ISO 9001:2000 QUALITY MANUAL

WOLSTENHOLME INTERNATIONAL LIMITED

CONTENTS

1.0 Scope of the Quality Management System at Wolstenholme International Limited

1.1 Statement of Quality Policy

2.0 Quality Management System Documented Procedures

2.1 Document Control

2.2 Control of Quality Records

2.3 Internal Quality Audits

2.4 Control of Nonconforming Product

2.5 Corrective Action

2.6 Preventative Action

3.0 Quality Management System Processes and Interrelations

3.1 Organisation Charts

3.2 Responsibilities

3.3 Interrelation of Processes

3.4 Processes

1.0 Scope of the Quality Management System at Wolstenholme International Limited

Wolstenholme International Limited is a Company with a long-standing successful history of
supplying metal powders, pastes, pellets, varnish, offset ink, flexography ink and other related
products for use in a large range of applications, on a worldwide basis. The scope of the Quality
Management System encompasses all activities on the Darwen Site.

The Metallic Powders Operation at Darwen is responsible for the manufacture and supply of metal
powders and pigments mainly in aluminium, copper and brass (bronze) based alloys, for use in
printing, inks, plastics and other industrial and engineering applications.

The Ink Operation at Darwen is responsible for the manufacture of a wide range and type of
printing ink, 'one-pack' gold ink, varnish and related printing products.

All production processes at Darwen are validated before leaving the site and as such sub-clause
7.5.2 is excluded.

The overall operation at Darwen is controlled by the Ink & Print business unit and the Industrial
business unit.

Technical Service and Research and Development are vital to the future development of the
Company, together with understanding and developing new products and applications for our
customers.

The manufacturing, technical and administration functions of the Company are based in Darwen,
Lancashire, England and employ some 210 staff at that location.

Through the application of Quality Management Systems and Company wide training programmes,
Wolstenholme International Ltd. is committed to ensuring continuous improvements to both its
processes and product technology.
 WOLSTENHOLME INTERNATIONAL LTD.

QUALITY POLICY

Wolstenholme International Limited is committed to the provision of customer satisfaction. Quality

in everything we do is the central ingredient in the above commitment. Our commitment goes
beyond maintaining a quality system which fully complies with the requirements of BS-EN-ISO
9001. We are committed to achieving, maintaining and improving overall organisational
performance and capabilities by the application of the principles outlined in BS-EN-ISO 9004:2000

We will maintain and continuously improve our quality management system by the setting of
measurable quality objectives throughout the organisation and vigorous internal audits. We will
review our performance at regular management reviews. Additional inputs to these reviews will
also include customer feedback, process performance and product conformance. The prime output
of the review will be to ensure continuing customer satisfaction and improvement of products.

As part of this commitment we will identify and meet the training needs of our employees, so
ensuring that the needs of our customers are met. This Policy will be made available throughout
our organisation to ensure that the commitment to our customers is clear and widely understood.

Chris Ravenscroft
Managing Director
2.0 Quality Management System Documented Procedures

2.1. Document Control

All quality system documentation will be made available via supervision in the Triangle ISO
Achiever Plus databases. All documents relating to the quality system will be controlled. Changes
to quality system documentation may be proposed by any member of the Company. Such
proposed changes will be reviewed by the Management Representative who will liaise with other
quality system documentation users as necessary. Dead Triangle ISO Achiever Plus documents will
be archived within the databases.

REF: Control of Quality/ Environmental Documents- WIQSP.1

 Start
Document Control
WIQSP.1
ISO
Document
N No control

Controlled
Document

ISO Achiever Automatic

Y
document Control

Other Lotus Automatic

Y
Notes document Control

Other AS 400
N Y Automatiic
Documentation Document Control

Document owner
External controls
Y
Origin document identity
and distribution
N

Document
Changes to
Owner controls
Adequcy Document document and
document,
Prior to issue Review revision status
establishes and
identifiable
maintains.

