ISO 9001

9001:2008
2008
QUALITY MANAGEMENT SYSTEM
– QMS

Rev.0

1
Quality Management System (QMS)
PURPOSE

The purpose of this workshop is to create an awareness amongst Dodsal

employees about implementation of Dodsal’s Quality Management System

(QMS) based on ISO 9001:2008.

2
Quality Management System (QMS)

DEFINITIONS

‰ QUALITY – Degree to which a set of inherent characteristics fulfils requirements.

‰ QUALITY POLICY – Overall intentions and direction of an organization related to quality as formally
expressed by Top Management.

‰ QUALITY OBJECTIVE – Something sought, or aimed for related to Quality.

‰ QUALITY ASSURANCE – Part of Quality Management focused on providing confidence that quality
requirements will be fulfilled.

‰ QUALITY CONTROL – Part

P t off quality
lit managementt focused
f d on fulfilling
f lfilli quality
lit requirements.
i t

‰ QUALITY MANUAL – Document specifying the quality management system of an organization.

‰ QUALITY PLAN – Document specifying

p y g the which p procedures and associate resources shall be
applied by whom and when to a specific project, product, process or contract.

‰ MANAGEMENT – A person or a group of persons, who direct the organization.

‰ ORGANIZATION – Group of people and facilities with an arrangement of responsibilities,

responsibilities authorities
and relationships.

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Quality Management System (QMS)
DEFINITIONS contd..

‰ QUALITY MANAGEMENT SYSTEM – Management system to direct and control an organization with
regard to quality.
quality

‰ AUDIT – Systematic, Independent and Documented process for obtaining audit evidence and
evaluating it objectively to determine the extent to which audit criteria are fulfilled.

‰ CORRECTION – Action
A ti tot eliminate
li i t a detected
d t t d nonconformity.
f it

‰ CORRECTIVE ACTION – Action to eliminate the cause of a detected nonconformity or other

undesirable situation.

‰ NONCONFORMITY – Non-fulfillment of requirement.

‰ PREVENTIVE ACTION – Action to eliminate the cause of a potential nonconformity or other

undesirable potential situation.

‰ PROCESS – is defined as set of interrelated and interacting activities which transforms inputs into
outputs.

‰ SYSTEM – Set of interrelated and interacting elements.

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Quality Management System (QMS)

QUALITY MANAGEMENT PRINCIPLES

1
1. Customer focus

2. Leadership

3. Involvement of people

4. Process approach

5. System approach to management

6. Continual improvement

7. Factual approach to decision making

8
8. Mutually beneficial supplier relationship

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Quality Management System (QMS)
CLAUSES OF ISO 9001:2008 MANAGEMENT SYSTEM REQUIREMENTS
(MSR) – Quality Manual
– DOD-MP-MGT-002
1. Scope
Table of Contents
2. Normative reference

3. Terms and definitions GLOSSARY OF TERMS AND ABBREVIATIONS

INTRODUCTION
4. Quality management systems 1. Policy, goals and strategy
5. Management responsibility 2. Processes and procedures
3. Resources and organization
6
6. R
Resource managementt
4. Implement, monitor and control
7. Product realization 5. Demonstrate compliance
6. Management review
8. Measurement, analysis and improvement
LIST OF EXHIBITS:
Exhibit 1 - Management System (MS) model
Exhibit 2 - HSEQS policy
Exhibit 3 - Corporate HSE and Quality targets for projects
Exhibit 4 - Organizational charts
Exhibit 5 - Business processes flowchart
Exhibit 6 - RACI chart of key activities/deliverables
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Quality Management System (QMS)

