies a series of planned audits that will ensure that all processes and ISO requirements are audited at least once a year. The audit schedule is modified, as needed, to take into account the status and importance of the processes, as well as the results of previous audits. The Lead Auditor plans individual audits by assigning qualified and competent auditors to each scheduled audit, ensuring that the selected auditors are objective and impartial. Auditors will never audit their own work. Auditors are deemed qualified by the Lead Auditor, who is based on completed training and/or actual audit experience. Training records are maintained to document the basis for qualification. The audit plan specifies the assigned auditors, the audit criteria, the scope and, if applicable, the methods to be used for the audit. All detected non-conformities and observations are brought to the attention of the manager responsible for the area being audited through a PCAR that is submitted to the PCAR process for follow-up and timely corrective action. All audit non-conformances must be investigated for root cause identification and the subsequent implementation of corrective action. Observations shall also be documented on a PCAR form and submitted for consideration by the management for possible preventive action. Follow-up actions are reviewed for all non-conformities, as required, to verify that corrective actions were taken and that the actions were effective in addressing the non-conformance. The Quality Coordinator confirms all non-conformities are corrected and closes the PCAR. The Lead Auditor is responsible for reporting the results of internal auditing including verified actions during quarterly Management Review meetings. Since auditors should not audit their own work, the Quality Coordinator is responsible for conducting internal audit of the Internal Audit Process and reporting the results of the audit in the next Management Review meeting after each annual audit of the Internal Audit Process.
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8.2.2.1 Internal Audit Process Flowchart Exhibit 25 depicts the Internal Audit Process.
Develop Annual Audit Schedule Plan/Schedule Individual Audits Past Audit Previous Reports Audits Results
Prepare for the Audit
Conduct The Audit Preventive Action Corrective Action
PCAR Form
Record Audit Findings Prepare Audit Report Verify & Report Actions Taken
Management Review
Exhibit 25.
Internal Audit Process Flowchart
8.2.3
Monitoring and Measurement of Processes (Ref. ISO STD 8.2.3)
The methods used for the monitoring and measurements of processes are identified in Appendix I, QMS Process Monitoring, Measurement and Analysis. Process Owners are responsible for assessing the results of these activities and for initiating corrective action when the results do not meet planned expectations. Likewise, process owners use this information to identify process improvement actions that could increase the effectiveness of a process. Process performance is a specific agenda item of the Management Review meeting. Process Owners are required to report significant monitoring and measurement activities including any process improvement opportunities or completed efforts. 8.2.4
Monitoring and Measurement of Product and Service (Ref. ISO STD 8.2.4)
See Sec. 7.5, Quality Management Process.
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8.2.5
Evidence of Conformance
Formal customer acceptance, such as a signed DD-254 form, approved invoice or similar documents are consider evidence of conformance of product and service delivery.
8.3 Control of Non-Conforming Product, Service or Solution (Ref. ISO STD 8.3)
All services, service deliverables, products or solutions that are determined to be non-compliant with stated Multimax and/or customer requirements are controlled until the non-conformance can be rectified. Once rectified, the service, service deliverable, product or solution component is re-inspected or reviewed to ensure that the non-conformity has been eliminated. Should the customer agree to accept a product or solutions component that does not meet stated requirements, such concession is documented and approved by both the Customer and the Project Manager. The identification, control and resolution of non-conformities are handled in accordance with the following methodologies: Service Identification. The Project Manger or task leader, based on the nature and severity of the condition, shall determine when a specific service situation should be considered a nonconforming service condition. Examples of such non-conformities might include Major customer complaint Failure to meet Customer contractual requirements on specified service level performance Failure to meet defined quality metrics of Multimax for the project Control. Record the non-conformity on a PCAR form or other comparable document as approved by the Project Manager. Complete only the section to identify and describe the nature and source of the non-conformity. Resolution. Take the necessary action to eliminate the non-conformity and record that action on the PCAR form or other agreed to project documentation Verification. Verify and record that the action taken has eliminated the non-conformity or brought the situation into conformance with requirements.
Service Deliverables and Product Identification. For service related deliverables and/or product, only a rejection by the customer of a deliverable shall qualify as a non-conforming product. All internal reviews, inspections and revisions of service related deliverables prior to formal delivery to the customer (including customer comments/revisions to draft versions of the deliverable) are considered normal preparation activities and not subject to non-conforming conditions. Control. Record the non-conformity on a PCAR form or other comparable document as approved by the Project Manager. Complete only the section to identify and describe the nature and source of the non-conformity. Ensure that appropriate personnel are aware that the deliverable has been determined to be non-conforming and is under revision. Resolution. Take the necessary action to eliminate the non-conformity and record that action on the PCAR form or other agreed to project documentation. Verification. Verify and record that the action taken has eliminated the non-conformity or brought the deliverable and/or product into conformance with requirements.
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Solution Deliverables Identification. Failure of a formal inspection or test as defined in a Development Plan or Formal Test Plan is considered to be a non-conformity solution deliverable. Because of the diversity of contractual relationships with customer and subcontractors, the Project Manager may establish other qualifying requirements for the occurrence of non-conforming deliverable. In such cases, those requirements must be communicated to all appropriate personnel to ensure consistent conformance to these methodologies. As an example of an acceptable variation, a software project may establish Final System Test or Customer Acceptance Test as the point in the process where non-conforming product requirements become effective. In that case there may be other tests (unit, program, and function tests) that will identify program or system defects that are corrected on the spot or as a part of the normal development process. Such defects are not considered non-conforming product within the context of this process. In spiral or interactive development environments, non-conformities may be re-submitted as a new requirement as long as the action is documented and approved by the customer Control. Record the non-conformity on a Test Program Report (TPR) or other Project approved document or electronic media. Appropriate Project personnel shall be aware of the method of identifying non-conforming products to prevent the unintended use or delivery of the affected product. Resolution. Take the necessary action to eliminate the non-conformity. Verification. Re-test or take other appropriate action to ensure that the non-conformity has been eliminated. Record the verification on the TPR or other project approved documentation.
8.4 Analysis of Data (Ref. ISO STD 8.4)

