Quality Management Subcontractor QM Guide-Section Two

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Quality Management Subcontractor QM Guide-Section Two"

Transcription

1 SECTION TWO QUALITY MANAGEMENT SYSTEMS Version No 1. PREFACE This document has been developed to assist subcontractors to meet Monaco Hickeys (MHPL) Quality Management (QM) requirements whilst working on a MHPL project. The document should be able to be used as guidance to assist your organisation to meet a number of the key requirements of your contractual agreement with MHPL when working on a MHPL project. Note: This document is for guidance purposes only. MHPL does not accept any liability for the use of this document, or any losses incurred as a result of using this document. QM-GN-02/01 Page 1

2 INDEX PREFACE INTRODUCTION DEFINITIONS BENEFITS OF QUALITY MANAGEMENT QUALITY MANAGEMENT SYSTEMS ISO 9001 QUALITY MANAGEMENT PRINCIPLES ISO 9001 QUALITY MANAGEMENT SYSTEM CRITERIA ADDITIONAL INFORMATION 9 QM-GN-02/01 Page 2

3 1.0 INTRODUCTION MHPL is committed to continual improvement in our effectiveness in relation to the delivery of our Client s projects. Our subcontractors are fundamental to this delivery. MHPL has developed this Subcontractor Quality Management Guide with the intent of providing our subcontractors with guidance regarding our expectations in relation to quality management and to support these with standard templates. Subcontractors on MHPL projects are required, as specified in the Subcontract Agreement Terms & Conditions (Clause 23.0), to have a documented quality management system in place that is compliant with ISO 9001, and to submit a project specific Quality Management Plan for the works to be undertaken. This guide has been prepared to enhance subcontractors existing quality management and or, in the absence of a system, provide basic templates to ensure compliance with MHPL s quality management requirements. We have also taken the liberty, in preparing this guide, to take the opportunity to highlight to our subcontractors the benefits to their organisation of developing, implementing and maintaining a Quality Management System. These benefits may include managing risk, reducing costs, increasing profit and obtaining repeat business. The Subcontractor Guide is divided into two distinct sections. The first section. The second section. provides information regarding the benefits of quality management and a description of quality management systems, namely ISO 9001 The relevant attachments contained within this document are to be completed and provided to the Site Quality Facilitator or Contract Administrator at least 72 hours prior to commencement on site. 2.0 DEFINITIONS Head contractor refers to MHPL Client refers to MHPL s client Subcontractor refers to the organisation contracted to MHPL to undertake a specific scope of work Quality Management (QM) is the performance of tasks, which ensures that construction is performed according to plans and specifications, on time, within a defined budget, and in a safe work environment. Quality Management System (QMS) is a management system to direct and control an organisation with regard to quality. It provides a structure, including documentation and processes, which enables the delivery of products and services to be controlled and managed to consistently meet the specific requirements. Quality Management Plan (QMP) is a project specific plan developed by the subcontractor to plan and carry out the contract works for a specific project, to ensure conformity with the requirements for the project contract and to manage any risks. Inspection and Test Plan (ITP) is a single document that records all inspection and testing requirements relevant to a specific process, it includes hold and witness points, references relevant Australian Standards, other relevant standards and acceptance criteria and records to be maintained. It should reflect the requirements of the contract documents, that is the drawings and specifications. Hold point defines a point beyond which work may not proceed without the authorisation of a designated subcontractor personnel, (i.e. foreman) and may include the Head Contractor, Client or consultant or authority (local council, WorkSafe etc). Witness point provides the nominated party (such as the Head Contractor, Client, consultant, regulatory authority) with the opportunity to witness the inspection or test or aspect of the work, at their discretion. Surveillance intermittent monitoring of any stage of the work in progress whether by the subcontractor, head contractor or client. QM-GN-02/01 Page 3

4 Self inspection where the subcontractor performing the work verifies the quality progressively, often with the aid of checklists. 3.0 BENEFITS OF QUALITY MANAGEMENT Quality management may mean different things to different people. In general, in construction, quality management includes: Delivering a product or service to the expected outcome Achievement of customer satisfaction Compliance with contractual requirements, including relevant drawings and specifications Conformance with prescribed legislation, standards and codes Fitness for use Achieving the contract works on time and on budget The construction industry has well established minimum quality requirements for most construction processes and they are incorporated into both the Head Contract and subcontract agreements. These requirements include conformance to contract documents (drawings and specifications), Australian Standards, Building Codes etc and the requirement to test and inspect the work to meet minimum quality requirements. There is a perception that quality management costs, that higher quality requires higher costs, either by buying better materials or machines or employing more labour. However the cost of poor quality management can be much higher. Doing the job right in the first instance saves money. Direct costs as a result of poor quality management: Non-conforming and defective work Rework and associated costs Troubleshooting and problem solving Design changes Labour costs not budgeted for Additional materials and associated costs Re-inspection and retesting Contractual disputes Indirect costs as a result of poor quality management: Loss of productivity Travel costs and time spent Repair costs after warranty period Poor morale absenteeism & staff turnover Head contractor incurred costs Dissatisfied head contractor loss of repeat business Reputational risk Data available regarding the estimated cost of rework alone in the construction varies between 2% and 12% of a project s contract value. Estimates vary regarding the cost of defective work to the commercial construction industry with estimates in Victoria at being $255m per year. The US insurance industry, in 2007, estimated it spent between $3 and $4 billion dollars to settle defects claims in the United States 1. The reality is that subcontractors bear the majority of that cost. The primary benefits of good quality management are, through the development of an effective quality management system, the containment of cost and risk. 1 R.L. Andrews, Construction Defect Issues Presentation, Zurich Services Corporation, QM-GN-02/01 Page 4

