Abstract: . . .  varied depending on complexity of the subject matter, availability of existing guidance, availability of subject matter experts, reviews by management, and ISO 9001 requirements. This process was used to develop 28 OEQPs, a Quality Manual, and various OEIs. Implementation Complete implementation has been difficult . . .
. . .  our internal processes. This contract was also awarded to 4D Incorporated on 2 January 1997. Development The first step was to determine exactly which ISO 9000 series standard best fit our business. It was determined that the best standard for the OE Team was ISO 9001, Quality Systems-Model for Quality Assurance . . .
. . .  With stability in our key leadership positions, I anticipate a renewed effort to implement our quality system. Quality takes time, money and commitment, and we have made a tremendous start.  . . .
. . .  We have identified the need for additional procedures on SOW development, work plan review, and record keeping. Each procedure is to be audited annually. The audit is to verify compliance by OE Team members, identify areas for improvement, and determine effectiveness of approved procedures. Future With stability . . .
. . .  additional procedures on SOW development, work plan review, and record keeping. Each procedure is to be audited annually. The audit is to verify compliance by OE Team members, identify areas for improvement, and determine effectiveness of approved procedures. Future With stability in our key leadership positions, I . . .
. . .  Army Engineering and Support Center, Huntsville, Ordnance and Explosives (OE) Mandatory Center of Expertise (MCX) P.O. Box 1600, Huntsville, AL 35807-4301 John.A.Sikes@hnd01.usace.army.mil (Ph) (256) 895-1334, (Fax) (256) 722-8709 Smart Business Practices Abstract In early 1996 the OE Directorate began researching . . .
--1841,6,153,2152,9203