Quality System - Service and Repair

It is imperative in every business that a risk assessment is completed for each and every stage and process within the organisation to determine the business liability and vulnerability to any situation.

The purpose of the Lawgistics Service & Repair Quality system is to identify the areas of risk within the business relative to the Trading Standards legislation. To provide policies, systems and procedures that will:

  • Assist you to identify any area of risk or vulnerability
  • Equip management with the tools necessary to raise the quality standards within the business and to prevent a problem arising in the first instance
  • Train and instruct staff in their responsibilities, duties and obligations.
  • Ensure a system of accountability and reporting structure throughout the organisation.
  • Provide a record system capable of identifying and documenting the precaution taken.
  • Establish a structure to deal professionally with any customer problem.
  • Facilitate compliance audits at every level.

Who Does What?

Who Does What?

No two businesses are the same. In the smaller business many duties are undertaken by one person. The proprietor may also be reception, workshop controller and even quality controller. In larger organisations the roles may be split to varying degrees. If particular roles are shared by one person then the duties we outline should be combined for that person.

Where Do I Start?

Where Do I Start?

Before embarking on a journey it is always advisable to have a clear understanding of where you are, where you want to get to, and the route you are to take.
Completing a risk assessment and devising a system based upon it is no exception.

The following flow chart may help you identify the key areas that need exploration and how we have approached them.

Business Administration

Business Administration

Business/Company Name - It is essential that each business has a clear Business/Company name and identifies any additional trade name that may be used e.g. Company Name - Lawgistics Ltd

- Name in advertisements - Lawgistics
- Name on promotional material - Lawgistics (Peugeot) or Lawgistics (Vauxhall)

Step 1
Identify your Business/Company Name and its Registered Office or principal place of business.

Step 2
Identify each and every trade name that may be used.

Step 3
Ensure that the Company name and Registered office OR the names of the Proprietor or Partners together with an address for the service of documents is conspicuously placed
a) On the premises in a position where a prospective customer has access.
b) On all documentation provided as part of a transaction to the customer in particular any Order Form, Invoice or Headed Paper.

It is the responsibility of the Company Secretary or a nominated partner or the Proprietor to ensure that this task is completed.

Licensing Requirements

Licensing Requirements

Consumer Credit

Firstly establish whether a Consumer Credit Licence is required. If you are offering your own credit facilities or just introducing the customer to a source of credit - you need a licence. You also need one if you are offering vehicles for hire. There are certain exemptions, which Lawgistics will be happy to advise on but it is unlikely that they will apply here.

If you need a licence then that must be obtained from the Office of Fair Trading. On completion of the application form it is essential to answer the questions fully and honestly. Do not rely on a third person, such as an accountant, to fill in personal details. If you provide incorrect information at this stage it will come back to haunt you.

Any application must contain ALL trade names you intend to use. If you use a name that is not on the licence then that becomes unlicensed trading and all transactions will be potentially unenforceable.

Data Protection Act

Under this and subsequent legislation you are required to obtain a licence from the Office of the Information Commissioner formerly the Data Protection Commissioner if you hold or use any database comprising of customers personal details. In practice this will apply to all customer lists or records held on computer. The rights of individuals however extends to personal data held in structured manual files.



All documentation should be checked to ensure that it does not contain "small print" which the customer has no real opportunity of becoming acquainted with before entering the contract. All clauses or small print MUST be in plain intelligible language.

The Unfair Terms in Customer Contract Regulations sets an even playing field. Any one-sided agreement with clauses tipped in the favour of one party become void and unenforceable. It may also constitute an offence and if drawn to the attention of the Director of Fair Trading then he may immediately stop their use by means of an injunction. This has already happened to a number of dealers, manufacturers and motor trade related organisations.

Lawgistics would be happy to advise. It is your responsibility to ensure it complies.


Human Resource Management

Human Resource Management

There are a number of aspects of Human Resource Management, which are relevant to the organisations Quality Systems. The following areas are considered:
- Contract of Employment
- Recruitment
- Selection
- Appraisals
- Training
Contract of Employment

Although the Contract of Employment need not be in writing it is normally good practice to do so as this can minimise later disagreements. Under the Employment Rights Act 1996, all new employees whose employment continues for a month or more, are entitled to receive a written statement of particulars of employment specifying the matters described below. You must provide a statement not later than two months after the employee starts work.

The following details must be given together, in a single document, and is known as the "Principal Statement". These details are:
a) the names of the employer and employee
b) the date when employment began
c) the date on which the employee's period of continuous employment began taking into account any employment with any previous employer which counts
d) the scale or rate of pay, or the way pay is worked out
e) the pay intervals (hourly, weekly, monthly etc)
f) any terms and conditions relating to hours of work (including normal working hours)
g) any terms and conditions relating to holiday entitlement including public holidays and holiday pay (including rule on entitlement to accrued holiday pay on termination of employment). These rules must be sufficiently specific to allow the entitlement to be precisely calculated.
h) job title or brief job description
i) place of work, or, if the employee is required or permitted to work at various places, an indication of that fact and the employer's address.

You must also provide the following details, either with the Principal Statement or separately (but within two months)
  • any sickness/injury scheme
  • rules on pension and pension schemes (e.g. whether it is contracted out or not)
  • length of notice to be given by both employer and employee
  • if the contract is “temporary” an indication of the expected duration
  • if the contract is a "fixed term contract" the end date of the contract
  • particulars of any collective agreements which directly affect terms and conditions of the employment including, where the employer is not a party, the person by whom they were made.
  • the name or description of the person with whom the employee can raise a grievance and the manner in which such applications should be made
  • any disciplinary rules applicable and the name or description of the person to whom an employee can apply if dissatisfied with a disciplinary decision and the manner in which such applications can be made (companies employing fewer than 20 employees do not have to provide these details on discipline)
  • where the employee is required to work outside the UK for a period of more than once month, details of the length of posting, the currency in which payment will be made, details of any additional benefits arising from the posting and any terms and conditions relating to the employee’s return to the UK.

  • The matters contained in the Principal Statement must be given in detail to the employee in one document. For the other matters the written statement can refer employees to another document for details providing the employee has a reasonable opportunity to read the reference document in the course of their employment or where the document is made reasonably accessible in some other way (e.g. a Staff handbook).

    Any changes to the details described above must be given to each employee in writing at the earliest opportunity and in any event no later than a month after the change is made. If the change is to one of the matters specified in the Principal Statement the change must be given in full; otherwise the written notification may refer the employee to another document provided it is reasonably accessible.

