MITCH LTD.

PROJECT EXECUTION PLAN

DOCUMENT NO.
APPROVAL STATUS

REV

AMD DATE

DESCRIPTION

Prepared by

Checked by

Approved by

Checked by

ARNL

Reviewed by

CLIENT

GENERAL NOTES

i) The revision status of this document is indicated by the issue/amendment (REV/AMD) status on each page.
ii) When the document is completely re-issued, the revision status shall be raised to the next sequential number.
iii) When only a page or pages are re-issued, the changes will be highlighted by a vertical shaded band on the right hand
margin, against the section, paragraph or sentence affected. Sequential amendment numbers will be used to record these
changes, until the fifth amendment, at which point the complete document will be re-issued.
iv) This document is the property of mitch ltd and shall not be reproduced in whole or in part.
v) Superseded controlled copies shall be destroyed on receipt of an updated copy.
vi) Any member of staff may suggest improvements to this procedure by discussing with their line manager any ideas they
may have, or by marking up an uncontrolled copy for forwarding to the QA/QC Manager.

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SUMMARY OF DOCUMENT REVISION

Revision Number
0
1
2

DOCUMENT REVISIONS
Revised Date
July 18, 2011
Sept. 20, 2011
Dec. 22, 2015

Description of Change
First Issue for comment
For Approval.
Update

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TABLE OF CONTENTS
1.0

INTRODUCTION

2.0

HOST COMMUNITY

3.0

MOBILIZATION

4.0

WORK PLAN
4.1

General

4.2

Safety

4.3

Project Organization

4.4

Quality

4.5

Management System

4.6

Materials

4.7

Work Execution Plan

4.8

Rigging and Lifting

4.9

Progress Meeting/ Monitoring

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1.0 INTRODUCTION
The CONTRACTOR METHOD STATEMENT is the road map used by the PROJECT Team to
deliver the agreed project outputs. It outlines the responsibilities of the PROJECT Team and key
stakeholders.
A CONTRACTOR METHOD STATEMENT is developed to expand on the PROJECT Business
Plan by specifying the day-to-day (operational) management procedures and control plans
including:
1.
2.
3.
4.
5.
6.
7.

Detailed project plans;

Resource schedules;
Quality procedures;
Reporting procedures;
Product purchasing and development plans;
Risk management planning and
PROJECT budgets.
1.1 This Plan has been prepared to show the concepts to be employed during the execution of
the provision of material handling services.
1.2 This Plan, in conjunction with the AMBER CASHES Manual will ensure that Loss
Prevention is maximized during the execution of the Work at both the MITCH Trans
Amadi yard and at CLIENT site.
1.3 MITCH yard in Trans Amadi Port Harcourt will be used for activities if any.
1.4 Particular emphasis has been made to ensure harmonious relationships with the Host
Community.
1.5 Execution of fabrication, Installation and commissioning work requires a well resourced
planning from the award of Contract to Close-out (I.e. Submission of As-built Dossier)
date.
1.6 This Plan has been prepared to show the concepts to be employed during the offshore
maintenance support services for fabrication maintenance, deck covering and finishing,
marine and specialist corrosion control, passive fire protection and thermal insulation,
HVAC repairs, NDT, trace heating and pressure testing, jetting, industrial cleaning,
scaffolding, rigging, rope access technicians cold cutting, infra-red surveys. Also for
provision of welders, fabricators, fitters, electricians, NDT technicians, sheet metal
workers etc. also for offshore facilities and storage of materials and special tooling.

HOST COMMUNITY RELATIONS

2.1 Host Community
Agreement will be reached with the Host Community in terms of pay, conditions of
employment and other services to be rendered by the Host Community. MITCH will
revitalized her already harmonious relationship any community involved in the activities
community.

