QA QC Manual

IJUETO TRUST INT’L LTD.

QA/QC MANUAL

IJUETO TRUST INT’L LTD.

TABLE OF CONTENTS

1.

GENERAL 1.1 THE POLICY 1.2 QUALITY ASSURANCE PROGRAM 1.3 QUALITY ASSURANCE DOCUMENTATION STRUCTURE 1.4 GLOSSARY OF TERMS AND DEFINITIONS 1.5 CONTROL OF QUALITY ASSURANCE MANUAL

2.

ORGANIZATION 2.1 HEAD OFFICE ORGANIZATION 2.2 PROJECT ORGANIZATION 2.2.1 PROJECT MANAGER 2.2.2 PROJECT ENGINEERING MANAGER 2.2.3 PROJECT QUALITY ASSURANCE MANAGER (ENGINEER) 2.2.4 PLANNING AND COST CONTROL MANAGER 2.2.5 PROCUREMENT AND MATERIAL COORDIANTOR 2.2.6 PROJECT ADMINISTRATION AND FINANCIAL MANAGER 2.2.7 CONSTRUCTION MANAGER 2.2.8 SUPERVISOR FOR SUBCONTRACTOR WORKS 2.2.9 SAFETY/CASH MANAER

1.

PLANNING 3.1 GENERAL

2.

DOCUMENT CONTROL 4.1 DOCUMENT CONTROL GENERAL PROCEDURES

3.

PROCUREMENT 3.1 MATERIAL LIST REQUISITION AND INQUIRIES 3.2 BID EVALUATION AND OTHER ISSUE

4.

MEASURING AND TESTING EQUIPMENT 6.1 MEASURING AND TESTING

5.

CONTROL OF CONSTRUCTION PROCESS 5.1 GENERAL 5.2 PROCEDURES AND INSTRUCTIONS 5.3 SPECIAL PROCESSES 5.4 QUALITY CONTROL 5.5 FINAL INSPECTION

6.

QUALITY RECORDS 6.1 GENERAL 6.2 INSPECTION RECORDS 6.3 MONITORING INSPECTION RESULTS 6.4 FINAL DATA BOOK

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7.

CORRECTIVE ACTION

8.

AUDIT 8.1 MANAGEMENT REVIEW 8.2 INTERNAL AND EXTERNAL PROJECT AUDIT 8.3 AUDIT SCHEDULING 8.4 AUDIT PLANNING 8.5 AUDIT PERSONNEL 8.6 AUDIT REPORTING 8.7 AUDIT FOLLOW-UP

IJUETO TRUST INT’L LTD.

APPROVAL OF QUALITY MANUAL

The Managing Director of IJUETO TRUST INT’L LTD certifies that this Quality Manual describes the Quality of Policy and the Quality System of IJUETO TRUST INT’L LTD. The Managing Director orders that the guidelines established in this Manual be fully complied with, by all departments of the Company and that such compliance be demonstrated, as required by the contract documents, for every project and every supply of project and services. The Managing Director herewith approves the Quality Manual and shall oversee the full implementation of the Engineering Quality System.

IJUETO TRUST INT’L LTD.

1.

GENERAL 1.1 1.2 1.3 1.4 1.5

THE POLICY QUALITY ASSURANCE PROGRAM QUALITY ASSURANCE DOCUMENTATION STRUCTURE GLOSSARY OF TERMS AND DEFINITIONS CONTROL OF QUALITY ASSURANCE MANUAL

IJUETO TRUST INT’L LTD.

1.

GENERAL

1.1

THE POLICY IJUETO TRUST INT’L LTD is engaged in the provision of all engineering needs of the oil companies. Our areas of operations are, but not limited to Marne Consultant, Leasing of Marine Equipment, Mechanical, Civil, Electrical, Petroleum Marketer, Construction, Procurement management, Supply and provision of Services.

It is the policy of IJUETO TRUST INT’L LTD to provide our Clients with products and services, which conforms to all specified requirements in a timely and cost effective manner.

For IJUETO TRUST INT’L LTD Quality is one of the most important means for achieving the objectives of our engagement. The concept of quality includes all aspects and features of a project or service having the purpose to satisfy Client requirements and expectations.

We have established a Quality System base or ISO 9001, Quality System Model for Quality Assurance in Design/Development, Production, Installation and Service. All procedures, documentation and practice, in al areas, are equipped to meeting the requirement of this international standard.

The achievement of these Quality Objectives and, as a consequence, of the basic objective to keep on operating as a competitive and successful company, depends on the quality of personnel, on the adequacy of organization, on commitment to work and, above all, on everybody’s attitude to tile problem of quality.

All personnel have the responsibility, the authority ad organizational freedom to identify and evaluate quality concerns and to initiate solution. The workers are committed to continuous improvements of quality and are encouraged to be actively involved on defect prevention and early detection and elimination of non-conformances.

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The quality Assurance and Quality Control act independently from other departments with the QA/QC Manager as head. The Manager of QA/QC function has got the necessary authority and freedom of initiative to check that the Quality System is correctly implemented and to propose and star any corrective action whenever deemed necessary.

The QA/QC Manager has the support of the Top Management to ensure, by any means that the Quality Policies outlined in this Quality Manual are full implemented and that proper development and improvement programs are prepared, put into effect and monitored.

Signed:_____________________________

Date:_______________________________

IJUETO TRUST INT’L LTD.

1.2

QUALITY ASSURANCE PROGRAM The aim of the QA program for every project is to give confidence to and client that contract odes; specification and such quality requirements are achieved

The QA program is designed to meet requirement of Quality Assurance International standards (see table of comparison) any additional requirement of contracts.

The QA program covers all project activities affecting quality (namely: engineering procurement, inspection and testing, site construction and installation) together with relevant documentation.

The activities that are covered by the QA program are carried out within a system where Organizational structures, functional responsibilities, interface; reporting and communications lines are clearly defined. Furthermore such activities are documented through adequate procedures.

