Integrated Management System Handbook

Quality Management
Environmental Management
Corporate Social Responsibility
Integrated Management System

Handbook
Quality Management | Environmental Management | Corporate Social Responsibility
CONTENT:
GENERAL .................................................................................................................... 4
1.1
OBJECTIVES AND PURPOSE ..................................................................................... 4
1.2
SCOPE ..................................................................................................................... 4
1.3
Certifications ........................................................................................................... 5
QUALITY MANAGEMENT SYSTEM ................................................................................ 5
2.1
CUSTOMER FOCUS ................................................................................................... 6
2.2
MANAGEMENT RESPONSIBILITY ............................................................................. 6
2.3
SYSTEM ORIENTED MANAGEMENT ......................................................................... 10
2.4
PROCESS MANAGEMENT ........................................................................................ 11
2.5
RESOURCE MANAGEMENT ...................................................................................... 12
2.6
SUPPLIER LIFE CYCLE MANAGEMENT .................................................................... 12
2.7
MEASUREMENT, ANALYSIS AND IMPROVEMENT .................................................... 13
2.8
CONTINUOUS IMPROVEMENT ................................................................................ 16
CORE PROCESSES ..................................................................................................... 17
3.1
PRODUCT LIFE CYCLE PROCESS ............................................................................. 17
3.2
BUSINESS LIFE CYCLE PROCESS ............................................................................ 18
3.3
PRODUCT ORDER AND FULFILLMENT PROCESS ..................................................... 19
ENVIRONMENTAL / SAFETY MANAGEMENT PROGRAM ............................................. 20
CORPORATE SOCIAL RESPONSIBILITY (CSR) & SUSTAINABILITY ........................... 22
Cutting Carbon Emissions ................................................................................................. 23

COMMITTED TO OUR EMPLOYEES ..................................................................................... 24
We Act as One .................................................................................................................. 26
6
REFERENCES ............................................................................................................ 26
VALIDATION ..................................................................................................................... 28
7
DOCUMENT HISTORY ............................................................................................... 28
RELEASE ........................................................................................................................... 28
Author
Owner
Wally Walia
Bernhard Wiehler - VP QM
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GENERAL
1.1
OBJECTIVES AND PURPOSE
Purpose
This handbook describes ADVA Optical Networkings integrated

Management System combining the cross functional quality management
system (QMS) and the environmental management system (EMS) in
reference to international standards and key organizational processes. It
also provides ADVA Optical Networkings commitment to Corporate Social
Responsibility (CSR) program.
The EMS and CSR programs are based on the determined and certified
quality management system (QMS) using same structure and core
elements. Therefore only specifics of EMS and CSR beyond the QMS are
described in particular chapters of this document.
The purpose of this Integrated Management System is to ensure product
and service quality continues to meet the highest standards demanded by
the organization and expected by its customers and other external
interested parties, e.g. communities.
Furthermore it describes the quality requirements for managers, process
owners and eventually for all ADVA Optical Networking employees to
adhere to.
Goal / Mission
statement
1.2
Be a trusted partner and enable ADVA Optical Networking

to remain a Quality Leader in the marketplace.
SCOPE
Details on validity
This handbook describes (together with all relevant and appropriate

process documents and referenced policies, procedures, process maps,
checklists, instructions) the ADVA Optical Networking Integrated
Management System.
It is the basis for organizational controls and consequently is valid for all
sites of ADVA Optical Networking.
Limitation
The Management System as a whole and thus this handbook is limited to

aspects with regards to
Quality Management System (QMS)

TL9000 / ISO 9001
Environmental Management System (EMS)

ISO 14001
Corporate Social Responsibility (CSR)

EICC
and corresponding legal regulations and requirements of relevant

International Standards.
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1.3
Certifications
Certificates
ADVA Optical Networking is certified for ISO9001, TL9000 and ISO14001

for all its locations, globally.
The scope of ADVA Optical Networking TL9000 registration involves
the marketing, service, design, testing, delivery, installation, training, and
management of subcontractors of optical networking equipment and
software.
The scope of ADVA Optical Networking ISO 14001 registration
involves all sites globally.
All activities as described in this manual are applicable to all products and
services designed, manufactured and subsequently delivered by ADVA
Optical Networking.
The TL9000 product codes applicable are:
3.2.2.1.2.2 (for WDM),

1.2.9.3 (for Ethernet Access), and
4.2.2 (for NMS)
QUALITY MANAGEMENT SYSTEM
Quality System
Overview
ADVA Optical Networking quality system is built around the 8 Quality

Management principles shown below and described in the following:
Customer Focus/ orientation 2.1
Measurements/
Factual approach to decision making
2.7
Affects entire organization

