Final Project QMS Barkley Construction PDF

COMMITMENT TO QUALITY
Barkley Construction Ltd.
Issue October 1, 2017

PRESIDENT’S MESSAGE
BARKLEY CONSTRUCTION LTD.
Our Mission:
Barkley Construction Ltd. is committed to providing:
 The efficient provision of direct project management and from the ground
up construction our customers
 A productive and satisfying work environment for our employees
 And a controlled and profitable growth that will allow us to continue to be
an effective part of the industries that we serve
Barkley Construction Ltd. is committed by:
 ensuring our activities are consistently on time and error free

 constantly and methodically improving our customer service systems
 and expanding the skills of our employees to reach our quality goals
It is our policy of Barkley Construction Ltd. to provide professional design and project
management technical support services that meet or exceed our customers’
requirements and comply with all statutory and regulatory requirements. We
accomplish this by adhering to our management system and operation methods that
recognize customer satisfaction as a primary goal.
The Quality Management System of the Barkley Construction Ltd. is based upon the
requirements of ISO 9001:2015 and is intended to assist in assessing our capability
and competence in maintaining a continual improvement system.
G.D. Barkley
President
October 1, 2017
QUALITY OBJECTIVES
Implement effectively the Quality Management System
Strive to implement preventive actions to avoid non-conformances
Proactively manage project activities so to ensure that customer

requirements are met on time and as agreed
Identify and assist with the implementation of corrective actions to realize

continual improvements
Each quality objective above is quantified by Senior Management with

working performance targets; each shall have individual planning to increase
the likelihood of success through effective planning, resourcing, monitoring,
measuring.
G.D. Barkley
President
October 1, 2017
Introduction
Background Quality Management System
We began operations in 1996 as Quality Management System
Barkley Construction Ltd. specializing in
providing the design and direct project
management and from the ground up Commitment to Quality
construction. No matter how large or

Procedures
complex the project, we'll provide you Manual
with dedicated technical support and
accurate project management and Standing Instructions
support service every time.

Planning
We currently service these industries:
 Agriculture
 Forestry
 Petro-Chemical The Quality Management System is
structured with three levels:
Barkley Construction Ltd., (BCL) is
committed to providing the highest Commitment to Quality
standards in product quality and client
service. BCL takes pride in providing Procedures Manual
first class quality services that are
excellent by international standards with Standing Instructions
performance commitments that are met.
The Commitment to Quality describes
Scope of Registration our commitments, goals and policies
towards quality, client satisfaction and
Our Quality Management System has continual improvement, in accordance
been organized to support and meet the with the ISO 9001:2015 Standard.
requirements of ISO 9001:2015.
The Procedures Manual addresses the
The scope of our registration is: process disciplines that are required
throughout to satisfy the commitments
Design and direct project and objectives laid out in the
management and from the ground up Commitment to Quality.
construction
Standing Instructions are utilized to
ensure satisfactory and consistent work
performance according to a specific
activity, protocol or process.
Page 1 of 5
Planning supports the work and service System Verification
delivery processes for operation-specific
activities. This planning appears Verification of conformance with the
throughout the Quality Management Quality Management System is
System as process flowcharts, conducted through two principal
Procedures, Quality Plans, Schedules, activities:
and Standards.
Management Review Meetings
Internal Audits
Documented Information
Management Review Meetings are
Documented information, such as … the held at least annually by Senior
Commitment to Quality, Procedures Management to review and ensure the
Manual, Standing Instructions, forms, continued suitability, adequacy and
Standards and Specifications are effectiveness of the Quality
controlled through appropriate master Management System to the
lists to ensure that only correct versions requirements of BCL and its clients.
of documents are available for use,
unless otherwise authorized. Internal Audits are conducted in
accordance with the organization’s Audit
Documented information, such as … Plan by competent auditors. The Quality
Records are maintained in an organized Management System is audited at least
manner and stored in a suitable quarterly, ensuring continued
environment to ensure ease of retrieval conformance to requirements.
should they be requested by the client
or other reviewing organization. BCL’s Audit Program combines two
principal components: Internal Quality
Confidential documentation, data and Audits and Source Quality Audits.
records are preserved in a manner
ensuring their confidentiality.  Internal Quality Audits are
planned to address the principal
day-to-day activities of the
organization
 Source Quality Audits are
planned to address the out-
sourced activities by contractors /
sub-contractors
Source Quality Audits are conducted to

ensure the conformance to each out-
sourced activity including: Painting, and
non-destructive testing.
Page 2 of 5
Operations
business plans, and related manpower
Overall Process needs.
Training is designed to ensure that our

people conduct their activities safely,
Client Enquiry conscientiously and professionally.
Competence of personnel is established

on the basis of appropriate education,
training, experience and/or skills
Determine Client
performance.
Requirements
Client Relations
Receive Client
Contract Client contact and relationships begin
with a client enquiry. Enquiries are
processed and tendering decisions are
made, as appropriate. During the
Design and Support tendering process, production capability
Project Requirements and delivery requirements are reviewed
to ensure the contractual requirements
are met.
Verify Project
Client contracts are reviewed to ensure
Management Using
that all requirements are adequately
Agreed Measures
defined and documented.
Requirements differing from those in the
tender are resolved.
Project Completion
and Client Handover During the life of the client contract, it
may be necessary to conduct interim
contract reviews. Additionally, a
Personnel Development contract review will take place whenever
the client requests a change to an
BCL recognizes that effective training is existing agreement.
essential in ensuring organization
success, client satisfaction and
continual improvement. Training
activities focus on BCL’s requirements,
Page 3 of 5
Design Management timely manner
 Correcting nonconformities,
Project design activities are controlled preventing potential
and managed using Project Design nonconformities; and preventing
Plans. Project Design Plans lay out the their recurrence and occurrence
project design related milestone dates; effectively
including personnel assignment,  Identifying and affecting
resources, program implementation, improvement activities
review, verification and validation.
Process Verification
Process Management
Project component deliverables,
BCL developed and implemented their activities, and all related process
processes to ensure the effective verification requirements are managed
management and control of product through controlled documents and
components through their various administered by BCL.
activities and processes, such as the
following: Project Files and Checklists are used as
the project management control
 Purchasing of supplies and document. These files and checklist lay
materials out the steps for successful project
 Managing information and activities, special processes, verification
materials such that their integrity activities and support activities needed
remains complete and without to ensure that project deliverables are
compromise delivered to the client. No project
 Identifying and managing the completes final review and completion
project; including any project without each of the project requirements
traceability requirements being met.
 Monitoring and measuring the
product Project inspection, measuring and test
 Supporting client requirements equipment requiring direct calibration
throughout and beyond, as controls are calibrated and verified to
agreed ensure the accuracy and precision of
 Nonconforming supplies and results.
materials such that they are
identified, documented, secured Laboratories required for testing
and impounded preventing materials and processes are
unintended use independent and accredited to ISO /
 Nonconforming project activities IEC 17025:2005, or acceptable
or components identified by the equivalent.
client and independent test
results such that they are
identified, documented and acted
upon ensuring conformity in a
Page 4 of 5
Continual Improvement and Changes to processes as a result of
Analysis continual improvement and analysis are
directed toward the long-term prevention
BCL is committed to using the structure of non-conformance and the
and mechanisms of its Quality improvement of quality performance.
Management System for establishing
and reviewing system and process Analytical techniques are identified and
objectives and targets at all levels within employed to ensure that:
the organization. The Quality
Management System, and its objectives Project management and support
and targets, are reviewed by Senior service provision is consistent with
Management to improve the way we the quality mandates of BCL and its
operate and to ensure an atmosphere clients
for client satisfaction and confidence.
Client feedback is reviewed during the
By identifying and reviewing the relevant Management Review process. Client
processes and affecting changes when input is evaluated, considered and
required, BCL ensures that the client’s shared for use as system and
needs and requirements are met. performance adjustment criteria, as
appropriate.
BCL is continually looking for
mechanisms to improve its
performance. Areas of concern are
identified within each activity and direct
and appropriate action is taken to
eliminate the causes of those concerns
and to prevent them from occurring at
all. Areas of concern are also identified
through internal audits, risk
assessments, management reviews,
statistical analyses, personnel meetings
and personal observations.
Page 5 of 5
PROCEDURES MANUAL
October 1, 2017
Page 1 of 2
Revision 00
Date: October 1, 2017
TABLE OF CONTENTS
Procedures Manual
Procedures Status List