All personnel are responsible for the quality of the work that they carry out. For each project the project Manager is responsible for implementation of the contractual QA program.

The Quality Assurance Organization verifies the implementation of the AQ program and evaluated its adequacy to realize established quality objectives. Whenever necessary corrective action are requested to prevent and correct non-conformances.

The scope of Quality Assurance activities for construction project is mainly to: ·

Ensure that the work is accurately planned and organized

·

Ensure that procedures and instructions are issued for the performance of all required work.

·

Ensure, by qualified inspection that the is carried out to required quality.

·

Demonstrate by documented records that the work has been carried out and inspected to required quality.

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The Client’s Representatives have the right to verify all aspects of the QA System established for the project. They shall have free access to documentation and facilities relevant to the contractual work with assistance by QA Organization.

The training needs an provision for the training of all personnel, performing quality-affecting activities, are identified by the Management and are part of the Quality Assurance program.

In particular personnel performing special tasks (i.e. welding and NDT) shall be quality on title basis of appropriate education and in compliance with the applicable standards and regulations. Records of such qualification shall be maintained by.

1.3

QUALITY ASSURANCE DOCUMENT STRUCTURE

Level 1

QUALITY ASSURANCE MANUAL

Level 2

PROJECT QUALITY ASSURANCE PLAN

Level 3

PROCEDUREDS AND INSTRUCTIONS

Level 1: The is the Divisional Quality Assurance Manual which describes the Quality Policy, the Quality Assurances program, the hand office and project organization, the Quality Assurance criteria applied to each phase of the works.

Level 2: Scope of this plan is to identify all quality-related activities of the specific project. Such plan shall describe the project organization; the sequence of planned activities, the list of applicable procedures and instructions, the records to be produced.

The project QA plan is to be prepared by the appointed project QA Manager and approved by the project Manager before issuing for Client approval.

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Level 3: These

procedures

and

instructions

cover

both

administrative

and

technical/operational activities. For each project manager’s responsibility to decide whether to produce dedicated procedure or to utilize those already existing in Organization.

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Q.A. DOCUMENTATION STRUCTURE

INTERNAL STANDARDS AND REGULATIONS

QUALITY ASSURANCE MANUAL CONTRACT REQUIREMENTS

PROJECT Q.A PLAN

PROCEDURES AND PRACTICES

PROJECT PROCEDURES

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1.4

GLOSSARY OF TYERMS AND DEFINITIONS The following definitions are provided to assure a uniform understanding of selected term as they are used in this Quality Assurance Manual. ·

Approval An act of endorsing or adding positive authorization.

·

Audit An activity to determine through investigation, the adequacy of and adherence to established procedures, instructions codes and standards or other applicable contractual requirements and the effectiveness of implementation.

·

Calibration Comparison of two instruments, one of which gas a know standard of accuracy (or having a relationship with a standard) with the purpose of knowing the accuracy of the other one.

·

Cross check In a function of the quality control system carried out as an internal audit in the Technical Department and in organization involvede in preparation of technical operation specifications. It consists of a check performed by specialist directly involved in the project different from one, who executed the specification or calculation or design drawing.

·

Design Technical and management processes, which commence with identification of design input, and which lead to and include the issuance of the design output documents.

·

Documentation Any written or pictorial information describing, defining, specifying, reporting or certifying activities, requirements procedures or results.

·

Hold Point Step of manufacturing sequence beyond the work cannot proceed without preventive authorization of the person who established it.

·

Item Any level of unit assembles, including structure system subsystem, subassembly, component, part of material.

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·

Non-Conformity A deficiency in characteristic, document or procedure that renders the quality of an item unacceptable to specification or indeterminate. Examples of non-conformance include: physical defects, test failures, incorrect or inadequate documentation or deviation from prescribed processing, inspection or test procedure.

·

Procedure A document, which specifies or describes how an activity is to be perform. It may include methods to be employed, equipment or materials to be used and sequence of operations.

·

Qualification (Personnel) Characteristic or skill abstaining by training or experience measured against prescribed standards or examination demonstrating the individual capability of carrying out specific tasks.

·

Quality Assurance All those planned or systematic actions necessary to provide adequate confidence that an item or a facility will perform satisfactorily in service and the actions are perform in compliance with specifications.

·

Quality Control Those actions, which proved a means to control and measure the characteristic of an item, process or facility to, established requirement.

·

Repair The process restoring non-conforming characteristic to condition such that the capacity of an item to function reliably and safety is unimpaired, and conforms to the original requirement.

·

Rework The process by which a non-conforming item is made to conform to a prior specified requirement by completion, re-machining, reassembling o other means.

·

Specification A written document describing the general requirement of a material inspection and/or process including acceptance standards.

·

Standard A document or physical specimen defining or given examples of parameters, properties of a professional performance of work.

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1.5

·

Supplier Any individual or organization that famished items or services to a Client on tile basis of a purchase order documentation.

·

Test An activity performed on materials or items with the purpose of determining the capability of a material or item to resist determined stresses.

·

Verification The act of reviewing, inspecting, testing, checking, auditing or otherwise determining and documenting whether items, processes services, or documents conform to specified requirements.

CONTROL OF QUALITY ASSURANCE MANUAL The Division Quality Assurance Manager is responsible for the preparation, maintenance and updating of the Quality Assurance Manual.

The Quality Assurance Manual is divided in deferent sections, each of them separately revisable.

The index of the section with the latest revision applied is contained in the Quality Assurance Manual. Each section shall carry a front page listing the following: · · · · · · ·

Document No. and Title Section No. Revision index and description of revision made Date of revision No. of page Divisional Quality Assurance Manager Signature and Name (for preparation). Divisional Head of Technological Innovation and Quality Assurance signature (for approval).

