QM3

APTECH LIMITED
Education Support Services
QUALITY MANUAL
Quality Manual
(As per ISO 9001: 2008 Standards)
Manual Number:
Edition No.: 21
Release Date: 01/07/14
Issued by:
Approved by:
________________________
Management Representative
Issued By :
Issue Date
______________________
CEO & Managing Director
: 01/07/14
Issue No.: 1
Effective Date : 01/07/14

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Section 0
CONTENTS
Section
Number
Title
Page
No.
CONTENTS
SCOPE
1.2 Application
NORMATIVE REFERENCE
TERMS and DEFINITIONS
3.1 Company Profile
3.2 Foreword by Managing Director
26
QUALITY MANAGEMENT SYSTEM (title only)
27
4.1 General Requirements

4.2 Documentation Requirements ( title only)
4.2.1 General
4.2.2 Quality Manual
4.2.3 Control of Documents
4.2.4 Control of Records
5
MANAGEMENT RESPONSIBILITY (title only)
56
5.1 Management Commitment

5.2 Customer Focus
5.3 Quality Policy
5.4 Planning (title only)
5.4.1 Quality Objective
5.4.2 Quality Management System Planning
5.5 Responsibility, Authority and Communication (title only)
5.5.1 Responsibility and Authority
5.5.2 Management Representative
5.5.3 Internal Communication
5.6 Management Review (title only)
5.6.1 General
5.6.2 Review Input
5.6.3 Review Output
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RESOURCE MANAGEMENT (title only)
72
6.1 Provision of Resources

6.2 Human Resources (title only)
6.2.1 General
6.2.2 Competence, Awareness and Training
6.3 Infrastructure
6.4 Work Environment
7
PRODUCT REALIZATION
75
7.1 Planning of Product Realization

7.2 Customer-related Processes (title only)
7.2.1 Determination of requirements related to the product
7.2.2 Review of requirements related to the product
7.2.3 Customer Communication
7.3 Design and Development (title only)
7.3.1 Design and Development Planning
7.3.2 Design and Development Inputs
7.3.3 Design and Development Outputs
7.3.4 Design and Development Review
7.3.5 Design and Development Verification
7.3.6 Design and Development Validation
7.3.7 Control of Design and Development Changes
7.4 Purchasing (title only)
7.4.1 Purchasing Process
7.4.2 Purchasing Information
7.4.3 Verification of Purchased Product
7.5 Production and Service Provision (title only)
7.5.1 Control of Production and Service Provision
7.5.2 Validation of Processes for Production and Service Provision
7.5.3 Identification and Trace ability
7.5.4 Customer Property
7.5.5 Preservation of Product
7.6 Control of Monitoring and Measuring Equipment
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8
MEASUREMENT, ANALYSIS AND IMPROVEMENT (title only)
98
8.1 General
8.2 Monitoring and Measurement (title only)
8.2.1 Customer satisfaction
8.2.2 Internal Audit
8.2.3 Monitoring and Measurement of Processes
8.2.4 Monitoring and Measurement of Product
8.3 Control of nonconforming Product
8.4 Analysis of data
8.5 Improvement (title only)
8.5.1 Continual Improvement
8.5.2 Corrective Action
8.5.3 Preventive Action
Annexure A
Quality Plan for QMS
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Section 1
SCOPE
The scope of Quality Management System at Aptech Limited is:
Design, Development, Production and Delivery of learning services to Domestic and
International clients in retail (Aptech Computer Education, Arena Animation and Aptech
Aviation & Hospitality Academy) and Training Solutions Business
Aptech Limited is not governed by any industry-specific legislation. However the following laws are
applicable to us: UGC Act, FEMA Act, & the Competition Act. The Company abides by all the statutory
and legal requirements. The Legal department takes care of all the legal formalities.
1.2 APPLICATION
Permissible Exclusion
The customer does not supply any product or information that needs to be incorporated in the final
design of the Product. Hence requirement of the clause 7.5.4 (Customer Property) is not applicable.
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Section 2
NORMATIVE REFERENCE
The contents of the following normative document
ISO 9001: 2008 Quality Management Systems Fundamentals and Vocabulary have been made use of while
writing this Quality Manual.
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Section 3
TERMS and DEFINITIONS
Some terms have been defined in this section in order to provide clarity of context in our quality system.
Wherever these terms appear in the text, the following definitions shall apply.
Organization: This term refers to the company i.e., APTECH LIMITED, whose Corporate Office is located at
Mumbai.
The Regional Offices of APTECH LIMITED are located at Bangalore, Baroda, Chennai, Cochin,
Noida, Hyderabad, Kolkata, Mumbai and Pune.
For domestic network centers the Sales and Placement Support are provided through the
nine regional offices mentioned above. All other Support & Services like Academics, Network,
customer care, Logistics, etc are provided from the corporate office. For International
Operations, all Support & Services are being provided directly from the Corporate Office.
Product:
This term refers to the various courses run under the auspices of the Organization, at any of
the Centers of APTECH LIMITED (for offering courses under Aptech Computer Education
Arena Animation and Aptech Aviation & Hospitality Academy (wholly owned
subsidiary company of Aptech Limited whose registered office is in Pune) which provide
value addition to and enhance the competence of a student who undergoes the training.)
Programme: This term means the complete course package that is designed by APTECH LIMITEDs Content Production Team.
This package normally includes Contents, Session-wise break-up, Presentation Materials and
Students Study Material (Courseware). It also contains specifications for equipment to be
used for delivery and also output requirements as perceived by APTECH LIMITED.
Customer:
While Business Partners are our direct customers for Quality of Products and Services we
recognize students and industry as our end customer.
Supplier:
These are individuals / company / agencies that provide material goods and related services
to ensure smooth functioning of the Corporate Office / Regional Office, and delivery of the
Services to the customer.
Service:
This term includes support provided to every Centre and its Students in terms of Design,
Technical / Academics / Examinations, Sales , Placement, Marketing (Product Management),
Logistics , customer care and Network Management. All these contribute to the effectiveness
of the Programme.
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Section 3.1
COMPANY PROFILE
Nature of Business:
Aptech Limited has its Corporate cum Registered Office at:
Aptech House
A-65, MIDC
Marol, Andheri (E)
Mumbai 400 093, India
Tel.: +91-22-2827 2300 / 01 Fax: +91-22-2827 2399
Global Support Service Office at:
Champion Seals Compound
2nd & 3rd Floor
15, Parsi Panchayat Road
Andheri (E)
Mumbai 400 069, India
Tel.: +91-22-4204 0000, Fax: +91-22-4204 0100
Aptech Limited is a leading global learning solution organization, with over 410 employees (termed as Team
Members).
Aptech Limited started off as an independent, listed, board-managed company in 1986 with a focus on IT
Services sector. Effective 4th October 2002, the name of the company got changed from Aptech Training
Limited to Aptech Limited. In 1993 Aptech also started training corporates in IT and soft skills, today this
activity is done by Training Solutions. In 2004 Aptech realised the potential in proctored testing business and
hived off a division by the name of ATTEST to handle proctored tests across the country. In April 2003,
Aptech Limited acquired SSI Education to become one of the largest IT Training & Services Organisations in
India. Keeping in mind the need of the hour and emerging needs of the industry, Aptech in 1990 started
Arena Multimedia and is today know as Arena Animation, it is today one of the largest Animation brands in
Asia.
Aptech realised the potential in increase in PCs & Internet connectivity, growth of BPO, telecom, retail,
banking, manufacturing & other industries leading to a demand for people who can set up, maintain &
service PCs & IT systems keep this need in mind Aptech started Hardware & Networking Academy in
2007.
To further increase our Market share in Multimedia & Animation space, in 2010 Aptech Acquired MAAC, a
competitor to Arena, thus further increasing the market share in order to broaden our horizons from IT &
Animation.
Aptech Acquired Avalon aviation a company operating out of Pune (now known as Aptech Aviation &
Hospitality Academy) in order to get into the space of Aviation training. In 2008 Aptech acquired English
First, now known as English Express, a company based out of Bangalore to enter the space of English
language training.
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Principal Customers:
APTECH LIMITED recognizes that customer requirements for Computer Training vary widely across segments
and geographies and has developed differentiated offerings for various customer needs. These offerings are
channeled through training Centers both domestic and International:
Aptech Computer Education is a global major in computer education and training. Aptech has trained
over 6 million students and created many successful careers!
Aptech has grown into an Information Technology behemoth, providing some of the most sought after
qualifications & Certifications in the IT Industry in India & abroad.
Aptech offers a range of IT courses that suit the needs of its customers, covering a vast array of Information
Technologies. These courses are designed in consultation with Industry Professionals, Universities and
colleges and with our strategic alliance with global leaders like Microsoft, Oracle CompTIA and Redhat to
make it truly current dated and relevant thereby helping students realize their aspirations for a career in
Information Technology.
Arena Animation, Asias leader in Multimedia and Animation Education provides students with
comprehensive training in cutting-edge computer graphics and highly specialized and dynamic fields of
Multimedia, Animation, Special Effects, and Graphic Design etc.
Arena Animation offers courses for every individual, ranging from highly intensive career courses, industry
specific professional courses to short term courses, thus opening doors to fantastically new vistas.
APTECH AVIATION & HOSPIATLITY ACADEMY,
Aptech Aviation & Hospitality Academy specializes in providing high quality training to aspirants interested in
making a career in Aviation, Travel & Tourism industry, as well as preparing students for the corporate world.
Aptechs Training enhances human asset quality and productivity, and inculcates business and customer
Orientation specifically attuned to the requirements of any modern industry. This is all part and parcel of
Aptechs professional approach to training, so as to ensure its students receive the best grounding for a highflying career.
Major Markets:
APTECH LIMITED is based in Mumbai with a Global Network of over 1000 centers in 40 countries. APTECH
LIMITED provides comprehensive range of courses in Information Technology, Animation & Multimedia,
Aviation & Hospitality accredited by recognized Universities.
The retail sales brands of Aptech Limited viz Aptech Computer Education, Arena Animation and
Aptech Aviation & Hospitality Academy are managed out of multiple locations (regional offices) all over
the country and from Corporate Office. These locations along with corporate office are responsible for
running Model Centres, providing Marketing, Technical, Academics, and Examinations support to Business
Partners and ensuring Operational and Financial controls across the Network. The technical / academics /
examinations support using technology is provided from the Corporate Office.
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The delivery of Products and Services to Corporate Customers including State or Central Govt. Institutions is
provided through Training Solutions team situated in regional offices with support from the corporate
office.
For overseas centers, all Support & Services are being provided by the Aptech World Wide team directly
from the Corporate Office & Global service support office
Employees (termed as Team Members):
APTECH LIMITED has over 410 employees (i.e. Team Members) located in various offices in India. Owing to
the nature of the business, the work force at Aptech is young, educated and enthusiastic. Almost 65% of the
Employees are technically qualified with a large proportion holding Masters degrees or advanced certification
in their areas of specialization.
Employees (i.e. Team Members) are located in the Company owned Model Centres, the Regional Offices, and
the Corporate Office at Mumbai. There are no bargaining units or unionized employees. The attitude and
willingness to explore and seek challenges makes the key difference for an Aptechite.
Equipment, Facilities and Technologies:
The primary activity of APTECH LIMITED is to Design and Develop courses in areas of Information
Technology, Multimedia and Animation, Aviation and hospitality industry and corporate sector, appropriate
for Customer and Market Segments identified through its Content Production (Technology & Strategic
Planning function) and deliver them through the Training Centres. APTECH LIMITED operates some fully
owned Training Centres, which serve as Model Centres for a large network of Franchised Centres that use
the Companys Brands, Technical Know-How and Support Services to deliver consistent quality of Education,
creating positive reputation by word of mouth.
The Centres have well equipped classrooms, computer practice laboratories and libraries with reference text
books, magazines and e-library. The facilities at our Offices are typical of any modern Office Servers,
Networks, Desktops and appropriate Software and Productivity tools. APTECH LIMITED uses the latest in IT
technologies in the areas of Internet, Client-Server and Databases, Multimedia, ERP as well as Software
Engineering technologies and tools, concurrent with global advancements. Aptechs internal IT infrastructure
and design is primarily aimed at improving service delivery through better quality of decisions at Regional
and Corporate Offices.
APTECH LIMITED has entered into strategic alliances with software and hardware industry leaders and
reputed Universities worldwide. This enables APTECH LIMITED to provide state-of-the-art technologies,
teaching methodologies, and international testing and certifications to the students making them globally
productive.
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Suppliers:
Suppliers are not as critical to the Education & Training business (as they are to manufacturing) since most
of the services are designed and delivered from within. The critical suppliers of APTECH LIMITED are
Publishers / Printers / Hardware / Software Suppliers / Uniform Suppliers and a few Freelance Designers who
work on assigned modules as per acceptance specifications. Evaluation and Selection of regular suppliers is
based on price quoted, quality capability, reliability and dependability, which are evaluated over a trial period
before the Supplier is approved.
Regulatory Environment:
Aptech Limited is not governed by any industry-specific legislation. However the following laws are applicable
to us: Companies Act, Securities and Exchange Board of India Act, Foreign Exchange Management Act,
Consumer Protection Act, Competition Act, UGC Act, SEBI Guidelines for Disclosure & Investor Protection,
Stock Exchange Listing Requirements, Depositories Act, Labour laws etc. The Company abides by the
necessary statutory and legal requirements from time to time. The legal department in the Company
ensures compliance with the applicable statutory laws in force and attends to legal matters on behalf of the
Company.
Other Factors:
The Content Production department of (Technology & strategic planning function), interacts with Industry
Majors and Universities, develops course libraries in various Technology Areas, and researches Tools,
Technologies and Methodologies for On-line publishing. It develops content for delivery through Computer
Based and Multimedia Training, Web or Internet / Intranet delivery and through Aptech's unique Aptech
Learning Unit (ALU) development approach. This approach takes the 'Blended learning' way and includes ILT
and CBT/WBT.
Aptech attributes its growth to the success of its expansion strategy through its large network of Franchise
Centres, set up by individual entrepreneurs termed as Business Partners. Selection of Business Partners is
done with utmost care through documented procedures. The chosen Partners are normally young and welleducated entrepreneurs, with a commitment to Quality and Training, who establish the franchise to its fullest
potential and run the business on a full-time basis. Business Partners are given continuous opportunities to
grow and expand their franchise through new Centres, upgrade the courses offered and Master Franchise
Schemes that enable them to expand their domain and generate additional market share and revenue
stream.
Realizing that the training and education business would get segmented as the IT industry matured, Aptech
Limited decided to address these market segments through focused product offerings under different brands.
The three retail sales brands viz., Aptech Computer Education, Arena Animation and Aviation & Hospitality
Academy operate as independent revenue earning brands headed by an experienced functional Head. We
also have separate revenue earning functions for International & Training Solutions.
The functions like Human Resources, Administration, Management Services, digital solution , Information
Systems, Academics Delivery and Student Development which comprises of Customer care, Logistics,
Network management, Academics Support , Quality and Systems Audit departments support these five
revenue-earning functions.
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The five revenue-earning functions offer different products and services to different customer segments and
market as shown below:
FUNCTION
1. Aptech Computer
Education
PRODUCTS / SERVICES
- Career courses
- Professional courses
- Awareness courses
- School / College education
- Placement assistance for
students
CUSTOMER/ TARGET SEGMENT

- College students, graduates
- Government, public sector
undertakings
- Engineers, graduates
- Working professionals
- Software export companies
for placements
- School / college
- IT companies, Corporates
for placements of students
- College students, graduates
- Schools
- IT companies, multimedia
companies for placements of
students
2. Arena Animation
Career courses
Professional courses
Placements assistance for
students
3. Training Solutions
Integrated training solutions

. Customized
. Standard
Corporates,
State & Central Govt.
agencies
Career courses
Training solution for Corporate
Students in developing
nations
Working professionals,
Corporates globally.
4. Aptech World Wide
5. Aviation & Hospitality

Academy
Career courses
Professional courses
Placement assistance for
students
College students, graduates

Working professionals
Corporate for placements of
students
The Students who join the career course at Aptech Limited centres are interested in jobs-in India or abroad
and in IT, Multimedia & Animation, Aviation & Hospitality industry as well as User Companies. Hence, the
Courses are job oriented and the Sales & Placement function provides Placement support to the students as
an additional service. The Courses that we offer provide for training on the latest technologies and the
Aptech certification at the end of the course has achieved recognition in the job market. Additionally students
can also acquire International and University Certifications through Aptechs numerous alliance partners. For
both training to Working Corporate/ Working Professionals and Students, the delivery of training is an
important process, which is measured through feedback mechanisms which is computed and tracked.
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Strength of Aptech:
The Companys major strength remains in its strong and committed Management Team and its focus on
Customer and Quality.
The Company Leadership has set very clear Mission, Values and an inspiring Vision for all the members of the
organisation.
Mission:
The mission Empowerment through Technology gives a sense of purpose in all its endeavors for
offering Training & Education to all classes of the population and industries.
We strongly believe that Training and Education is going to spearhead development globally and no any
single individual; company or entity is going to remain untouched by this revolution. We also feel that Aptech
has a key role to play in this revolution by bringing Training and Education within the realms of
understanding of every individual and business and empowering them through education. This ultimately
leads to increased productivity and prosperity at Individual, Organizational, Societal, National and at a Global
level.
Values & Beliefs
A core set of beliefs & values guide APTECH LIMITED in its operations and evolution of its strategies
Respect for the individual
Fairness & transparency with members
Creating value through consistent superior performance
Exceed customer expectations
A shared destiny approach
Adhere to societal norms, laws and ethos
These values have evolved over the years and implicitly acted as the guiding principle for all the acts and
policies of the organization. The values of the organization are regularly communicated to all its members
and adhered to in planning and operations by all senior executives of Aptech. Senior leaders are also
sensitized to the need to correct any deviations at the field level through counseling and demonstration
through action. In addition, initiatives like the Key Result Area (KRA) grid for members, Objective Analysis
and Ranking of Members, Alliance reviews with partners, course bridging modules for students and profit
share / award schemes for team members are launched from time to time to reinforce the stated values.
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Vision
To be the preferred Learning Solutions provider globally, delivering superior customer service
for performance enhancement, through World-Class processes
At the end of Year 2002, Aptechs training & education business had evolved from an entrepreneurial led
organization to a SBU level organization, operating in over 52 countries and realizing its vision (outlined in
1996) of becoming a global mega-corp & as a preferred choice of customers in the markets that it operated
in.
In 2003, following are some of the activities that supported our vision of becoming a world-class
organization.
The acquisition of SSI Education,
Re-structuring the organization into a functional set up in order to bring more focus on Products and
Services that meet and exceed customers expectations worldwide
Evolving integrated Quality Management System for the merged entity and
Implementation of eCAS (enhanced Centre Automation System) in all centers.
In 2004, following are some of the activities that supported our vision of becoming world-class organization,
Operation Re-invent
Year of Customer
A New Approach to planning
Innovation
New Businesses
New Products
New Selling Techniques
Process Innovation
Extending HR practices to employees of Network centres
Improved Cash Flow Management
Investor Relations
48 hours books supply
Customer complaints 14 days
Advertising contribution model
Audit, Collections & Automation
In 2005, following are some of the activities that supported our vision of becoming world-class organization.
Discipline
E-CAS-SAP, No deviations, Centre infrastructure
Profitability
Automation, Regulatory targets
Growth Initiatives
Learning Services and Attest

Education Delivery Quality
Faculty, Course material, Integrity of Exams
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Quality Network Organisation
Initiatives from HR, Education Control & Sales teams
Systems & Automation
Daily MIS thru SAP
Improve fund disbursement - Centre Information & Control System (CICS
AWARDS
CEOs Award for Excellence in Leadership
Customer Sensitivity Award
Value Champ (Upholds Values & Beliefs of Organisation)
Variable salary - Stretch Targets
organization,
Cleaning up the balance sheet write-off of non-productive assets and unrecoverable debtors
Discontinuing the Government Institutional business
Prioritised businesses on the following parameters:
Potential
Leadership position
Gross margins
Scale possible
Other initiatives undertaken:
Towards World-Class Education Delivery E-CAS, Faculty, Exams
Fee increase, Brand spends, Placements focus
Acquisition of Avalon and Synergetics
organization,
Strategic Focus Areas Retail
Greater control over delivery of education

E-CAS
Exam Invigilation
E-Projects
Print-on-demand courseware
Happening for international
Retail Portal
Implementation happening in 2008
Strategic Focus Areas Non-Retail

T3 Academy
AICAR Tie-up
Number of Programs Conducted: 47; Total Training Days: 211
Number of Participants attended: 740; Training Man-days: 3069
LS CMMi5
CMMi Level 3 achieved
Trainer Certification, Content for TS
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organization,
Retail Portal - Implemented across all domestic centres

System Audits - Extended scope to include financial audits to arrest financial leakage in system
Delivery of Education - Using Technology as part of new pedagogy (ICAM for Arena and new
methodology for Arena)
Faculty Model - To provide faculty to centres that were lacking good faculty
SAP implementation for order processing and tracking

Strengthening Attest offerings by investing in on-line as well as paper and pencil tests in addition
to off-line tests
Aptech is aiming at becoming a Global Corporation and a world-class organization led by a strong belief that
Training & Education is capable of upgrading the quality of life of individuals and enhances the productivity
levels of Corporations.
organization,
Strengthened the leadership in Animation & Multimedia space through acquisition of MAAC
Entered English language training (largest vocational training segment in India; greater scope in
other emerging markets)
Invested in the high growth regions by forming JVs in Brazil & Philippines
Realigned the retail organization under a COO to create a product agnostic structure and realize
cost synergies
Invested in management capabilities by inducting experienced resources in key leadership
positions
Focused heavily on improving visibility of the brands and corporate communication
Introduced Dual-benefit Degree Programs in alliance with Universities in all the brands
Focused relentlessly on profitability by exiting from non-profitable businesses (for. e.g.