Measure CSAT/Loyalty and acting on results
Measure & analyze process and product data
Manage customer relationship
Maintain & control monitoring and measuring devices
Understand current and future needs
Perform Root Cause Analysis
Meet customer requirements
Make decisions & take actions based on real,

measureable results (face the brutal facts)
2.6
Mutual beneficial
supplier relationships
a mutually beneficial relationship
enhances the ability to create value
(win-win).
2.5
Involvement of People/
all parties (stakeholders)
Management Responsibility/
Senior Executive Leadership
2.8
Continuous
Improvement
should be
Regular review of progress

Directing continuous improvements
everybodys aim
System oriented management

2.3
(organization, system of processes)
Communication rules
Process Management
Process approach (SIPOC)
Process Landscape
- core processes
- enabler/support processes
- ownerships
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Establish unity or purpose and organizational

direction
create and maintain the internal environment
in order to achieve
the organizations objectives
Planned Development/Training
Employee Performance/Recognition
Author
Strategic Business & Quality Planning

Regular/Frequent Communication to customers
& employees
a permanent objective
of the organization
Empowered employees - people at all

levels are the essence of an organization;
enable their abilities by full involvement
2.4
2.2
Strive to exceed expectations
Identify, understand and manage interrelated processes

as a system (process landscape)
Established standards ISO9001/TL9000/ISO14001
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2.1
CUSTOMER FOCUS
Customer
satisfaction
ADVA
Optical
Networking
continually strives to improve its
responsiveness to its customers,
to
anticipate
customer
requirements, and to provide
world class products and services.
To succeed these challenges,
customer
inquiries
for
our
products
and
services
are
scrutinized very carefully to make
sure that customer requirements
and expectation are fully and
correctly understood.
Customer responses are managed through the Customer Satisfaction
(CSAT) process, incl. annual surveys and the Continual Improvement
processes. Data obtained are analyzed to identify product and process
improvement initiatives. Upon completion, customers are informed of the
progress made as a result of their feedback.
2.2
MANAGEMENT RESPONSIBILITY
Top down
responsibility
Author
Top management is responsible for defining the overall company strategy

and strategic goals. These goals are cascaded down to all functional
areas. Top management is also responsible for identifying and providing
adequate resources to achieve these goals. Top management regularly
communicates, to the organization, on the achievements of the company
results as well as the importance of meeting customer and regulatory
requirements.
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Organizational
Responsibility
Functional responsibilities and interrelationships fundamentally are

defined through business processes and integrated process landscape as
well as organizational charts, job descriptions, corporate policies, and key
system procedures.
Functional managers are responsible to ensure all members of their team
understand corporate goals and objectives, the scope of the quality and
environmental system, and the role of their team within that system.
The VP QM is appointed to be the QM Representative for ADVA Optical
Networking, globally.
Management
System
Responsibility
The main goal of QM department is to understand and to meet/exceed

customer expectations and is inherent to all business processes by
concentrating on the avoidance rather than just correcting of faults with
a quality management system that ensures monitoring of all processes.
Quality Management System (QMS) team is responsible for ensuring the
quality system, environment system is established, implemented, and
maintained per the goals and objectives set by the executive team, and in
accordance with ISO 9001, TL9000 and ISO14001.
The QM QMS team coordinates the performance of the integrated quality,
environment management system, including our external partners who
share in its efforts to excel in quality, environmental, and CSR aspects.
Management
Business Reviews
A global top management team (ADVA Engine) regularly reviews ADVA

Optical Networkings overall performance as part of the internal
Management Business Reviews, especially focusing on the Integrated
Management System.
Data are collected and assessed
from different functional areas
and
processes.
Results
are
evaluated
against
established
corporate
objectives.
Such
periodic reviews are intended to
determine whether the data is
representative of a functional
Management system. Data used
for the review includes: metrics,
results of internal audits and
Author
Owner
Wally Walia
process
assessments,
continual
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improvement activities, business changes as well as corporate initiatives
and programs.
This review of the Management System ensures its suitability, accuracy,
and relevance. Recommendations for improvements are presented to the
Global Management Team (GMT) for discussion and approval. Derived
action items are assigned to appropriate teams and support continual
improvement objectives as well as customer and employee satisfaction.
Meeting minutes are used to communicate the effectiveness of our
Management System and to follow-up improvement progress.
Quality Planning
Quality Planning is a systematic process for designing and developing new

products, services and processes that ensure customer needs are met.
Characteristics determining the quality
of ADVA Optical Networking products
and services are translated into
requirements and specifications for
internal
projects,
processes
and
service provisions / plan-do-check-act
(PDCA) cycle.
A systematic approach
Planning steps include:
to
for
Quality
Quality
Planning
projects.
R&D
Creating processes to design goods and services to meet needs of

its stakeholders (internal & external) by understanding what the
customer needs are, and then design products or services that
meet those needs.
Creating processes to control quality. Once designed, these

products and services are produced to ensure compliance to the
design criteria.
Creating a systematic approach for improving continuously

through process audits and process assessments to discover
weaknesses in the processes and remedied them.
Creating a function to ensure we continue to do these things listed

above.
Also refer to chapter 2.8 on Continuous Improvement.