5 Benefits of good quality management? Improved planning Better communication and consultation Improved organisational skills Consistent delivery of a quality product Reduced defects, rework Reduced costs and time Increased profit and production An atmosphere of a high performance team Head contractor and client satisfaction Confidence is working relationships Outstanding performance evaluations repeat business! Keys to improving quality management Know your client Improve processes that define, produce and support your products / services Know your contractual obligations, e.g. drawings and specifications Processes, not people, are usually the problem Review process compliance and make adjustments Every employee is responsible for quality Provide training resources Measure and review process compliance Making the time to manage the process Construction quality can be achieved by use of a quality management system or programme 4.0 QUALITY MANAGEMENT SYSTEMS There are a number of recognised quality management programmes or systems that may be adopted by organisations (e.g. Total Quality Management, Total Quality Leadership, Six-Sigma, ISO 9000). ISO 9001 is the most widely referenced quality management system in the construction industry. As the Head Contractor, we are more often than not required to be certified to ISO 9001, and our subcontractors are required to have in place a quality management system which complies (but is not necessarily certified) with AS/NZS ISO 9001 (as specified in MHPL s Subcontract Agreement Terms & Conditions, Clause 23.0). 4.1 ISO 9001 Quality Management Principles The ISO 9001 Quality Management Standard is based on eight quality management principles which are intended to assist organisations manage cost and risk, and meet their customers expectations. Any business looking to do what they do better, would be greatly benefited by understanding and adopting these quality management principles. QM-GN-02/01 Page 5

6 Principle One - Customer focused organisation Organisations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations. Applying the principle of customer-focused organisation leads to the following actions: Understanding the whole range of customer needs and expectations for products, delivery, price, dependability, ensuring a balanced approach among customers and other stakeholders owners, employees, suppliers, local communities needs and expectations, i.e. time is crucial on a construction project and having a thorough understanding of the construction programme and your ability to meet it will go a long way to satisfying the client. Communicating these needs and expectations throughout the organisation Measuring customer satisfaction and acting on results Managing customer relationships Beneficial applications of the principles include: For policy and strategy formulation, making customer needs and the needs of other stakeholders understood throughout the organisation For goal and target setting, ensuring that relevant goals and targets are directly linked to customer needs and expectations, i.e. avoiding claims against you for extension of time For operational management, improving the performance of the organisation to meet customer needs, i.e. improved performance may allow you to expand your operations. For human resources management, ensuring people have the knowledge and skills required to satisfy the organisation s customers, i.e. avoiding time delays and rectifications works Principle Two - Leadership Leaders establish a common outcome to be achieved and the direction of the organisation. They should create and maintain the internal environment in which people can become fully involved in the organisation. Applying the leadership principle should result in: Being proactive and leading by example Understanding and responding to changes in the external environment Considering the needs of all stakeholders, including customers, owners, people, suppliers, local communities and society at large Establishing a clear vision of the organisation s future Establishing shared values throughout the organization Building trust and eliminating fear Providing people with the required resources and freedom to act with responsibility and accountability Inspiring, encouraging and recognizing people s contributions Promoting open and honest communications Educating, training and coaching people Setting challenging goals and targets Implementing strategy to achieve these goals and targets. QM-GN-02/01 Page 6

7 Principle Three - Involvement of people People at all levels are the soul of the organisation and their full involvement enables their abilities to be used for the organisation s benefit. Successful application of this principle of involvement leads people in an organisation to: Accept ownership and responsibility to solve problems Actively seek opportunities to make improvements Actively seek opportunities to enhance their competencies, knowledge and experience Freely share knowledge and experience in teams and groups Focus on creation of value for customers Be innovative and creative in further the organisation s objectives Better represent the organisation to customers, local communities and society at large Derive satisfaction from their work Be enthusiastic and proud to be part of the organisation Principle Four - Process approach A desired result is achieved more efficiently when related resources and activities are managed as a result. Outcomes of a process approach to running an organisation are: Defining the process to achieve the desired result, i.e. work methods and Inspection and Test Plans for the particular scope of works Identifying and measuring the inputs and out puts of the process, i.e. the requirements of the scope of works and progress in relation to programme, budget and quality Identifying the interfaces of the process with the functions of the organization Evaluating possible risks, consequences and impacts of processes on customers, suppliers and other stakeholders of the process, i.e. ensuring the client is aware at the earliest possible time if supply of a product is likely to be delayed, or if on review of the contract documents there is a buildability concern When designing processes, consideration is given to process steps, activities, flows, control measures, training needs, equipment, methods, information, materials and other resources to achieve the desired result, i.e. what to do we need to do the job? Principle Five System Approach to Management Identifying, understanding and managing a system of inter-related processes for a given objective improves the organisation s effectiveness and efficiency. A system approach to management has these outcomes: Defining the system by identifying or developing the processes that affect a given objective Structuring the system to achieve the objective in the most efficient way Understanding interdependencies among the processes of the system Continually improving the system through measurement and evaluation, i.e. post project debriefs (internally and with the client), analysis of non-conformances, etc Establishing resources constraints prior to action. Principle Six- Continual Improvement Continual improvement should be a permanent objective of the organisation. These activities and outcomes are found in an organisation practicing the continue improvement principle: Continual improvement of products, processes and systems is an objective for every individual in the organisation The basic concepts of incremental improvement and breakthrough improvement are practiced Periodic assessments against established criteria of excellence are undertaken to identify areas for improvement Continual improvement of all processes, promoting prevention based activities Every member of the organization is provided with appropriate education and training on the methods and tools of continual improvement, such as the plan-do-check-act cycle Measures are established to guide and track improvements. QM-GN-02/01 Page 7