Table of Revisions
PM 1 – Quality Management Structure and Organization
1.0 General
1.1 Structure
1.2 Out-Sourced Work
1.3 Organizational Structure
1.4 Resources
1.5 Internal Communications
PM 2 – Documents and Records
2.1 Quality Management System Documents

2.2 Forms / Templates
2.3 Drawings
2.4 External Documents
2.5 Archived and Inactive Files and Records
2.6 Document Review
2.7 Control of Computer Data
PM 3 – System Verification
3.1 Management Review

3.2 Audits
Page 2 of 2
Revision 00
Date: October 1, 2017
TABLE OF CONTENTS
PM 4 – Personnel Development
4.0 General
4.1 Induction and Formal Training
4.2 On-the-Job Training
4.3 Competence to Perform Duties
4.4 Identification of Training Needs
PM 5 – Continual Improvement and Analysis
5.0 General
5.1 Identification of Trends
5.2 Risk-Based Decision-Making
5.3 Process Analysis
5.4 Customer Input
5.5 Managing Nonconformity
5.6 Corrective Action
5.7 Review of Corrective Actions
Page 1 of 1
PROCEDURES MANUAL
PROCEDURES STATUS LIST
ISO 9001:2015 Revision

PMs Description Date
Reference Status
4.1, 4.2, 4.3, 4.4,
5.1.1-5.1.2, 5.2.1- Quality Management
PM 1 5.2.2, 5.3, 7.1.3- System Structure and 00 October 1, 2017
7.1.4, 7.1.6, 7.2, Organization
7.4, 7.5.1, 8.1
PM 2 7.5.2, 7.5.3 Documents and Records 00 October 1, 2017
PM 3 6.2, 9.2, 9.3, 10.3 System Verification 00 October 1, 2017
PM 4 7.2, 7.3 Personnel Development 00 October 1, 2017
6.1, 6.2, 7.1.5, 8.6,
Continual Improvement
PM 5 8.7, 9.1.1, 9.1.2, 00 October 1, 2017
and Analysis
10.2, 10.3
NOTE: Each Procedure revision status indicated above shows the latest change by
date and revision level within the Procedure itself.
BARKLEY CONSTRUCTION LTD. Page 1 of 1
TABLE OF REVISIONS
Ref. No. Issue / Revision Revision Description Date Approved by
CTQ 3 / 00 Original Issue

PMs 1-5 3 / 00 Original Issue
Page 1 of 11
PROCEDURES MANUAL Revision 00
PM 1 Date: October 1, 2017
QUALITY MANAGEMENT SYSTEM STRUCTURE AND ORGANIZATION
PURPOSE:
To describe the structure, responsibilities, authorization and inter-relationships of the

Quality Management System.
RESPONSIBILITIES:
The President has overall responsibility and authority for ensuring that the organizational
structure and assignment of qualified and competent staff supports the commitments,
policies and goals, including those of customer satisfaction and continual improvement at
BCL.
The President is responsible for authorizing the use of the Commitment to Quality (CTQ),
including all subsequent revisions.
The Management Representative is responsible for authorizing the use of the Procedures
Manual (PM), Standing Instructions (SI), plus all other controlled internally produced and
issued documents, including all subsequent revisions.
The Management Representative is responsible for issuing and maintaining the CTQ, PMs,
SIs, plus all other controlled internally produced and issued documents, including all
subsequent revisions.
REFERENCES:
None
PROCEDURE:
1.0 General
1.0.1 BARKLEY CONSTRUCTION LTD. shall be referred to as BCL throughout this

Quality Management System.
Page 2 of 11
1.0.2 Activities at BCL are directed with customer requirements and continual improvement as
the fundamental organizational aims and objectives. Each employee is responsible for
executing his or her functions precisely towards the Quality Management System
mandated within BCL.
1.0.3 BCL shall advance its corporate strategic direction in part through realizing our interested
parties’ needs and expectations. Further, BCL shall determine actions required for
meeting interested party needs and expectations; these actions shall include the
considering and evaluating external and internal issues that could affect BCL performance
towards the meeting of interested party needs and expectations.
1.0.3.1 We identify our interested parties as integral to our support system. Our interested
parties are ...
 End-users (customer organizations) of our products and services … our relationship
> our end-user customers
 BCL Employees … our relationship > our family, our inspiration for success,
business sustainability and secession for the future
 Customer organizations and persons … our relationship > a source of external
ideas and our emissaries to the our end-user customers
 BCL Shareholders … our relationship > our financers
1.0.3.2 And, with this commitment, the following considerations are made when determining and
refining our strategic direction…
 International and domestic cultural needs
 International and domestic business needs
 International and domestic legislative regulations
 Our collective sense of satisfaction with our business purpose as an organization
living and thriving within our own community
Page 3 of 11
1.1 Structure
1.1.1 The Quality Management System (Quality Manual) consists of a three level structure. All
functional areas are subject to strict adherence to this Quality Management System.
Below represents the BCL management structure:
LEVEL 1
Commitment to Quality
LEVEL 2
Quality Management System Continual Improvement and

Documents and Records System Verification Personnel Development
Structure and Organization Analysis
Customer Relations Design Management Process Management Process Verification
1.1.2 The first level is the Commitment to Quality (CTQ). It describes the commitments, goals
and policies towards quality, customer satisfaction and continual improvement and applies
the requirements of ISO 9001:2015 to the processes used within BCL. The authorizing
signatory for the CTQ and all revisions is the President.
Page 4 of 11
1.1.3 The second level supporting the CTQ is the Procedures Manual (PM). The PM
procedures define the systemic disciplines required throughout the Quality Management
System necessary to satisfy the requirements and objectives laid out in the CTQ. The
authorizing signatory for the PMs and all revisions is the Management Representative.
1.1.4 The third level supporting the PM is the Standing Instructions (SIs) (not shown in the
structure image above). These families of instructions, checklists, standards and records
provide specific guidance to ensure satisfactory execution of defined tasks. The
authorizing signatory for the SIs and all revisions is the Management Representative.
1.1.4.1 Standing Instructions shall be developed progressively as an on-going to support

organization and customer requirements.
1.1.5 Planning shall be created to support processes of external input, document and record
management, product delivery, verification, and improvement, as required. Planning is
addressed and presented through Flowcharts, Procedures, Standing Instructions,
Checklists, and Inspection. When applicable, planning shall be referenced within the
relevant PMs and SIs.
1.2 Out-Sourced Work
1.2.1 Out-sourced work shall be effectively managed by BCL through its source quality audit
program (Ref: PM3, 3.2). It is the direct responsibility of the supplier / sub-contractor to
ensure its internal controls are such to meet contract requirements set and agreed with
BCL.
Page 5 of 11
1.3 Organizational Structure
1.3.1 The organizational structure is represented by the Organizational Chart (see below) and is
maintained by Management Representative. The President authorizes the Organization
Chart prior to release. The Organization Chart illustrates functional reporting only, and
does not reflect organizational levels.
Key Individuals Organization Chart
President
Chief of Engineering
(Quality Chief Financial Corporate Safety
Chief of Construction
Management Officer Manager
Representative)
Site Supervisors Project Managers