    We recommend that in addition to the written particulars of the main terms and conditions of employment that have to be given, the employer should provide a clear written document expressing all important terms and conditions of employment, works rules and procedures for resolving problems together with employment policies and procedures.

    The full written contract shall also deal with the many other issues which can protect your interests. These can range from terms restricting employees activities during and after employment through to health and safety. The following rules should be put in writing, as applicable:

    • The authority of management to vary normal hours of work after due notice has been given.
    • The need to work overtime when required by management after due notice has been given.
    • Timekeeping and time recording (especially where time clocks or other systems are employed).
    • Wage payments during sickness if such payments are to be made at the discretion of management.
    • The duty of the employee not to conduct himself during working hours in any manner which can be construed as

    a) detrimental to the interests of the employer,
    b) offensive to the employer or other workers in the establishment, or
    c) a hazard to the safety of the employer, himself or other workers.

    • The duty of the employee to take all reasonable steps to prevent loss of or damage to the employer’s premises, plant, monies, equipment and tools.
    • Disciplinary, grievance and appeal arrangements.
    • Competition in his/her own time (for example, as a self-employed vehicle repair worker) by the employee with the employer.
    • The acceptance of customer’s instructions (especially in relation to bribes and other inducements).
    • The conditions on which tool kits and other personal possessions may be left on the employer’s premises.
    • The employer’s right of search of the employee’s person, vehicle and hand luggage or parcels.
    • The purchase of vehicle spares or accessories by the employee and work done on a vehicle owned by the employee on the employer’s premises.
    • The circumstances in which vehicles owned by the employer or his customer may be driven.
    • The use and misuse of trade plates.

    Some special contractual terms

    i. Probationary periods: If the offer of employment is made “subject to satisfactory completion of a probationary period”, which may be for three months, six months or any other period of time, the contract can be terminated at the end of the probationary period without giving rise to any legal problem providing the employer takes all reasonable steps to give adequate instructions, training and supervision during that period.

    ii. Mobility clauses: A clear unambiguous written statement such as “the company reserves the right to require any member of their staff to work at any of their establishments in the UK”, or “at the discretion of the company , you may be transferred at any time during the period of your employment from one location to another” will protect the employer from redundancy claimsand breach of contract claims. The actual enforcement of the term must be done in a reasonable manner to avoid losing an unfair dismissal claim. If it is not really necessary to insert such clauses (i.e. it is not essential to the effective operation of the business) a woman may be able to make a claim of indirect sex discrimination.

    iii. Moonlighting and competition: There is an implied obligation on all employees to work loyally and faithfully for their employer during normal working hours. Thus, an employee who works either for himself / herself or for another during those hours, or soliciting the employer’s customers, will almost certainly be acting in breach of their contract. There is no need for any written statement banning such work, unless the employer wishes to emphasise the employee’s obligations to himself / herself. However, simply indicating that he/she is seeking other work, even for a competitor, or giving notice of work for one, would not be good reason for dismissal, unless there are grounds for believing that the employee was abusing his / her confidential position and information (see below).

    Taking a job outside working hours, however, is not in itself a breach of this implied term even where that job involves competition, unless significant harm is done to the employer’s business, or the extra work undertaken by the employee affects his / her job performance. It is advisable to have a written term in the contract that restrains the employee from undertaking any work for a competitor, or competing directly against the employer, for the duration of his / her employment. The clause should not be unenforceable as being in unreasonable restraint of trade and therefore contrary to public policy. Even where there is clear breach of a term of the contract of employment, before dismissal occurs the employer must act fairly (i.e. carried out a proper investigation, have reasonable grounds for believing there was a breach of contract and given the employee a chance to explain).

    iv. Trade secrets and confidential information: There is no need for a written clause as there is an implied duty on all employees not to disclose to third parties their employer’s confidential information and trade secrets obtained in the course of their employment. A written clause may, however, have a strong deterrent effect and is useful if it specifies as precisely as possible what information the employer considers confidential (e.g. price to be charged for a new model of car). Information would not be confidential where it is already public knowledge, or easily obtainable from another source, or which forms part of an employee’s general “know-how” or “stock-in-trade”.

    v. Restrictive covenants: Generally, all contractual restraints on an exemployee’s freedom to work where or for whom he / she pleases are void as being in restraint of trade. It can be shown the restraint clause is necessary to protect a legitimate interest of the employer, however, and is reasonable both in relation to the interests of both parties concerned and the interests of the public, it may be enforceable.

    Forms of restraints commonly found in employment contracts are clauses relating to confidentiality, non-competition and non-solicitation of the employer’s customers. Clauses prohibiting the poaching of other employees may also be included.

    Restrictive covenants should be kept as narrow and specific as is necessary to protect the company’s interests in terms of the
    • subject matter (e.g. a salesman specialising in selling Mercedes cars may be restricted from selling those of another company, but not from selling new cheaper cars of other makes)
    • duration (e.g. restricted for no more than one year maximum from selling Mercedes cars)
    • geographical area (e.g. if the franchise only operates in Yorkshire, a prohibition extending beyond Yorkshire would be invalid). If the employer breaches the contract of employment of the employee concerned (i.e. wrongful dismissal) by dismissing without notice or insufficient notice, or in breach of the contractual disciplinary procedure, he/she cannot enforce a restrictive covenant.
    Summary dismissal for gross misconduct would not be wrongful dismissal.

    vi. Training cost contracts: Some employers make their employees sign an agreement to the effect that, if they leave the company’s employment within, say, two years after the completion of a training course, they have to repay all or part of the course fees. Such agreements should ensure that
    • the sum which the employee has to pay back is no greater than the cost to the employer of the training.
    • there is a sliding scale of the percentage which the employee has to repay which decreases with time.
    • the obligation to repay should expire within two years (at the latest).
    • the cost to be repaid is clearly specified e.g. price of course, expenses and lost revenue whilst trainee is absent.
    • a right to deduct the amount owing from the employee’s final pay is included to avoid an unlawful deduction under the Wages Act 1986, otherwise costs would have to be pursued through the County Court.
    • the obligation to repay applies to both if employees leave within the specified period or fail to complete the course (for reasons other than those beyond their control e.g. there may need to be exceptions for redundancy, ill health etc.).
    • there is acceptance by both parties that the formula for repayment constitutes a genuine pre-estimate of loss and is reasonable.
    An example of such an arrangement is included in this pack.

    NB. Whatever terms are included in the Contract of Employment it is imperative that a term relating to legal compliance is incorporated. If one is not included then the following term shall be adopted.