8 Principle Seven Factual approach to decision making Effective decisions are based on the analysis of data and information. These attributes tend to be found in an organisation managing by analysis of facts: Measurement and collection of data and information relevant to the objectives takes place, i.e. ensure processes are in place to report on time spent on rework, materials wastage etc The accuracy and reliability of data and information is ensured, i.e. the reporting is occurring frequently and consistently Data and information is analysed using valid methods, i.e. the reports are analysed in a manner that makes sense Appropriate statistical methods are understood Decisions are made and action is taken based on results of logical analysis, balanced with experience and intuition, i.e. the analyse is used to make decisions Principle Eight Mutually beneficial supplier relationships An organisation and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value. The organisation upholding this principle should do the following things: Identify and select key suppliers Establish supplier relationships that balance short-term gains with long-term considerations for the organisation and society at large Create clear and open communications Initiate joint development and improvement of products and processes Jointly establish a clear understanding of customer needs Share information and future plans, i.e. where improvements can be achieved Recognise supplier improvements and achievements. Source: Website of TC 176/SC2, hosted by British Standards Institute 4.2 ISO 9001 Quality Management System Criteria A quality management system is a framework or roadmap for quality management. It provides clarity around responsibilities and authorities of staff and their interrelation allowing the organisation to deliver its products and services in a controlled, systematic and uniform manner. A quality management system rationalises the administrative and production processes, and generates permanent records of verification of authority. In short, a quality management system provides structure; guidance and consistency to assist an organisation meet the expectations of its client. As mentioned earlier, MHPL s Subcontract Agreement Terms & Conditions specifies that the subcontractor is required to have a quality management system that complies with ISO The system is to be used when carrying out the subcontract works and should be made available to MHPL for monitoring and auditing on request. In order to comply with ISO 9001, a Quality Management System must be documented and incorporate the following criteria. How the required criteria is met is up to each individual organisation to determine. It should reflect, and be appropriate, to the organisation s business needs. In particular, it should incorporate the project nature of the construction industry, with the many and varied interfaces required with head contractors and suppliers, and organisations with whom you have no contractual obligations, for example the head contractor s client, project consultants and other subcontractors. QM-GN-02/01 Page 8

9 ISO 9001 Documented Quality Management System Documented procedures Control of documents Control of records Management responsibility Management commitment Customer focus Quality policy Resource management Provision of resources Human resources Infrastructure Work environment Product realisation Planning of product realisation Customer related processes Design and development Purchasing Product realisation Production and service provision Control of monitoring and measuring devices Measurement, analysis & improvement Monitoring and measurement Customer satisfaction Internal audit Control of non-conforming products Analysis of date Improvement Corrective action Preventive action Source: ISO 9001 Quality Management Systems (www.saiglobal.com) 5.0 ADDITIONAL INFORMATION ISO 9001 Quality Management Systems (www.saiglobal.com) Quality Management System Guidelines, New South Wales Government, (www.services.nsw.gov.au) QM-GN-02/01 Page 9

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION 1.0 Introduction ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION This document provides an understanding of the Quality Management Principles that will facilitate a successful

More information

Quality Management Principles and Guidelines on their Application

Quality Management Principles and Guidelines on their Application Document: ISO/TC 176/SC 2/N 376 Secretariat of ISO/TC 176/SC 2 Our ref: 97/402545 Date: 30 June 1997 To the Members of ISO/TC 176/SC 2 - Quality Management and Quality Assurance/ Quality Systems (TC176/SC2/WG15/N133)

More information

PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ

PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of

More information

EIGHT QUALITY MANAGEMENT PRINCIPLES

EIGHT QUALITY MANAGEMENT PRINCIPLES EIGHT QUALITY MANAGEMENT PRINCIPLES Principle 1: Customer focus Organizations depend on their customers and therefore should understand current and future customer needs,

More information

QUALITY MANAGEMENT PRINCIPLES

QUALITY MANAGEMENT PRINCIPLES QUALITY MANAGEMENT PRINCIPLES The following text is an integral reproduction of the content of the document "Quality Management Principles". Introduction This document introduces the eight quality management

More information

Understanding Principles and Concepts of Quality, Safety and Environmental Management System Graham Caddies

Understanding Principles and Concepts of Quality, Safety and Environmental Management System Graham Caddies Understanding Principles and Concepts of Quality, Safety and Environmental Management System Graham Caddies Owner / Principal Advance Profitplan Understanding Principles & Concepts Page 1 of 10 Revision

More information

16) QUALITY MANAGEMENT SYSTEMS

16) QUALITY MANAGEMENT SYSTEMS INTRODUCTION 16) QUALITY MANAGEMENT SYSTEMS The aim of this paper is to give a brief introduction to the idea of a quality management system and specifically in ISO 9001:2000: Quality Management System.

More information

Quality management principles

Quality management principles Quality management principles The following text is an integral reproduction of the content of the document "Quality Management Principles" * Introduction This document introduces the eight quality management

More information

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing

More information

Quality Management Manual

Quality Management Manual Quality Management Manual CONTENTS 1 Introduction... 1 2 Scope... 1 3 Company quality policy... 1 4 The fundamentals of quality management... 2 4.1 The principles...2 4.2 Plan - Do - Check - Act...3 4.3

More information

QUALITY MANAGEMENT IN VTS

QUALITY MANAGEMENT IN VTS CHAPTER 18: QUALITY MANAGEMENT IN VTS Background At its twenty-fourth session, the IMO Assembly adopted resolution A.973(24) on the Code for the Implementation of Mandatory IMO Instruments and resolution

More information

JSP 886 THE DEFENCE LOGISTIC SUPPORT CHAIN MANUAL VOLUME 7 INTEGRATED LOGISTICS SUPPORT PART 8.11 QUALITY MANAGEMENT

JSP 886 THE DEFENCE LOGISTIC SUPPORT CHAIN MANUAL VOLUME 7 INTEGRATED LOGISTICS SUPPORT PART 8.11 QUALITY MANAGEMENT JSP 886 THE DEFENCE LOGISTIC SUPPORT CHAIN MANUAL VOLUME 7 INTEGRATED LOGISTICS SUPPORT PART 8.11 QUALITY MANAGEMENT THE MASTER VERSION OF JSP 886 IS PUBLISHED ON THE DEFENCE INTRANET. FOR TECHNICAL REASONS,