Government ICT projects)
Overhaul of corporate training business model with focus on empanelled trainers and targeting
CEO downwards
Improved the debtor position through focused collection drive and pro-active provision for
doubtful debtors
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In 2010-11 (financial year), following are some of the activities that supported our vision of becoming a
world-class organization,
Global strategic alliance with Microsoft to integrate the licensed Microsoft educational content
in Aptech curriculum
An alliance with Middlesex University, whereby students completing their Aptech Certified
Computer Professional (ACCP) course shall receive advanced entry to the final year of B.Sc.
(Honors) at the London, Dubai or Mauritius campuses of Middlesex University and dual
certification
Launch of many new products to ensure wider product portfolio (e.g. BBA in Mass Media &
Communication in Arena, Game Design & Integration in MAAC, MBA in Aviation Management in
Aviation & Hospitality Academy), meet new demand for short term career courses (VFx Roto
Pro in Arena and 75 Day Smart Professional in Computer Education) and replace the older
version of mainstay courses (ACCP with ACCP Pro and AAASP with AAIP)
Focus on expansion of franchise network across the world (yielded addition of 204 new
centers). For the international market, we followed a three pronged expansion strategy of
length (more countries), breadth (more brands) and depth (more centres)
Focus on public institutions and international expansion for Assessment & Testing Solutions
Implement key account management processes for Training Solutions sales team
Focus on domestic market for Learning Services
Recertification on ISO 27001 standards for Assessment & Testing Solutions
Strategic Focus Areas Common
Rebranding of Aptech covering all brands except Arena and MAAC. Launch and rollout planned
from April 2011 to September 2011
New appointments for EVP Enterprise Business, SVP HR, AVP Alliances etc. to further
consolidate the leadership strength of the Company. Steps were also initiated during the year to
integrate brand-specific manpower into single product agnostic structure for retail business in
alignment with the new corporate brand.
Recertification on ISO 9001: 2008 standards
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Alliances & Partnerships:

Partnership with TRRAIN Foundation to train retail sector employees; pilot launched in a
container classroom at Inorbit Mall in Malad, Mumbai
Signed an alliance with Mahatma Gandhi University to offer Degree Programs in Aptech
Computer Education, Aptech Hardware & Networking Academy and Arena Animation
Signed an alliance with Google for Sub-Saharan Africa for training in Google
technologies (Aptech Computer Education)
Signed an alliance with Scottish Quality Assurance (SQA) for course endorsement (for all
brands except MAAC) in the International market
Renewed alliance with Oracle (including Sun) for the domestic market and signed a new
one for the sub-Saharan Africa region
Formalized a partnership with SAP for training on SAP courses (eLearning and
eAcademy courses) across West Africa
New Course Launch: Professional course Netlink based on hybrid technologies in Aptech
Hardware & Networking Academy; 7-month web development course ACWD in Aptech
Computer Education; 8-month VFx Pro program in Arena Animation; 1-year diploma programs
in Hospitality Management and Travel & Tourism in Aptech Aviation & Hospitality Academy
International Expansion
Expanded our international footprint to Kyrgyzstan, Japan, Rwanda, Maldives and
Poland
1st international centre for MAAC in Vietnam; Arena Animation brand launched in
Nigeria; 1st Aptech Aviation centre signed in Mauritius
Master Franchise signed for Aptech Computer Education and Arena Animation in
Nigeria and neighbouring countries; Master Franchise signed for Aptech English in
Rwanda; Master Franchise signed for IT Training and Aptech English in Japan;
Disinvested 51% holding in Brazil JV and appointed the entity as Aptech Computer
Education Master Franchisee for Brazil
Signed an Agreement with Syntea SA of Poland for investing 500,000 USD in exchange
of 9.09% of their share capital to address the growing Eastern European market
Policy Changes
Changed MAAC accounting policy from 1st July, 2011 onwards to recognize revenue
from new non-degree enrolments only to the extent of royalty, when the money is
collected from students to meet the new Service Tax regulations
Changed the franchise model for Aptech Aviation with royalty reduced from 40% to 28%
and faculties transferred to franchisees to improve the viability of the centres
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Closed/ Franchised 7 Own centres (4 Aptech Computer Education, 1 Aptech Hardware &
Networking and 2 Aptech English) to improve profitability
Assessment & Testing business successfully conducted the first Common Management
Admission Test (CMAT) exam of All India Council for Technical Education (AICTE) for over 70,000
students across 68 centres in the country without any glitches.
In FY2011-12, the Company was focused on development of Subject Matter Expert (SME) pool
and systems for question bank development, which forms the key underlying IP in addition to
the technology architecture.
The Company also entered into a tie-up with London College of Management Studies (LCMS) to
open the first ever Aptech Assessment & Testing Solutions Centre in UK.
Strategic Focus Areas Common/ New Areas
Launch and rollout of rebranded Aptech, covering all brands except Arena and MAAC.
iEnglish, an English Language Training product, launched on Airtel DTH platform through
partnership with Hungama Digital Entertainment Ltd. to target the nascent mEducation market
Integration of examination, performance statement and certificate issuance processes were
launched in the Aptech Retail Portal (ApTrack).

1. New Course Launches
The Company launched multiple new courses across all its brands to address the demand from students
and industry. These are as follows:
Aptech Computer Education
Upgraded courses with latest technology updates Android, HTML5, Design Patterns, Oracle 11g,
Java SE6/7
Smart Professional 75 days Java course with alliance courseware
Application development technologies based STC combo with certifications mapped to Microsoft
App creation for Windows 8 based on Visual Studio 2012, HTML 5
Smart Professional 75 days Open source technologies course
Aptech Hardware & Networking Academy
ACESE with specialization in Cloud & Virtualization
ACSA Pro
Smart Professionals courses for Virtualization, Storage, Security and Wireless Networks
Extended CISCO programs in Routing & Switching, Voice, Security
BSC & Diploma in Hardware & Networking with MGU
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Arena Animation
Upgraded Graphic and Web Design
Smoke Editing
Repurposed Arena Point for smaller towns with 4 programs covering Design, Publishing, Web and
Multimedia
MAAC
D3D (Career course in 3D Animation film making)
SMOKE Editing
Photography course in partnership with Canon
Aptech Aviation & Hospitality Academy
BA in Aviation, Tourism and Hospitality Management
Advance Diploma in Aviation and Tourism
Diploma in In-flight and Ground Staff Services
Aptech English Learning Academy
Composite course of English training and Personality Development (for employability gap among
Engineers and Graduates)
2. Marketing Push
As part of the plan to shore up enrolments and bookings for all brands, major push was given on the
marketing front in FY2012-13, Some of the new initiatives undertaken in various brands are as follows:
MAAC tied-up with the Amazing Spiderman movie and launched a joint TV campaign around the
movie release
New initiative to involve enquiries in Chroma shoot, character design, sketching, etc. for them to get
an actual feel before registration was launched across MAAC centres
Arena Animation produced and released Indias first 3D commercial for the brand across all media,
including cinema halls, which included animated characters called Dudolls. Merchandize for the
Dudolls was launched
Arena jointly produced and released a TV ad campaign in association with the Indian animation
feature film Delhi Safari
Aptech Computer Education pitched Smart Professional and Certification programs to Engineering/
BCA-MCA students by marketing NacTech, Skill app, Yuva scholarship and job fair at college premises
3. International Retail Network
Company has identified International Retail business as its key growth area and is continuously pushing
boundaries for expanding its network. In FY2012-13, there was also a focus on resolving some long
pending issues with the business partners in order to create conducive environment for growth.
The Company entered four new countries - Yemen, Cameroon, Cte dIvoire and Afghanistan
On the breadth front, the Company was able to introduce Aptech Hardware & Networking brand in
Pakistan, Arena in Ghana and Aptech English in Kazakhstan
The Company also signed up a Master Franchise for its Aptech Computer Education and Arena
Animation brands in Nepal
Non-RFF outstanding issue in Sudan, study material income from Nigeria, MF outstanding issue in
Nigeria and Aptech Computer Education MF and Arena MF issues in Pakistan were resolved and a
large portion of the pending cash flow was received.
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4. Focus on Events & Placements
Events are a great way to increase visibility, student engagement, learning and industry interaction. The
Company is trying to evolve a good mix of events with some paid and some free.
Premier among all events was the 10th 24 FPS Awards show organized by MAAC. This year the
format of the awards show was modified by also adding a 24FPS festival for the students. This
edition was organized in partnership with United Nations Information Centre (UNIC) with the theme
Future We Want
MAAC also conducted Art for Smart workshops as a new revenue model
Arena also successfully launched a new national event Orbit Live as an industry-student interface
event. The event saw enthusiastic participation from 270 students (paid) and ~70 industry experts
In FY2012-13, Arena placements increased by 20% and IT placements by 25% over previous fiscal.
This was achieved by expanding the recruiter base with 60 new Arena clients and 110 new IT clients.
Strategic Focus Areas Non-retail

Focus on execution in Non-retail business for the orders already bagged in FY2011-12.
Glitch-free conduct of the Common Management Admission Test (CMAT) 3 exam for over 1,30,000
students across 62 cities, 124 centres in the country over a period of 5 days was the key highlight.
With an average of over 25,000 exams in a single day, this project was the largest such roll-out in
India
The division also won new business from AICTE to conduct Graduate Pharmacy Aptitude Test (GPAT)
in FY2013-14
Aptech Testing was selected as the assessment partner by National Skill Development Corporation
(NSDC) for selecting Indian representatives for the World Skill competition in the Web Design
segment.
The Training Solutions team executed Trainer Touch Program by regularly maintaining contact with
empanelled trainers to ensure retention.
New Initiatives
The Company launched a new product Aptech Learning Ladder (IT & Multimedia curriculum) in the
international market targeted at K12 schools
The Company has invested a sum of US$ 500,000 in Syntea SA of Poland for 9.09% stake. This is
the first time Aptech is exploring a new entry strategy to acquire minority stake in an existing
education company. Syntea SA has launched Arena and Aptech Aviation products in Poland.
In the year gone by Aptech signed an agreement with the National Skill Development Corporation
(NSDC) as part of which the Company would provide job-oriented training in a range of vocations to
meet the growing demand for skilled manpower. As part of the Aptech-NSDC arrangement, the
Company would form a separate SBU to train more than 2.33 million people over 10 years in a wide
array of disciplines that include Banking, Financial Services and Insurance (BFSI), IT/ITeS, Media &
Entertainment, and Organized Retail. Under the agreement, NSDC would also provide a soft loan of
Rs 7.5 crore to Aptech for the skills training initiative. Aptech will set-up up to 500 new centres under
the proposal and plans to provide learning through technology-enabled methods in remote areas of
the country.
Aptech also announced a three year strategic partnership with Universal Knowledge Management
Pvt. Ltd (UKMPL), the training arm of Universal Commodities eXchange (UCX) to provide training to
individuals in the financial services domain. In the initial phase the partners will focus on hands on
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training in the Commodity, Equity and Currency markets. Short term certificate courses, covering the
above mentioned markets are expected to be launched in FY2013-14.
First product launched from the Aptech-Hungama stable was iEnglish, a Hindi to English course, on
Airtels DTH platform. In FY2012-13, the partnership launched its second product on Spoken English
in December 2012 on Airtels IVR platform. The Company also formed Aptech Hungama Digital
Learning LLP to drive this initiative with an initial investment of Rs. 2 lac each, funded by both
parties.

5. Consolidation & streamlining of domestic operations
The integrated back-end team for all the domestic brands of the Company has undertaken many new
initiatives to improve operational efficiency, enhance student experience and streamline processes. Some
of the key initiatives were as follows:
New payment methods including credit card and online payment gateways
Pan India tie-up with placement agency Magna for placement of Aptech students
Updation of centre list for all brands and revamp of centre location information with google maps on
the brand websites
6. Network Expansion in International Retail Network
Expansion of network in the International market has been the key focus area for the Company for last
many years. The Compay follows the Length, Breadth and Depth (LBD) approach for this expansion.
Length refers to the entry into newer countries with no Aptech presence. Breadth corresponds to
addition of a centre from a new brand to an existing country and Depth is growth in network of existing
brand in an existing country. In FY14, the progress achieved by the Company on this strategy is listed
below.
Aptech signed centres in two new countries, viz. Myanmar and Gambia, in FY14. ACE centre was
signed up in Gambia and in Myanmar, the Company signed up ACE, Aptech English and Aptech
Networking centres with the same franchisee. (Length)
The Company was also able to launch Aptech Aviation and Aptech Networking brands in Ghana, and
Aptech Networking in Afghanistan. (Breadth)
Rest of the expansion majorly happened in the bigger markets of Pakistan, Nigeria and Vietnam. A
total of 34 new centres were signed up by the Company in FY14 as against 23 in FY13.
It also signed up a new Master Franchisee for Arena in Pakistan and Saudi Arabia. An ACE Master
Franchisee was appointed for the Nigerian market.
7. International Retail Projects
With the increasing focus of the world governments and international organizations on skill development
in the light of high youth unemployment in many countries, Aptech has decided to concentrate on the
opportunity presented by such projects (usually sponsored by multi-lateral institutions such as World
Bank, etc.). This has been identified as a key growth area for the International Retail business, and as a
strategy would accrue to additional benefits in terms of increased brand presence, leveraging of existing
retail centres and seeding of new network. Some of the early successes for the Company in this regards
were
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The roll-out of Aptech Learning Ladder in Nigeria across 84 public schools. It also received an order
to develop content for these schools.
Similarly, the Company bagged an order from Ministry of Communications & IT, Afghanistan to
deliver skill development training in the Hardware & Networking domain to their nominees.
Traditional projects business of Indian Technical and Economic Cooperation (ITEC), a programme run
and fully funded by the Government of India, also performed well in FY2013-14 with Y-o-Y growth of
11.4%.
8. Partnerships
Partnerships are a great way to increase student value proposition, visibility and positive brand
associations. The Company is trying to add a good mix of partnerships in addition to those with Tech
companies.
24FPS was conducted in partnership with United Nations Information Centre (India & Bhutan) with
the theme My World 2015.
Arena partnered with Certiport, a test delivery solutions provider, to determine Indian
representatives at the Adobe Certified Associate (ACA) World Championship 2013
Arena conducted Perspective seminars in 8 cities to launch Middlesex tie-up
Distance learning degree product in alliance with Middlesex University (MDX) was launched in some
international markets
New Aptech English courses designed by Middlesex University were released in some of the
international markets
The Company has also tied-up with Sony for its Virtuoso Language Lab product to be used at Aptech
English centres
Strategic Focus Areas Non-retail

Aptech Assessment & Testing division is the clear focus area for the Company in the Non-retail space.
The Company has endeavored to win large high stake roll-outs and boosted its execution capability to
handle such projects. Some of the large scale high stake executions important for the Company were as
follows:
The most important of the high-stakes large-scale rollouts executed by the division include Common
Management Admission Test (CMAT) and Graduate Pharmacy Aptitude Test (GPAT) entrance exams.
In FY2013-14, there were a total of 3 roll-outs for CMAT in May 2013, September 2013 and February
2014. The number of GPAT roll-outs were 2. Total number of test takers who appeared for these two
exams over the entire year was nearly 250,000.
Successfully executed tests for Union Public Service Commission
Mock tests for GATE exam for a Test Prep institute
Pilot computer aided testing for Science Olympiad Foundation
The Company kicked-off Project Game Changer in Nov 2013 for its own Test Engine Development with
KPIT Cummins. This will help the Company achieve scalability and reduce reliance on 3 rd party software.
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New Initiatives
Aptechs focus in FY14 was on strengthening and scaling up the new initiatives launched in previous
years.
For its partnership with the National Skill Development Corporation (NSDC), the Company has
developed and launched dedicated NSDC courses under its Aptech Computer Education and ARENA
Animation brands. It also developed courses aligned to respective National Occupational Standards
for ITeS and BFSI sectors under the NSDC Star scheme. The necessary modifications in the
Companys systems and processes have been implemented to accommodate the NSDC specific
business model.
Under the Companys partnership with Trust for Retailers and Retail Associates of India (TRRAIN)
foundation for training people in retail management, both the partners worked on developing courses
in Retail management in alignment with the National Occupational Standards for the sector and
launch courses under NSDC Star scheme. The Company also executed multiple training batches for
store staff, sales teams, distribution teams, etc. for many leading companies. The total number of
participants trained exceeded 500 during the year. It is also developing training content for people
with disabilities in conjunction with TRRAIN. The content covers subjects like Computers, English,
Soft skills/ Life skills and Retail. The courses are expected to be launched in FY2014-15.
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Communication of Mission, Values & Vision
Mission, Values & Vision are shared by the senior leaders with the members through conduct of open houses.
These sessions are used for sharing the Organizations performance, strategies & goals. APTECH LIMITED
uses posters & other communication devices for display & overt sharing of its mission, values & vision.
Mission, Values & Vision are sublimely re-in forced during different review meetings through evaluation of
contribution of performances & suggestions towards these.
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Section 3.2
FOREWORD by CEO & Managing Director
I firmly believe that the prime mover behind APTECH LIMITEDs current leadership position in the Training &
Education industry has been our relentless pursuit of excellence through innovation and quality.
The truth behind the above is evident in the fact that our Education Support activities conform to ISO
9001:2008 quality standards, which provide the framework for our continuous improvement projects.
We are committed to our customers through our commitment to our values, which act as the guiding
principles in our endeavors.
In this continuous journey towards excellence we rely heavily on our motivated teams at all levels and our
committed Business Partners who continue to inspire us and scale new heights of achievements.
This Quality Manual is the exclusive property of APTECH LIMITED, and shall not be photocopied or
reproduced in any other form without the prior consent in writing from the undersigned.
I have authorized this Quality Manual.
Ninad Karpe
CEO & Managing Director
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Section 4
QUALITY MANAGEMENT SYSTEM
4.1
General requirements
Aptech Ltd. has clearly defined processes towards delivering Product and Service quality considering the
needs & expectations of its Customers, Investors and Members. The processes are categorized into
Organization Processes
Business Processes
Core Processes
Support Processes
Organization Processes pervade throughout the Organization at Corporate level, Regional and Center
level. It consists of
Planning
Human Resources
Information & Analysis
Business Processes are the growth engines for the Organization driving the organization towards Customer
Satisfaction and Business Results. It consists of
Franchising
Course Design
Customer Acquisition
Course Delivery
Placements
Core Processes of Course Delivery, Training to the Faculties and Receiving of Feedback from the Students
are performed at 3 levels i) Center level ii) Regional Office level and iii) Corporate Office level
The Core processes at the Centers Level are:
Pre-Sales (Counseling)
Registrations
Course Delivery
Placements
The Core processes at Regional Office Level are
Sales & Marketing Support
Training for the Counselors
Sourcing of Placement leads and Placement Support to Centers
Review of performance of Centers supported with an action plan
Reviewing non-conformities identified by Systems auditors against every center and supporting
Centres to implement corrective actions.
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The Core Processes at Corporate Office Level are
Training of Center Faculty
Trainer Certification
Student Certification
Technical / Academics Support and delivery to Centers
Anticipating Technology Trends and Directions
Placements Support
Analysis of information and reports received from Regions
Marketing Strategy, Annual Plans / Budgets and Feedback to Regions
Advertising and Public Relations
Training Methodology
Product Design
The Support Processes are the ones that support the Organization Processes, the Business Processes &
the Core Processes.
They are:
Human Resource
Administration
Management Services
Logistics Outsourcing and Supplier Management
Information Systems
Customer Care
Academics Support
Internal Quality Audits covering departments / functions in Corporate office & Regional office
Systems Audit of network centres
Network Management
Management treats data as a fundamental resource for conversion for information and the continual
development of the organizations knowledge. This helps to make factual decisions. The organization has a
strategy in place for
Identifying its information needs