Page 6 of 11
All of the functional positions referenced throughout the Quality Management System are
authorized to execute their respective responsibilities and duties, as required. Further,
these responsibilities may be delegated to other members within BCL, as required,
provided that the original positions shall remain ultimately responsible for the success of
the activity concerned.
With respect to the Quality Management System, the responsibilities of individual manager
are detailed below. Additional descriptions of job responsibilities are detailed in section
procedures, where required.
1.3.2 President
The President is responsible for:
 Managing the performance of BCL; and for the overall operations of BCL
 Overseeing and directing the functions necessary to achieve efficient management
of BCL resources and successfully guide BCL focus with an emphasis on safety,
reliability, and availability
 Developing and implementing organization policies, as well as planning, directing,
and coordinating operational activities
 Ensuring the organization is capable of satisfying all contractual requirements,
meeting both clients and suppliers / subcontractors to coordinate requirements
 Ensuring that needs and expectations are met.
Additional responsibilities include planning, financial planning, budgeting/cost controls,

accounting, scheduling, records/reporting, and communication.
1.3.3 Chief of Engineering
The Chief of Engineering reports to the President. The Chief of Engineering is responsible
for:
 Designing and developing of projects, including structures, grounds and other

project related infrastructure requirements
 Coordinating with client project related issues, including project and engineering
Page 7 of 11
changes
1.3.4 Chief Financial Officer
The Chief Financial Officer reports to the President. The Chief financial Officer is
responsible for:
 Ensuring commercial activities, including initial client enquires, project proposals,

project contract review, and project handover activities are effectively executed
1.3.5 Project Manager
The Project Managers report to the Chief of Construction. Project Managers are
responsible for:
 Technical development and control of assigned projects
1.3.6 Site Supervisors
Site Supervisors report to the Project Managers, respective. Site Supervisors are
responsible for:
 Ensuring the day-to-day project and site activities are executed as planned and
directed
1.3.7 Corporate Safety Manager
The Corporate Safety Manager reports to the President. The Corporate Safety Manager is
responsible for:
 Ensuring BCL’s safety programme is effectively managed throughout each and

every project at site and off site
 Ensuring each BCL person is fully aware and the safety protocols needed for a safe
and healthy work environment
Page 8 of 11
1.3.8 Individual Responsibility
All employees are responsible for:
 Operating as required throughout any given assignment

 Representing BCL to the highest professional expectations
1.3.9 Management Representative
The Chief of Engineering is the Management Representative and is therefore responsible

for the day-to-day monitoring of conformance to and effectiveness of the documented
Quality Management System’s requirements. The Management Representative shall
discharge their responsibilities directly, or by delegation to persons within BCL, by:
 Administering and monitoring the quality assurance function in accordance with the
objectives and policies laid out in the Commitment to Quality
 Resolving any nonconformance in the system
 Ensuring that timely and effective actions are taken internally to ensure compliance
with client and Quality Management System requirements
 Ensuring that all quality functions required are detailed on the appropriate
documentation for the particular areas
 Ensuring that adequate training is provided for all staff and identified training needs
are being implemented
 Coordinating all Management Review and internal audit activities
 Maintaining awareness of client needs and requirements
 Identifying and reporting to Top Management needs of improvement, both in system
and process disciplines
 Ensuring a clear and active programme of sharing information with all persons at all
levels regarding client requirements, level of success in meeting client
requirements, the general status of the Quality Management System and its overall
efficiency and effectiveness
Page 9 of 11
The Management Representative is also responsible for ensuring the controls for
Documents and Records throughout the overall Quality Management System are
maintained.
The Management Representative reports directly to the President regarding all matters of
the quality function.
1.4 Resources
1.4.1 It is the responsibility of Senior Management to ensure that personnel are properly
resourced to perform and meet all requirements and specifications, including adequate
training, as identified; and demonstrate the verification by using appropriate documents,
forms and records within the Quality Management System. Personnel independent of a
process shall be used for verification activities whenever required by process or
procedure.
1.4.2 Senior Management has established its operational infrastructure such that it is set to
support organization and customer needs and requirements. This infrastructure shall be
reviewed annually at the Management Review Meeting to ensure it remains appropriate.
Should needs and requirements change during the year, the Management Representative
shall take immediate actions to support the requirements of change.
1.4.3 Senior Management shall ensure the work environment in which its people function is
suitable and appropriate to support the product delivery requirements. Whenever
activities require the use of customer facilities, the customer becomes an integral player in
satisfying this requirement. Work environment requirements, as appropriate, shall be
discussed with the customer, when required. When agreed with the customer, specific
instructions shall be prepared for the customer to express these requirements. These
instructions shall become part of the BCL documents.
1.4.4 BCL’s Senior Management shall ensure it maintains adequate technical expertise in-
house for product and service support. This review shall be noted at the Management
Review.
Page 10 of 11
1.4.4.1 Whenever in-house technical expertise is not possible, BCL shall ensure outside 3rd party
technical expertise is contracted as a direct source for product and service support.
1.5 Internal Communication
1.5.0 The following chart represents the daily communication activities within BCL. The balance
of this Section is used to augment these activities. Note that the following chart identifies
process areas, not specifically defined departments.
COMMUNICATION AT BCL
President
Issues:
(informal discussions)
Challenges
SENIOR Red Flags
MANAGEMENT Special Projects
Production Schedule
SUPPORT QMS update
Any other business
Special Projects
Pricing
Capital
Sales
Issues:
Issues:
Quotes
Technical support
Customer feedback
Design support
Connect
Issues:
Specification
Client
Projects
Services
Issues:
Quotes
Quality Issues:
Issues:
Manpower
Scheduling
Order requirements
Materials required
Delivery timing
Specifications
Packaging
Scheduling
Page 11 of 11
1.5.1 In order to achieve best the goals, objectives and targets, direct and active communication
and cooperation are imperative.
1.5.2 Communication throughout BCL range from simple discussions to formal reports presented
during meetings. It is the policy of BCL to encourage communication openly as needed to
all persons in need of the relevant information. Communication throughout the organization
is diverse and multi-levelled. The following list represents examples of communication
activities only; but are not specific management system requirements:
 Informal discussions and meetings, as needed

 Formal discussions and meetings, when required
 Informal and formal discussions and meetings with customers, when agreed
1.5.3 Information is further shared through:
 Written correspondence between parties at every level throughout the organization

 Email correspondence, formal and informal
 Reports, required by contract, management system
1.5.4 It is essential that certain information and communications are recorded. The following
require direct recordings:
 Troubleshooting records
 Strategies
 Lessons learned from happenings as they occur
 Major organization and process decisions
DOCUMENTS AND RECORDS
PURPOSE:
To ensure the control of documentation within the Quality Management System, their issue,
revision and storage.
To ensure the control of records within the Quality Management System, their retention,
retrieval, maintenance and destruction.
RESPONSIBILITIES:
The Management Representative is responsible for the issue and control of Quality
Management System documentation; and the maintenance, storage and disposal of Quality
Management System records.
All staff shall ensure that documentation used is current unless otherwise authorized.
REFERENCES:
Record of Distribution
Letter of Transmittal
Table of Revisions
Commitment to Quality
Procedures Manual
Work Procedures
Master Lists
Standards & Specifications
Work Procedures
Records
Forms
Document Transmittal Note
Drawing Ledger
PROCEDURE:
2.1 Quality Management System Documents
2.1.1 The Commitment to Quality (CTQ), Procedures Manual (PM), and Standing Instructions
(SI), shall be approved as per PM 1. The CTQ, PMs, and SIs shall be controlled through
the electronic Document Control System using the Shared Directory within the BCL Projects
operations.
2.1.2 The Tables of Revisions for the CTQ, PM or SI, as applicable, shall be signed by the
authorizing signatory before the release of any new document or change to any existing
document and only after review and concurrence with the additions or adjustments.
Whenever the existing Quality Management System or its supporting documents require
altering, those responsible for authorizing the changes shall review relevant information
prior to authorizing or affecting the changes. All electronic versions of obsolete masters
shall be retained for future reference for a minimum of two years at which time they become
disposable at the discretion of the Management Representative.
2.1.3 At the Management Representative’s discretion, the Revision levels of all documentation
may be re-set to “00” and the Issue level raised by one.
2.1.4 The official version of any of the QMS documents shall be on the Shared Directory of BCL
Projects’ electronic system. All hard copy prints of any of these documents shall be
regarded as uncontrolled; and, treated as such.
2.1.5 Formal uncontrolled copies of documentation may be authorized by the Management