The original of the Quality Assurance Manual is filed within the Divisional Quality Assurance Department, together with all other relevant Quality Assurance document.

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The Divisional Quality Assurance Manual is subject to the Divisional Management approval prior to its issue and distribution.

The Client shall approve the Quality Assurance for each specified project if required.

Each copy of the Divisional Quality Assurance Manual is numbered and distributed as a controlled copy, assigned to individuals.

A distribution register shall be kept update by the Quality Assurance Department of the Division when changes occur.

Any revision or changes made to the Quality Assurance Manual sections for any reason shall be notified to the assignees of each controlled copy.

The obsolete sections shall be promptly removed and substituted with the updated ones.

Controlled copies of the Division Quality Assurance Manual are also distributed to client for information or review as applicable and kept updated for the duration of the project.

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2.

ORGANISATION

2.1

Head of Office Organisation

2.2

Project Organisation

2.2.1 Project Manager 2.2.2 Project Engineer / Manager 2.2.3 Project Quality Assurance Manager (Engineer) 2.2.4 Planning and Cost Control Manager 2.2.5 Procurement and Material Coordinator 2.2.6 Project Administration and Financial Manager 2.2.7 Construction Manager 2.2.8 Supervisor for Subcontractor works 2.2.9 Safety / Cash Manager

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2.

ORGANISATION

2.1

HEAD OFFICE ORGANISATION Within the Top Management Organisation structure, outlined in the enclose General Organisation Chart, part of the responsibilities of the Resources and system Direction is for the study and definitions of the corporate quality strategies to be adopted in accordance with policies and quality concepts.

In addition, the Resources and System Direction has the responsibility to set out the guidelines for the preparation of the corporate Quality Assurance and internal working procedures.

The responsibilities of development, implementation of the Quality Assurance system and preparation of the Quality Assurance documentation is assigned to be Operations Department.

The Organisation structure for the management of the Operations Department is described in the enclosed Organisation Chart, the interfaces between the Quality Assurances management and the other operational centers are particularly highlighted in said chart.

The head of the Technical Direction is the interface between the Resources and systems Direction and the Quality Assurance Management. On the basis of the quality strategies defined by the Resources and system Direction, he shall evaluate the adequacy of the Quality Assurance System developed by the Quality Assurance Management, and pass all relevant information acquired to the Corporate Management for the review of the adopted Quality System.

Although the QA Management report to the Technical Manager with the present organization, it has as defined in the Quality Policy Statement, the necessary freedom to assess and verify all quality affecting activities for other operational department.

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In fact, the QA Management shall monitor that the other operational centers of the Operations Department, involved in quality affecting Activities, perform their duties in accordance with u the requirements set out in this manual in the development of the projects and in any other quality related activity.

In particular, the Quality Assurance Management shall also cooperate with the following company areas: ·

With the Commercial Direction and Estimating Department, for the qualification and biding stage.

·

With

the

Procurement

Department,

for

establishing

the

quality

requirements, for the suppliers. ·

With the Engineering Department, for the definition of the Quality Control Requirements.

·

With the Operation Department, for preparing implementing the Quality Assurance Programs of the projects.

Each project shall be headed by a Project Manager, reporting to the Operations Department.

Depending on the project complexity either a dedicated project Organisation or a fully independent task force shall be established.

The project Manager shall also be assisted by the other Divisional Departments for the development of the specific projects.

Such Organizational structure shall be name “project Manager”, details of which shall be given in the specific project procedures.

2.2

PROJECT ORGANIZATION The project organization shall be established case-by-case documented to the Client through an organization hart and a description of the key functions and the interfaces. A typical function of the key personnel indicated in the project organization charts are described here below.

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2.2.1 Project Manager The project Manager co-ordinates the activities covered by the execution of the contract and, as Contractor Representative, keep the appropriate contacts with the Client for its representative. In particular he is responsible for: ·

Compliance with, and fulfillment of, the project contractual obligations.

·

Coordination of the activities of the various departments involved in the execution of the job, in order to guarantee conformity with the design criteria, programs and cost estimates.

·

Implementation of the Quality Assurance Program.

·

Project detailed programming and the relevant updating together with the various Offices involved in the execution of the job.

·

Analysis of the preliminary and final estimates and the definition of possible updates relating to the project.

·

Supervision of purchasing, and subcontractors, including other issue, expediting, in inspection and testing activities.

·

Analysis of work or change of the scope of work not covered by the contract, the Assessment of the consequent cost and agreement with the Client.

2.2.2 Project Engineering Manager The Project Engineering Manager is responsible for: ·

Analysis of technical specifications issued by Client and definition of a list of engineering documents to be produced for the project.

·

Preparation of work procedures related to operation directly carried out.

·

Preparation of technical specifications for material procurement.

·

Review of work procedures by subcontractor for their scope of work.

·

Interface with Technical Department at Head Office, requiring all necessary documentation (i.e. drawings, computer calculations) and supplying client’s input data.

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STRUCTURES

OPERATIONS DEPARTMENT ORGANISATION CHART

DEPUTY MANAGING DIRECTOR

OPERATIONS MANAGER

PROCUREMENT & LOGISTICS

CONSTRUCTION

TECHNICAL

PLANNING & COST CONTROL

SUB CONTRACTS

QUALITY ASSURANCE

PURCHASING

TRANSPORTATION & CUSTOMS

EXPENDITING & INSPECTION

OPERATIONAL PROCEDURES

PROJECT MANAGERS PROJECT ENGINEER

QUALITY CONTROL

ESTIMATES & CONTRACTS

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2.2.3 Project Quality Assurance Manager (Engineer) He is responsible for monitoring quality-related activities of the project and their documentation. He is under functional authority of the QA Manager at head office. His duties are: ·

Prepare the Project QA Plan in connection with the Project Manager and the QA Manager at head office.

·

Verity that the quality related activities are in accordance with applicable codes specifications and regulations.

