可口可乐质量体系第三版 - 质量管理体系标准.精品文档

Contents
内容
1. Introduction (3)
介绍
2. The Coca-Cola Quality Statement (9)
可口可乐质量声明
3. Quality Management System (10)
3.质量管理系统
3.1. Goals & Objectives (10)
3.1.目的和目标
3.2. Management Responsibility (11)
3.2. 管理层职责
3.3. Documentation (14)
3.3.文件
3.4. Records (16)
3.4.记录
3.5. Material and Product Integrity (18)
3.5.原料和产品完整性
3.6. Process Integrity (20)
3.6.过程完整性
3.7. Design and Development (22)
3.7.设计和开发
3.8. Commercialization (23)
3.8.新产品投放
3.9. Calibration (24)
3.9.校正
3.10. Incident Management and Crisis Resolution (IMCR) (25)
3.10.事件管理和危机处理
3.11. Training (26)
3.11.培训
3.12. Audit (27)
3.12.内审
3.13. Consumer Response and Customer Satisfaction (27)
3.13.消费者反馈和顾客满意
3.14. Continual Improvement (29)
3.1
4.持续改进
1. Introduction
1. 介绍
The Coca-Cola Company exists to benefit and refresh everyone it touches.
可口可乐公司宗旨在使每个与之有接触的人受益并有怡神感觉。

The Coca-Cola Company is the world's leading manufacturer, marketer, and distributor of non-alcoholic beverage concentrates and syrups, which are used by a network of bottling partners to produce more than 300 beverage brands. Our corporate headquarters is in Atlanta, Ga., with local operations in nearly 200 countries.
可口可乐公司是世界一流的不含酒精饮料浓缩液和糖浆的制造商、销售商和配送商，它有一个网络式装瓶合作厂，生产超过300个品牌的饮料。

我们的总部设在美国佐治亚州的亚特兰大并在200个国家有当地的公司。

We serve local market preferences with a wide variety of beverages, spanning the entire spectrum of tastes and serving occasions. Understanding the local culture –
including preferences in work, recreation, and relaxation activities – is essential for developing sustainable global business growth.
我们以各种饮料向市场提供全方位的服务，满足所有的口味，把握所有的服务机会。

了解当地的文化—包括工作、娱乐、休闲活动—是我们建立和发展全球性商业的要点所在。

In addition to providing top-quality beverages, we contribute to communities around the world through our commitments to education, health, wellness, the environment, and diversity. We strive to be a good neighbor – consistently shaping our business decisions to improve the quality of life in the communities where we do business.
除了提供顶级质量的饮料，我们还致力于在教育、健康、环保等领域做出贡献。

我们尽力做一个好的邻居—坚持我们一贯的作风，提高我们所处社区的生活质量。

The Quality Evolution
质量演变
Coca-Cola debuted at the soda fountain of Jacob's Pharmacy in Atlanta in 1886. The world was introduced to Coca-Cola in glass bottles in 1899. In 1916, multiple bottle designs were unified to the now-universally recognized contour shape. And that’s how our business remained through 1955 – one product, available at soda fountains and in glass bottles.
可口可乐的首次问世是在1886年的亚特兰大的雅各布的药店里，那时是用苏打和咳嗽糖浆混合而成的。

世人是在1899年见识到了瓶装的可口可乐。

在1916
年，现在沿用的全世界统一的包装型号开始起用，直至1955年，我们的苏打现调和玻璃瓶装饮料都只提供这一种产品。

Gradually, The Coca-Cola Company diversified its family of brands. By the 1980s, the Company added powerful brand extensions such as Diet Coke, Cherry Coke, and caffeine-free Coke. In the 1990s there was an unprecedented expansion of products, processes, and packaging.
渐渐的，可口可乐公司开发出了新的品牌。