    “The employee shall adhere to all current Policies and Procedures in respect of legal requirements of the business and shall keep abreast of any revision of instructions in this regard.”

    Any change to the terms of the contract should, where possible, be with the agreement of the employees. A simple note to the employee showing the revision with a signed acceptance would suffice.


    The stages of the Recruitment process shall be as follows:
    - Produce Job Description and Person Specification
    - Decide on the best method of recruitment
    - Decide on the best method of job advertising
    - Drafting the advertisement
    - Short listing
    With respect to Trading Standards issues the first step is critical and the following procedure shall be adopted.

    Produce Job Description

    It is important to take time to analyse the job and produce a specification, which covers what the job content is, in respect of work to be done, and the personal involvement of the employee, as well as the critical aspects of the employee’s performance, which will need to be considered by the prospective employee when considering their suitability.

    Produce a Person Specification

    This represents a break down of the ‘ideal’ candidate for the post, and can be broken down into:
    a) Physical make-up e.g. dress, and speech.
    b) Education attainment and general intelligence/skills.
    c) Special skills/aptitudes e.g. interpersonal/telephone.
    d) Interests.
    e) Disposition e.g. attention to detail, ability to work to deadlines.
    f) Circumstances e.g. out of hours working, offsite working.
    The attributes can be categorised into essential or desirable and consideration must be given to what the organisation, the department and individual need.
    Depending on the post of the applicant the attributes of the successful candidate will include aspects necessary to manage and carry out Trading Standards functions.
    In respect of managers, the attributes under b) shall include as essential, a good level of education and as desirable a basic legal and/or management qualification. The attributes under e) shall include as essential the ability to adhere to company policy, carry out routine checks and undertake disciplinary actions.

    In respect of other employees the attributes under e) shall include as essential, the ability to follow instructions as laid down in company procedures.

    Carry out the Selection Interview
    Within the interview the candidate shall be assessed on the essential and desirable attributes ascribed to the post within the Person Specification.


    At least once a year all employees shall be given an appraisal of their performance.
    The appraisal shall, among other things, establish:-
    a) The performance, satisfactory or otherwise, of the employee in his/her respective post.
    b) Training needs.
    c) A plan of career development, improvements, rectification for the nextperiod.
    The appraisal shall be carried out by the line manager and the outcomes actioned as appropriate. A record of all appraisals and proposed action shall be retained on the employees personnel file.

    Training shall be carried out both as induction training, when the employee is first appointed and on going training, where input is needed either to satisfy a knowledge/skills gap or as a refresher.

    Induction Training

    As part of the new employee’s introduction to the company a training course shall be programmed to ensure the new employee is aware of company policy on Trading Standards issues and their specific duties and responsibilities within the system.

    On-going Training

    Where due to a failure on an employees part or as a result of an appraisal it is apparent there is a knowledge/skills gap in respect of an operation critical to the legal integrity of the company then training shall be organised either on an individual or group basis. Where there is a significant change in the law or at least once per year refresher courses for all managerial staff shall be carried out and they will disseminate the necessary information to their subordinates.

    All training shall be evaluated to assess its effectiveness.

    It is vital that a record of all relevant training shall be recorded and maintained on the employee’s personnel file.


    Health and Safety

    Health and Safety

    If you have more than four employees then you must have a Health & Safety Policy.
    This Policy provides (1) evidence of the Company’s commitment to Health & Safety in the form of a policy statement (2) an outline of the responsibilities of individuals within the organisation and (3) the practical arrangements for implementing this policy.

    You must also carry out Risk Assessments on all equipment processes and procedures together with the environment in which they are carried out. On completion any steps required to eliminate or reduce the risk must be undertaken and records kept. A COSHH Assessment is also required on all substances and their use where they have the potential to cause harm and records kept.

    Systems and Procedures must be put into place to investigate, evaluate, report, record and reduce the possibility of any accident, injury, dangerous occurrence or disease within the workplace.
    Signs and Instructions must be provided to assist in the objectives.
    Training must be given in the safe use and maintenance of equipment, procedures, including manual handling and other work practices and a record of the training kept.
    Personal Protective Equipment must be provided and instructions given as to its use.
    Fire Safety Inspection and a Fire Risk Assessment must be carried out and a record kept. Following from that assessment procedures and systems must be implemented and maintained to reduce the risk and provide a safe working environment.

    It is essential that all procedures, assessments, systems, training and instructions are clearly recorded and have been communicated to all staff and people who they affect.
    The building, its structure and content needs to be inspected to ensure its continued safety and any repairs or alterations required must be carried out effectively.



    Agency Agreements

    Some businesses have chosen to use the facilities offered by advertising agencies as a means to get to the market. Having asked them to design and place the advertisement they are under the mistaken belief that their responsibilities and liabilities have been passed to the agency. Unless certain precautions have been taken this is not the case.
    All that has happened is that the agency have become jointly and severally liable with yourself

    How can you protect yourself?

    If an error is compiled by the agency on one of your advertisements then the offence has occurred and you are already liable. If the error leading to the offence is not yours then if you have taken the following actions you will be in a position to seek to establish a statutory defence and avoid a prosecution.

    You should immediately write to the advertising agency (you may choose to use the pro-forma in the Quality System Manual as a model) instructing them to comply with all the relevant provisions of the Advertising Regulations and to indemnify you in the event of any failure to the extent of any losses consequential to any breach. You must also include details of the relevant provisions of the regulations referred to above. Lawgistics are happy to supply a copy for this use.
    Web Sites

    Web sites are a relatively new innovation but one that more and more dealerships are using. Previously vehicles were viewed by potential customers primarily within a local area. Vulnerability was local and usually dealt with by the local Trading Standards Office building and drawing upon a relationship built up over time.

    Now that you are on the web you are reaching customers worldwide but particularly nationwide and your advertisements and webs are being viewed by Trading Standards Offices all over the country. If they are wrong and an offence occurs then it occurs both where it was published (on your computer) and where it is read (anywhere in the country). ANY Trading Standards Officer can then institute proceedings without reference to the “Home Authority”.

    Within the web there are two danger areas which need addressing:
    1. The basic web design and development
    2. Information that changes on a periodic basis.
    1. Design of web site

    The designing of a web site is invariably given to an IT expert and by definition they are not always aware of the legalities of the descriptions they apply.
    In broad principal the rules that apply to the advertising, display, sale and credit facilities apply equally to the web site and all its various windows. The principles outlined earlier should be applied.