·

Ensure recording, updating and distribution of document and information, i.e. procedure, drawings, plans, reports and certificates.

·

Identify any deficiency, promote corrective actions and verify their implementation.

·

Ensure the surveillance at Subcontractor’s works.

·

Ensure that measures are taken in order to identify and prevent acceptance or defective materials.

·

Ensure collection of documentation and certificates related to materials purchased by and subcontractors.

·

Prepare QC plans for production phases and review quality plans issued by subcontractors and vendors.

·

Ensure the inspection and testing in compliance with established QA plans.

·

Ensure the compliance of final documentation to be issued to the client.

2.2.4 Planning and Cost Control Manager The Planning and Cost Control Manager is responsible for the following duties: ·

Preparation, in cooperation with the Project Manager, of the overall and detailed programs.

·

Management of all programs means and/or systems.

·

Preparation and collection of data, and working out of the job Monthly Report taking information from other project functions.

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·

Analysis of the programs of the work carried out and to be carried out. By preparing statistical reports and suggesting action for improvement.

·

Preparation and implementation in cooperation with the Project Manager of the cost control system.

·

Preparation of project executive estimate and its projection along project life.

·

Preparation and collection of data of monthly cost control report taking information from other project functions.

·

Analysis of the cost deviations versus estimate by preparing statistical reports and suggesting actions for improvement.

·

Preparation of estimate for project change orders and claims.

2.2.5 Procurement and Material Coordinator He is responsible for the logistic support required for performing the construction/installation activities as provided in the contract. In particular he shall ensure the activities for: ·

Purchasing and/or hiring of materials, equipment and operation means their transportation and customs clearance.

·

Issuing of P.O. on the basis of technical specifications.

·

Supervising the client’s supplied materials.

·

Receiving material at the warehouse and other inspection against purchase order documents.

·

Handling, storage and shipping of material as appropriate.

·

Filling of all materials, documentation and certification as specification in the P.O.

·

Coordination of all project inspection and testing activities carried out by the Inspection and Expediting Department.

2.2.6 Project Administration and Financial Manager The Project and Administration Manager is responsible for: ·

Carry out the project financial programming.

·

Assure the financial resources necessary for the project through bank or client’s payments.

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·

Implementation and maintenance of the project accounting.

·

Administration of personnel including industrial relations.

·

Perform the control of vendors and subcontractors invoicing.

·

Prepare expenditure and commitment curves for the project.

·

Maintain a full and complete record of the cost breakdown, according to the accounting codes agreed with the client.

·

Prepare invoices to the client accordingly to the contract modalities.

2.2.7 Construction Manager The Construction Manager is responsible for the correct and economic fulfillment of procedures and working programs concerning the construction and installation activities.

In particular he is responsible for the performance of the works according to the planned data. Safety conditions and in respect of the contractual terms. He shall manage the personnel and equipment to carry out the contractual work and, in particular, he shall coordinate and verify the activities necessary to support the production line.

He shall coordinate and verify the activities of his assistants, who are responsible to ensure that every phase of work (welding, testing, coating, laying, etc) are properly executed, checked and recorded.

The field superintendent for the various project construction areas shall report to the Construction Manager.

2.2.8 Supervisor for Subcontractor Works He shall be the representative for Subcontractor’s premises, and shall report to the Construction Manager, substituting him for all site matters regarding to the subcontract.

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Should a Client’s Representative be present on site, he shall interface with the Supervisor, since no direct communications are foreseen between Client and Subcontractor.

His duties are: ·

Verify the progress of Subcontractor’s work and collect planning and reporting documentation to be included in the overall progress monthly report.

·

Evaluate site change proposed by Subcontractor and agree with Client representative prior to approve.

·

Collect all documentation and certificates produces by Subcontractor for their procured materials.

·

Verify that the Quality Standard of the Subcontractor’s work is in compliance with contractual specifications and approved procedures.

·

Transmit to project team all necessary documentation produced by Subcontractor.

·

Evaluate site change proposed by Subcontractor and agree with client representative prior to approve.

·

Collect all documentation and certificates produces by Subcontractor for their procured materials.

·

Verify that the Quality Standard of the Subcontractor’s work is in compliance with contractual specifications and approved procedures.

·

Transmit to project team all necessary documentations produced by Subcontractor.

·

Evaluate site changes proposed by Subcontractor and agree with Client’s representative prior to approve.

·

Collect all documentation and certificates produced by Subcontractors for their procured materials.

·

Verify that the Quality Standard of the Subcontractor’s work is in compliance with contractual specifications and approved procedures.

·

Transmit to project team all necessary documentations produced by Subcontractor.

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2.2.9 Safety / Cash Manager He is responsible for establishing all safety rules related to the project activities on site and verifying their implementation.

His duties are: ·

Check that all equipment are approved in compliance with the local law/regulation.

·

Check that the protecting cloth utilized by personnel are in good condition and compatible with health and welfare.

·

Inform all the workers about health and safety rules by means of brochures, signals, meetings, etc.

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STRUCTURES PROJECT ORGANISATION CHART

HEAD OFFICE QUALITY ASSURANCE MANAGER

OPERATON MANAGER

SAFETY OFFICER

ENGINEERING MANAGER

PROJECT MANAGER

PROCUREMENT COORDINATOR

PLANNING & COST CONTROL COORD.

PROCESS & BASIC ENGINEERING

PURCHASING

PLANNING & SCHEDULING

DETAILED ENGINEERING

EXPENDITURE

ESTIMATING

DRAFTING

SHIPPING & TRANSPORT

COST CONTROL

QUALITY ASSURANCE MANAGER

ADMINISTRATION FINANCIAL MANAGER

ACCOUNTING

PERSONNEL ADMINISTRATION

BANK & FINANCING

CONSTRUCTION MANAGER

FIELD ENGINEERING

ELECTRICAL CREW

FIELD ADMINISTRATION

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3.

