QA QC Manual

IJUETO TRUST INTL 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 PROJ ECT ORGANIZATION
2.2.1 PROJ ECT MANAGER
2.2.2 PROJ ECT ENGINEERING MANAGER
2.2.3 PROJ ECT QUALITY ASSURANCE MANAGER (ENGINEER)
2.2.4 PLANNING AND COST CONTROL MANAGER
2.2.5 PROCUREMENT AND MATERIAL COORDIANTOR
2.2.6 PROJ ECT 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 PROJ ECT 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 IJ UETO TRUST INTL LTD certifies that this Quality Manual
describes the Quality of Policy and the Quality System of IJ UETO TRUST INTL 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
1.3 QUALITY ASSURANCE DOCUMENTATION STRUCTURE
1.4 GLOSSARY OF TERMS AND DEFINITIONS

1. GENERAL
1.1 THE POLICY
IJUETO TRUST INTL 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 INTL 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 INTL 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 everybodys 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:_______________________________

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 Clients 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 PROJ ECT 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 managers 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
PROJ ECT Q.A
PLAN
PROJ ECT
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.

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 clients 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
PROJ ECT
MANAGERS
QUALITY
ASSURANCE
OPERATIONAL
PROCEDURES
PROJ ECT
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 Subcontractors 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 clients 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
clients 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 Subcontractors premises, and shall report to
the Construction Manager, substituting him for all site matters regarding to the
subcontract.

Should a Clients 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 Subcontractors 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 Subcontractors 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 Clients
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
PROJ ECT
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

PROJ ECT
TEAM

OVERALL
PROJ ECT PLAN

SUBCONTRACTOR
PLANS

5. PROCUREMENT

5.2 BID EVOLUTION AND ORDER ISSUE

5. PROCUREMENT
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
suppliers 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
PROJ ECT
ENGINEERING
LIST OF DESIGN
DOCUMENTS
PROJ ECT
ENGINEERING
ENGINEERING
DEPARTMENT
DESIGN
DOCUMENT
INTERNAL
VERIFICATION
QA
VERIFICATION
PROJ ECT INTERNAL
APROVAL
CLIENT APPROVAL
CERT. AUTHORITY
PROJ ECT
CONSTRUCTION
DEPARTMENT

DOCUMENT CONROL SCHEMATIC SEQUENCE

DOCUMENTATION
INPUT
NUMBERING
SYSTEM
TECHNICAL
DOCUMENTS
DISCIPLINE
REGISTER
REVISION
UPDATING
CORRESPONDENCE
CORRESPONDENCE
LOG
UPDATING
UPDATING
DOCUMENTS
TRANSMITTAL
PROJ ECT
REGISTER
PROJ ECT
FILES
CORRESPONDENCE
MAILING
Q.A
VERIFICATION




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
PROJ ECT
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
PROJ ECT CONSTRUCTION
QUALITY ASSURANCE
MATERIAL CONTROL
ADMINISTRATION & FINANCING


7.1 GENERAL
7.2 PROCEDURES AND INSTRUCTIONS
7.4 QUALITY CONTROL


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.

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
PROJ ECT
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

PROJ ECT Q.A
ORGANIZATION

RELEASE
CERTIFICATE

VENDOR
INSPECTION
and
TESTING

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
8.4 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.

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) operators
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.



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

10.2 INTERNAL AND EXTERNAL PROJ ECT AUDIT
10.4 AUDIT PLANNING
10.5 AUDIT PERSONNEL
10.6 AUDIT REPORTING
10.7 AUDIT FOLLOW-UP

10. AUDIT

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
PROJ ECT
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
PROJ ECT 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.

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.

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