Representative for the purpose of presentation to clients and others. These copies require
no record lists as they will be identified as an “UNCONTROLLED COPY”.
2.1.6 The Management Representative shall ensure that Quality Management System
documentation has been properly authorized prior to release for general use.
2.1.7 The Management Representative shall ensure that Quality Management System
documentation in use are monitored and maintained for optimum effect.
2.2 Forms / Templates
2.2.1 Forms and templates used are controlled through the Master List: Forms displaying the form
name, revision number and date. The form name, revision number and date are displayed
on the form itself. Each form shall have a master hard copy included with the Master List:
Forms, and shall be maintained by the Management Representative.
2.2.2 When forms are updated or made obsolete, all obsolete copies shall be removed from
distribution and destroyed. The form owner shall propose changes to forms, when required.
The proposed changes shall be given to the Management Representative for review and
acceptance. Upon acceptance, forms shall be formally changed, then issued, by the
document owner. Affected staff shall be notified of the changes to existing forms and the
issue of new forms, and instructed to destroy any obsolete copies they may have.
2.3 Drawings
2.3.1 Drawings are available to authorized organizations and personnel. Drawing reviews shall
be carried out, as necessary.
2.3.2 Internal Produced Drawings
2.3.2.1 Drawings are not created by BCL Projects for use internally. Drawings / sketches that may
be created by BCL Projects persons are done so for the sole purpose of individual
referencing only; and are not regarded as controlled or released for construction use by
others on projects.
2.3.3 Client Provided Drawings
2.3.3.1 Drawings typically enter into BCL Projects via electronic means, such as, email
submissions.
2.3.3.2 Hard copy drawings …
Hard copy drawings provided by the client shall be entered onto the Drawing Ledger directly
connected to the affected project. Drawings shall be identified with relevant job number,
name, drawing number, revision and date received. Each drawing shall be date stamped as
received, then bundled in the appropriate ‘drawing bundle’.
2.3.3.3 Electronic Drawings …
Electronic drawings received from clients or suppliers shall be saved to the appropriate
electronic project folder with file names containing relative dates. The folder shall identify
the drawings to a specific project.
Electronic drawings shall be issued through the electronic transmittal. Each transmittal file
shall be retained in the relevant folder.
A copy of the drawing shall be given to the drawing controller immediately upon receipt to
be entered on to the Drawing Ledger; it is then ready for distribution.
2.3.4 Site Working Drawings …
Site Working Drawings are prints from the formal hard copy and / or electronic copy
versions. These drawings shall be acceptable for direct use at site only when the drawing
prints clearly indicate the use status … such as ‘Released for Construction’, etc.
These working drawings may be redlined for future use as drawing update information.
Drawings that are redlined for this purpose shall be retained in their original print condition
as project records for future reference, as needed.
2.4 Standards and Specifications
2.4.1 Standards and specifications, national and international shall be controlled through the
Master List: Specifications and Standards. The list shall include name and number of
document, issue level, issue date, copy number and location, as applicable.
2.4.2 Uncontrolled copies of standards and specifications may be made, provided they are
identified as such.
2.4.3 Project specific specifications, standards and drawings that are provided by the client for
project specific use shall be controlled and maintained using the Project Job File.
2.5 Archived and Inactive Files and Records
2.5.1 Quality Management System records shall be maintained through the Master List: Records.
The Master List shall include:
 Record name
 Area of use
 Created by
 Minimum retention time
 Record type
2.5.2 The following archived and inactive files and records shall be retained for a minimum of 8
years unless otherwise stated as a longer period in the Master List: Records. (NOTE: This is
not to be regarded as exhaustive, and others may be added at the discretion of the
Management Representative.):
Quality Management System Records
 Training Files (to be maintained as active until no longer employed)

 Management Review Minutes
 Audit Reports
 Non-conformance Reports
 Action Requests
 Client Feedback Reports
 Improvement Plans and program results
 Obsolete Procedures, Quality Records (retained for two revisions or two years)
Project Related Records
 Job Files
 Change Orders
 Project Schedules
 Purchase Orders
 Punch / Deficiency Lists
 Substantial Completion documents
 Client contracts and orders
2.5.3 Archived and inactive files and records shall be stored in their original form, in alphabetical
or numerical order, as applicable, and placed in a dry and readily accessible location. The
environment in which these records are stored shall be suitable to prevent damage, loss or
deterioration.
2.5.4 Active records are retained by the relevant using person. These records shall be
maintained such that they may be reviewed upon request. Active records are subject to
modification during the life of the project only.
2.5.5 No archived and inactive files shall be removed from the system and destroyed without
written approval of the Management Representative in the Management Review Minutes,
stating the type of record, range of dates, method of disposal, person responsible for
disposal. The disposal method will be subject to the sensitivity of the document involved
and at the discretion of the Management Representative.
2.5.6 Whenever BCL Projects receives confidential information regardless of source, appropriate
measures shall be taken to ensure their status.
2.6 Document Review
2.6.1 Master Lists shall be reviewed annually for currency by the Management Representative.
The review shall consist of either a search to source or through a formal subscription /
update service, as appropriate. Whenever an entry on the master list is identified as not
current, actions required to obtain a current document version shall be immediately taken.
2.6.2 The Registrar shall notify BCL Projects of significant changes to ISO 9001:2015. BCL
Projects shall be responsible for obtaining the relevant revised Standards and affecting
changes to its Quality Management System as identified.
2.6.3 Should there be a need to retain an obsolete issue of any document listed, a notation shall
be entered on the relevant master list regarding the retention and the relevant document
shall be identified as such if by not doing so could cause confusion to the correct status.
2.6.4 The CTQ, PM, SI shall be reviewed annually by the Management Representative to ensure
that they remain relevant and suitable for use.
2.6.5 All of the above reviews shall be noted at the ensuing Management Review.
2.7 Control of Document Transmittal
2.7.1 The Document Transmittal Note shall be utilized for transmittals outside of BCL Projects to
control issue and distribution of new or revised documents and data, as applicable; and,
shall be maintained in relevant Project Job File.
2.7.2 Internal moving of documents are achieved through BCL Projects’ electronic Project drives
located on the Shared server. No Document Transmittal Note is required. Those affected
by the transmittal shall be notified via email only; no further notification or acknowledgement
is required.
2.8 Control of Computer Data
2.8.1 Computer data from the central server is stored on an external hard drive; and is fully
backed up daily. The back-up is stored off-site nightly.
2.8.2 The Management Representative is immediately contacted to resolve problems or concerns

with any aspect of the data system, including those of hardware and software support.
2.9 Document Changes and Modifications
2.9.1 The persons authorized to affect changes and modifications shall ensure that a review of
pertinent background information is conducted prior to the approval of any document
change or modification.
2.9.2 The Table of Revisions shall be signed by the authorized person authorizing the use of the
affected document. Released changed and modified documents shall be then immediately
sent to the affected document holders for their inclusion to/replacement of existing
documents.
Page 1 of 7
SYSTEM VERIFICATION
PURPOSE:
To ensure conformance with and effectiveness of the Quality Management System.
RESPONSIBILITIES:
The Management Representative is responsible for coordinating the Management Review

and all internal audit activities.
Auditors are responsible for conducting the scheduled audits as planned.
REFERENCES:
Management Review Minutes

Internal Audit Program
Source Audit Program
Audit Plan
Audit Checklist
Internal Audit Schedule
Audit Report
Corrective Action Report
3.1 Management Review
3.1.0 The following flowchart shows the Management Review activities. The balance of this
Section is used to augment these activities.
Page 2 of 7
SYSTEM VERIFICATION
PM 3 - Management Review
Agenda Review Record Action
The President shall lead the meeting using the