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MOBILIZATION
3.1 Plant and Equipment
Personnel and Equipment will be mobilized at the MITCH Yard. Another set of
Personnel for CLIENT warehouse will be mobilized to CLIENT warehouse Port
Harcourt.
3.2 Consumables
All consumables are being stored in accordance with Manufacturers recommendations in
lockable containers/stores.
3.3 Manpower
Manpower, including senior staff will be mobilized to CLIENT Port Harcourt from:
3.3.1 Trans Amadi yard, Port Harcourt.
3.3.2 The Host Communities.
3.4 Material handling Activities
All Material items if any shall be handled at the Trans Amadi yard.
3.6 Material Receipt and Dispatch
All material items shall be received and dispatched at the appropriate end user.
3.7 Material Storage and Issue
All material shall be appropriately stored in a safe place and issued appropriately for
proper documentation and filing.
3.8 The CONTRACTOR scope of Work is summarized as follows:
1) Design.
2) Provision of all PROJECT personnel necessary to perform the PROJECT.
3) Provide the Equipment necessary to perform the PROJECT.
4) Provide the necessary work location, fabrication & painting materials, consumables,
tools, equipment, transportation, and offshore vessel(s) necessary to perform the
PROJECT.

4.0 WORK PLAN

4.1 General
This Work Plan is based on ________________________________________________
_______________ by Client ___________________________________, as detailed
below:
4.1.1 Upon CONTRACT Award (LOI / MOU)
Upon Contract award, CONTRACTOR PROJECT office will be Port Harcourt with Port
Harcourt supporting and reporting. All operations will therefore be run out by the
CONTRACTOR Main Offices, excepting the day to day management of the PROJECT
operation and the Nigerian CONTRACTORS / Vendors.

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Mainly, this phase will include but not limited to:

Administration of our affairs in Port Harcourt, this including Nigerian CONTRACTORS /
Vendors.
Logistics, pertaining to the movement of consumables equipment and personnel in Nigeria.
Management of the Engineering services.
HSE and Quality Management will continue to report through their respective management.

4.2 Safety
All Lifts and Material handling activities shall be conducted in the safest manner to
minimize damage to Materials, Equipment, and avoid any danger or accidents to
Personnel. Lost Prevention shall be maximized in all aspects of the Material handling
and Assembly activities.
Observe mandatory safety standards whilst handling dangerous, inflammable or toxic
materials in accordance with provisions on accompanying Material Safety Data Sheet
(MSDS) documents and Safe Handling of Chemical (SHOC) Cards.
Weekly Safety Meetings shall be conducted to ensure that all personnel are aware of
their working environment and surroundings Daily Toolbox Safety Meetings shall also
be conducted at the start of each Working day. These Meetings shall be of no more than
ten (10) to fifteen (15) minutes duration. In addition to having retainers with fully
equipped Clinics in the nearby environs, the safety department is fully equipped with
first aid facilities.
4.3 Project Organization
The Overall Organization Chart of the activities at MITCH Port-Harcourt and later at
CLIENT, detailing the Lines of Authority and the General Responsibilities of each
person will be shown on the organizational chart.
Project Manager
The Project Manager, who is sometimes likened to the conductor of a symphony, will in
general not possess all the competencies necessary to fulfill the needs of the customer,
but he/she is nonetheless empowered by the company to fulfill these needs.
This is the PROJECT Management Method. By focusing on performance of teams and
their accomplishments, companies demonstrate greater creativity and innovation, and
tend to be most competitive in speeding high quality PROJECTS to market.
4.3.1 Material/Procurement Manager
The Material/Procurement Manager shall have overall control of the activities.
His responsibilities include, but are not limited to the following:
4.3.1.1
4.3.1.2
4.3.1.3
4.3.1.4

Approval of all documents which are issued to CLIENT.

All communication with CLIENT.
Implementation of Project Audit procedures and corrective actions.
Administrative activities of the Project.

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4.3.1.5

4.3.1.6
4.3.1.7

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With the assistance of the Quality Control Engineer, develop the specific
Project Quality Plan and ensure its implementation throughout the
duration of the Contract.
The Project Manager shall ensure that only suitably qualified personnel
are assigned to the Project.
Control of all Project Documentation.