ISO 9001 – MSR – PROJECT QUALITY PLAN RELATIONSHIP MATRIX

ISO 9001 Clause Title Reference Section(s) in Management System Reference Section(s) in Project Quality Plan
Clause No. Requirements, Rev.3
1 Scope (General &Application) ---
2 Normative reference ---
3 Terms and definitions --- Section 1.4
4 Quality management system
4.1 General requirements Section 1-6 and Exhibit 1 Section 1.0, 2.0
4.2 Documentation requirements Section 1.1, 2.0 and 2.4 Section 1.9
4.2.1 General Section 1.1, 2.4 Section 1.7, 1.8, 2.1, 2.2
422
4.2.2 Quality Manual Section 1
1.1,
1 22.4
4 and Exhibit 1
1. Section 2
2.1.3,
13 2 2.1.4,
14 2 2.2.1.1
211
4.2.3 Control of Documents Section 2.2.3 Section 1.9.2, 2.2.2.1(v)
4.2.4 Control of Records Section 2.2.4 Section 1.9.3, 2.2.2.1(vi)
5 Management responsibility
5.1 Management commitment Section 2.1.1, 1.1, 1.2, 1.3, 1.4-1, 6.0 Section 1.10, 2.1, 2.2.1.6, 2.3, 2.6
5.2 Customer focus Section 2.2.11 Section 1.11.5, 1.12, 2.2.1.6, 2.5.5
5 3 Quality policy
5.3 Section 1
1.1
1 and Exhibit 2 Section 2
2.1.1,
11 Attachment 1
5.4 Planning Section 2.1.2 Section 1.10.2, 2.2.2
5.4.1 Quality objectives Section 1.2, 1.4 Section 1.7, 1.8, 2.1.3
5.4.2 Quality management system planning Section 1.3, 2.1.2 All Sections
5.5.1 Responsibility and authority Section 1.1, 3.1, 3.2 Section 1.9, 2.3.1
5.5.2 Management representative Section 3.1, 3.2.3 Section 2.2.1, 2.6.2
553
5.5.3 Internal communication Section 2
2.2.6
26 Section 1
1.11.2,
11 2 22.3.3
33
5.6.1 Management review (General) Section 3.2.2, 6.0, 6.2 Section 1.10.3, 2.6
5.6.2 Management review input Section 6.2 - Second paragraph Section 2.6
5.6.3 Management review output Section 6.3 Section 2.6
6 Resource management
6.1 Provision of resources Section 1.3, 2.1.1, 2.1.2, 3.0 Section 1.10.4, 2.3, 2.2.2.3(ii)
621
6.2.1 Human resources S ti 1.5-7,
Section 157 2
2.1.1,
11 3 3.0
0 S ti 1.10.4,
Section 1 10 4 2
2.3,
3 22.2.2.4(iii),(vi)
2 2 4(iii) ( i)
6.2.2 Competence, awareness and training Section 1.5-7, 2.2.5 and 2.2.6 Section 1.10.4, 1.10.5, 2.3.2, 2.3.3.5, 2.3.3.6
6.3 Infrastructure Section 1.5-12, 2.2.1 Section 1.10.4, 2.3, 2.2.2.4(v)
6.4 Work environment Section 1.5-12, 2.2.1 Section 1.10.4, 2.3, 2.2.2.4(v)

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Quality Management System (QMS)

ISO 9001 – MSR – PROJECT QUALITY PLAN RELATIONSHIP MATRIX (contd..)