到二十世纪八十年代，可口可乐公司已经开发出了数个强有力的品牌，例如健怡可乐，Cherry可乐，无咖啡因可乐。

到了二十世纪九十年代，公司的产品、工艺、包装都得到了空前的发展。

From the very beginning, the leaders of The Coca-Cola Company knew that quality set us apart from our competitors. For many years, the approach to managing quality was prescriptive and centrally controlled. But by the mid 1990s, the realities of the marketplace sparked changes, and the Company's approach to managing quality
began to evolve. The business need to please local tastes, coupled with the need to maintain consistent quality while quickly introducing new products, led to the first iteration of The Coca-Cola Quality System (TCCQS) in 1995.
从一开始起，可口可乐公司的领导层巳认识到质量是我们与竞争者区分的关键所在。

多年来，对质量的管理都是由总部规定和集中控制的。

但是到了二十世纪九十年代中期，随着市场变化的现实，公司的质量管理亦随之演变。

因此，随着产品需要适合当地口味，新产品快速打入市场的同时能保证产品质量的需求使首次的可口可乐质量体系（TCCQS）在1995年开始。

No longer prescribing what to do, how to do it, and when to do it, TCCQS featured quality standards that defined the results our worldwide manufacturing operations were expected to achieve. Accountability for achieving those results shifted to the local business units, and, after 109 years, our approach to managing quality
decentralized.
TCCQS 主要是制定期望全世界生产厂都必须达到的质量标准。

不再是规定做什么、如何做和何时做，衡量达到质量标准的责任由当地业务单位承担。

经历了109年后，我们将管理质量的方法由集中控制变为本土控制。

In 1999, an increased emphasis was placed on quality planning, management review, and safety. Further refinements added standards to address business goals and
objectives, safety, maintenance, and the environment.
于1999年，提高了对质量计划、管理层评审、安全的重视。

更多的关于商业目标、安全、维护和环保的细节加入标准内。

And the journey continues…
质量之旅正在继续着……
And now, TCCQS has evolved again.
现在，TCCQS 巳再一次发展了。

Why Evolve?
为什么要发展？
TCCQS must continuously keep pace with new regulations, quality management methods, and industry best practices as well as marketplace conditions. There is an increased awareness of the importance of food safety, not only in manufacturing, but also throughout the entire supply chain. By refining our requirements, we further ensure that TCCQS embodies the most up-to-date, stringent manufacturing practices… because Coca-Cola is the Symbol of Quality.
TCCQS 必须在跟上市场条件的同时也不断地同步于新规则、质量管理方法和最好的工业生产习惯。

现在不光是在制造业，整个供应链对于食品法规的重要性认识都在提升。

通过对纲要的不断完善提炼，我们更要确保TCCQS始终与时俱进包括了最新的要求严格的制造习惯...... 因为“可口可乐”是质量的象征。

TCCQS concentrates on customer and consumer satisfaction…because Coca-Cola is Customer and Consumer Satisfaction.
TCCQS始终关注顾客和消费者的满意度—因为“可口可乐”就是顾客和消费者满意度。

TCCQS must provide the framework for safety and environmental
stewardship …because Coca-Cola is a Responsible Citizen of the World.
TCCQS必须为安全和环保职责提供工作框架—因为“可口可乐”是一个负责任的世界公民。