Process owners are responsible for monitoring and measuring their assigned processes. (See Section 8.2.3, Monitoring and Measurement of Processes.) The data collected is analyzed to evaluate the effectiveness of the quality system and to identify opportunities for preventive and improvement actions. Specific analysis is carried in the following areas listed in Exhibit 26. Analysis Area Customer Satisfaction Method of Analysis Periodic customer satisfaction surveys & handling of complaints Periodic customer meetings Customer Complaints Assessment of process performance reported in Management Reviews Internal Audits Subcontractor assessments carried out as a part of Customer Satisfaction Survey Final assessment of Subcontractor performance completed at contract completion time Reference 7.5.1.5 Control of NonConforming Product/Service Process 7.5 Quality Management Process 7.5.1.5 Control of NonConforming Product/Service Process 5.6 Management Process 8.2.2 Internal Audits Process 7.5.1.5 Control of NonConforming Product/Service Process 7.2.3 Contract Close-Out of the Contract Management Process
Conformity of Product Process Performance Subcontractor Performance
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Exhibit 26.
Data Analysis Methods
8.5 Process Improvement

8.5.1
Continual Improvement (Ref. ISO STD 8.5.1)
The effectiveness of the Multimax QMS is continually improved through specific processes and activities built into the system. The role of these quality improvement vehicles is described below. The interactions of the processes and activities are depicted in the related flowchart. Quality Policy. The quality policy is established to reflect the priorities of our customer. Additionally, it includes a commitment to strive to improve the processes of our QMS. Quality Objectives. Specific, measurable objectives have been established for each element of the QMS. These objectives align with the key performance measures that are established by our customers to assess our overall contract performance. The objectives also provide a framework for measuring the effectiveness of our processes, as well as establishing a baseline for implementing and measuring improvement actions. Audit Results. The Lead Auditor reports on the status of audit results at quarterly Management Review meetings. Summary audit reports include, as appropriate, recommendations for process or system improvements, including any major corrective and preventive actions resulting from reported audit non-conformities. Analysis of Data. Process Owners identify relevant data that is collected and analyzed to demonstrate the suitability and effectiveness of the QMS and to evaluate where continual improvement of the effectiveness of the QMS can be made. Corrective and Preventive Actions. The PCAR process identifies corrective or preventive actions needed to correct the cause or potential cause of any non-conformity that occurs or could occur within the QMS. Such actions are always viewed as an opportunity to improve the quality system. Management Review. The quarterly Management Review meetings provide an opportunity to review the results of all of the above activities, assess the overall effectiveness of the system, and identify additional improvement initiatives that may be needed. The key components of the continual improvement program and their interactions are depicted in Exhibit 27.
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Quality Policy Quality Objectives
Processes
Internal Audit Process
Other NonConformities Control of Non-Conforming Product/Service
Customer Meetings Management Meetings
Monitoring Measurement & Analysis of Data
Management Process
Corrective & Preventive Action SubProcesses
Process Improvement
Exhibit 27. Key Components of the Continual Improvement Program
8.5.2
Corrective Action (Ref. ISO STD 8.5.2)
The corrective action sub-process is a key component of the Quality Management Process, which provides methodologies to ensure that the causes of non-conforming conditions are reviewed and appropriate actions taken to eliminate their causes to prevent recurrence of the same problem. Anyone within the scope of the QMS may submit a PCAR request. The process provides for the identification and documentation of problems on a Preventive and Corrective Action Report (PCAR) form and the application of remedial action to correct the specific nonconformance or problem, as appropriate. After remedial action is carried out, a review is made of the non-conforming condition or problem situation to assess the need for corrective action. As shown in Exhibit 28, problems requiring corrective actions are assigned to an individual who is responsible for the investigation to determine root causes and the recommendation of a specific corrective action. All corrective action implementations require the prior approval of the appropriate process owner or the project manager/task leader who manages the project/task to ensure any actions taken are appropriate based on the criticality of the problem and the risks and costs associated with eliminating the root causes of the problem. After implementation of the corrective action, the resulting actions are recorded on the PCAR form including specific process or system improvements realized. Subsequent reviews of the actions taken are carried out during future internal audits to verify the implementation and to assess the effectiveness of the completed actions. The status of all open corrective actions as well as the results of completed actions is reviewed at the quarterly Management Review meetings.
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To ensure consistent implementation of this sub-process the following activities, actions or conditions are primary vehicles for identifying non-conforming conditions that may require Corrective Action: Internal Audits Vendor Performance assessment Major Non-Conforming product conditions Issues resulting from Management Reviews Customer Satisfaction analysis Significant customer complaints
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Internal Audit
Process Monitoring & Measure Identify Potential Problems
Management Review
Customer Satisfaction
Initiate a PCAR
Review Suggestion/ Recommendation