PLANNING

3.1

GENERAL

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3.

PLANNING

3.1

GENERAL At the bidding stage, the Commercial Department shall evaluate the tender documents and therefore prepare a master plan for the contract development. At the contract award the project activities shall be planning in details on the basis of contract requirements and internal resources. An overall project plan shall be issued to Client before commencement under the responsibility of the Project Manager.

The project plan shall list the sequence of activities involved in the project development such as: ·

Engineering preparation

·

Purchasing and vendor inspection

·

Material management

·

Process and operator qualification

·

Equipment calibration

·

Control and subcontractor works

·

Execution of operations

·

Inspection and testing

·

Collection and review of records

The Project Q.A. Manager shall interface with the Planning Engineer and the Project Manager to ensure that time and resources are foreseen for all qualityrelated activities.

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4.

DOCUMENT CONTROL

4.1

DOCUMENT CONTROL GENERAL PROCEDURES

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4.

DOCUMENT CONTROL

4.1

DOCMENT CONTROL GENERAL PROCEDURES All projects documentation both outgoing and incoming shall be maintained under control throughout the contract development, as established in a dedicated project procedure. All documents shall be duly numbered, checked, recorded, filed and distributed. Every outgoing document shall be given a title explaining the content and a unique number. A code reference to the specific project shall be identified before starting any project work. Usually correspondence (letters, telexes, transmittals, minutes of meetings, progress reports) is given a progressive number following a chronological sequence. Every technical document shall carry a number identified by the numbering system established for the project technical documents. All the documentation produced is logged on a Document Register. In the project office a Project Document Register is maintained listing all projects correspondence. Specific document registers are maintained by the project functions, as follows: ·

Engineering

=

Technical Documents

·

Purchasing

=

Purchase Orders

·

Contracts

=

Subcontracts

·

Materials

=

Manager & Q.A. Procedures

·

Quality Assurance

=

General & Q.A. Procedures

·

Quality Control

=

Inspection Documents etc.

Above register may be incorporated in an overall Project Register listing all projects documentation (correspondence and documents). The document register details following data for each document: ·

Title

·

Number

·

Revision index with relevant date

·

Approval status

·

Transmittal reference

The registers will be updated as soon as new issues and/or revisions are produced. All documents shall be filed to ensure easy retrieval and preservation.

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PLANNING SCHEMATIC SEQUENCE

TENDER SCOPE OF WORK

COMMERCIAL DEPARTMENT

PRELIMINARY PLAN

NEGOTIATION

CONTRACT AWARD

SUBCONTRACTOR PLANS

PROJECT TEAM

OVERALL PROJECT PLAN

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5.

PROCUREMENT

5.1

MATERIAL LIST REQUISITION AND INQUIRIES

5.2

BID EVOLUTION AND ORDER ISSUE

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5.

PROCUREMENT

5.1

MATERIAL LIST REQUISITION AND INQUIRIES A list of materials to be purchased and subcontracts shall be finalized at the beginning of the work and included in the overall project planning.

According to the above, the Project Engineering Department shall produce the material requisition with all the necessary data for procurement. At this stage, the Quality Assurance Organisation shall ensure that: applicable quality requirements are included, taking particular care of inspection and certification requirements. The Procurement Officer is responsible for issuing the inquiries. The inquiries shall be issued only to qualified suppliers. The qualification shall be assessed by the procurement unit with the support of Engineering and Quality Assurance, on the basis of audit/inspection reports, objective evidence of ability to comply with specified requirement and previous experience in supplying same standard items. The Procurement Unit is responsible for updating the list of qualified suppliers and filing the documentation related to supplier’s qualification.

Inquiry documentation shall include: ·

Correct description either of the item to be purchased or of the scope of work to be subcontracted.

·

Drawings/specifications establishing codes and standard to be fulfilled, including inspection and testing.

·

Quality Assurance system requirements.

·

Certification by an accepted Inspection Entity, if applicable.

·

List of required documentation and certificates.

·

Requirement for packing, handling, storage and transportation.

The unit issuing the requisition is responsible to include all necessary documentations. The Project Quality Assurance Manager shall review the requisition for completeness and compliance with contractual specifications before issuing the inquiry.

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5.2

BID EVALUATION AND OTHER ISSUES

The different areas involved in bid evaluating and other issuing shall follow the step here below described:

The Procurement Organisation is responsible to distribute the bid and supplier documentation to the different departments in charge of issuing tile requisition.

Inspection and testing requirements at Vendor works and relevant certification. The Project Q.A. Manager shall review the Quality Control plans produced by Vendors, marking up the intended inspection points. Such review shall be performed in connection with specialist engineers for the different involved disciplines (welding, NDT, electrical). Once completed and approved the Quality Control plans will become the reference. Documents for performance of inspection at Vendor works.

The assigned inspector is responsible to examine the specifications with all relevant technical data and carry out the following activities according to the Quality Control plan: ·

Witnessing specified stage of work during manufacturing

·

Witnessing final tests

·

Reviewing documentation and certification

·

Checking material identification and packaging

At completion of all required inspection, the inspector shall fill and sign an inspection note, issue it to the Vendor and to the Procurement Unit, who shall transmit release notes to the Quality Assurance Organisation.

Where requested in contractual documents purchase items shall be inspected at source by an accepted Inspection Entity or Certifying Authority and consequently certified.

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Such certification will be part of the final documentation produced by Vendors before material delivery.

The Certifying Authority shall inspect and certify all items on the basis of contractual rules and regulations and shall be supplied by Purchase Order and relevant specifications.