Overview of The Coca-Cola Quality System - Evolution 3
纵览可口可乐质量体系—第三版
This third evolution of TCCQS offers the following improvements to managing quality and accelerating TCCQS implementation:
TCCQS的第三版对质量管理提供了以下改进并加快了TCCQS的完成：
A simplified, streamlined, modular structure;
∙ 一个简单的、有效率的、模式化的结构；
∙ Alignment with ISO 9001:2000; and
∙ 与ISO9001：2000保持一致；
∙ A provision to leverage external resources such as training and auditing, while
addressing the unique requirements of the Coca-Cola system.
∙ 在保持可口可乐系统独有要求的同时采用外部资源（例如培训和审
核）；
∙ This evolution of TCCQS further enables improved quality performance and
business excellence driven by:
∙ 这次的TCCQS 发展进一步提高了质量执行水平并能够推动商业更优化；
∙
monitor performance;
∙ 通过对执行情况的监控来将商业目标和质量目标进行结合统一；
∙ Demonstrating top management’s active involvement in quality management
at each business unit;
∙ 展示最高管理层在各个商业环节的质量管理中的积极参与；
∙ Integrating preventive action as a management tool;
∙ 将预防行动作为一个管理工具；
∙ Including more rigorous demands when planning new product/service
introductions;
∙ 在计划推出新产品和服务时应加入更多的严格要求；
∙ Incorporating Hazard Analysis and Critical Control Point (HACCP) into the
Quality Management System Standard; and
∙ 将HACCP 加入质量管理体系标准之中；
∙ Enhancing problem solving methodologies and tools to drive continuous
improvement.
∙ 提高改进问题的解决方法和工具以推动持续改进。

The Modular Framework
模块化框架
The framework of TCCQS - Evolution 3 is much like our business: multifaceted with
Quality at its core. In addition to Quality, Evolution 3 has Environmental and Safety
and Loss Prevention facets as well. The TCCQS framework allows other business
units to plug in and seamlessly align with it.
TCCQS —第三版的发展框架和我们的商业运作很相似：围绕着质量核心展开。

除了质量，第三版还包括环保、安全和预防财产损失。

TCCQS 的框架允许加入其
他商业要素并与之紧密结合。

The Evolution 3 pyramid model has four layers, starting with The Promise at the
pinnacle. The other layers are
∙ Policy
∙ Assurance
∙ Control
第三版发展的金字塔模型有4层，开始是以质量承诺为塔尖。

其它层分别是：
∙ 政策
∙ 保证
∙ 控制
Each of the pyramid facets has the same component parts. For example, there is an
Environmental Management System Standard supported by environmental
performance requirements as well as a Safety Management System Standard
supported by safety performance requirements.
金字塔的每一个面都有相同的组成部分。

例如，环保管理体系标准由环保执行
要求来支持，同样安全管理体系标准由安全执行标准来支持。

Each facet – for Quality, Safety and Loss Prevention, and Environmental – has the
same four layers. Those layers are:
每个面—“质量”、”安全和预防财产损失”以及”环保” 都同样有4个层次，分别是：
The Promise. The Coca-Cola Company exists to benefit and refresh everyone it touches. This is The Coca-Cola Promise. Regardless of business function, each facet of the Evolution 3 framework supports The Promise.
承诺：可口可乐公司旨在使每个与之有接触的人受益并有新鲜感觉。

这是可口可乐的承诺。

不管什麽商业功能，第三版的框架的每个面都支持这个承诺。

Policy. As the pyramid model illustrates, this layer consists of a Policy Statement. The Environmental Policy and the Safety & Loss Prevention Policy are found on their respective sides of the pyramid, just as the Quality Statement appears on the Quality side of the model.
政策：如金字塔模型所示，该层包含着质量宣言。

环保政策、安全和预防财产损失政策一样是建立在金字塔各自相应的一面，正如质量宣言是在模型上的质量这一面。

Assurance. This layer contains the management systems designed to ensure that control/compliance activities are consistent and effective; ultimately, making sure performance requirements are met. In the pyramid model, notice that on the Quality side, the Management System features the Quality Management System Standard, which meets the intent of the ISO Standard 9001:2000, plus additional Company-specific elements such as incident management and crisis resolution. For those who choose to pursue accreditation, the Assurance layer also integrates the management system requirements that govern laboratory operations embodied in ISO Standard 17025.
保证：这层包含着管理体系的设计以确保控制/符合性活动都是一致并有效
的；最终能确保所有要求的表现能符合要求。