ISO 9001 Clause Title Reference Section(s) in Management System Reference Section(s) in Project Quality Plan
Clause No. Requirements, Rev.3
7 Product realization
7 1 Planning of product realization
7.1 Section 2
2.1.2,
12 2 2.1.5,
15 2 2.2.1
21 Section 1
1.11.1,
11 1 22.2.2.1(iii)
2 2 1(iii)
7.2 Customer-related processes
7.2.1 Determination of requirements related to the product Section 2.1.2, 2.1.2, 2.1.5, 2.2.1, 2.2.11 Section 1.11.1, 2.2.1.6
7.2.2 Review of requirements related to the product Section 2.1.5, 2.2.1, 2.2.11 Section 2.2.1.6, 2.2.2.1(ii) , 2.5.5
7.2.3 Customer communication Section 2.1.3, 2.2.6, 2.2.11 Section 1.12.1, 2.5.5
7.3 Design and development Section 1.5-4, 2.1.7, 2.2.1, 2.3 Section 1.11.3, 2.2.2.2, 2.4.1.1
7 4 Purchasing
7.4 P h i Section 2.2.1, 2.2.5, 3.2.8, 3.2.12, 5.4 Section 1.11.4, 2.2.2.3, 2.4.1.2
7.5 Production and service provision Section 2.1.1, 2.1.2, 2.1.5 2.2, 2.2.1 Section 2.2.2.4, 2.4.1.3, 2.2.2.3 (vii)
7.6 Control of monitoring and measuring devices Section 2.2.10, 3.2.9 (Bullet 11), 4.2.1 Section 1.11.6, 2.4.1.3(v)
8 Measurement, analysis and improvement
8.1 General Section 2.2.10, 2.2.11, 4.2, 4.3 Section 1.12, 2.5
8.2 Monitoring and measurement
8.2.1 Customer satisfaction Section 2.2.11, 4.2.1 Section 1.12.1, 2.5.5
8.2.2 Internal Audit Section 2.2.10, 5.2, 5.3 Section 1.12.2, 2.5.1, 2.5.2
8.2.3 Monitoring and measurement of process Section 2.1.3, 2.1.4, 2.2.10 Section 1.12.3, 2.4
8.2.4 Monitoring and measurement of product Section 2.2.1, 2.2.10, 4.2, 5.3 Section 1.12.3, 2.4
8.3 Control of non conforming product Section 2.2.9, 4.2.2 Section 1.12.4, 2.4.2.1
8.4 Analysis of data Section 1.4, 2.1.3, 2.1.4, 5.1 Section 1.12.5, 2.5.5, 2.2.2.3(ii), 2.4.2.2, 2.6.2
8.5 Improvement
8.5.1 Continual improvement Section 2.1.4, 2.1.5, 4.3, 5.5, 6.3 Section 1.12.6, 2.5
8.5.2 Corrective action Section 1.5-11, 2.4, 2.2.9, 4.2.2, 4.3, 5.2, 5.5, 6.1, 6.2 Section 1.12.7, 2.4.2.2
8.5.3 Preventive action Section 2.2.8, 4.2, 4.2.1, 2.4 Section 1.12.7, 2.4.2.2

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Quality Management System (QMS)
CONTENTS OF PROJECT QUALITY PLAN (Level 1 Procedure)
1.0 GENERAL
1.1 Introduction
12
1.2 P
Purpose
1.3 Scope
1.4 Definition & Abbreviations
1.5 References
1.6 Project Scope of Work
1.7 Overall Goal & Objectives
1.8 Project Specific Quality Objectives / Targets
1.9 Documentation Requirements
1.10 Quality Management
1.11 Product Realization Process
1.12 Measurement, Analysis & Improvement

2.0 QUALITY ACTIVITY PLAN

2.1.1 Policies / Strategies / Goals
2.1.2 Processes and Procedures
2.1.3 Organisation & Resources
2 1 4 Implementation,
2.1.4 Implementation Monitoring and Control
2.1.5 Demonstrate Compliance / Improvement
2.1.6 Management Review
List of Attachments
1 HSEQS Policy
2 Project
j Organisation
g Charts
3 Quality Training Matrix for the Project
4 Quality Audit Schedule
5 ISO 9001:2008 Relationship to Management System Requirements & Project Quality Plan

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Quality Management System (QMS)

HSEQ MS MODEL

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Quality Management System (QMS)

HSESQ POLICY – DOD-MP-PCY-001 [Exhibit 1]

ƒ Key document that defines management intent and commitment on and Quality issues
across all business functions.
ƒ All new Dodsal personnel are introduced to the policy statement and individual Quality
responsibilities during induction to company.
ƒ The Policy translates into Company Goal & Objectives, Corporate Quality Targets (annual)
and Project specific Quality Objectives and/or Key Performance Indicators.

IMS ((Integrated
g Management
g System)
y ) Philosophy
p y – DOD-MP-MGT-001
ƒ An integrated approach on systems management (HSE, Quality and Security) which
defines, measures and controls the various systems, processes, procedures and activities
employed in the provision of Engineering, Procurement, Construction and Commissioning
(EPCC) services.

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Quality Management System (QMS)

COMPANY GOAL & OBJECTIVES

With our HSE,

HSE Quality and Security Policy outlined above our overall goal is to manage HSE,
HSE
Quality and Security risks/vulnerabilities to a level that is as low as we can reasonably
achieve and maintain to deliver projects safely, securely and effectively.

T achieve
To hi thi overallll goall we have
this h d i d the
derived th following
f ll i Primary
Pi Obj ti
Objectives;

• Fully comply with all legal and other (contractual, standards and specifications etc.)
requirements.
• Minimize the exposure of our assets (people and property) and the environment to
operational hazards/threats.
• Eliminate Lost Time Injuries resulting from project activities.
• Maintain cost and schedule requirements.
• Eliminate customer complaints.