More information

Derbyshire Trading Standards Service Quality Manual

Derbyshire Trading Standards Service Quality Manual Derbyshire Trading Standards Service Quality Manual This Quality Manual has been developed to give a broad outline of how the Trading Standards Division s range of services comply with the requirements

More information

The ultimate SME implementation guide Output. for ISO 9001:2000 ISO 14001:2004 management systems

The ultimate SME implementation guide Output. for ISO 9001:2000 ISO 14001:2004 management systems The ultimate SME implementation guide Output for ISO 9001:2000 ISO 14001:2004 management systems Section Section 22 ISO ISO 9001:2000 9001:2000 Version Version 2005 2005 2.1 The implementation of ISO 9001:2000

More information

JOHN HART GENERATING STATION REPLACEMENT PROJECT. Schedule 9. Quality Management

JOHN HART GENERATING STATION REPLACEMENT PROJECT. Schedule 9. Quality Management JOHN HART GENERATING STATION REPLACEMENT PROJECT Schedule 9 Quality Management SCHEDULE 9 QUALITY MANAGEMENT TABLE OF CONTENTS 1. QUALITY MANAGEMENT SYSTEM... 1 1.1 Quality Management System...1 1.2 Project

More information

a) To achieve an effective Quality Assurance System complying with International Standard ISO9001 (Quality Systems).

a) To achieve an effective Quality Assurance System complying with International Standard ISO9001 (Quality Systems). FAT MEDIA QUALITY ASSURANCE STATEMENT NOTE 1: This is a CONTROLLED Document as are all quality system files on this server. Any documents appearing in paper form are not controlled and should be checked

More information

Construction Contracts

Construction Contracts STATUTORY BOARD FINANCIAL REPORTING STANDARD SB-FRS 11 Construction Contracts This version of SB-FRS 11 does not include amendments that are effective for annual periods beginning after 1 January 2015.

More information

QUALITY MANAGEMENT SYSTEM (QMS) MANUAL

QUALITY MANAGEMENT SYSTEM (QMS) MANUAL Printed QMS Documentation is Uncontrolled Page 1 of 19 QUALITY MANAGEMENT SYSTEM (QMS) MANUAL ISSUE/ REVISION DATE DESCRIPTION ISSUE HISTORY PREPARED/ APPROVED BY 09/04/2014 Initial issue G.Rees 11/04/2014

More information

Quality management principles

Quality management principles Quality management principles Introduction This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000 series are based. These principles

More information

The following diagram gives the schematic structure of the system and clauses: 7. Documented Management System PLAN. Product / Service Delivery CHECK

The following diagram gives the schematic structure of the system and clauses: 7. Documented Management System PLAN. Product / Service Delivery CHECK INTEGRATING MANAGEMENT SYSTEM STANDARDS 1. INTRODUCTION This document sets out a proposed structure for the integration of three major management system standards; namely ISO 9001:2008, ISO 14001:2004

More information

Chapter 2 ISO 9001:2008 QMS

Chapter 2 ISO 9001:2008 QMS Chapter 2 ISO 9001:2008 QMS For internal use of BSNL only Page 1 ISO 9001:2008 QMS Introduction Everyone wants to achieve profits. Profits can come by more sales with some profit margin and also by cutting

More information

TRANSPORT FOR LONDON (TfL) LOW EMISSIONS CERTIFICATE (LEC) GUIDANCE NOTES FOR THE COMPANY AUDIT PROCESS. LEC (Company Audit) Guidance Notes

TRANSPORT FOR LONDON (TfL) LOW EMISSIONS CERTIFICATE (LEC) GUIDANCE NOTES FOR THE COMPANY AUDIT PROCESS. LEC (Company Audit) Guidance Notes TRANSPORT FOR LONDON (TfL) LOW EMISSIONS CERTIFICATE (LEC) GUIDANCE NOTES FOR THE COMPANY AUDIT PROCESS LEC (Company Audit) Guidance Notes Glossary of Terms Transport for London (TfL) London Low Emission

More information

International Accounting Standard 11 Construction Contracts

International Accounting Standard 11 Construction Contracts International Accounting Standard 11 Construction Contracts Objective The objective of this Standard is to prescribe the accounting treatment of revenue and costs associated with construction contracts.

More information

PROJECT MANAGEMENT FRAMEWORK

PROJECT MANAGEMENT FRAMEWORK PROJECT MANAGEMENT FRAMEWORK DOCUMENT INFORMATION DOCUMENT TYPE: DOCUMENT STATUS: POLICY OWNER POSITION: INTERNAL COMMITTEE ENDORSEMENT: APPROVED BY: Strategic document Approved Executive Assistant to

More information

SERVICE QUALITY MANAGEMENT THROUGH CUSTOMER ORIENTATION

SERVICE QUALITY MANAGEMENT THROUGH CUSTOMER ORIENTATION SERVICE QUALITY MANAGEMENT THROUGH CUSTOMER ORIENTATION Teaching Assistant PhD Student Larisa Dragolea 1Decembrie 1918 University of Alba Iulia, e- mail: larisadragolea@yahoo.com Economist, Engineer PhD

More information

NEPAL ACCOUNTING STANDARDS ON CONSTRUCTION CONTRACTS

NEPAL ACCOUNTING STANDARDS ON CONSTRUCTION CONTRACTS NAS 13 NEPAL ACCOUNTING STANDARDS ON CONSTRUCTION CONTRACTS CONTENTS Paragraphs OBJECTIVE SCOPE 1 2 DEFINITIONS 3 6 COMBINING AND SEGMENTING CONSTRUCTION CONTRACTS 7 10 CONTRACT REVENUE 11 15 CONTRACT