在金字塔模型中，在质量这一面，管理体系反映的是质量管理体系标准，并且符合ISO9001：2000的要求，同时也添加了我们公司的具体要求，例如事件管理和危机处理。

对于那些需要获得资格认可者，在保证层中巳同时将掌控实验室操作要求的ISO -17025标准整合到管理体系要求中。

On the Environmental facet, the Management System includes the Environmental Management System Standard, which has a focus similar to the Quality facet's management system. The Environmental Management System Standard meets the intent of ISO Standard 14001 and has additional Company-specific elements.
在环保方面，管理体系也包含了环保管理体系的标准，这和质量管理体系关注的焦点相似。

环保管理体系标准符合ISO-14001的要求同时也加入了我们公司的具体要素。

The Safety & Loss Prevention facet features the Safety Management Standard, structurally modeled after OHSAS 18001.
安全和预防财产损失方面也反映了安全管理标准，按照了OHSAS-18001的结构模式。

SGS and Lloyds of London, internationally recognized registrars, benchmarked TCCQS - Evolution 3 against ISO 9001:2000 (Quality) and ISO 14001 (Environmental). They found that TCCQS - Evolution 3 meets the requirements of ISO 9001:2000 and ISO 14001.
在英国伦敦的SGS 和Lloyds 是世界公认的认证机构，他们将TCCQS –第三版与 ISO 9001:2000 (质量) and ISO 14001 (环保)进行了比较，他们确认了TCCQS –第三版是满足了ISO 9001:2000 and ISO 14001的要求。

Control. Controls, or performance requirements, are not new to the Coca-Cola system. Testing and inspection requirements have been part of the Company’s day-to-day operations for more than 100 years. However, today's requirements differ from the historical, prescriptive requirements because they detail only the results that must be achieved worldwide. Although each local operation must achieve the same end results, exactly how they do so varies from location to location and from process to process. 控制：控制或要求的表现对于可口可乐体系来说已经不是新鲜事了。

测试和检查要求早巳成为我们公司的日常工作已经有100多年的历史了。

然而, 现在的要求不同于以往的描述性要求了，因为它们只详述了全世界可口可乐必须达到的结果。

虽然, 每个地方公司都必须达到相同的最终结果，但实际上, 在不同地区或不同的制程上达到相同的最终结果的造法是可以各不相同。

Notice that the TCCQS - Evolution 3 pyramid model depicts a clear separation between Control activities and Assurance activities. Examples of Control activities found in the Quality facet include Good Manufacturing Practices, cleaning and sanitizing and testing methods. The Environmental facet includes Good Environmental Practices and other eKO requirements.
注意TCCQS –第三版的金字塔模型描述的控制活动和保证活动有着明显的区别。

在质量方面的控制活动例如GMP、清洗消毒和检测方法。

环保方面例如GEP 和其它环保要求。

Scope
范围
Evolution 3 brings some changes to the scope of TCCQS. As the framework illustrates, TCCQS can expand beyond manufacturing and testing operations.
第三版给TCCQS的范围带来了一定的变化。

正如框架图所示，TCCQS涉及的范围已超越了制造和测试的范围。

All requirements of this standard are generic and are intended to apply to any organizational unit, regardless of size, type, and output provided. If a requirement of this standard does not apply to an organizational unit, the requirement may be excluded. Exclusions are limited to requirements in elements 3.5.1, 3.7, 3.8, 3.9,
3.13.1, 3.13.2. Exclusions must not affect the organizational unit’s ability or responsibility to provide outputs that meet the customer’s requi rements, The Coca-Cola Company’s requirements and applicable laws.
任何一个组织不论它的大小、类型和产出量，这个标准里的所有要求都是最一般的和必须要应用的。

如果这个标准的某个要求不适用于某个组织，那么这个要求也许可以不包含。

可以不包含的要求仅限于要素3.5.1/ 3.7/ 3.8/ 3.9/ 3.13.1/ 3.13.2。

可以不包含项应不影响组织的功能和组织满足顾客、可口可乐公司要求和现行法律。

To encourage focus on Inbound and Outbound processes, Evolution 3 refines the existing scope of the traditional manufacturing supply chain into three broad categories: inbound (acquisition of raw materials), transformation (conversion of raw materials into marketable products), and outbound (warehousing, distribution and marketplace).
为了鼓励对输入和输出过程的关注，第三版将现有的传统制造供应链划分为三个主要类别：输入（获得原材料），转化（将原材料转化为可销售产品），输出（仓储、配送和销售）。

