Quality Manual System R3

Quality Manual
[Based on ISO 9001:2008 QMS - Requirements]
Karnataka State Police Housing Corporation Limited # 59, Richmond Road, BANGALORE 560 025
Ph: +91 80 25584402 / 25584102 Fax: +91 80 25584402 Websites: www.ksphc.org, www.ksphc.co.in
KSPHC
Quality Manual
0.1 DOCUMENT INFORMATION

Document Title Document Code Date of Initial Release System Effective Date Current Document Revision No Current Revision Date Revision Effective Date Document Owner Document Author(s) Document / Document Change Reviewer Document Approver Document Status Document Revision Details Quality Manual QM 01 1st January 2005 1st January 2005 Revision 02 30th March 2010 30th March 2010 Management Representative QMS Management Representative QMS Chief Coordinator QMS Executive Director Chairman & Managing Director Approved Refer to Revision Record Section 0.4
SUMMARY OF PAGES IN THE DOCUMENT
This document comprises a front cover, Page I X, Pages 1 to 54 and a back cover.
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0.2 DOCUMENT AUTHORIZATION

This Quality Manual has been prepared to address the requirements of International
Standard 9001:2008. In this edition, the previous edition of Quality Manual which was based on ISO 9001:2000 has been amended to incorporate changes made to ISO 9001:2008. In preparation of this quality manual, appropriate guidelines for quality management in projects given in ISO 10006:2003 have been incorporated. Guidelines provided in ISO/TR 10013:2001 have been considered during the preparation of this Quality Manual and other system documentation.
This Quality Manual is prepared by the Management Representative QMS and the Chief Coordinator QMS and is reviewed by the Executive Director. The Chairman and Managing Director authorises the Quality Manual for release and system implementation by endorsing his approval in this section. Whenever revisions are made to this document, such revisions are recorded in the revision record by giving a brief note on revisions made and accordingly this section of the manual is updated. Control of this document is ensured in accordance with Procedure for Control of documents QSP 01
The Quality Manual Rev 01 is approved and released for implementation and it comes in to effect from 09.09.2009.
Reviewed by: Prem Shankar Meena Executive Director
Approved by : S.C Saxena Chairman & Managing Director
Prepared by : M.B Burjji. CE (P&D) & Management Representative QMS Chitra Mani, Public Relations Officer and Chief Coordinator - QMS
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0.3 CONTENTS
Section 0.1 0.2 0.3 0.4 0.5 1 1.1 1.2 2 3 3.1 3.2 4 4.1 4.2 4.2.1 4.2.2 4.2.3 4.2.4 5 5.1 5.2 5.3 5.4 5.4.1 5.4.2 Document information Document authorization Contents Revisions record Introduction to the organization Scope General Application References Abbreviations, Terms and definitions Abbreviations Terms and definitions Quality Management system (QMS) General requirements Documentation requirements General Quality Manual Control of documents Control of records Management responsibility Management commitment Customer focus Vision, Mission and Quality Policy Planning Quality Objectives Quality Management System planning Element description Page I II III VI VII 1 1 1 4 5 5 6 10 10 10 10 11 11 12 13 13 13 17 19 19 19
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Section 5.5 5.5.1 5.5.2 5.5.3 5.6 5.6.1 5.6.2 5.6.3 6 6.1 6.2 6.2.1 6.2.2 6.3 6.4 7 7.1 7.2 7.3 7.4 7.5 7.5.1 7.5.2 7.5.3 7.5.4 7.5.5 7.6 Element description Responsibility, authority and communication Responsibility and authority Management Representative Internal communication Management review General Review inputs Review outputs Resource Management Provision of resources Human resources General Competence,training and awareness Infrastructure Work environment Implementation and operation Planning of product realization Customer-related processes Design and development Purchasing Production and service provision Control of production and service provision Validation of processes for production and service provision Identification and traceability Customer property Preservation of products Control of monitoring and measuring equipment
Quality Manual
Page 19 19 19 20 20 20 21 21 22 22 24 24 25 25 25 26 26 27 30 34 37 37 37 38 38 39 39
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Section 8 8.1 8.2 8.2.1 8.2.2 8.2.3 8.2.4 8.3 8.4 8.5 8.5.1 8.5.2 8.5.3 Element description Measurement, Analysis and Improvement General Monitoring and Measurement Customer satisfaction Internal Audit Monitoring and measurement of processes Monitoring and measurement of product Control of nonconforming product Analysis of data Improvement Continual improvement Corrective action Preventive action
Quality Manual
Page 40 40 40 40 40 41 41 41 42 43 43 43 43
ANNEXES Annex No. 1 2 3 4 Annex Title QMS Processes Sequence and Interaction Organization chart Responsibilities and authorities List of Quality System Procedures Page 45 46 48 54
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0.4 Revision record
Quality Manual
The first edition of the Quality Manual was released on 05.05.2005; subsequently, 05.05.2005 through 01.08.2007 the document had undergone minor changes. Now, the Quality Manual has been updated to incorporate changes made in ISO 9001:2008. In addition to this, organizational changes have been updated. Previously, the Quality Manual was having Issue Number for the whole document, and, sections were given separate revision status. Now, only revision status is given for the whole document. Whenever changes are made to any section / clause, the revision number is incremented by 1 and the documented is updated accordingly. Hence, the present document has been assigned with Revision Status 01. Further revisions made to this document is recorded in the below table. Sl. No. Rev. No. Date of Revision Section / Clause Revised Page Ref.
Revision Details Quality Manual updated to incorporate ISO 9001:2008 changes. Organizational changes updated Quality Manual updated to incorporate ISO 9001:2008 changes.
01
09.09.2009
All
All
02
30.03.2010
All
(R1) Annexure1 Key Processes of QMS- sequence2 (R0) Annexure Organisation ChartKSPHC 010105 (R2)Annexure -3 Responsibilities and authorities300310 (R2) Annexure 4 List of Quality system (R2) Annexure 5 List of Controlled Copy Holders300310 (R0) QM Cover page 010105 (R2) 0.1 Document information 300310 (R2) 0.2 Document authorization 300310 (R2) 0.3 Contents 300310 (R2) 0.4 Revision record 300310 (R2) 0.5 Introduction to organization.300310 (R2) 1.2.1 Locations covered under the (R2) 3.1 Abbreviations300310
All
(R2) 7.0 Product realization (R2) 7.5.1 Control of production and
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0.5 Introduction to the organization
Quality Manual
Karnataka State Police Housing Corporation Limited (KSPHC) is a fully owned undertaking of the State Government of Karnataka, headquartered in Bangalore, India. Set up in 1985, the Company was mandated to build residential and non-residential buildings for the Police, Fire and other auxiliary services in the State. Project costs and the administrative expenses were being met by the Government and the Company had no income generating activity of its own. In the year 2006-07, KSPHC has undergone a transformation. The process of transformation began in 2001 and has taken six years to complete. Following figures indicate the path traversed by the Company before, during and after the transformation.
Period During 16 years from 1985 to 2001 During six years from 2001 to 2007 During five years from 2007 to 2012
Aggregate value of works (Actual / Projected)
INR 1184.22 Million (INR 74.01 M / year) INR 5250.14 Million (INR 875.02 M / year) INR 10 Billion (INR 2 Billion per year) (projected)
THE TRANSFORMATION
KSPHCs Web based Project Management System (WBPMS) is one of the transformation initiatives started in 2001, along with computerization of all its activities in a phased manner. The other transformation initiatives include transparency, accountability, stakeholder involvement, Right to Information, professional approach to management, etc. KSPHCs transformation is a continuous process of self-improvement, imbibing all principles of good governance including e-governance, with an objective to achieve world-class standards in all its endeavours. The transformation promotes total transparency in all its operations, and makes possible cost effective and timely delivery of quality buildings constructed innovatively to enhance the functioning of the essential public services like the Police, Fire forces, Home Guards and Prisons. The transformation initiative helped KSPHC to come to grips with the myriad problems associated with increased workload and project execution in remote locations in Karnataka
The transformation helps tackle the emerging issues in executing projects efficiently and in a better manner than ever before. From a computer located anywhere, the status of the projects can now be reviewed 24X7 by any of the stakeholders and this helps to initiate
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appropriate and timely intervention strategies that are necessary to improve project implementation. The system enables KSPHC to cope with the challenges of distance, time pressures, inadequate resources, lack of knowledge and skills and facilitates collaborative workflow, information sharing and good governance. When non-compliances occur or are noticed, alerts are generated either automatically or manually, and remedial measures can then be initiated and accountability fixed
BETTER SYSTEM THAN RTI: Though the recently promulgated Right to Information Act (RTI) is very progressive, procedural requirements are required to be satisfied before the information is made available. All such bureaucratic procedures are removed with the implementation of WBPMS and any information pertaining to any project at any stage is just a mouse-click away for any interested party. Equally importantly, the WBPMS has an inbuilt mechanism to receive and register feedback and complaints. A regularly updated Complaints Register helps the public/customer to find the status of their complaint in realtime. In many instances, this also helps the Project-in-Charge to initiate proper, timely corrective action
THE RESULT: Government programs are generally beset with delays, cost escalations and lack of accountability. The web-enabled Project Management System of KSPHC brings in total transparency in public spending, facilitating stakeholder involvement, team effort and information sharing. Many of the best practices advocated by professional bodies like the Project Management Institute, International Organization for Standardization (ISO) and Institute of Chartered Accountants of India are integrated in the WBPMS developed by KSPHC. By adopting this tool for better planning, control and executing its projects with decreasing time and cost overruns, KSPHC has demonstrated that its transformation model can create value and wealth for the Government
RECOGNITIONS GALORE: On World Habitat Day (3 Oct 2006), the Government of India selected KSPHC to receive the First Prize and Best Practices Award in recognition of the pioneering work done in the field of Quality Management and e-governance. Other awards conferred during the last year include Golden Peacock Awards for Corporate Social Responsibility, Eco Innovation and Innovative Management and GOLD rating under LEED certification process from the US Green Building Council.
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The transformation has helped KSPHC win the trust and confidence of all its customers and to become a self-reliant professionally run company working on commercial lines in a competitive environment from its earlier status of being dependent on Government funds.
SOME INDICATORS OF MEASUREMENT OF TRANSFORMATION:

Indicators Average work done /year Average administrative expenses / year Average annual income Administrative expenses as % of work done During 16 years prior to transformation INR 74.02 M INR 9.67 M INR 1.40 M 13.06 % During 5 years post-transformation INR 875.03 M INR 74.61 M INR 33.79 M 8.52 %
ACHIEVEMENTS The single most important achievement of the WBPMS is that it aims to provide accountability for public money invested in Government projects. Any member of the public can visit the website, open the WBPMS and check how well the money is being spent. With a complaint mechanism built into the tool, the WBPMS proves better than the Right to Information Act. The WBPMS has enabled KSPHC to imbibe professionalism while executing publicly funded projects, from conception to completion. Consciousness about several important focus areas of project management has been brought home in a dramatic manner by the WBPMS and this has facilitated a gradual assimilation in KSPHC of the best practices in project management prevalent across the world.
THE OBJECTIVES The goal of the transformation is to satisfy as many of these concerns as possible. In this direction, KSPHC has designed the WBPMS and computerization of its activities, and the integration of its activities in WBPMS to deliver satisfactory resolution of the concerns of its stakeholders. The goal of the transformation is to be able to show measurable improvements capable of independent evaluation. Financial institutions desire proper fund utilization; remote monitoring of project progress and cost / sq ft of construction data available in the WBPMS meets the requirement. e-tendering, e-billing and ability for remote monitoring of status of bill satisfy the Contractors needs. KSPHC employees are concerned about their work environment the betterment of which increases their productivity; this is measured by
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productivity/employee. Auditors are concerned about traceability, fund flow details and data security; e-billing capabilities, accounting and WBPMS integration, job progress monitoring, and log sheet meet their requirements. Password protection, firewalls, backup facility, and server farms allay their security concerns. Process integrity, a constant concern of management, is assured by the internal and surveillance audits carried out as part of ISO 9001 requirements, which has incorporated Project Management features of ISO 10006. Environmental concerns are being addressed by planning of implementation of ISO 14001 during 2007. Information Security Management in line with ISO/IEC 27001 will be initiated soon. The following table summarizes the Companys achievements as against the stakeholders expectations for the last two years:
Stake holder
Chief Concern Budgetary control on Projects
Response in WBPMS Financial controls in place
Metric
Measuring Outcome % projects with NO cost overrun % projects with No time over run
2008-09
2009-10
Government
% Cost Overrun
83.48%
Client Department
Speedy work execution
Alert generation
% Time Overrun
5.17%
44.23%
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1 1.1 Scope General
Quality Manual
This quality manual which is based on ISO 9001:2008, is intended to provide directions through the quality management system so as to enable KSPHC a) to demonstrate its ability to consistently provide product that meets customer and applicable statutory and regulatory requirements, and b) to enhance customer satisfaction through the effective application of the system, including processes for continual improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements.
1.2
Application
The established Quality Management System is applied to all the operations and activities associated with Design, Development, Construction of Buildings and Associated Infrastructure, Project Management Services, e-Tendering Services and e-commerce services.
1.2.1 Locations covered under the scope: Karnataka State Police Housing Corporation Limited H.O, Divisions and associated Subdivisions across Karnataka are covered under the scope of QMS. Below list provide the location details; the complete addresses are published on companys website and are updated should there be a change in address and contact details. 1) Head Office, # 59, Richmond Road, BANGALORE 560 025 Functional divisions include Planning, Design, Technical and Architecture Finance Quality control Contracts (includes e-tendering services) Project Management Establishment and Administration (includes HR) Public relations E-Commerce
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2) Bangalore Urban Division and associated sub-divisions a) Bangalore No. 1 SD, Bangalore b) Bangalore No. 2 SD, Bangalore
Quality Manual
3) Bangalore Rural Division and associated sub-divisions a) No. 19 SD, Bangalore b) Kolar SD, (located in Bangalore). 4) Electrical Division, Bangalore and associated sub-divisions a) Electrical SD (South), Bangalore b) Electrical SD (North), Davanagere 5) Mysore Division and associated sub-divisions a) Mysore SD b) Chamaraja Nagar SD c) Hassan SD d) Mangalore SD
6) Belgaum Division and associated sub-divisions a) Belgaum SD, Belagaum b) Dharwad SD, Dharwad c) Haveri SD, Haveri
7) Davanagere Division and associated sub-divisions a) Davanagere SD, Davanagere b) Shimoga SD, Shimoga c) Hospet SD, Hospet
8) Gulbarga Division and associated sub-divisions a) Gulbarga SD, Gulbarga b) Bagalkot SD, Bagalkot
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1.2.2
Quality Manual
Activities associated with core business activity (Construction Management) Encompasses following key processes: 1) 2)
Project planning. Identification of the processes involved for obtaining administrative approval and monitoring the implementation.
3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) 14) 15) 16)
Identification of site and feasibility study including soil testing. Identification of the resources required for execution of the project. Human Resource Management. Financial Engineering and Financial Closure. Preparation of layout plans and building plans. Obtaining statutory approval for construction. Preparation of estimates. Scrutiny and technical sanction for estimates. Registration of contractors. Tendering and selection of contractors. Handing over of the site and site markings. Detailed Engineering and issue of construction drawings. Purchase (Direct / Indirect) of raw materials and quality assurance. Supervision and Quality Control during construction at all stages from excavation to finishing.
17) 18) 19) 20) 21) 22) 23) 24) 25) 26) 27) 28)
Periodical review and crisis management if necessary. Calibration and control of measuring / testing devices. Internal audit. Managing Cash Flow. Maintenance of field data. Managing site stores and materials preservation. Availing of outside services (Water, Electricity, and Sewage). Quality check before handing over of the building. Obtaining Completion Certificates from Statutory Authority. Handing over of the building. Preparation and approval of Revised Estimates. Measurement and certification for final payment.
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29)
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Inspection of building before expiry of defect liability period and necessary repairs.
30)
Release of EMD and Security Deposits.
KSPHC outsource the construction and related activity to eligible contractors by awarding contracts through established tendering system. At times, KSPHC outsource design activity.
1.2.3
Exclusions: None of the requirements of ISO 9001:2008 are excluded from their application
References
Information available in the following standards / guidance documents were considered while developing the Quality Management System documentation: a) ISO10006:2003 Quality management systems Guidelines for quality management in projects b) ISO 10002:2004, Quality management Customer satisfaction Guidelines for complaints handling in organizations c) ISO/TR 10013:2001 Guidelines for quality management system documentation.
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3 3.1 Abbreviations, terms and definitions Abbreviations -
Quality Manual
KSPHC ISO QMS CMD ED FA CAO AS AO AAO CE CE (W) CE (P&D) SE EE Elect MR CC AEE AE JE DES PM PMS Q&C DVN SD. QM QSP WI IQA PRO PUR STR
Karnataka State Police Housing Corporation Limited International Organization for Standardization Quality Management System Chairman and Managing Director Executive Director Financial Advisor Chief Accounts Officer Accounts Superintendent Accounts Officer Assistant Administrative Officer Chief Engineer Chief Engineer (Works) Chief Engineer (Planning and Design) Superintending Engineer Executive Engineer Electrical Management Representative Chief Coordinator Assistant Executive Engineer Assistant Engineer Junior Engineer Design Project Management Project Monitoring System Quality and Contracts Division Sub-division Quality Manual Quality System Procedure Work Instructions Internal Quality Audit Public Relation Officer Purchase Stores
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3.2 Terms and definitions
Quality Manual
For the purpose of this QMS, the definitions given in ISO 9000:2005 and ISO 10006:2003 shall apply. Definitions of important terminology are given below (reproduced from the referred standards). 1) 2) 3) 4) 5) 6) 7) 8) 9)
Activity smallest identified item of work in a project process. Audit Systematic, independent and documented process for obtaining audit evidence and evaluating it objectively to determine the extent to which audit criteria are fulfilled. Capability ability of an organization, system or process to realize a product that will fulfill the requirements for that product. Characteristic Distinguishing feature Client A person or a company or a department who engages the professional advice or services of another. Competence Demonstrated ability to apply knowledge and skills. Concession Permission to use or release a product that does not conform to specified requirement. Conformity Fulfillment of a requirement. Continual Improvement Recurring activity to increase the ability to fulfill the requirements. Note: The process of establishing objectives and finding opportunities for improvement is a continual process through the use of audit findings and audit conclusions, analysis of data, management reviews or other means and generally leads to corrective action or preventive action.
10) Corrective Action Action to eliminate the cause of a detected nonconformity or other
undesirable situation.
11) Correction Action to eliminate a detected nonconformity. 12) Customer Organization or person that receives a product.
Note: A customer can be internal or external to the organization.
13) Customer satisfaction customers perception of the degree to which the customers
requirements have been fulfilled. Note 1: Customer complaints are a common indicator of low customer satisfaction but their absence does not necessarily imply high customer satisfaction. Note 2: Even when customer requirements have been agreed with the customer and fulfilled, this does not necessarily ensure high customer satisfaction.
14) Defect Non-fulfillment of a requirement related to an intended or specified use. 15) Design and Development Set of processes that transform requirements into specified
characteristics or into the specifications of a product, process or system.
16) Deviation Permit Permission to depart from the originally specified requirements of a product
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17) Document Information and its supporting medium.
Quality Manual
18) Effectiveness Extent to which planned activities are realized and planned results achieved. 19) Efficiency Relationship between the results achieved and the resources used. 20) Inspection - Conformity evaluation by observation and judgment accompanied as appropriate by
measurement, testing or gauging.
21) Interested Party Person or group having an interest in the performance or success of an
organization (e.g. Customers, owners, people in the organization, suppliers, bankers, unions, partners or society).
22) Management Coordinated activities to direct and control an organization. 23) Management system system to establish policy and objectives and to achieve those
objectives. Note: Management System of an organization can include different Management systems, such as a quality management system, a financial management system or an environmental management system.
24) MoU Memorandum of understanding that is a document containing agreed terms and
conditions between two or more parties which also includes side letters i.e., subsequent correspondence which will form a part of MoU.
25) Non-conformity Non-fulfillment of a requirement. 26) Objective Evidence Data supporting the existence or veracity of something. 27) Process Set of inter-related or interacting activities, which transforms inputs into outputs.
Note 1: Inputs to a process are generally outputs of other processes. Note 2: Processes in an organization are generally planned and carried out under controlled conditions to add value. Note 3: A process where the conformity of the resulting product cannot be readily or economically verified is frequently referred to as a special process.
28) Procedure Specified way to carry out an activity or a process. 29) Product Result of a process
Note 1: There are four generic product categories such as Services (E.g. transport), Software (E.g. Computer programme, dictionary), Hardware (E.g. Engine mechanical part) and Processed Materials (E.g. Lubricants) Note 2: In KSPHC, product includes buildings constructed / maintained by it and the services offered by KSPHC such as Project Monitoring Services.
30) Progress evaluation assessment of progress made on achievement of the project objectives 31) Project Unique process consisting of a set of coordinated and controlled activities with start
and finish dates, undertaken to achieve an objective conforming to specific requirements, including the constraints of time, cost and resources.
32) Project management planning, organising, monitoring, controlling and reporting of all aspects
of a project and the motivation of all those involved in it to achieve the project objectives. Page 7
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33) Project management plan document specifying what is necessary to meet the objective(s) of
the project.
34) Preventive action Action to eliminate the cause of a potential nonconformity or other
undesirable potential situation.
35) Purchase - to obtain by paying money or its equivalent 36) Qualification Process Process to demonstrate the ability to fulfill specified requirements.
Note: Qualification can concern persons, products, processes or systems.
37) Quality degree to which a set of inherent characteristics fulfils requirement