Quality Gates
Author
Quality Assurance & Monitoring is implemented in a 3-phase approach:
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MANAGEMENT
SYSTEM POLICY
Figure 1:
Author
Based on its nature as an integrated management system, the

MANAGEMENT SYSTEM POLICY of ADVA Optical Networking combines
three aspects:
QUALITY MANAGEMENT, ENVIRONMENTAL MANAGEMENT and
CORPORATE SOCIAL RESPONSIBILITY
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2.3
SYSTEM ORIENTED MANAGEMENT
Process
Management
ADVA Optical Networkings Integrated

Management System is process oriented
structured in accordance to ISO 9001,
TL9000 and ISO14001 requirements. It is
divided in main, sub-processes and
supporting
processes.
Appropriate
supporting documents are linked and well
referenced. Different process map layers
will lead you to the needed process and/or
document level.
Primary goal of the Integrated Management System is to reach highest
level of customer satisfaction by maximization of resource protection and
in being compliant with the relevant International Standards as well as all
legal requirements, e.g. on environment and security.
Process
Landscape
The Process Landscape provides an overview of the Integrated

Management System, the level of integration and the corresponding
system documentation:
Document
Management
CONTROLLED DOCUMENTS
Author
The integrated QMS/EMS handbook, asociated processes/procedures,

work instructions, policies and references are controlled documents in
accordance with the Document Management process. Changes to these
documents are maintained under revision control and require approvals
as the original documents. Changes to this QMS/EMS handbook require
CEO approval.
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UNCONTROLLED DOCUMENTS
As defined and described in the Document
Management process, printed copies of any
documents are considered uncontrolled.
Control copies are maintained in electronic
form, through Document Management
SharePoint (DMS) by QM.
CONTROL OF RECORDS
Records required in support of the Management System are identified and
maintained by the appropriate teams. Records are stored and maintained
in a manner that is readily accessible and minimizes deterioration,
damage, or loss. Mostly, the records are maintained electronically with
the appropriate security and/or network backups. After the minimum
retention period, records may be stored at an off-site location or
destroyed.
2.4
PROCESS MANAGEMENT
Process
Structure
Process
performance
The process landscape is structured by
Core Processes
Sub-processes
Support Processes
Supporting Documents
(i.e. policies, guidelines, instructions, forms, etc.)
ADVA Optical Networking applies suitable methods for monitoring and,

where applicable, measurement of our business processes. These
methods demonstrate the ability of the processes to achieve planned
results. When planned results are not achieved, correction and corrective
action is taken, as appropriate, to ensure conformity of the process.
Process improvement initiatives may be from a number of assessment
and evaluative activities, for example:
Author
Customer assessment of our quality system
Customer Satisfaction survey results
Management directives in Management Reviews
Internal quality audits
Internal process assessments
Review of metrics and trends; number of internal generated

defects by release
Other self-assessments
Post-assessment of project reviews.
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Business Process
Management
ADVA Optical Networkings Process Model is based on the SIPOC

(supplierinputprocessoutputcustomer) principle.
Details especially on Roles and Responsibilities of Process Management
are defined in the
Business Process Management Internal Standard.
2.5
RESOURCE MANAGEMENT
Allocation
Resources are allocated against forecasted requirements and are

reviewed and supplemented where necessary. Annually part of the
budgeting exercise, the management team establishes the corporate
business objectives, including quality goals and customer requirements,
and evaluates the resources required to meet stated objectives.
Human Resources
All employees are hired based on the

defined qualifications for a position.
Functional managers are responsible for
reviewing employees training and resource
needs as well as identifying where
additional training, support, tools, or
resources may be required. Training
records are part of employees personnel
records
maintained
by
the
Human
Resources department. Semi-annual reviews and goal setting, are the
basis for evaluating the competence and performance of all employees.
ADVA Optical Networking University program provides its employees the
opportunity for development and constant broadening of knowledge. The
training classes are developed in accordance with the Performance
Appraisal and Development Plans prepared by the manager and employee
at the time of performance reviews. These training courses include but
are not limited to internal and external, on-the-job/cross-site training,
classroom style courses, computer-based training and individual or group
training/activities.
The effectiveness of a training program is judged by observing
improvement in job performance and/or product quality. Records of
formal training are maintained, by HR and kept on file as part of the
employees personal training record.
2.6
SUPPLIER LIFE CYCLE MANAGEMENT
SLM processes
The Supplier Life Cycle Management (SLM) covers the rules,

responsibilities and processes defining all activities to be performed in our
interactions with Suppliers and Contract Manufacturers.
It describes an integrated set of processes from strategic and operational
perspective:
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1. Commodity Management
Process Strategic SLM
2. Supplier Life Cycle Processes
(SLCP) Operational SLM
(E2E Supplier / Manufacturer
Lifecycle)
3. Request for Quote (RFQ)
processes Operational SLM
(Supplier prices / Contract Manufacturer prices / cost updates)
The Commodity Management Process defines the commodity strategy
and the supplier strategy on a yearly basic to have a strategic direction
defined for the operational SLM processes.
The Supplier Life Cycle Processes (SLCP) consider 5 sub processes
related to the overall life cycle phases of a Supplier and/or Manufacturer:
The Request for Quote (RFQ) processes describes the methods and
procedures for the:
2.7
Component price updates for all materials negotiated by ADVA Optical