More Investigation
Take Preventive Action
Assign Responsibility
Determine Nature of Potential Problem Evaluate Need for Preventive Action
PCAR Data Base
Determine & Recommend Preventive
Review & Report Status of PCARs
Approve Actions Implement Actions & Record Results
Management Review
Internal Audit
Verify & Review for Effectiveness
Exhibit 28.
Corrective Action Flowchart
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8.5.3
Preventive Action (Ref. ISO STD 8.5.3)
The Preventive action sub-process is another key component of the Quality Management Process, which provides methodologies to ensure that the causes of potential non-conforming conditions are reviewed and appropriate actions taken to eliminate those causes to prevent their occurrence. Anyone within the scope of the QMS may submit a PCAR request. The process provides for a review of potential non-conforming conditions to assess the need for preventive action. As shown in Exhibit 29, problems requiring additional investigation to determine the need for preventive action are assigned to an individual responsible for the investigation to determine potential root causes and the subsequent recommendation for an implementation of preventive action. All preventive action implementations require the prior approval of the appropriate process owner or the project manager/task leader who manages the project/task to ensure any actions taken are appropriate based on the criticality of the potential problem and the risks and costs associated with eliminating the root causes of the potential problem. After the implementations of preventive action, the results are recorded on the PCAR form, including any process or system improvements realized. Subsequent reviews of the actions taken are carried out during internal audits to verify the implementation and assess the effectiveness of the completed actions. The status of all open preventive actions as well as the results of completed actions is reviewed at the quarterly Management Review meetings. To ensure consistent implementation of this process the following activities, actions or conditions are primary vehicles for identifying potential non-conforming conditions that may require Preventive Action: Internal Audits (observations) Vendor Performance assessment Major Non-conforming product conditions Issues resulting from Management Reviews Customer Satisfaction analysis Significant customer complaints.
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Internal Audit
Subcontractor Management
Process Monitoring & Measure
Management Review
Customer Satisfaction
Other Potential NonConformances Or problems
Identify Potential Problems Initiate a PCAR
Review Problem/NonConformances
More Investigation Needed
Take Remedial Action
Determine Cause Evaluate Need for Corrective Action
PCAR Data Base
Determine & Recommend Corrective Action
Review & Report Status of PCARs
Approve Actions Implement Actions & Record Results
Management Review
Internal Audit
Verify & Review for Effectiveness
Exhibit 29.
Preventive Action Process Flowchart
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Appendix A, Work Instruction Management Review

Responsibilities for Preparation of Management Review Inputs
Inputs Quality Policy Product, Process & System Performance Quality Goals & Metrics Other Customer Feedback Other Product, Process & Systems Performance Subcontractor Performance Corrective & Preventive Actions Internal Audits Follow-up Actions from Previous Management Reviews Process Improvements Status of Current Initiates New Recommendations Potential Changes to the QMS Market/Business/Customer Work Environment Infrastructure Resources Impact/Needs
Responsibility Management Representative Project Manager Project Manager Process Owner Process Owners Quality Coordinator Lead Auditor Management Representative Management Representative Process Owners All Management Representative All All All Management Representative
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Appendix B, Work Instruction Proposal Development

