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Keyboard Shortcuts (Microsoft Windows) 1. CTRL+C (Copy) 2. CTRL+X (Cut) ... 3. CTRL+V (Paste) 4. CTRL+Z (Undo) 5.

DELETE (Delete) 6. SHIFT+DELETE (Delete the selected item permanently without placing the item in the Recycle Bin) 7. CTRL while dragging an item (Copy the selected item) 8. CTRL+SHIFT while dragging an item (Create a shortcut to the selected item) 9. F2 key (Rename the selected item) 10. CTRL+RIGHT ARROW (Move the insertion point to the beginning of the next word) 11. CTRL+LEFT ARROW (Move the insertion point to the beginning of the previous word) 12. CTRL+DOWN ARROW (Move the insertion point to the beginning of the next paragraph) 13. CTRL+UP ARROW (Move the insertion point to the beginning of the previous paragraph) 14. CTRL+SHIFT with any of the arrow keys (Highlight a block of text) SHIFT with any of the arrow keys (Select more than one item in a window or on the desktop, or select text in a document) 15. CTRL+A (Select all) 16. F3 key (Search for a file or a folder) 17. ALT+ENTER (View the properties for the selected item)

18. ALT+F4 (Close the active item, or quit the active program) 19. ALT+ENTER (Display the properties of the selected object) 20. ALT+SPACEBAR (Open the shortcut menu for the active window) 21. CTRL+F4 (Close the active document in programs that enable you to have multiple documents opensimultaneously) 22. ALT+TAB (Switch between the open items) 23. ALT+ESC (Cycle through items in the order that they had been opened) 24. F6 key (Cycle through the screen elements in a window or on the desktop) 25. F4 key (Display the Address bar list in My Computer or Windows Explorer) 26. SHIFT+F10 (Display the shortcut menu for the selected item) 27. ALT+SPACEBAR (Display the System menu for the active window) 28. CTRL+ESC (Display the Start menu) 29. ALT+Underlined letter in a menu name (Display the corresponding menu) Underlined letter in a command name on an open menu (Perform the corresponding command) 30. F10 key (Activate the menu bar in the active program) 31. RIGHT ARROW (Open the next menu to the right, or open a submenu) 32. LEFT ARROW (Open the next menu to the left, or close a submenu) 33. F5 key (Update the active window) 34. BACKSPACE (View the folder onelevel up in My Computer or Windows Explorer) 35. ESC (Cancel the current task) 36. SHIFT when you insert a CD-ROMinto the CD-ROM drive (Prevent the CDROM from automatically playing)

Dialog Box - Keyboard Shortcuts 1. CTRL+TAB (Move forward through the tabs) 2. CTRL+SHIFT+TAB (Move backward through the tabs) 3. TAB (Move forward through the options) 4. SHIFT+TAB (Move backward through the options) 5. ALT+Underlined letter (Perform the corresponding command or select the corresponding option) 6. ENTER (Perform the command for the active option or button) 7. SPACEBAR (Select or clear the check box if the active option is a check box) 8. Arrow keys (Select a button if the active option is a group of option buttons) 9. F1 key (Display Help) 10. F4 key (Display the items in the active list) 11. BACKSPACE (Open a folder one level up if a folder is selected in the Save As or Open dialog box)

Microsoft Natural Keyboard Shortcuts 1. Windows Logo (Display or hide the Start menu) 2. Windows Logo+BREAK (Display the System Properties dialog box) 3. Windows Logo+D (Display the desktop) 4. Windows Logo+M (Minimize all of the windows) 5. Windows Logo+SHIFT+M (Restorethe minimized windows) 6. Windows Logo+E (Open My Computer) 7. Windows Logo+F (Search for a file or a folder)

