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Profile
/ ISO 9001

DOEACC Society's Quality Management System - General Information
DOEACC Society has established Administrative Regulations, Operational Guidelines, Operational Procedures and Quality Procedures, approved by Executive Director to address requirements to comply the training activity of the Centre with the ISO 9001:2000 Standards.
Centres of DOEACC Society developed and implemented the Quality Management System to administrate its ability to provide education consistently that meets students and applicable regulatory requirements and to address satisfaction through the effective application to the system including continual improvement and the prevention of non-conformity.
The purpose of this manual is to define and describe the quality system to define authorities and responsibility of the persons involved in the operation of the system and to provide general procedures for all activities comprising the quality system.
DOEACC Society's Quality Management System has been registered to ISO 9001. The DOEACC Society's Quality Manual provides a summary of how the Society addresses the requirements of ISO 9001 for training & education, consultancy services including software and product development, turnkey projects, processing of data, advisory services, business process outsourcing/IT enabled services. (Quality Manual) This manual covers all the clauses of ISO 9001: 2001 standard (as per clause no 1.2 of the Standard) without any exclusion.
The entire Quality Management System documentation is available on an internal Centre-wide intranet. To access this site from any Centre's computer connected to the Centre's network visit the following URL: http://www.doeaccaurangabad.org.in/iso9001/.
In accordance with this standard DOEACC Centre, Aurangabad is committed to establish, document, implement and maintain a Quality Management System and improve upon its effectiveness continually.
Send feedback on any aspect of the Center's programs or services to the DMR at ; Kind Attention: Mr. D. Ramarao, SDE & DMR.

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