4.3.2 Project Engineer

The Project Engineer shall report directly to the Material/Procurement Manager.
His responsibilities include, but are not limited to the following:
4.3.2.1 Management of Engineering, Materials, Cost and Scheduling activities
of the Project.
4.3.2.2 Development of a Project Work Plan.
4.3.2.3 Development of Project Procedures.
4.3.2.4 Preparation of Material handling Design
4.3.3 Store/Warehouse Supervisor
The Store/Warehouse Supervisor shall report directly to the Material/Procurement
Manager. His responsibilities include, but are not limited to the following:
4.3.3.1 Ensure cleanliness of the stores and materials in storage.
4.3.3.2 Receive bought in stock materials for placement on the shelves.
4.3.3.3 Ensure that the stacking areas in the warehouse are adequately secured
and protected.
4.3.3.4 Issue materials on the basis of first in, first out (FIFO) system; raise
necessary documentation gate passes against delivery notes through the
system for the requisitioned items.
4.3.4 Quality Control Engineer
The Quality Control Engineer and his Department shall ensure that all work is
performed in accordance with the CLIENTs Specifications, Quality Control
Guidelines and applicable Industry Codes. He shall develop all Project Quality
Control Procedures and Proformas.
The Quality Control Engineer shall liaise with the designated CLIENT
Representatives with request to all quality matters. He shall assign a crew of
Quality Control Inspectors during the entire phase of the Project to conduct Field
Audits, thereby ensuring that the quality of the work produced is in accordance
with the CLIENT requirements.
4.3.5 Project Control
4.3.5.1 Cost Control
The Cost Control will follow the principles applicable within the Group with
regard to split of budget, follow-up of commitments, forecast, and cost reports.
Each Manager will be involved in the cost control for their respective portion
of the Work.

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Cost Control will have to very closely monitor the cash flow status and
regularly highlight the situation to the PROJECT Director in view of terms of
payment foreseen in the Contract and to Finance in terms of multi currency
forecasts in order to maintain currency hedging.
4.3.6 Document Control
The Document Control Centre for the PROJECT will be situated in CONTRACTOR
offices. The Document Management system being utilized for control and monitoring of
PROJECT Deliverables is In Control. The Document Control system is populated
when deliverables are received as well as CLIENT Disciplines, and displays both the
history and recent revisions of PROJECT deliverables. The distribution of PROJECT
deliverables is executed under cover of Transmittals, to both Internal Disciplines and
External Parties.
The storing of PROJECT deliverables both historical and recent revisions are held in a
Notes based database titled PDB. The Document Control Centre populates the PDB
system when deliverables are received. PDB can be accessed by all Team members as
read and print only.
The storing of all PROJECT Correspondence is held in a Notes based database titled
PCB. The PROJECT secretaries populate the PCB system when correspondence is
received. Hardcopy correspondence is stored in the Document Control Centre, and can
be accessed by the PROJECT Team.
4.3.7 Logistics
The CONTRACTOR scope shall include:
Clearance of all imported PROJECT permanent material / equipment, IF ANY.
Establishment and management of covered and open stores.
Establishment and management of emergency intervention system covering personnel
and security of equipment and material.
Other services as deemed appropriate.

4.4 QUALITY
4.4.1 Quality Management
A PROJECT specific Integrated Management System (Quality / HSE) will be
developed and implemented in accordance with the requirements of the PROJECT,
which are the pinnacle documents.
A PROJECT Quality Plan will also be developed and is based upon the elements of the
PROJECT and the precept that the quality of the work is the responsibility of each
discipline and the individual carrying out the work.
To ensure quality, requirements are defined and planned.
Management System documents will be developed and implemented to document and
control work scope activities.

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As a result of performing work scope activities, Quality Records will be produced to