8. CTRL+Windows Logo+F (Search for computers) 9. Windows Logo+F1 (Display Windows Help) 10. Windows Logo+ L (Lock the keyboard) 11. Windows Logo+R (Open the Run dialog box) 12. Windows Logo+U (Open Utility Manager) 13. Accessibility Keyboard Shortcuts 14. Right SHIFT for eight seconds (Switch FilterKeys either on or off) 15. Left ALT+left SHIFT+PRINT SCREEN (Switch High Contrast either on or off) 16. Left ALT+left SHIFT+NUM LOCK (Switch the MouseKeys either on or off) 17. SHIFT five times (Switch the StickyKeys either on or off) 18. NUM LOCK for five seconds (Switch the ToggleKeys either on or off) 19. Windows Logo +U (Open Utility Manager) 20. Windows Explorer Keyboard Shortcuts 21. END (Display the bottom of the active window) 22. HOME (Display the top of the active window) 23. NUM LOCK+Asterisk sign (*) (Display all of the subfolders that are under the selected folder) 24. NUM LOCK+Plus sign (+) (Display the contents of the selected folder)

MMC Console keyboard shortcuts

1. SHIFT+F10 (Display the Action shortcut menu for the selected item)

2. F1 key (Open the Help topic, if any, for the selected item) 3. F5 key (Update the content of all console windows) 4. CTRL+F10 (Maximize the active console window) 5. CTRL+F5 (Restore the active console window) 6. ALT+ENTER (Display the Properties dialog box, if any, for theselected item) 7. F2 key (Rename the selected item) 8. CTRL+F4 (Close the active console window. When a console has only one console window, this shortcut closes the console)

Remote Desktop Connection Navigation 1. CTRL+ALT+END (Open the Microsoft Windows NT Security dialog box) 2. ALT+PAGE UP (Switch between programs from left to right) 3. ALT+PAGE DOWN (Switch between programs from right to left) 4. ALT+INSERT (Cycle through the programs in most recently used order) 5. ALT+HOME (Display the Start menu) 6. CTRL+ALT+BREAK (Switch the client computer between a window and a full screen) 7. ALT+DELETE (Display the Windows menu) 8. CTRL+ALT+Minus sign (-) (Place a snapshot of the active window in the client on the Terminal server clipboard and provide the same functionality as pressing PRINT SCREEN on a local computer.) 9. CTRL+ALT+Plus sign (+) (Place asnapshot of the entire client window area on the Terminal server clipboardand provide the same functionality aspressing ALT+PRINT SCREEN on a local computer.)

Microsoft Internet Explorer Keyboard Shortcuts 1. CTRL+B (Open the Organize Favorites dialog box) 2. CTRL+E (Open the Search bar) 3. CTRL+F (Start the Find utility) 4. CTRL+H (Open the History bar) 5. CTRL+I (Open the Favorites bar) 6. CTRL+L (Open the Open dialog box) 7. CTRL+N (Start another instance of the browser with the same Web address) 8. CTRL+O (Open the Open dialog box,the same as CTRL+L) 9. CTRL+P (Open the Print dialog box) 10. CTRL+R (Update the current Web page)

Quality system documentation requirements

Quality policy Quality objectives A quality manual Other documents required for effective planning, operation and control Records

The mandatory procedures

You must document the following procedures:

4.2.3 Document control procedure 4.2.4 Control of Records procedure 8.2.2 Internal audit procedure 8.3 Control of non-conformance procedure

8.5.2 Corrective action procedure 8.5.3 Preventive action procedure

What records do I need to document?

There are 21 records required by ISO 9001.

Should I document other operational procedures?

ISO states that you should: "Determine the type and extent of all documents, including records that are necessary to ensure the effective planning, operation and control of processes." It is common for organizations to demonstrate planning, operation and control by documenting the process as an operational procedure and document records using associated forms.