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Quality Management System (QMS)

CORPORATE QUALITY TARGETS (For the Year 2011)

Based upon the overall objectives and client specific requirements, the following project
specific Quality Objectives / Targets have been set

To achieve this overall goal we have derived the following Primary Objectives;

• Zero major non conformances.

• 100% Quality Inductions for all key personnel.
• Minimum 85% completion of training schedules.
• Maintain less than 1% (Pipeline) and less than 2% (Plant) rejections after RFI.
• Maintain less than 2% reworks
• All documentation to be approved within 2 cycles.
• Maintain audit schedules with follow up / and close out of all audit findings within two
months.

Note: All projects shall identify Functional Quality Objectives/Targets in addition to the above
Corporate Quality Targets.

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Quality Management System (QMS)
FUNCTIONAL QUALITY OBJECTIVES

ISO 9001:2008 (Clause 5.4.1 stipulates establishment of Quality Objectives at relevant

functions and levels within the organization)

Development
ƒ Overall – An Objective should be Specific, Measurable, Achievable, Realistic, Time bound
ƒ Should be in line with Company’s HSEQS Policy, Goal & Objectives and Project Specific Objectives.
ƒ Should be measurable.
ƒ Should be in line with the business process of the department.
ƒ Should be one of the key process monitoring criteria.
ƒ Should have a target with a time scale within which it should be achieved.
ƒ Should add value to the business process and demonstrate continual improvement.
improvement e.g.:
e g : This year
projects shall invoice 1.5 Bil.$

Realization
ƒ Commitment, support and involvement of all corporate & project personnel and other interested parties
i relation
in l i to Quality
Q li issues.
i
ƒ Effective planning of key activities and interfaces.
ƒ Provision of appropriate resources and continuous employee training/development.
ƒ Clear identification of responsibility and accountability of all personnel.
ƒ Established
stab s ed pe
performance
o a ce measures
easu es
ƒ Compliance to MSR (Management System Requirements)
ƒ Adoption of industry best practices.

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Quality Management System (QMS)
PROCESSES AND PROCEDURES
The Document hierarchy of the MS is structured to operate on five distinct levels:

„ Level 1 (Management Process/Procedures) :

Procedures for activities associated with the development and implementation of policy, strategy, performance review and
continual improvement.
Examples: MS Philosophy, MSR, Standard Project Quality Plan, Business (Enterprise) Risk Management, Quality (Business)
Performance Management, Business Process Improvement Plan, Business Continuity Plan ,etc.
„ Level 2 (Core Process/Procedures) :
Procedures for activities employed directly to convert international standards (such as ISO 9001), requirements into project results
including integrated approach where required.
Examples: Document Control, Control of Records, Internal Audit, Control of Nonconforming Product, Corrective/Preventive
Actions, Quality Risk Management, Competency Assurance, Induction & Training, etc.
„ Level 3 ((Support/Operating
pp p g Process/Procedures)) :
Procedures for activities employed by Dodsal, which support the consistent operation of the core Procedures.
Examples: Preparation & Issue of Method Statement, Customer Satisfaction, Source Inspection Management , Business
Development Process, Project Execution Plan, etc.
„ Level 4 (Method Statements/Work Practices/Risk Assessments/Inspection And Test Plans/Work Instructions/Desktop
Guides/User Manuals ) :
Procedures which safe work practices & work instructions which describe how specific tasks/activities are to be completed.
Examples: Method Statement /Inspection & Test Plan for Piping Works, Work Practice for Document & Data Numbering System
etc.
„ Level 5 (Forms/Formats) :
Forms and records required by the MS
Examples: Material Requisition, Inspection Report, Monthly Report etc.

Note: For detailed list of Procedures, refer Management System Index – DOD-MP-IND-001 (live document !)

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Quality Management System (QMS)
PROCESSES AND PROCEDURES
Core Processes (ISO 9001:2008)
Control of Documents (Clause 4.2.3)
ƒ Approve documents prior to issue.
ƒ Review / update as necessary and re-approve documents.
ƒ Identify the revision & correct revision status of the document and ensure that relevant version of the applicable
document is available at the point of use.
ƒ Ensure that documents remain legible, readily identifiable.
ƒ Ensure that documents of external origin are identifiable and their distribution is controlled.
ƒ Ensure that Obsolete documents are prevented from unintended use and identified if kept for any reasons

Control of Records (Clause 4.2.4)

ƒ Documented procedure for control of identification, storage, retrieval, retention time and disposition of Quality
records.
d
ƒ Records must be established and maintained.
ƒ Records must be legible, readily identifiable and retrievable.

