QA QC Manual

IJUETO TRUST INT’L LTD.

QA/QC MANUAL


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


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


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.


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


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.


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:_______________________________


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.


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.


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.


Q.A. DOCUMENTATION STRUCTURE

INTERNAL STANDARDS AND

REGULATIONS

QUALITY ASSURANCE

MANUAL

PROJECT Q.A PLAN

PROJECT PROCEDURES

CONTRACT REQUIREMENTS

PROCEDURES AND

PRACTICES


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.


· 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.


· 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.

1.5 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.


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.


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


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.


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.


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.


STRUCTURES

OPERATIONS DEPARTMENT ORGANISATION CHART

DEPUTY MANAGING DIRECTOR

OPERATIONS MANAGER

PROCUREMENT & LOGISTICS

CONSTRUCTION TECHNICAL PLANNING & COST CONTROL

ESTIMATES & CONTRACTS

SUB CONTRACTS

PURCHASING

TRANSPORTATION & CUSTOMS

EXPENDITING & INSPECTION

PROJECT MANAGERS

QUALITY ASSURANCE

OPERATIONAL PROCEDURES

PROJECT ENGINEER

QUALITY CONTROL


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.


· 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.


· 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.


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


· Collect all documentation and certificates produces by Subcontractor for




· Transmit to project team all necessary documentations produced by

Subcontractor.

· Evaluate site changes proposed by Subcontractor and agree with Client’s


· Collect all documentation and certificates produced by Subcontractors for




· Transmit to project team all necessary documentations produced by

Subcontractor.


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.


STRUCTURES

PROJECT ORGANISATION CHART

OPERATON MANAGER

HEAD OFFICE QUALITY ASSURANCE

MANAGER

SAFETY OFFICER

PROJECT MANAGER

QUALITY ASSURANCE MANAGER

ENGINEERING MANAGER

PROCUREMENT COORDINATOR

PLANNING & COST CONTROL COORD.

ADMINISTRATION FINANCIAL MANAGER

CONSTRUCTION MANAGER

PROCESS & BASIC ENGINEERING

PURCHASING PLANNING & SCHEDULING

ACCOUNTING FIELD ENGINEERING

DETAILED ENGINEERING

EXPENDITURE ESTIMATING PERSONNEL ADMINISTRATION

ELECTRICAL CREW

DRAFTING SHIPPING & TRANSPORT

COST CONTROL

BANK & FINANCING

FIELD ADMINISTRATION


3. PLANNING

3.1 GENERAL


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 quality-

related activities.


4. DOCUMENT CONTROL

4.1 DOCUMENT CONTROL GENERAL PROCEDURES


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.


PLANNING SCHEMATIC SEQUENCE

TENDER SCOPE OF WORK

COMMERCIAL DEPARTMENT

PRELIMINARY PLAN

NEGOTIATION

CONTRACT AWARD

PROJECT TEAM

OVERALL PROJECT PLAN

SUBCONTRACTOR PLANS


5. PROCUREMENT

5.1 MATERIAL LIST REQUISITION AND INQUIRIES

5.2 BID EVOLUTION AND ORDER ISSUE


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.


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.


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.


DESIGN SCHEMATIC SEQUENCE

CONTRACT SPECIFICATIONS

PROJECT ENGINEERING

LIST OF DESIGN DOCUMENTS

PROJECT ENGINEERING

ENGINEERING DEPARTMENT

DESIGN DOCUMENT

INTERNAL VERIFICATION

QA VERIFICATION

PROJECT INTERNAL APROVAL

CLIENT APPROVAL CERT. AUTHORITY

PROJECT CONSTRUCTION

DEPARTMENT


DOCUMENT CONROL SCHEMATIC SEQUENCE

DOCUMENTATION INPUT

NUMBERING SYSTEM

TECHNICAL DOCUMENTS

DISCIPLINE REGISTER

REVISION

UPDATING

CORRESPONDENCE

CORRESPONDENCE LOG

UPDATING

UPDATING

DOCUMENTS TRANSMITTAL

PROJECT REGISTER

PROJECT FILES

CORRESPONDENCE MAILING

Q.A VERIFICATION


6. MEASURING AND TESTING EQUIPMENT

6.1 MEASURING AND TESTING


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.


PROCUREMENT SCHEMATIC SEQUENCE

REQUISITION DOCUMENTATION

PROJECT ENGINEERING

MATERIAL LIST

PROCUREMENT

INQUIRY TO QUALIFIED SUPPLIERS

BIDS

PROCUREMENT

COMMERCIAL EVALUATION

ADMINISTRATIVE & FINANCIAL EVALUATION

Q.A & Q.C EVALUATION

TECHNICAL EVALUATION

P. O. REGISTER

PURCHASE ORDER

APPROVAL

SUPPLIER P.O. ACCEPTANCE

P. O. FILES

Q.A VERIFICATION

PROJECT CONSTRUCTION QUALITY ASSURANCE MATERIAL CONTROL ADMINISTRATION & FINANCING


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


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.


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.


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.


WHERE APPLICABLE

P. O. SPECIFICATIONS

VENDOR

QUALITY PLAN

PROJECT Q.A

ORGANIZATION

REVIWED and COMPLETED

Q.C PLAN.

VENDOR

INSPECTION CERTIFYING

ENTITY

SPECIALIST ENGINEER

REVIEW Q.C. PLAN

SPECIALIST INSPECTOR

MANFACT and

TESTING

INSPECTION and

TESTING

CERTIFICATION PACKAGE

PROCUREMENT

RELEASE NOTE

PROJECT Q.A ORGANIZATION

RELEASE CERTIFICATE

VENDOR

INSPECTION and

TESTING


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.


8. QUALITY RECORDS

8.1 GENERAL

8.2 INSPECTON RECORDS

8.3 MONITORING INSPECTION RESULTS

8.4 FINAL DATA BOOK


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 pre-

established 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.


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


· 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.


9. CORRECTIVE ACTION


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.


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


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.


SITES CHANGES

APPROVED DOCUMENTS

SUBCONTRACTOR APPROVED

ENGINEERING

PROJECT ENGINEERING

PROCUREMENT COORDINATOR

VENDOR DATA BOOK

AS BUILT DOCUMENTATION

MATERIALS Q.C. RECORDS

MATERIALS TRACEABILITY

QUALIFICATION RECORDS

CALIBRATION CERTIFICATE

CONSTRUCTION INSPECTION

REPORT

Q. C. ORGANISATION

PRODUCTION QUALITY

RECORDS

PERFORMANCE TEST RECORDS

PROJECT Q.A. ORGANISATION

FINAL INSPECTION RECORDS

FINAL DATA BOOK


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.


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;


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 non-

conformances 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.

QA QC Manual

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