Identifying the connectivity and automation needs
Conversion of information to knowledge of use to the organization
Use of data, information and knowledge to set and meet its strategies and objectives
The above can be seen through implementation of Portal, OES (Online Examination System), and SAP for
Logistics, Human Resource and Management Services processes.
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Marketing Plan and Activity
1.a.
Market condition feedback
1.b
Industry requirement
Marketing Plan
2
3
Drawing Marketing Plan:

1. Advertising Plans
2. Product Positioning
3. Operation Document
Support agencies
4
Artwork Design &
promotional material
Legal, Business Head

Approval
On Approval
Marketing promotion material

finalized
5.a
Brochure
Yes / No
5.b
6
Training to counselors and RO.
Implementation tracker
for key campaigns
If no
Regional Office:
1. Distribution of artwork to centre
2. Local campaign planning with
centre w/wo RO
10.a
PO Generation
Indent for Brochure
Centre
Marketing
Plan and
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Content Design and Productivity Activity - eBooks
Results of
Marketing Research
(if conducted)
Feedback available
/ Gathered
Industry Experts
1.a
1.b
Suggestions /
Feedback from
NPC
1.c
1.d
I.
Course
curriculum
Design +
Conduct
& Deliverables
Plan Drawing
2
3b
Print requisition
Drawn up Plans
1.
2.
3.
4.
5.
Curriculum Design
Output Profile of the student at the end of each semester / year
List of Deliverables
Detail TOC / Depth of each Topic
Detail schedule of conduct
Logistics
3a
II.
Technical
Briefing &
Trainings
(if required)
OV Team
4
Territory Academics Head and Team
V.
Dispatch
of Indent
5
III.
Technical
Briefing &
Trainings
CENTER
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Intimation
Placing indent of material

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IV.
Placing
Requisition
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Centres Interaction with Various Departments
VI.
Requisition of
PS / Cert
processed and
despatched
6.
I.
Enrollment
Process
Technical Support
Students
1.
Center
Automation related Help /

Queries
M
Sa ark
les eti
Su ng
pp &
or
t
Regional
S & P Head Sales &
Marketing
Automation
support team
in Academics
Logistics
Team
Logistics
Head
II.
Requisitoion
for
Deliverables
III.
Processing
and despatch
of requisition
IX.
Faculty Approval
and Training,
Feedback, and
Monitoring
Academics
VIII.
Feedback,
Reports / Details,
Support
Requirements
ViI.
Distribution
of PS and/or
Certificate
4
IV.
Education
and
Examination
Process
Students
Academics Head
Delivery /
Recourse
5
V.
Result
Preparation and
requisition
sending
Note :
Process VIII and IX is continuous ongoing
activity / process.
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Customer Care Cell
Customers
1.a.
1.b.
Grievances
Grievances
Students
Customer Care Cell

1. Ensuring Customer Satisfaction
2. Interacting with respective process
owner.
3. Redressing customer grievances
2
I.
Informing to
Process
owners
IV.
Closure
Process
II.
Gathering
information
II.
Gathering
information
5
3.a.
Process
Owners
3.b.
III.
Activities
leading to
Closure of
grievances
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The Top Management provides the resources required for efficient and smooth functioning of the Quality
Management System.
The Business Processes and Core Processes are reviewed and monitored on key performance parameters
such as number of students enrolled, new centers opened, new products introduced, students placed etc. in
the Monthly Operations Review meetings. The process owners for the key processes are identified and their
responsibilities are defined.
4.2
DOCUMENTATION REQUIREMENTS
4.2.1
GENERAL
Aptechs Quality System is defined as Organizational Structure, Procedures, Processes and Resources needed
to implement quality management.
Responsibility and Authority
Management Representative is responsible for setting up and ensuring implementation of the quality system
with the active support of the personnel at all levels of the Organization and is authorized to ensure that the
quality system is being implemented effectively.
Quality System documentation:
Quality System documentation consists of the following:
1. Quality Manual: which is a document stating the Customer Policy and describing the Quality
Management System of the Organization,
by structuring to satisfy the ISO 9001: 2008 Standards

by making reference to Quality System Procedures
2. Quality System Procedures:
as explained later in this Section.
3. Work Instructions:
4. Controlled Documents:
5. Quality Records:
Quality System Procedures:

The Quality System Procedures are the specified ways to perform an activity. It documents all the functions
and activities that affect the quality of the service rendered to the Centers, its Students and clients. The
documented procedures and instructions are detailed in the following manuals:
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The MARKETING PROCEDURE MANUAL (ACE & ARENA)
Provides for Market Research to be carried out, which acts as an input to CONTENT DESIGN for finalization
of a curriculum. It also provides for Marketing Strategies, Promotional Material, Advertising and Campaigns.
The MARKETING PROCEDURE MANUAL (International)
The CONTENT PRODUCTION MANUAL
Deals with finalizations of the curriculum, developing the courseware, providing for Education Guidelines (i.e.
Presenters Manuals) to the academics dept. & logistics dept., which in turn disseminates to Centers and its
Students.
The SALES PROCEDURE MANUAL (ACE & ARENA)
Deals with process of arriving at Annual Business Plan for Retail sales domestic process of supporting
Network Centres through / Regional & Area Sales Heads and reviewing performance of network centers.
The PLACEMENT PROCEDURE MANUAL (ACE & ARENA)
Deals with sourcing placement opportunities for students enrolled for the courses which offer placements
assistance as part of the course.
The SALES PROCEDURE MANUAL (INTERNATIONAL)
Deals with process of arriving at Annual Business Plan for Retail sales international, process of supporting
Network Centres through / Regional & Area Sales Heads and reviewing performance of network centers.
The NETWORK PROCEDURE MANUAL:
Deals with identifying Business Partners and extending all necessary support to the Business Partners in
terms of renewal, change in locations, partners etc. and closing of centers etc.
The LOGISTICS PROCEDURE MANUAL:
Deals with Printing of Course Material / Brochures / Promotional Material, Planning of Stocks & supply of
material to the Centers.
The ACADEMICS OPERATIONS PROCEDURE MANUAL: (Domestic & International)
Deals with providing of course conduct details, monitoring mechanism of course conduct and Training for
Faculty and the process of Faculty Certification. Also deals with mechanism for assessment of Students
thorough exams, design of test papers and issuance of certificates & performance statements for the same.
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The CUSTOMER CARE PROCEDURE MANUAL:
Deals with process of handling and resolving customer grievances, queries, collating student feedback
received from centres and providing analysis to the stake holders.
The TRAINING SOLUTION PROCEDURE MANUAL:
Deals with process of converting an enquiry from Corporates including State & Central Govt. institutions in to
an Order and process of executing such Orders.
The SYSTEMS AUDIT PROCEDURE MANUAL:
Deals with process of auditing network centers to verify the adherence level to Systems and Procedures by
the centers and process of follow up with Regional Sales team & Corporate Office team for implementation of
corrective actions in Centres.
The HR PROCEDURE MANUAL:
Deals with process of recruiting competitive manpower, process of Training and development, process of
performance management and process of separation.
The ADMINISTRATION PROCEDURE MANUAL
Deals with process of recruiting competitive manpower, process of Training and development, process of
performance management and process of separation.
The INFORMATION SYSTEMS PROCEDURE MANUAL:
Deals with evolving and implementation of automated systems in corporate office, Regional offices and
Network Centers
The INTERNAL AUDIT PROCEDURE MANUAL:
Deals with process of monitoring continuous improvement in QMS (DQS) of different functions through
conduct and management of internal audits.
The Sales Manual - Aviation:
Deals with process of arriving at Annual Business Plan for Retail sales domestic process of supporting
Network Centres through / Regional & Area Sales and reviewing performance of network centers.
The Marketing Manual Aviation:
The Academics Manual Aviation:
Deals with providing of course conduct details, monitoring mechanism, mechanism for assessment of
Students and design of test papers for the same. It deals with Training for Faculty and the process of Faculty
Certification.
The Placement Manual Aviation:
Deals with sourcing placement opportunities for students enrolled for the courses which offer placements
assistance as part of the course.
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The Program & Content Manual Aviation:
Deals with finalizations of the curriculum, developing the courseware, providing for Education Guidelines (i.e.
Presenters Manuals)
FORMS and FORMATS:
The various FORMS to be used have been explained and FORMATS are given in the respective Procedure
Manuals.
Quality Planning:
Quality Planning explains how the requirements for quality will be met, as per the documented system.
Our documented Quality System Procedures explain the various Process Flows, Quality Checkpoints and
Acceptance Criteria, as given in the respective Procedure Manuals.
Work Instructions:
Work Instructions are the documents, which define how an activity is performed. At times it is not possible to
give all the minute / micro level detail in the procedure. In such instance the respective departmental Heads
at Head Office / Regional Office may issue local work instructions to define how an activity is performed,
based on the Quality System Procedures.
The same are under document control as explained in Section 4.2.3
Controlled Documents:
A Controlled Document is defined as that document in which the data gets changed from time to time with
the addition of new data and deletion of outdated / obsolete data. The data / contents of the controlled
document is changed by an authorized personnel only.
Quality Records:
Quality Record is defined as a document, which is filled with data that does not change. It furnishes objective
evidence of activities performed or results achieved.
Master List of Documents:
Master List of Documents comprise of the following:
List of Manuals
List of Work Instructions being followed
List of Controlled Documents
List of approved Suppliers related to the Department / Function (as applicable).
Department Head ensures that a Master list of Documents (as applicable) is being maintained clearly
indicating the following factors.
Authorization status of the Issuing & Approving Authority
Effective date
Revision number
Filing system (as applicable)
Issued By :
Issue Date
: 01/07/14
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QUALITY MANUAL
What are Education Support Services?
Our Business process for Education Support is interpreted as Services.
The Services Comprise:
SALES
- PLACEMENT
MARKETING
- CONTENT PRODUCTION
LOGISTICS
- ACADEMICS OPERATIONS
NETWORK SUPPORT
- SYSTEMS AUDIT
CUSTOMER CARE
This is the Support provided to every center for products / brands.

The Regional Office is an extension of corporate office for the purpose of providing Support Services to our
Customers.
The Model of ISO 9001:2008 for Education Support Services has been adopted by the company because the
supply of our Products and Services to our Customers, pass through the following four stages as explained
below:
Design & Development
We Design our own products & services. For Example the Content Production Department of our Company
designs the Courses for the Students.
Production
We arrange printing / replication of Courseware, Manuals, Technical Know-How Material, and Performance
Statements etc. through our suppliers & provide it to Centers.
Installation
We set up Computer Education Center of ACE, ARENA and AVIATION and transfer the technical know-how to
the Centers.
Servicing
The same is done through Technical & Academics support and Placement Support.
Issued By :
Issue Date
: 01/07/14
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QUALITY MANUAL
AUTHORITY TO ISSUE & APPROVE QMS (DQS) OF VARIOUS FUNCTIONS
Quality System Manual under ISO
9001 system
Issuing Authority
Approving Authority
Quality Manual
Management
Representative
CEO & MD
Marketing Procedure Manual AA
Head Marketing
COO
Marketing Procedure Manual - AV
Head Marketing
COO
Marketing Procedure Manual - INT
Head Marketing
Head International
Sales Procedure Manual - AA
Sales Procedure Manual - AV
Sales Procedure Manual - INT
Sales Head
Head International
Placements - AA
Placement Head
COO
Placements - AV
Head Placement
COO
10
Content Production Procedure Manual
Technology Head
CSO
11
Program & Content Procedure Manual
Technology Head
CSO
12
Network Procedure Manual
Network Head
13
Logistics Procedure Manual
Logistics Head
14
Academics Operation Procedure Manual
Head Academics Delivery

& Head Academics
Support Head
COO & Head Student

Development
15
Systems Audit Procedure Manual
Head Systems Audit
Network , Audits &

Customer care Head
16
Training Solutions Procedure Manual
Head Training Solutions
Head Enterprise Business
17
Customer Care Procedure Manual
Customer Care Executive
Network , Audits &

Customer care Head
18
HR Procedure Manual
Manager HR
Head HR
19
Administration Procedure Manual
Manager Administration
Head Administration
20
Information Systems Procedure Manual
Head Infrastructure &

Head S/w development
Head Technology
21
Internal Audit Procedure Manual
Manager - Audits
Management
Representative
22
Academics Operations (International)

Procedure manual
Sr. No.
Issued By :
Issue Date
National Operations
Head
National Operations
Head
COO
COO
Head Student
Development
Head Student
Development
Head International
: 01/07/14
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QUALITY MANUAL
4.2.2 QUALITY MANUAL
The Quality Manual explains:
The scope of the quality management system Ref. Page 5 in this document.
The permissible exclusions Ref. Page 5 in this document.
The documented procedures established for the quality management system ref. Individual
procedure manuals, the brief description of each is given in page 25 & 26 , and the interaction
between the processes of the quality management system
Edition History of the Quality Manual:
Edition
No.
Issue
Date
1
2
01.07.93
19.10.95
Effective
Date
01.07.93
01.11.95
01.02.96
15.02.96
15.10.96
01.11.96
15.07.98
01.08.98
15.04.99
01.05.99
Issued By :
Reasons for change
Not applicable. New documented system implemented.

Total no. of amendments exceeded ten.
To conform to ISO 1994 Standards.
Reference to Procedure Numbers of other Procedure
Manuals got changed in view of conforming to 1994
Standards.
Company Name got changed to APTECH LIMITED.
Quality manuals made common for all the Education
Products of the company.
Changes in organization structure to represent current
policies of the company.
Responsibilities for new roles defined.
Responsibility and Authority of existing roles modified in
line with the revised organization structure.
Contents of the manual being organized clause wise
Quality Policy of the organization redefined.
There are changes in the Organization Structure at
Corporate Office and Regional Office level.
Product Asset International removed from the scope
of the documented system.
Writing of Manual no. on individual pages dropped.
Changes in Header and Footer of all pages.
Cross Reference to various procedure numbers removed
from the body of the text and given at the end of
manual as an enclosure.
Approving authority signatures on individual pages
dropped.
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: 01/07/14
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QUALITY MANUAL
Edition
No.
7
Issue
Date
01.10.99
Effective
Date
16.10.99
21.01.02
28.01.02
30.08.02
02.09.02
10
11.12.03
18.12.03
Issued By :
Reasons for change

Changes in Header to depict AT & E (SBU).
Company Profile has been rewritten by giving the current
scenario.
Form on Summary of Customer Complaint modified to
incorporate cycle time for closure.
There are changes in the Organization Structure.
Division wise structure is depicted.
Responsibility and Authority of key personnel depicted.
Functional Role of Location Head of Aptech Computer
Education has been renamed as Regional Head.
AT & E (SBU) Head is the Approving Authority of the
documented Quality System.
Changes in Organization Structure specific to certification
Removal of SBU
Revamped process of recording complaints & analysis of
the same
Summary of Customer Complaints removed
Change from Quality Policy to Customer Policy
Change in Mission / Vision / Values
Removal of ASSET from Section 2.1
Updation in number of centers and Employees
Introduction of Divisional Management Representative
role
Removal of Assistant Management Representative role.
Removal of Quality Steering Committee
Introduction of EBC
Manual made specific to Aptech Computer Education and
Arena Multimedia
Changes in Standards from 1994 to 2008
Change in the name of company from Aptech Limited to
Aptech Training Limited, and back to Aptech Limited
The business operations divided into two SBUs of IT
Education and Arena Multimedia
Technical / Academics support improved through
technology, and the operations are being moved to the
Corporate office at Mumbai
The focus of the Regional / Zonal offices is being
changed to Sales and Placements
Changes in Organization structure
Inclusion of SSI brand under Aptech
Quality Planning for QMS included
Change in Customer / Quality Policy
Company level Quality objectives changed
Authority w.r.t. Quality changed for different levels
Institutional sales process added
Retail sales process shown separate from marketing
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: 01/07/14
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QUALITY MANUAL
11
01-06-04
01-06-04
12
01-06-05
01-06-05
13
01-06.06
01-06-06
14
01.07.07
01.07.07
Issued By :
Operations & Systems audit process added

Current practice of reviews documented.
Changes in the organization structure
Company level quality objectives changed.
Sales & Placement manuals merged in to one manual
Separate Sales & Placement Manual for Arena
Separate Marketing Manual for Arena
Separate Marketing Manual for ACE/SSI
Separate Marketing Manual for International
Design Head & Head Project & Research this role has
been merged into Head Content Production
Vision 2004 milestones achieved documented
Organization Structure updated
Head Marketing & Corporate Communications role
removed
Head Operation role redefined to Education Delivery
Control & Quality
Printing of Question papers, procedure removed
Divisional / zonal structure changed to functional
ACE / ARENA Sales & Placement Manual merged as one
ACE / ARENA Marketing Manual merged as one
SSI manual made separate for Sales & Placement
Updating of industry specific legislation applicable
Bhubneshwar region removed , and Baroda region added
Registered office tel. Fax nos.updated
No of employees updated
Presence in number of countries and centres updated
Institutional sales rechristened to Training solutions
Research & Development centres changes to Content
Production Learning solutions function
Activities done in 2005 in line with Vision updated
Marketing and Sales Manual of ACE / ARENA / SSI made
common
Availability of DQS on site updated, removed Cd based
DQS
Data storage , replaced floppies with server
Customer Policy objective changed to Quality objectives
Head Sales & Placement common for ACE / ARENA /
SSI
Organization Structure updated
Corporate communications guidelines updated
Critical success factors replaced with Productivity
Parameters
Issue & Effective dates changed from 01/06/06 to
01/07/07, Issue No. changed from 2 to 1 and Edition No.
changed from 13 to 14
Suitable changes made throughout the manual to remove
SSI brand name which has been discontinued w.e.f.
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: 01/07/14
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January 1, 2007
In Section 3, under definition of organization the words
and has two Brands viz., Aptech Computer Education
and Arena Multimedia have been discarded.
The paragraph under Other Factors on page 10 has
been updated to reflect the current status as defined by
the Content Development dept.
Replaced IT with Training and Education under
description of Mission.
Address of Registered office changed from Elite Auto
House to Aptech House office.
Added the address of Global support service office at
Champion Seals compound.
Included details of services provided from the Global
support service office in the manual wherever applicable.
Shared Destiny under Values & Beliefs changed to A
shared destiny approach
Vision statement changed from To be the preferred
Global Learning Solutions Provider, through world-class
processes, that enhances customer performance to To
be the preferred Learning Solutions partner globally,
delivering superior customer service for performance
enhancement, through World-Class processes
Included a list of activities completed in 2006 towards our
vision in becoming a world class organization
Content Production Procedure Manual changed to
Learning Services Manual
Issuing authorities of Sales & Placement Procedure
manuals, Domestic as well as International, changed to
Global Retail Head
Issuing authority of Network Procedure manual changed
to Network & Audit Head
Approving authority for Systems Audit manual changed to
Network & Audit Head
Deleted the following points:
o For regional offices, the same is provided through
CDs and loaded in the server if N/w is available
o If DQS is provided through CD, the user needs to
open the index.html file, which will open an HTML
page (HOME PAGE).
Updated Quality Objectives with current data
Added Customer care under EDCQ function
Organisation chart updated to include Avalon Academy
and Synergetics
Heads of Sales & Placement (ACE, ARENA &
International) changed to Global Retail Head where ever
applicable.
Roles / Responsibilities and Authorities of Academic
Issued By :
Issue Date
: 01/07/14
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QUALITY MANUAL
15
01.06.08
01.06.08
Issued By :
Heads of Individual Brands changed to Roles /