Note 1: The term quality can be used with adjectives such as poor, good or excellent Note 2:Inherent, as opposed to assigned, means existing in something, especially as a permanent characteristic.
38) Quality Assurance Part of quality management focused on providing confidence that quality
requirements will be fulfilled.
39) Quality Characteristic Inherent characteristic of a product, process or system related to a

requirement.
40) Quality Control Part of quality management focused on fulfilling quality requirements. 41) Quality Improvement Part of quality management focused on the increasing the ability to fulfill
the quality requirements. Note: The requirements can be related to any aspect such as effectiveness, efficiency or traceability.
42) Quality Management Coordinated activities to direct and control an organization with regard to
quality. Note: Directions and control with regard to quality generally includes establishments of quality policy and quality objectives, quality planning, quality control, quality assurance and quality improvement.
43) Quality Management System Management system to direct and control an organization with
regard to quality
44) Quality Manual Document specifying the quality management system of an organization. 45) Quality Objective Something sought, or aimed for, related to quality.
Note 1: Quality Objectives are generally based on the organizations quality policy. Note 2: Quality objectives are generally specified for relevant functions and levels in the organization.
46) Quality Plan Document specifying which procedures and associated resources shall be
applied by whom and when to a specific project, product, process or contract.
47) Quality Planning Part of Quality management focused on setting quality objectives and
specifying necessary operational processes and related resources to fulfill the quality objectives. Note: Establishing quality plans can be part of quality planning.
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48) Quality Policy Overall intentions and direction of an organization related to quality as formally
expressed by top management. Note 1: Generally the quality policy is consistent with the overall policy of the organization and provides a framework for the setting of quality objectives. Note 2: Quality Management principles presented in this international standard forms the basis for the establishment of the quality policy of the organization.
49) Record - anything (such as a document or a photograph) providing permanent evidence of or