This work instruction describes the Proposal Development stage of the Multimax QMS. The purpose of this section is to outline the steps to prepare a proposal generated either from an RFQ, TOR or a lead determined during the Marketing Development stage. The following are steps taken:
B.1
The President, Vice Presidents, PM or other such person will designate the Proposal/Task Lead and proposal/task team, if deemed necessary, to head the proposal creation process. Depending on the size and nature of the proposal, the Proposal/Task Lead may manage solely the proposal creation with direct contact with any necessary personnel. For larger proposal creations, the Proposal/Task Lead may assign additional resources in the form of color teams that are established to monitor the progress and content of larger proposals. The following is an example of possible color team assignments Green Team Performs initial kickoff & proposal planning meeting Pink Team Performs status reviews and updates meetings Red Team Performs final proposal (pens down) meetings If deemed necessary, proposal information is funneled through the Subcontractor Management Process to acquire the necessary subcontractors. The Proposal/Task Lead determines the appropriate subcontractor mix for the contract/task proposal.
B.2
Conduct Proposal Planning
The Proposal/Task Lead is responsible for planning and controlling all aspects of the proposal development. This includes defining all appropriate stages of the proposal development, creation of the proposal timeline with any necessary deadlines and milestones outlined to meet the proposal due date. For larger proposals this will include outlining any responsibilities or authorities needed, determining any review, verification or validation needed and determining any necessary deadlines or milestones. The Proposal/Task Lead is responsible for all effective communication and clear assignment of responsibility between personnel working on any stage of the proposal development. Planning, execution and reviews for smaller proposals, which may be completed in a short period of time by a single individual, may be communicated verbally. The Proposal/Task Lead is ultimately responsible for any changes to the proposal planning stage and maintaining any changes to the proposal timeline, milestones, responsibilities, etc. as the proposal creation process progresses.
B.3
Complete Requirements Analysis
The Proposal/Task Lead or designated personnel review the customer requirements and ensure that all requirements can and will be met in the proposal. The customer requirements may be outlined either in the RFQ/TOR or other customer supplied document or may be communicated via fax, email or verbally. These customer requirements should include any deliverables for delivery and post-delivery activities and/or support. The Proposal/Task Lead or other designee will review these requirements for adequacy and completeness. After review, Multimax will determine any requirements not specifically outlined by the customer in the RFQ/TOR or other document, but necessary for specified or intended use, where known, any related statutory and regulatory
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requirements and any other additional requirements determined by Multimax. This will include, where applicable, information from previous similar proposals.
B.4
Prepare Technical Proposal
The Proposal/Task Lead or designated personnel will create the written technical proposal including all outputs from the requirement analysis phase. The technical proposal is created in a form that enables verification against the requirements outlined by the customer and will follow any format guidelines outlined in the RFQ/TOR or, if no such direction is given, will follow a format outlined by the proposal production staff. Additionally, the technical proposal may use a format from a previous and similar proposal, where applicable.
B.5
Prepare Cost Proposal
The Proposal/Task Lead and/or designated financial personnel will construct the cost proposal, taking into account all requirements of the customer and Multimax.
B.6
Conduct Proposal Reviews
A review of the draft proposal is conducted, and participants include the Proposal/Task Lead, Vice President or designee, and all other necessary personnel who are representatives of functions or areas addressed in the proposal. This would include Teaming Partners as appropriate. The proposal review confirms the following: All requirements are defined, understood and adequately addressed within the body of the proposal; Multimax has the capability to fulfill all stated performance and service delivery objectives and commitments set forth in the Proposal; and The Proposal has gone through proofing and pre-production readiness and is ready for printing and delivery pending final approval Any changes to the proposal arising from the proposal review are documented (QM Section 7.1.2 and Exhibit 15) and resubmitted to the Proposal Lead and/or appropriate personnel for correction. If the proposal review shows no corrections needed, the proposal is forwarded for final approval.
B.7
Obtain Proposal Approval
The President or his/her designee will have final approval authority for all proposals. Appendix E provides additional information on approval authority. Final approval signifies that all customer requirements have been satisfied by the proposal and that Multimax has the capability to fulfill all these requirements at the planned price/cost. Approval is evidenced by the President or his/her designee: either by signing the accompanying cover letter; transmitting an email to the customer containing the proposal; providing written authorization/direction (e.g., email) for Multimax to release/submit/produce the proposal. Once final approval is completed, the proposal is ready for final production. For proposals submitted electronically, final production and delivery of the proposal happens simultaneously.
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Appendix C, Work Instruction Internal Audit

C.1 Internal Audit Schedule
Lead Auditor will prepare an audit schedule to cover full year of audits The schedule will ensure that all processes and ISO clauses not specifically covered by a process are audited at least once per year The schedule will take into account the status and importance of the areas being audited
C.2
Plan Individual Audit
Lead Auditor will plan the individual audit taking into account the results of previous audits Lead Auditor will notify the responsible individual for the area being audited The Audit Plan is recorded on the Audit Report form At the discretion of the Auditor, audit checklists may also be prepared to provide a list of individuals, issues, questions and/or records to be covered in the audit
C.3
Conduct the Audit
Auditors will conduct the audit through reviews of documentation, interviews and observations. Any variances from planned arrangements are so noted. Auditors will review their findings with the Lead Auditor and agree on the severity of each variance or possible variance according to the following scale: Major Represents a major breakdown in the compliance to planned arrangements. The quality of the product could be at risk unless corrective action is taken immediately Minor A single observed failure to comply with planned arrangements. Product quality not at immediate risk, but corrective action should be taken within a reasonable timeframe Opportunity for Improvement (OFI) No identifiable failure is observed, but in the opinion of the auditor the area should be reviewed for action to prevent possible non-conformance, or introduce changes that would improve the effectiveness of the process. No formal action is required for an OFI only that the individual responsible review the OFI for possible action
C.4
Record Findings
Specific findings are recorded on the PCAR form. All findings are summarized on the Internal Audit Report and forwarded to the Management Representative
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Appendix D, Work Instruction Corrective & Preventive Action