verify compliance with statutory requirements and PROJECT technical and quality
requirements.
The PROJECT requirements shall apply to the PROJECT scope of work, to include
CONTRACTOR and Suppliers who shall be required to demonstrate that they have
satisfactory and compatible Management Systems operating within their own
organizations.
Audits will be performed against the IMS and Sub-CONTRACTOR Management
Systems to verify compliance and initiate improvement.
4.4.2 Quality Philosophy
The PROJECT Quality Philosophy is to ensure that a Quality Management System is in
operation to assure CLIENT that the requirements of the contract and all statutory
requirements are met or exceeded. All Team members are responsible for the activities
they perform and the management system ensures that the best practices are identified
for the individuals to perform their duties.
4.4.3 Quality Principles
The following Management System Principles shall be considered and, where practical,
they shall be used when developing the Management System documents:
Principle 1: Customer Focused Organization; Meet or exceed CLIENT requirements.
Principle 2: Leadership; Provide direction and support to the Management Team to
ensure that Quality Principals are at the basis of the Management
philosophy. Create an environment in which personnel can become fully
involved in achieving the PROJECT objective
Principle 3: Involvement of People; Fully involve the PROJECT team to enable their
abilities to be used for the PROJECTs benefit.
Principle 4: Process Approach; Identify processes to effectively manage resources and
activities.
Principle 5: System Approach to Management; Identify understand and manage a
system of interrelated processes to improve the organizations effectiveness
and efficiency.
Principle 6: Continual Improvement; Identify methods and implement a process of
continual improvement.
Principle 7: Factual Approach to Decision Making; Define and implement effective
analysis of data and information.
Principle 8: Mutually Beneficial Supplier Relationships; Establish a unity of purpose
and direction with suppliers. Create an environment in which both the
CONTRACTOR and the suppliers can become fully involved in achieving
the objectives.
4.4.4 Quality Responsibilities
All PROJECT team members are responsible for the Quality of the product or service
for which they have responsibility. The Quality Management Team provides support
and direction to ensure that activities and products conform to PROJECT Requirements.
The Quality Management Team is specifically responsible for:

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Implementation of PROJECT Quality Policy and Objectives.

Identification of the PROJECT Management System Structure. Identify and schedule
Management System documents: plans, procedures and work instructions.
Co-ordination of the development and implementation of Management System
documents.
Development of a Quality Plan that describes the activities that will be undertaken to
ensure compliance with the PROJECT quality requirements.
Identification and documentation of a combined (Quality/HSE) Audit Programme to
monitor Management System compliance and effectiveness.
Co-ordination and reporting of the effectiveness of Quality Control and Inspection.
Monitoring and independently reporting to the PROJECT Director on the Quality
Management System effectiveness.
4.5 Management System
The Integrated QHSE Management System (IMS) for the PROJECT is based upon the precept
that the quality of the work is the responsibility of each discipline and specifically the
individual carrying out the activity.
The documented records of compliance with the Contract and all statutory requirements are
properly established and maintained.
The Quality Management System structure is detailed in Figure 1, consisting of narrative
documents and flow charts comprised of the following:
Plans: Developed specific to the PROJECT, in narrative format to translate the PROJECT
strategies into a plan of activities that need to be undertaken. They describe the framework,
procedures, specifications and standards for PROJECT compliance.
Procedures: Developed in flow chart or narrative format to describe work process activity
requirements, responsibilities, activity input activity output.
Work Instructions: Developed in narrative format to describe a particular activity in concise
detail.
Assurance Records: Records developed as outputs to verify specified requirements have
been met.
Figure 3

- PLANS

(Inclusive of Strategies)

- PROCEDURES (Flowchart/Narrative
(Activity detail and responsibilities)

- WORK INSTRUCTIONS
(Brief, concise details of a particular activity)

- ASSURANCE RECORDS
(Verification of specified requirements)

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Figure 1
4.5.1 Quality Control
A Quality Control Group has been established as part of the overall Quality
Management Organization to establish and control a level of inspection which assures
that all equipment and services are fit for the purpose for which they are intended and
meets or exceeds the requirements of the PROJECT and all statutory requirements.
This group works in conjunction with the Project engineers and the construction and
installation teams to jointly establish and maintain the correct level of control.
Surveillance requirements are then transferred to the individual Inspection and Test
Plans and assigned to individual inspectors. The Quality Control Team organizes and
controls the selection of inspection personnel and monitors the progress of the
inspection process.
4.6 Materials
The designated Project Engineer will prepare the detailed Bill of Quantities for all
materials. The resulting Bill of Quantities shall be reviewed and approved by the
Material/Procurement Manager. On approval by the Material/Procurement Manager,
and the CLIENTs Representative, the Bill of Materials shall be compiled on Material
Summary Sheets:
4.6.1 The Sheets shall state, as a minimum, the following information:

Product Description with all documentation and traceability requirements.

Material grade, quantity and units of measurement.

References.

Required date.