Networking for internal purchasing or purchasing by our EMS partners
(RFQ Supplier)
Cost calculation updates of products manufactured by our EMS

partners based on ADVA Optical Networking negotiated prices
(RFQ EMS).
MEASUREMENT, ANALYSIS AND IMPROVEMENT
General
requirements
Where possible, decision making

measurement and analysis. For
processes are designed so those
make decisions independent of the
is based on facts gathered through

that our measurement and analysis
near the sources of information can
organizational hierarchy.
Measurements are made of the following:
Author
Customer satisfaction
Employee satisfaction
Product characteristics
Process performance
Achievement of goals and objectives
Supplier performance
Financial results
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Monitoring &
measurement of
products
We continually measure and monitor the characteristics of the products

to verify that product requirements have been met. This is carried out at
appropriate stages of the product realization process in accordance with
planned arrangements. Evidence of conformity with the acceptance
criteria is maintained. Records indicate the person(s) authorizing release
of product.
Product improvement initiatives can result from a number of evaluative
activities, for example:
Failure and Root Cause Analysis of customer reported product

defects or non-conformances (Field performance as well as Service
performance data analysis)
Review of metrics and trends; TL9000 metrics
Management directives in Management Reviews
Manufacturing quality audits
Manufacturing Test Yield data.
In addition and to ensure that products are delivered in correct logistics

quality (6R: right product, right quantity, right quality, right time, right
price, right destination) as well, we perform random packaging and
labeling verification out of the box audits.
Periodic re-testing is covered by extended system tests for new Releases
during SIT and SVT in order to validate continual meeting of product
design requirements.
Calibration
A global process is implemented describing rules, actions and

responsibilities ensureing only measuring and test equipment with valid
calibration and/or verification according to the defined requirements
(internal and DIN EN ISO 9001, DIN EN ISO 10012) is used. This process
especially is valid for measuring and testing equipment used in
production, for product qualification in R&D and in test engineering as
well as in Technical Service in order to provide evidence of product
conformity.
Measuring and test equipment is clearly identified with ID number and
calibration status. Equipment data and regular calibration is supported
and controlled by a measuring and test equipment data base.
Documented procedures and process:
Control of Measuring and Testing Devices
Internal audits
Author
Internal audits are scheduled based on the results of previous audits /

assessments and importance of the activity being audited. Process
assessments are team oriented enhanced process audits involving all
relevant stakeholders and focusing on customer satisfaction, well-defined
interfaces as well as correct input and output definition. Assessments are
scheduled based on the significance of individual process and known or
identified improvement potentials. Audits are set at regular intervals to
ensure all aspects of the appropriate management systems are reviewed.
Audits and assessments are performed in accordance with a defined
process.
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Audit and assessment results including strength, identified potentials for
improvement are reviewed by the audit team and the functional area
audited.
Discussion
includes
the
determination of corrective and/or
preventive actions as well as continual
improvement opportunities. All audit
and assessment results are recorded
and a summary of audit activities is
reviewed as part of the Business review.
Internal Audit and Assessment Process
Complaint
Handling
The process for Complaint Management describes rules, responsibilities &

procedures, activities & tasks to be performed in case of occurrence of
deviations/non-conformances to defined processes or process results
(e.g. product malfunction, violation to product specification and/or
unsatisfied internal or external customer expectation).
Basically the principles of the 8D Methodology (8 disciplines for systematic
problem solving) are applied which also follow the PSDM (Problem Solving &
Decision Making) rules of rational thinking processes by Kepner-Tregoe.
Customer complaints
Individual 8D cases (customer complaints via RMA)
Technical Service cases (customer issues via TAC related to

product quality)
Pareto analysis (statistics) enhanced Quality Reporting
Internal complaints
production/test fails (internal complaints yield loss/repair)
Supplier/CM Partner complaints
Individual 8D cases (complaints supplier caused)
Documented procedures and processes:

Complaint Management within ADVA Process
Control of nonconforming
products
Top priority has always been to avoid any non-conformities. The identified
non-conforming material or product is clearly marked, blocked, contained
and separated from conform items to prevent further product processing
and/or shipments to the customer.
To ensure this, purchase, production and/or shipments of any nonconforming material is stopped accordingly across the whole supply chain.
Fast and exhaustive investigation of non-conformity supports the
identification of the real root cause and derivation of adequate corrective
and preventive action to rectify fault and avoid recurrence.
In our processes rules, actions and responsibilities are defined to decide
based on risk assessment whether clearly identified and recorded non-
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conforming items are intended to be processed and or to be shipped to
customer. Non-conforming product is only shipped with customers signed
waiver, clearly stating the non-conformity and possible effects.
All non-conforming products, after repairs, are re-tested/verified in
accordance to current specifications before shipment.
Handling of Non-conforming Material Internal Standard
Quarantine Material Process
Special Clearance
2.8
CONTINUOUS IMPROVEMENT
General
Processes, inspection, and test reports, supplier suggestions, results

stated in internal and external audit reports, field service reports, and
customer feedback are reviewed for continual improvement. Employees in
all functional areas and at all levels have the authority and ability to
propose and implement continual improvement activities using the IDEA
bank ADVA Optical Networkings employee suggestion system.
The ADVA
Efficiency Engine
(AEE)
Corrective and preventive action requests are recorded and reviewed by

GMT. Ongoing reviews are conducted by the ADVA Efficiency Engine. As
appropriate, corrective and/or preventive actions are taken to address
potential problems, customer topics, or to prevent recurrence of nonconformances.

ADVA Efficiency Engine (AEE) Process
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CORE PROCESSES
3.1
PRODUCT LIFE CYCLE PROCESS
Product
Development
The Product Life Cycle Process or PLCP refers to the process of bringing a
new product from concept through all activities required until it is fully
deployed in its markets as a mature product and finally throughout its
end of life. The lifecycle methodology is applicable to all projects. It
explains the lifecycle and how it must
be practically applied for any project/
product being introduced, managed or
withdrawn.
Product Life Cycle Process or PLCP is a
team
oriented
management
and
delivery process, which provides a
guideline to successfully bringing a
new product from concept through all
activities required until it is fully
deployed in its markets as a mature product and finally until end of life. It
establishes the concept of Key Dates and Phases.
Key Dates are gateways between the phases. PLCP establishes
requirements for moving from one phase to the next phase. A team of
people performs this activity.
Design and development inputs involve functional and performance
requirements, applicable statutory and regulatory requirements stated
form customers or suppliers or information derived from previous similar
designs. Outputs from the design and development phase are verified
against the requirements/inputs and are approved prior to release.
Goals of the Product Life Cycle Process are:
Improved planning, delivery schedules and predictability
Reduced Time-to-Market for New Products
Improved product quality and Customer Satisfaction
Increased customer involvement in Product definition
Improved Revenue growth and Business Profitability
Supporting documented procedures and processes:

Product Life Cycle Process (PLCP) Handbook and associated processes
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3.2
BUSINESS LIFE CYCLE PROCESS
Sales
The Business Life Cycle

Process starts with the
identification of actual and
future
Customer
wishes,
requirements and needs.
The process includes the
determination
of
requirements for product
features, the agreement of
terms and conditions as well
as the determination of
delivery
and
service
activities. Also verified are
statutory
and
regulatory
requirements applicable to
product and business.
After requirements determination we review the challenges prior to giving
a final commitment to supply products and/ or services. This approach
ensures that the requirements are clearly defined and understood,
contract or order requirements differing from those previously expressed
are resolved and ADVA Optical Networking is able to meet the customer
demands.
All actions resulting from the requirements review are tracked until
closure by the appropriate Sales representative.
The Product Order and Fulfillment Process (POFP) is ensuring the
Customer PO fulfillment with regards to the hardware and software
delivery related aspects.
To resolve customer reported problems a Complaint handling process will
be triggered. This process has clearly defined rules of agreed severity
classifications.
Customers will be informed in a timely and systematic manner about the
progress of solving their reported case.
Business Life Cycle Process (BLCP)
and associated sub processes
Customer Service
Author
ADVA Optical Networking is providing a comprehensive Service offering.