More information

Construction Contracts

Construction Contracts Compiled Accounting Standard AASB 111 Construction Contracts This compiled Standard applies to annual reporting periods beginning on or after 1 January 2009 that end on or after 30 June 2009. Early application

More information

ISO 9001 Quality Management System

ISO 9001 Quality Management System ISO 9001 Quality Management System DETAILED GUIDE ISO 9001 Background ISO 9001:2008 is the world s foremost quality management standard, used by hundreds of thousands of organizations in over 170 countries

More information

Using Quality Assurance Standards. Don t assume quality, ensure quality

Using Quality Assurance Standards. Don t assume quality, ensure quality Using Quality Assurance Standards Don t assume quality, ensure quality Learning Objectives At the end of this module, you will be able to: Identify the difference between Quality Assurance (QA) and Quality

More information

Sri Lanka Accounting Standard -LKAS 11. Construction Contracts

Sri Lanka Accounting Standard -LKAS 11. Construction Contracts Sri Lanka Accounting Standard -LKAS 11 Construction Contracts -405- Sri Lanka Accounting Standard -LKAS 11 Construction Contracts Sri Lanka Accounting Standard LKAS 11 Construction Contracts is set out

More information

CORPORATE QUALITY MANUAL

CORPORATE QUALITY MANUAL Corporate Quality Manual Preface The following Corporate Quality Manual is written within the framework of ISO 9001:2008 Quality System by the employees of CyberOptics. CyberOptics recognizes the importance

More information

Construction Contracts

Construction Contracts HKAS 11 Issued October 2004Revised March 2010 Hong Kong Accounting Standard 11 Construction Contracts COPYRIGHT Copyright 2011 Hong Kong Institute of Certified Public Accountants This Hong Kong Financial

More information

EQMS Manual & Policy Doucment

EQMS Manual & Policy Doucment Quality management input comprises the standard requirements from ISO 9001:2015 which are strategically deployed by our organization to achieve customer satisfaction through process control. Environmental

More information

ISO 9001 Quality Management Systems. Tips for Internal Auditing

ISO 9001 Quality Management Systems. Tips for Internal Auditing ISO 9001 Quality Management Systems Tips for Internal Auditing ...taking steps to improving your internal auditing. ISO 9001 Tips for Internal Auditing If you are developing or modifying your internal

More information

ISO 9001:2008 STANDARD OPERATING PROCEDURES MANUAL

ISO 9001:2008 STANDARD OPERATING PROCEDURES MANUAL 8200 Brownleigh Drive Raleigh, NC 27617-7423 Phone: (919) 510-9696 Fax: (919) 510-9668 ISO 9001:2008 STANDARD OPERATING PROCEDURES MANUAL ALLIANCE OF PROFESSIONALS & CONSULTANTS, INC. - 1 - Table of Contents

More information

The following Accounting Standards Interpretation (ASI) relates to AS 7. ASI 29 Turnover in case of Contractors

The following Accounting Standards Interpretation (ASI) relates to AS 7. ASI 29 Turnover in case of Contractors 108 Accounting Standard (AS) 7 (revised 2002) Construction Contracts Contents OBJECTIVE SCOPE Paragraph 1 DEFINITIONS 2-5 COMBINING AND SEGMENTING CONSTRUCTION CONTRACTS 6-9 CONTRACT REVENUE 10-14 CONTRACT

More information

Procurement of Goods, Services and Works Policy

Procurement of Goods, Services and Works Policy Procurement of Goods, Services and Works Policy Policy CP083 Prepared Reviewed Approved Date Council Minute No. Procurement Unit SMT Council April 2016 2016/0074 Trim File: 18/02/01 To be reviewed: March

More information

Principles a practical approach

Principles a practical approach The eight Quality Management Principles a practical approach The eight Quality Management Principles (QMP s) are as fundamental and integral a part of the IS0 9000:2000 series as the requirements for management

More information

CCF Systems Gap Analysis Checklist. Civil Contractors Federation. Civil Construction Management Code

CCF Systems Gap Analysis Checklist. Civil Contractors Federation. Civil Construction Management Code CCF Systems Gap Analysis Checklist Civil Contractors Federation Civil Construction Management Code Please Note: This Gap Analysis Checklist is designed to enable Contractors to undertake an initial self

More information

Preparation of a Rail Safety Management System Guideline

Preparation of a Rail Safety Management System Guideline Preparation of a Rail Safety Management System Guideline Page 1 of 99 Version History Version No. Approved by Date approved Review date 1 By 20 January 2014 Guideline for Preparation of a Safety Management

More information

REHABILITATION MANAGEMENT SYSTEM AUDIT TOOL

REHABILITATION MANAGEMENT SYSTEM AUDIT TOOL REHABILITATION MANAGEMENT SYSTEM AUDIT TOOL Reviewing rehabilitation management systems and compliance under the Safety, Rehabilitation and Compensation Act 1988 and Guidelines for Rehabilitation Authorities

More information

Quality Plan Sample QA Requirements & Tools For (Main Contractor)

Quality Plan Sample QA Requirements & Tools For (Main Contractor) Page 1 QA Requirements & Tools For (Main Contractor) Page 2 Table of Contents Quality Plan Objectives..3 Project Quality Policy.4 Site Specific Quality Statement...5 QA Check Sheets 6 Non-Conformance Procedure.7

More information

TÜV UK Ltd Guidance & Self Evaluation Checklist

TÜV UK Ltd Guidance & Self Evaluation Checklist ISO 9001:2015 Revision TÜV UK Ltd Guidance & Self Evaluation Checklist Why ISO 9001 is changing All ISO management system standards are subject to a periodic review under the rules by which they are written.

More information

QSS 0: Products and Services without Bespoke Contracts.