Operational procedures often documented

5.5.3 Internal Communication 5.6 Management Review 6.2.2 Training and Awareness 6.3 Facilities Management 7.1 Product Realisation and Planning 7.2.2 Contract Review 7.3 Design and Development Control 7.4 Purchasing 7.5.1 Control of Production and Service Provision 7.5.2 Validation of processes 7.5.3 Identification and Traceability 7.5.4 Control of Customer Property 7.5.5 Preservation of product 7.6 Control of Monitoring and Measuring Equipment 8.2.1 Customer Satisfaction 8.2.4 Monitoring and measurement of product 8.4 Analysis of Data 8.5.1 Continual Improvement

Looking for help documenting your procedures?

You can use our ISO Templates to help you document your the mandatory and operational procedures.

Useful external links

4.2 Documentation requirements - BS EN ISO 9001:2008 standard

ISO 9001:2008 Documentation Requirements - Contents of ISO 9001 -

internal audit procedure must define:

Criteria Scope Program frequency Method Report results Keep records (see 4.2.4)

Q: What do we audit against? A: Your procedures, ISO 9001:2008. Plus any industry specific regulations or contractual requirements. Tip: Read the relevant documentation prior to the audit and make an audit checklist of the key aspects that you wish to audit. The checklist is merely an aide-memoir, don't be blinkered by it.

Q: How far do we go? A: Far enough to ensure the sequence and interaction of processes.

Program frequency
Q: How often? A: Internal audit program frequency is not specified in ISO 9001:2008. Normal practice is to audit the whole QMS (but in bite-sized pieces) at least once per year or more often if considered appropriate. Tip: Use the company process-map (see 4.1 ) as a basis for the audit programme plan to audit related procedures (e.g. Enquiry and Quotation, Order Receipt, etc.) within a process (e.g. Sales) and ensure there is some overlap into the next process.

Q: How do we audit? A: Interviewing staff, observing activities and viewing relevant records.

Report results
Report the audit results to management. You need to include in your procedure how any problems and improvements are followed up. Q: What should be included in my report? A: Your report should be objective and provide a balanced view. Report good things (conformance), bad things (non-conformance) and observations on possible improvements. Q: What is a non-conformance? A: ISO 9000 defines non-conformity as the failure to fulfil a requirement. So, if you can demonstrate that a requirement of ISO 9001, your procedures or other relevant document has not been met then you have a non-conformance. The term "observation" is your opinion - so make sure you report it as such.

Keep records
Auditor training records are also required, see 6.2. Job Description: 1. confirm compliance with ISO 9001, any other regulations, company procedures, etc. 2. seek improvements (or simplifications) in processes. Tip: Don't forget to audit "top management". There is considerable emphasis on top management being seen to be on-board and playing the game. Top management is defined as the person(s) who direct an organisation at the highest level. The principal message that management must get across is that the objective of this business is to keep the customer happy. Specifically, management must communicate these ideas (5.1, 5.2, 5.3, 5.5.1, 5.5.2, 5.5.3) to the employees who should be aware of their own roles and responsibilities (6.2.2). Notice that few of these clauses specify a procedure or a record top management are simply required to do it. As a result, the Certification Body will want to question the Directors and the staff. This something that your own auditors must also do.

Also see ISO 19011. The Human Aspect of Auditing Good auditors realise very early on that they are dealing with personalities as much as processes and systems. Whilst the intent of the audit a serious one, often light humour, politeness and diplomacy are the best ways to build rapport. It is vital every effort is made to reassure those being audited that the audits primary function is to drive improvement, not to name and shame. If you are new to auditing, acknowledge this fact, be open and honest. It is also important to explain to the auditees that they are free to express their views during the audit. Remember that you, the auditor, are also there to learn. Always discuss the issues you have identified with the auditees and always provide guidance on what is expected in terms rectifying any non-conformances or closing out observations you raised. Let the auditees know they are welcome to read your notes and findings; the audit is not a secret. Try not to be drawn into arguments concerning your observations. It is never appropriate to directly name people in the audit report as this may lead to defensiveness which is ultimately counter productive. Preparing for the Audit Preparation is the key to a meaningful audit and, as such, you should have an up-to-date audit schedule and a well defined audit plan for each process. Be sure to communicate the audit schedule to all parties involved as well as to top management as this will help reinforce your mandate. The audit schedule is a living document and should not be cast in stone, but instead, it should be allowed to evolve organically with the needs of the business. Always review historical audit reports and check during the audit that any previous corrective or preventive actions are still operating. Elementary Audit Questions These basic audit questions will help guide the audit in the right direction since the answers they provide often unlock the doors to information the auditor requires in order to accurately assess the particulars of a process. Consider these common audit questions: 1. 2. 3. 4. What are your responsibilities? How do you know how to carry them out? What kind of training is given to new employees? How is the effectiveness of training evaluated?