Responsibilities and Authorities of TAHs, RAHs and AH as
per the restructuring of roles and responsibilities in the
Academics dept.
The two points under section 5.6.1 i.e. Weekly Sales
Review is done by reviewing the various Weekly Reports
received from functional heads/ department heads. and
Weekly Review with Supporting functions (EDCQ,
HR, Management Services & Information Systems) to
monitor the progress made by them w.r.t. action plans
decided during monthly operations review. have been
removed from the responsibilities of CEO & MD.
Added the following under section 5.6.1:
o Reviews conducted by Functional Heads are
grouped under the following:
o Weekly Reviews are carried out by the Functional
Heads for their respective departments to monitor
the progress made by the HODs w.r.t. action plans
decided during monthly operations review.
Faculty Approval process has been updated to reflect the
current process.
Paragraph and process on Kernel (Currently for ACE
brand centers) discarded
Paragraph and process on Cream Student Tracking
(Currently for ACE brand Centres) discarded
Added a Paragraph and process on Resolving Technical
Queries instead of the above two processes.
Added a Paragraph and process on Enhanced Centre
Automation System (eCAS)
Added a Paragraph and process on Faculty Training
Added Overall responsible for Customer Care Department
functioning under Role & Responsibility of Management
Representative
Page 9 , Number of employees updated
Page15,activites that supported our vision of becoming
a world-class organization for 2007 updated
Page 45, changed SSI to Ace
Page 46, organisation structure included N-Power &
Internet Services
Page 48 & 49 Responsibility & Authority of Global Retail
head updated
Page 50,Responsibility & Authority of EDCQ Head
updated
Page 52,included N-Power , Attest & Avalon
Added a paragraph on Portal under Upload of MCCRs.
Added Use of Faculty Model under Role of Territory
Academic Head.
Details of Faculty Model added under section 1.16 of the
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: 01/07/14
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QUALITY MANUAL
16
01.06.09
01.06.09
17
01.07.10
01.07.10
Issued By :
Quality Plan.
Page No. 8 Aptech Computer Education No. of students
trained updated to 5 million.
Addition of Avalon Academy in Manual
Pages 8 & 9 - Updation of number of employees
Page 16 Activities that supported our vision of
becoming a world class organization for 2008 updated
Page 50 - Change in organization structure ,
Organization structure revamped
Corporate communication role outsourced
Page 17 - Message for CEO & Md , updated
Page 53 - Internal Systems Dept. name changed to
Information Systems Dept.
Updated ISO 9001:2000 stds to ISO 9001:2008 stds
Page 71 clause 7.3.6 updated = courseware content ,
installed offered
Page 4 Quality Plan updated
Page 45 - Regional Sales & Placement Head changed to
Regional Sales Head
Page 28 Avalon manuals included under QMS
Page 47 - Quality objectives updated
Page 51 - Head HR & Admin. Changed to Head HR
EDCQ IS and Head Administration.
Page 61 inclusion of APTALK internal communication
channel
Due to restructuring in the organization, EDCQ has been
renamed to Student Development -SD and Content
Production has been included in SD.Page 10 , 11 , 30, 36,
49 & 52
Page 5 - Scope of QMS modified
Page 7, 9 & 12 Arena Multimedia changed to Arena
Animaton
Page 3 Change clause 7.6 device to equipment
Page 12 Worldwide changed to International
Page 16 Activities that supported our vision of
becoming a world class organization for 2009 updated
Page 20 Flowchart of Marketing Plan & Activity
updated
Page 21 Flowchart of Content Design & Production
Activity - updated
Page 25 - Quarterly strategic review has been removed
as MOR is being conducted.
Page 29 Issuing / Approving authorities of manuals
updated
Page 30 Global retail head changed to Domestic Retail
Head
Page 46 - Quality policy changed to Customer Policy and
history wrt the change has also been removed.
Issue Date
: 01/07/14
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Page 47 - MRM to be done alongwith MOR or with CEO &
MD
Page 48 Quality Plan updated
Page 49 Organization Structure updated
Page 50 - HR/IS/EDCQ group role scrapped and
individual roles identified for each function.
Page 59 - roles realigned based on change in
organization structure.
Page 60 Removed QSR
Page 65 Included Portal
Page 86 Changed device to Equipment
Quality Plan updated for HR (Section 2 1.1 & 1.2), CPD
(Section 1 - 1.4) & Academics (Section 1 1.11, 1.12,1.13)
18
01.07.11
01.07.11
Issued By :
Page 2/3/4 Content Page Nos. realigned

Page 8 Updated brief on Aptech Ltd
Page 9 Updated no. of students trained from 5 million
to 6 million students
Page 9 Updated strategic alliance, deleted SUN &
Oracle and added Red hat.
Page 10 Updated no. of employees to 490 and added
e-library
Page 16 Activities done in 2010 -11 (financial year)
Page 24 Added word clients
Page 28 deleted line that Mngt. representative will
maintain an index of all documents sent out to users as
soft copies. Not required as DQS is updated on web.
Rephrased the sentence on support provided to centres
in turn to student
Page 29 Added AVALON under write up on Installation
Page 30 Replaced word Different with Various
Page 30 Replaced ZSH with OSH. ISPM Issuing
authority changed to Manager IS and approving to Head
IS
Page 47 Replaced Non IT training with Training
Solutions
Page 51 Head Student Dev. audit norm changed from
one in a qtr to norms specified by mngt.
Page 51 Head Student Dev. Authority : Replaced
change to costly mode to any other mode
Page 55 Head N/w authority - brand names have
been replaced by retail network centres.
Page 59 & 60 Replaced brands with Retail
Page 61 replaced the word Vast organization to the
organization
Page 61 Replaced brands with Retail
Page 67 Deleted eCAS under Infrastructure
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: 01/07/14
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Page 76 / 77 & 79 added HOD wrt responsibility
besides FH
Page 79 Word floppies has been changed to CDs/Dvds
Page 80 ABP input for logistics replaced received from
centres to sales team & corporate office.
Page 80 Brands ACE/ARENA changed to retail.
19
20
01.07.12
01.07.12
1.7.13
1.7.13
Page 5 changed Avalon to Aptech Aviation &

Hospitality Academy
Hospitality Academy
Page 8 updated No. of employees from 490 to 450
Updated write up on Aptech and its brands
Hospitality Academy
Page 10 updated No. of employees from 490 to 450
Page 11 removed word department after Information
system
Page 17 updated activities for 2011-12
Hospitality Academy
Hospitality Academy
Page 31 changed approving authority from Head aviation
to COO
Page 41 changed manual name from Avalon to
Aviation
Page 49 Updated quality objectives
Page 51 Change in Organization structure
Page 53 Role of Head student development updated
Page 55 deleted Aviation Head Role
Page 56 Head N/w role updated
Page 58 Zonal Sales head - brand names deleted
Page 59 Regional sales Head brand names deleted
Head marketing Avalon changes to Aviation
Page 60 Academics head Avalon deleted
Page 61 TAH Deleted brand names
Page 62 RAH Deleted brand names
Page 64 weekly reviews updated
Page 75 deleted word Avalon
Page 76 deleted word Avalon
Page 82 removed word Avalon
Issued By :
Academics Support and Delivery department roles

clarified throughout the manual
Page 3 & 72 clause 6.5, 6.6 , 6.7 deleted
Page 7 Customer care added to definitions in organization
and services
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: 01/07/14
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Issued By :
Page 10 - No of employees updated to over 410

Page 10 - 11 Content Development Dept. removed from
Student development Function and has been put under
Technology and Strategic Planning Function
Page 11 Departments supporting the 5 revenue earning
functions redefined
Page 14 Vision statement word partner changed to
Provider
Page 19 - Activities that supported our vision of becoming
a world-class organization for the year 2012-13 updated.
Page 25 clause 4.1 updated
Page 26 Support process redefined and finance and
accounts changes to management services
Page 32 manual listing realigned with current order
Page 35 Customer care added to support services
Page 36 Issuing and Approving Authority of various
procedure manuals updated
Page 36 Approving authority of Content Development
changed from student development to Technology and
Strategic Planning
Page 45 onwards- listing of changes made in manual to
edition 20
Page 48 HR & Administration manual separated to two
manuals
Page 55 added outsourcing of PS and cert printing in
academics support function
Page 55 - Quality Plan updated
Page 56 - Quality objectives updated
Page 57 - Organization Structure of Aptech Limited
depicted at various levels has been updated
Page 48 & 57 Placement word removed from Sales &
Placement Manual international , ATTEST removed
from list of various functions
Page 58 - Organization structure updated
Page 58 - International Head merged with Enterprise
business Group
Page 58 - Digital Solution and Learning services function
changed to Technology and Strategy Function and roles
defined
Page 59 onwards : Only Management roles retained in
the manual, rest all put in respective manuals e.g.
Logistics , sales , placements , customer care ,
administration , marketing
Page 62 - National Operations Domestic Head role
introduced
Page 65-66 Academics Dept. roles updated
Page 82 clause 7.4.1 updated
Issue Date
: 01/07/14
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21
1.7.2014
1.7.2014
Issued By :
Page 22 Activities that supported our Vision updated for

2013-14
Page 29 DFD marketing plan updated
Page 30 DFD Content Design & Production activity
updated
Academic head changed to Territory Academics head
Page 34 Academics Operations Procedure manual
(International) separated from Domestic manual
Page 38 Academics Operations (International) Procedure
manual added to list
Page 48 AOPM(I) Academics Operations (International
Procedure manual) introduced in the list of various
manuals
Page 50 AOIPM included in list of abbreviations being
used for Procedure manuals
Page 58 quality objectives updated
Page 60 Organization Structure updated
Page 68 AH changed to TAH responsibility & authority
changed accordingly
Page 77,90,91 & 103 AH replaced by TAH
Issue Date
: 01/07/14
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QUALITY MANUAL
4.2.3
CONTROL OF DOCUMENTS
The control is applicable to all documents and data relating to ISO 9001:2008 requirements, including, to
extend as applicable, documents of external origin such as standards and specifications.
Responsibility and authority is defined in the respective Procedure Manuals.
The Company has established methods to control the issue, distribution and revision of documents.
a) Approval and issuance of Procedure Manuals:
Respective Functional Heads approve the documents as explained in section 4.2.1.
The documents are released and made available to the concerned users by the Issuing Authority through the
Management Representative (where the same is to be transmitted electronically)
The document is discussed with the users by the respective Functional / Departmental Heads and modified if
required (through the controlled process of document and data changes), to be understood and made
acceptable to the users.
The Functional Heads may issue, Work Instructions to the extent required consistent with the Procedure
Manuals, in order to carry out the laid down procedures of the documented quality system.
The Work Instructions will have the following parameters clearly documented:
Effective Date
Name of the Procedure / activity as documented in the Quality system
Quality Records to be generated with appropriate authorization status.
b) A General Structure of QMS / DQS (Documented Quality System):
DQS is provided via Internet. The user can access DQS by typing the following URL
(http://ftp.aptech-education.com/dqs/index.htm).
On the left hand side of this page buttons are displayed giving the names of the procedure manuals
of different departments. Clicking on any one of these buttons will lead the user to the main page of
that particular manual. Under the heading of the manual sub links are provided, which name the
different procedures being followed for that manual. Clicking on the sub links leads the user to an
HTML page, which contains 2 frames. The upper frame is used for displaying the actual contents of
the Procedure, Activity, Flowchart, Guidelines and Records. The lower frame of the HTML page
displays the navigation buttons for the same.
Issued By :
Issue Date
: 01/07/14
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QUALITY MANUAL
The basic format used for writing procedures for the processes is as given below, however this is a
suggested format, and the process owner can modify depending upon the need and requirement.
It starts as
Objective
Purpose
Scope
Responsibility
Customers
Activities
Inputs
Outputs
Guidelines
- What is the Objective of having this process introduced

- why the procedure is required
- where all it is applicable to
- who is the person responsible for the process and its various activities
- whom all the Process / Procedures cater to
- what are the various activities performed in the procedures
- what are the various inputs for the procedures
- what is the output of the procedures
- what additional detailed information is required for the procedures
The following abbreviations are being used for the various Procedure Manuals.
1.
QM
Quality Manual
2.
MPM (AA)
Marketing Procedure Manual Domestic ACE & ARENA
3.
MPM (AV)
Marketing Procedure Manual Domestic Aviation
4.
MPM (Int.)
Marketing Procedure Manual International
5.
SPM AA
Sales Procedure Manual
Domestic ACE & ARENA
6.
SPM (AV)
Domestic Aviation
7.
SPM (Int.)
Domestic International
8.
PPM (AA)
Placement procedure Manual Domestic ACE & ARENA
9.
PPM (AV)
Placement Procedure Manual Domestic Aviation
10. CPMM
Content Production Procedure Manual ACE & ARENA
11. P&CPM
Program & Content Procedure Manual - Aviation
12. NPM
Network Procedure Manual
13. LPM
Logistics Procedure Manual
14. AOPM
Academics Operations Procedure Manual
15. SAPM
Systems Audit Procedure Manual
16. TSPM
Training Solutions Procedure Manual
17. CCPM
Customer Care Procedure Manual
18. HRPM
HR Procedure Manual
19. APM
Administration Procedure Manual
20. ISPM
Information Systems Procedure Manual
21. IAPM
Internal Audit Procedure Manual.
22. AOIPM
Academics Operations (International) Procedure Manual
Issued By :
Issue Date
: 01/07/14
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All FORMS specified in the Manual, are under document control.
In case a FORM is controlled by a serial no. / colour combination, then copies of the same in the Manual
(hard copies) will have a red colored stamp of SAMPLE ONLY. The user cannot photocopy this FORM. The
Issuing Authority then arranges to provide additional copies of such FORMS for use.
If the FORM is not controlled by a serial number / color combination, then the user may photocopy that
FORM for use.
All the Manuals for convenience are adopting the male gender.
c) Identification of a Controlled (hard) Copy of the Procedure Manual:
All controlled hard copies of the manuals will be identified as :
- A photocopy of the master which has been duly signed by the Issuing / Approving Authority in original
- Carrying a red colored stamp of CONTROLLED COPY on every page (Stamp may be placed in the footer of
the page across the signatures such that readability of any text is not reduced; the stamp must be across
at least some text of the footer)
- Has the Manual No. Correctly identified on the cover page of the Manual as given in the distribution List
d) Issuance of controlled copies of Procedure Manuals:
One controlled (hard) copy of all the procedure manuals (department manuals) would be kept in the custody
of Management Representative.
Three controlled (hard) copies of Quality manual would be prepared. One copy would be maintained by MR,
one each would be handed over to CEO& MD and third party agency (QMS Accreditation body).
Any uncontrolled copies of the procedure Manuals issued for reference, will bear red colored stamp
UNCONTROLLED COPY on every page, and will not be updated with forthcoming amendments.
Whenever an amendment is made in the DQS, for a particular procedure or format, the same will be
incorporated in the electronic DQS by replacing the existing PDF file with the amended one. The amended
PDF file will be uploaded on the HO server. MR will amend the corresponding page(s) in the hard copy of
the procedure manual.
Guidelines for making Amendments for any procedure
The .pdf file/s to be changed is identified by MR after necessary approvals for the changes requested. The
changes are made in the Word document of the respective file/s, which is under the custody of the MR or the
person authorized by him.
The Word Document is then converted into a .pdf file. The DQS is then updated with amended .pdf file.
e) Handling of obsolete documents:
User from point of use will remove the document when obsolete and mark for destruction. The respective
Departmental Heads will arrange to maintain a record of it. The obsolete documents will be destroyed by
tearing / cutting / shredding / recycling / burning, which will be done periodically.
Issued By :
Issue Date
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Any obsolete documents retained for legal and / or knowledge preservation purposes will be suitably
identified and kept separately. It is recommended to place a red colored OBSOLETE stamp on every such
page.
f) Handling of documents received as Policies / Guidelines (hard / electronic copies):
All the documents of external origin such as policies / guidelines will be maintained by the respective
Functional / Departmental Heads. They will be properly identified, indexed and filed. The Functional Heads /
Departmental Heads will ensure that they are updated whenever there are any changes, as received from the
Issuing Authority
Policies / Guidelines received as soft copies will be placed in respective electronic folders. It is important to
take a backup of it. As a ready beckoner, the user may maintain a hard copy of the latest policy
Document and data changes:
a) The process of carrying out an Amendment to Quality Manual & Procedure Manuals
The Change in QM is initiated by MR. Users of respective Procedure manual can initiate the process of
amendment through their respective Functional Head by communicating the changes to MR through e-mail
routed through respective approving authority mentioned in the clause 4.2.1.
MR to verify the affect of changes and follow the guidelines mentioned in 4.2.3.d for carrying out
amendments and issue of updated procedure manual / quality manual.
The record on history of Amendments to the Quality manual is maintained in the same document (Electronic
or Hard copy). For procedure manuals MR maintains the record of Amendments separately in the Hard copy.
The Amended hard copies of the Master are retained for the period of 6 months at least. The MR retains the
obsolete copies and if the obsolete copies are retained for the reference purposes in the respective
departments, the authorization of the MR is being taken for the same. It is recommended that a red colored
OBSOLETE stamp be marked on all such obsolete pages.
b) Type of changes allowed in an amendment to the Procedure Manual
The issue number of the procedure page will have the next serial number whenever that particular page is
changed.
The Edition No. of the Manual will have the next serial No. when there are more than ten amendments
recorded for the manual. However the edition of the manual can be changed to the new edition (even
though the amendments have not been completed) in instances like
A change of internal standards
Change in Company Logo / Name
A change is such that every page is getting affected etc.
The issuing authority, will record the reasons for change in Edition Number, in the edition history of the
Manual. There is no limit to the number of procedures / sections that can be changed in one amendment. It
is left to the discretionary power of the Issuing Authority.
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If one or two simple errors are found in a page of any manual (e.g. spelling mistake, a letter / word missing
etc), then the Management Representative can arrange to carry out these corrections on the Site and inform
the users through email.
c) What are Controlled Documents?
A controlled document is defined as that document in which the data gets changed from time to time with
the addition of new data and deletion of outdated / obsolete data.
The data / contents of the document can be changed by authorized personnel only.
The following are some examples of Controlled Documents:
List of all operational centers sent by Network Department
Examination calendar by Academics support Department
List of all approved Suppliers / Printers / Couriers / Transporters
List of all Performance Statements / Credentials in use.
Price list from Logistics Department
An updated list of all the Controlled Documents is maintained at all times.
d) Issuance of controlled documents as received from Head Office / Regional Office to the down
level:
This is done through electronic mail if received as soft copy. If the hard copy is received, then the same is
circulated to the members, or put up on the notice board
e) Data stored in electronic media:
Data stored in the computer will be regularly updated and back up maintained on server / CDs etc and
suitably titled / labeled / indexed. In the case of automated system, the issues of data security, data storage,
and data back up including periodicity and disaster recovery system will be suitably addressed.
f) Receipt of Controlled Documents/ Data / Information through electronic mail:
The Issuing Authority and the Users may make use of electronic mail for sending / receiving of above. The
recipient can take out a print out of the covering note and the enclosure (if any) indicating that the same has
been received through electronic mail (as the same may not have any signatures). The sender must ensure
that changes to data are always being sent consistently to the same mailbox address.
g) List of documents destroyed / destroyed how:
The user is required to remove from point of use /destroy the documents, which are
Obsolete and
Not required for reference or legal purposes.
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The user must maintain a record of above duly authorized at least for one to three years depending on
nature / type of documents that are being destroyed.
4.2.4 CONTROL OF RECORDS
Records are those data, which provide objective evidence (i.e. information) on:
The degree of achievement of the Quality Objectives;

The level of customer satisfaction and dissatisfaction with the service;
The results of the quality system for review and improvement of the service;
Corrective action taken and its effectiveness;
On appropriate Supplier performance;
The skills and training of Personnel;
Analysis to identify quality trends etc.
The type of records to be
Generated,
Identified,
Stored,
Protected,
Retrieved,
Retention time
Disposed off
has been explained in the respective procedure manuals.