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DESIGN SCHEMATIC SEQUENCE

CONTRACT SPECIFICATIONS

PROJECT ENGINEERING

ENGINEERING DEPARTMENT

LIST OF DESIGN DOCUMENTS

DESIGN DOCUMENT

PROJECT ENGINEERING

QA VERIFICATION

INTERNAL VERIFICATION

PROJECT INTERNAL APROVAL

CLIENT APPROVAL CERT. AUTHORITY

PROJECT CONSTRUCTION DEPARTMENT

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DOCUMENT CONROL SCHEMATIC SEQUENCE

DOCUMENTATION INPUT

NUMBERING SYSTEM

CORRESPONDENCE

TECHNICAL DOCUMENTS

REVISION

DISCIPLINE REGISTER

UPDATING

UPDATING

UPDATING

DOCUMENTS TRANSMITTAL

CORRESPONDENCE LOG

PROJECT REGISTER

Q.A VERIFICATION

PROJECT FILES

CORRESPONDENCE MAILING

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6.

MEASURING AND TESTING EQUIPMENT

6.1

MEASURING AND TESTING

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6.

MEASURING AND TESTING EQUIPMENT

6.1

MEASURING AND TESTING Tools, gauges, instruments, and other inspection, measuring, and test equipment and devices which are needed to perform activities affecting quality must first be of the proper type, range, and accuracy to perform the required function. The equipment must then be calibrated to assure that it produce accurate measurements. The equipment should be physically identified by unique serial (or other) numbers, calibrated ill accordance with appropriate procedures, and adjusted to accuracy sufficient for its intend use. Calibrations should be performing with reference standards, which are traceable to the National Bureau of Standards. Since the accuracy of equipment may change during use, equipment should be re-calibrated at scheduled intervals. The calibration interval for each item should be based on the type of equipment required accuracy, and its frequency of use. Special calibrations should be required if it is suspected that the equipment was damaged or if questionable results are obtained. A calibration label should be placed on the equipment to permit the user to determine if the equipment is within its calibration interval. The label should bear the calibration data, the last data the equipment can be used. The serial number of the equipment, and the name of the person or company, which performed the calibration. The manufacturer may perform the calibrations or use the services of an independent laboratory. The equipment supplier can usually perform the initial calibration of equipment if this is stipulated in the purchase order. A certificate of calibration should also be requested. Since the reference standards used to calibrate the measuring and test equipment may lose their accuracy, they should also be re-calibrated periodically. The Project Q.A. Organisation is responsible to maintain a log of calibration with all relevant attachments and certificates. Field equipment is calibrated against a recognized standard, which is certified by an accepted facility, e.g. manufacturer or approved laboratory.

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PROCUREMENT SCHEMATIC SEQUENCE

REQUISITION DOCUMENTATION

PROJECT ENGINEERING

MATERIAL LIST

PROCUREMENT

INQUIRY TO QUALIFIED SUPPLIERS

Q.A VERIFICATION

BIDS

PROCUREMENT

COMMERCIAL EVALUATION

P. O. REGISTER

ADMINISTRATIVE & FINANCIAL EVALUATION

Q.A & Q.C EVALUATION

PURCHASE ORDER APPROVAL

SUPPLIER P.O. ACCEPTANCE

TECHNICAL EVALUATION

P. O. FILES

PROJECT CONSTRUCTION QUALITY ASSURANCE MATERIAL CONTROL ADMINISTRATION & FINANCING

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7.

CONTROL OF CONSTRUCTION PROCESS

7.1

GENERAL

7.2

PROCEDURES AND INSTRUCTIONS

7.3

SPECIAL PROCESSES

7.4

QUALITY CONTROL

7.5

FINAL INSPECTION

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7.

CONTROL OF CONSTRUCTION PROCESS

7.1

GENERAL The construction activities shall be duly planned and organized before work starts.

Technological process to be adopted shall be neither evaluated nor only under production performance aspect, but also under quality aspect.

Resources, facilities and materials shall be provided on time in order to avoid delays or reworking.

The production personnel shall be qualified and trained for the operations they will carry out.

Responsibility for the quality of the work is on those managing, supervising, planning the work and on the personnel performing it, however, in process inspection during installation and construction of items provides assurance that the required quality is being obtained ill accordance with approved procedures. It also assures that deficient items or systems are found and removed from further processing early in the construction of the project.

Inspection of the work in progress should be performed to verify that items are being installed, assembled, and constructed in compliance with the contract, and the latest approved specifications, drawings installation procedures, codes, and standards.

7.2

PROCEDURE AND INSTRUCTIONS The production activities shall be covered by adequate instruction, i.e. drawings, work procedures, specifications.

The Project Engineers at project shall timely issue above instruction to the work sites and forward any subsequent revision ensuring that production personnel are provided with updated construction/installation documents.

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The Project Q.A. Manager shall verify recording, filing and distribution of procedures and instruction to personnel concerned on field.

7.3

SPECIAL PROCESSES The special processes shall be covered by detailed procedures and quality by tests before work starts. Typical special processes are: ·

Welding

·

Non-Destructive Examination

·

Coating

·

Painting

·

Pressure Testing

Not only the processes but also the assigned operator shall be quality by performance tests before work starts. The Project QA Manager shall ensure that qualification trials are carried out in compliance with contract specifications and qualification documentation is complete and correct. He shall maintain a log of all qualifications for both processes and operations.

After contract award a list of planned qualification shall be finalized by the Project Engineers and included in the overall project planning.

7.4

QUALITY CONTROL The construction/installation work is subject to inspection on the basis of the testing requirement of the contract for each item.

The inspection activities are detailed in quality control plans and procedures to produce before commencement of any construction/installation work.

Such quality plans shall be established under responsibility of the Project Q.A Organisation on the basis of engineering and planning documentation.

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The quality plan shall list: ·

Q.C. activities against process description

·

Process document references

·

Verifying document references

·

Intervention requirements for all involved organizations.

Specialist inspectors are responsible to carry out all inspection activities as specified in relevant quality plans, provided with all necessary technical data, drawings, specifications, work procedures.

Where Subcontractors are involved in any part of the contractual scope of work, they shall produce their own quality plans and provide internal Quality Control, under surveillance by Representatives.