    IT specialists should be instructed to obtain approval and written authorisation from the Director/Proprietor prior to going live. Any further amendments should follow a similar course.

    2. Control of Information

    As with all information relating to specific vehicles which may change on a regular basis there must be some system to ensure that the information and the descriptions applied are accurate. For all information relating to vehicles the following procedure should be adopted.

    a) A list of the relevant vehicles and their description should be compiled by the Sales Manager.
    b) It is the Sales Manager’s responsibility to ensure that each vehicles details and descriptions are checked and are accurate. This should be done by comparing the list to both the information held on file and the vehicle itself.
    c) Once the list has been verified by the Manager it may be transferred to an IT operative for transcription onto the web site.
    d) Once that transcription has taken place and the Manager notified accordingly then he shall cause a further check to be made to ensure that transcription is accurate and the list endorsed accordingly.

    Media Advertising

    No advertisement or editorial shall be placed by any person within the company unless specifically authorised to do so by the Directors, Partners, Proprietor or their delegate.
    All advertising shall be approved by the company and shall comply with the company’s “Advertising and Promotional Guidelines”.
    It is the Manager’s responsibility to ensure that all advertisements are checked prior to publication to ensure compliance and signed off by the Manager or his delegate.
    It is the Manager’s responsibility to ensure that all staff are aware of the content of any advertisement and in particular the content and extent of the offer together with its period of availability.
    A copy of all advertisements shall be kept on file at the dealership. Following the introduction of an advertisement the Manager will immediately check on site documentation to ensure any price reductions, special offers or promotions, free gifts
    or other offers are available and have been put into effect.
    On conclusion of that promotion or offer the Manager is responsible for the removal of the said promotional literature, special offers, price indications, brochures and other details.
    Where there is any doubt over the legality of any advertisements it shall be referred to Lawgistics.

    On Site Advertising and Promotions

    No advertisement or promotional material shall be placed in or throughout the dealership unless specifically authorised by the Directors, Partners, Proprietor or their delegate.
    All promotions or advertising material shall be approved by the company before its use and shall comply with the company’s Advertising and Promotional Guidelines.
    It is the Manager’s responsibility to ensure that all competitions or fliers comply with the “Advertising and Promotional Guidelines”.
    It is the Manager’s responsibility to ensure that at no time is any unauthorised advertisement, offer, or promotion on display.

    Point of Sale Material

    It is the Manager’s responsibility to ensure that all point of sale material is accurate and accurately describes the vehicle or goods to which it relates. In particular any vehicle description shall be checked against the vehicle to which it relates and no mileage is indicated unless there is clear evidence that it is correct.
    No financial information shall be affixed to any vehicle unless it complies with the company’s “Advertising and Promotional Guidelines”.

    Reception of Vehicles

    Reception of Vehicles

    Probably the first contact you have with a prospective customer is over the telephone.
    They may have used your services before and they are just calling to book the vehicle in, they may be calling for a quote or estimate upon which to make a decision as to whether or not to use your facilities. Either way it is an initial telephone call with which your staff have to deal and which forms the basis upon which future relationship builds. It is the foundation of a contract. What is said or done at this point binds you legally into a contract.

    It is therefore essential that you get the ground rules right and as this is a verbal contract there is a need to record the agreed terms and conditions and to gain confirmation prior to commencing the work.

    If all of this sounds legalistic – don’t worry. It is very straightforward and will not involve you in unnecessary time or forms. An entry in a diary or the raising of a “Job Card” is sufficient. So long as you have a procedure, the staff are clear what it is and they adhere to it on every occasion. Then you have a firm foundation upon which to move on and build.

    When the customer telephones there are three areas of main concern which must be
    made clear before the contract can proceed. (1) What is required? (2) How much it
    will cost and how will it be paid? and (3) How long will it take?

    1. What is Required?

    It is important to ascertain the exact nature of the job required in order to provide an accurate indicator of the likely costs involved. Failure to identify any chargeable item may result in a wrong or misleading price being quoted from which proceedings may result.

    This is particularly important when dealing with items where there is an environmental element which may/may not result in an additional charge or valve replacement (which may be mandatory) or wheel balancing (which is optional).

    2. The Cost?

    The cost of the work is integral with what is required and any indicator of cost must be based on the work to be done. If you omit the costs of valves or carcase disposal when quoting a price and then to add it as a separate item on the final invoice an offence occurs for which you may be prosecuted.

    You need to formulate your own predetermined policy on the following matters:

    a) Are you working to menu pricing or charging by the hour?
    b) Is your charging based on “Book” time or “Real” time and how will you communicate this charge.
    c) When you offer to do a service are you offering your own service schedule or a manufacturer service schedule.
    If the order is to proceed then it is important, prior to confirming the contract, to establish how or when the work is to be paid. Unless it is an account customer then it is important to agree the method of payment that you find acceptable e.g. credit card or cheque. But what if its over the card limit? If you do not agree prior to the contract and an unacceptable method of payment is tendered on the vehicles collection you are limiting your options and may open yourself to unnecessary financial risk. So ask the question.

    3. How long will it take?
    It is important that you operate a time management system within your business to ensure that you have sufficient technician time to complete the work allocated within the total time available. 

    It is equally important to identify at an early stage any potential pitfall or third party involvement that may result in you not being able to meet the time deadline. Where you are to be dependent on, for example, parts delivery or a third party specialist service this should be made clear to the customer prior to accepting the work.

    Once the agreement has been reached and an order taken this MUST be entered in the work schedule and a job card raised.

    If the telephone conversation is merely an enquiry then the information given, including price, should be entered in the Reception Diary or other record. It MUST be made clear whether the price given is and estimate or quote and the entry endorsed accordingly. The price should also include VAT.

    When the vehicle is received by reception on the day agreed the following procedures shall be followed.

    a) If the vehicle is to be left outside of business hours then the customer shall be given clear instructions as to where the vehicle shall be parked and a suitable secure deposit box made available for the vehicle keys to be left, where they cannot be handed to reception. Under no circumstances should instructions be left for the vehicle to be left on the highway in such a position where it may cause an obstruction. Equally the keys should not be left “under the bonnet” or “on a wheel arch”. This may invalidate your insurance.

    b) If the vehicle is booked in during business hours then the job sheet should have been prepared in advance. The customer should then be asked to sign endorsing the work agreed and providing a contact number for authorisation of any additional work. Any unit pricing must be agreed at this point. It should also be made clear that any service is based on the Manufacturers Service Schedule or the Company’s own, whichever is applicable.

    c) Vehicle keys shall be tagged identifying the vehicle to which they relate and then placed in a position where the public do not have easy access.

    d) Courtesy vehicles shall only be provided on the completion of a Loan Vehicle Form by the customer. Prior to handing over the keys the customer shall be shown the controls of the vehicle and every effort made to ensure that they understand and are comfortable with the controls and performance characteristics of the vehicle. The completed and signed Loan Vehicle Form shall be placed on the customer file together with a copy of their driving licence.

    e) Prior to or on allocation of the work the customer’s vehicle shall be moved to the workshop by a suitably qualified personnel. Prior to such movement a visual inspection of the vehicle shall be made and a Vehicle Inspection Form completed and placed on the customer file.