The Functional Heads are primarily responsible to control records in their areas of Operations, by determining
appropriate methods to carry out the identified activities and ensure its implementation with proper
documents. The Management Representative is responsible at national level to ensure implementation of the
documented procedures.
Records are stored as hard copy or in the electronic media, as applicable. The data stored in computer is
being regularly updated and backup maintained on server / CDs etc. These storage devices are suitably titled
/ labeled / indexed.
Identification of Records:
The various records to be maintained are identified in the respective Procedure Manuals along with the
retention period, through Form Numbers (wherever applicable), indexing criteria (wherever applicable) and
responsibility.
Maintenance of Records:
The records are being maintained by the members / Functional Heads in the required format as elaborated in
the respective Procedure Manuals, for objective evidence of the implementation of the Quality System. The
respective Issuing Authority gives details of records as appropriate for identification, collection, indexing,
filing, storage, maintenance and disposition.
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Every User of the procedure manual has the responsibility to make sure that the records are Legible,
Readily identifiable and easily retrievable
Retention Period of Quality Records:
Retention period of records is specified in the respective Procedure Manuals. However any record, which is
the evidence of documented quality system being carried out, is retained at least for 6 months (unless
otherwise stated) since the frequency of our Internal Audits is once in 6 months. Any record, which in
general is generated once or twice a year, only (e.g. Minutes of Management Review Meeting), is retained
for a period of 3 years. The records are made available to the customer for an agreed period, where agreed
contractually.
Records retained for a longer duration are suitably identified by the respective Functional / Departmental
Heads.
Type of media for Records:
Records provide objective evidence of the fulfillment of the requirements for Customer Policy. Records are
required for demonstration, traceability and corrective actions. Records can be in the form of any type of
media, such as hard copy or electronic data.
In the case of automated system, APTECH LIMITED has a process in place for
Data security
Data storage
Data backups including periodicity
Disaster recovery system
The above is being taken care by our Information Systems department

Disposition of obsolete Records:
The Records become obsolete after their expiry of Retention Period. Depending on the type / volume of
records, the user collects the obsolete records for one / two / three months and then destroys the same (as
the same cannot be done on a day to day basis).
The Departmental / Functional Heads maintain a record (for 1 to 3 years depending on type of record) saying
what and how the records have been disposed off, after their retention period.
Review of Records:
The Departmental Heads at Regional / Corporate Office, review the records periodically.
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Section 5
MANAGEMENT RESPONSIBILITY
__________________________________________________________________________
5.1 Management Commitment
Aptech Limited firmly believes that Leadership, Commitment and Active Involvement of its Top Management
are essential for developing and maintaining an effective and efficient quality management system to achieve
benefits for interested parties (Customers, Employees and the Stake Holders).
To this effect, the Top Management
Communicates to the Organization the importance of meeting the Customer as well as Statutory and
Regulatory Requirements through various modes
Has a well established Customer Policy
Makes sure that Quality Objectives are established
Conducts periodic Management Reviews
Makes sure that the necessary resources are available
5.2 Customer Focus

Aptech Limited follows a documented system to ensure that customers requirements are understood
thoroughly, and matches these with product specifications, price and deliverables in a defined time frame
with respect to selection of Business Partners.
The above is applicable to all centers with whom contract is signed before commencement of the business.
Centers owned by APTECH LIMITED do not come under the purview of signing any contract with the
Company.
CEO & MD, Network Head, Head Sales & Placement, SD Head, Logistic head at Corporate Office and Regional
Sales Heads at Regional Office are responsible for implementing Contract Review procedure
Contract Reviews:
Our Customers are the Centers of APTECH LIMITED. The Students are the customers of the respective
centers where they enroll.
With our franchised Centers an agreement is being signed in the form of a contract. Before signing this
agreement the same is being reviewed by the Regional Sales Head / SD Head / Head Sales & Placement at
Corporate office and Network Head as explained in detail in the Network Procedure Manual.
The necessary records of the Contract Review are being maintained as explained in the Network Procedure
Manual.
Centers are bound to provide information periodically to the company on selection of their staff, conduct of
course, performance of Students, Placement of students etc., as explained in respective Procedure Manual.
Any documented follow up that is being done to receive this information, forms a part of Contract Review.
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Out sourcing
In addition, Head - Content Production requisitions and selects the required resources including outsourcing
the design / development of Courseware as per required specifications, for the customer, as explained in
Content Production Procedure Manual.
The Logistics Head outsources the printing and dispatch of Courseware and related material for the customer
as explained in Logistics Procedure Manual.
Recently the Academics support has outsourced the processing of Performance statement and certificates.
The Contract activities and responsibilities have been elaborated in the respective departmental Procedure
Manuals.
5.3 Quality Policy
APTECH LIMITED has a strong focus on quality and delivering customer satisfaction. This is articulated in its
Quality Policy which at Aptech is known as Customer Policy:
The Customer Policy of Aptech Limited is:
We are committed to anticipate and deliver industry-relevant products and services that
exceed changing needs of the customers worldwide
Understanding and Implementation of Customer Policy:
Top Management uses the Customer Policy as a means of leading the organization towards improvement of
its performance.
The Customer Policy is communicated through electronic root messages to all employees and is displayed at
workstations / salient locations.
Through training programs on QMS, regular reviews of Company level Quality Objectives, the Sr.
management team ensures that members at every location / department
-
Understand the Customer Policy

Implement the Customer Policy
Maintain the Customer Policy
at their respective levels in the organization.
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Briefing on Vision / Mission / Values of the Organization:
The Management makes every effort to brief its team members on above during Induction Programs,
Meetings, and Conferences, through electronic root messages etc.
5.4 Planning
APTECH LIMITED has driven business growth through its aggressive multi-branding strategy and propelling
geographical expansion through its Franchising strategy. The Organizations Strategic Planning and the
Customer policy provides for a framework for the setting of Quality Objectives, which are capable of being
measured.
5.4.1 Quality Objectives
Quality Objectives are set at the Organization level and every departmental / functional level. The key factors
are
Growth
Customer Satisfaction
Performance
Productivity
The Quality Objectives are reviewed during Management review meetings for their appropriateness and
modified depending on process improvements / business changes.
APTECH LIMITED has come up with the following organizational level Quality Objectives:
Accreditation of Integrated QMS as per ISO 9001:2008 version.
90% Customer complaints (excluding legal notices) are responded within a working day.
85% Customer complaints (excluding legal and refund cases) are resolved within 14 days.
Operation in 78% of variable royalty centres including overseas centres are automated through
Portal and the balance through eCAS.
Certified faculties handle 90% of the batches in variable royalty centres of ACE (Domestic), ARENA
(Domestic), International & Aviation.
50% and 60% eligible Registered students for placements to be placed for ACE (Domestic) and
ARENA (Domestic) respectively
Annual Business Plan:
Based on the above objectives, Department Heads at Corporate Office, Regional Offices, draw up a plan in
consultation with their respective Functional Heads.
Status of implementation of Annual Business Plan gets reviewed as explained in Sections 5.6.1 and 8.5.1
5.4.2 Quality Management System Planning
The Management takes responsibility for the quality planning of the Organization. The planning focuses on
defining the processes needed to meet the Organizations quality objectives and requirements consistent with
the strategy of the organization.
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The various processes of our Education Support Services are a part of our Quality Management System
Planning. This has been explained in QUALITY PLAN given in ANNEXURE A of this document.
5.5 Responsibilities, Authority and Communication
5.5.1 Responsibility and Authority
The Organization Structure of Aptech Limited has been depicted at levels of
Corporate Office
Sales & Placement team for individual brands viz., ACE , ARENA AND AVIATION & HOSPITALITY
Sales team International
Content production team
Academic Delivery team
Student Development with
o
o
o
o
o
o
Academics Support team

Logistics Support team
Network Support team
QA & Internal Audit team
Systems Audit Team
Customer Care
Marketing function for individual brand in ACE / Arena / International & Aviation.
International support team
Human Resources & Administration
Learning Services Group
Information Systems support Dept.
Management Services Dept.
Training Solutions
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4.1.2 ORGANISATION STRUCTURE
Organization structure given below shows Sr. Management team members. The other levels are
shown in the individual functional / Departmental Manuals.
Section: 4.1
ISO 9001 Ref. Clause:

4.1.2
Guidelines of 9004/2 Ref. Clause: 5.2.4
MANAGEMENT RESPONSIBILITY ORGANISATION STRUCTURE
CEO & MD
Mr. Ninad Karpe
Human Resource
Chief Operating Officer

- Mr. Anuj Kacker
- Mr. Shourya Chakravarty
Chief Strategy Officer
- Mr. Nilesh Vani
Student Development & Administration

- Mr. Ravi Dighe
Management Services
Enterprise Business Group Head
- Mr. T. K. Ravi Shankar
(International / EBG)
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In this section below, we give the responsibility & commensurate authority w.r.t. senior management and
middle management team members who are involved in the processes that are under the scope of ISO 9001
certification for Education Support Services. For other levels the authorities & responsibilities w.r.t. quality
are mentioned in individual procedure manuals.
The authority to approve changes in QMS documents (Quality manual & Procedure Manuals is
given in section 4.2.1
All Functional Heads along with CEO & Managing Director are responsible for
-
Establishing, implementing and maintaining agreed Quality Management System.
To identify the training needs and to arrange for an appropriate action plan to train those personnel
directly reporting to them / department personnel.
To take appropriate corrective & preventive action in case of any non-conformance.
To establish Quality Objectives with targets for the processes in their respective function and review
them periodically.
To ensure the process owners in their respective functions attend to Customer Complaints and resolve
the same. The complaint closure documents are sent to Customer care department.
To ensure requisite resources are available for the smooth conduct of business activities at the Regional /
Corporate offices
In addition, the specific responsibility and authority w.r.t. Quality are

CEO & MD:
Responsibility
-
Overall responsible for the planning, controlling and directing the business activity.
Responsible for ensuring that the business procedures and processes are defined and implemented by
providing quality resources with a view to make sure that the overall quality policy objectives are
achieved.
To evolve an annual business plan comprising of Vision Statement and Productivity Parameters.
To plan and implement projects that are instrumental in realizing the Vision Statement and critical
success factors.
Authority to sanction / approve

-
Purchasing Capital goods
Manpower for all functions, all levels
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Cost approval for all corporate orders more than Rs. 50 lakhs. He may assign this authority to Head
Management services.
Refund in case of student drop out.
Bids of all Tenders. He may assign this authority to Head Management Services.
Signing Agreements / MOUs with BPs of International Centres.
Signing Agreements with Alliance Partners.
Termination of N/w centers.
External training to employees.
Outsourcing Content development work.
Approving advertisement budget.
Chief Operating Officer

Responsibility
-
Responsible for Revenue and Profitability
Responsible for collecting / identifying Customer needs, Product Planning ,Product launch & placements
Monitoring performance of every Product - region wise
To provide know-how to the Regions on all aspects of running the business.
To ensure regions are performing as per the Annual Business Plan
To make sure the regions outstanding are recovered in a timely manner
To conduct open house session with the members in the regions on an ongoing basis
To ensure delivery of education as per laid down processes
To ensure certified faculty are involved in delivery of education
Authority
Decision to launch Products in different regions.
Proposing New Product / Variant Product / Product component.
Release of schemes for different regions to improve Sales & Placement targets
Recommendation to terminate a center
To send breach of contract letter to centers
Stop support to Centres in case of deviations reported w.r.t. Sales, Finance etc
Sanction external faculty for T3 training
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Technology & Strategy Head (CSO)
Responsibility
-
Identify and evaluate processes for automation based on the requests from other functions.
To provide necessary resources for automation of processes and maintenance of Systems.
To arrange training for personnel of different functions who are involved in implementation &
maintenance of automated processes.
To provide resources to technology Department so that they can do their day to day activities
Strategize and lead new initiatives for business expansion etc
Ensure development of content for the various brands as per industry requirement
Ensure the IT infrastructure meets the companies requirements at corporate and Regional offices.
Authority
-
Changes in department manual & Quality Objectives related to Internal Systems processes
Approval of CAPEX by various functions for sanctioned budgets.
Outsourcing Content development work.
Procuring S/W & Hardware as per various functions requirements
Head Enterprise Business Group

Responsibility
-
Responsible for Revenue and Profitability
Work out a framework for Institution and Government Business.
Ensure sales team are responsible for collecting / identifying Corporate Customer needs, match them and
deliver the Products & Services through Aptech Brands
To provide know-how to the Regions on all aspects of running the business.
To ensure regions are performing as per the Annual Business Plan
To make sure the regions outstanding w.r.t. Orders are recovered in a timely manner.
Authority
-
Cost approval for Corporate orders worth up to Rs.50 Lakhs (Financial wetting by Head Management
Services).
Out sourcing venue, facility and faculty to meet corporate customer needs provided cost approval limits
are met.
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Head Student Development
Responsibility
-
To ensure online examinations are conducted as per schedule and certificates are issued to eligible
students
To ensure agreements / renewals & terminations are documented and maintained.
To ensure all variable centres are audited periodically (as per norms specified by the mngt.) to measure
their systems implementation status
To ensure logistics print, store and dispatch education course material to centres as per requirement
To ensure implementation of quality plan and audits are conducted as per schedule
Authority
-
Recommendation to terminate a center in case of serious issues reported from field / Auditors / Students
To send a breach of contract letter to center in case of deviations reported w.r.t. Academics / System
audit findings
To change over to any other mode of dispatch of materials to centers in case of emergency
Head Human Resource

Responsibility
-
To define and implement the overall HR Policies relating to:
Recruitment
Training & Development
Performance Planning and Assessment
Separation
National Operations Head

Responsibility
-
Preparing, implementing and monitoring, Fee Preparation, discount assignment process
Data Compilation and dissemination for All Brands based on Budgets, Previous year actuals with
Regions/Zones as applicable at periodic intervals
Coordinating with other departments for Aptrack modifications
Representing Retail Domestic in Internal Process Audit
Update Management on deviations
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Authority
-
Approving Fees Structures

Recommending Changes in Aptrack
Releasing Fee Plan to Field Teams
Releasing Data to Field Team
Assignment of Discounts
Introducing new process to streamline Retail Domestic Center
Introducing new reports or changing report formats
Recommending Center Termination on account of Process violations
Head Technology
Responsibility
-
Ensure that IT infrastructure deployed at corporate and regional offices meets the requirements of the
company
Ensure technology upgrades are implemented for betterment of services
Ensure the deployed software applications meet the uptime requirement of the organization
Ensure the upgrade of software application as and when required by the organization
Ensure the development of content for the brands as per industry requirement
Authority
Outsourcing content development
Shortlisting & approving of vendors for procurement of software & Hardware
Head Information systems

Responsibility
-
Ensure that IT infrastructure deployed at corporate and regional offices meets the requirements of the
company
Ensure technology upgrades are implemented for betterment of services
Authority
-
Invite proposals, negotiations and closure of proposals for new purchases
Procure S/W and hardware based on CAPEX requisitions
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Head Content Production
Responsibility
Ensure Customer needs identified by Sales & marketing team are analysed / researched and appropriate
course curriculum is evolved along with question bank.
Ensure during Content production stage, design reviews / QA reviews are conducted
Ensure Course curriculums are improved through Customer (Student) feedback and courseware
improvement process.
Authority
To change the course curriculum based on the customer feedback (with the consent of Head marketing)
To change Student evaluation methodology
To waive Beta test for variant products / re-packaged products
Head Network
Responsibility
-
Ensure financial terms relevant to each product have been complied with prior to execution of
agreements.
Ensure agreements in respect of centres, across all products are executed, and Supplementary
Agreements / Consent Letters with respect to upgrades/site change, Change in form of business etc. are
executed in a timely manner.
Ensure list of operational centres across all products is compiled and available.
Authority
-
To sign agreements related to retail N/W centers
To send reminders to Centres about agreements that are due for renewal
To stop portal support for variable centres who do not renew the agreements in time and for fixed centre
stop ECM & Certificate support till the centres rectify the default.
To send breach of contract letter to centres based on the inputs received from various departments for
various defaults by the centre.
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Head Systems Audit
Responsibility
-
To arrange Systems audits in variable royalty center as per the audit norms
To ensure non-conformities are reported at appropriate level and followed up for closure.
Authority
-
To change frequency of Audits for centers depending on previous audit observations
To select auditors for Systems Audit
To send breach of contract letter to centers based on Systems audit findings / Revenue audit findings
Territory Academic Delivery Head Retail

Responsibility
-
To ensure adequate support to Centers to implement company developed Automation Software / Portal
to enable
Regular Update of Financial Data
Regular Update of Academic Data
To ensure adequate support to centers for smooth functioning of Automation Software / Portal
To ensure adequate resources are available in centers including trained and certified faculties before
launch of a new / variant product
To ensure Customer Satisfaction is monitored and corrective measures implemented in every variable
royalty center
Ensure Academic Health of the Brand is monitored thru a team of RAHs by means of
Center Visits as per norms
Taking Corrective and Preventive actions based on Audit Reports
To ensure periodical Center Academic Head meet happen in every region and corrective measures are
implemented
To ensure adequate support to centers by team of RAHs and RPEs for placing eligible and registered
students
Authority
-
Stop Support to Centers in case of appropriate Deviations proposed by RAH w.r.t. Academics
To Change schedule / Venue of T3 trainings if it helps maximum participants.
To change schedule of Visits if need arises
Approve Training and Center Visit Plans

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Provide Budgets to RAHs to carry on academic activities
Allocation / Changes of Territories / Centers to RAHs
Approve Placement initiatives / events
Approve Academic initiatives / events
Approve Deregistered Students for placements as proposed by RAH
Academic Support Head Retail

Responsibility
-
To Ensure timely availability of Question sets, Practical Question sets and Smooth conduct of online
examinations
To Ensure completion of eProjects evaluation by setting the norms for Eproject specifications and set
monthly targets
To ensure error free Printing of PS and certificates by setting the norms ; monthly targets and control of
out sourcing activity for printing PS and certificates
Manage DAE evaluation by control of out sourcing activity for evaluation, correctness and timeliness.
To ensure the implementation of admission form processing for MG University Admission followed by
exam conduct and release of mark sheets
Authority
-
To accept or reject University admission forms
To change the complexity of the Online examinations
To stop sending mark sheets to centres who are financial defaulters
To decide the travel schedule for University visits
To consider approval of admission and re-registration cases after last dates.
To reject Lateral entry cases for degree admissions into year 2 based on eligibility
Management Representative:
Responsibility
Overall responsible for establishment, implementation and maintenance of QMS, and reporting to top
management on the performance of the QMS and any need for improvement.
-
To initiate modifications in Quality Management System based on

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Audit findings.
Customer feedback
Changes in the legal and statutory requirements
Suggestions received from Users of the Processes
Decisions taken in the Management Reviews
To act as a convener for the Management Review Meetings
To initiate corrective actions suggested in Management Review for any nonconformity.
To liaise with External Agency for all external audit activity.
To make sure that the Internal audits are conducted as per scope & schedule.
Responsible for verification of timely completion of corrective actions on the non-conformances reported
during the Internal / External Audits.
Overall responsible for Customer Care Department functioning
Authority
-
To release QMS documents
To withhold changes in procedure manuals if the changes are not complying to ISO 9001:2008 Standard
guidelines.
Approve changes in the manuals of Internal Audit & Quality Objectives related to Audit processes
To change Internal Quality Audit schedule
To change frequency of Audits for functions depending on previous audit observations
To select auditors for Internal Quality Audit / provided they are trained
5.5.2 Management Representative

Any capable Team Member of the company can be nominated as the Management Representative for the
documented Quality System of the Company.
The Management Representative in turn will delegate requisite authority to Internal Quality Auditors selected
from different functions / regions to co-ordinate and interact, with all concerned, to make sure that the
requirements of the quality system standards are met.
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The Regional Sales Heads will be responsible to implement, maintain and improve the Quality Management
System in the respective Region.
5.5.3 Internal Communication
The Management has a process in place for communicating the quality policy, requirements, objectives and
accomplishments throughout the organization. The management communicates to the members through
email, open houses and conferences.
Policy decisions are displayed on notice board and sent to every member through email from Root. Frequent
chat sessions are conducted between team members and Top management through Aptalk a place to share
news, views, gossip, ideas, thoughts, birthdays, occasions. Through this network any member can reach out
to any other member of the organization, no matter where they are located!
APTECH LIMITED encourages open and free culture where all members are encouraged to participate, think
and contribute in building the business of the organization as a team effort
Each Retail sales brand as a whole uses its web sites for communication with its members, business partners,
alliance partners and students. Hence, the technology and intranet a backbone for communication, is very
important for the training and education business.
5.6 Management Review
5.6.1 General
Various reviews conducted by CEO & MD are grouped under the following:
Monthly Operations Review with all functional Heads - to review the business plans, actuals,
operations, strategies, processes, improvements, with the focus on the requirements of the interested
parties (customers, members and stake holders). The Management Review Meeting w.r.t. QMS
coordinated by MR is part of MOR or can be done directly with the CEO & MD and minutes circulated
giving status and actionable.
Special Projects Review These are need based reviews conducted either on weekly / fortnightly
basis by CEO & MD with relevant functions / project teams till the project is completed.
Each of the above reviews has a clear agenda sent out by the office of CEO & MD. Minutes are documented
and circulated in the form of actionable points by the Office of CEO & MD or functional Heads. The same is
reviewed in the next meeting for compliance
In addition to the above meetings / reviews, the functional Heads have periodical reviews with their
personnel. The details of these reviews are mentioned in the individual functional / departmental manuals.
Reviews conducted by Functional Heads are grouped under the following:
Weekly Reviews are carried out by the Functional Heads / Department heads for their respective
departments as and when required to monitor the progress made by the HODs / team members w.r.t.
action plans decided during monthly operations review
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5.6.2 Review Input
The purpose of the review is to evaluate efficiency as well as effectiveness of the Quality Management
System. It covers the following in a period of 3 or 6 months (as the case may be):
Status and results of quality objectives and improvement activities

Status of Management Review Action items
Results of Audits Internal Quality Audits conducted for HO functions & Systems Audit conducted in
Centres.
Customer Feedback
Market place evaluation and Strategies
New opportunities for Improvement
Control of Process and Product non conformities
Market related factors such as technology, research and development, and competitor performance
Changes that could affect the quality management system
Recommendations for Improvement
Status of Corrective and Preventive Actions
Financial effects of quality related activities
Results from benchmarking activities
Performance of Suppliers
Status of strategic partnership activities
Other factors which may impact the organization such as financial, social, and relevant statutory and
regulatory changes
5.6.3 Review Output

APTECH LIMITED has institutionalized the reviews. The Top Management uses the outputs of the
management review as inputs to improvement processes. The schedule of reviews facilitates the timely
provision of data in the context of strategic planning for the organization. Selected output is communicated
to people in the organization to demonstrate how the management review process leads to new objectives
that will benefit the organization. The outputs from the management review includes any decisions and
actions related to
Improvement of the effectiveness of the Quality Management System and its processes
Improvement of Product related to Customer requirements
Resource needs
Strategic planning for future needs of the organization
Strategies and initiatives for marketing, products, and satisfaction of customers and other interested
parties
The records in the form of schedules of meetings, agenda, and presentations made by members, minutes of
action able are available
Section 6:
RESOURCE MANAGEMENT
6.1 Provision of Resources

Top Management makes sure that the resources essential for the implementation of strategy and the
achievement of the organizations objectives are identified and made available. This includes resources for
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operation and improvement of the quality management system, and the satisfaction of customers and other
interested parties. Resources are people, infrastructure, work environment, information, suppliers and
partners and financial resources. The Organization has a process in place where the required resources in
terms of manpower, machine and materials are identified at various levels, sent up for approval, and then
provided with.
6.2 Human Resources
The Management strongly believes that without the involvement and support of its people there cannot be
any improvement in the efficiency and effectiveness of the organization. The Organization lays a heavy
emphasis on involving and developing its people by:
Providing ongoing training and career planning
Defining their responsibilities and authorities in terms of Key Result Areas
Establishing individual and team objectives and evaluating results
Facilitating involvement in objective setting and decision making
Recognizing and Rewarding
Facilitating the open, two way communication of information
Continually reviewing the needs of its people
Creating conditions to encourage innovation
Ensuring effective team work
Communicating suggestions and opinions
Using measurements of its peoples satisfaction
Investigating the reasons why people join and leave the organization
The Management takes every effort to make sure that the personnel performing work-affecting quality are
competent on the basis of appropriate education, training, skills and experience
6.2.2 Competence, Awareness and Training
Management ensures that the necessary competence is available for the efficient and effective operation of
the Organization. Management considers analysis of both, the present and expected competence needs as
compared to the competence already existing in the organization
The company identifies through its Functional Heads the training needs and provides training for all the
personnel performing activities affecting quality in accordance with the documented procedures for training.
This includes specific training necessary to perform specific task, and general training to motivate the
members, to increase their quality awareness and develop positive attitude.
The Functional Head determines appropriate methods to carry out the identified activities and ensure its
implementation with proper documentation.
In addition to the quality management, and technical skills, all personnel are trained on how to use the
documented procedures, work instructions and other quality system documents to achieve the quality
objectives of the organization. The latter is required more so for the new entrants / recruits; and the
respective Functional / Departmental Heads impart this training.
Thus the Management at all levels develops the Executives through various types of training (based on
need).
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Identification of Training Needs of members:
The training needs of members may be in the areas of Induction Training for new entrants, Quality
awareness, Job-related training, Product Knowledge, Orientation / Re-orientation training, HR skills etc.
These training needs are identified by the respective Functional / Departmental Heads when a member joins
the organization, or at any point of time during the course of the year, while on the job, during Mid-term
Appraisals or during the Annual Appraisal of members etc. The training needs may also be in the form of Job
Rotation, Special Assignments and Refresher Courses for long Serving Personnel, Actual Training for the
enhancement of role efficacy in present or future roles, etc.
Organizing / Imparting of Training & Maintenance of Records:
The above has been explained in HRD Procedure Manual under the procedures titled as:
-
Training and Development.