Document Removal of
availability at obsolete End
point of use documents
 Control of Quality Records

All quality records will be maintained and controlled. The records will be legible and stored in such
a manner as to protect them from damage, loss and deterioration. Quality records will also be
stored and clearly located in such a manner as to facilitate easy retrieval of information.

REF: Control of Quality/ Environmental Records - WIQSP.2

 Record Control
WIQSP.2

Assign
Start Record Owner Create Record title/record
number

Securely Store Define Retention

Record Use Record Period / keep
indefinately

Retrieve
Record

Record to be
Y
used

Document Retention
Y
Control Ends Period Expired

Record
End Control to be N
Audited

Audit Record
Control

2.3 Internal Quality Audits

Internal audits will be carried out in accordance with Company procedures and will be conducted
for any of the following reasons:-
(i) On a scheduled basis.

(ii) As a result of a customer complaint (part or full audit)

(iii) As a result of the need for new procedures to accommodate new business situations.

(iv) Un-scheduled Audits as requested by the Operations Director or Management

Representative.

(v) Follow-up audits (part or full audits) will take place in order to establish the effectiveness of
relevant audit related Corrective Action Requests previously raised.The management of internal
audits will be the responsibility of the Management Representative, who will also be responsible
for ensuring that any necessary corrective actions are satisfactorily implemented and closed out in
the relevant department by the declared deadline date.

Internal audits will be carried out as laid down in the internal audit schedule by trained personnel
having no direct involvement with the department, section or function being internally audited. If
for any reason an audit cannot be completed as scheduled, the Management Representative will
re-schedule as required.

REF: Internal Audits - WIQSP.3

Quality Audits Start
WIQSP.3

Create Audit Schedule

Define scope and create Audit

from Profile or independently
(Coordinator)

Nominate and Notify Auditor

(Coordinator)

Document
Accepted by Reasons
N
Auditor (Auditor)

1. Prepare Audit Plan

2. Notify Audit Team (if any)
3. Notify Auditee

Change Date
Audit Date Document
Acceptable by N Reasons
Auditee (Auditor)

1. Carry out Audit

2. Document Audit Report
3. Raise any CAR's
4. Sign and Complete

Audit Report Document

Acceptable by N Reasons
Auditee (Audit)
Y

Review Required
N
(Coordinator)

Review, Comment, Raise CAR's and adjust

Audit Plan if Required

Audit
Complete
2.4 Control of Non-Conforming Products
All non-conforming products will be clearly identified with the relevant identification label, or held
in clearly identified areas and removed from normal production or storage areas to await a
disposal decision.
Where products are thought to be marginally suspect, and re-inspection or re-testing required,
they will be clearly identified as such and only released for use subject to passing the re-testing
stage and a suitable end use identified.
Where products are found to be outside specification, they may be re-worked in accordance with
relevant procedures, or concession sought from the customer. Corrective and Peventitive actions
will be implemented where necessary to determine the root cause of the non-conformance.
Non-conforming products detected at the goods inward stage will be rejected, and the question of
disposal discussed with the supplier. The supplier will be advised of the rejection by the Purchasing
Department.

REF:Control of Non-Conforming Products - WIQSP.4a, 4b and 4c

Control of Aluminium Non-conforming Product
WIQSP.4a
Start

Obtain
Certificate

Certificate of Product Product

Quarantine N conformity/ Merchanted Manufactured
analysis

QA Test

Product rework under

Manufactured QA control

QA Quarantine
F
Pass/Fail
Product
Merchanted

Supply under
P Concession
Y N

Pack / Label
Pack/Label for return to
Supplier

Despatch

Goods Returned
by Customer

END
Control of Bronze
Non Conforming
Product WIQSP.4B
Start

QA Test

Required by Put into

Pass/fail P N
customer Stockroom

F Y

Reblend

Allocate batch
to customer

Drum/Label/
Despatch

Goods Powder
Returned by Arrange
Customer Paste Off-Site
Disposal

End
Control of Ink Start
Non-conforming Product
WIQSP.4c
Assign QA
Finished Y Product
Goods Code Pass