Starting with technical consulting and designing customized solutions we
install and integrate the products guaranteeing quick turn-up cycles and
early ready-for-service dates. In addition customers staff will be trained,
either in classrooms, on the job or through web-based training courses;
lastly our Service offerings ensure that the customers equipment will be
operated and maintained at desired levels and beyond. All above is
coordinated and managed by certified project and program managers.
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We have reflected this in our service portfolio, packaged in three Service
categories called BUILD, CARE and ENABLE. The portfolio has been
developed flexibly so that it fully adopts to the needs of our customers
and to the needs from our hybrid sales model.
ADVA Optical Networking defines flexible Sales models that support both
direct and indirect business our Services follows this strategy. Service
delivery is provided via own staff, via certified Services partners and/or
via the support teams of our Service partners. Those external resources
are enabled through our training courses, and backed up by our own
experts, if required.
ADVA Optical Networking Technical Service provides our customers with
resolution of all technical issues raised against delivered products in
accordance with Service Level Agreements (SLA). Technical Service takes
the end-to-end ownership of all
reported technical issues with
the target to deliver efficient
remote technical assistance and
quick problem solving.
The Service Process Framework
(SPF), as part of the BLCP,
ensures that both service
offering as well as service
delivery is properly established
end-to-end, maintained and
automated to leverage
synergies within the
organization and to ensure highest levels of customer satisfaction.
3.3
PRODUCT ORDER AND FULFILLMENT PROCESS
Supply Chain
Management
The Product Order and Fulfillment Process (POFP) describes the full
process that is planning, manufacturing, and delivery. POFP is triggered
by demand, in the form of a Customer Purchase Order and shuts off at
his/her doorstep. The Customer PO and our invoice on delivery are
bookends to this process.
POFP follows the traditional Plan, Source, Make, Deliver (SCOR/ Supply
Chain Operations Reference) model. Planning consists of Make-To-Order
(MTO) and Make-To-Stock (MTS) production planning and delivery
scheduling. Our ERP system, SAP, is the environment where the process
is launched and managed.
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Sourcing covers calculation of safety stocks, supplier forecasting,
purchasing
of
consumables,
part
broker
management,
and
purchasing/maintenance of supply purchase orders.
Make describes all the processes of production; launching production
orders with and without sufficient material, customization of generic-built
goods, customer specific staging, and all of the protective measures
required to guarantee quality during creation.
And finally, Deliver, consits of material picking and disposition towards
customer orders, packing, carrier assignment, outbound logistics, and
shipment itself.
ADVA Optical Networking also maintains the means to manage Returns
as a bolt-on to Plan, Source, Make, Deliver. In this context Returns can
mean bad parts from manufacture that must go back to suppliers,
defective products which customers must return to ADVA Optical
Networking, and loaned goods which customers must return as well.
The POFP process is wholly owned by the Operations department. Supply
Chain Management (SCM) works closely with customer advocates in order
to understand their needs. Production produces what customers want,
with strict guidance given by SCM, closely managed in ERP. Finally,
Logistics converts all that prior work into an invoiceable event by shipping
product to customer.
ENVIRONMENTAL / SAFETY MANAGEMENT PROGRAM
EMS
Representative:
The VP QM is nominated to be the EMS Representative for ADVA Optical

Networking globally.
EMS Organization
EMS Program
Author
Environmental objectives are established based on the Aspects and

Impacts Report. Objectives are translated into specific organizational
targets. Responsibility for achieving these targets is given to the
appropriate departments or cross-functional teams.
Owner
Wally Walia
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Date
Status
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4.0
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Process
The ISO14001 standard is the foundation for the environmental

management elements of the Integrated Management System and
provides a framework for conducting
business
in
an
environmentally
responsible manner.
At each company site, ADVA Optical
Networking has established a cross
functional Environmental Management
System
Team,
responsible
for
determining aspects related to their
functional areas and in driving
improvements.
Our
global
core
Environmental processes include:
Environmental
Aspects
and
Impacts process to identify and
prioritize the significant environmental aspects associated with
operations.
Emergency Preparedness and response process which includes

methods used to prevent and mitigate the environmental impacts
that could be associated with emergency situations.
Compliance with Legal and other requirements process explaining

how company shall comply and communicate legal and other
requirements.
Environmental objectives and targets are developed considering

significant environmental aspects, technology options and financial,
operational and business plans. The views of interested parties are also
taken into consideration, with the final goal being continual improvement.
Environmental Aspects Evaluation Process
EMS Communication Process
Legal and other EMS requirements
Contractors Guideline
Health & Safety
ADVA Optical Networking is dedicated to the health and well-being of

their employees. Therefore each site has established an emergency plan.
This plan covers all possible emergency situtation, from fire to chemical
spills.
Also, the emergency plan is tested in compliance with national legal
requirements.
Author
Owner
Wally Walia
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CORPORATE SOCIAL RESPONSIBILITY (CSR) & SUSTAINABILITY
Our Future Is Defined by What We Do Today
CSR &
Sustainability
Representative:
The VP Operations Engineering, Trade, & Logistics, Operations is

nominated to be the CSR & Sustainability Respresentaive for ADVA
Optical Networking globally.
CSR &
Sustainability
Program
ADVA CSR & Sustainability program is built on four pillars, including: our
employees, local communities, our suppliers and the environment. These
four items represent the areas of biggest impact to our business and
reflect where we want to be judged.
Author
Owner
Wally Walia
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Date
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To support and institutionalize our CSR & Sustainability efforts, we built a
management structure around them. Today, ADVA has a cross-functional
CSR & Sustainability board that steers its activities to ensure a balanced
drive, so all growth under each of these pillars makes sense and is
distributed equally. Members of the CSR & Sustainability board come from
Human
Resources,
Investor
Relations,
Marketing,
Operations,
Procurement and Quality Management. Their goal is to drive
accountability and to make it public.
Reporting
ADVA Optical Networking cares deeply about its CSR programs and we
want to share our progress with our customers, partners, suppliers and
other critical audiences. We have selected the GRI (Global Reporting
Initiative) framework for that reporting, that allows us to evaluate
performance improvements period-to-period within the same structure.
Environment
ADVA environmental policy, in combination with quality management and