Should any non-conformance be evidenced during operations they shall be processed as established whether in dedicated procedures or in the quality plans.

The quality control/inspection activities shall be certified by assigned inspectors and the completed report shall be issued to the Project Q.A. Organisation for incorporating in t he final documentation package.

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P. O. SPECIFICATIONS

VENDOR WHERE APPLICABLE QUALITY PLAN

PROJECT Q.A ORGANIZATION

SPECIALIST ENGINEER

INSPECTION CERTIFYING ENTITY

REVIEW Q.C. PLAN REVIWED and COMPLETED Q.C PLAN.

VENDOR

SPECIALIST INSPECTOR

MANFACT and TESTING

INSPECTION

CERTIFICATION PACKAGE

RELEASE NOTE

PROCUREMENT

PROJECT Q.A ORGANIZATION

INSPECTION

and TESTING

and TESTING

RELEASE CERTIFICATE

VENDOR

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7.5

FINAL INSPECTION Final inspections verify that the completed systems and items are in conformance with specified requirements. These inspections also verity the operational readiness of systems and items. Examples of things checked during final inspection are as follows:1)

Installation has been made in accordance with specified requirement;

2)

Workmanship is satisfactory;

3)

Items have not sustained external physical damage;

4)

All non-conformances have been corrected as required;

5)

Safety features are being used and comply with applicable codes and regulations;

6)

Item identification has been preserved throughout the installed systems.

The inspection techniques selected should be determined by considering the characteristic or parameter to be measured or the work operations being performed. The basic criteria for the selection of inspection techniques and processes are the requirement of the applicable specifications, codes, and standards.

When

the

physical

inspection

of

completed

items

is

impossible

or

disadvantageous, indirect control by monitoring of the processing methods, equipment, and personnel can be performed. Inspection and process monitoring should be performed when control is inadequate without both.

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8.

QUALITY RECORDS

8.1

GENERAL

8.2

INSPECTON RECORDS

8.3

MONITORING INSPECTION RESULTS

8.4

FINAL DATA BOOK

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8.

QUALITY RECORDS

8.1

GENERAL The Quality Assurance programme ensures that objective evidence of the quality of the work is provided to Client and any concerned Authority.

For this purpose a system of records shall documents the internal control on tile project activities.

Records shall be easily retrievable and traceable to the activities, which they were produced for.

Therefore, they will be properly filed, preserved and provided with identification, date, signature, and activity reference.

Each project function is responsible to produce and maintain records of his work.

At the beginning of the work an indexing system shall be establish for all records to be produced on the project.

Subsequently then the records shall be identified, according to the preestablished index.

8.2

INSPECTION RECORDS Documentation of inspection result is important for evaluation purpose and to provide evidence that the inspected items or system are acceptable. Checklists, which list each inspection criteria, should be prepared to document the result of the inspection. At a minimum, they should identify the data of the inspection, the inspector, and reference appropriate drawings and specifications, and note the type of observation, the results, the acceptability of the results, and the action taken in connection with any deficiencies noted.

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8.3

MONITORING INSPECTION RESULTS The inspection results for the various construction processes should be monitored to keep a running track of those processes, which are producing deficiencies. This monitoring is often called trend analysis. These trend analyses may be performed by complex methods (e.g. statistical evaluation) or simple methods (e.g. plotting the percentage of rejects on weekly basis). Whatever the method selected, it is important to perform these trend analyses, since they provide a much more objective and systematic appraisal than that achieved by simply relying upon the memory of the inspection or construction personnel.

When the analysis reveals that there are numerous problems, the first is to determine the cause of the problem. When this is known, step should be taken to correct the cause. It is not sufficient to simply increase inspection, since this will only separate the good from the bad. Increased inspection will increase costs because the money spent on work, which was rejected, cannot be retrieved and the increase volume of inspection work cost more money.

The greater amount of rework also affects the schedule, since less acceptable work is completed.

8.4

FINAL DATA BOOK The project records shall be collected in the final data book, which documents the complete history of the work, performed. The detailed list of the record to be included shall be finalized after contract award under the responsibility of the Project Q.A. Organisation.

Typical records are: ·

Engineering documentation

as built drawings (last issue) computer outputs approved procedures.

·

Vendor data book

purchase order materials certificates Inspection/testing reports release notes

·

Material traceability

material log as-but reports

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·

Production records

processes qualification quality records (including Subcontractors) operator’s qualification equipment calibration certificates. Inspection/testing reports Commissioning reports Non-conformances and concessions.

At the end of the works the final data book shall be collected, reviewed and issued to Client under responsibility of the Q.A. Organisation and final approval of the Project Manager.

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9.

CORRECTIVE ACTION

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9.

CORRECTIVE ACTION The aim of a corrective action is to rectify non-conformances and prevent their recurrence.

The Q.A. Manager (or the Project Q.A. Manager) is responsible for initiating all corrective action.

An audit or an inspection as result of evidenced deficiency usually generates the corrective action.

Example deficiencies are: ·

Material defects

·

Established procedure not implemented

·

Not existing procedure to cover work being performed

·

Lack of documentation

·

Failure on a process

The head of production function concerned with the audited/inspected activity shall propose and agree the corrective action together with the Project Q.A. Manager.

Should no agreement be reached between the Project Q.A. Manager and the head tile projection function concerned, the Project Q.A. Manager shall report the findings to the Q.A. Home Organisation.

The corrective action request shall be explained in a report where the responsibility under the supervision of the Q.A. Department.

The Q.A. Organisation has the responsibility to verify the effectiveness of corrective actions.

The Q.A. Manager uses corrective action report to check the performance of the quality.

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10.