information about past events; it also includes documents in digital form
50) Repair Action on a nonconforming product to make it acceptable for the intended use. 51) Requirement need or expectation that is stated, generally implied or obligatory. 52) Review Activity undertaken to determine the suitability, adequacy and effectiveness of the
subject matter to achieve established objectives.
53) Re-work Action on a nonconforming product to make it conform to the requirements. 54) Scrap Action on a nonconforming product to preclude its originally intended use. 55) Side letter Any correspondence between KSPHC and other outside agencies which forms part
of agreement document.
56) Specification Document stating requirements. 57) SR Schedule of rates of respective PWD Circles 58) Supplier Organisation or person that provides a product (A producer, distributor, retailer or
vendor of a product, or a provider of a service or information; in contractual situation, a supplier is sometimes called a contractor; in the context of projects, contractor or subcontractor is often used in place of supplier). Note: A supplier can be internal or external to the organization.
59) System set of interrelated or interacting elements 60) Test Determination of one or more characteristics according to a procedure. 61) Top Management Person or group of people who direct and control an organization at the
highest level. (in case of KSPHC, it is Board of Directors represented by CMD).
62) Top Management Committee A sub committee of top management consisting of Chairman
and Managing Director, Executive Director, Chief Engineer and Financial Advisor to review the detailed QSPs and implement the same through out the Corporation. Further it also consists of the Management Representative and also the Chief co ordinator for implementation of QMS as its co opted members.
63) Traceability Ability to trace the history, application or location of that which is under
consideration.
64) Validation Confirmation, through the provision of objective evidence, that the requirements for
a specific intended use or application have been fulfilled.
65) Verification Confirmation, through the provision of objective evidence, that specified
requirements have been fulfilled.
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4 4.1 Quality Management system (QMS) General requirements
Quality Manual
The Quality Management System is established, documented, implemented and maintained and its effectiveness is continually improved in accordance with adopted management system standard. While developing QMS following are ensured: a) Determination of the processes needed for the management system and their application throughout the organization (no exclusions are made), b) Determination of the sequence and interaction of these processes, c) Determination of criteria and methods needed to ensure that both the operation and control of these processes are effective, d) Availability of resources and information necessary to support the operation and monitoring of these processes, Monitoring, measurement and analysis of these processes are carried out, and actions necessary to achieve planned results and continual improvement of these processes are implemented appropriately. These processes are managed in accordance with the requirements of QMS standard. Processes needed for the quality management system referred to above include processes for management activities, provision of resources, product realization and measurement. AT KSPHC, Management of Construction Projects is the core business operation. The construction activity is contracted to competent contractors. However, the project monitoring and control is taken care by the respective Divisions / Sub-divisions. In support of this, quality monitoring activity is performed by appointed agencies and this is carried out in addition to quality control activities performed by the contractors as part of construction contracts. Controls over outsourced processes are exercised to ensure achievement of organizational objectives.
4.2 4.2.1
Documentation requirements General
The quality management system documentation include a) Documented statements of Quality Policy and Quality Objectives b) Quality Manual,
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c) Documented procedures and controls required by ISO 9001:2008 standard, d) Documents that are determined to be needed by the organization to ensure the effective planning, operation and control of its processes, and e) Records required by the adopted management system standard and those determined by the organization. 4.2.2 Quality Manual
This Quality Manual provides a broad overview of the KSPHC system practices and it includes details of: a) The scope of the quality management system (none of the elements of clause 7 are excluded), b) The references of documented procedures established for the quality management system (referred under relevant clause numbers), and c) A description of the interaction between the processes of the quality management system (see Annex 1). 4.2.3 Control of documents
A procedure has been established for controlling all documents required by the QMS. The procedure defines the controls needed to a) approve documents for adequacy prior to issue, b) review (periodically and/or when necessary) and update as necessary and reapprove the documents, c) ensure that changes and current revision status of documents are identified, d) ensure that relevant versions of applicable documents are available at points of use, e) ensure that documents remain legible and readily identifiable, f) ensure that documents of external origin determined by KSPHC to be necessary for the planning and operation of QMS are identified and their distribution is controlled, and g) prevent the unintended use of obsolete documents and apply suitable identification if they are retained for any purpose. MR (QMS) maintains Master list of documents QMS/ML/01 which indicates the latest revision status of all QMS documents, and a list of controlled copyholders of various QMS
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documents. The documents are issued / controlled and maintained in soft copy / hard copies as described in the procedure for control of documents. Applicable procedure: QSP 01 Control of documents. 4.2.4 Control of records QMS records are established and maintained to demonstrate the conformity to the requirements of QMS standard. Documented procedure has been established and maintained for the identification, maintenance, retrieval, retention and disposal of QMS records. Relevant legal and/or Regulatory requirements are taken in to account while determining the controls for records. Applicable procedure: QSP 02 Control of records
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5 5.1 Management Responsibility Management Commitment
Quality Manual
Top management of KSPHC is committed to the development and implementation of the Quality Management System and to continually improve its effectiveness. It has established its Vision, Mission and quality policy (see Clause 5.3) and objectives, which form the basis for developing, implementing, monitoring and controlling the quality systems and to provide resources for this achievement. For ensuring effectiveness and continual improvements of the QMS, the importance of Quality Policy and Quality Objectives, Customers requirements, applicable statutory and regulatory requirements for the product is communicated within the organization. The continuing suitability of QMS is assessed though management reviews.
5.2
Strategic process
Top management of KSPHC has developed its Quality Management System based on the application of quality management principles.
5.2.1 Customer focus KSPHC is aware of the fact that its product (buildings) and services (e-tendering and ecommerce, project monitoring) contribute to the well being of personnel in their living and work area, which influences public duties performed by them. Secondly, as public money is being spent, KSPHCs performance is accountable to public and the public is the prime interested party in the performance of KSPHC. For this reason, KSPHC maintains transparency in its activities and provides relevant information to public through its portal (visit www.ksphc.org).
To maintain Quality, transparency, cost and time optimization are the permanent objectives of KSPHC in all its activities. While determining the balance between time or cost and product (buildings) quality, potential impacts on the project is evaluated, taking into consideration customers requirements.
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5.2.2 Leadership
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Top management of KSPHC has established unity of purpose and direction of the organization. KSPHC provides and maintains the internal environment in which people can become fully involved in achieving the organizations objectives.
For each of the project taken by KSPHC, Executive Engineer (EE) of a particular division is treated as the Project Manager. The Executive Engineer is vested with the defined responsibility and requisite authority for managing the project.
The top management of KSPHC assumes leadership in creating a culture for quality By setting the quality policy and identifying the objectives (including the quality objectives) for the project, By providing the infrastructure and resources to ensure achievement of project objectives, By providing an organizational structure conducive to meet project objectives, By making decisions based on data and factual information, By empowering and motivating all project personnel to improve the project processes and product, and By planning for future preventive actions.
5.2.3
Involvement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit. The top management of KSPHC strives to enhance the involvement of people by encouraging through various means such as recognitions, rewards, suggestion schemes etc.,
At KSPHC, personnel have well-defined responsibility and authority for their participation in the projects. The authority delegated to the project participants correspond to their responsibility.
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In order to improve the performance, top management of KSPHC envisages and provides appropriate tools, techniques and methods to the personnel to enable them to monitor and control the processes.
5.2.4 Process approach A desired result is achieved more efficiently when activities and related resources are managed as a process.
KSPHC has identified all the processes of its business. The key processes of the Quality Management System, their sequence and interactions are briefly illustrated in Annex A. Further, project processes have been identified and documented (relevant procedures are referenced under product realization processes. The originating organization (e.g., Govt. of Karnataka, Police department, Prisons department, Forest department) may communicate the experience gained in developing and using its own processes, or those from its other projects to KSPHC (the project organization). KSPHC takes into account this experience when establishing the projects processes and exchanges with the user an instrument / document setting forth the parameters and responsibilities and deliverables of the project. In this instrument, KSPHC sets over the processes that are unique to the project, By identifying the appropriate processes for the project, By identifying the inputs, outputs and the objectives for the projects processes, By identifying the process owners and establishing their authority and responsibility, By designing the projects processes to anticipate future processes in the life cycle of the project, and By defining the interrelations and interactions among the processes.
Process effectiveness and efficiency are assessed through internal (KSPHC) or external review. Where and to the extent possible, assessments are made by benchmarking or evaluating the processes against a maturity scale. Maturity scales typically range in degrees of maturity from no formal system to best-in-class. KSPHC intends to implement, as a part of continual improvement, appropriate maturity models developed from different applications.
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5.2.5 System approach to management
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Identifying, understanding and managing interrelated processes as a system, contributes to the organizations effectiveness and efficiency in achieving its objectives. In general, the system approach to management allows for the coordination and compatibility of an organizations planned processes and a clear definition of their interfaces.
KSPHC carries out each project as a set of planned, interrelated and interdependent processes. KSPHC, the project organization, defines and links the processes needed, to integrate and manage them as a system aligned with the originating organizations overall system (where necessary).
5.2.6 Continual Improvement Continual improvement of the organizations overall performance is a permanent objective of the organization. The cycle of continual improvements is based on Plan-Do-Check-Act (PDCA) concept.
KSPHC assumes as its responsibility to continually improve the effectiveness and efficiency of the processes for which it is responsible. Management of projects is treated as a process rather than an isolated task. The established Quality Management System enables it to record and analyze the information gained during a project, for use in a continual improvement process. Internal / external audits and assessments are valued as a source to identify opportunities for improvement.
5.2.7
Factual approach to decision making
Effective decisions are based on analysis of data and information
Information about the projects progress and performance are recorded using web-based project monitoring system. Performance and progress evaluations are carried out in order to assess the project status. The information from performance and progress evaluations are analyzed to make effective decisions regarding the project and for revising the project management plan. Information from project closure reports of previous projects are appropriately analyzed and used to support the improvement of current or future projects.
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5.2.8 Mutually beneficial supplier relationships
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An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.
KSPHC defines its strategies for obtaining external products / services (services of contractors); where required it collaborates with contractors for defining its strategies, especially in the case of project of long duration and of multiple / complex phases.
KSPHC evaluates and determines suppliers ability to meet its requirements for processes and products, and takes into account the customers preferred suppliers or selection criteria where required.
KSPHC supports its suppliers including contractors technically and financially within the limits of companys policy and procedural limitations; this includes for example, training its contractor on usage of web-based PMS, advising about the external laboratory services available for testing and calibration, providing financial advances for those who fulfill the prescribed companys criteria, etc.,
5.3
Vision, Mission and the Quality Policy
KSPHC has established its vision, mission and quality policy as part of its strategic business management and to excel as one among the best-organized Government Organization in providing services. This provides a framework for establishing and reviewing quality objectives. The top management ensures that the organizations vision, mission and the quality policy is communicated and understood within the organization. Organizations vision, mission and the quality policy is reviewed at appropriate times for its continuing suitability.
In the following page, the full text of Organizations vision, mission and quality policy is reproduced from approved document. This document is subject for top managements periodical review at least once every two years and it is revised and updated as necessary.
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Karnataka State Police Housing Corporation Limited
OUR VISION To organize ourselves as total quality people to achieve world-class standards in all our endeavours, and be a role-model for excellence in public service
MISSION Karnataka State Police Housing Corporation Limited (KSPHCL) commits itself to continually improving the competence of its personnel to meet the changing needs of business for e-governance, and shall implement total e-governance in phases for all business facets, ensuring complete transparency and the right of the public to obtain information Construction of buildings and providing services, according to specifications, will be carried out by fulfilling intended user requirements, ensuring optimized quality and achieving sustainable development KSPHC shall comply with ISO 9001 Quality Management Systems, and continually improve the efficiency of the system processes and contribute to the optimal utilization of the project resources in a cost-effective and timely manner
QUALITY POLICY KSPHC is committed to innovatively building for better Police-community relations by adhering to total transparency and right to information and striving continually to provide improved quality products and services that are cost-effective and delivered in time.
1st January, 2005 Bangalore
Sd/Chairman & Managing Director
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5.4 5.4.1 Planning Quality Objectives
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With the aim of achieving the quality policy, to achieve continual improvement, Quality objectives are established at relevant functions and levels within the organization (refer to document CMD / QMS / QO / 01). These objectives are measurable and are consistent with the companys quality policy. Quality objectives are time-bound target achievements and hence, document CMD / QMS / QO / 01 is prepared for every financial year. It is periodically reviewed and revised as appropriate, at least once a year. The Board reviews annually the records of continual improvement, plan and sets the standards and objectives to be followed in the subsequent years.
5.4.2
Quality management system planning
The Quality Management System planning is carried out considering the required resources that are necessary to provide checks and controls within the processes of the Quality Management System. These are documented in the QMS documentation at various levels and are subjected to periodical review for ascertaining their continued suitability and effectiveness. The integrity of Quality Management System is maintained whenever changes to the Quality Management System are planned and implemented.
5.5
Responsibility, authority and communication
5.5.1
Responsibility and authority
Organization Chart is given Annex 2. Process owners responsible for various processes of QMS are given in Annex 3 - Responsibility and authorities of personnel. Responsibility and authorities are further described in relevant quality system procedures.
5.5.2
Management representative
Top Management (C&MD / ED) appoints the Management Representative and the Chief Coordinator-QMS through an office order. The Management Representative (M.R) will be a
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member of organizations own management. M.R will be assisted by Chief Coordinator QMS who will support M.R in all his/her endeavours. The Management Representative is assigned with the additional responsibility and authority for:
a) Ensuring that processes needed for the Quality Management System are established implemented and maintained.
b) Reporting to top management of the performance of the Quality Management System and any need for improvement, and
c) Ensuring the promotion of awareness of customer requirements throughout the organization.
5.5.3
Internal communication
KSPHC strongly believes that internal communication regarding the effectiveness of the Quality Management System will aid in the organizations performance improvements and directly involves its people in the achievement of quality objectives. For this one or more of the following methods are used:
Management-led communication in work areas, team briefings and other meetings Notice Boards, E-mails, Bulletin boards, Discussion Forumetc Employee suggestion schemes
5.6
Management Review
5.6.1 General The CMD / Executive Director ensure review of the Quality Management System at least once in 6 months to assess its continuing suitability, adequacy and effectiveness. A report is placed before the Board of Directors annually giving the status and suggestions for improving of quality objectives. The decisions of the Board of Directors are in turn implemented within the corporation.
CMD, Executive Director, Chief Engineer, Financial Advisor, MR and CC-QMS will evaluate the need for changes to the organizations Quality Management System, including quality
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policy and quality objectives. Other personnel appropriate and required for the specific review subject will be invited.
5.6.2
Review input
MR and CC-QMS collect & compile the data from process owners and provide following information as the input for management review which include information on