corporate responsibility aspects, is driven by our top management.
Objectives and targets for the business are derived from this policy and
result in our environmental management system (EMS). Performance is
monitored in regular management reviews and further improvements are
initiated as necessary. Our EMS and quality management system (QMS)
are both integrated into our global integrated management system (IMS),
and all relevant locations are certified according to ISO 14001.
Cutting Carbon Emissions
ADVA has been tracking its global CO2 output since 2008. After many
years of hard work ADVA is now seeing its first CO2 reductions and this is
only the first step. At ADVA, were continuing to collate and assess data
across all our campuses to drive further improvement. Whats more,
were now assessing carbon footprint down to the component level in our
products.
Cutting Waste Disposal
Reducing waste disposal is one of ADVAs biggest environmental
successes. Since 2012 ADVA has reduced solid waste disposal by an
annual average of 20% per person. In 2014, were accelerating our
packaging reuse strategy with our I may be ugly but Im green
campaign. This program encourages reuse of supplier packaging,
permitting it to go directly to end customers and skipping a wasteful
replacement.
Supplier CR Audits
Every year ADVA continue to accelerate its supplier CR audits, ensuring
our suppliers are meeting the stringent standards that we expect, that
our customers expect. With over 80% of ADVAs supply chain centerd
around 30 suppliers, were able to build constant and direct
communications. The results are significant.
Author
Owner
Wally Walia
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Date
Status
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Local Communities
ADVA believes in developing our local communities, in giving our time to

the areas where we live and work. ADVAs team is continuously
encouraged to improve their local environment, whether through
volunteering or developing new programs that benefit the wider
community. Such activity not only brings its team together but also
ensures ADVA is an active member of local society.
ADVAs local communities program is growing every year. ADVAs team
sponsored local charities, supported university research, participated in
runs and walks, funded disadvantaged groups and took part in
environmental cleanups.
Employees
Committed to Our Employees

Its not ADVAs technology that makes us an industry leader, its our
people. Its their vision, their talent, their commitment. They are what
drives our company forward. Our global team works with incredible unity,
one that is felt across all of our campuses. Its this unity that enables us
to excel, to develop technology that is shaping tomorrows networks.
Work-Life Programs
ADVA is a company that supports its team; that ensures they have what
they need to excel. Key to this is an effective work-life balance. To help
here we provide a range of benefits, including health plans, on-site fitness
centers, 401(k) matching, education assistance, global assignments,
family leave and flexible working.
Author
Owner
Wally Walia
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Date
Status
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4.0
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Developing Our Team

When youre building tomorrow, you need to be ahead of the game.
Thats why we offer advance education and training programs. Whether
its practical development or theoretical understanding, we work with our
team to provide them with the knowledge they need to be successful and
motivated.
Employee Programs
ADVA has developed specialized programs designed to benefit our
company and our team. For example, ADVA Global Idea Bank rewards
team members who suggest ideas that drive savings or business growth.
Another example is our Leadership Development program. This involves
individual mentoring of future company leaders.
Author
Owner
Wally Walia
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Supply Chain
We Act as One
ADVAs suppliers are an extension of our company. We hold them to the
same exacting standards that we demand of ourselves. We know that our
customers expect the same level of service and expertise from our
suppliers as they would from any member of our team. To do this, we
work closely with our suppliers. In our relationships, transparency is
everything.
REFERENCES
Table 1: Reference list to ISO 9001 / TL 9000 / ISO 14001.

Chapter in this manual
1. GENERAL
Chapter ISO 9001 / TL9000
Chapter ISO 14001
4.1
4.1
2.1 CUSTOMER FOCUS
5.2/[5.2.C.1 and 5.2.C.2]
4.3.1/4.3.2/4.3.3
2.2 MANAGEMENT RESPONSIBILITY
5.1/5.3/5.4/5.5/5.6/8.5.1
4.2/4.3/4.6
2.3 SYSTEM ORIENTED MANAGEMENT
4.1
4.1
2.4 PROCESS MANAGEMENT
4.1/4.2/8.2.3
4.1/4.4.4/4.4.5/4.5.1
2.5 RESOURCE MANAGEMENT
6.1/6.2
4.4.1/4.4.2
2.6 SUPPLIER LIFE CYCLE

MANAGEMENT
7.4.1/7.4.2
4.4.6
2.7 MEASUREMENT, ANALYSIS AND

IMPROVEMENT
8.1/8.2.2/8.2.4/8.3
4.5
2.8 CONTINUOUS IMPROVEMENT
8.5.1 [8.5.C.1 and 8.5.C.2]
4.3.3
2. QUALITY MANAGEMENT SYSTEM
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3. CORE PROCESSES
3.1 PRODUCT LIFE CYCLE PROCESS
7.1/7.3
4.4.6
3.2 BUSINESS LIFE CYCLE PROCESS