Can the Arrange offsite

Drum/label
product be N disposal
as reject
worked off

Pack/Label
Y

Assign a Work
Off Code

Label the
drum as Work
Off

Store
Store in the
Work Off Area

Rework under
QC Control

Product Freeze
within shelf N Product
life

Despatch to
the Customer

Goods returned
by Customer

End
2.5 Corrective Action

Corrective action will be raised as a result of non-conformances identified during internal audits,
when suppliers provide defective materials or services, when customers have cause to complain or
following in-progress/ final inspection. Corrective action requests may also be raised in an effort to
improve current working practises. Corrective actions and customer complaints will be reviewed
at Management Review Meetings.
When non-conforming products or services are identified, the root cause of the problem will be
investigated, corrective action taken and preventative measures initiated to preclude a recurrence.

REF: Corrective Action - WIQSP.5

Corrective Action Start
WIQSP.5

Nonconformity
identified

create/modify CAR and

send to person assigned
to close out

Assignee
Accepted by documents
N
assignee reasons for
rejection

Determine
causes of
nonconformity

Determine / implement
action to prevent
reoccurance and close
out CAR

Record results
of actions
taken

Send to
originator

CAR originator
N
satisfied

CAR closed
down
2.6 Preventative Action
Corrective action is taken as a result of Product or process nonconformity. It is hence a reactive
measure and does not necessarily prevent further non conformance. Preventive action aims to
identify product or process conformity before such an event happens and. is thus a proactive
measure. The requirement for preventive action is established by the analysis and review of
measurement data within the Company. All such data within the Company will be subject to
evaluation as to the requirement for preventative actions to be taken in order that potential
processes or product non conformities are identified.

REF: Preventative Action - WIQSP.6

3.0 Quality Management Systems Processes and Interrelations
 Non-Executive Chairman
Paul Rink

Managing Director
Chris Ravenscroft

Switchboard/Reception
P.A.
Eileen Howson
Sandra Gray
Margaret Mayoh

Wolstenholme Ink/Print Business

Wolstenholme Group Business Finance
International Inc., Development
Asia Pacific Development
USA Director
President & M.D. Director Calvin
General Manager Harry Bowyer
Keith Wheldon Andrew Rink
Tim Caton

Ceepree
Products Ronald Britton Liquid Inks Personnel
Operations
Limited Business Unit
(50% owned)

Hong Kuala Lumpur Sales Etten Leur

Kong Office MD Both
Holland
Office Ros Collins

Vice Vice President Technical CRM Business Human Resource

International Technical Commercial General Operations Group I.T.
President Sales & Director Inks Development & Administration
Sales Director Director Pigments Manager Manager Development Ma Director Manager
Ashland site Marketing nager Director Manager
Keith Carter Geoff Ormerod Keith Carter Keith Carter Mark Westwell George Makin
Brian Kelly Henry Brooks Ron McDonald J ane Lawrenson Mike Yates Heather Brown

Technical Sales
Manager
Marc Garland Personnel
Payroll Officer
Assistant
Linda Napier
Eve Rigby