D.1 Corrective Action Work Instruction Notifications of non-conforming conditions can come from the customer, contract fulfillment staff, QMS personnel, or Internal Audits. Contract fulfillment staff is encouraged to first bring the notification to his/her onsite supervisor. If the response is not appropriate, the staff can then bring the notification to the Project Manager for review. If, again, the response is not appropriate, the staff can bring the notification directly to the Quality Coordinator. The customer, QMS personnel, and Internal Auditor can send the notification to either the onsite supervisor, Project Manager or Quality Coordinator as appropriate. Identified conditions, which are unable to be resolved by the onsite supervisor or Project Manager, or which the onsite supervisor, Project Manager or QMS staff recommend for investigation, are to be reviewed by the Quality Coordinator to assess the severity of the problem and determined if more information is needed to understand the cause of the problem and the need for corrective action. Not all corrections to non-conformances require a full corrective action investigation. If further action or investigation is not needed, the Quality Coordinator closes the issue, and no further action or documentation is required. If more investigation is needed, the non-conformance must be recorded on the PCAR form and assigned to a specific individual for follow-up. The first priority is to implement a correction, immediate remedial action, to fix the problem. D.1.2 Evaluate Need & Recommendation for Corrective Action Assigned individuals will investigate the non-conformance to determine the root cause. Results of the investigation are recorded on the PCAR form. Once the root cause is understood, the assigned individual will propose and document on the PCAR form a corrective action plan to eliminate the identified root cause. D.1.3 Approve & Implement Corrective Action The Management Representative is responsible for review and approval of PCARs addressing the QM. The Project Manager is responsible for review and approval of PCARs addressing the Project Plan. The business process owner is responsible for review and approval of PCARs addressing his/her corresponding business process. The appropriate review will take into account the criticality of the problem and the risks and costs associated with eliminating the root causes of the problem. The results of the review may lead to a decision not to implement the recommendation corrective action or implementation some variation of the recommended action. If approved, the Business Process Owner will take the necessary actions to implement the plan. D.1.1 Identify & Review Non-Conformances
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D.1.4 Record Results Upon completion of the implementation, the results are recorded on the PCAR form and verified by the Project Manager or qualified QMS personnel. The PCAR is then forwarded to the Quality Coordinator to close.
D.2
Preventive Action Work Instruction
D.2.1 Identify & Review Potential Preventive Actions Notifications of potential preventive actions can come from the customer, contract fulfillment staff, QMS personnel, or Internal Audits. Contract fulfillment staff is encouraged to first bring the notification to his/her onsite supervisor. If the response is not appropriate, the staff can then bring the notification to the Project Manager for review. If, again, the response is not appropriate, the staff can bring the notification directly to the Quality Coordinator. The customer, QMS personnel, and Internal Auditor can send the notification to either the onsite supervisor, Project Manager or Quality Coordinator as appropriate. Not all preventive actions require a full investigation. Identified conditions, which are unable to be resolved by the onsite supervisor or Project Manager, or which the onsite supervisor, Project Manager or QMS staff recommend for investigation, are to be reviewed by the Quality Coordinator to assess the scope of the action and determined if more information is needed to understand the required resource and effectiveness of the preventive action. If further action or investigation is not needed, the Quality Coordinator closes the issue, and no further action or documentation is required. If more investigation is needed, the potential preventive action must be recorded on the PCAR form and assigned to a specific individual for follow-up. D.2.2 Evaluate Need & Recommendation for Preventive Action Assigned individuals will investigate the required resource and effectiveness of the preventive action. Results of the investigation are recorded on the PCAR form. Once required resource and effectiveness of the preventive action is understand, the assigned individual will propose and document on the PCAR form a preventive action plan. D.2.3 Approve & Implement Corrective Action The Project Manager is responsible for review and approval of PCARs addressing the Project Plan. The Management Representative is responsible for review and approval of PCARs addressing the QM. The business process owner is responsible for review and approval of PCARs addressing his/her corresponding business process. The appropriate review will take into account the criticality of and the risks and costs associated with the action. The results of the review may lead to a decision not to implement the recommendation preventive action or implementation some variation of the recommended action.
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If approved, the Business Process Owner will take the necessary actions to implement the plan. D.2.4 Record Results Upon completion of the implementation, the results are recorded on the PCAR form and verified by the Project Manager or qualified QMS personnel. The PCAR is then forwarded to the Quality Coordinator to close.
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Appendix E, Signature Authority and Approval Workflow

This appendix summarizes general Multimax policies regarding signature authority.
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Multimax Internal Approval Workflow Review Approve Sign Teaming Agreements Subcontracts Non- Disclosure Agreements Proposals (T&M/Materials/Sub passthrough) * New Business not covered under existing contract (<$2M) ($2 - $5M) (>$5M) Task Orders on existing contract (e.g. NETCENTS) (Under $500K) (Under $2M) ($2 - $5M) (>$5M) Change Proposals* (Under $500K) (Under $2M) ($2 - $5M) (>$5M) Contract Modifications* (Under $500K) (Under $2M) ($2 - $5M) (>$5M) Contracts Contracts Contracts
LOB Lead CFO CEO/COO
Contracts LOB Lead CFO/COO CEO/COO
*All Fixed Price work below $100,000 LOB lead can approve, but must notify Contracts and CFO *All Fixed Price work above $100,000 needs Joint Signature of CFO & CEO/COO *All Fixed Price work in >$5M requires approval of Chairman of BOD *All Fixed Price TVC In Excess of $25M requires Board Approval Review Approve Sign CFO/COO/Pres CEO/COO Contracts CFO LOB Lead Mgr Admin Svcs
Contract Acceptance Claims/REAs Budgetary Quotes - Non Binding Budgetary Quotes - Binding over $2M Budgetary Quotes - Binding (Under $2M) Subcontracts Project Authorizations At Risk Work B&P G&A Charges IR&D Funded Contracts
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CFO CFO CEO/COO CEO/COO Contracts / Finance
Appendix F, Management of Government Furnished Properties