AND TECHNICAL SERVICE
7.2/7.5
4.4.6
3.3 PRODUCT ORDER AND

FULFILLMENT PROCESS
7.4/7.5
4.4.6
4. ENVIRONMENTAL / SAFETY
MANAGEMENT PROGRAM
8.3/ 7.2.1
4.3.1/4.3.2/4.4.7
5. CORPORATE SOCIAL RESPONSIBILITY

(CSR)
Electronic Industry Citizenship Coalition (EICC)
Author
Owner
Wally Walia
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Date
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Document Owner
Vice President Quality Management
Validation
Areas of validity
Range of products
Global all ADVA Optical Networking with regards to:
Quality Management System (QMS)
Environmental Management System (EMS)
Corporate Social Responsibility (CSR)
All purchased, designed and manufactured products and services sold and
marketed by ADVA Optical Networking.
Document History
Revision & Date
Version 3.0/ April 2013
Description of Changes
TL 9000 QMS Handbook: To address the needs of the aimed audience of
this document, the former TL9000 Handbook was completely and renamed
to call Integrated Management System Handbook.
ISO 14001 EMS Manual: The main topics from the former ADVA EMS
Manual were integrated in this document to address the needs of the
aimed audience of this document. The EMS Manual became obsolete with
the official release of this document.
Version 4.0/ October 2014
ADVA Integrated Management System Handbook is revised with the

following main changes:
Quality, Environmental and Corporate Social responsibility Policy

was revised and renamed as Quality, Environmental and
Corporate Social responsibility Guiding Principles.
Minor changes made due to the new Business Process

Management Internal Standard.
New description added to explain ADVAs new Sustainability and

Corporate Social Responsibility program.
Release
Role
Author
Name
Department / Function
Author
Silke Lindner, Wally Walia
QM Department
Verifier
Wally Walia
Director QM
Approver
Brian Protiva
CEO
Releaser
Bernhard Wiehler
VP QM
Owner
Wally Walia
Version
Date
Status
Page/Pages
4.0
29.10.2014
>Approved<
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Quality Management

Integrated Management System

OBJECTIVES AND PURPOSE ..................................................................................... 4

QUALITY MANAGEMENT SYSTEM ................................................................................ 5

CUSTOMER FOCUS ................................................................................................... 6

MANAGEMENT RESPONSIBILITY ............................................................................. 6

SYSTEM ORIENTED MANAGEMENT ......................................................................... 10

PROCESS MANAGEMENT ........................................................................................ 11

RESOURCE MANAGEMENT ...................................................................................... 12

SUPPLIER LIFE CYCLE MANAGEMENT .................................................................... 12

MEASUREMENT, ANALYSIS AND IMPROVEMENT .................................................... 13

CONTINUOUS IMPROVEMENT ................................................................................ 16

CORE PROCESSES ..................................................................................................... 17

PRODUCT LIFE CYCLE PROCESS ............................................................................. 17

BUSINESS LIFE CYCLE PROCESS ............................................................................ 18

PRODUCT ORDER AND FULFILLMENT PROCESS ..................................................... 19

ENVIRONMENTAL / SAFETY MANAGEMENT PROGRAM ............................................. 20

CORPORATE SOCIAL RESPONSIBILITY (CSR) & SUSTAINABILITY ........................... 22

Cutting Carbon Emissions ................................................................................................. 23

DOCUMENT HISTORY ............................................................................................... 28

Integrated Management System

Quality Management | Environmental Management | Corporate Social Responsibility

OBJECTIVES AND PURPOSE

This handbook describes ADVA Optical Networkings integrated

Be a trusted partner and enable ADVA Optical Networking

This handbook describes (together with all relevant and appropriate

The Management System as a whole and thus this handbook is limited to

Quality Management System (QMS)

Environmental Management System (EMS)

Corporate Social Responsibility (CSR)

and corresponding legal regulations and requirements of relevant

Integrated Management System

Quality Management | Environmental Management | Corporate Social Responsibility

ADVA Optical Networking is certified for ISO9001, TL9000 and ISO14001

3.2.2.1.2.2 (for WDM),

QUALITY MANAGEMENT SYSTEM

ADVA Optical Networking quality system is built around the 8 Quality

Affects entire organization

Measure & analyze process and product data

Manage customer relationship

Maintain & control monitoring and measuring devices

Understand current and future needs

Perform Root Cause Analysis

Meet customer requirements

Make decisions & take actions based on real,

Regular review of progress

System oriented management

Establish unity or purpose and organizational

Strategic Business & Quality Planning

Empowered employees - people at all

Strive to exceed expectations

Identify, understand and manage interrelated processes

Integrated Management System

Quality Management | Environmental Management | Corporate Social Responsibility

Top management is responsible for defining the overall company strategy

Integrated Management System

Quality Management | Environmental Management | Corporate Social Responsibility

Functional responsibilities and interrelationships fundamentally are

The main goal of QM department is to understand and to meet/exceed

A global top management team (ADVA Engine) regularly reviews ADVA

Integrated Management System

Quality Management | Environmental Management | Corporate Social Responsibility

Quality Planning is a systematic process for designing and developing new