Operations Director
Mark Westwell
Secretary
Melanie Walton

ENGINEERING INK BRONZE

Safety and Regulatory
Affairs Manager
Planning Manager UK Financ
Ink Manufacturing J ohn Maynard Bronze Manufacturing Customer Service
Engineering David Enright Controlle
Manager Manager Manager
Manager J ames MacL
Stuart Parker Duncan Miller Lowri Thomas
Les Campbell Secretary
Anne Crompton Credit Controller Co-ordinators
Lean UK Project As
Sue Knowles Sharon Barnes
Manufacturing Training/ Ink Production Bronze Production Accountant Man
Project Leaders Planning Linzi Brussels
Quality Co- Planning Vacancy Acc
Gino Caparelli Kevin Dearn Michael Goodliffe Credit Control Eunice Fitzharris
ordinator Linds
Tony Hayden Assistant Angela McCall
Plant Engineer Ray J ohnson
Team Leaders Susan Morris Lynne Maeer
Paul Cook Paul Davenport
Vernon Roocroft Aluminium Ac
'A' Shift
Senior Leading Hand A
Offset Inks Foundry Shift A Q.C. Technicians Brian Robinson
SCADA Technician: Blending J oan
Robert Bryce J onathan Chadwick Andrew Southworth Despatch
Dale Campbell
Adriano Ferro Paul Duker SCADA Deputy : P.I. Shift 'A' 'E' Shift Despatch Co-
J ack Hine J ohn Carson
Systems Technician Tony Bennett Operators ordinator
Paul Lowe Technicians
Andy Walsh Operators: Ian McKie Sev Caparelli
Arran Newton Richard Seaman
Foundry Shift B Andrew Webster Paul Robinson Operators
Alex J epson Shift Leading Hands
Team Leaders David Scott Marcus Eccles
Donald Barlow J im Carr Barry Fitzharris
Dominic O'Doherty Russell Wilkinson Michael Fahy
P.I. Shift 'B' 'F' Shift Philip Dootson Derek Yih
Allan Potter David Harrison Tony Entwistle
'B' Shift Technicians Operators
Liquid Inks
SCADA Technician
: Walter Lansom Andrew Henderson Shift Operators
Shift Team Paul Sherwood
Stan Nairey Winston Sayers Paul Nicholson Ray Haworth
Trevor Carpenter Thomas Robinson
Metasheen Operators:
Vincent Gregory Pasting Chris Walsh
Andrew Ainsworth Ian Riley
Scott Wolstenholme Vacancy
Edward Nicholson
Ashley Harwood Day Operator
Thomas Best 'C' Shift
Steven Grieg Oxidising SCADA Technician : Pelletising Simon Maher
Day Team Robert Fish Lee Gosling Nick Singleton
Peter Brindle
Ink Packing & Despatch SCADA Deputy :
Ryan Duckworth
Tony Cartlidge J ohn Greenhalgh Bag Packing
Ken Fitzharris
Sallyanne Dalton Operators: Mark Robinson
 TECHNICAL
DEPARTMENT

Commercial Director
Andrew Rink

Technical Director Secretary Technical Director Inks

Pigments Denise Miller Ron McDonald
Geoff Ormerod

Ink Q.C. O/S Ink Solvent Based

Liquid Inks
Process R & D Laboratory New Q.C. Supervisor Ink and Print Development Ink R & D
R & D Chemist Industrial Technical Technical Liquid Inks
Development Sahma Dad Technical Service Development Manager
Supervisor Project Leader Services Manager Technology Manager Technical
Manager Nigel Unsworth Stuart Gill Chemist Vacancy
Robert Coppage Manager Steven Clark Manager
Andrew Thompson J oanne Mitchell
Margaret Q.C. Technician Russell Morris Bryan Hancock
Analytical Chemist Henderson Peter Greenwood
Process Stuart Morison Douglas Wright
Technical
Development Technicians Technical Services Technician
Information Services
Engineer Andrew Butterworth Technicians Ayyub Bhatia U.V. & Metasheen
Officer Technician
Paul Brookes Technicians Sheila Gaskell Martin Cunningham Development
Carol Simpson Robin
Mike Ellicott Angela Mason Yogi Marolia Chemist
McDonald
Techncians Andrea Finn Nigel Eckersley Peter Edge Ryan Malcolmson
Mike O'Hare Nigel Eckersley
Anthony Stubbens

Financial Director
Calvin Lord
Secretary
Sandra Gray

Financial Accountant Group Financial Controller Group I.T. Manager

Bren Hutchinson Roy Baker George Makin

Network and PC e-Systems &

I.T. Technical I.T. Programmer/
I.T. Operations & Administrato Bill Operations Communication Co-
Development Analyst Trainer
Administrator Steven ordinator
Help Desk Attenboroughr Debbie Lee J ulie Thornborough
Duxbury Louise Lawrence
1.2.2 Responsibities

Managing Director

The Managing Director is responsible to the Wolstenholme International Ltd Board of Directors and
has overall responsibility for all Company operations such as sales, quality, design and
development of the products/ services supplied to the customer.