a) Follow-up actions from previous management reviews b) Results of QMS audits, c) Customer feedback, d) Process performance and product conformity e) Progress evaluations of projects* f) Status of preventive and corrective actions, g) Changes (proposed) that could affect the Quality Management System, h) Recommendations for improvement, and i) Progress made in respect of achieving quality policy and quality objectives set at functional levels (depending upon the target time set) and its continuing suitability.
5.6.3
Review output
MR / CC-QMS will record the management review details and maintain it. MR / CC- QMS will communicate to all concerned about the decisions and actions related to a) Improvement of the effectiveness of the QMS and its processes, b) Improvement of product related to customer requirements (identified & perceived requirements) c) Resource needs.
Applicable procedure: QSP 05 - Management Review
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6 6.1 Resource management Provision of resources - General
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Top Management determines and provides the resources needed a) To implement and maintain the Quality Management System and to continually improve its effectiveness, and b) To enhance customer satisfaction by meeting requirements.
The resources required for the effective management of Quality System in the organization include the following: 1) Financial resources 2) Human resources 3) Infrastructure and 4) Work environment
6.1.1
Financial resource
One of the important activities to avoid time and cost overrun in any project is dependent upon proper finance management. In this regard, KSPHC has put in a system to achieve the desired results and the processes identified towards achieving the desired results are: Preparation of annual budget Accounting of all the financial transactions Compliance to statutory requirements Finalization of accounts
6.1.1.1 Preparation of annual budget In this process, the proposed projects to be taken up in the succeeding financial year based on the requirement of user departments are reviewed. The financial implications are worked out for the proposed projects to be taken up during the next financial year in the last quarter of the preceding year. Further the financial resources required to meet the expenditure towards other related resources required along with the infrastructure necessities are also forecast. As this process is multi-disciplinary activity the reviews are performed along with
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project and other relevant functional heads to ensure that sufficient and timely resources are available to meet the project objectives.
6.1.1.2 Accounting of all the financial transactions KSPHC has put in an accounting process for all its financial transactions, which are transparent. It has put in a process for proper accounting of all the financial transactions to facilitate providing of information to all its stakeholders including the general public. A system for internal Audit and AGs audit has been established to ensure proper verification and accounting of all the financial transactions.
6.1.1.3 Compliance to statutory requirements KSPHC functions under the provisions of the Companies Act, 1956 and other applicable statutes like Income Tax Act, Sales Tax Act, PWD Finance Code and Government orders / Circulars issued from time to time. The KSPHC has formulated suitable process and has documented the same.
6.1.1.4 Finalization of accounts KSPHC has put in a process for finalization of accounts as per the provisions of Companies Act, 1956 and applicable accounting standards as issued by the Institute of Chartered Accountants of India from time to time. It has established a process for conducting of statutory audits and supplement by audit from the officers of Accountant General.
6.1.2
Financial Resource control
Reviews are performed along with project and other relevant functional heads to ensure that sufficient resources are available to meet the project objectives. Deviations from the resource plans are identified, analyzed, acted upon and recorded. Decisions on actions to be taken are made after considering the implications for other project processes and objectives. Changes that affect the project objectives are agreed with the customer and relevant interested parties before implementation. Revisions of forecasts of resource requirements are coordinated with other project processes when developing the plan for remaining work.
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Root causes for shortages or excesses in resources are identified, recorded and used as input for continual improvement. Applicable procedure: QSP 06 - Finance management
6.2
Human processes
6.2.1 General Initially, the human resource requirements of the company has been determined as given in State Gazette notification dated 28 January 1995 and amended form time to time (Main section 4, sub-section 2-C (i)) No.57), as per Government of Karnatakas order No. HD 209 PO PE SE 94 dated 27.01.1995. The top management of KSPHC identifies and determines the resources needed for the project (on-hand as well as potential) and get necessary sanction for it from appropriate authority. Top management, with the help of establishment section (AAO) plan and indicate how, and from where, resources will be obtained and allocated. If applicable, this planning also includes the manner of disposition of excess resources. The plans are made suitable for resource control.
The Top Management and other relevant functional heads verify the validity of the inputs to resource planning. The stability, capability, and performance of organizations supplying resources (e.g. KPWD, KPC, etc.,) are evaluated along with the capability and suitability of personnel who are being inducted. Pre-induction verification of the suitability and postinduction training to fulfill the perceived gaps in skills required would be arranged by the Top Management together with the familiarization programme.
Personal attributes are considered in the selection of project personnel. Special attention is given to the competence requirements of key personnel.
The assignment of personnel to specific jobs or roles are confirmed and communicated to all concerned. The overall performance, including the effectiveness and efficiency of personnel in their job assignments, are monitored to verify that the assignments are appropriate. Based on results, appropriate actions are taken such as re-training or recognizing achievement.
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6.2.2 Competence, training and awareness
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recognizes the importance of identifying & imparting training needed for its
personnel to ensure effective operation / performance of QMS.
A procedure has been established, implemented & maintained for the identification and provisioning of training needs to ensure that: a) the necessary competence for personnel performing work affecting conformity to product requirements are determined, b) where applicable, training or other actions are taken to achieve the necessary competence, c) the effectiveness of the actions taken is evaluated, d) personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives, and e) appropriate records of education, training, skills and experience are maintained Applicable procedure: QSP 08 - Human resource development
6.3
Infrastructure
Top Management considers the needs for providing or changing the infrastructure through reviewing the present and future needs of the business. Management review will be one of the platforms that provide further inputs. With this, they determine the actual needs and provide it. Functional Heads ensure proper maintenance of the infrastructure provided. Applicable procedure: QSP 10 - Infrastructure maintenance
6.4
Work environment
Through formal or informal methods, Top Management ascertains the requirements pertaining to work environment, which are necessary for achieving conformity to product requirements and ensure its provisioning.
Work environment for construction are process specific and these requirements are taken care by providing necessary instructions to contractors by incorporating in the tender conditions itself.
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7 Product realization
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KSPHC is a Government owned company, which is entrusted with such works as Government feels and as set out in Memorandum of Association and KSPHC in turn gets these projects executed through registered agencies as required.
In this section, the clauses of ISO 9001 - pertaining to product realization is integrated with those of ISO 10006 to provide an integrated system that fulfills the KSPHC Quality Management System. Further, since Clause 7.1 and 7.5 is common to many of the functions, descriptions given under these clauses are not exhaustive. The relevant QSP will provide more details.
7.1
Planning of product realization
In order to realize product that would fulfill product quality requirements, all necessary processes have been identified and established giving due consideration for the following as appropriate:
a) Quality objectives and requirements for the product; b) The need to establish processes, documents, and provisioning of resource specific to the product; c) Required verification, validation, monitoring, inspection, and test activities specific to the product and criteria for product acceptance; d) Records needed to provide evidence that the realization processes and the resulting product fulfill requirements
The seven project management process groupings (ISO 10006:2003) necessary to produce the projects product are as follows: 1) 2) 3) 4) 5) 6) 7) Interdependency-related processes Scope-related processes Time-related processes Cost-related processes Communication-related processes Risk-related processes, and Purchasing-related processes
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Requirements of elements of above stated processes are integrated with the requirements of ISO 9001 elements in the following clauses.
7.2 7.2.1
Customer related processes Determination of requirements related to the product
KSPHC mainly executes construction projects for its client organizations; thus its chief products are buildings and services. Other products and services are as set out in the Memorandum of Association and / or as decided by the Board.
KSPHC always strives to add value to its products and services. Every effort is made in order to identify and fulfill the requirements of these products/ services. Requirements related to product are determined by various means. This includes, but is not limited to,
1) 2)
Available standards published by the National / International organizations related to construction and related subjects, Determining customer expectations for the product by a) Analysing product features and value with that of competitors products, b) Enhancing products value for the money optimizing Quality-Cost relationship c) Considering cultural and other needs of product users, d) Changing needs and future projected expectations of the customers e) Attending various conferences related to technical advances in product and project management and also by referring to available literature and consulting experts.
While planning for the execution of projects, following points are considered: a) Requirements specified by the customer including the requirements for delivery, post-delivery activities and for maintenance purposes. b) Requirements not stated by the customer but necessary for specified or intended use where known, c) Statutory and regulatory requirements related to the product if any (e.g., stipulated requirements by the local / regional authorities such as corporations, municipal councils, act and rules related to construction and related activities etc.,), and d) Any additional requirements determined by the organization
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7.2.1.1 Concept development
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Customer needs and expectations for product and processes, both stated and generally implied, are translated into documented requirements, including statutory and regulatory aspects which, when required by the customer, are mutually accepted.
Other stake holders are identified and their needs established. These are translated into documented requirements and, where relevant, accepted by the customer.
7.2.2
Review of requirements related to the product.
SUPERINTENDING ENGINEER (HQ & S) and Executive Engineer (Quality / Contracts) review the contract requirements related to the product. This review is conducted prior to the organizations commitment to supply a product to the customer to ensure that, a) b) c) Product requirements are defined, Order requirements differing from those previously expressed are resolved, and, The organization has the ability to meet the defined requirements.
Records of the result of the review and action arising from the reviews are maintained. KSPHC has identified all the processes of its business. The key processes of the Quality Management System, their sequence and interactions are briefly illustrated in Annex 1. Further, project processes have been identified and documented (relevant procedures are referred in Annex A under product realization processes. The originating organization (e.g., Govt. of Karnataka, Police department, Prisons department, Forest department) may communicate the experience gained in developing and using its own processes, or those from its other projects to KSPHC (the project organization). KSPHC takes into account this experience when establishing the projects processes and exchanges with the user an instrument / document setting forth the parameters and responsibilities and deliverables of the project. In this instrument KSPHC set out the processes that are unique to the project.
7.2.2.1 Scope development and control When developing the project scope, the characteristics of the projects product are identified and documented in measurable terms and as completely as is possible. These characteristics are used as the basis for design and development. Project management plan,
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which makes reference to the quality plan, specifies how these characteristics will be measured or how their conformity to the customers and other requirements of the other stakeholders will be assessed. KSPHC ensures that product and process characteristics are traceable to the documented requirements of the customer and other stakeholders.
When alternative approaches and solutions are considered during scope development, supporting evidence (including the analysis performed and other considerations used) are documented and referred in the scope.
Where the customer provides no documented statement of requirement, the customer requirements are confirmed before acceptance.
7.2.2.2 Change management Change management covers the identification, evaluation, authorization, documentation, implementation and control of change. Before a change is authorized, the intent, extent and impact of the change are analyzed. Those changes that affect the project objectives are agreed with the customer and other relevant stakeholders. Change management takes the following into account: Managing changes to project scope, project objectives, and to the project management plan; Coordinating changes across inter-linked project processes and resolving any conflicts.
Changes may result in negative impacts (e.g. claims) on the project and are identified as soon as possible. The root causes of negative impacts are analyzed and the results used to produce prevention-based solutions and implement improvements in the project process.
Where Product requirements are changed, it is ensured that relevant documents are amended and concerned department / personnel are made aware of the change in requirement.
7.2.3
Customer communication
Concerned Superintending Engineer ensures implementation of effective communication established (as described in the procedure QSP 12) for communicating with customer in relation to
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a) b) c) Product information, Enquiries, and Customer feedback, including customer complaints
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7.2.3.1 Communication planning KSPHC ensures that appropriate communication processes are established for the project, and that communication takes place regarding the effectiveness and efficiency of the Quality Management System.
Communication planning takes into account the needs of the originating organization, customers and other stakeholders, and should result in a documented communication plan.
This communication plan defines the information that will be formally communicated, the media used to transmit it and the frequency of communication. The requirements for the purpose, frequency, timing and records of meetings are defined in the communication plan.
The format, language and structure of project documents and records as far as possible in digital form are planned to ensure compatibility. The communication plan defines the information management system, identify who will send and receive information, and reference to the relevant document control, record control and security procedures. The format for progress evaluation reports is designed to highlight deviations from the project management plan.
Applicable Procedure: QSP 12 - Project Management 7.3 7.3.1 Design and development Design and development planning
Superintending Engineer- [SE- (HQ & S)] plans and controls the design and development of product designed specifically for the customer (originating organization) requirements that is provided / specified in Memorandum of Understanding or other customer communication. SE- (HQ & S) coordinates with originating organization or their representative for the development of product and determine
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a) b) c) The product development stages
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The review, verification and validation that are appropriate to each stage of product development The responsibilities and authorities for various development activities.
SE- (HQ & S) manages the interface between different groups involved in the development of project management plan to ensure effective communication and clear assignment of responsibility and fulfilling of liaison requirements.
Design development planning is updated, as appropriate, as the development progresses. Design development plan is referred in the project management plan. 7.3.2 Design and development inputs
SE- (HQ & S) or his designated representative determines inputs relating to the product requirements. Records of design inputs are maintained. The inputs include a) b) c) Product characteristics, Applicable statutory and regulatory requirements, (if any), and Where applicable, information derived from previous similar products and other requirements essential for product development
These inputs are reviewed for adequacy to ensure that requirements are complete, unambiguous and not in conflict with each other.
7.3.2.1 Conceptual design for customer approval Customer needs and expectations for product and processes, both stated and generally implied, are translated into documented requirements, including statutory and regulatory aspects after being reviewed by the customer and mutually accepted. Based on this, conceptual drawings are made and sent to customer for approval. The approved conceptual drawings are used as design input to develop design outputs and a set of approved drawings is made available to the customer for record. The executing agency is required to follow these drawings faithfully. Any difficulty encountered during execution will be brought to the notice of KSPHC by the agency for immediate resolution in consultation with customer
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7.3.2.2 Time related issues (constraints) as design inputs
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The time related processes aim to determine dependencies and the duration of the activities and to ensure timely completion of the project. The constraint of project time (duration) is taken into account while designing the product or process specifications (for example, using quick setting methods / materials to avoid time-overrun). Any time spent on obtaining statutory and regulatory licenses is to be excluded from the project time, as it is the duty of the customer to obtain these licenses.
7.3.2.3 Risk identification and assessment as input to design Risk identification is performed at the initiation of the project when significant decisions are made. Experience and historical data from previous projects are used for this purpose. The output of this process is recorded as a part of design input records. Examples of risk identification land condition, surrounding environmental conditions, potential natural risks, and applicable current and anticipated statutory and regulatory requirements.
Risk assessment is the process of analysing and evaluating identified risks to the project processes and to the projects product.
A quantitative and / or qualitative analysis is made for the risks identified and the risk assessment results are used as design input.
7.3.3
Design and development outputs