F.1 Introduction
This guideline outlines the minimum requirements that Multimax must meet in establishing and maintaining control over Government furnished property and equipment (hereafter referred to as government property). If there is any inconsistency between this guideline and the terms of the contract under which the Government property is provided, the terms of the contract shall govern. Subpart 45.5, Management of Government Property in the Possession of Contractors of the Federal Acquisition Regulation (FAR) was used as guidance in the development of this document.
F.2
Multimax Responsibility
Multimax is directly responsible and accountable for all Government property in accordance with the requirements of the contract. This includes Government property delivered to and in the possession or control by a subcontractor. This guideline has been developed to establish and maintain a system to control, protect, preserve, and maintain all Government property. The guideline is available for review and, if satisfactory, approval in writing by the Government property administrator. Multimax will maintain and make available the records to account for all Government property until relieved of that responsibility, and will furnish all necessary data to substantiate any request for relief from that responsibility. Multimax is responsible for the control of Government property upon: Delivery of Government-furnished property into its and its subcontractors custody or control; Delivery, when property is purchased by Multimax and the contract calls for reimbursement by the Government (this requirement does not alter or modify contractual requirements relating to passage of title).
Property to which the Government has acquired a lien or title solely as a result of advance, progress, or partial payments is not subject to the requirements of this document. Multimax will require subcontractors provided Government property under a prime contract to comply with the requirements of this guideline. Where the Government property administrator assigned to the contract has requested supporting property administration from another contract administration office, Multimax may accept the system approval of the supporting property administrator instead of performing duplicative actions to assure the subcontractor's compliance. If the Government property administrator finds any portion of these guidelines to be inadequate, Multimax will take any necessary corrective action to obtain approval. If Multimax and the Government property administrator cannot agree regarding the adequacy of control and corrective action, the matter will be referred to the contracting officer. When Government property (excluding any misdirected shipments) is found to be in the possession or control of Multimax, but not provided under any contract, Multimax will promptly: Record such property according to the established property control procedure; and Furnish to the property administrator all known circumstances and data pertaining to its receipt and a statement as to whether there is a need for its retention.
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Multimax will promptly report all Government property in excess of the amounts needed to complete full performance under the contracts providing it or authorizing its use, and will request disposition instructions from the Government property administrator. When unrecorded Government property is found, both the cause of the discrepancy and actions taken or needed to prevent recurrence will be determined and reported to the Government property administrator. F.2.1 Receipts for Government Property Multimax will furnish written receipts for all or specified classes of Government property only when the property administrator deems it essential for maintaining minimum acceptable property controls. If evidence of receipt is required for Multimax acquired property, Multimax will provide it before submitting its request for payment for the property. For Government-furnished property, Multimax will provide any required receipt upon receipt of the property. F.2.2 Discrepancies Incident to Shipment Government-Furnished Property. If overages, shortages, or damages are discovered upon receipt of Government-furnished property, Multimax will provide a statement of the condition and apparent causes to the Government property administrator. Only that quantity of property actually received will be recorded on the official records. Contractor-Acquired Property. Multimax will take all actions necessary in adjusting overages, shortages, or damages in shipment of contractor-acquired property from a vendor or supplier. However, when the shipment has moved by Government bill of lading and carrier liability is indicated, the contractor shall report the discrepancy in accordance with the paragraph above.
F.3
Multimax Liability
Subject to the terms of the contract and the circumstances surrounding the particular case, Multimax may be liable for shortages, loss, damages, or destruction of Government property. Multimax may also be liable when the use or consumption of Government property unreasonably exceeds the allowances provided for by the contract, the bill of material, or other appropriate criteria. Multimax will investigate and report to the Government property administrator all cases of loss, damage, or destruction of Government property in its possession or control as soon as the facts become known or when requested by the Government property administrator. A report will be furnished when completed and accepted products or end items are lost, damaged, or destroyed while in the possession or control of Multimax. Multimax will require any of its subcontractors possessing or controlling Government property accountable under the contract to investigate and report all instances of loss, damage, or destruction of such property.
F.4
Basic Information
Multimax property control records will provide the following basic information for each item of Government property in the contractor's possession, regardless of value: The name, description, and National Stock Number (if furnished by the Government). Quantity received (or fabricated), issued, and on hand.
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Unit price (and unit of measure) if furnished by the Government. Contract number or equivalent code designation. Location. Disposition. Posting reference and date of transaction F.4.1 Segregation of Government Property Government property shall be kept physically separate from contractor-owned property. However, when advantageous to the Government and consistent with Multimax' authority to use such property, the property may be commingled. F.4.2 Property in Possession of Subcontractors Multimax will require any of its subcontractors possessing or controlling Government property to adequately care for and maintain that property and assure that it is used only as authorized by the contract
F.5
Identification
Upon receipt of Government property, Multimax will promptly: Identify the property in accordance with agency regulations; Mark the property in accordance with this section; and Record the property in its property control records.
Except for the following, all Government property shall be marked with an indication of Government-ownership. Exempted items will be entered and described in the property control records. Items issued to individuals for use in their work (e.g., protective clothing or tool crib tools) where adequate physical control is maintained over the items. Property of a bulk type, or where its general nature of packing or handling precludes adequate marking. Where the Government property administrator agrees that marking is impractical.
Multimax will record assigned numbers on all applicable documents pertaining to the property control system. The markings will be (1) securely affixed to the property, (2) legible, and (3) conspicuous. Examples of appropriate markings are bar coding, decals, and stamping. If marking will damage the property or is otherwise impractical, Multimax will promptly notify the property administrator and ask for the item to be exempted (see paragraph above). Markings will be removed or obliterated when Government property is sold, scrapped, donated or returned to the Government.
F.6
Physical Inventories
Multimax will periodically physically inventory (a minimum of once a year) all Government property in its possession or control and shall cause subcontractors to do likewise. Type and frequency of physical inventories normally will not vary between contracts being performed by the Multimax, but may vary with the types of property being controlled.
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F.6.1 Inventories Upon Contract Termination or Completion Immediately upon termination or completion of a contract, Multimax will perform and cause each subcontractor to perform a physical inventory, adequate for disposal purposes, of all Government property applicable to the contract, unless the Government property administrator waives the requirement. F.6.2 Reporting Results of Inventories. Multimax will, as a minimum, submit the following to the Government property administrator promptly after completing the physical inventory: A listing that identifies all discrepancies disclosed by a physical inventory. A signed statement that physical inventory of all or certain classes of Government property is completed on a given date and that the official property records were found to be in agreement except for discrepancies reported.
F.7
Audit of Property Control System
The Government may audit the Multimax property control system as frequently as conditions warrant. These audits may take place at any time during contract performance, upon contract completion or termination, or at any time thereafter during the period Multimax is required to retain such records. Multimax will make all such records and related correspondence available to the Government auditors.
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Appendix G, Commitment Letter from the President
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Appendix H, List of Quality Records