Operations Director

The Operations Director is responsible to the Managing Director for all production and engineering
operations. The Operations Director also reports to the Board of Management on the operation of
the ISO 9001 Quality System.

SARA (Management Representative)

The SARA Manager is responsible to the Operations Director for the upkeep and maintenance of
the quality system to the requirements of BS-EN-ISO 9001 :2000 The SARA Manager (MR)
represents the Company on all quality assurance matters, pertinent to the quality system as
established by the contract requirements, regulatory requirements and quality policies and
procedures.
The SARA Manager (MR) has the primary responsibility to structure the quality system which will
involve all sections and also to ensure compliance with all quality system requirements.
Specifically, the Management Representative is involved in areas such as:-
- Drafting the policy on quality assurance of the Company along with the Operations Director.
- Setting the quality management objectives of the Company.
- Reporting on the performance of the Quality System at Management Review Meetings.
- Determining and reporting the principle causes of quality system non-conformances.
- Monitoring the quality system to determine where improvements are needed and
monitoring the necessary corrective action.
- Maintain contact with the external Registration Body on matters relating to the operation of
the Quality System.

SARA Manager is responsible to the Operations Director for the upkeep and maintenance of all the
ISO Systems and the Company Health and Safety Policy. The SARA Manager is also responsible for
driving the E,H&S policies within the Company.
Technical Directors

The Technical Directors for pigments and inks are responsible to the Managing Director .. and ink
and print Director respectively for ensuring that processes and equipment are designed and
developed such that product of the highest attainable quality is produced consistently and
efficiently.

Human Resources and Administration Manager

The Human Resources and Administration Manager reports to the Managing Director and is
responsible for managing all aspects of the personnel function, which includes the facilitating, co-
ordinating, recording personnel issues and training, within Wolstenholme International Ltd.

Ink Manufacturing Manager

The Ink Manufacturing Manager is responsible to the Operations Director for the control of stocks,
manpower and the process necessary to produce products to the correct specification within a
given time.

Sales Directors

The Sales Directors are responsible to the Managing Director for ensuring that customers'
requirements for the sale of printing/ industrial powders, pastes, pellets, inks, varnishes and
related Company products are taken, reviewed and dealt with efficiently.

UK Financial Controller and Purchasing Manager.

The UK Financial Controller & Purchasing Manager is responsible to the Financial Director for the
effective control and reporting of manufacturing costs incurred by the manufacturing facility at the
Darwen site.
There is also a responsibility to the Financial Director for the effective and economic procurement
of raw materials and consumables used in the business of the Company.

Research and Development Managers

Research and Development Managers are responsible to Technical Directors for managing
Research and Development projects, maintaining customer contact during the project
development stages and the general running of research laboratories.
Bronze Manufacturing Manager / Offset Ink R&D Manager

The Bronze Manufacturing Manager and Offset Ink R&D Manager (ink operations) are responsible
to the Technical Directors for the agreement of specifications with the customer, and ensuring that
there is a facility to continuously monitor and inspect the product to ensure that all such
requirements are met.

Customer Services Manager

The Customer Services Manager is responsible to the Operations Director for the operation of
Customer Services together with a team of administrators.

Production Supervision

Production is supervised in order to ensure that operations are carried out in line with process
control work instructions and that customer requirements are met by way of our compliance with
sales specifications.