QSS 0: Products and Services without Bespoke Contracts. QSS 0: Products and Services without Bespoke Contracts. Amendment History Version Date Status v.1 Dec 2014 Updated For 2015 deployment Table of Contents 1. DEFINITIONS 3 2. INTRODUCTION 3 3. WORKING WITH

More information

Vigilant Security Services UK Ltd Quality Manual

Vigilant Security Services UK Ltd Quality Manual Quality Manual Date: 11 th March, 2014 Issue: 5 Review Date: 10 th March 2015 VSS-COM-PRO-001 SCOPE This Quality Manual specifies the requirements for the Quality Management System of Vigilant Security

More information

QMS Manual 2350 Helen Street, N. St. Paul, MN 55109 Page 1 of 5. Quality Management System Manual

QMS Manual 2350 Helen Street, N. St. Paul, MN 55109 Page 1 of 5. Quality Management System Manual 2350 Helen Street, N. St. Paul, MN 55109 Page 1 of 5 AETRIUM Quality Management System Manual 2350 Helen Street, N. St. Paul, MN 55109 Page 2 of 5 Introduction It is a strategic decision by Aetrium management

More information

ISO 9001 Quality Systems Manual

ISO 9001 Quality Systems Manual ISO 9001 Quality Systems Manual Revision: D Issue Date: March 10, 2004 Introduction Micro Memory Bank, Inc. developed and implemented a Quality Management System in order to document the company s best

More information

Audit Report AS/NZS ISO 9001:2008. RRW and Co Pty Ltd trading as National On Site Training

Audit Report AS/NZS ISO 9001:2008. RRW and Co Pty Ltd trading as National On Site Training Audit Report AS/NZS ISO 9001:2008 RRW and Co Pty Ltd trading as National On Site Training AUDIT D E T A I L S Invoice Reference Number Certificate Number Review Date/s Review Time Hours S12627 158 10 th

More information

Quality Management System

Quality Management System LH Sleightholme Ltd, Westfield Works, Helperthorpe, Malton, North Yorkshire YO17 8TQ Quality Management System MANUAL ISO 9001:2008 This Quality Management System Manual has been issued on the authority

More information

7.11a: Quality in Project Management: PRINCE2 and ISO 9000

7.11a: Quality in Project Management: PRINCE2 and ISO 9000 7.11a: Quality in Project Management: PRINCE2 and ISO 9000 An overview of the PRINCE2 Method (PRINCE2 is a Trade Mark of the Office of Government Commerce) by Peter Whitelaw, Rational Management Pty Ltd,

More information

Quality management principles

Quality management principles quality Quality management principles One of the definitions of a principle is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. Quality management

More information

MP Plumbing & Heating Ltd Quality Policy Manual THE QUALITY POLICY STATEMENT OF:

MP Plumbing & Heating Ltd Quality Policy Manual THE QUALITY POLICY STATEMENT OF: THE QUALITY POLICY STATEMENT OF: MP Plumbing & Heating Ltd Unit 8,The Metro Centre, Bridge Road, Orpington BR5 2BE Telephone: 01689 822188 Fax: 01689 897 733 E-Mail: info@mpplumbingheating.co.uk Web page:

More information

ISO 9001:2015 WHAT YOU NEED TO KNOW

ISO 9001:2015 WHAT YOU NEED TO KNOW CUSTOMER FOCUS PROCESS APPROACH IMPROVEMENT LEADERSHIP FURTHER EXCELLENCE RELATIONSHIP MANAGEMENT ENGAGEMENT OF PEOPLE EVIDENCE BASED DECISIONS RISK MANAGEMENT ISO 9001:2015 WHAT YOU NEED TO KNOW HELPING

More information

ISO 9001:2008 and ISO 9001:2015 Compared

ISO 9001:2008 and ISO 9001:2015 Compared NSF 703 and Compared AN NSI GUIDE FOR APPROVED COMPANIES Introduction: 1 Summary of the principal changes between and 1 Key changes approved companies do not need to make 2 NSI recommended changes 3 1:

More information

Compliance. Group Standard

Compliance. Group Standard Group Standard Compliance Serco is committed to good governance practices and the management of risks supported by a robust business compliance process SMS-GS-G2 Compliance July 2014 v1.0 Serco Public

More information

GUIDELINE NO. 22 REGULATORY AUDITS OF ENERGY BUSINESSES

GUIDELINE NO. 22 REGULATORY AUDITS OF ENERGY BUSINESSES Level 37, 2 Lonsdale Street Melbourne 3000, Australia Telephone.+61 3 9302 1300 +61 1300 664 969 Facsimile +61 3 9302 1303 GUIDELINE NO. 22 REGULATORY AUDITS OF ENERGY BUSINESSES ENERGY INDUSTRIES JANUARY

More information

TfNSW Standard Requirements TSR T Technical Management

TfNSW Standard Requirements TSR T Technical Management Template Applicable to: Transport Projects Quality Management System Status: Division: Approved Transport Projects Version: 5.0 Desksite No.: 3455797_1 Date of issue: 1 July 2014 Effective date: 1 July

More information

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets

More information

Implementation of a Quality Management System for Aeronautical Information Services -1-

Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services Chapter IV, Quality Management

More information

Quality Manual Quality Management System Description

Quality Manual Quality Management System Description Australian Government Security Vetting Agency Quality Manual Quality Management System Description Commonwealth of Australia 2013 This work is copyright. Apart from any use as permitted under the Copyright

More information

ISO 9001: 2008 Boosting quality to differentiate yourself from the competition. xxxx November 2008

ISO 9001: 2008 Boosting quality to differentiate yourself from the competition. xxxx November 2008 ISO 9001: 2008 Boosting quality to differentiate yourself from the competition xxxx November 2008 ISO 9001 - Periodic Review ISO 9001:2008 Periodic Review ISO 9001, like all standards is subject to periodic

More information

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218 Copyright in the material is owned by the State of New South Wales. Apart from any use as permitted under the Copyright Act 1968 and/or as explicitly permitted below, all other rights are reserved. You