Document & Record

ƒ Document keeps changing ƒ Record being history cannot be changed

ƒ Document provides information ƒ Record states results achieved
ƒ Document is revision controlled ƒ Record provides evidence of activities performed
ƒ Document is requirement based ƒ Record can be used for verification
ƒ Document is prepared
prepared, reviewed and approved ƒ Record is established and maintained

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Quality Management System (QMS)
PROCESSES AND PROCEDURES
Core Processes (ISO 9001:2008)
Internal Audit (Clause 8.2.2)
ƒ R i i nonconformities
Reviewing f iti (i
(include
l d CCustomer
t C
Complaints).
l i t )
ƒ Determining causes of nonconformities.
ƒ Evaluating the need for corrective actions.
ƒ Determining and implementing actions needed.
ƒ Recording results of actions taken.
ƒ Reviewing corrective actions taken
taken.

Control of Nonconforming Product (Clause 8.3)

ƒ Documented procedure to define controls, responsibility and authority.
ƒ Nonconforming products must be identified, controlled to prevent unintended use or delivery.
ƒ When nonconformance is detected,, take appropriate
pp p action.

Corrective Action (Clause 8.5.2)

ƒ Reviewing nonconformities (include Customer Complaints)
ƒ Determining causes of nonconformities.
ƒ Evaluating the need for corrective actions.
ƒ Determining and implementing actions needed
needed.
ƒ Recording results of actions taken.
ƒ Reviewing corrective actions taken.

Preventive Action (Clause 8.5.3)

ƒ Determining potential nonconformances and their causes.
ƒ E l i the
Evaluating h need d ffor preventive
i action.
i
ƒ Determining and implementing actions needed.
ƒ Recording the results of actions taken.
ƒ Reviewing preventive actions taken.
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Quality Management System (QMS)
ORGANISATION AND RESOURCES
Corporate Organisation
ƒ From the Chairman and President and the Board of Directors, comes our HSE & Quality Policy. Line management
f
functions
ti andd reporting
ti iinterfaces
t f tto P
Projects
j t iis shown
h iin th
the O
Organisation
i ti Ch Charts
t iin Exhibit
E hibit 2&3
ƒ With Dodsal’s Operating Board taking ultimate responsibility, ED HSE & Quality is designated as Management Appointee
for HSE & Quality and the Head Quality is designated as Management Representative for implementation and
maintenance of the Quality Management System.
ƒ For all operations, the ED HSE and Quality team, provide necessary advice and support pertaining to Quality..
ƒ Similar to other functions/departments the Quality department has Head Office based Managers who are assigned (not
dedicated) to Projects as part of the Task Force Teams.

Project Organisation
ƒ Each project has a dedicated Quality Manager who is supported by his team of QA/QC Engineers and Inspectors.
ƒ For each project, the Project Director/Manager is directly responsible for the administration of the Quality elements of the
QMS. He also acts as the focal point for client liaison. He is responsible for ensuring that suitable arrangements are in
place to assure the Quality standards are maintained.
ƒ General Quality responsibilities and authorities of all Dodsal personnel are outlined within Section 3.2 of the MSR.
Responsibilities of Project specific personnel are covered in the Project Quality Plan.
ƒ Process related responsibilities and authorities are further defined in Management Control and Operating (Support)
procedures.
ƒ Summary responsibilities for key activities/deliverables are found in the RACI Schedule and Chart of Key Activities/
Deliverable (Exhibit 6.1 of the MSR).