Process
Management Human Resource
Record Type
Management Review minutes, data, decisions and action items
Custodian
Management Rep.
Where Stored
Management Reps office
Retention
3 Years
Business and Proposal Development Contract Management
Job Descriptions Employee Resumes, Training and Education Records Employee Evaluation Form Competency Needs Assessed, Action Taken & Evaluation of effectiveness of actions taken ISO 9001 Awareness document download list Proposal Review Materials Management Final Approval Final Approved Proposal Approved Contract Results of Loss Review Approved Subcontractors List Evaluations of New Subcontractors Interim Performance Evaluation of Subcontractor Performance (Customer Satisfaction Survey) Final Performance Evaluation of Subcontractor Performance Sub-Contractor Performance Assessment Project Plan Records defined within the Project Plan & Design & Development Plan Deltek master contract file Action Plans for Task Definitions as appropriate Action Plans for Deliverables as appropriate Customer Property Related Records as appropriate Calibration Related Records as appropriate Document Review Check Sheet
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HR Process owner HR Process owner HR Process owner HR Process owner HR Process owner Proposal Lead Proposal Lead Proposal Lead CFO CFO CFO CFO CFO CFO CFO Project Manager Project Manager CFO Project Manager Project Manager Project Manager Project Manager Project Manager
HR office HR office HR office HR office HR office Shared Network Drive Shared Network Drive Shared Network Drive Accounting Dept files Shared Network Drive Accounting Dept files Accounting Dept files Accounting Dept files Accounting Dept files Accounting dept files PMs Office PMs Office Accounting dept files Project Mgr. Office Project Plan/PMs office Project Mgr. Office Project Mgr. Office Project Mgr. Office
No Time Limit No Time Limit No Time Limit No Time Limit No Time Limit 1 Years 1 Years 3 Years Indefinitely 2 years Indefinitely as a living document 2 years 2 years 2 years C+3 Years C+3 C+3 Indefinitely C Years C Years C Years C Years C+3 Years
Multimax, Inc.
Project Management
Process
Record Type
Meeting Results Memo PCAR Log Completed PCARs Delivery information for each customer order
Custodian
Project Manager Project Manager Project Manager eCommerce Process owner
Where Stored
Project Mgr. Office Project Mgr. Office Project Mgr. Office MaxNET
Retention
C+3 Years On-Going C+2 End of contract or end of warranty period, whichever is later End of contract or end of warranty period, whichever is later On-Going C+2 C+2 C+2 C+2 C+2 C+2 C+2
eCommerce Management
Product configuration information for each customer order
eCommerce Process owner
MaxNET
Quality Management
PCAR Log Completed PCARS Record of failed Solutions formal tests with actions taken Formal release authorization of Solutions deliverables based on completed test Audit Schedule Audit Plans Audit Reports PCARs
Quality Coordinator Quality Coordinator Project Manager Project Manager Lead Auditor Lead Auditor Lead Auditor Quality Coordinator
Internal Audit
Quality Coordinators folder Quality Coordinators folder Project Managers Office Project Managers Office LAs Office LAs Office LAs Office Quality Coordinators folder
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Multimax, Inc.
Appendix I, QMS Process Monitoring, Measurement and Analysis