3.3 Interelation of Processes

 Wolstenholme International Processes and
Interrelation

Strategy & Financial

Customer Resources
Leadership
Focus CL
BoM

Human
Resources
Engineering HB
LC
IT
GAM
SARA
JWM
Purchasing
AP
Product
Development
Business GIO/RMcD
Development
HEB/MJY/PH
Products
Marketing
AR Sales
AR/MG

Customer
Customer QC/PI
Service
Requirements DCM
LAT

Manufacture Technical
Plant and Production
MW/DCM/SP/ Process
Materials Planning
BR Control
availability DE
GIO/RMcD

Finished Satisfied Payment for

product Despatch
customer Product

Pick Order

3.4 Processes
 Bronze Manufacturing Process Start

Customer
Inquiry

Delivery
Date
Agreed

Order Receipt

Production
Planning

1
Foundry 2 3 4
Goods
Alloying and First Stage Second Stage Third Stage
Purchased
Atomising Milling Milling Milling

7
Process's 1- 9 5 Tarnish
Polished Resistant
Quality Control Analysis Processed
and adjustments carried
out
8
6 Oxidised
Blended Processed

9
Paste
Pellet
Processed
Processed

Despatched

Invoiced

End
Ink Manufacturing Process Start

Customer
Enquiry

Delivery
Date
Agreed

Order Reciept

Production
Planning

Goods
Ink Mixing
Purchased

Quality
Control

Ink Potting

Ink Packing

Despatch

Invoicing

End
Aluminium Processes Start

Customer
Inquiry

Delivery
Date
Agreed

Order Receipt

Production
Planning

Manufactured Goods Merchanted

Product Purchased Goods

Atomised/Cuts
/QA Milled Stock levels
maintained

Filter Pressed

Quality Control

Vacuum dried

Re-packed /
Quality Control
Pasted

Despatched

Invoiced

End
Training and Development
Start
Records

New Recruit
Joins Records Kept
Company of all coloured
stages

Stage 1
Induction
(Day 1)

Stage 2
Induction
(<1 Month)
Personnel informs Departmental
SARA Dept - Specific Training using ISO 9001
H & S Training Carried I.T. Training Work Instructions and
out as Appropriate Requested training check sheets
(<1 Month) where appropriate.

Manager
Informed

Training Needs
Completed

Recruit on Recruit on "X"

Skills Based Factor
Pay

Main Development Main Development

Review. Level 1 Review.
Evaluates and Competencies Identifies Any Future
Identifies Any Assessed and Training Needs
Future Training Checked
Needs
Training Plan
Completed

Training Requisitions
Completed

Competencies Next Level Update Completed

Developed Competencies Review checks Training
and assessed Identified Progress Evaluated
 Start
Customer
Satisfaction Complaint Received by
Procedure Anyone Within WI. Details
Passed to Relevant CSC

Complaint logged onto ISO Achiever

Contact Management Database by CSC

Details Flagged to
Departmental Manager
and ASM to Authorise up
Is There a Is There
to 2,000 Provided Claim
Potential Yes Sufficient
is Fully Justified and its No
Claim ? Information to
Value Supported. Claims
Take Action ?
Over this Amount to be
Authorised by CAR, CL
or ACR

No Complaint Passed to Yes

`
Departmental
Champion for Action
and Copied to relevant CSC Seeks
Parties Further
Information

CAR's Standard Letter

Sent by CSC

Details of Investigation and Preventative

Action Taken Sent to CSC Via Database to
Include Root Cause and Costing

Customer Informed of
Outcome and Actions Taken
Within Target Time

CSC Obtains Customer Feedback to Ensure

Satisfaction

Complaint Closed

Steering GroupQuarterly Review Meetings

Held to Discuss any Outstanding Issues and
Root Causes

..Audit of Procedure Conducted to Ensure

Effectiveness
Production Planning Start

Sales forecast

Sales and New product

operation development
capacity
meeting

Demand Sufficient
N
Manager capacity

Receive order

Fit order into

plan

Advise CSC of
despatch date

Provide
production
with plan

Check
despatch

End