Refer Exhibit 3 for Typical Quality Organization chart

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Quality Management System (QMS)
ORGANISATION AND RESOURCES
Training & Competency Assurance
ƒ Induction of competent manpower on projects based on the selection criteria for various job categories
th
through
h th
the recruitment
it t process.
ƒ Ensuring competency by imparting training as per Quality Training Matrix (Attachment 2 to the Project Quality
Plan). A training programme for internal/external trainings based on this matrix to be developed and records
maintained.
ƒ Performance appraisal
pp of all p
personnel as p
per HR p
policy/procedures
yp to ascertain training
g requirements,
q , if any.
y
Communication & Interface
ƒ Quality forum – Monthly meeting of senior personnel & managers to discuss and resolve inter-departmental
issues.
ƒ Quality inductions to all new personnel and internal transfers
transfers.
ƒ Quality management review meeting (quarterly) convened by QA Manager and attended by all Quality
personnel.
ƒ Display of Work Instructions, WPS etc. on site.
ƒ Monthly / Weekly Quality reports to HO.
Infrastructure & Work Environment
ƒ Establishment of camp, office facilities, work shop and other associated & support services based on
budgetary provisions and satisfying client, statutory & regulatory requirements.
ƒ Maintaining
g safe and congenial
g work environment by ypproviding
g facilities like air conditioning,
g, p
power and water
supply, sanitation, food control, medical, recreation etc. based on client, statutory & regulatory requirements
and company standards.

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Quality Management System (QMS)
IMPLEMENT, MONITOR & CONTROL
Implementation of the Work

Implementation of the work is carried out as per the planned arrangements as defined in
Sections 1, 2 and 3 of the MSR and particularly the Project Quality Plan.

The Plan-Do-Check-Act
Th Pl D Ch k A t cycle l is
i an integral
i t l mechanism
h i i the
in th implementation
i l t ti off managementt
system control. This forms the first level of continual improvement to our operating systems and
is implemented directly by the personnel who operate the process.

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Quality Management System (QMS)
IMPLEMENT, MONITOR & CONTROL
Monitoring of the Work

Active Monitoring
Measures compliance with codes, standards, specifications and achievement of plans/schedules and objectives
during various stages of the project.

Engineering
• Systematic reviews of design at suitable stages, design verification, design validation, design changes etc.
• Quality audits on Design & Development process
Procurement
• Compliance to requirements of the Purchase order / client requirements – Material Requisition
• Evaluation of performance of supplier/subcontractor during construction.
• Quality audits on Design & Development process
Construction
• Compliance
p to specifications,
p , drawings,
g , method statements,, ITPs etc.
• Review of existing method statements for relevant activities and development of new, where required.
• Periodical inspection of plant & equipment.
• Quality audits on Construction
Precommissioning, Commissioning & Start up
• Compliance to Procedures
• Quality audits.

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Quality Management System (QMS)
IMPLEMENT, MONITOR & CONTROL
Monitoring of the Work

Reactive Monitoring
Which assess reports of non-conformances.

Audit / Inspection Nonconformities

• Nonconforming materials/equipment/activity during Quality inspections.
• Nonconformance to System/Procedure during Quality audits.

Corrective Actions
• Actions taken to eliminate the cause of nonconformities, duly verified by Quality for effective implementation.

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Quality Management System (QMS)
IMPLEMENT, MONITOR & CONTROL
Control of Monitoring & Measuring Equipment (MME)

ƒ Calibrate or verify measuring and monitoring devices at regular intervals to international

standards before use.
ƒ Adjust or re-adjust, as necessary.
ƒ Identify to enable determination of calibration status.
status
ƒ Safeguard MME from adjustments.
ƒ Store, maintain and protect MME from damage due to handling.
ƒ Record results of calibration.
ƒ Assess and record validity of previous results when device found out of calibration.

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Quality Management System (QMS)
IMPLEMENT, MONITOR & CONTROL
Continual Improvement
Improvement
p to Resources/Organisation
g and Processes/Procedures is facilitated by
y implementation
p of the
planned and approved arrangements and the corrective actions and the preventive measures identified during
active/reactive monitoring & inspection.

Opportunity for improvement can be identified from following sources (inputs)

ƒ Management review meetings
ƒ Supervisory meetings
ƒ Customer feed back
ƒ Ongoing monitoring of Performance Indicators (KPI’s)
ƒ Project conformance and Product conformity
ƒ Results of audits and assessments
ƒ Addition/revision to Client/PMC policy
ƒ Head office specific issues
ƒ New initiatives
ƒ HSEQ Performance Assessments
ƒ Operating Board review meetings

With these sources and Business Process Improvement Plan, opportunities for improvements can be
prioritised, developed and tracked to define progress (earned value) which over time can demonstrate
continual
ti l improvement.
i t

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Quality Management System (QMS)
DEMONSTRATE COMPLIANCE
The true test of the QMS is the consistent delivery of those requirements it was designed to achieve.