Process Model
过程模型
The process model below illustrates the high-level process linkages in Elements 3.1 through 3.14 of TCCQS - Evolution 3.
下图所示的是TCCQS第三版中从3.1到3.14的一个高水平过程中的相互过程。

The Coca-Cola Quality System - Evolution 3 promotes the adoption of a process
approach when developing, implementing and improving the effectiveness of the
quality management system. This approach offers ongoing control over the linkage
between the individual processes within our system of processes, as well as over their
combination and interaction. As a result, the Company is able to meet customer and
consumer requirements and thus, enhance their satisfaction.
当在开展, 完成和改善质量管理体系效率时, 可口可乐质量体系第三版巳晋升
至采用过程方法。

这个方法提供了对于各个过程体系中的相互之间的联系、结
合、交互关系的等持续的控制。

最终使公司能够满足顾客和消费者的要求并提
高其满意度。

Certification to TCCQS - Evolution 3
对于TCCQS —第三版的认证
Beginning in January 2004, Certification audits will exclusively be against TCCQS -
Evolution 3. A prerequisite to Certification is that the organizational unit seeking
Certification meets all quality performance requirements and:
从2004年一月起，认证审核将依照TCCQS 第三版要求进行。

认证的一个先决条件
是组织机构应满足所有质量表现要求以及：
∙ Demonstrates conformance to all relevant Management System Standards
through an audit;
∙ 在审核过程中展示组织符合所有相关的管理体系标准；
∙ Manufacturing operations must conform to the Quality, Environmental, and
Safety and Loss Prevention Management System Standards;
∙ 生产操作必须符合质量、环保、安全和预防财产损失的管理体系标准；
NOTE : Where not specified, top management of the
organizational unit determines the performance
standards relevant to their business operation.
注意：如无特别指明，组织机构的最高管理层根据自身的商业运作
制定相关的执行标准。

Once the organizational unit qualifies to all performance standards within its scope,
additional Certification criteria must be met (such as attaining a minimum
product/package Quality Index, demonstrating improvement trends, and publicly
available sources indicating applicable food law compliance).
一旦组织机构按其自身情况设计好了所有执行标准后，就应做到满足附加的认
证标准（例如达到最基本的产品/包装质量指数，展示改进趋势和公开性材料
证明满足适当的食品法律法规）。

2. The Coca-Cola Quality Statement
2.可口可乐质量宣言
The Coca-Cola Company exists to benefit and refresh everyone it touches.
可口可乐公司宗旨在使每个与之有接触的人受益并有怡神感觉。

For us, Quality is more than just something we taste or see or measure. It shows in
our every action. We relentlessly strive to exceed the world's ever-changing
expectations because keeping our Quality promise in the marketplace is our highest
business objective and our enduring obligation.
对于我们来说，质量不光是一个我们能尝到或看得到或能测量得东西，它包含
在我们的每一步行动中。

我们努力超越人们不断改变得期望，因为保持我们在
市场上的质量承诺是我们最高的商业目标和永远的责任。

More than a billion times every day, consumers choose our brand of refreshment
because Coca-Cola is...
每天都有超过十亿的消费者选择我们公司品牌的饮料，因为可口可乐是……
质量的象征
Customer and Consumer Satisfaction
顾客和消费者满意
一个负责的世界公民
3. Quality Management System
3.质量管理系统
Each organizational unit must establish, document, implement, and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this Standard.
每个组织机构都应当建立、文件化、执行和维护它自己的质量管理体系并持续改进系统在执行标准的要求一致性方面的效果。