More information

Implementing an ISO 9001 Quality Management System

Implementing an ISO 9001 Quality Management System Implementing an ISO 9001 Quality Management System ETI Group This guide to implementing an ISO 9001 Quality Management System (QMS) was prepared by ETI Group. The guide is based on our experiences assisting

More information

QA Procedure Page 1 Appendix A

QA Procedure Page 1 Appendix A *Changes from the previous QASE noted by "yellow" highlight of block Evaluation Summary Company: Prepared By: Section Element Manual Audit OK Objective Evidence 2.1 Objective of Quality Assurance Program

More information

Guideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010

Guideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010 Public Record Office Victoria PROS 10/10 Strategic Management Guideline 5 Records Management Strategy Version Number: 1.0 Issue Date: 19/07/2010 Expiry Date: 19/07/2015 State of Victoria 2010 Version 1.0

More information

Want to exceed customer expectations and stand out from the crowd? Third party approval of management systems from BRE Global. www.bre.co.

Want to exceed customer expectations and stand out from the crowd? Third party approval of management systems from BRE Global. www.bre.co. Want to exceed customer expectations and stand out from the crowd? Third party approval of management systems from BRE Global www.bre.co.uk Demonstrate your commitment to quality Quality Management Systems

More information

GENERIC STANDARDS CUSTOMER RELATIONSHIPS FURTHER EXCELLENCE CUSTOMISED SOLUTIONS INDUSTRY STANDARDS TRAINING SERVICES THE ROUTE TO

GENERIC STANDARDS CUSTOMER RELATIONSHIPS FURTHER EXCELLENCE CUSTOMISED SOLUTIONS INDUSTRY STANDARDS TRAINING SERVICES THE ROUTE TO PROCESSES SUPPLY CHAIN SKILLED TALENT CUSTOMER RELATIONSHIPS FURTHER EXCELLENCE GENERIC STANDARDS INDUSTRY STANDARDS CUSTOMISED SOLUTIONS TRAINING SERVICES THE ROUTE TO ISO 9001:2015 FOREWORD The purpose

More information

Quality System Manual

Quality System Manual Quality System Manual Document: QM Issue: 3 Revision: 1 Date: July 24, 2014 General Introduction ISS: 3 REV: 1 Page: 2 of 56 Section 1.2 Document Revision Page REV REV DETAILS LEVEL DATE Page Para. DESCRIPTION

More information

CENTRIS CONSULTING. Quality Control Manual

CENTRIS CONSULTING. Quality Control Manual CENTRIS CONSULTING Quality Control Manual ISO 9001:2008 Introduction Centris Consulting developed and implemented a Quality Management System in order to document the company s best business practices,

More information

ISO 9001:2015 Overview of the Revised International Standard

ISO 9001:2015 Overview of the Revised International Standard ISO 9001:2015 Overview of the Revised International Standard Introduction This document provides: a summary of the new ISO 9001:2015 structure. an overview of the new and revised ISO 9001:2015 requirements

More information

QUALITY MANUAL ISO 9001:2000

QUALITY MANUAL ISO 9001:2000 The Company MASTER COPY This document is approved for use Copy Holder Copy Number 1 The Managing Director Distribution Copy Number 1 Company Ltd Copy Number 2 (Certification Copy - Uncontrolled) Copy Number

More information

QUALITY MANAGEMENT SYSTEM REQUIREMENTS

QUALITY MANAGEMENT SYSTEM REQUIREMENTS QUALITY MANAGEMENT SYSTEM REQUIREMENTS FOR BUILDERS 2014 400 Prince George s Blvd. Upper Marlboro, MD 20774 800.638.8556 HomeInnovation.com TABLE OF CONTENTS Introduction... iii Notes... iii 1 General...1

More information

QUALITY MANAGEMENT SYSTEM

QUALITY MANAGEMENT SYSTEM QUALITY MANAGEMENT SYSTEM Klein Steel Service, Inc UNCONTROLLED 4/11/11 Page 1 of 30 Revision Level: 001 Printed Date: 11/15/2013 1:02 Table of Contents Scope... 1.1 General... 1.2 Application... 7.3 Design

More information

Quality Manual. UK Wide Security Solutions Ltd. 1 QM-001 Quality Manual Issue 1. January 1, 2011

Quality Manual. UK Wide Security Solutions Ltd. 1 QM-001 Quality Manual Issue 1. January 1, 2011 Quality Manual 1 QM-001 Quality Manual Issue 1 January 1, 2011 This document is uncontrolled when printed. Please verify with Quality Management Representative 16 Dukes Close, West Way, Walworth Industrial

More information

HOW TO IMPLEMENT ISO 9001

HOW TO IMPLEMENT ISO 9001 HOW TO IMPLEMENT ISO 9001 CHECKLISTS 2015 Page 1 Overview of - Quality management systems What needs to be in place? Before you start your quality journey or your organization has decided to review what

More information

Network Certification Body

Network Certification Body Network Certification Body Scheme rules for assessment of railway projects to requirements of the Railways Interoperability Regulations as a Notified and Designated Body 1 NCB_MS_56 Contents 1 Normative

More information

IAF Mandatory Document for the Transfer of Accredited Certification of Management Systems

IAF Mandatory Document for the Transfer of Accredited Certification of Management Systems IAF MD 2:2007. International Accreditation Forum, Inc. IAF Mandatory Document IAF Mandatory Document for the Transfer of Accredited Certification of Management Systems (IAF MD 2:2007) IAF MD2:2007 International

More information

quality, health & safety and environment training and consulting

quality, health & safety and environment training and consulting quality, health & safety and environment training and consulting QUALMS Group QHSE Training & Consulting is a leading business services provider of applied; Quality, Food Safety, Occupational Health &

More information

Quality Manual ISO 9001:2015 Quality Management System

Quality Manual ISO 9001:2015 Quality Management System Quality management input comprises the standard requirements from ISO 9001:2015 which are deployed by our organization to achieve customer satisfaction through process control. Quality Manual ISO 9001:2015

More information

Contractor Performance Report Scoring Guide

Contractor Performance Report Scoring Guide Report Main Roads Western Australia Table of Contents CONTRACTOR PERFORMANCE REPORT SCORING GUIDE... 3 1. APPLICATION... 3 2. REPORTING... 3 2.1 Objectives... 3 2.2 Frequency... 3 2.3 Responsibility...