Deputation to External Training Programs.
Training needs, which cannot be handled locally, are communicated to HR Head for further action. The HR
Head may arrange for the same at a national level or may come up with an alternate solution as deemed fit.
The Functional Heads conduct on the job training for department personnel on a regular basis, as need be.
The management (i.e. Functional Heads / Departmental Heads / Regional Sales Head) will assess carefully
the request for acquiring formal qualifications and give appropriate assistance and encouragement where
necessary, to staff.
The management (i.e. Functional / Departmental / Regional / HR Head) evaluates performance of personnel
through appraisal system and assess the development needs and potential.
The necessary records are maintained as explained in HR procedure manual.
6.3 Infrastructure
APTECH LIMITED being a service industry, the infrastructure includes resources such as workspace,
information and communication technology, process equipment (both hardware and software) and
supporting services like transport etc. The management defines and provides the infrastructure necessary for
the realization of Products while considering the needs and expectations of interested parties.
The infrastructure requirements of the centre are monitored during the start up of the center. The same is
reviewed periodically during Center Visits.
6.4 Work Environment
The management ensures that the work environment has a positive influence on motivation, satisfaction and
performance of people in order to enhance the performance of the organization. This includes facilities for
people, creative work methods and opportunities for greater involvement.
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Section 7.0
Product Realization
7.1 Planning of Product Realization

The processes required for Product realization have been explained in 5.4.2 as Quality Management System
Planning. While Planning for Product Realization, the organization gives consideration to
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Quality Objectives and Requirements for the Product

Establishing required Processes including support Processes and documents
Providing of Resources specific to the Product
Required Verification, Validation checks
Required monitoring of the Services provided
Maintaining of records to provide evidence that
o
o
Realization Processes meet requirements

Resulting Product meets requirements
7.2 Customer related Processes

7.2.1 Determination of requirements related to the Product
The Organization follows a documented system to make sure that Customers requirements are understood
thoroughly, and matches these with product specifications, price and deliverables in a defined time frame.
The company has defined, and documented the required inputs and other related resources to ensure proper
design for its product and services, under Education Support Services.
The Functional Heads at Corporate Office are responsible for planning input mechanism for Design and
Development related activities of Products and Services and ensure its implementation.
Design inputs are generally in the form of
-
Product / Service requirement specifications;

Regulatory and statutory requirements; and
Product description relating to configuration, composition and other design features.
The Marketing Department ensures that all marketing Plans formulated based on results of Market Research
/ Industry requirements / Resource available, complies with legal requirements and follows business ethics.
The market survey Formats are designed by Marketing Head / Head - Content Production / Head Sales &
Head Placement by keeping in mind the objective of the survey, type of industry required to be captured,
type of information required, and type of personnel to be visited. The Sales & Marketing functions arrange to
carry out the survey.
The Head - Content Production finalizes upon, development of new courseware / revamp of existing
courseware / design of new course structure / revamp of existing course structure based on the feedback
received from Industry / Centers / Regions.
For the Academics support department, the feedback received from Centers / Regions helps in the design of
question banks and question papers.
The Logistics Department identifies and selects subcontractors for procurement of material based on the
price being quoted, technical capability and manpower requirement to meet the quality requirements of the
job.
As explained above, the concerned Functional Heads review the design input requirement including
applicable statutory & regulatory requirement for a Product or service that meets the specification as well as
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new specification drawn up from time to time. Design input also takes into consideration the results of
Contract Review Activities.
All concerned in the management resolves with respective Functional Heads any requirements specified as
incomplete, ambiguous or conflicting, before commencement of design.
7.2.2 Review of requirements related to the Product
The Organization reviews the requirements related to the Product, which are conducted prior to the
Organizations Commitment to supply a product to customer. Wherever the product requirements are
changed, the relevant documents are amended and the relevant personnel are made aware of the changed
requirements.
Amendment to a Contract:
Whenever there is a change in the agreement signed / Students Code of Conduct / Brochures etc., the same
is reviewed by the concerned Personnel as explained above.
In the case of Franchisee Centers, a Supplementary Agreement will be signed as explained in the Network
Procedure Manual.
In the case of Students, amendments to Students Code of Conduct, Brochure etc., will be carried out as
explained in Marketing Procedure Manual and the same will be communicated to the students.
All Records pertaining to the amendments are kept by the Functional Heads i.e. Network, Product and
Placement, etc.
7.2.3 Customer Communication
The Customers (Business Partners) are communicated on the new products / changes in existing products /
changes in the policies with respect to the Networks / Placements / Academics, etc, on a regular basis via
emails, correspondence, training, putting it up in the web site etc.
Whenever a new product / changes in the existing product is carried out, then the Centers are the first to be
communicated, because they are the link between the company and the Student community. The
information on the product, the brochures, the promotional materials, etc are also given during the trainings
to various personnel, in order to handle queries on the same. The Center Heads, the Faculties, the
Counselors play an important role in communication process; hence they are specially trained on the new
products or any schemes or promotional campaigns, etc.
The feedback / complaints received from the students are communicated to the Customer care cell at HO.
The centers & or Customer care cell acknowledges the complaint to the customers/students and appraises
about the status of the redress of complaints from time to time.
7.3 Design and Development
7.3.1 Design and Development Planning
The Content Production Department deals with design and development of Course Curriculum and course
material used for training students.
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The Academics support department designs question papers and question banks for the Student Testing and
Faculty Certification
It is the Policy of the company to define, document and maintain control standards to ensure proper design
for its products and services. This is applicable to Products of any brand and related Education Support
Services given to its Customers.
Head - Content Production, Marketing Heads of individual brands, Content Development team and Territory
Academics Heads of individual brands are responsible for implementing suitable control mechanism in Design
and Development of Products and Services.
The Important quality aspects and regulatory requirements such as performance and dependability of a
product / service are established during the design and development phase.
Deficient design can be a major cause of quality problem. Therefore the management establishes and
maintains procedures to control and verify the design of the products and services in order to ensure that the
specified requirements are met.
The Plan describes all relevant aspects including (whatever of the following as applicable):
Design Objective
Design Activity Schedule
Assignment of implementation responsibility
Resource requirement and availability
Technical and Market data requirement and
Test / review Plans etc.,
Organizational and Technical Interfaces
The design process requires various kinds of inputs from several departments and sources. The various
interfaces, which contribute in design process includes, Marketing, Purchasing, Quality Assurance, Services,
and Communication etc.
To function effectively the Content Production Team establishes:

What information should be received and transmitted
Identification of sending and receiving group
Purpose of information transmitted
How the information will be transmitted
Records to be maintained.
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The Content Production Department analyzes the feedback through the market survey report (if available) to
identify the market needs and the latest technology trends. The independent software sites / product
vendor sites are consulted to define the scope and the requirements of the identified technologies.
The Marketing & Academics Departments receive feedback from Centres / Regions during the Regional
Marketing Council / Regional Technical Council meetings, draws up Evaluation Procedure in consultation with
Content Production Head, and designs the Performance Statements / respective Certificates. The Marketing
department liaisons with the Logistics department for getting the same printed.
The Marketing Department interfaces with the Logistics department for getting its promotional material
printed. It liaisons with Design and Logistics Departments during the new product launch, based on market
feedback and availability of resources.
The Sales Department liaisons with the Logistic Department for printing its promotional material. It conducts
market survey to obtain data from industry, as input for Content Production Department.
The Network Department liaisons with the Regions for getting data on Operational status of Centres and
disseminates this to all concerned.
The Head - Content Production along with Heads of Marketing, Academics & Sales ensure that proper
organizational and technical interfaces between different departments are identified and that necessary
information required are documented, transmitted and regularly reviewed with Functional Heads.
7.3.2 Design and Development Inputs
The Functional Heads at Corporate Office are responsible for planning input mechanism for Design and
Development related activities of Products and Services and ensure its implementation as per the policy of
the company.
Design inputs are generally in the form of:
-
Product / Service requirement specifications;

Regulatory and statutory requirements; and
Product description relating to configuration, composition and other design features.
The Head - Content Production finalizes upon development of new courseware / revamp of existing
courseware / design of new course structure / revamp of existing course structure based on the feedback
received from Industry / centres / Regions during annual Business Partners (BP) meets.
For the Academics support department, the feedback received from centers / regions helps in the design of
question papers.
The Marketing Department ensures that all marketing Plans formulated based on results of Market Research
/ Industry requirements / Resource available, comply with legal requirements and follow business ethics.
The market survey Formats are designed by Marketing Head / Head - Content Production / Head Sales &
Head Placement by keeping in mind the objective of the survey, type of industry required to be captured,
type of information required, and type of personnel to be visited. The Sales & Marketing functions arrange to
carry out the survey.
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As explained above, the concerned Functional Heads review the design input requirement including
applicable statutory & regulatory requirement for a Product or service that meets the specification as well as
new specification drawn up from time to time. Design input also takes into consideration the results of
Contract Review Activities.
All concerned in the management resolves with Functional Heads any requirements specified as incomplete,
ambiguous or conflicting, before commencement of design.
7.3.3 Design and Development outputs
The Functional Heads at the corporate Office are responsible for planning output mechanism for design and
development related activities of Products and services and ensure its implementation as per policy of the
company.
The respective Functional Heads document the design output in various procedures in terms of requirements,
calculations and analysis.
The respective Functional Heads ensure that
The design output meets the design input requirements
The design output meets the acceptance criteria
The design output confirms to regulatory requirements.
The design output highlights important characteristics required for proper functioning and delivery of
product or service.
The Content Production department draws up an appropriate and validated course structure that can be
conducted in a suitable manner
The Academics support Department draws up the guidelines for monitoring of academics conduct at centers.
It also provides for validated EVALUATION procedure for the award of Performance Statements, relative
credentials to the students.
The Marketing Department draws up with an appropriate Marketing Plan for the services offered.
The Placement Department draws up with an appropriate Placement Service Plan and Placement Promotion
Plan.
Documented procedures are given in Content Production Procedure Manual, Academics Operations Manual,
Marketing Manual and respective Sales & Placement Procedure Manuals.
7.3.4 Design and Development Review
The functional Heads at Corporate Office are responsible for planning review mechanism for Design and
Development related activities of Products and services and ensure its implementation as per the policy of
the company.
The management (i.e. the representative Functional Heads) ensures that at appropriate stages of Design of
the Product / Service, formal documented reviews of the design results are being planned and conducted.
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The Content Production Dept. reviews the various stages of Design Development Stages with respect to the
planned arrangements to:
Evaluate the ability of the results of design and development to meet requirements
To identify any problems and propose necessary actions
Participants at all the Design reviews include representatives of all functions involved in the design
development process as well as other specialist personnel as required. They review the following
Service specification pertaining to Customer needs and specifications
Service delivery specifications pertaining to the service requirements
Quality control specification pertaining to the control of services
The Design review identifies and anticipates problems areas and inadequacies and initiates action. The
reviews at the various stages are documented & analyzed.
Head - Content Production ensures that designated personnel check the courseware developed for all
possible errors before it is released to logistics for printing.
Head - Content Production also reviews periodically maintenance of courseware soft copy back ups and
archive soft copies of courseware developed.
The Marketing Head arranges for Design of Promotional Material either in-house or by an external agency
retained to do so. The review takes place in terms of presenting a layout or sample of the material for
approval to the Head of the department.
The Project Managers does a periodic review in the following
The progress of the design activity by discussing the reasons / lapses / action plan in the
schedules and recording the same
Status of Quality Assurance wherein the designated personnel check the courseware developed
for all possible errors before it is sent for printing
Status of maintenance of courseware, soft copy back ups and archive soft copies of courseware
developed
Documented procedures are given in Content Production Procedure Manual and Marketing Procedure Manual.
7.3.5 Design and Development Verification

It is the policy of the company to have documented procedures to examine and provide objective evidence
by checking to ensure that the specified design activities have been carried out for its products and services.
The Functional Heads at the Corporate Office are responsible for planning for verification mechanism for
Design and Development related activities of Products and Services and ensure its implementation as per the
policy of the company.
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Verification is defined as confirmation by examination and provision of objective evidence that the specified
requirements have been fulfilled.
The respective Functional Heads establish appropriate design verification measures to verify that the design
output meets the design input requirements.
The design verification may include any one or more of the following activities such as:
Holding design reviews within department and recording the same;
Conducting demonstrations and tests on small groups;
Evaluating all alternative before implementation;
Comparing with other similar proven design if available;
Reviewing the design stage documents before release.
Head - Content Production arranges to verify that the particular courseware that is being developed is
checked / verified against all the specified Quality Attributes.
The Academics support Head arranges to verify that the Semester-end and faculty Certification exam
question papers / question banks designed, conforms to the evaluation Procedure drawn and the relevant
course material.
Documented procedures are given in Content Production Procedure Manual, Marketing Procedure Manual and
Academics Operations Manual.
7.3.6 Design and Development validation
It is the policy of the company to have documented procedures to confirm by examining and provide
objective evidence to ensure that the specified design activities have been carried out against the scope
decided, for its Products and services.
The functional Heads at the Corporate Office are responsible for planning validation mechanism for Design
and Development related activities of Products and Services and ensure its implementation as per the policy
of the company.
Validation is defined as confirmation by examination and provision of objective evidence that the particular
requirements for a specific intended use are fulfilled against the scope decided.
Design Validation follows successful Design Verification.
The respective Functional Head ensures that the Design Validation is being performed to ensure that
Products / Services are fully developed and that the service meets the needs of customers under anticipated
and adverse conditions.
Prior to initial delivery of a service, the following is being reviewed to confirm:
-
The service is consistent with customer requirement

The service delivery process is complete
Resources are available to meet the service, obligation, particularly material and
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-
Personnel
Information to customer in the use of service is available.
Periodic revalidation is being performed:

-
To ensure that the service continues to meet the needs of the customer and confirms to the
service, specification
To identify potential improvements in the provision and control of the service.
In our case, it is not possible to validate the product design on prototype. Here the validation is by means of
starting the Programme / course at the centers and getting the feedback from customers.
Head - Content Production may get written feedback from the centers / regions on the Programme /
curriculum that is being offered at the centers for suitable action.
The Academics Support Head arranges to ensure that the semester-end and faculty Certification exam
question papers / question banks are validated for all possible errors and scope defined, by designated
personnel before it is sent to the centers.
The Marketing Head ensures that the marketing Strategy is duly validated along with the selected Advertising
Agency.
The Sales & Placement Head and Marketing Head - ensures that the design of the brochures and other
promotional materials are duly validated before release for printing.
The logistics Head ensures that the artwork by the subcontractor is being validated by respective Functional
Heads before commencement of printing (as per purchase order)
Documented procedures are given in Content Production Procedure Manual, Academics Operations Manual,
Marketing Procedure Manual, Sales & Placement Procedure Manuals and Logistics Procedure Manual.
7.3.7 Control of Design & Development Changes
The respective Functional Heads at the Corporate Office are responsible for planning the control of Design
and Development changes of Products and Services and ensure its implementation as per the policy of the
company.
The design of product or service may be changed or modified due to any or more of the following factors:
Omissions or errors due to calculations during design phase, which have been identified afterwards
Installation difficulties discovered after the design phase
On feedback from the supplier
To improve the function or performance of the product or services
Design verification necessitates change
Corrective action necessitates change.
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The respective Functional Heads document and manage changes in the requirements and procedures, after
an initial study of specification based on feedback.
Based on center feedback the concerned Functional Head identifies the need for a change, verifies
and submits for analysis and redesigns of the portion of the service or product affected.
The respective Functional Head ensures that any changes in the specification are properly planned,
documented, approved, implemented and recorded.
The management ensures that all Functional Head affected by the change participate and approve
the change.
The impact of change is evaluated to see that the end result does not degrade the quality of the
service.
The centers are informed whenever the design changes affect service characteristics and
performance.
Head - Content Production ensures that request received from Center Heads on Technical Support (i.e.
development of new course structures / courseware) is being actioned suitably.
Head - Content Production also considers results of Market Survey and ensures that suggestions / corrections
made during the validation stage are being incorporated.
Head - Content Production takes necessary corrective steps whenever there is non conforming Programme,
course structure, courseware, material recourses and development time schedules etc.
The Academics Operations receives feedback during the conferences, reviews etc. on academics conduct,
examination conduct etc that would be acted upon suitably.
The Sales & Placement Head and Sales & Marketing head considers the following while drawing up their
Plans:
Feedback / Suggestions received from centers,
Performance of regions in the recent past and
Industry requirements received through market survey and client requisitions.
Documented procedures are given in Content Production Procedure Manual, Academics Operations Manual
and Sales & Placement Procedure Manuals.
7.4 PURCHASING
It is the policy of the company to ensure that purchased products and services conform to specified
requirements in accordance with the documented procedures.
Applicable to purchases of products / services made towards design and development of Educational
Material, Printing and dispatch of Examination Question Papers, Maintenance services, Capital Equipment and
advertising items.
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Functional Head of the concerned department involved with purchases of products / services is responsible
for purchasing functions as per policy and procedures. Functional Heads are also responsible for
authorization of purchases to be made and to ensure implementation of procedures for purchases.
All purchasing activities of products and services are planned and controlled by documented procedures.
7.4.1 Purchasing Process
The Company evaluates & Selects suppliers based on their ability to meet the subcontracted requirements
including the quality system and quality assurance requirements and as detailed in the purchasing
procedures.
The type and extent of the control exercised by the organization over the suppliers depend on the type of
product and service and its impact on the companys products / services.
Suppliers and Partnerships
Management has established relationship with Suppliers and Partners in order to improve the effectiveness
and efficiency of the processes that create value.
The critical Suppliers identified are for:
Printing of courseware materials, training resources, promotional materials and Certificates
Transporters and Courier Agencies
Ad Agencies
The annual plans are discussed with Suppliers and their performance is periodically reviewed. This is a winwin situation as both the parties benefit, the supplier is assured of orders and the organization receives
consistent quality of products
Whenever a supplier is to be selected for a new product, then in that case quotations are asked from at least
3 suppliers. The quotations are analyzed and one supplier is short-listed and the order is given to him on trial
basis. The supplier is evaluated in the trial period with respect to the Quantity, Delivery & the rejections and
the same is updated in the System. If the Suppliers performance is good and the quality of the supplied
materials or product or services is good then the supplier is included in the Approved Supplier List. The
Suppliers are approved based on their ability to meet the specified quality requirements.
The performance evaluation of the Supplier is carried on six monthly basis and the same is communicated to
the suppliers. If the performance of the supplier is found to be good in the periodic reviews, then the
supplier get more orders.
The purchased products, such as courseware, training materials / resources, promotional materials, Ad
materials, Brochures, maintenance services, capital equipment, etc. are checked for conforming to the
specified requirements of the Company.
The Content Production Department may subcontract / outsource the task of course design / development /
verification / validation / training as per the requirements and may also arrange to purchase the Hardware /
Software / books as per the requirements.
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The Marketing Department may subcontract any activity of the Ad Agencies for promotional activity and
advertising.
The company maintains quality records of subcontractors.
Periodic evaluation is done on subcontractors providing maintenance services. Other suppliers supplying
items are assessed only on individual purchases.
7.4.2 Purchasing Information
The Purchasing function is centralized i.e. the Purchase Requisitions from the company owned centers /
regions are received at HO and the required materials / products are dispatched. SAP is implemented in
purchasing function.
The concerned functional heads ensure that the requisition is sent to the logistics department in time and
procurement of the products / services are carried out only after authorized personnel release the Purchase
Order.
The Purchase Order contains details necessary for the purchasing of products / services, such as the grade,
title, inspection, instruction, relevant technical data including requirements for approval or qualification of
products, process equipments and personnel.
The purchasing information in the form of requisition is keyed in to the SAP system, which gives the invoice
and Delivery challan. The requisitions are consolidated based on the products and the supplier and the
Purchase Order is made thru the system. This is maintained in the Logistics department.
Amendments in the purchasing requirements are documented whenever need for such amendments arises
and accordingly the suppliers are communicated.
Rate contract are given for subcontractors supplying maintenance services on regular basis.
The management (i.e. the concerned Functional Head / HOD) approves qualified subcontractors based on
the ability to meet the quality requirements.
7.4.3 Verification of the purchased products:
In order to make sure that all purchased products / services conform to specific requirements the concerned
Functional Heads / HOD establish and maintain documented procedure to ensure that purchased materials
and subcontracted services conform to the specific requirements.
The management (i.e. the concerned Functional Heads / HOD) ensures that the suppliers verification
methods incorporated meet the quality assurance agreement. There is no customers verification of subcontracted Product.
Whatever / whenever the company verifies purchased products at contractors premises, it specifies
verification arrangements and the method of product release in the purchasing documents.
The management (i.e. the respective Functional Heads / HOD) assesses the performance of the sub
contractors periodically.
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The Marketing Department subcontracts the activities of Market Research and Advertising.
The Logistics Department subcontracts the activity of:
Printing Brochures, Promotional Material, courseware etc and
Dispatching the same to centres
The Academics Support Department sub contracts the activity of
Design of higher-end technical skill module question papers (as deemed fit)
Dispatch of question papers to Centres / Regions.
The Content Production department may outsource the task of course design / development /vetting /
training as per requirement. It also arranges to purchase hardware / software / books as per requirement.
The relevant procedures for the purchase of products and services are documented in Marketing Procedure
Manual, Logistic Procedure Manual, Academics Operations Manual, and Content Production Procedure
Manual.
The Quality system standard requires that documented procedures for inspection and testing of incoming, in
process and final should be developed.
Receiving, Inspection and Testing:
The functional Head / HOD ensures that an incoming product or service is not used or processed until it has
been inspected and verified.
The Functional Heads / HOD identifies and records any incoming product released for urgent purpose, to
replace the same in the event of non conformance.
In-Process Inspection and Testing:
In Process inspection and testing applies to all forms of products including services.
The management (i.e. the concerned Functional Heads / HOD ) ensures that when a new or modified
product or service is planned or implemented, proper validation checks are defined, documented and carried
out such that the service meets the customers need under anticipated or adverse conditions.
Final Inspection and Testing:

The management prior to initial delivery of a service reviews and confirms:
The resource are made available with centers to meet the service obligation, particularly skilled
manpower in place
The applicable codes of practice, standards and execution specification are specified and
communicated.
The information to customers in the use of the service is available.
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The management carries out periodic revalidation checks to ensure that the service continues to meet the
needs of the customer and conforms to the service specification. The revalidation is planned and
documented. It also considers field experience, impact of modifications in the service and processes, impact
of personnel changes, adequacy of procedures, and proposed modifications.
Inspections and Test Records:
The respective Functional heads / HOD maintain the appropriate inspection and test records, which provides
evidence that, the Product / Service has been inspected and / or tested.
Where the product / service / fails to pass any inspection and / or / test, the procedures for control of nonconforming product /service, as given in respective Procedure Manuals is being applied.
The above is elaborated in the respective Procedure Manuals.
The Regional Sales and Network Departments
Provide guidelines for setting up the centres to deliver Products / Services
Provide guidelines for selection and training of staff at the centers
Initiates action and takes corrective measures on feedback received from centers regarding the
products / services provided to them
The Academics Support Department
Provides question papers for the conduct of semester-end exams for the students at the
Centers
Declares the final results for the students
Arranges to issue Performance Statements /Credentials to the students through the centres.
The Marketing Head shares the feedback received from Regions with the Advertising Agency, to help
ascertain and improve efficacy of advertising.
Head - Content Production ensures that all courseware developed is checked for all possible errors by
designated personnel before it is installed in the centres.
The Logistics Head ensures that items received are as specific in Purchase Order and that they are inspected
and stored as per documented procedure.
The Sales & Placement Departments monitors the Sales & Placement activities at the centres, through
reports received / visits to the centres.
Documented Procedures are given in Network procedure Manual, Academics Operations Manual, Marketing
Procedure Manual, Content Production Procedure Manual, Logistics Procedure Manual and Sales & Placement
Procedure Manuals.
7.5 Productions and Service Provision
7.5.1 Control of Production and Service Provision
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It is the policy of the company to plan all activities related to its Products and related Services and to ensure
that these are delivered under controlled conditions in accordance with documented Procedures.
The Heads of Sales & Placement for individual brands, Regional Sales & Placement Heads at Regional Office
and the respective Functional Heads at corporate Office are responsible for implementing suitable control
measures for products and related services offered to its customers as per the policy of the company.
The quality system standard requires all processes:
Production Processes
Installation Processes and
Servicing processes
Which directly affects the quality should be planned to be carry out under controlled conditions
The controlled conditions include:
Documented procedures defining the manner of production, installation and servicing where the
absence of such procedures could adversely affect the quality.
Use of suitable Production, Installation and Servicing equipment, and a suitable working
environment.
Compliance with reference standards / codes, quality plans and /or documented procedures.
Monitoring and control of suitable process parameters and product characteristics.
The approval of processes and equipment, as appropriate.
Criteria for workmanship, which shall be stipulated in the clearest practical manner
Suitable maintenance of equipment to ensure continuing process capability.
For our Quality System:
The management provides know-how on running the business through documented instructions as
elaborated in respective Procedure Manual.
The management has defined methods for monitoring and control of products and services.
The management has delegated responsibility to Functional Heads / HODs to ensure quality control is
maintained at each stage of product and service production and installation.
Delivery:
The supplier should provide for protection of the quality of product during shipping and other phases of
delivery. For some products, including services, delivery time is critical factor.
In our Quality System:
The management shall introduce effective controls in Logistics department for handling, storage, packaging,
delivery and protection of customers' material, which is supplied as service, or products for quality execution
of business.
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The Academics Support department shall be responsible for handling, storage, packaging, preservation and
delivery of
Semester-end exam question papers to Centres for the Students
Performance Statements / Credentials to the Students through the Centres.
The Content production department shall preserve the archived soft copies of courseware developed.
Handling of Hardware / Software / Reference Material etc. meant for our day to day operations:
The Regional Sales Heads and the respective Departmental Heads at Corporate office shall ensure that the
required Hardware / Software etc., meant for day to day operations, is being maintained (i.e. Hardware),
stored (i.e. cds, Reference Material) & preserved (i.e. back ups) in a suitable manner.
Servicing
It is the policy of the company to define and document activities related to services to its customers.
The Functional Heads / HODs are responsible for determining appropriate methods to carry out the
identified activities and ensure its implementation with proper documents.
Service
Service is the result generated by activities at the interface between the Organization and the Customer and
by Organizations internal activities to meet Customer needs.
In our Quality System

The management (i.e. respective Functional Heads / HODs) establishes and maintains procedures for
planning and verifying that the service delivered meets the specified requirements of the Centres as
elaborated in the Procedure Manuals.
The Regional Sales & Placement Departments and Academics department from corporate office:
-
Provide support to the centers in the areas of Sales / Marketing, Placement and Academics.
Reviews / checks the Centre activities to ensure that Centres are complying with procedures and
policies laid down and takes appropriate corrective action in case of non conformance;
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Initiates action and takes corrective measures on feedback received from Centres on the
Products and Services provided to them.
The Head - Content Production ensures that requests received from Centres / Regions on technical support
(i.e. revamp of existing courseware, development of new courseware, conducting training Programme etc.)
are suitably actioned. The Head - Content Production from time to time and as the need arises, ask for
formal feedback to be taken from the Centres / Regions (for example when a change in the course
curriculum is envisaged).
The Logistics Head works out a procurement estimate based on the Annual Projections received from Sales
team corporate office. Based on this, the lead-time and re-order level for all materials are worked out.
The Logistics Department arranges to dispatch the materials to Centres (based on requisitions received) in a
timely and in the most cost effective manner.
The Marketing Department along with Regional Sales & Placements team arranges to collect, collate and
analyze data on business performance of Centres and provide necessary feedback to Centres / Regions.
The Head Sales & Placement Retail and Sales & Marketing arranges to collect, collate and analyze data on
placement performance of Centres and provide necessary feedback to Centres / Regions.
The Territory Academics Head arranges for timely dispatch of requisitioned Semester-end question papers /
question banks / data packets to Centres for the conduct of examination; ensures that the results are
declared on time along with the issuance of Performance Statements / Credentials to students through the
Centres.
Feedback from User Industry:
Market Survey is conducted as explained in the Placement Procedure Manual, in consultation with the
Marketing Head, and with co-ordination between Head - Content Production, Head of Sales & Placements of
respective brands. Based on the objective of survey, type of Industry to be required to be captured and type
of personnel to be visited (including the Passed out students), the survey findings may show specific industry
requirements in terms of curriculum, trends in job profiles etc. The Marketing Head along with Head Sales &
Head Placement then plans for an appropriate action.
7.5.2 Validation of Processes for Production and Service Provision

Product Briefing and Approval:
Step I : Product Briefing:

-
Centers are briefed upon the New Products, if any. Inputs about the product is given to Center
Territory Academics Head / Team on the following:
o Content of the Product
o Deliverables of the Product
o Certification Process / Criteria of the new Product
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o
Course Conduct methodology
Step II : Product Requirements:

-
Centers are informed about the requirements of the new Product / existing products (if required), the
information contains following:
o Hardware requirements
o Software requirements
o Faculty qualification/ experience requirement to conduct the course.
Step III: Approval of Faculty:

-
Each faculty is approved in the following before conduction of the course by them:
o Technical expertise of the Faculty is measured through conduct of Faculty Certification
Programme / Mock Sessions by Technical experts
o Presentation Skill of the Faculty is measured, by Voice Chats / Mock Presentations /
interview.
Approval of new Faculty:

o Qualification of Candidate as per norms
o Technical expertise of the Candidate is measured through conduct of Faculty Certification
Programme / Mock Sessions by Technical Experts.
o Presentation Skill of the Candidate is measured, by Voice Chats / mock presentation /
interview.
On matching the above-mentioned requirement the faculty is approved by the respective Regional
Academic Head. Once the approval process is complete following are done:
o
o
o
o
Induction programme is conducted for the new Faculty, in which following inputs are given:
Process and Procedures laid down in the Quality Manuals, which a faculty is
supposed to use / implement / follow.
Course conduct methodology
Use of teaching tools provided to assist the faculty in course delivery.
Inputs are given on various communities we have for Faculty
Inputs on Technical Help resource.
Trained on the Automation Software (OES) / Portal
Course conduct and monitoring:

Following deliverables are sent to Faculty, to facilitate the smooth conduct of course at center:
- Presenters Manual (for retail brands) / Product Information Note (for retail brands)
o Contains session wise break up of each topics, which are to be taught for a particular course.
o Evaluation Process of the Students
o Evaluation Procedure of the Examination(s) if applicable
o Software requirement for the course
o Hardware requirement for the course
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o
Pre-requisites of the participants of the course.
Regular Feedback is taken from the participants / Students of the course, which are recorded, and
sent by the Center to Corporate office.
At Corporate office the monitoring of the academics of a center is done by the respective TAHs using
Portal / Automated Software.
Feedback on Academic Health is sent to the Center. Feedback is given on the following:
o
o
o
o
o
o
o
o
Skill Certification requirement of the Faculty

Skill Upgradation requirement of the Faculty
Improving the Student Satisfaction on course conduct and delivery
Upgradation of Hardware
Adherence to schedule as mentioned in the Presenters Manual, leading to the Timely
completion of the course.
Deviation control of batches, if any.
Student absenteeism.
Academic Dropouts.
Training requirements are identified by the RAHs based on the topics, which are coming up as per the
schedule stated in the Presenters Manual
7.5.3 Identification and Traceability
It is the policy of the company to identify as appropriate the product during all stages of production and
delivery with documented procedures.
The Heads of Sales & Placement for individual brands, Regional Sales & Placement Heads at regional Office
and the respective functional heads at corporate Office are responsible for implementing suitable measures
for identifying products and its trace ability during related services offered to its customers as per the policy
of the company.
Product Identification (in general):
All products are identified by suitable means from receipt and all stages of production, delivery and
installation. How the products are to be identified and by whom, is documented in respective Procedure
Manuals.
Marking or tagging the product or its containers can achieve product identification.
Service identification can be achieved by documentation, which accompanies the service.
Traceability (in general)
Traceability is defined as the ability to trace the history, application or location of an entity by means of
recorded identification.
For our Quality systems
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The management (i.e. the concerned Functional Heads / HODs) identifies and systematically records the
source of any product or service, which forms the deliverable to the Centre. They identify the responsibility
for verification of product or services to ensure traceability in case of non-conformity, customer complaints
and liability.
The network department provides guideline on how to identify and select Business Partners to deliver
Products and services through the franchisee centres. It also provides guidelines to the business partner for
setting up the Centre to deliver products and services.
The Academics Department provides for conduct of semester-end examination for the students at the
centres, declaration of final results of the students and issuance of Performance Statements / credential to
the students through the centres.
The Logistic Department ensures that items are received as specified in Purchase Order, and that they are
inspected and stored as per documented procedure. Appropriate action is being taken in respect of nonconformed products being received.
The Head - Content Production ensures availability of adequate recourses for timely completion of various
phases of Design activity and provides for a workable time frame for the same.
The Marketing Head co-ordinates with the Advertising Agency for implementation the Marketing brief.
The Sales & Placements Department assists in identifying the students to be placed, calls on organizations for
generating inquiries, arranges for interview of students with the organizations and monitors the feedback
from the students as well as from the organizations on performance.
Documented procedures are given in Network Procedure Manual, Logistics Procedure Manual, Content
Production Procedure Manual, Academics Operations Manual, Marketing Procedure Manual and Sales &
Placement Procedure Manuals.
Inspections and Test Records
The respective Functional Heads / HODs maintain the appropriate inspection and test records, which provides
Where the product / service / fails to pass any inspection and / or / test, the procedures for control of nonconforming product /service, as given in respective Procedure Manuals apply.
The Regional Sales & Placement Heads
Provides guidelines for setting up the centres to deliver Products/ Services
Provide guidelines for selection and training for staff at the centers in coordination with Acads Dept
at HO.
Initiate action and takes corrective measures on feedback received from centers regarding the
products/ services provided to them
The Academic Support Department
Provides question papers for the conduct of semester-end exams for the students at the
Centers
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Declares the final results for the students
Arranges to issue Performance Statements /Credentials to the students through the centres.
The marketing Head shares the feedback received from Regions with the Advertising Agency, to help
The Head - Content Production ensures that all courseware developed is checked for all possible errors by
The Logistics Head ensures that items received are as specific in Purchase Order
and that they are
inspected and stored as per documented procedure.
The Sales & Placement Departments monitors the placement activity at the centres, through reports received
/ visits to the centres.
It is the policy of the company to maintain the status of conformance of the assessments carried out in each
phase of the Products design, development and related services.
The Head Sales & Head Placement, Regional Sales & Placement Heads and the respective Functional Heads
at Corporate Office are responsible to ensure suitable assessment procedures are carried out. The
authorities ensure conformance to specified requirements for products and services and review the same to
ensure its implementation as per the policy of the company.
The Functional Heads / HODs ensure that the status of the work done in each phase of the service delivery
process is recorded to identify achievement of service specification and customer satisfaction.
The Functional Heads / HODs ensure proper inspection records are maintained to indicate the conformance
or non-conformance of product or service through the development stage and its installation at Centres.
The Head - Content Production ensures timely completion of all activity by reviewing the progress
periodically, discussing reasons for lapses in schedules if any, and by taking necessary corrective measures.
The Head - Content Production ensures designated personnel check that courseware developed for all
possible errors before it is installed in Centres.
The Logistics Department ensures that items received are as specified in Purchase Order and that they are
inspected and stored as per procedure. It verifies periodically the quantity of stocks of material in the stores.
The Academics Department analyzes the performance of students in the Semester-end examination and
suggests corrective measures to Centres in case the success rate is not satisfactory. Also it ensures that the
Technical staff of Centres is qualified for required skills through Faculty Certification Process.
The Regional Sales & Placements Team ensures that the staff selected by Franchisee Centres is approved
and they monitor Centre activities in accordance with various policies and procedures laid down.
The Marketing Department arranges to collect, collate and analyze Business Performance of Centres. It shall
provide necessary feedback to Centres / Regions on Business Performance.
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The Sales & Placement Departments arranges to collect, collate and analyze Placement Performance of
Centres. It provides necessary feedback to Centres / Regions on Placement Performance, on information
received from Market, Publications etc. (as deemed fit).
Documented procedures are given in Network Procedure Manual, Academics Operations Manual, Content
Production Procedure Manual, Logistics Procedure Manual, Sales & Placement Procedure Manuals and
Marketing Manual.
7.5.4 Customer Property
Customer supplied Product is a product owned by the customer and furnished to the Company for use in
meeting the requirements of the contract.
In our case the customer is not supplying any product to be incorporated into the delivery of the final
product / service. Hence Clause 7.5.4 of ISO 9001: 2008 standards is not applicable to our type of operations
pertaining to documented quality system of Education Support Services.
7.5.5 Preservation of Products
It is the policy of the company to document and monitor effective handling, storage, packaging, and
preservation of products and related services to its customers.
The Functional Head / HODs is responsible for determining appropriate methods to carry out the identified
activities and ensure its implementation with proper documents.
Quality System Standards require that proper documentation and practices be established to ensure that
Products (i.e. finished products, in-process, and incoming materials) are properly handled, stored, packaged
and preserved
Handling
Appropriate methods for handling are adopted that prevents any kind of damage, deterioration; say during
transportation from the Supplier to the Company and then to the Customer.
Storage
Properly designated areas or stock rooms are used to store the materials and products. Storage systems
have proper security, issue and receipt control, and environmental condition required for stored material.
In order to detect deterioration, the condition of the product in stock is assessed at appropriate intervals.
Stored material should have proper marking, labeling and other relevant information in legible manner.
Packaging
The packing, packaging and marking processes (including the materials used for packaging) are controlled to
ensure appropriate protection against damage, deterioration during storage, transportation or any later
period, until the Companys responsibility ceases.
Preservation
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Appropriate methods for preservation and segregation of product are adopted when the product is under
suppliers control.
Documented system is given in Logistics Procedure Manual, Academics Operations Manual and Design
Procedure Manual.
7.6 Control of Monitoring and Measuring Equipment
It is the policy of the company to define, and have documented procedures to describe the control
mechanism and to monitor and maintain the system used for service measurement. The company has
identified assessment as the inspection activity to be carried out by trained / qualified personnel to ensure
conformance to specified requirements.
The Functional Head, Regional Sales & Placement Heads at Regional Office and the respective Functional
Heads at Corporate Office and Regional Offices are responsible to ensure suitable assessment procedures
are carried out. The authorities shall ensure conformance to specified requirements for products and
services and review the same to ensure its implementation as per the policy of the company.
Characteristics
The management shall implement control procedures to measure service.
The management (i.e. respective Functional Heads / HODs) shall establish procedures to monitor
and maintain the system used for service measurement.
The management (i.e. respective Functional Heads / HODs ) shall describe the controls such as
minimum personnel / skills required for a job, minimum standards to be followed on maintenance of
equipment used.
The Functional Heads / HODs shall ensure that all customer satisfaction surveys and questionnaires
are tested for validity and reliability.
The management (respective Functional Heads/ HODs) shall compare the measurement error with
the requirements and take the appropriate action when precision and/or bias requirements are not
achieved.
The management (respective Functional Heads / HODs) shall ensure that Training of Designers /
Verifiers is being carried out.
The Systems Audit department