President
prepared Agenda.
Address Agenda
items
Notes shall be taken regarding information,
discussions and agreements made. The Management Representative shall organize follow-up
actions agreed during the Management Review meeting.
The Management Representative shall monitor follow-up actions

Representative
Management
initiated and shall record results for presentation/discussion at

Prepare Agenda next Management Review meeting.
Prepare Initiate follow-up
for upcoming
Management actions identified
Management Should the follow-up actions not be acted upon as required and
Review Minutes during review
Review Meeting agreed, the President shall be notified immediately for additional
actions.
The Management Representative shall review the previous Management

Review Minutes.
The Agenda shall include, but is not limited to:

- Quality objectives
- Audit results (internal and source)
- External audit results
- Complaints The Management Representative shall prepare the Management Review Minutes
- Non-conformance Summary from the meeting notes taken for review and approval by the President.
- Corrective Action Summary
- Personnel development The Management Review Minutes shall identify:
- Resources, including technical knowledge needs - Needs for improvement of the effectiveness of the Quality Management
- Document review System and its process
- Removal of documents - Improvement of product related to customer requirements
- Statistical review - Resource needs
- Continual improvement review
- System process
- QMS Efficiencies
- QMS Effectiveness
- Concerns of relevant interested parties relating to BCL s performance
- Operational infrastructure requirements
- Work environment
- Effectiveness of actions taken to address identified risks and opportunities
- Changes in external and internal issues affecting the QMS
- Commitment to Quality review for currency to company and customer
requirements
3.1.1 A Management Review shall be held at least once annually. The frequency may be
accelerated to evaluate new systems, special occurrences, or identified trends. The
Management Review Meetings shall be attended by:
 President
 Chief of Engineering
 Chief of Construction
 Plus any persons, internal or external, request to attend
Page 3 of 7
SYSTEM VERIFICATION
3.1.2 The Management Review shall evaluate the suitability, adequacy, and effectiveness of the
Quality Management System. This review shall consist of the following minimum
components of the Quality Management System:
 Quality objectives (current and future)

 Audit results (internal and source)
 External audit results
 Complaints
 Non-conformance Summary
 Corrective Action Summary
 Personnel development
 Resources, including technical knowledge needs
 Document review
 Removal of documents
 Statistical review
 Continual improvement review
 System process
 QMS Efficiencies
 QMS Effectiveness
 Concerns of relevant interested parties relating to BCL’s performance
 Operational infrastructure requirements
 Work environment
 Effectiveness of actions taken to address identified risks and opportunities
 Changes in external and internal issues affecting the QMS
 Commitment to Quality review for currency to company and customer requirements
The Commitment to Quality shall also be reviewed to ensure it reflects the current
requirements; particular attention should be paid to the President’s Message.
A review of the following systemic quality objectives forms part of the above Management
Review process. Each quality objective shall be quantified with working performance
targets supported by appropriate resources to increase the likelihood of success.
Page 4 of 7
SYSTEM VERIFICATION
Systemic Quality Objectives

1. Implement effectively the Quality Management System
2. Strive to implement preventive actions to avoid non-conformances
3. Proactively manage project activities so to ensure that customer requirements

are met on time and as agreed
4. Identify and assist with the implementation of corrective actions to realize

continual improvements
3.1.3 Results of the Management Review Meeting shall be fully documented in the relevant
meeting Minutes and retained as a permanent record of the Quality Management System.
Actions resulting from the Management Review Meeting shall:
 Be assigned to competent staff

 Have target dates for completion established
 Be followed-up on to ensure timely and effective implementation, and closed when
appropriate
3.1.3.1 The Management Representative shall follow up on any actions for ensuring effective and
timely action.
3.2 Audits
3.2.0 The Internal Audit Program combines these two principal components: Internal Quality
Audits and Source Quality Audits.
 Internal Quality Audits are planned to address the principal day-to-day activities
 Source Quality Audits are planned to address the principal day-to-day activities of
the supplier / sub-contractor supporting affected product requirements
Page 5 of 7
SYSTEM VERIFICATION
3.2.0.1 Each audit shall have an Audit Plan. This Audit Plan shall identify:
 Audit objectives and scope

 Areas to be audited
 Particular elements/processes of the Quality Management System
 Audit Team members
 Timing of audit activities
The Audit Plan shall be reviewed and approved by the Management Representative.
3.2.0.2 After the Audit Plan has been approved, the relevant areas shall be notified. An Audit
Checklist may be developed and used as a guide during the audit. At the auditor's
discretion, additional lines of inquiry may be pursued. Where applicable, the audit shall
also include a follow-up of any outstanding corrective action activities.
3.2.0.3 The Auditor / Audit Team shall prepare an Audit Report for each audit. A Corrective Action
Report (CAR) shall be written by the Audit / Audit Team to record any nonconformity found
during the audit. Further, the Auditor / Audit Team shall include into the report any
recommendations for improvement. A copy of the Corrective Action Report shall be given
to the persons responsible for affecting corrective actions, as required. Supporting
information, such as the audit checklist, shall be attached to the Audit Report and filed, as
appropriate.
3.2.0.4 The Management Representative shall review Audit Reports as they are completed. The
Management Representative shall ensure that assigned auditors follow up on agreed
corrective actions and review dates. The Management Representative shall also prepare a
summary of audit results for the Management Review Meeting.
3.2.0.5 Auditors shall be trained either by internal or external instruction. Only those with
certificates from recognized QMS Auditor / Lead Auditor courses, or equivalent, and
previous experience in conducting audits shall be qualified to train others internally. Internal
training shall be reflected in the Training Record.
3.2.0.6 At the Management Representative’s discretion, a qualified external auditor may be used
for the purpose of conducting the Internal and Source Audits.
Page 6 of 7
SYSTEM VERIFICATION
3.2.0.7 The following flowchart shows the Internal Audit activities. The balance of this Section is
used to augment these activities.
PM 3 - Internal Audit
Audit Program Audit Plan Audit Checklist Audit Report Corrective Action Close
Representative
Management
The Internal Audit Program shall be prepared at the end of

each calendar year for the ensuing year.
A Corrective Action Report
Prepare Annual
The Internal Audit Program shall include, but not be limited (CAR) shall be immediately Initiate Corrective Close Quality
Internal Audit
to: initiated for all nonconformities Action activities Audit Report
Program
- Areas to be audited identified.
- Frequencies (at least quarterly per area
- Auditor assignments
- Internal Audit Program authorization
Auditor
The Management Representative shall

Organize Audit
Prepare Audit close the Audit Report only after all
Plan for the Write Audit Report
Checklist related corrective actions have been
upcoming audit
addressed and closed.
The Audit Plan shall be prepared prior The Audit Report is prepared by the Auditor as evidence of the
the the audit date by the Auditor in The Auditor shall identify the audit event. Further, the audit evidence recorded shall be used to
ample time to share with the Area investigation points using an support audit findings, recommendations, and conclusions.
representative for comment and Audit Checklist.
agreement. The Audit Report shall be signed by the Auditor as a minimum; the
The Audit Checklist can be in Area Representation is asked to support the process by signing
The Audit Plan shall include, but not a standardized format or the Audit Report, as well (optional only).
limited to: informal format at the
- Dates of audit discretion of the Auditor,
- Timings (start, finish, audit points, unless otherwise instructed
breaks) by the Management
- Areas / activities / functions to be Representative.
audited
- Meeting times
3.2.1 Internal Quality Audits
3.2.1.1 Portions of the Quality Management System shall be audited at least once annually, as
identified in the Internal Audit Program. The audit frequencies may be adjusted based on
various criteria, such as recent and past audit performances and criticality of areas subject
to audit. The audit frequencies may be adjusted at the discretion of the Management
Page 7 of 7
SYSTEM VERIFICATION
Representative, but must be no less frequent than once annually regardless of performance
or criticality.
3.2.1.2 The Management Representative shall create the Internal Audit Program based on the
impact of the procedures to the quality of activities, and shall assign competent auditors to
support the Internal Audit Program requirements. Auditors shall not audit their own work.
3.2.2 Source Quality Audits
3.2.2.1 Source Quality Audits shall be conducted at least annually, as identified in the Source Audit
Program. The audit frequencies may be adjusted based on various criteria, such as recent
and past audit performances and criticality of areas subject to audit. The audit frequencies
may be adjusted at the discretion of the Management Representative, but must be no less
frequent than once annually regardless of performance or criticality.
3.2.2.2 The Management Representative shall create the Source Audit Program based on the
Project components, stages and activities, and shall assign competent auditors to support
the Source Audit Program requirements. Auditors shall not audit their own work.
Page 1 of 5
PERSONNEL DEVELOPMENT
PURPOSE:
To ensure competent persons through an effective training program essential to BCL’s