The product development outputs are provided in a form that enables verification against the development input and are approved before release. SE- (HQ & S) reviews the product development outputs to ensure that they a) b) c) d) Meet the input requirements for product development,
Provide appropriate information for purchasing (contracting) and construction activities, Contain or reference product acceptance criteria, and Specify the characteristics of the products that are essential for its safe and proper use.
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7.3.4 Design and Development Review
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At suitable stages, systematic reviews of product development are performed in accordance with planned arrangements (documented in design and development plan). a) To evaluate the ability of the results of design & development to meet requirements, and b) To identify any problems and propose necessary actions. Participants in such reviews include the representatives of functions concerned (client, if necessary) with the design and development stage that are being reviewed. Records of the results of the reviews and action taken are maintained.
7.3.5
Design and Development Verification
Verification is performed in accordance with the procedure to ensure that product development outputs have met the product development input requirements. Records of the results of the verification and action taken are maintained.
7.3.6
Design and Development Validation
It is impracticable to validate the projects product (buildings) before its delivery. However, product characteristics and related process specifications are established using proven data or using a national / international standard. In addition to this, complaints received regarding product / product performance during the maintenance period, subsequent action taken to resolve it are correlated with relevant monitoring and measurement data to determine deficiency in product / process specifications. This information is analysed to determine the design related deficiency and to validate the design.
7.3.7
Control of Design and Development changes
The changes identified during any stage of design and development cycle are reviewed, verified and validated, as appropriate, and approved before implementation. The review of product development changes includes evaluation of the effect of the changes on the product already delivered (i.e., in case of similar previous projects such mistakes that have happened will be identified and evaluated to initiate necessary action).
Records of the results of the review of changes and any necessary actions are maintained.
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Applicable procedures: 1) 2) 3) QSP 13 - Design and development QSP 14 - Eco-friendly measures QSP 15 - Energy saving and other alternatives
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7.4
Purchasing
7.4.1 Purchasing process At KSPHC, the core business element is contractor control activity since the project is generally contracted and executed. Also, the purchase activity carried out by the organization for supporting administrative and for providing infrastructure and related maintenance services are covered under this process. The purchase activities are being carried out through tendering process.
The purchase-related processes deal with obtaining finished product (building) and also other products/ services required by the organization. The purchase-related processes are
a) Purchase planning and control, b) Registration of suppliers (open ended process), c) Documentation of purchase requirements, d) Supplier evaluation, e) Contracting, and f) Contract control.
7.4.1.1 Purchase planning and control For projects, which are administratively approved by the competent authority, and for which expenditure has been sanctioned, the estimates are prepared by the Concerned Executive Engineer, based on the Schedule of Rates (SR) wherever applicable to a particular circle. These estimates are subjected to technical approval / sanction by competent authority. In case the project is under deposit contribution scheme, clients approval is sought for the estimate. These technically cleared estimates form the basis for purchase planning and further activities.
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The purchase activities carried out by the organization for supporting administrative and for providing infrastructure and related maintenance services are carried out by functional Heads within the ambit of the powers delegated.
7.4.1.2 Registration of suppliers For any supplier carrying out business with KSPHC, registration with KSPHC is a prerequisite. This registration process is an open ended process which can be done by the suppliers either through on-line or through direct approach. 7.4.1.3 Documentation for purchase Each project taken by KSPHC is treated as unique since project characteristics are generally unique. The designated functional heads prepare following documentation for purchase.
a) Notice inviting tenders including terms and conditions and pre-qualifying criteria for suppliers (for the project under consideration) b) Tender documents
E-tendering system is also in vogue. Where and to the extent possible, this facility will be utilized.
7.4.1.4 Purchase Procedure Purchase process is carried out in the following stages.
Evaluation of intending suppliers Approval of eligible suppliers by competent authority Issue of tender documents Pre-bid meeting whenever required Training to prospective suppliers in case of e-tendering Receipt of offers Evaluation of offers Approval of the supplier by the competent authority Issue of letter of acceptance Entering into contract
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7.4.2 Purchase information
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Purchase information describes the product to be purchased, including where appropriate a) Requirements for approval of product, procedures, processes and equipment, b) Requirements for qualification of personnel, and c) Quality management system requirements.
KSPHC will ensure the adequacy of specified purchase requirements prior to their communication to the supplier.
7.4.3
Verification of purchased product
Purchase activities are carried out against purchase documents. In case of construction activities, it is dealt in detail under clause number 7.5.1 (Control of production and service provision).
In case of construction activities, Contract control starts with the issue of letter of acceptance. Web based project monitoring system has been established to assist in contract control. Contract control includes the establishment of appropriate contractual relationships and the integration of the outputs for overall management of the project.
Supplier performance is monitored continuously to ensure it meets contract conditions. The results of monitoring are provided to suppliers to initiate necessary corrective actions.
Prior to contract closure, it is verified that all contract conditions have been met and that feedback on supplier performance has been obtained to update the register of approved suppliers. This data is used for future evaluation or determining re-evaluation of the suppliers.
Applicable procedure: 1) 2) QSP 16 Purchasing - General QSP 17 - Construction contracts & providing e-Tendering services
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7.5 7.5.1 Production and service provision
Quality Manual
Control of production and service provision (project execution and control)
Control of production and service provision encompasses four main business activities such as: 1) 2) 3) 4) Construction management E-Tendering services E-Commerce services Web based project management system
Concerned Executive Engineer (of particular division to which the project is assigned) with due delegation to respective sub-division and designated AEE, AE / JE plan and carry out project execution activities under controlled conditions. Controlled conditions includes, as applicable a) The availability of work instructions/check list to approve the current activity/task & proceed to next activity/task, as necessary The use of the suitable equipment, The availability and use of monitoring and measuring devices, The implementation of monitoring and measurement, Frequent quality checks including third party checks if necessary and The implementation of release, delivery and post-delivery activities.
b) c) d) e) f)
Since the project execution activities are contracted, responsibilities of KSPHC personnel are mainly to exercise control on projects product through effective monitoring and quality control of projects product characteristics as per contract conditions. The process of project execution and control is carried out in accordance with established quality system procedure. Applicable procedures: 1) 2) 3) QSP 17 Construction contracts & providing e-Tendering services QSP 18 Construction management QSP 11 E-Commerce
7.5.2
Validation of processes for production and service provision
KSPHC executes construction projects for the originating organization. Some of the processes of construction and related activities require validation. Processes where the resulting output cannot be verified by subsequent monitoring or measurement are validated.
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This includes any processes where the deficiencies become apparent only after the product is in use or the service (Construction) has been delivered. Validations of these processes are made considering: Product and process characteristics Acceptance criteria Quality test methods
These validations demonstrate the ability of these processes to achieve planned results. Generally, national standards are made available for such processes, which provide necessary requirements for the process and the product characteristics. KSPHC adopts these standards. These quality system requirements are communicated to the contractor(s).
Concerned Project Engineers establish arrangements with contractors for these processes including, as applicable:
a) b) c) d) e)
Defined criteria for review and approval of the processes, Approval of equipment and qualification of personnel, Use of specific methods and procedures Requirements for records Revalidation.
7.5.3 Identification and traceability Through out the process of construction, products / materials (used for construction) are identified for their status (Fitness for use). Where traceability is a requirement (predetermined at the stage of project initiation), methods are evolved for the purpose. Examples include, Cement (make, batch number), steel (make, grade). 7.5.4 Customer property Customer property provided by the originating organization to KSPHC may include one or more of the following: a) Land for construction, b) Intellectual property such as architectural design, c) Interiors fittings etc.,
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Necessary controls are applied to ensure that customer property (material) is identified, verified, protected and safeguarded. If any customer property is lost, damaged or otherwise found to be unsuitable for use, it is reported to the customer and those records are maintained.
7.5.5 Preservation of product Project Engineers with due delegation to contractors and by carrying out monitoring activities, ensure proper identification, handling, storage and protection of construction materials, equipment and the product (building) during the course of project execution. While evolving procedures, considerations are given for the special requirements arising from the nature of the product, application/use of products that are unique where product quality may deteriorate.
7.6
Control of monitoring and measuring equipment
The established system procedures ensure that monitoring and measurement can be carried out and are carried out in a manner that is consistent with the monitoring and measurement requirements.
Quality system procedure provides details on checks and controls needed to ensure that monitoring and measuring devices are controlled so as to ensure that results obtained through them are correct and valid.
Applicable procedure: QSP 19 - Control of monitoring and measuring equipment
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8 8.1 Measurement, analysis and improvement General
Quality Manual
The Quality management system of KSPHC encompasses the systems that are planned and implemented for the monitoring, measurement, analysis and improvement processes needed: a) To demonstrate conformity of the product b) To ensure conformity of the quality management system, and c) To continually improve the effectiveness of the quality management system Document QMS Processes and Process measures CMD/QMS/02 provides details on applicable method, including statistical techniques, and the extent of their use.
8.2
Monitoring and measurement
8.2.1 Customer satisfaction KSPHC collects comments, complaints and suggestions, from its stakeholders. These data are compiled, consolidated and analyzed to initiate suitable corrective and preventive action in order to enhance customer satisfaction. The above feedbacks will be used for continual improvement. Applicable procedure: QSP 20- Customer complaints and feedbacks
8.2.2 Internal audit MR and CC-QMS arranges for and conduct internal audits at planned intervals in accordance with documented quality system procedure for internal audits- QSP 21. The internal audits are aimed to determine whether the quality management system a) Conforms to the planned arrangements (see 7.1), to the requirements of the international standard ISO 9001 and to the quality management system requirements established by KSPHC, and b) Is effectively implemented and maintained.
MR and CC-QMS plan the audit program taking into consideration the status and importance of the processes and areas to be audited, as well as the results of previous audits. The audit criteria, scope, frequency and methods are defined in the audit schedule. Selection of
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auditors and conduct of audits ensures objectivity and impartiality of the audit process. Auditors do not audit their own work. The responsibilities and requirements for planning and conducting audits, and for reporting results and maintaining records are defined in the procedure. The management responsible for the area being audited takes action without undue delay to eliminate detected nonconformities and their causes. Follow-up activities include verification of the action taken and the reporting of verification results. Applicable procedure: QSP 21 - Internal audits (QMS)
8.2.3 Monitoring and measurement of processes All functions at KSPHC have established suitable methods for monitoring and where applicable, measurement of the quality management system processes. These methods demonstrate the ability of the processes to achieve planned results. When planned results are not achieved, functional heads initiates correction and corrective action, as appropriate, to ensure conformity of the product (of the process). See document QMS Processes and Process measures CMD/QMS/02
8.2.4 Monitoring and measuring of product Project Engineers monitor and measure the characteristics of the product to verify that product requirements are fulfilled. This is carried out at appropriate stages of the product realization process in accordance with the planned arrangements (see 7.1). Engineers of Quality & Contracts division support this activity. Evidence of conformity with the acceptance criteria is maintained in product release records. Product release and service delivery will not proceed until the planned arrangements have been satisfactorily completed, unless otherwise approved by a relevant authority, and where applicable by the customer. Applicable procedure: QSP 23- Quality Control
8.3
Control of nonconforming product
Project Engineers and Site Engineers (of sub-contractor agency) ensure that product as well as process which does not conform to requirements is identified and controlled to prevent its unintended use or delivery. The controls and responsibilities and authorities for dealing with nonconforming product are detailed in QSP 24 - procedure for control of nonconforming products.
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Project Engineers and Site Engineers (of Contractor agency) maintain records of the nature of nonconformities and subsequent action taken, including concession obtained with regard to nonconforming products. KSPHC in its contract management system has made provisions for ensuring that non-conformities notified during execution of the project are set right by the concerned contractors as per the provisions laid down in QSP 24. When nonconforming
product is detected after delivery or use has started, concerned Executive Engineer or the designated AEE initiates action appropriate to the effects, or potential effects, of the nonconformity. Applicable procedure: QSP 24 - Control of nonconforming product
8.4
Analysis of data
KSPHC quality management system helps in generation of useful M.I.S. reports in addition to inspection & test records and internal audit reports. Requirements of this information are described in system procedures. Data is collected which provide information relating to a) b) c) Customer satisfaction (see 8.2.1). Conformity to product requirements (see 8.2.4), Characteristics and trends of processes and product including opportunities for preventive action (8.2.3 and 8.2.4), and d) Suppliers / Contractors (7.4)
Through Web-based Project Monitoring System, project status can be known at any given point of time. Project status is updated as and when progress is made. Data from this source is used to generate useful M.I.S, which enables the concerned functional personnel to initiate timely correction and corrective action.
All the data thus maintained is analyzed to determine the suitability and effectiveness of the quality management system and to evaluate where continual improvement of the quality management system can be made.
Applicable procedure: QSP 25 - Project monitoring system
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8.5 8.5.1 Improvement Continual improvement
Quality Manual
KSPHC is committed to continually improve the effectiveness of the quality management system through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions and management review. M.R. maintains the records of continual improvement plans and action taken.
The relevant information needed to learn form projects is derived from information contained within the project, including feedback from customers and other interested parties.
Information is also derived from other sources such as project monitoring / project management system, appropriate closure reports, claims, audit results, analysis of data, corrective and preventive actions and project reviews.
8.5.2
Corrective action
All process owners take action to eliminate the cause of nonconformity in order to prevent recurrence. They ensure that corrective actions taken are appropriate to the effects of the nonconformities encountered. Documented procedure defines requirements for a) Reviewing nonconformities (including customer complaints) b) Determining the causes of nonconformities, c) Evaluating the need for action to ensure that nonconformities do not recur, d) Determining and implementing action needed, e) Records of the results of action taken, and f) Reviewing the effectiveness of corrective action taken. Applicable procedure: QSP 26 - Corrective action 8.5.3. Preventive action All process owners determine action required for eliminating the causes of potential nonconformities in order to prevent their occurrence. Preventive actions taken are appropriate to the potential problems.
KSPHC
Documented procedure defines requirements for a) Determining potential nonconformities and their causes,
Quality Manual
b) Evaluating the need for action to prevent occurrence of nonconformities, c) Determining and implementing action needed, d) Records or results of action taken, and e) Reviewing the effectiveness of preventive action taken.
Applicable procedure: QSP 27 - Preventive action
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Plan & Maintain Facilities See QSP 10
Qualify & Train Workforce See QSP 08
Plan & Maintain Documents / Data See QSP 01, 02
Supplier Quality
Plan & Control Production / Service See QSP 11, 17 and 18
Develop Product Quality Plans See QSP 23
See QSP 13
Purchase & verify needed Materials & services
See
QSP 16, QSP 24
Design /Validate Production Processes See Section 7.5.2
Establish & Maintain Product identification and Traceability See Section 7.5.3, QSP 23
Customer Property and Preserve Product (Purchased product, In-process material & Finished Goods) See Section 7.5.4, 7.5.5, QSP 13, 16, 17, 18, 19 and 23
Control Monitoring & Measuring Equipment See QSP 19
Monitor Production / Service Processes See QSP 16,17 and 18
Monitor Product Quality (Receiving, In-process & Final) See QSP 23
Control of Nonconforming Product See QSP 24
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Chairman & Managing Director Management Representative-QMS Chief Coordionator QMS
Executive Director
Chief Engineer
Financial Advisor
SESouth / SE(HQ & S)
SE-North
Finance & Accoun ts
Electrical Division Planning Elec SD (North) Design Elec SD -South SD Dy. Architect Hospet SD DVG Divn. DVG SD Shimoga
rban Divn
ural Divn PMS SD Belgaum Divn Belgaum Dharwad SD
Divn E-Commerce Bagalkot SD
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An overview of General Staff arrangement at various Divisions / Sections