    Allocation of Work

    Allocation of Work

    The reception shall pass the job card, vehicle keys and any specific customer instructions to the Workshop Controller for allocation of the work. In the case of a vehicle service the Workshop Controller shall attach to the job card a copy of the relevant service schedule or an appropriate schedule for the vehicle taken from the Manufacturers Handbook or the ICME Manual. In the case of any work required either within the schedule or otherwise, on the vehicle’s braking system a Brake Test Report shall also be attached.

    These documents and job card shall be given to a technician suitably qualified and competent to carry out the task allocated.

    Completion of Work

    Completion of Work

    1. On receipt of the job card and documentation provided the technician shall complete the task to the best of his ability taking all due care to ensure that all aspects of the work allocated are completed to a satisfactory and acceptable standard.

    2. In the event of any aspect of the job being outside his capability or knowledge he shall immediately inform the Workshop Controller who will provide the necessary expertise or assistance or reallocate the job.

    3. The technician shall only use the parts provided and drawn from the Parts Department (new unless agreed otherwise). Where they are of the opinion that they are unsuited for the job, not fit for the purpose, or of unsatisfactory quality they shall immediately draw this to the attention of the Workshop Controller.

    4. Only tools and equipment provided or approved by the company shall be used within the workshop. Where there is any doubt as to their safety, accuracy or suitability they shall immediately be referred to the Workshop Controller.

    5. Any parts taken from the vehicle shall be placed in a marked container or bag and kept available for the customer until the vehicle has been returned and the customer offered the opportunity to view or have the parts.

    6. After each item within the service schedule has been satisfactorily completed the technician shall so indicate on the Schedule Check List provided. When all items have been completed the form shall be signed by the technician carrying out the work and returned to the Workshop Controller.

    In the event of any item not being completed or additional work being required the form shall be endorsed accordingly and these matters drawn to the Workshop Controller’s attention.

    Where any work relates to any part of the braking system of the vehicle an additional Brake Test Report shall be completed. Prior to any additional work being reported a second opinion from a suitably qualified technician shall be sought and the recommendations endorsed.

    7. On receipt of the documentation the Workshop Controller shall pass the relevant information on to the Reception for invoicing and to the Quality Control Inspector for inclusion within his programme

    8. In the event of additional work being required the customer shall be contacted, the problem identified and an indication of any additional cost and / or time given. The customer will then be given an opportunity to authorise the additional work. The customer’s response shall be indicated on the job card together with the time and date of the conversation and the person with whom the customer had contact.


    Quality Control Procedure

    Quality Control Procedure

    A fundamental cornerstone of the Legal Defence System is the Quality Control Procedure and its management. Servicing and Repair are high-risk areas in respect of Trading Standards law. Quality is an intrinsic part of the business strategy and must be ‘owned’ by all within the business from the Managing Director/Proprietor down.
    To be effective a Servicing/Repair Quality Control Procedure must involve the following components (depending on the structure of the business):



    The Servicing/Repair operations are carried out by the Technicians. It is imperative that the Technicians are trained in the work that is allocated to them by the Workshop Controller. The nature of the subdivisions of work will vary from garage to garage and may be added to from time to time. A skills record for the technicians is provided as Form QC1. Technicians’ skills are checked by the Quality Controller and not until the Quality Controller and Workshop Controller are satisfied of the competence of the Technician to perform the specific tasks should that work be allocated to him/her. A record of the date the person achieves the relevant competence shall be included on their training record.

    Servicing and Repair operations are allocated to the Technician with a copy of the service checklist or relevant ICME document. As the work is carried out the Technician will tick the relevant work items to confirm completion and after the total job has been completed will sign and date confirming the work has been carried out. On no account should all the work be completed before the completion of the checklist.

    The checklist should be returned to the Workshop Controller, checked, and filed.

    The Quality Controller will check a sample of the individual work items carried out on each vehicle. This will involve establishing the number of separate work items make which make up the job e.g. the number of individual items on an ICME print out of a particular service, and then selecting at random the number of items to be checked from the table in Form QC2. Needless to say, the same items should not be checked every time and indeed items should be selected such that all operations by any one Technician are checked sequentially over a period of time.

    A duplicate form of that used by the Technician should be used and the Quality Controller should tick the items checked and then sign and date confirming the check has been carried out.

    This checking operation and the records of it are extremely important for legal defence purposes. If the Quality Controller is not able to carry out the function for whatever reason then a nominated deputy must carry it out. The Workshop Controller would be an appropriate deputy. The Quality Controller checklist should be returned to the Workshop Controller and filed with the Technicians checklist.

    In respect of the sampling plan in Form QC2 the sample for each Technician will be based on the Normal sampling plan. However, if any problems are detected then the particular Technician should be elevated to the Tightened plan until, through necessary training/shadowing, his/her performance has improved.

    The Quality Controller shall report weekly to the Workshop Manager of the number of vehicles checked for each Technician on Form QC3.

    The Workshop Manager shall ensure the Quality Controller carries out his/her functions satisfactorily including the use of a deputy when the usual Quality Controller is unavailable for whatever reason.

    Once per week the Workshop Manager shall check the items checked by the Quality Controller, selecting a different Technicians work each time on a random basis. The Workshop Manager shall sign and date the Quality Controllers checklist with any comments ‘OK’ or otherwise.

    As part of the normal reporting structure and at least once per month the Workshop Manager shall report to his superior whether it be an Area/Divisional Manager or the Managing Director/Proprietor on the operation of the Quality Control system.

    If any deficiencies in the Quality Control System internally or through customer feedback are detected then the problem must be addressed immediately. If a Technician has failed to attend to any item then the vehicle must be rechecked 100%.

    Vehicles should not be released to customers until a Quality Control check has been carried out. Repeated failure to carry out work satisfactorily must be considered a disciplinary matter.