policy of internal growth and development, and effective implementation of the Quality
Management System.
RESPONSIBILITIES:
Senior Management has the overall responsibility for initiating and maintaining employees
training files and supporting documents, and for ensuring that identified training needs are
implemented as required.
Senior Management is responsible for assigning designated trainers for identified training
needs.
Personnel may request on-the-job and formal training needs at any time to the Senior
Management person.
REFERENCES:
Training Record
Skills Table
Competence Matrix
External or internal certificates
Training File
Page 2 of 5
PROCEDURE:
4.0 General
4.0.1 The following flowchart shows the Personnel Development activities. The balance of this
Procedure is used to augment these activities.
PM 4 - Personnel Development
Competence and
Induction Identification of Needs Training
Qualification
Representative
Management
Identify and
Identify training confirm The Management
Prepare induction Organize training Representative shall
needs competency and
qualification ensure competencies and
qualifications needed by
members of BCL are
The Management Representative
identified and confirmed.
shall prepare an induction.
Effectiveness of the
The induction shall include, but is
BCL shall ensure training training and competence
not limited to:
activities are: of personnel shall be
- Induction Training Form Training requirements are identified through risk
- Identified demonstrable through
- Reading materials: assessments.
- Authorized, when required certificates issued by the
Administration, health and safety,
relevant training
QMS Awareness, plus any Considerations for training:
organization.
additional material deemed - Continual risk assessments are carried out to
relevant determine priorities for training
This activities shall be
- Training is delivered on demand
recorded in the
The Management - Information on training is fed back to the
Management Review
Representative shall sign off the Management Representative on completion;
Minutes, as appropriate.
Induction Training Form as competency assessment may take place
evidence of orientation
completion.
BCL Personnel
Participate in
Participate in Maintain
training
orientation competency
programme
Each new Each member of BCL shall participate, as determined, in training

member of BCL activities.
shall complete It is the responsibility to each member
the induction as This includes structured, semi-structured, and casual training, of BCL to maintain the needed
prescribed including on-the-job training activities. competency levels to ensure effective
without performance of assigned duties.
exception. Evidence of training activities shall be recorded in the
Training Records and retained in the employee s Training File.
Page 3 of 5
4.0.2 Training activities are designed so its people are able to perform their responsibilities and
duties safely, conscientiously and professionally. Success, customer confidence, continual
improvement of product deliverables and competence in assignments are the first priority.
4.0.3 Throughout training activities, whether through internal or external direction, periodic follow-
up shall be done to verify training effectiveness and employee understanding of the
activities.
4.1 Orientation and Formal Training
4.1.1 A Training Record shall be initiated for each person, which shall be maintained and signed
and dated throughout by the trainees and trainers (or Management Representative, if
external training), to indicate fulfilment of orientation and/or formal (external) training. A
copy of relevant certificates for external training activities shall be retained.
4.1.2 The Management Representative provides initial orientation training, including coverage of:
 General quality awareness training

 General understanding of the Quality Management System, requirements and
expectations
 Health / safety
 General employee administration
Page 4 of 5
4.1.3 General quality awareness training activities include, but are not limited to:
 The importance of conformance with BCL’s quality policies and procedures and with
other requirements of the Quality Management System
 President’s Message – explanation of what it is, what it means, the importance of it
 The significant quality BCLs and objectives and targets within their work areas
 The structure of the Quality Management system, who has responsibility for the
system and who to contact in case of problems or questions
 Corrective action methods
4.2 On-the-Job Training
4.2.1 On-the-job training, including details of the Quality Management System pertaining to the
type of work to be performed by the employee, shall be initiated by specifying the training
required. Such training may involve specific processes or tasks, and shall be designed to
ensure competence in performing duties; and to meet the challenges of the customer and
continual improvement.
4.2.2 The Trainer shall be both competent in the subject area and one who can share effectively
the knowledge and information required for the training subject.
4.3 Competence to Perform Duties
4.3.1 Competence to perform duties shall be based on education, training, experience and / or
skills, and shall be evaluated on the ability to carry out assignments. The Management
Representative maintains the Training Records; related competence shall be demonstrated
through the Training Record, individual Skills Table, and Competence Matrix. The
effectiveness of training activities shall be evaluated continuously and recorded in the
relevant Training Records and summarized in the Management Review Minutes.
Page 5 of 5
4.4 Identification of Training Needs
4.4.1 Future training needs may be identified from any of the following activities, and shall be
implemented accordingly:
 Management Review
 Review of audit results
 Review of nonconformances
 Review of Corrective Action Reports
 Review of Training Files
 Acquisition of new equipment and/or techniques
 Development of new procedures
 Internal dynamics and evolution of the organization
Page 1 of 13
CONTINUAL IMPROVEMENT AND ANALYSIS
PURPOSE:
To ensure that continual improvement activities are conducted to positively identify potential
causes of nonconformity and affect changes required to prevent and eliminate
nonconformity; and to ensure these actions are executed with the purpose of maintaining
complete customer satisfaction.
DEFINITIONS:
A substantial failure is defined as numerous or repetitive failures to provide deliverables

and/or services to requirements.
An acute internal failure occurs when any of the following situations arise:
 Clear risk of not satisfying customer needs or requirements

 Clear risk of not being able to achieve stated quality objectives and goals
 Identified deliverable related negative trends
 Clear risk of failing to comply with Quality Management System requirements
A risk is the effect of uncertainty; (effect) is deviation from the expected ... be it positive or
negative.
RESPONSIBILITIES:
Senior Management has overall responsibility for coordinating and affecting continual
improvement, corrective action activities; for ensuring that verification and analysis
procedures are implemented, controlled and followed.
Senior Management has the day-to-day responsibility for managing the corrective action
activities.
Page 2 of 13
The Management Representative is responsible for ensuring that:
 Verification and analysis procedures are implemented, controlled and followed;

 Analytical techniques are identified, assigned to a designated authority, established
and implemented wherever required; for reviewing statistical information, identifying
areas requiring corrective action or improvement, and ensuring appropriate action is
taken.
All personnel are responsible for adhering to identified corrective actions.
REFERENCES:
Corrective Action Report

Corrective Action Log
Risk Assessment Form
Customer Complaints
Customer Satisfaction
PROCEDURE:
5.0 General
5.0.1 BCL utilizes several tools for preventive actions, continual improvement and corrective
actions in the areas of safety, costs, productivity, efficiency, and quality. The following are
examples of current tools and programs used:
 Risk assessments
 End-project lessons learned reviews
Page 3 of 13
5.0.2 It is essential that BCL’s people function with customer confidence at the focus of their
activities. As such, continual improvement activities are conducted throughout the
processes with the specific mandate to:
 Identify opportunities for change