4.6.2 Material Receiving and Inspection

On receipt of the materials in the store/warehouse supervisor and the designated
Quality Control / Assurance personnel shall:
Ensure that materials are received in accordance with the Packing List.
Inspect Materials and verify with the corresponding Mill Certificates.
Tag appropriately any non-conforming items and raise Non Conformance
Reports (NCRs).
Compile Material Receiving Reports based on the above information.
All Materials are received in accordance with CLIENTs Material Movement
Reports (MMRs).
Materials shall be stored in the Material handling Warehouse Storage areas until
required. Materials shall be received from the Warehouse with the use of

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Material Movement Reports (MMRs) as per the Material Control Procedure.

Material Status Reports shall be provided on a weekly basis.
All Material handling, storage and issuing (SHOC) shall be performed in
accordance with the CLIENT Material handling Specifications and applicable
Industry Standards.
4.6.3 Dedicated Material handling Crews
It is proposed that various Dedicated Crews will be used to ensure that the work
is performed in a sequential manner.
4.6.4 Prepare all documentation for the project Engineering Services
Engineering Services shall furnish the Material handling Supervisors with tags or
identification numbers for their areas of concern for material handling or issuing.
4.7 Work Execution Plan
The proposed Work sequence will be conducted as follows:
4.7.1 Pre-mobilize all personnel and equipment.
4.7.2 Prepare all documentation for the project.
4.7.3 Prepare all consumables for the project.
4.8 Rigging and Lifting
4.8.1 Lift Plans
Clear and concise Plans for any lift in the Material handling Yard shall be
submitted to the CLIENT Representative for review and approval prior to any
lifting operation.

4.8.2 Weight of Structures

During the course of material handling activities if any, the assigned Project
Engineer shall monitor the weights of the individual structures. These weights
shall be compiled from the theoretical weights of each individual section. This
information shall be analyzed prior to the commencement of any lift.
4.8.3 Certification of Lifting Equipment and Slings
Lifting equipment shall be load-tested to confirm the lifting capabilities of such
equipment. All slings, shackles to be utilized on lifts shall also be Certified and
accompanied by Certification Documents.
4.8.4 Inspection of Rigging Installation
After rigging has been completed on any structure, the designated QC Inspector
shall ensure that all rigging has been.

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Implemented in accordance with the provision of the pre-approved Plan, and that
all items are properly stored.
4.8.5 Lifting Tackle Requirement
Lifting tackle shall meet the following requirements:
4.8.5.1 Minimum Factor of Safety for slings and shackles shall be 4.0
Attachment of each sling to its lift point shall be with a shackle and a
pin to a pad eye. Only one sling shall be connected to any one shackle.
4.8.5.2 Slings in a loaded condition, shall not bear against any part of the
component being lifted.
4.8.5.3 Slings intended for use on lifts exceeding 100 Short Tons shall have a
history of their past usage. When required, an Independent Agency
shall certify that each sling is capable of handling the forces anticipated
during each lift.
4.8.5.4 Slings intended for use on lifts not exceeding 500 Short Tons, need not
be Re-Certified for the Work, if these have been certified within one (1)
year of the date of their planned use.
4.8.5.5 The Certification Documents shall include the measured length of the
sling from the inside of one eye to the inside of the other eye. Length
shall be measure with the sling under axial tension of 5% of its Safe
Working Load.
4.9 Progress Meetings / Monitoring
4.9.1

Contractor Meetings
Prior to the commencement of work each day, in-house meetings shall
be held with the projects assigned key personnel. The essence of these
daily meetings is to ensure that work is:
Conducted in a timely manner.
Performed in accordance with the Projects Quality Guidelines.
Resolution of any material handling/installation or material problems.
Review of allocated resources.

4.9.2

Weekly Project Meetings

In accordance with the requirements of CLIENT, Weekly Project
Progress Meeting shall be held between CLIENT and MITCHs
designated personnel inclusive of the Project Manager. All issues
relating to the Project shall be reviewed at these Weekly Meetings. All
issues raised at these Meetings shall be documented and action noted
with responsibilities indicated and response time also highlighted. The
MITCH Project Manager or his designee shall act as the Chairman of
all Weekly Project Meetings. The Contractor shall prepare all Minutes
of Meetings for CLIENT review and approval.