3.1. Goals & Objectives
3.1.目标和任务
3.1.1. Business Planning
3.1.1.业务计划
Each organizational unit must develop a business plan that addresses its objectives and which promotes continual improvement of the organization and the effectiveness of the quality management system. This includes the determination of metrics that allow for the monitoring of performance against objectives. Objectives and metrics must be documented.
每个组织机构都必须建立一份列明其目标的业务计划，该业务计划能够促进该组织机构的持续改善和质量系统的有效运作。

这包括了对目标的执行及其量度方法的确定。

目标及其量度系统必须文件化。

Top management of each organizational unit is responsible for ensuring that the
business plan is communicated to all employees. All employees are responsible for understanding the business plan, its objectives and metrics in order to assist with the achievement of the plan. Progress against the objectives and metrics must be
communicated to all employees on a routine basis and must be an input to
management review.
每个组织机构的最高管理层有责任确保业务计划传达给了每个员工。

所有的员工都有责任去理解组织机构的业务计划、它的目标和为了达成计划所采用的度量方式。

目标的进展和度量必须以日常工作为基础传达给所有员工，并作为管理层定期评审的一个部分。

The business planning procedure must consider the following at minimum:
在计划业务程序中必须考虑以下内容：
a.Determination of the factors of success for the organizational unit;
a. 确定组织机构成功的因素；
b.An assessment of financial, economic, environmental, safety, and other current
factors that bear on the organizational unit’s success;
b. 评估财务、经济、环保、安全和其他对组织机构的成功有影响的因素；
c.An assessment of the risks posed by internal and external factors that could affect
the organization’s ability to meet its objectives and the assets that it needs to
manage;
c. 评估影响组织机构实现其目标可能产生的内部和外部危机及其需要管理的资
产；
d.Human resource capabilities and needs;
d. 人力资源能力和需求；
e.Quality capabilities and needs, including resource availability;
e. 质量能力和需求，包括可利用的资源；
f.Objectives and metrics.
f. 目标和量度
Top management of each organizational unit must ensure that objectives and metrics, including those needed to meet requirements for food safety, are established at
relevant functions and levels within the organization. The objectives must be
measurable and consistent with the quality statement.
每个组织机构的最高管理层必须确保目标和量度指标（包括那些要满足食品安全法规的要求）在组织机构内根据相应职能和职责来分别建立。

目标必须是可量度的，并且与质量声明相一致。

Each organizational unit must demonstrate continual improvement of objectives and metrics.
每个组织机构必须能展示其对于目标和量度指标的持续改进。

3.1.2. System Planning
3.1.2.系统策划
Top management of each organizational unit must ensure that:
每个组织机构的最高管理层必须确保：
a.Planning of the quality management system is carried out in order to meet the
requirements of The Coca-Cola Company, as well as its objectives;
a. 进行质量管理体的策划以满足可口可乐公司及其组织机构业务目标的要求。

b.The integrity of the quality management system is maintained when
changes are planned and implemented.
b. 当改变被计划或实施时，应保持质量管理体系的完整性。

3.2. Management Responsibility
3.2.管理层职责
3.2.1. Management Commitment
3.2.1. 管理层的承诺
Top management of each organizational unit must demonstrate support and commitment to the development, implementation, and continual improvement of the quality management system by:
每个组织机构的最高管理层都必须对可口可乐质量管理体系的发展、执行和持续改进体现支持和履行承诺：
a.Ensuring the availability of appropriate resources;
a. 确保提供适当资源；
b.Establishing a quality statement and ensuring that key objectives and metrics are
established;
b. 制定质量宣言，并确保建立了关键目标和量度指标；
municating to the organization the importance of meeting customer as well
as applicable food law requirements;
c. 在组织机构内传达满足顾客及相关食品法规要求的重要性；
d.Ensuring an HACCP program is implemented and maintained in all
manufacturing and distribution operations that produce and distribute products of The Coca-Cola Company and its business partners;
d. 确保所有生产和分销可口可乐公司产品的运作有效执行和维护HACCP程序；
e.Conducting planned management reviews;
e. 执行有计划的管理审核；
f.Ensuring customer requirements are understood and consistently met with the aim
of enhancing customer satisfaction.
f. 确保理解顾客的要求并且持续满足提高顾客满意度的目标。