 Investigate opportunities for change
 Implement agreed change, and
 Monitor change for effect
‘Change’ above being defined as ‘continual improvement’
5.0.3 ‘Change for change sake’ is not a target of BCL. Continual improvement activities are
intended to affect change required to prevent recurrence of poor quality and to identify and
positively react to potential causes of nonconformity. Further, continual improvement
activities are driven with the purpose of maintaining complete customer confidence.
5.0.4 Senior Management shall establish and maintain an effective program for establishing,
maintaining and review system and process objectives and targets set throughout BCL’s
operations. This program, including the specific objective and targets, shall be based upon
risk-based decision-making protocols; and shall be confirmed during the Management
Review Meeting.
5.1 Identification of Trends
5.1.1 Objectives supporting the commitment towards customer satisfaction and continual
improvement, shall be established, documented and presented by the President. From
these objectives, Senior Management shall ensure the objectives are developed and
implemented. Senior Management shall then work to achieve to objectives. Senior
Management shall:
 Identify and conduct appropriate risk assessments

 Identify appropriate measurements to monitor performance
 Assign the task of collecting, organizing and reporting data to competent staff
 Establish the frequency and type or method of reporting to enable meaningful
evaluation of the information collected
Page 4 of 13
 Set targets for performance achievement and/or continual improvement
5.1.2 The Management Representative shall evaluate statistical reports, initial and date them,
and retain them for at least 3 years, in order to compile sufficient data for comparison.
5.1.3 Corrective action shall be initiated by the Management Representative when:
 Risk assessment results identified unacceptable risk to failure or meeting customer

or project quality requirements
 Set objectives and targets are not achieved
 A negative trend or serious concern is detected, or
 A breakdown in the Quality Management System is identified
5.1.4 When potential problems are identified, whether through daily activities or analysis of
information, a decision to conduct (or not) a risk assessment for the determining the level
of risk and supporting actions, as appropriate, shall be initiated.
Page 5 of 13
5.2 Risk-Based Decision-Making
5.2.0 The intent of this section is for ensuring key process and operational activities at BCL
consider relevant risks associated with them.
5.2.1 The following flowchart shows the risk-based decision-making activities. The balance of
this Section is used to augment these activities.
PM 5 – Risk-Based Decision-Making
Process / Activity Key Components Risk Assessment Gauged Risks Actions Agreed Monitor
Representative
Management
Coordinate List of Monitor

Conduct risk
Processes / Processes /
assessment
Activities Activities
1 3 6
Process / Activity
Owner
Determine Implement
Identify key Conduct risk
process / activity process / activity
components assessment
controls control programs
2 3 4 5
Page 6 of 13
1 The Management Representative shall identify, then compile a list of operational processes and
activities that affect both directly and indirectly the organization’s deliverables
Each process / activity owner shall identify and list the key components of the relevant process /
2
activity
The Management Representative and affected process / activity owner shall work together as partners
when conducting the risk assessment
The risk assessment shall be conducted with the following minimum considerations (note: additional
3 components may be added to the risk assessment when considered essential)
- Risk of likeness of the occurrence (0 = none; 5 = certainty)

- Risk of consequence of occurrence (0 = none; 5 = severe)
- Impact to regulatory requirements (0 = none; 2 = yes)
Not all process / activity components require risk assessments; it is up to the process / activity owner
to gauge the relative importance
The Process / Activity Owner shall evaluate the results of the risk assessment for determining which
4 components require control / management programs
Using the results, control / management programs shall be created for ensuring effective
marginalization of risk as it has been identified
5 The Process / Activity Owner shall implement each control / management program as identified
The Management Representative shall monitor the control / management programs; should
6 adjustments be identified as being needed, the Management Representative shall work with the
Process / Activity Owner to affect changes
Page 7 of 13
5.2.2 Risk Assessment
5.2.2.1 The risk assessment shall be conducted using the Risk Assessment form. This activity
shall identify risk condition of the process / activity component.
5.2.2.2 Results that equal or exceed 8.0 shall be determined as requiring control / management
programs only. Components with results less than 8.0 do not require control /
management programs; however, at the discretion of the Process / Activity Owner, a
control / management program can be developed and implemented.
5.2.3 Control / Management Program
5.2.3.1 The Process / Activity Owner shall develop the relevant component control / management
program such to marginalize the risk at hand.
5.2.3.2 The program shall be set up to track each relevant aspect of the component. The method
for tracking shall be determined at the discretion of Process / Activity Owner.
5.2.3.3 Quarterly reports of the program status shall be prepared by the Process / Activity Owner.
The Management Representative shall receive a copy for review; and, additional actions,
when needed, shall be resourced by Senior Management, and implemented by the affected
Process / Activity Owner.
Page 8 of 13
5.3 Process Analysis
5.3.0 The following flowchart shows the Continual Improvement and Analysis activities. The
balance of this Section is used to augment these activities.
PM 5 - Continual Improvement and Analysis

Statistical Techniques External Feedback Failures Reporting Procedures Policy
Representative
Management
When the corrective action can be interpreted

as having major adjustments to a process or
Define statistical Identify major
Act on feedback activity, the Management Representative shall
techniques adjustments
further sanction the action via signature or
supporting internal memo or letter.
Representative
The nature of the statistical

Management
technique used must provide

Conduct overall
meaningful information and Process external Review Non-
Manage data and review of
data. and internal Conformance
information performance
failures Register
related records
There is no specific type of
statistical technique required.
The Management
Representative shall formally When acute failure causes a large
notify the Supplier / Sub- failure cost or a service failure
Feedback shall be reported and Contractor or QM Representative trend has been identified from
shared immediately with staff of a discrepancy by contacting Non-Conformance Register
the Representative directly or by reviews, further actions can be
Complaints shall be immediately post or by email using BCL required by the Management
investigated and processed, as letterhead paper; the Supplier / Representative.
appropriate. Valid complaints shall be Sub-Contractor must address the
recorded in the Non-Conformance concern raised.
Register and a Corrective Action
Report initiated. Corrective action activity is Review performance related records:
initiated for internal failures - Non-Conformance Register
through the Non-Conformance - Corrective Action Register
Register; the failure shall be fully - Contractor activities
investigated and analyzed to - plus any additional records supporting IEM operations, as
determine the cause of the appropriate
occurrence.
The Management Representative shall ensure that all
Collect information and data and evaluate against appropriate objectives and
internal corrective and preventive actions are affected in a
targets.
timely and effective manner; this includes follow-up activities.
Information and data needs presenting in quantitative format such to provide
Results shall be summarized and reported at Management
definable interpretation of meaning and value.
Review meeting.
Prepare information and data for review in the Management Review meeting.
Page 9 of 13
5.3.1 Process verification activities shall be implemented to ensure relevant activities are efficient
and effective, meet customer needs and requirements, and create an atmosphere for
continual improvement and increased customer confidence.
5.3.2 The Management Representative shall identify the need to use statistical techniques for
gauging efficiency and effectiveness of analytical and system processes, which includes
performance, capability, and trends. When required, a Standing Instruction shall be
created to ensure proper implementation of the statistical techniques identified.
5.3.3 The Management Representative shall identify, develop, and implement systems for
collecting and organizing data, enabling meaningful evaluation of specific analytical and
system capabilities. Analytical information may be produced using several different
formats, such as tables, charts and graphs. There are no controls required for the
formatting or presentation of specific analytical information.
5.3.4 The statistical techniques employed shall be left to the discretion of the Management
Representative, but subject to review during the Management Review process. Further,
there is no requirement that any technique used must specifically conform to known
statistical tables or other gauging mechanisms.
5.3.5 The statistical techniques used shall be a numerical evaluation of information collected
applied against various targets set and agreed during the Management Review Meeting.
These targets shall be expressed numerically providing a definable interpretation of
process performance achieved and not achieved; and shall be subject to change whenever
deemed required.
5.3.6 Analytical techniques shall be set for internal activities, as well as external customer
reviews. Any relevant activity that may cause an impact upon the final project requirements
or customer satisfaction is subject to formal reviews.
Page 10 of 13
5.4 Customer Input
5.4.1 Customer feedback on the effectiveness, or otherwise, and the level of satisfaction of a
product or service, shall be recorded, reviewed and acted upon, if identified as being
required. Customer input is evaluated and considered for use as system and performance
indicators.
5.4.2 Customer input typically occurs through one or more of the following methods:
 Meetings with the customer