5. Are training records maintained? 6. What are the objectives of your processes? 7. What is the quality policy and where is it found? 8. Which documents do you use and are they correct? 9. What outputs does your process create? 10. How are your records maintained? 11. How do you ensure that products meet the stated requirements? 12. Is customer satisfaction data analyzed? 13. How do you ensure that products meet the stated requirements? 14. What happens when changes are made to product requirements? 15. What are the responsibilities/authorities for dealing with non-conformances 16. Are there trends in non-conforming products and what's being done about it? 17. Is the non-conformance procedure linked to the corrective action process? 18. Are employees made aware of the quality policy and objectives? 19. Are policies and objectives available and relevant? 20. How are quality objectives determined? 21. Is there a clear link between the policies and objectives? 22. How is progress towards objectives measured and communicated? 23. Has the number of customer complaints changed over time? 24. What tools are used to identify the causes of complaints? 25. How are improvement efforts and successes communicated to employees? How to Audit a Process If you have been involved in a certification body audit, you will have probably noticed that the professional auditors often use this method to perform the audit. They will start at either the beginning or the end of the organisation's workflow and follow a sample of inputs and outputs (e.g. orders, contracts, projects, products, etc.) through the organisation. This is known as a process audit. On an internal audit, you may not have time to cover the entire process in one audit, in which case, divide the process into manageable units and use that as the basis for your audit schedule and checklist. The first task for the auditor is to establish what the process is intended to achieve. If it is a sales department, it could be that its primary function is to provide an effective interface between the organisation and its customers and to input clear and accurate customer data onto the computer system in a timely manner. (These may turn out to be the quality objectives' for that process as required by Para 5.4.1). If these are the most important objectives of that process, then the audit must concentrate on verifying whether or not they are being achieved. Performance is often best proven by looking at how well output of Process A satisfies the input requirements of Process B. For example: how often does Process B have problems with customer data entered on the system, how many customer complaints have arisen due to inaccurate or late information being entered? If there is a documented procedure in place, it should define the process and the steps to be taken to ensure the objectives are achieved. Consider these points:

1. 2. 3. 4. 5. 6. 7.

Is there continuity between the various processes in the organisation? Is the task done consistently on a person-to-person or day-to-day basis? Do the interfaces between the departments operate smoothly? Does product information flow freely? Is the procedure right? Does it meet the Standard? Is it helping the organisation effectively?

How to Measure a Process A clue can be found in ISO 9001:2008 Clause 8.4. We are told to determine, collect, and analyze data to provide insight about the health of your quality management system. It goes on to provide a minimum of four areas that you must perform this analysis for: customer satisfaction, product quality, process performance, and supplier performance. Clause 8.2.3 broadly addresses the monitoring and measurement of the processes referred to in Clauses 4, 5 and 6. Clause 8.2.4 mainly focuses on monitoring and measurement of the outputs from the Product Realisation process. The processes that require measurement are: 1. The establishment of the quality policy and objectives 2. The establishment of the quality manual 3. The control of documents 4. The control of records 5. The process of defining and communicating responsibility and authority 6. The management representative appointment 7. The establishment of internal communication 8. The conducting of the management review 9. The provision of human resources 10. The provision of infrastructure and work environment A common way measure a process is with quality objectives and key performance indicators. Select an objective or indicator for each core process, ensure it is measurable and track that indicator on a periodic basis (monthly, quarterly, annually, whatever makes sense for that metric). A single indicator may be used for more than one process. Include trend charts showing the performance of the metric from period to period. How to Audit without Procedures In cases where an organisation has chosen not to operate a documented procedure, the first in step must be to establish what methods exist to control the process. From there, the auditor can evaluate the effectiveness of the process by testing to ensure it is performed consistently and by comparing it to the appropriate clauses of ISO 9001.