3.2.2. Resources
3.2.2. 资源
Top management of each organizational unit must determine and provide the resources needed to:
每个组织机构的最高管理层必须确定和提供：
a.Effectively achieve the organization’s objectives, as defined in the Business Plan;
a. 有效地实现商业计划中所制定的组织目标所需资源；
b.Implement and maintain the quality management system and continually improve
its effectiveness;
b. 实施和维护质量管理体系和持续改进其有效性所需要的资源；
c.Implement, and maintain the HACCP program in all manufacturing and
distribution operations that produce and distribute products of The Coca-Cola
Company and its business partners;
c. 确保所有生产和分销可口可乐公司产品的可口可乐公司及其商业伙伴在实施
和维护HACCP程序中所需要的资源；
d. Ensure and improve customer satisfaction by meeting customer requirements and
applicable laws.
d. 满足顾客要求和符合相关法律法规，确保和改进顾客满意所需要的资源。

NOTE: Provision of resources may be demonstrated through the
business planning procedure (and the associated business plan) or
through a different process altogether.
注意：在商业策划程序(以及相关的商业策划)或者不同的程序中需要体现资源的提供。

3.2.3. Quality Statement
3.2.3. 质量声明
Top management of each organizational unit must establish and document its quality statement. Management of each organizational unit must develop a quality statement suited to its own methods of operation and unique concerns. The quality statement must:
每个组织机构的最高管理层必须建立质量声明并将其文件化。

每个功能组的管理层必须建立一套适合自身运作方法并体现他所要关注点的质量宣言。

质量宣言必须包括：
a.Be appropriate to the purpose of the organizational unit;
a. 与该功能组织的目的相适应；
b.Include a commitment to comply with requirements and to continually improve
the effectiveness of the quality management system;
b. 包含对要求的遵守和持续提高质量管理体系有效性的承诺；
c.Include a commitment to food safety;
c. 包含对食品安全的承诺；
d.Provide a framework for establishing and reviewing key objectives and metrics;
d. 提供一个建立和评审主要目标和指标的架构。

e.Be communicated and understood within the organization;
e. 质量声明应该向组织内部员工传达并使之理解。

f.Be reviewed regularly for continuing suitability.
f. 定期评审以确保其持续的适用性。

3.2.
4. Quality System Champion
3.2.
4.质量体系管理者代表
Top management of each organizational unit must appoint a member of management as Quality System Champion. This individual must have the responsibility and
authority to:
每个组织机构的最高管理层都应任命一位管理层成员为质量体系代表。

他
（她）应有以下职责和权力：
a.Ensure that processes needed for the quality management system are established,
implemented, and maintained;
a. 确保建立、执行和维护质量管理体系所必须的程序；
b.Report to top management on the performance of the quality management system
and any need for improvement;
b. 向高层管理者汇报质量管理体系的绩效和体系需要改进的地方；
c.Ensure the promotion of awareness of customer and applicable food law
throughout the organization.
c. 确保在组织内提升对顾客和食品法律的认知。

NOTE: The term Quality System Champion is equivalent to
Management Representative within the ISO 9001:2000 framework.
注意：质量体系管理者代表等同于ISO9001：2000架构中的管理代表。

3.2.5. Communication
3.2.5. 沟通
Top management of each organizational unit must ensure that appropriate communication processes are established within the organization and that communication takes place regarding the effectiveness of the quality management system.
每个组织机构的最高管理层必须确保在组织内建立了适当的沟通程序，并且确保对质量管理体系的有效性进行沟通。

Top management of each organizational unit must confirm that responsibilities and authorities are defined and communicated within the organization (see 3.6.1c).
每个组织机构的最高管理层必须确保在组织内界定了相应的职责和权力，并且传达给了组织内相关人员。