 Order reviews with the customer
 Visits to the customer
5.4.3 Customer feedback methods identified in 5.4.2, above, shall be supported with defined
performance targets and objectives set during the Management Review process and shall
be noted in the Management Review Report. The data collected shall be processed; then
evaluated against the set targets. Should the results not meet or exceed the established
targets, a review shall ensue to:
 Understand the results

 Validate the targets
 Identify actions required to improve the processes
 Affect actions as identified
 Review actions taken at an agreed accelerated frequency for effect (repeat as
required)
 Report to President the final results
Page 11 of 13
5.5 Corrective Action
5.5.0 The following flowchart shows the Corrective Action activities. The balance of this Section
is used to augment these activities.
PM 5 - Corrective Action
Nonconformity Root Cause Solution Implementation Review Close
The Management Representative shall immediately initiate a
Representative
Management
Corrective Action Report (CAR) upon identifying: The Management

- Customer complaint The Management Review Representative shall be review
- Organization/supplier failure Representative shall conduct effectiveness of effectiveness of corrective
- Acute internal failure a root cause analysis and corrective action actions affecting:
- Trend failure record results onto the CAR. implementation - Operations at a systemic level
- customers, including contracts
The CAR shall be recorded on the Corrective Action Register
The Management
Representative
Management
Representative shall
coordinate with the affected Review
Initiate Corrective Conduct a Root Department Manager to effectiveness of Close Corrective
Agree Solution
Action Report Cause Analysis agree a corrective action corrective action Action Report
solution appropriate to the implementation
magnitude of the
nonconformity.
Upon successful completion of the

The Management Representative shall review each
corrective action, the Management
Personnel
It is the responsibility of all Project corrective action for effectiveness.

Representative shall close the
personnel to raise any actual or
Identify Corrective Action Report.
suspect nonconforming condition It is essential that the target be achieved to be able to
Nonconformity
with the Management close; otherwise, the corrective action is regarded as
Evidence of this review and closure is
Representative. not successful and the corrective action process must
the close signature on the Corrective
be repeated from the root cause investigation point.
Action Report and Register.
The Project Managers / Supervisors shall

Supervisors
Managers /
implement the agreed corrective action solution.

Project
Conduct a Root Implement

Agree Solution The Management Representative shall be
Cause Analysis Solution
advised of the implementation, as appropriate,
so that effective monitoring of its progress can
commence.
The Project Managers /

Supervisors shall work with The Project Managers / Supervisorsshall work with the
the Management Management Representative in determining a corrective
Representative in action solution based upon the identified root cause.
determining the root cause of
the nonconformity. The Management Representative shall coordinate an agreed
solution with the Project Managers / Supervisors.
Page 12 of 13
5.5.1 The Management Representative initiates a Corrective Action Report (CAR) upon:
 Receipt of a complaint
 Identification of a substantial supplier failure
 Identification of an acute internal failure
5.5.2 A CAR number shall be assigned through the Corrective Action Log, showing the following:
 Assigned number
 Whether CAR or PAR
 Whether complaint, substantial failure, or acute internal failure
 Date initiated
 Originator
 Follow-up date
 Closure date
5.5.3 The details of the occurrence and the persons involved are recorded and investigated in a
timely manner. This investigation shall review and define, then determine the corrective
action required eliminating permanently the cause of the occurrence. These actions shall
be documented in the CAR, and signed and dated by the Management Representative.
5.5.4 For supplier failures, the supplier shall be notified about the concern with a copy of the
CAR. The supplier is responsible for conducting an investigation of the concern and
proposing an appropriate corrective action. The Management Representative shall review
the proposed corrective action, and upon acceptance, sign and date the CAR. Should the
proposed corrective action be unacceptable, the supplier shall be notified immediately.
5.5.5 The Management Representative and Supplier representative, shall determine a suitable
follow-up date, and record the date in the CAR and in the Corrective Action Log.
Page 13 of 13
5.5.6 Follow-up reviews shall be by the Management Representative at the agreed time with the
view of determining whether the corrective action has been implemented in a timely manner
and is effective in eliminating the cause. Objective evidence to support the findings shall
be recorded in the CAR.
5.5.7 Upon satisfactory follow-up, the CAR shall be closed through the Management
Representative’s signature and closure date in the relevant section of the CAR. The
Corrective Action Log shall be updated to reflect current status of CARs.
5.5.8 If required by the customer, the customer shall be notified of the corrective action by
receiving a copy of the report. Further, the CAR shall be filed in the closed section of the
CAR File.
5.6 Review of Corrective Actions
5.6.1 The Management Representative shall review CARs prior to preparing the Management
Review Report to ensure proper initiation, documentation, implementation and closure of
corrective action activities. A summary of corrective actions for the review period shall be
recorded in the ensuing Management Review Report. Additional corrective actions may be
initiated as identified from this review.

Final Project QMS Barkley Construction PDF

Încărcat de

Informații document

Descriere originală:

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Final Project QMS Barkley Construction PDF

Încărcat de

Drepturi de autor:

Formate disponibile

COMMITMENT TO QUALITY

Barkley Construction Ltd.

Issue October 1, 2017

Barkley Construction Ltd. is committed to providing:

Barkley Construction Ltd. is committed by:

 ensuring our activities are consistently on time and error free

Implement effectively the Quality Management System

Strive to implement preventive actions to avoid non-conformances

Proactively manage project activities so to ensure that customer

Identify and assist with the implementation of corrective actions to realize

Each quality objective above is quantified by Senior Management with

construction. No matter how large or

support service every time.

We currently service these industries:

Source Quality Audits are conducted to

Training is designed to ensure that our

Competence of personnel is established

Date: October 1, 2017

Procedures Status List

PM 1 – Quality Management Structure and Organization

PM 2 – Documents and Records

2.1 Quality Management System Documents

3.1 Management Review

Date: October 1, 2017

PM 5 – Continual Improvement and Analysis

PROCEDURES STATUS LIST

ISO 9001:2015 Revision

Ref. No. Issue / Revision Revision Description Date Approved by

CTQ 3 / 00 Original Issue

PROCEDURES MANUAL Revision 00

PM 1 Date: October 1, 2017

QUALITY MANAGEMENT SYSTEM STRUCTURE AND ORGANIZATION

To describe the structure, responsibilities, authorization and inter-relationships of the

1.0.1 BARKLEY CONSTRUCTION LTD. shall be referred to as BCL throughout this

PROCEDURES MANUAL Revision 00

PM 1 Date: October 1, 2017

QUALITY MANAGEMENT SYSTEM STRUCTURE AND ORGANIZATION

PROCEDURES MANUAL Revision 00

PM 1 Date: October 1, 2017

QUALITY MANAGEMENT SYSTEM STRUCTURE AND ORGANIZATION

Quality Management System Continual Improvement and

Customer Relations Design Management Process Management Process Verification

PROCEDURES MANUAL Revision 00

PM 1 Date: October 1, 2017

QUALITY MANAGEMENT SYSTEM STRUCTURE AND ORGANIZATION

1.1.4.1 Standing Instructions shall be developed progressively as an on-going to support

1.2 Out-Sourced Work

PROCEDURES MANUAL Revision 00

PM 1 Date: October 1, 2017

QUALITY MANAGEMENT SYSTEM STRUCTURE AND ORGANIZATION

1.3 Organizational Structure

Key Individuals Organization Chart

Site Supervisors Project Managers

PROCEDURES MANUAL Revision 00

PM 1 Date: October 1, 2017

QUALITY MANAGEMENT SYSTEM STRUCTURE AND ORGANIZATION

The President is responsible for:

Additional responsibilities include planning, financial planning, budgeting/cost controls,

1.3.3 Chief of Engineering

 Designing and developing of projects, including structures, grounds and other

PROCEDURES MANUAL Revision 00

PM 1 Date: October 1, 2017