Process
Management
Objective
Consistently provide management support for effective QMS operations Provide timely and adequate human resources for QMS operations Ensure an ongoing pipeline of current and new business opportunities and projects Ensure contractual relationships with the customers and subcontractor/suppliers are well defined and support the quality policy and objectives Ensure quality delivery of product, service or solution to meet customer requirements Ensure quality delivery of product to meet customer requirements
Measurements
Internal audit Assessment of effectiveness on a scale between 1-5 Internal audit Assessment of effectiveness on a scale between 1-5 Internal audit Assessment of effectiveness on a scale between 1-5 Internal audit Assessment of effectiveness on a scale between 1-5
Performed by
Internal auditor Internal auditor
Frequency
Annually Quarterly
Documentation
PCARs Average assessment on Management Review Minutes PCARs Average assessment on Management Review Minutes PCARs Average assessment on Management Review Minutes PCARs Average assessment on Management Review Minutes
Goals
Eliminate process deficiencies Continual process improvement Eliminate process deficiencies Continual process improvement Eliminate process deficiencies Continual process improvement Eliminate process deficiencies Continual process improvement
Human Resources
Annually Quarterly
Business and Proposal Development
Annually Quarterly
Contract Management
Annually Quarterly
Project Management
Internal audit Assessment of effectiveness on a scale between 1-5 Internal audit Assessment of effectiveness on a scale between 1-5
Annually Quarterly
PCARs Average assessment on Management Review Minutes PCARs Average assessment on Management Review Minutes
Eliminate process deficiencies Continual process improvement Eliminate process deficiencies Continual process improvement
eCommerce Management
Annually Quarterly
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Multimax, Inc.
Process
Internal Audit
Objective
Ensures that requirements of the ISO 9001 Standard are being satisfied and that the quality system requirements are being consistently and effectively followed and maintained
Measurements
Internal audit Assessment of effectiveness on a scale between 1-5
Performed by
Quality Coordinator Quality Coordinator
Frequency
Annually Quarterly
Documentation
PCARs Average assessment on Management Review Minutes
Goals
Eliminate process deficiencies Continual process improvement
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Multimax, Inc.

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Multimax Quality Manual

Revision Date 2/05/03 3/31/03 4/07/03 4/30/03 6/09/03 7/11/03

7/16/03 9/9/03 9/10/03 12/02/03 03/29/04 07/12/04 09/10/04 10/13/04

4/29/05 8/16/05 9/23/05 08/04/06

Aldrin Leung Aldrin Leung Aldrin Leung Brad Nelson

Multimax Quality Manual

Definitions............................................................................................................................... 1 Quality Management System.................................................................................................. 2

4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6

5.1.1 5.1.2 5.1.3 5.1.4 5.1.5

5.3.1 5.3.2 5.3.3 5.3.4 5.3.5

5.5.1 5.5.2 5.5.3 5.5.4 5.5.5 5.5.6 5.5.7

Multimax Quality Manual

6.2.1 6.2.2 6.2.3

Service, Product & Solution Realization .............................................................................. 19

7.1.1 7.1.2 7.1.3

7.2.1 7.2.2 7.2.3 7.2.4

7.4.1 7.4.2 7.4.3 7.4.4 7.4.5 7.4.6

Multimax Quality Manual

Measurement, Analysis and Improvement ........................................................................... 40

Appendix C, Work Instruction Internal Audit ........................................................................... 54

Receipts for Government Property ....................................................................... 61 Discrepancies Incident to Shipment...................................................................... 61

Multimax Liability ................................................................................................................... 61 Basic Information ...................................................................................................................... 61

Multimax Quality Manual

Identification.............................................................................................................................. 62 Physical Inventories................................................................................................................... 62

Audit of Property Control System ............................................................................................. 63

Multimax Quality Manual

Multimax Quality Manual

4 Quality Management System

Multimax Quality Manual

Overall Structure of the Multimax QMS Process Interaction

See 7.3, Project Management Process 4.1.3

See Section 6, Resource Management 4.1.4

See Section 8.2.3, Monitoring and Measurement of Processes. 4.1.5

See Section 8.5.1, Continual Improvement.

Multimax Quality Manual

Control of Outsourced Processes

4.2 Documentation Requirements

Quality Manual (Ref. ISO STD 4.2.2)

Control of Documents (Ref. ISO STD 4.2.3)

Multimax Quality Manual

Review and update as necessary and reapprove documents

Clarification of control and use of forms.

Multimax Quality Manual

Apply suitable identification to obsolete documents if retained

Multimax Quality Manual

Protection Retrieval Retention Times

Communicating to the Organization

Establishing the Quality Policy

Establishing Quality Objectives

Multimax Quality Manual

Conducting Management Reviews

5.2 Customer Focus (Ref. ISO STD 5.2)

Meeting Customer Requirements

Enhancing Customer Satisfaction

Multimax Quality Manual

5.3 Quality Policy (Ref. ISO STD 5.3)

Appropriate to Organizational Purpose

Framework for Establishing Objectives

Communication of the Quality Policy

Review of the Quality Policy

Quality Objectives (Ref. ISO STD 5.4.1)

Multimax Quality Manual

Project Corporate Project