    At an agreed frequency and when appropriate Lawgistics will carry out audits of the Quality Control System to ensure the correct operation. A report will be submitted to the Managing Director/Proprietor with recommendations for any improvement.

    All documentation must be retained for at least 3 years.

    Invoicing and Return

    Invoicing and Return

    And so – from doing the work to returning the vehicle and getting paid.
    This is now at a critical stage. You are about to document the work carried out, the price, together with recommendations as to future work necessary. If you get any one of these items wrong or open for dispute then you have a potential disaster on your hands.



    The following instructions represent the policy of the company and should be followed at all times.

    1. All documentation shall be completed in full and will indicate the work carried out and the price charged.

    2. Where a Service Book is presented for stamping it shall ONLY be stamped if the vehicle has undergone a Manufacturers Service. Where it is the company’s own service that has been completed the Service Book can ONLY be stamped if it is endorsed by the words “(Company Name) Service. Please note this may differ in content from Manufacturers Service.”

    3. Where oil/lubricants have been itemised on the invoice by unit the quantity in litres shall also be indicated.


    Recommendations for Future Work

    Recommendations for Future Work

    Whilst recommendations provide an ongoing source of work any statement made must be accurate and reflect a true and honest assessment of the situation.

    Each of the following areas of work have been identified as key and the procedures outlined below must be used on every occasion.

    1. Brakes

    No recommendations relating to the Braking System shall be given unless and until a Brake Test Report has been completed and any findings reported, a second opinion from a suitably qualified technician has been sought, and the recommendations endorsed.

    When determining the % or extent of use remaining on a vehicles’ braking system the brake pads shall be measured for thickness and this compared with the Manufacturers Brake Parts Listing. Under no circumstances should the thickness or % be guessed. It must, at all times, be measured.

    2. Tyres – Tread and Quality

    Any recommendation relating to type replacement must be based on fact. The tread should be measured and recorded and any recommendations based on that measurement. Where the recommendation is based on any lump, bump or abrasion this should be documented and shown to the customer. Any price quoted for replacement should identify any charge for valve, balancing or carcase disposal.



    The method of payment for work done should have been agreed at an earlier stage.

    This is the effecting of that payment.

    In the event that payment is not forthcoming then providing the work undertaken has been completed in full and the customer has been presented with an invoice in accordance with a prearranged agreement, the repairer may exercise a “lien” on the vehicle holding it until payment is made. If a lien is legally exercised then there can be no claim made for theft or wrongful trespass.

    If a vehicle is held then it must be kept secure and safe where it will not suffer excessive deterioration or vandalism.

    Any personal items left within the vehicle are not the subject of a lien as they are not part of the agreement. They should be returned immediately if so requested.

    Parts Return

    Parts Return

    Where any parts have been removed from a customers vehicle as part of any service/work requested then those parts should be bagged and retained until the vehicle is returned. At that point the customer shall be offered the parts if they so require. If they decline the offer then the parts may be disposed of and the invoice endorsed accordingly.

    Customer Feedback / Complaints Procedure

    Customer Feedback / Complaints Procedure

    It is inevitable that with the repair/servicing of technologically complex vehicles there will be some problems that will arise. Be aware though that under OFT Guidelines a failure to deal with customer complaints properly will put at risk your Consumer Credit Licence. It is essential therefore that you adopt a Customer Complaints Policy to deal with any problem that may arise. The following is a template for you to use:

    Step 1 Make customers aware of the person to whom complaints should be directed.
    Step 2 Identify the nature and detail of the problem. Sit the customer down and listen to the exact nature and extent of their complaint. Complaints will fall into one of several categories listed below:

    a) Broken promise
    The customer feels that they have been promised something to which they are entitled but they have been let down. Identify what that expectation is and if the complaint is justified then seek to resolve it.

    b) Quality issues
    These may relate to the quality of products e.g. an exhaust beginning to blow one month after purchase or services e.g. grease marks on upholstery. See Consumer Law Manual for guidance or ring Lawgistics. Identify the issue – determine whether it is a fault for which you are liable or whether it is a problem caused by neglect or misuse and deal with it accordingly.

    c) Description of product or services
    These are particularly dangerous complaints, if justified these may result in proceedings being instituted. Identify the description and determine whether or not it is justified. If it is, then contact Lawgistics immediately and seek to rectify the problem. Failure to carry out items in a menu service are a high risk area.

    d) Price discrepancy
    These are potentially dangerous complaints and can lead to a Trading Standards enquiry. If a mistake on price has been made then a refund should be made immediately. If in doubt contact Lawgistics.

    Step 3 If the problem is not capable of immediate resolution ask the customer to put their complaint in writing.

    Step 4 Ensure that the customer is kept informed as to what is happening with their complaint.

    Step 5 If you cannot resolve the matter then refer it to Lawgistics for their help. If it is to be referred to Lawgistics then tell the customer. They then know what to expect and within a defined timescale. Nothing causes more conflict than keeping the customer in the dark.

    Be polite and courteous. If you put their back up then you may become entrenched and the claim may then escalate culminating in court action.

    Visits by Trading Standards Officers and Other Enforcement Agencies

    Visits by Trading Standards Officers and Other Enforcement Agencies

    The company will be visited, from time to time, by a number of officials from enforcement agencies. These visits, where announced, will either be merely routine or alternatively investigative. On either occasion the following approach should be adopted:

    1. When they have announced who they are, immediately invite them into a suitable office or area away from the sales area. Be polite and courteous. If appropriate, offer them refreshment and then refer them to the appropriate manager. DO NOT enter into meaningful discussion or attempt to answer their questions. It is NOT your job and you CANNOT speak on behalf of the company.

    2. The manager shall request and examine the officer’s credentials and then seek to provide every assistance where appropriate.

    3. If the officer informs you that he/she suspects an offence may have been committed then he/she is entitled to examine and seize certain documents which are believed to be required as evidence in any proceedings. Refer to the Service and Repair Law Manual for officers powers or ring Lawgistics on 01480 455500. Remember that to refuse access to the documents the trading Standards officer, has power to inspect may leave you open to the allegations of obstruction.

    You MUST make a note of the officer’s name and contact point together with details of the alleged offence. Ask for the exact required details/documentation that to be put in writing.

    4. If you are further advised that an offence has been committed and the officer wants to carry out an interview with a representative of the company then take details of the alleged offence and immediately refer it to the appropriate Manager. Do NOT enter into dialogue yourself. You are not authorised to speak on behalf of the company. If in doubt ring Lawgistics. Under no circumstances should an interview be carried out immediately. These situations are always complex and sufficient time is needed to investigate and to obtain the relevant documentation.