(Note: Organizational arrangement up to Supervisory staff is described here)
Executive Sub-divisions
Establishment Section
Finance & Accounts
Assistant Executive Engineer
Superintendent Of Police
Financial Advisor
Assistant Engineer
Assistant Administrative Chief Officer Accounts
Junior Engineer
Security Superintendent Chartered Accountant
Second Division Assistant
First Division Assistant(s) Asst. Second Division Accountant Accounts Chartered
Superintendent(s) Sec.
Superintendent
Second Division Assistant
provided is the general arrangement and it is not exhaustive. The staff requirements (quantity) is determined by are provisioend to fulfill work requirements
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Annex 3: Responsibilities and authorities
Quality Manual
Note 1: This annex gives the details of overall responsibilities and authorities assigned for the various activities related to Quality Management system. Further, system procedures provide details of responsibilities and authorities for a specific activity. Note 2: Responsibility indicates the primary duty assigned to a function or personnel to ensure that activities are carried out as per QMS requirements. Authority indicates the ownership for the activity with powers to take decisions on implementation means and methods, delegation of works. Personnel with assigned authority shall be accountable for the results of action taken and also for the consequence of the results of the activity.
ISO 9001:2008 Clause Ref 4.2.1 4.2.1 4.2.1 4.2.3 4.2.3 4.2.3
Activity description Documentation Preparation of QMS Manual Documentation Preparation of System procedures Documentation Quality Objectives Review of QMS Manual Approval of QMS Manual Approval of QMS Documents other than Quality Manual
Responsibility MR and Chief Coordinator HODs and M.R ED ED ED
Authority M.R M.R CMD CMD CMD
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ISO 9001:2008 Clause Ref 4.2.3 4.2.3 4.2.4 5.3 5.3 5.3 b), 7.2.1 c) 5.3 d) 5.4.1 5.5.1, 5.5.2 5.5.2 b) 5.5.3
Quality Manual
Activity description Reviewing and updating of documents Issue control of Quality Manual and other system documentation Control of records Develop Quality policy; Establish overall direction Approve management system policy Identification of legal and other requirements; its communication to relevant personnel Communication of policy to all personnel and ensuring its availability to public Identifying, implementing and achieving QMS objectives Defining roles, responsibilities and authorities Reporting QMS performance Internal communication and reporting related to QMS
Responsibility HODs and M.R M.R Respective Originators of Records C.M.D C.M.D MR and Chief Coordinator M.Rs HODs ED MR and Chief Coordinator MR and Chief Coordinator
Authority M.R M.R Respective HODs C.M.D C.M.D MR M.Rs ED & CMD CMD M.R M.R
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ISO 9001:2008 Clause Ref 5.6 5.6 6.1 6.2 6.2.2 6.2.2 7.2.1
Quality Manual
Activity description Conducting periodical management review Ensuring implementation of actions of Management review Provisioning of resources for implementing QMS Determination of competence requirements for performing tasks Provisioning of training requirements Maintenance of training records Determination of requirements related to product
Responsibility CMD ED CMD Respective HODs AAO AAO SE- (HQ & S) Dy. Architect SE- (HQ & S) Dy. Architect Respective Project AEE/AE
Authority CMD CMD CMD ED AAO AAO CE
7.2.2
Review of requirements related to product
CE Respective Divisional EE
7.2.3
Customer communication
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ISO 9001:2008 Clause Ref 7.4 7.4.1 7.4.2 7.4.3 7.4.3 7.5.1 7.5.2 7.5.3 7.5.4
Quality Manual
Activity description Purchasing process General Purchases Purchasing - Contracts Ensuring correctness of contract agreements Verification of purchased product (General Purchases) Verification of purchased product Construction contracts Control of production and service provision Validation of applicable (construction) processes Identification and traceability [Control of] Customer property
Responsibility AAO AEE-Contracts EE- of Respective Divisions AEE-Contracts Indenting Dept. Personnel Respective Divisional AEE/AE Respective HODs Respective Divisional AEE/AE Respective Divisional AEE/AE Respective Divisional AEE/AE
Authority FA & ED EE-Contracts EE-Contracts Indenting Dept. Head Respective Divisional EE Respective HODs Respective Divisional EE Respective Divisional EE Respective Divisional EE
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ISO 9001:2008 Clause Ref 7.5.5 7.5.5 7.6 8.2.1 8.2.2 8.2.3 8.2.4 8.3
Quality Manual
Activity description
Responsibility
Authority Stores Superintendent Respective Divisional EE Respective Divisional EE Respective Divisional EE M.R Respective HOD Respective Divisional EE Respective Divisional EE SE (North & South)
Preservation of products (Stores) General Purchases Preservation of products (Stores) at construction project sites Calibration of monitoring and measurement equipment Monitoring and measurement Customer satisfaction related information Planning and conducting internal audits Monitoring and measurement of processes Monitoring and measurement of product (Construction related quality parameters) Control of nonconforming product (Construction related quality requirements) Recording, analyzing and liaison with concerned and resolving customer complaints and its communication to the concerned
Stores Superintendent Respective Divisional AEE/AE Respective Divisional AEE/AE Respective Divisional AEE/AE MR and Chief Coordinator Respective HOD Respective Divisional AEE/AE Respective Divisional AEE/AE PRO 1
8.3
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ISO 9001:2008 Clause Ref 8.4 Analysis of data
Quality Manual
Activity description
Responsibility Respective HOD Respective HOD Respective HOD
Authority Respective HOD Respective HOD Respective HOD
8.5.2
Implementation of corrective action (as determined); ensuring its effectiveness
8.5.3
Implementation of preventive action (as determined); ensuring its effectiveness
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ANNEX 4: LIST OF QUALITY SYSTEM PROCEDURES
Sl. No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
QSP No.
QSP 01 QSP 02 QSP 03 QSP 04 QSP 05 QSP 06 QSP 07 QSP 08 QSP 09 QSP 10 QSP 11 QSP 12 QSP 13 QSP 14 QSP 15 QSP 16 QSP 17 QSP 18 QSP 19 QSP 20 QSP 21 QSP 22 QSP 23 QSP 24 QSP 25 QSP 26 QSP 27 Control of documents Control of records RESERVED RESERVED Management review Finance Management RESERVED
QSP - Title Description
Human Resource Development RESERVED Infrastructure maintenance E-Commerce Project Management Design and development Eco-Friendly measures Energy saving and other alternatives Purchasing - General Construction contracts & providing e-Tendering services Construction management Control of monitoring and measuring equipment Handling customer complaints and feedbacks Internal audits RESERVED Quality Assurance Control of nonconforming product Project Monitoring System Corrective action Preventive action
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Quality Manual System R3