This step in the QMS sets out to demonstrate:

ƒ Suitability of arrangements and controls in delivering compliance with Company, Customer and Statutory
requirements
ƒ Consistent application
pp of those arrangements
g and controls by
y Dodsal p
personnel
ƒ Confirmation that the actual requirements are met through the application of these controls

Demonstration of compliance is performed on a delivery process basis. Management, Core and Support
Processes are reviewed and those controls that are critical to the Quality performance are defined in revised
procedures standards and instructions.
procedures, instructions

The Quality critical controls are then assessed to confirm their adequacy in meeting the Quality criteria. In turn
the consistent application of those controls is confirmed by

ƒ Internal / external audits

ƒ Quality surveillance & inspections
ƒ Subcontractor evaluation

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Quality Management System (QMS)
MANAGEMENT REVIEW
The key to effective Quality Management is management commitment. Dodsal management involvement in the annual and six
monthly review process ensures that the QMS is evaluated, corrected where necessary and continuously improved

Contract/Project Management is kept abreast of HSE issues, trends and progress through a number of review mechanisms as
outlined below.

ƒ Quality forums – are held at regular intervals (minimum monthly) and attended by the Project Director/ Manager,
Construction Manager(s), Representatives of Supervisors, workers, medical personnel etc. as required, and chaired by the
site Quality Manager. Project quality assessments, statistics/analysis reports etc. are used for review.

ƒ Feedback and Improvement - apart from the various avenues of feedback from the QMS, all personnel are encouraged to
identify and propose areas of improvement. Proposals for new or amendments to existing procedure is described in
DOD-OP-IMS-001, Preparation and Issue of Procedures

ƒ Reports Review – all Quality related reports such as Quality audits/inspections, non conformance etc. are reviewed by
Quality Manager in liaison with the Project Director/Manager and other management/ supervisory personnel.

ƒ HSE, Quality and Security Management System Review – annual event attended by Senior corporate management, HSE
and Quality Managers and are reported via HSEQ Review Reports.
Reports

Key documents to this process (Management Review) are:

ƒ DOD-MP-MGT-006 Quality (Business) Performance Management, and

ƒ p
DOD-MP-MGT-007. Business Process Improvement Plan,,

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Quality Management System (QMS)
DEVIATION / INSPECTION FORMS
Design Concession Note (DCN)
For changes/deviations against approved drawings/specifications during design stage

Field Concession Note (FCN)

For changes/deviations against approved drawings/specifications during manufacturing/construction stage.

Technical Query (TQ)

For clarifications on ambiguities in drawings/specifications during all stages of the project.

Positive Recall
For releasing materials received at site which do not fully meet the requirements, with full traceability for recall, if any, in future.

Priority Release Note

For releasing materials at source which do not fully meet the requirements, with full traceability for recall, if any, in future.

Nonconformity & Action Report (NCAR)

For reporting noncompliances of materials / systems against project requirements and closing out the same with corrective /
preventive actions (where indicated).

Request for Inspection (RFI)

For making a request in advance (of the stipulated time) for inspection of the product to Quality / Client / TPIA, as requested.

Material Receipt Inspection Report (MRIR)

o inspecting
For spect g materials
ate a s received
ece ed at ssite
te by Qua
Quality
ty / C
Client
e t / TPIA,, as requested.
equested

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Quality Management System (QMS)

MINIMUM QMS ESSENTIALS

ƒ ISO awareness through QMS awareness programme, display of Policies, Certifications .
ƒ Identify training needs & conduct training based on needs identified by project team and
HOD.
ƒ Maintain training records, analyze training feedback and provide information to Top
Management.
ƒ Conduct Audits,
Audits issue of NCAR,
NCAR closeout of NCAR.
NCAR
ƒ Establish & monitor measurable Quality Objectives at HO, PHO, PSO in every
Department.
ƒ Establish and maintain Procedures for all critical business processes.
ƒ Establish documented procedures for all essential elements of ISO 9001:2008.
9001:2008
ƒ Conduct Management Review periodically and circulate the Output Report to all
concerned for implementation.
ƒ Establish & maintain internal & external audits records, NCAR Log, Customer Complaints
Log Design/Technical Query Log/Deviation Request Log,
Log, Log Quality Records.
Records
ƒ Analysis of the records for continual improvement opportunities.
ƒ Document and control all incoming and outgoing correspondence - internal & external,
hard and soft.
ƒ Establish and control all procedures and documents project specific during the execution
of a contract and archive all essential records on the completion of contract.