    Employee Liability

    Employee Liability

    Where it is alleged that an offence has been committed then it is open to the Enforcement Agency to institute proceedings against the Company, Directors, Partners, Proprietor, Manager, Salesperson or other employee. They may institute proceedings against each or any that they think are responsible for the offence.

    This means that if you miss out a service item or fail to follow Company Policy then you, as well as the Company, are jointly – severally liable and you may individually be prosecuted.

    In addition if the offence is due solely to your failure to follow Company Policy and Instructions then you, instead of the Company, may be liable to prosecution.

    Naturally if the Company has a statutory defence and you have followed Company procedures, but still an offence has occurred, you also are entitled to rely on that defence.


    Detailed Roles and Responsibilities

    Detailed Roles and Responsibilities

    All employees will familiarise themselves with the company’s overall Quality Control System and requirements. Within this system, all employees shall be issued with individual written instructions detailing their particular role and responsibilities.

    The overall system dictates that particular employees shall have responsibility for verifying the quality of workmanship of others. However, the responsibility for quality is not theirs alone. The achievement of quality is the function of each and every employee of the company and must never be regarded as “someone else’s job”.



    1. Will be responsible for taking customer orders, recording exactly what the customer is requesting and confirming it back to the customer.

    2. Will use menu price lists/ICME manuals to determine the price for the work.

    3. Will provide the customer with an estimate/quotation for the work as appropriate recording on the work order the amount, whether it is an estimate/quotation, and how the customer is to pay, settling up any account details as necessary.

    4. Will determine whether the customer requires a loan car.

    5. Will make an appointment for the customer to have the work done and take contact telephone numbers.

    6. Will transfer the work details to a Job Card and will arrange for the customer to sign in confirmation when delivering the vehicle.

    7. Will carry out follow up calls with the customer if further work is necessary/advised and will record the time date of the call and identity of the person so authorising.

    8. Will deal with invoicing and payment when the vehicle is collected as well as handback of bagged parts if so requested by the customer.



    1. Will be responsible for all jobs authorised and allocated to them personally by the Workshop Controller, including those where assistance is received from other Technicians or trainees.

    2. Will obtain from the Workshop Controller a company job card for every job, detailing customer and vehicle information together with the customer’s exact requirements. No work should be commenced without the relevant job card.

    3. When servicing any vehicle, must obtain from the Workshop Controller the correct maintenance worksheet. This schedule must be completed and ticked as each service/repair item is carried out.

    4. All service jobs must be carried out in accordance with the maintenance worksheet.

    5. Car protection kits must be used in all cases and should be left in the vehicle.

    6. Will only use specialist service equipment, such as lifts, ramps, special tools, diagnostic and calibration machines, in accordance with the manufacturers recommendations and company instructions. Unsafe or defective equipment must be reported to the Quality Controller immediately.

    7. Must make full use of special tools and equipment. All ‘prints’ from diagnostic and calibration equipment must be attached to the relevant job card.

    8. Will only fit parts and accessories as authorised by the company and in accordance with the manufacturers instructions and recommendations.

    9. Will only draw parts from store against a valid and current job card. All parts must be fitted, or if defective or not required, returned to store for credit. Under NO circumstances must a customer be charged for any parts not fitted.

    10. Stock vehicles must not be cannibalised to substitute for non-available parts unless authorised by the Workshop Controller.

    11. It is company policy that all parts removed and replaced during routine maintenance are offered to the customer. All parts must, therefore, be retained pending hand-back to the customer or as otherwise authorised by the Workshop Controller.

    12. Must immediately inform the Workshop Controller of any add-on work necessary on current jobs. Such work should be noted on the job card and must not be commenced until authorised by the Workshop Controller.

    13. Upon completion of all jobs, must sign the job card, together with any attached service schedule, as confirmation that all specified work has been undertaken.

    The job card must then be passed to the Workshop Controller.

    14. Must keep themselves abreast of all technical and legal matters in relation to the products services of repaired in particular:

    • be conversant with the legal implications arising from vehicle maintenance;
    • be aware of all technical operations, use support information as necessary, and refer to the Quality Controller in all cases of uncertainty;
    • read all updating technical information made available to them by the Quality
    • read and adhere to the overall company Quality Control system relating to service operations.

    15. All work must be undertaken in a professional and competent manner, and in accordance with the policy and instructions of the Company. The Quality
    Controller must be consulted in all instances of uncertainty regarding technical procedures or company policy.

    16. The company’s disciplinary procedures will be invoked where these instructions are not followed.


    Quality Controller

    Quality Controller

    1. To assist the Workshop Controller or Reception, as necessary, in the diagnosis of customer complaints and problems.

    2. To liaise with and assist Technicians, as appropriate, as regarding product knowledge and fitting procedures.

    3. To road-test every vehicle on completion of repair work, where appropriate to ensure that it is in a safe condition and that all specified work has been satisfactorily undertaken.

    4. To conduct the following quality control checks on ALL completed vehicles subject to a service operation:

    • Selecting a duplicate form of the check sheet used by the Technician, establish the number of individual items of work carried out for the service/repair.
    • Using Form QC2 establish the number of items to be sampled.
    • Select at random that sample number of items and check them ensuring that different items are selected for each subsequent Q.C. check.
    • Tick the items checked, carry out a road test, and then sign and date the check sheet confirming the check has been carried out.
    • Return the completed check sheet to the Workshop Controller for filing.

    5. To report to the Workshop Manager weekly on Form QC3 regarding the number of vehicles checked for each Technician and comments concerning each Technicians performance.

    6. Following satisfactory completion of the road test and quality control checks, to sign each job card and pass it to the Workshop Controller. Any remedial work necessary by the Technician must be re-checked before the job is approved.

    7. To be responsible for the maintenance, control and replacement of service equipment such as lifts, ramps, hose reels, special tools and diagnostic/calibration machines. To keep such a logbook of the testing of such equipment, which must be carried out to a regular and fixed maintenance and certification schedule.

    8. At the start of each week, to ensure that all such service equipment is operating in accordance with the manufacturers instructions and recommendations. Equipment found to be inaccurate or unsafe must immediately be reported to the appropriate service agent.