Audits the Centre activities to ensure that the Centres are complying with procedures and policies
laid down and submits an audit report to the centre management as well as the relevant personnel
of Aptech.
The Academics delivery department
Initiates action and takes corrective measure on feedback received from Centres on Products and
Services provided to them.
Monitors the conduct of Academics at Centres.
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Monitors the conduct of examinations at centres.
Verifies and finalizes the Semester-end results of Students so that assessment of Students has been
fair.
In the Content Production Department, the Testing and Quality in charge shall ensure quality in course
structure and courseware developed, such that it is checked for all possible errors before installation at the
Centres. The Head - Content Production shall ensure that material resources deployed for use in the
department shall give quality performance and may arrange to get formal feedback as deemed fit from
Industry, Regions and Centres in order to determine the requirements. The Head - Content Production shall
carry out (at least once a year) random sampling of verifications.
The Logistics Department shall ensure that items received are as specified in Purchase Order and that
they are inspected and stored as per documented procedure.
The Sales & Placements Departments shall set guidelines for Placement activities at Centres and monitor
the same for compliance through receipt of reports/feedback and visits. It shall suggest appropriate
corrective action in case of non-conformance.
The Marketing Department personnel may visit Centres in the Regions to ensure that the Centres are
complying with laid down procedures and policies of Marketing activities and take appropriate corrective
action in case of non conformities.
Applicable procedures
Documented procedures in Network Procedure Manual, Academics Operations Procedure Manual, Content
Production Procedure Manual, Logistics Procedure Manual, Sales & Placement Procedure Manuals and
Marketing Procedure Manual.
Section 8
MEASUREMENTS, ANALYSIS AND IMPROVEMENT
8.1 General
<Refers to 4.10.1+ 4.20.1+ 4.202.2>
8.2 Monitoring and Measurement
8.2.1 Customer satisfaction
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The organization monitors information relating to customer perception as to whether the organization has
met customer requirements.
Aptech Limited uses a mix of hard and soft data to assess customers satisfaction with its product, value
added services. Aptech Limited has also devised measures to assess satisfaction at an interim stage i.e.
during the course delivery so that the requisite corrective and preventive actions are initiated to maximize the
learning outcome.
The different mechanisms, methodologies used & the usage of the information is dispatched below.
Sr.
Information Areas
Study / Survey
Customer
Satisfaction
Faculty & lab

feedback
Frequency
Methodology
Feedback
forms internal
Center
based at
the end of
each
module
Customer
Satisfaction
with
center
infrastructure
&
facilities
Own
&
Competitors
Customer
satisfaction score
Open Houses
External
agency
Need based
Business
Partner
Satisfaction
BP feedback
Need based
Centre Review,
Students
Feedback
Questionnaire
External.
Current Aptech
Limited
customers
&
competitors
customers
Questionnaire
Internal
How
is
the
information used
Course delivery
improvements &
corrections
Performance
Incentives
Improvements in
Center
infrastructure
Redressal of
student grievances
Strategic Planning,
Goal Setting,
Process
Improvement,
Performance
Appraisal
Strategic Planning,
Goal
Setting,
Process
Improvement
8.2.2 Internal Audit

It is the policy of the company to verify the quality activities and results comply with planned arrangements
and to determine the effectiveness of the implementation of the documented quality system in accordance
to the requirements of ISO 9001: 2008 standards.
Management Representative and Functional Heads are responsible for determining appropriate methods to
carry out the identified activities and ensure its implementation with proper documents.
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What is a Quality Audit:
Quality Audit is systematic and independent examination to determine whether quality activities and related
results comply with planned arrangement, and whether these arrangements are implemented effectively and
are suitable to achieve objectives.
Planning and conduct of Internal Quality Audits and Cross Functional Audits:
The Management Representative shall organize internal quality audits at least once in four months or as
decided by the management representative, to verify the implementation and effectiveness of the quality
system elements. The Management Representative may change (either increase or decrease) the frequency
of Internal Quality Audits for some departments / functions based on the level of QMS implementation and
previous audit findings.
The Management Representative selects a team of competent personnel, and arranges to train them to
conduct internal quality audits (if necessary). The audits are planned, carried out and recorded in accordance
with documented procedures. The Management Representative ensures that the person who is independent
of that department conducts the audit.
The findings of the internal audit are documented and a copy of internal audit findings is submitted to the
Management Representative. The Management Representative ensures that necessary time bound corrective
actions are taken with respect to the same.
Every department at Regional / Head Office maintains its own Internal Quality System Audit File, so that the
same can be reviewed, at any given point of time.
Follow - up Internal Audits
The Management Representative arranges for follow-up internal audits to ensure that the Auditee completes
the proposed corrective and preventive action as per the proposed completion date. The Management
Representative receives a copy of Clearance Reports for Internal audits as an evidence of the same.
Management Review Activities
The Management Representative ensures that the results of Internal Quality Audits form an integral part of
the input to Management Review Activities.
The Management also assesses the implementations and effectiveness of corrective and preventive actions
resulting from previous audits. Documented procedures have been given in Internal Audit Procedure Manual.
8.2.3 Monitoring and Measurement of Processes
FACULTY APPROVAL PROCESS
The purpose of Faculty Approval process is to ensure Faculties at the Centers are adhering to the norms set
by Aptech Limited.
Once the requirement need is identified at the centre level the Resumes are invited from candidates and
preliminary interview is conducted by the Business Partner or Centre Manager.
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The Short Listed Candidates drawn by the centre staff need to undergo Aptitude test and minimum one Skill
Certification at the center through Online Examination System or through Online (Web Based).
Results of the Aptitude test and Skill exam conducted through the Online Examination System will be
reviewed by Regional Academics Head (RAH) or Territory Academics Head (TAH) at H.O. Academics delivery
Department. The faculty will be deactivated by RAH / TAH if not meeting norms or meeting standards set.
On approval, an AFEN (Aptech Franchise Employee Number) will also be provided to the faculty which can be
viewed using Portal.
With respect to International Centers, where faculty recruitment happens from India
Once the requirement is identified at the centre level the Resumes are invited from candidates and
preliminary interview is conducted by the TAH.
The Short Listed Candidates decided by the TAH, will be sent to the Centre for Recruitment after conduct of
Induction in India.
Once the Faculty joins the centre, the faculty needs to undergo Aptitude and skill test at the center through
Online Examination System or through Online (Web Based).
Results of the Aptitude and skill test conducted through the Online Examination System will be validated by
Territory Academics Head.
Faculty Certification
Faculty Certification process is the most comprehensive method of testing the qualitative skills of the faculty.
This process has established the fact that the faculties of Aptech at a regular frequency must upgrade their
skills to meet the needs of the latest happening in technology world.
For ACE & ARENA ,Centers can download the skill chart from the site, which provides the Skill Numbers, Skill
Names and mapping to curriculum/Module. The faculties as per their batches and modules they are covering
must clear the skills accordingly. Faculty is discouraged to conduct a module unless he/ she has cleared the
certification exam on the said module. Thus it is necessary that each faculty plans his certification clearance
accordingly.
This will ensure the students are given quality delivery of the module being taught at the same time the
faculty will also be confident since Aptech has certified him. His motivation level will be high and the
students satisfaction level will be high, which will ultimately lead to better word of mouth.
Thus it is essential for each faculty to understand for having been appointed at Aptech Center it is mandatory
to clear the skills and ensure quality education to the students.
Ref. Academic Procedure manual for the norms for a faculty deemed to be certified in a particular module /
skill.
Faculty Training
It is necessary to provide training to Center Faculties as per training needs provided by TAH / RAH and
Centers. This ensures that faculties in a centre are equipped to conduct the modules for the students in the
required technologies more competently.
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Training is imparted to the faculties following 3 methods from HO Academics Delivery team which are as
follows:
1) High end Training through Training Academy
2) Advanced Training in Selected Hub
3) Basic Training in Hubs
Training Academy (TA) ensures organizing trainings for high end technologies and participation of faculties
from different centers across the Globe at a common hub in Mumbai. The training is imparted through
Certified and Industry experienced trainers. It also ensures conduct of ISK (Instructional skills) for these
participants to enhance their soft skills to ensure better presentation to the students. The soft skills are
conducted by HR through trainers having relevant domain knowledge.
Advanced Training is carried out at different hubs in a Country / Region to ensure more reach and inducting
knowledge to more faculties. These trainings are also conducted by domain experts.
Basic Trainings are elementary subject trainings conducted in different hubs in a region for the participant
faculties from a particular country / region / location / centre wherein the training is imparted with the help
of RAH/TAH from Aptech HO. This is specially required for new faculties who are conducting the Basic
courses as beginners. Along with Basic knowledge the faculties are also inducted with the delivery
methodology laid down by Aptech.
At the end of the training, a feedback mechanism as well as an evaluation of knowledge obtained by faculties
is conducted to understand satisfaction level of the participants and knowledge acquired, with the end
objective to ensure that the participants expectations are met and faculties are capable of imparting
education as per Aptech Standards.
Resolving Technical Queries
The Center members can Email / Call to Technical Experts for clearing there any such queries. The replies
will be provided within 24 48 hours from the time the query is received at Technical Cell Department in
H.O.
Portal
The company has switched to Portal from ECAS which enables to have all the controls centrally at H.O. and
can have an instant picture of any center at any point of time. The process of centers being switched to
Portal from ECAS is complete. This change is important and accordingly centers on Portal are being tracked
online on all academic parameters. It may also be noted being in the transition phase centers as well H.O.
relevant personnels are on to the job of ensuring improvements and thus enhancing Portal further to users
requirements.
8.2.4
Monitoring and Measurement of Product
It is the policy of the company to define, and have documented procedures to Asses the effectiveness of the
services given to customers through periodic assessment at defined stages of the execution of services.
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The Academic Heads, Regional Sales & Placement Heads and the respective Functional Heads at Corporate
Office are responsible to ensure suitable assessment mechanism for products and services and review the
same to ensure its implementation as per the policy of the company.
The Quality system standard requires that documented procedures for inspection and testing of incoming, inprocess and final should be developed.
Receiving, Inspection and Testing
The Functional Head ensures that an incoming product or service is not used or processed until it has been
inspected and verified.
The Functional Heads identify and record any incoming product released for urgent purpose, to replace the
same in the event of non conformance.
In-Process Inspection and Testing
In Process inspection and testing applies to all forms of products including services.
The concerned Functional Heads ensure that when a new or modified product or service is planned or
implemented, proper validation checks are defined, documented and carried out such that the service meets
the customers need under anticipated or adverse conditions.
Final Inspection and Testing
The management prior to initial delivery of a service shall review and confirm:
The resource are made available with centres to meet the service obligation, Particularly skilled
manpower in place
The applicable codes of practice, standards and execution specification are specified and
communicated.
The information to customers in the use of the service is available.
The management shall periodic revalidation checks to ensure that the service continues to meet the needs of
the customer and conform to the service specification. The revalidation shall be planned and documented. It
shall consider field experience, impact of modifications in the service and processes, impact of personnel
changes, adequacy of procedures, and proposed modificationsexplain, how we do the above
Inspections and Test Records

The respective Functional heads maintain the appropriate inspection and test records, which Provides
Where the product / service / fails to pass any inspection and / or / test, the procedures for control of nonconforming product /service, as given in respective Procedure Manuals applies.
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The above is elaborated in the respective Procedure Manuals.
The Regional Sales & Regional Placement Department
Provides guidelines for setting up the centres to deliver Products/ Services
Provide guidelines for selection and training if staff at the centers
Initiates action and takes corrective measures on feedback received from centers regarding the
products/ services provided to them
The Academics delivery Department
Ensures that the courseware designed is fulfilling the criteria set for the desired course.
Ensuring skilled faculties are handling topics at the centres.
Monitoring the courses conducted at the centres.
The Marketing Head shares the feedback received from Regions with the Advertising Agency, to help
The Head - Content Production ensures that all courseware developed is checked for all possible errors by
The Logistics Head ensures that items received are as specified in Purchase Order
and that they are
inspected and stored as per documented procedure.
The Sales & Placement Departments monitors the placement activity at the centres, through reports received
/ visits to the centres.
Documented Procedures in Network procedure Manual, Academics Procedure Manual, Marketing Procedure
Manual, Content Production Procedure Manual, Logistics Procedure Manual and respective Sales & Placement
Procedure Manuals.
8.3 Control of non-conforming Product
It is the policy of the company to ensure that non-conformances occurring during design and related
services of products are identified, reviewed and appropriate action planned to resolve the same.
The Territory Academics Head, Regional Sales & Placement Heads and Functional Heads at Corporate Office
are responsible to ensure suitable assessment procedures are carried out. The authorities ensure
conformance to specified requirements for products and services and review the same to ensure its
implementation as per the policy of the company.
Characteristics
When an intermediate or final product (including services) is found not to conforming to the specified
requirements, it shall be prevented from unintended use or installation. This is applicable to non-conforming
product / services occurring in the suppliers own production as well as non-conforming product / service
received by the supplier.
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Review and Disposition of non-conforming product
Non-conforming product / service shall be subjected to review by designated responsible persons to
determine how to dispose.
In our Quality System
Identification and reporting of non-conforming services is the duty of each team member in the organization.
The management (i.e. respective Functional Heads) shall put in every effort to identify the potential service
non-conformity before the Centres are affected.
Responsibility and authority for corrective action shall be with Functional Heads.
The QA department arranges Operations & Systems audits in the Centre to ensure that the Centres are
complying with laid down procedures and policies and take appropriate corrective action in case of nonconformities.
The Regional Sales, Placement, Network and Academics departments
-
initiates action and takes corrective measure on feedback received from Centres on the
Products / Services provided to them.
arranges to close the Network Centres in case of repeated non compliance and refusal by
Business Partners to adhere to the terms of the Network Agreement.
The Academics Operations Department

-
takes appropriate action in case the Centre does not conduct the scheduled Semester-end
examination.
arranges to take corrective measures incase the Faculty does not perform upto the minimum
required Grade Point Average.
The Marketing department arranges to visit Centres through the Regional sales Team to ensure that the
Centres are complying with the laid down procedures and policies with respect to the Marketing activities and
thru the appropriate corrective action in case of non-conformance. It shall initiate remedial action and
suggest corrective measures on feedback received.
The Head - Content Production ensures that rectification is being carried out on non-conforming
-
Training programmes
Courseware
Course structure
Material resources
The Logistics department ensures that in case the material supplied by the subcontractor does not conform
to specifications given in purchase order, then the cause of it is investigated. The department may then
-
accept the product with modifications after consulting the user

or
reject the product and ask for re-supply
or
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take appropriate action against the subcontractor in consultation with the Functional Head.
The Sales & Placement departments initiate remedial action and suggest corrective measures on feedback
received from Centres regarding Placement Activity.
Documented procedures have been given in Network Procedure Manual, Academics Operations Manual,
Content Production Procedure Manual, Logistics Procedure Manual, Sales & Placement Procedure Manuals,
Marketing Procedure Manual and Operations & Systems Audit procedure manual.
8.4 Analysis of Data
It is the policy of the company to ensure that appropriate data / information is collected, collated and
analysed to find out the reasons for variations from the expected results. All functional Heads are
responsible to implement the process of data collection, reporting, analyzing and reviewing.
In addition to the business related data / information like Enquiry, Enrollment, Billing, Collection, in every
procedure manual, the Quality objectives (process parameters) for the function that affect the quality of
Products and services are mentioned. Based on the frequency of measurement and reporting, the
functional heads to review the actual against the target and ensure corrective actions are implemented if
deviations observed.
8.5 Improvement
8.5.1 Continual Improvement
The company continually seeks to improve the effectiveness and efficiency of the processes of the
organization. The sections under 5.6, 8.5.2 & 8.5.3 explain the processes in place to identify and manage
improvement activities. Section 5.6 refers to Management Review
8.5.2 Corrective Action
The company ensures that the corrective and preventive actions are carried out to eliminate existing or
potential non-conformances for continuous improvement of the documented quality system for Education
Support Services.
Every member is responsible for implementing the corrective and preventive actions in their area of
operation.
The Functional Head / Management Representative is responsible for determining the corrective and
preventive actions needed and effective implementation
Corrective action:
Corrective Action is defined as action taken to eliminate the causes of an existing non-conformity, defect or
other undesirable situation in order to prevent recurrence.
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The Corrective Action may involve changes, such as in procedures and systems to achieve quality
improvement at any stage of the quality loop / cycle.
The implementation of Corrective Action begins with detection of a quality related problem and involves
taking measures to eliminate or minimize the recurrence of problem.
The respective Functional Heads record, analyze and correct nonconformity in product or service, the
moment it is detected.
The nonconformity may be identified through Customer Complaints, Feedback, Open Houses or any other
means.
The following actions shall be implemented as elaborated in all the Procedure Manuals:
-
an immediate rectification to meet and satisfy the customer's need;

investigation of the root cause of non-conformities;
determine the corrective action needed to eliminate the cause of nonconformity;
application of controls to ensure that corrective action is taken and that it is effective.
The records of the above shall be maintained by individual functions.

8.5.3 Preventive action:
Preventive Action is defined as action taken to eliminate the causes of a potential non-conformity, defect or
other undesirable situation in order to prevent occurrence. Preventive Action is to show a mechanism by
which the recurrence of non-conformance / complaints can be avoided.
The management shall use the information from
-
Audit results,
Customer Complaints,
Quality records,
Processes and operations which affect the product / service quality,
in order to detect, analyze and eliminate potential causes of non-conformity.

The Functional Heads shall ensure that the various steps needed in preventive action are being implemented.
The Management shall discuss the effectiveness of the Preventive Action in the Monthly Review Meeting.
Handling of Customer complaints:
In 2000 a Customer Care Cell was formulated to navigate the organization towards a care approach from a
redressal approach and to serve as a one point reference for all customers.
The Objectives of the Customer Care cell are:
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Provide multiple interfaces & mediums to enable the customer to comment and complain
Capture all information & knowledge of this interaction in a central database
Speedy response to customers
Speedy redressal of customer grievances
Analysis of Customer Care data for identifying process improvement opportunities
Process improvements to reduce / eliminate complaint areas
Input to course design
Feedback to appropriate personnel for decision making
Customer complaints received regarding quality of our products / services shall be analysed by the respective
Heads at Head Office and Regional Office and a line of action shall be drawn up. The same shall be recorded
in Customer Complaint closure Form.
The respective Functional Heads at Head Office and the Regional Sales Heads at the Regional Office shall
ensure that
-
Receipt of the complaint is being acknowledged to the Customer;

Action plan is being communicated to the Customer;
Periodic updating is being done to the Customer when the action plan takes a longer time;
and
Complaint is resolved to the satisfaction of Customer and a confirmatory letter to the same
effect is being sent to the Customer.
The Customer Complaint closure Form shall be filled in chronological order as per action plan drawn / events
taking place. The Form shall be signed after the closure, only.
All the relevant documents received / sent from / to the customer shall be maintained along with the
Customer Complaint Form for that Customer. The retention period of this correspondence shall be for a
minimum period of one year, after the complaint has been closed.
Every department at Regional and at Head Office shall maintain a copy of Customer Complaint details, so
that the status of same can be reviewed as and when required.
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APTECH LIMITED

Education Support Services

Release Date: 01/07/14

Effective Date : 01/07/14

TERMS and DEFINITIONS

3.1 Company Profile

3.2 Foreword by Managing Director

QUALITY MANAGEMENT SYSTEM (title only)

4.1 General Requirements

MANAGEMENT RESPONSIBILITY (title only)

5.1 Management Commitment

Effective Date : 01/07/14

RESOURCE MANAGEMENT (title only)

6.1 Provision of Resources

7.1 Planning of Product Realization

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MEASUREMENT, ANALYSIS AND IMPROVEMENT (title only)

Quality Plan for QMS

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TERMS and DEFINITIONS

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CUSTOMER/ TARGET SEGMENT

Integrated training solutions

4. Aptech World Wide

5. Aviation & Hospitality

College students, graduates

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Learning Services and Attest

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Greater control over delivery of education

Strategic Focus Areas Non-Retail

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Retail Portal - Implemented across all domestic centres

Strategic Focus Areas Non-Retail

SAP implementation for order processing and tracking

Strategic Focus Areas Non-Retail

Focused relentlessly on profitability by exiting from non-profitable businesses (for. e.g.

Effective Date : 01/07/14

Strategic Focus Areas Retail

Strategic Focus Areas Non-Retail

Strategic Focus Areas Common

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Strategic Focus Areas Retail

Alliances & Partnerships:

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Strategic Focus Areas Non-Retail

Strategic Focus Areas Common/ New Areas

Strategic Focus Areas Retail

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Strategic Focus Areas Non-retail

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Strategic Focus Areas Retail

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Strategic Focus Areas Non-retail

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