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Quality Management System (QMS)
COST OF QUALITY
‰ COST OF QUALITY(CQ)= QUALITY MANAGEMENT COST (Q) + DEVIATION COST (D)
i.e. CQ = (P + A) + D
‰ Where
P = Prevention Cost e.g. Quality System Development, Feasibility Studies etc.
A= Appraisal Cost e.g. Design Review, Constructability Review etc. &
D = Deviation cost e.g., Schedule Delay, Owner Change, Design error etc.

‰ THIS IS PART OF PERFORMANCE MANAGEMENT WHEREBY :

‰ Business Performance Scorecard - CLDE
‰ Business Phase Model – Phases / Major Disciplines
‰ Quality Evolution Chart –Business
Business & Technical Objectives
‰ Cause Effect Diagram – CLDE – Critical Few
‰ SIPOC
‰ Critical Few Measurements

‰ ASSUMPTIONS
‰Total Project Cost (TPC) = Engineering + Procurement + Construction + Quality + Others
25% 60% 10% 2% 3%
‰ Cost of Quality = 5% of TPC 6% TPC 2% TPC 2% of TPC 1% of TPC

‰ INDICATORS/TARGET FOR COST OF QUALITY = 15%

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Quality Management System (QMS)
Exhibit 1 - HEALTH, SAFETY, ENVIRONMENT, QUALITY & SECURITY (HSEQS) POLICY

30
 Quality Management System (QMS)
Exhibit 2 – Company Organization Chart
OPERATING BOARD OF
DIRECTORS

Deputy Managing Director

Executive Director
HSEQ

Director Finance, Directors Operations (Pipeline, Director HR & General

Procurement, Contracts and IT
Procurement Plant Infrastructure & Power)
Plant, Services

Procurement Procurement
Contracts Finance IT Sales Operations HSE Quality HR Project Facilities
(Technical) (Non-Technical)

Administration & Corporate Purchasing Infrastructure Sales Project Execution & Systems HR Camp/Site Facilities Purchasing
Systems
Insurance Accounts, Tax Project Control (Workmen)

Business Engineering HR Non-Technical

Subcontracts Project Accounting, Logistics Operational Support
Application Operational Support (Staff)
Budget & Cost Services
Control
Estimation Office Equipment
Administration Management

Inventory Control &

Asset Management

LEGEND: Prepared by NAT Reviewed by GFC Approved by AU DODSAL ENGINEERING & CONSTRUCTION PTE LTD.
TITLE Engineering & Construction Business Organisation Chart
Reporting line DRAWING NO. DOD-DW-IMS-001
Communication line REV. 0
DATE Nov. 01, 2010

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 Quality Management System (QMS)
Exhibit 3 – Typical Project Quality Organization Chart
COMPANY COMPANY
REPRESENTATIVE QA/QC
MANAGER

PROJECT COPORATE
DIRECTOR QA/QC

PROJECT HUMAN CHIEF FINANCE HSE SECURITY QA/QC

MANAGER RESOURCES / P&A CONSTRUCTION MANAGER
MANAGER

SR. QA DOCUMENT
PROJECT CONTROL/ DISCIPLINE ENGINEER CONTROLLERS
ENGINEERING/ CONSTRUCTION
PROCUREMENT MANAGERS/
ENGINEERS

SR.QC SR.QC SPOOL ICMS TEAM

ENGINEER ENGINEER E&I INSPECTOR
Direct reporting line
FOREMEN
Functional reporting line

Communication line QC INSPECTORS NDT/ QC SPOOL TESTING

(Civil, Structural, PWHT COOD. INSPECTORS DATA
Mech., Piping, COORDINATOR
WORKFORCE Painting/Insulation

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Quality Management System (QMS)
Exhibit 4 - ISO 9001:2008 CERTIFICATE

33
Quality Management System (QMS)

Any Questions ?

34
Quality Management System (QMS)

Thank You

35