3.2.6. Management Review
3.2.6. 管理评审
Top Management of each organizational unit must review the quality management system at planned intervals to ensure its continuing implementation, suitability, adequacy, efficiency, and effectiveness. A procedure must be established that includes, at minimum, a review and analysis of the following inputs:
每个组织机构的最高管理层必须定期按计划对质量管理体系进行评审以确保其持续的适宜性、充分性、有效性和效率。

并建立一个程序，该程序至少包括以下输入内容：
a.Results of audits and HACCP plan validation;
a. 审核结果以及HACCP方案有效性确认；
b.Customer and consumer feedback, including trends and individual incidents, as
appropriate;
b. 顾客和消费者反馈，包括趋势分析和个别发生的事件；
c.Process performance and product conformity data;
c. 过程性能和产品相符性数据；
d.Status of preventive and corrective actions;
d. 预防及更正行动状态；
e.The current Incident Management and Crisis Resolution (IMCR) procedure;
e. 当前的事件管理和危机处理程序；
f.Follow-up actions from previous management reviews;
f. 先前管理评审的跟进行动；
g.Changes that could affect quality management system performance;
g. 可能影响质量管理体系绩效的变化；
h.The need for changes to the quality statement (our quality policy), quality
objectives and the overall quality management system;
h. 质量声明（我们的质量政策），质量目标和整个质量管理体系的变化；
i.Progress against objectives and metrics;
i. 目标和指标的进展情况；
j.Recommendations for improvement;
j. 改进建议；
k.Supplier performance.
k. 供应商表现。

The output from the management review procedure must include decisions and/or actions related to:
管理评审程序的输出内容应包含下列相关决策和行动：
a.Improvement of the effectiveness of the quality management system and its
processes;
a. 质量管理体系及其过程有效性的改进；
b.Development and implementation of effective action plans to manage risks to the
business;
b. 管理商业风险的有效行动计划的建立和执行；
c.Adequacy, suitability, and effectiveness of food safety objectives and the HACCP
program;
c. 食品安全目标和HACCP程序的适用性和有效性；
d.Improvement of product or service related to customer requirements;
d. 与顾客要求相关的产品和服务的改进；
e.Allocation of resources;
e. 资源配置；
f.Establishment of priorities for improvement opportunities.
f. 改进机会的优先性的确定。

Records of management review, including all inputs and outputs, must be maintained.
管理评审记录，包括所有输入输出的记录都必须保留。

3.3. Documentation
3.3. 文件
3.3.1. Document Control
3.3.1. 文件控制
Each organizational unit must control all documents required by The Coca-Cola Quality System. A documented procedure must be established defining the:
每个组织机构必须控制所有可口可乐质量体系要求的文件。

必须建立一个文件化程序来对下列内容进行定义：
a.Structure and numbering of the documentation system;
a. 文件系统的结构和编号；
b.Protocols for creation and approval of documents prior to issue;
b. 文件颁布之前的编写和批准；
c.Review, updating as necessary, and reapproval of documents;
c. 必要时对文件进行评审、更新和重新批准；
d.Identification of changes and the current revision status;
d. 文件的更改和当前修订状态能够得到识别；
e of a master list or equivalent for internal and external documents;
e. 建立内部和外部的主控清单或相当的东西；
f.Procedure for distribution and retrieval of documents (when physical documents
are used);
f. 文件的分发和补发程序（当使用纸质文件时）；
g.Assurance that relevant versions of applicable documents are available at the
point of use;
g. 确保在使用地点能获得适用文件的有效版本；
h.Assurance that documents remain legible and readily identifiable;
h. 确保文件是清晰的并易于识别的；
i.Assurance that external documents are identified and their distribution controlled;
i. 确保外来文件得到识别并控制其发放；
j.Prevention of the unintended use of obsolete documents;
j. 防止作废文件的非预期使用；
k.Identification of obsolete documents if they are retained for any purpose.。