Select the predominant' ISO clause for the process being audited plus the more general ones and you should be able to verify both the effectiveness of the process and also its compliance to the standard. This can prove particularly useful when performing internal audits, as it helps the organisation to satisfy the requirements of clause 8.2.2 which requires us to determine whether the quality management system conforms to planned arrangements, to the requirements of this International Standard and to the quality management system requirements established by the organisation. Getting the Most from the Audit Schedule The audit schedule is divided up to reflect each section of ISO 9001:2008. You should determine which of these sections are of greatest relevance to your business; in other words, which processes, should there be problems, will affect your customers the most. These are the processes that your company must make certain remain stable and consistent. You might wish to schedule these key processes for additional audits, perhaps two or even three times per year. The audit schedule provides the following benefits: 1. 2. 3. 4.

Provides a visual plan of the audit programme Demonstrates coverage of the whole standard Provide current status of the audit programme Promotes awareness

ords required by ISO 9001:2008

The following clauses of ISO 9001 contain the instruction "...see 4.2.4" which means that you must retain these 21 records: 5.6.1 Management review minutes 6.2.2 Records of education, training, skills and experience 7.1 Evidence that the realization processes and product fulfil requirements 7.2.2 Records of sales activities 7.3.2 Design and development inputs 7.3.4 Design and development reviews and any related actions 7.3.5 Design and development verification and any related actions 7.3.6 Design and development validation and any related actions 7.3.7 Design and development changes and any related actions

7.4.1 Results of supplier evaluations and any actions arising 7.5.2 Records to demonstrate the validation of special processes 7.5.3 Where traceability is required, the unique identification of the product is recorded 7.5.4 Customer property that is lost, damaged or otherwise found to be unsuitable 7.6 Basis used for calibration of measuring equipment where no international or national standards exist 7.6 Validity of the previous measuring results when measuring equipment is found to be out of calibration 7.6 Results of calibration and verification of measuring equipment 8.2.2 Internal audit results and follow-up actions 8.2.4 Indication of the person(s) authorizing release of product. 8.3 Records of the product nonconformities and any subsequent actions 8.5.2 Results of corrective action 8.5.3 Results of preventive action

4.2.4 Control of Records

Clause 4.2.4 demands that an organisation must implement a documented procedure to define the controls needed for the identification, storage, protection, retrieval, retention and disposition of records and that these records must remain legible and identifiable throughout their retention period. This is because records are an important organisational asset; they provide the primary route for evidence based verification and traceability, and are able to demonstrate compliance with customer requirements. Records also prove the efficacy of the quality management system. Records Required By ISO 9001 Implementing a compliant document management system could mean keeping certain records that your organisation might not be already keeping. Some of these records may seem a little confusing until you become more familiar with the quality standard. Of course, you might decide to keep more records than those listed below, if you feel your organisation needs them, but as we always preach; keep your system simple. The fewer documents and records you keep, the fewer things that will be audited, and the more time you will have to actually run your business. >> Review our Checklist of the 21 records required by ISO 9001:2008 Keep in mind that you are free to combine some of these records where it makes sense, for example, you could combine the corrective action request and preventive action request records with a simple checkbox to note which one it is. You could also combine both corrective action and preventive action requests onto one form, again with a check box to designate if it is a corrective or preventive action request.

Please note this is a list of the records you will be required to keep. This does not deal with the mandatory documents, comprising of the quality manual, policy and procedures.