CASE STUDY $2$

Cape Clothing Manufacturers $[$CCM$],$ has been operating since $1982$ and as one of the more

established clothing manufacturers in the Western Cape, $[$CCM$]$ has been awarded the tender to

manufacture some clothing garments for the $2023$ Netball World Cup. This is an initiative by the Local

Government to uplift small businesses within the province provided they implement a recognised

management system. The management of CCM decided to employ additional human resources

$($operators and general labour$)$ on contract basis to achieve the production figures for the agreed upon

delivery dates. This also meant additional machines and essential equipment had to be rented to

accommodate for the targeted production figures.

CCM$$s general manager approached your consulting company to perform a second party audit to

determine their readiness for ISO $9001$:$2015$ and ISO $14001$:$2015$ certification. Mr$.$ Patel, the general

manager has made himself available to take you around the first day and introduce you to the key staff

member to avail themselves for the remainder of the audit days. He is very serious about quality and

equally passionate about the impact of their processes on the environment.

Below are the events that transpired:

Mr$.$ Patel takes you to Mr$.$ Abrahams an old employee who has been working for CCM for $15$ years.

He started working as a receiving clerk and worked his way up to Purchasing Manager due to his

experience gained in the fabrics$/$materials$.$ He is very proud of his position, and when asked about

an approved Suppliers list, his response was that he knew all the suppliers $($of fabric, buttons,

threading, zips$)$ very well, he had good relationships with most of them and that their products were

always acceptable, and he did not need any records or information about them. He knew all of

them by heart and that they were part of the CCM family.

Mr$.$ Patel then shows a display of the Quality & Environmental Policy with his signature and

photograph of himself on it$.$ He indicates that the policy was written when he took over the business

from his father, more than ten years ago.

In the production area you notice that some of the employees were gathered around a pile of

garments. When asked, Mr$.$ Patel replied that they were casual workers who are employed daily

and as a result of the number of orders it often happens that there are reworks. It was evident that

final inspection was performed by the appointed supervisors but after three weeks of production it

was found that the percentage of garments rejected, has escalated from $5\%$ to $10\%$ of the total

garments produced for the three$-$week duration. The Operations Manager, Mrs Ngonda became

rather concerned with the situation and alerted management for an immediate intervention.

You proceed to the complaints department when Mr$.$ Patel highlights that this area of the business

was short staffed and he was forced to employ his daughter Zulfa, to help record complaints and

customer feedbacks, received. Zulfa, jokingly says that the only reason she is there is because her

father never has time to address or analyse complaints or customer feedbacks although the

information is there. Zulfa has been trained as an internal auditor however because of the workload

in the complaints department has no time to conduct internal audits.

You make your way to the dispatch area and spot a pile of $$off cuts$$ as referred to by Lungile the

warehouse supervisor. When probing for an explanation, Lungile returned with $$the weekly removal

of waste hasn$$t happened for weeks and I don$$t know whether the company$$s contract has been

renewed.$$

From the case study above state the non$-$ conformance, the type of non$-$ conformance $($Major or

minor$),$ state the clause number$/$s from the ISO $9001$:$2015$