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6. Planning

6.1 Actions to address risks and opportunities

6.1.1 6.1 Addressing Risks & Opportunities

The overall aim of risk and opportunity management within AAPMC is to ensure that organizational capabilities and resources are employed in an efficient and effective manner to take advantage of opportunities and to mitigate risks.

Top management are responsible for incorporating risk based thinking in to our organisation's culture. This includes the establishment of risk management policies and targets to ensure effective implementation of risk and opportunity management principles and activities by:

Providing sufficient resources to carry out risk and opportunity management activities;
Assigning responsibilities and authorities for risk and opportunity management activities;
Reviewing information and results from audits and risk and opportunity management activities.

The scope of AAPMC’s risk and opportunity management process includes the assessment of the internal and external issues identified in Section 4.1, and the assessment of the needs and expectations of any interested parties identified in Section 4.2. Risk and opportunity management is undertaken as part of AAPMC’s day-to-day operations.

AAPMC has classified its risk appetite as the amount of risk that we are willing to accept in pursuit of an opportunity or the avoidance of risk where each pertains to product and/or system conformity, and which reflect the following considerations:

Risk management per product or process;
Capacity to take on or mitigate risk;
Our objectives, business plans and stakeholder demands;
Evolving industry and market conditions;
Tolerance for failures.

AAPMC uses registers to help record, assess, respond, review, report, monitor and plan for the risks and opportunities that we perceive to be relevant. The registers allow our Organisation to methodically assess each risk and to study each opportunity associated with our Organisational context, and the needs and expectations of our interested parties. The register records the controls and treatments of risks and opportunities and preserves this knowledge as documented information. 6.1.2 AAPMC Risk Registers

AAPMC Risk Register by Operation in Production
AAPMC Risk Register by Department
AAPMC Risk Register by Shared Services

6.1.3 Planning Risk Management for Pandemic, Natural Calamity and Political Turmoil 6.1.3.1 Pandemic or Epidemic

In the event of an epidemic or global pandemic, top management shall first consult with authorized government agencies on how to properly proceed with day-to-day operations in accordance to the likelihood and severity of the disease. Regardless of the advice from the government agencies, top management shall make the final decision whether to proceed or hold the operations based on the likelihood and severity rating of the disease.

Top management is responsible for planning, assessing and deciding which functions and departments can be worked on remotely to help protect the employees from travelling and potentially catching the disease.

Top management is responsible for establishing, renewing, continuing, pausing, or terminating employee contracts, in accordance to government rules and laws, with allocating and conserving crucial financial resources in mind. Conserving valuable financial resources is critical to ensure that the organization is able to continue operating in spite of the unforeseen effects of the pandemic.

6.1.3.2 Natural Calamity

In the event of a natural disaster or calamity, top management is responsible for checking on the welfare of all its employees whether the calamity occurred during operation hours or not. Top management is responsible for planning whether to continue or pause operations based on the effects of the calamity. Top management shall inform the customers of the calamity and its potential effects to the production performance.

6.1.3.3 Political Turmoil

In the event of a political turmoil that could directly affect the organization's ability to continue its production, top management is responsible for checking on the welfare of all its employees. If the political turmoil escalates to use of weapons that may endanger the employees, top management shall decide whether to continue or pause production. 6.2 Quality objectives and planning to achieve them

AAPMC sets out its objectives and targets on a regular basis within the management review minutes where details of program dates and responsibilities are defined. Improvements in quality and performance are incremental and are in keeping with the size and complexity of our organisation.

When setting objectives and targets, our organisation ensures that they are consistent with the needs and expectations of our interested parties, as defined in Section 4.2, and to our corporate policies. In addition, technological options, financial, operational and business requirements are considered.

In order to determine whether or not our objectives and targets are being met, they are measured and reported as a set of Key Performance Indicators (KPI). This allows progress to be monitored as metrics are gathered and data is analysed. KPIs and objectives for our Organisation include the following aspects:

Turnover rate & profitability;
Sales targets & Production efficiency targets:
Reject and Rework & cost of quality targets;
Manpower attrition rate

On the basis of the set quality policies and in connection with the application of the ISO 9001:2015 quality management principles, AAPMC sets quality objectives that are specified in the register of objectives. All employees are responsible for fulfillment of the quality policies and subsequent objectives. Managers of all departments are obliged to develop general objectives into objectives applicable to their departments and employees.

Quality Objectives By maintaining the integrity of the QMS, our quality objectives defined by Top Management are easier to be fulfilled. These objectives are categorized in the following perspectives:

Financial Business Perspective

Financial Structure & Profile
    Fiscal Year Sales & Production Cost Rate at 25% min.Yield Target
    Weekly On-Time-Delivery (OTD) Performance @ 80% Hours Relieved & Target Hours
    Weekly Turn-Around-Time (TAT) Performance @ 90% & 3-7 Days TAT
    Maintain an 10% OT Hours budget against normal work schedule
Capital Investments & Growth
    New Projects & Initiatives
    New Business Opportunities

Customers Perspective

Quality Performance
    Customer Rejection Profile
    FAI and Qualification status within plan and schedule
    Rework Reduction Performance by 50%
Customer Feedback through Customer Satisfaction Survey (CSS)
Compliancec and Certification
    Customer Audit - Process
    Internal Quality Audit - System
    ISO 9001:2015 Certfication - System

Internal Business Processes Perspective

Productivity Performance Summary at 80%
Fully implementation of the Production Management System (PMS)
100% perform the Preventive Maintenance (PM) Plan within schedule
Complete at least three (3) Continuous Improvement (CI) projects with impact to QCD targets
To achieve the 63% target Overall Equipment Efficiency (OEE)

Organizational Capacity Perspective

To increase the skills rating at 3 for hired employees that meets the requirements of the job within training time and skills development plan and schedule.
Develop and maintain Deburr Technology (DTT) Training to mitigate skilled manpower insufficiency
To achieve a safe and healthy environment in the the facility and at customer area for all employees.

6.3 Planning of changes

The quality management system is planned and implemented in order to meet our corporate objectives and the requirements of ISO 9001:2015. The planning process involves establishing and communicating our policies, objectives and associated operational procedures.

This document constitutes our overall plan for establishing, maintaining and improving the quality management system. For each instance of management system planning, the output is documented and retained accordingly and changes are conducted in a controlled manner. The management review and the internal audit processes ensure that the integrity of the QMS is maintained when significant changes are planned which may affect key processes.

Whenever quality management system changes are planned, Top management ensures that all personnel are made aware of any changes which affect their process, and that subsequent monitoring is undertaken to ensure that QMS changes are effectively implemented.