    9. Must keep abreast all technical and legal matters in relation to the products services or repaired. In particular:

    • be conversant with the legal implications arising from vehicle maintenance;
    • be aware of all technical operations, use support information as necessary, and refer to the Workshop Controller or Workshop Manager in all cases of uncertainty;
    • read all updating technical information made available by the company;
    • read and adhere to the overall company Quality Control system relating to service operations.

    10. All work must be undertaken in a professional and competent manner, and in accordance with the policy and instructions of the company. The Workshop Controller or Workshop Manager must be consulted in all instances of uncertainty regarding technical procedures or company policy.

    11. The company’s disciplinary procedures will be invoked where those instructions are not followed.

    Workshop Controllers

    Workshop Controllers

    (This role is often combined with that of Workshop Manager)
    1. To ensure that adequate supplies of manufacturers maintenance worksheets are available to the Technicians. A copy of the appropriate page from the ICME manual must be provided where no such schedule is available.

    2. To issue a company job card for every job, giving customer and vehicle information together with the customer’s exact requirement. Must identify any instructions that are unclear, and, where, necessary, refer to the Quality Controller for further diagnosis.

    3. Where necessary, attach to the job card relevant maintenance worksheet or check list for completion by the Technicians. A worksheet must be provided for all routine service operations.

    4. To allocate work, as appropriate, to Technicians who possess the necessary knowledge or skills.

    5. To liaise with and assist Technicians, as appropriate, regarding product knowledge, fitting procedures and company instructions, and to supervise and maintain a quality orientated environment.

    6. To review and liaise with Reception in respect of any add-on work indicated by the Technicians. Must ensure that the customer is telephoned by Reception immediately for approval and that no work is commenced until so authorised. Must pass on such authority to the Technicians by signing against each approved item of the job card.

    7. To receive all job cards and worksheets to ensure that each is correctly completed and signed by the Technicians.

    8. To ensure that the Quality Controller signs the maintenance/service check sheet as having completed the appropriate road test and quality control checks.

    9. To ensure that parts are only issued in accordance with company procedures against a valid current job card.

    10. To ensure that all parts drawn from store are fitted, or if defective or not required, are returned to store for credit.

    11. To ensure that all parts removed and replaced during routine maintenance are retained for the customer, if so requested on collection of the vehicle.

    12. Must keep themselves abreast of all technical and legal matters in relation to the products serviced or repaired. In particular:

    • be conversant with legal implications arising from vehicle maintenance;
    • be aware of all technical operations, use support information as necessary, and refer to the Workshop Manager in all cases of uncertainty.
    • Read all updating technical information made available by the company;
    • Read and adhere to the overall company Quality Control system relating to service operations.

    13. To ensure that all relevant technical material is maintained and updated, and is made available to Technicians at all times.

    14. All work must be undertaken in a professional and competent manner, and in accordance with the policy and instructions of the company. The Workshop Manager must be consulted in all instances of uncertainty regarding technical procedures or company policy.

    15. The company’s disciplinary procedures will be invoked where these instructions are not followed.


    Workshop Managers

    Workshop Managers

    (This role is often combined with that of Workshop Controller)
    1. To ensure quality workmanship and customer satisfaction in accordance with company policy and instructions.

    2. To ensure that customers are received and that their specific requirements are determined and clearly indicated on the company job card. All customers must sign the job card as approval for the work to be undertaken.

    3. To ensure that vehicles are only accepted for routine service where there is a copy of the relevant worksheet for the Technician to work to, unless specifically agreed with the customer.

    4. To ensure that all parts removed and replaced during routine maintenance are offered to the customer, if so requested on collection of the vehicle.

    5. In order to ensure that proper control of the workshop is being maintained, must conduct a weekly check on the paperwork systems. In particular:

    • job cards and service worksheets must be examined for content and signature;
    • quality control records must be examined for content and number, together with any remedial action taken by the Quality Controller.
    Must keep a record of these checks and of any remedial action necessary.

    6. On a random basis, once per week, will road-test and conduct a full examination of a vehicle previously subjected to a quality control check undertaken by the Quality Controller and will sign and date the Quality Controller’s check sheet in confirmation.

    7. To monitor Technicians performance through the weekly efficiency bonus scheme and investigate any anomalies.

    8. To ensure that the Quality Controller completes the necessary checks on all service equipment, and that the appropriate log book of service schedules is maintained.

    9. To ensure that all company job cards and maintenance records are kept for at least 3 years.
    10. To ensure that all price lists and notices issued by the company are current, including any special offers. Also, that all quotations and prices, however given, are accurate and in accordance with the company pricing policy.

    11. To ensure that all complaints from customer are dealt with promptly and positively using the formalised company complaints procedure.

    12. To keep themselves abreast of all technical and legal matters in relation to the products serviced or repossessed. In particular:

    • be conversant with the legal implications arising from vehicle maintenance;
    • be aware of all technical operations, use support information as necessary, and refer to the Director/Proprietor in all cases of uncertainty;
    • read and action all updating technical information received at the branch;
    • read and adhere to the overall company Quality Control system relating to service operations.

    13. To ensure that all relevant material is distributed to the Workshop Controller and is made available to Technicians. To ensure that all instructional video systems are viewed by Technicians, as necessary.

    14. To ensure, that all employees receive adequate training to enable them to competently fulfil their duties. All training must be approved, notwithstanding the requirements of individual manufacturers.

    A record must be kept of all training received by each employee.

    15. To ensure that the quality control procedures do not fall into disrepair through staff absence. The quality control functions of the Quality Controller must be reallocated in their absence. Subordinates must be adequately trained in order that they can assume responsibility.
    16. At the end of each month, shall complete a written report for the attention of the Director/Proprietor. This report shall detail:

    • the dates of all completed checks at each branch;
    • the results of these checks;
    • any problem areas or other comments;
    • comment as to the compliance, or otherwise, with the company Quality Control system or customer complaints procedure;
    • details of any remedial action proposed or initiated.

    At the end of each quarter shall complete a written report of the attention of the
    Director/Proprietor on the operation of the Quality Control Procedures, including any problem areas and remedial action proposed or initiated.

    17. The company’s disciplinary procedures will be invoked where these instructions are not followed.

    Lawgistics Checks

    Lawgistics Checks

    1. Lawgistics shall, throughout the year, conduct if requested and specifically arranged, external checks to ensure, and demonstrate, that the quality control system is operating satisfactorily.

    2. Checks will be made at all levels of the management structure.

    3. Lawgistics shall submit a report to the Directors/Proprietor, detailing the results of the external checks, and recommending remedial action, as necessary, to ensure that the company system is effective and safe.


    Published: 01 Sep 2011


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