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Quality Manual

[Based on ISO 9001:2008 QMS - Requirements]

0.1 DOCUMENT INFORMATION

SUMMARY OF PAGES IN THE DOCUMENT

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0.2 DOCUMENT AUTHORIZATION

Reviewed by: Prem Shankar Meena Executive Director

Approved by : S.C Saxena Chairman & Managing Director

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(R2) 7.0 Product realization (R2) 7.5.1 Control of production and

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Aggregate value of works (Actual / Projected)

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SOME INDICATORS OF MEASUREMENT OF TRANSFORMATION:

Chief Concern Budgetary control on Projects

Response in WBPMS Financial controls in place

Speedy work execution

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3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) 14) 15) 16)

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Release of EMD and Security Deposits.

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37) Quality degree to which a set of inherent characteristics fulfils requirement

39) Quality Characteristic Inherent characteristic of a product, process or system related to a

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49) Record - anything (such as a document or a photograph) providing permanent evidence of or

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Documentation requirements General

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Factual approach to decision making

Effective decisions are based on analysis of data and information

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Vision, Mission and the Quality Policy

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Karnataka State Police Housing Corporation Limited

1st January, 2005 Bangalore

Sd/Chairman & Managing Director

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Quality management system planning

Responsibility, authority and communication

Responsibility and authority

c) Ensuring the promotion of awareness of customer requirements throughout the organization.

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Applicable procedure: QSP 05 - Management Review

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Financial Resource control

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personnel to ensure effective operation / performance of QMS.

Planning of product realization

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