AUDIT

10.1

MANAGEMENT REVIEW

10.2

INTERNAL AND EXTERNAL PROJECT AUDIT

10.3

AUDIT SCHEDULING

10.4

AUDIT PLANNING

10.5

AUDIT PERSONNEL

10.6

AUDIT REPORTING

10.7

AUDIT FOLLOW-UP

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10.

AUDIT

10.1

MANAGEMENT REVIEW In order to satisfy the requirements of the Quality Policy, a periodical evaluation and review of the adopted Quality Assurance System is provided by the Management.

For this purpose, an internal Quality Audit programme is establish and implemented as follows: The Divisional Quality Assurance Manager has the responsibility to verify that the Quality Assurance provision set out in this Manual and effective and improvement the Management of the work within any specific project.

The Project Quality Assurance Manager shall develop and implement for each project a specific audit programme, as detailed in Section 10.2.

The results of such auditing activities are distributed by the Divisional Quality Assurance Manager to the Head of Technological Innovation and Quality Assurance for his evaluation.

Depending on the findings reported by the auditing activities, corrective actions and suggestion are proposed by the Head of Quality Assurance to the Resources and Systems Direction, and consequently distributed to all other concerned levels of Management.

The Resources and Systems Direction shall then analyze both feedback information, and return to the Head Quality Assurance of the Division with any corrective action or modification to the Quality Assurance System.

The Q.A. Manager of the Division shall be responsible for the implementation of tile Management review provisions.

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SITES CHANGES

SUBCONTRACTOR APPROVED ENGINEERING

APPROVED DOCUMENTS

VENDOR DATA BOOK PROJECT ENGINEERING

PROCUREMENT COORDINATOR

AS BUILT DOCUMENTATION

MATERIALS Q.C. RECORDS MATERIALS TRACEABILITY Q. C. ORGANISATION

PRODUCTION QUALITY RECORDS

PERFORMANCE TEST RECORDS

PROJECT Q.A. ORGANISATION

FINAL DATA BOOK

QUALIFICATION RECORDS

CALIBRATION CERTIFICATE CONSTRUCTION INSPECTION REPORT

FINAL INSPECTION RECORDS

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10.2

INTERNAL AND EXTERNAL PROJECT AUDIT The Q.A. Head Manager in co-operation with the Project Q.A. Manager should perform audits to verify compliance with the Project Q.A. programme and to measure the effectiveness of tile programme during all phases of the design process, procurement and construction activities. The essential steps of the audit are as follows: a)

Planning the audit by means of a planning document which defines the organization and activities to be audited and the frequency of the audits;

b)

Providing audit personnel who are familiar with the types of activities to e audited and who do not have direct responsibilities in the areas being audited;

c)

Performing the audit in accordance with guidelines which identify those activities which affect quality;

d)

Preparing the audit report that summarizes the audit results and details and non-conformances observed;

e)

Submitting the audit report to management responsible for they are audited for review and corrective action for the non-conformances;

f)

Re-auditing of non-conforming areas when it is considered necessary to verify implementation of the required corrective action.

10.3

AUDIT SCHEDULING The audits should be regularly scheduled on the basis of the status and importance of work activities. They are normally conducted at the beginning of a project, at three-month intervals during peak periods, and near the completion of work. Regularly scheduled audits should be supplemented by additional audits when any of the following conditions occur: a)

It is suspected that the quality of the item is in jeopardy due to deficiencies in the quality management, program;

b)

Significant changes are made to the quality management programme such extensive reorganization or procedure revision;

c)

Independent

assessment

of

program

effectiveness

is

considered

necessary; d)

It is necessary to verify implementation of required corrective action.

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10.4

AUDIT PLANNING Audit is performed in accordance with checklists used by the auditor to enter all pertinent areas in an orderly sequence and with a minimum of wasted time and effort. Without a checklist, the auditor enter an area with only the requirements, and/or working procedures at hand it is difficult to leaf through the requirement, documents, or procedures on the sport and pick out the specific items that can be check at that point. It is all too easy to leave the area only to find, often when it is entirely too late to remedy the oversight, that one or more significant point have been overlooked. The audit checklist provides a useful means of determining, at any time, what was actually done during the audit and what the auditor found.

10.5

AUDIT PERSONNEL To avoid conflicts of interest, audits are performed by personnel who do not have direct responsibility in the areas being audited. Personnel performing audits should be competent and have sufficient authority and organizational freedom to make the audit process meaningful and effective. When specific technical expertise is required.

In the performance of an audit, it is desirable to select appropriately qualified technical Personnel to participate in the audit.

10.6

AUDIT REPORTING Audit result should be documented in an audit report which is transmitted to management personnel having responsibility for the activity audited. An audit report includes the following: a)

Description of the audit scope;

b)

Identification of the auditors;

c)

Personnel contracted during the audit;

d)

Summary of audit results;

e)

Details of specific non-conformances observed;

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f)

Recommendations for correcting quality programme non-conformances or improving the programme.

g)

Date of required response by the organisation.

The report should be distributed to management of both the audited and auditing organisation and issued within 30 days after the audit.

10.7

AUDIT FOLLOW-UP Manager of the audited activity should review and investigate all audit nonconformances stated in the audit report determine and schedule appropriate corrective action, along with the action, to prevent recurrence (including, where necessary, changes to the quality management program). They should respond as requested by the audit report, documenting the results of their review and investigation. The response should be made within 30 days of the issuance of the report and should clearly state the corrective action taken or planned and indicate prior to the issuance of the response, a scheduled date for the implementation of the corrective action should be included.

The audited activity should provide a follow-up report stating the corrective action taken and the date the corrective was completed. They should also take appropriate action to assure that corrective action is accomplished as scheduled.

The audit team leader for the following reasons should take follow-up action: a)

To obtain a written response to the audit report, when a response is required and it has not been submitted.

b)

To evaluate the adequacy of the response;

c)

To assure that the corrective action and means of preventing recurrence are identified and scheduled for each non-conformance;

d)

To verify that corrective action is accomplished as scheduled.