More information

Specific Responsibilities Associated Performance Measures 1. Excellence in Commercial Management 2. Excellence in Contract Performance

Specific Responsibilities Associated Performance Measures 1. Excellence in Commercial Management 2. Excellence in Contract Performance OUR VISION is to be recognised as the leader in infrastructure service provision POSITION DESCRIPTION Commercial Manager National Maintenance Date reviewed: April 2012 EMPLOYEE NAME: Job Purpose: To achieve

More information

EXPLOSIVE ATMOSPHERES IEC PART 19: EQUIPMENT REPAIR, OVERHAUL AND RECLAMATION & IECEx CERTIFIED SERVICE FACILITY SCHEME THE ROUTE TO COMPLIANCE

EXPLOSIVE ATMOSPHERES IEC PART 19: EQUIPMENT REPAIR, OVERHAUL AND RECLAMATION & IECEx CERTIFIED SERVICE FACILITY SCHEME THE ROUTE TO COMPLIANCE EXPLOSIVE ATMOSPHERES IEC 60079 PART 19: EQUIPMENT REPAIR, OVERHAUL AND RECLAMATION & IECEx CERTIFIED SERVICE FACILITY SCHEME THE ROUTE TO COMPLIANCE Author: Eur Ing John S Allen CEng, FIEE, FIMMM,MIEEE

More information

ISO 9001:2015 and AS/NZS ISO 9001:2016 Checklist

ISO 9001:2015 and AS/NZS ISO 9001:2016 Checklist Company: ISO 9001:2015 and AS/NZS ISO 9001:2016 Checklist Address: Client No: Check list completed by Date completed What you need to do: Please consider all questions in sections 4 to 10 and provide references

More information

Printed copies of this document may not be up to date. Ensure you have the latest version before using this document.

Printed copies of this document may not be up to date. Ensure you have the latest version before using this document. PO 01 QUALITY POLICY Essential Summary This policy outlines the commitment of the NSW Registry of Births Deaths & Marriages to implementing maintaining a quality management system, is required under clause

More information

TOTAL QUALITY MANAGEMENT II QUALITY AUDIT

TOTAL QUALITY MANAGEMENT II QUALITY AUDIT TOTAL QUALITY MANAGEMENT II Chapter 13: QUALITY AUDIT Dr. Shyamal Gomes Introduction: The term audit was defined in the 16th Century as the official examination of the accounts with verification by reference

More information

Title: Rio Tinto management system

Title: Rio Tinto management system Standard Rio Tinto management system December 2014 Group Title: Rio Tinto management system Document No: HSEC-B-01 Standard Function: Health, Safety, Environment and Communities (HSEC) No. of pages: 23

More information

SAFETY and HEALTH MANAGEMENT STANDARDS

SAFETY and HEALTH MANAGEMENT STANDARDS SAFETY and HEALTH STANDARDS The Verve Energy Occupational Safety and Health Management Standards have been designed to: Meet the Recognised Industry Practices & Standards and AS/NZS 4801 Table of Contents

More information

D. MCLAUGHLIN & SONS LTD QUALITY MANUAL

D. MCLAUGHLIN & SONS LTD QUALITY MANUAL D. MCLAUGHLIN & SONS LTD QUALITY MANUAL Originated By: Anne Wall (Quality Consultant) Date: Approved By: Date: Issue AMENDMENT DATE Draft 1 Quality Manual QM1 CONTENTS 1 QUALITY ASSURANCE POLICY 1.1 Quality

More information

Engineering Procurement Construction Quality Plan

Engineering Procurement Construction Quality Plan Engineering Procurement Construction Quality Plan Index 1 Introduction... 4 1.1 Project Background... 4 1.2 Document Purpose... 4 1.3 Change Control... 4 1.4 Contract... 4 1.5 Quality system... 4 1.6 Distribution...

More information

Construction Contracts

Construction Contracts 65 Accounting Standard (AS) 7 Construction Contracts Contents OBJECTIVE SCOPE Paragraph 1 DEFINITIONS 2-5 COMBINING AND SEGMENTING CONSTRUCTION CONTRACTS 6-9 CONTRACT REVENUE 10-14 CONTRACT COSTS 15-20

More information

REGIONAL COUNCIL OF GOYDER. Work Health Safety and Injury Management Policy

REGIONAL COUNCIL OF GOYDER. Work Health Safety and Injury Management Policy Work Health Safety and Injury Management Policy Section: W Version No: 1.4 Adopted: 17/12/13 Next Review: Minutes Ref: 271/13 Responsibility: OHS & Risk Manager Note under 1.1: Organisational objectives

More information

BLOOM AND WAKE (ELECTRICAL CONTRACTORS) LIMITED QUALITY ASSURANCE MANUAL

BLOOM AND WAKE (ELECTRICAL CONTRACTORS) LIMITED QUALITY ASSURANCE MANUAL 130 Wisbech Road Outwell Wisbech Cambridgeshire PE14 8PF Tel: (01945) 772578 Fax: (01945) 773135 Copyright 2003. This Manual and the information contained herein are the property Bloom & Wake (Electrical

More information

This is Document Schedule 5 Part 1 referred to in this Contract SCOTTISH MINISTERS REQUIREMENTS SCHEDULE 5 PART 1 QUALITY MANAGEMENT SYSTEM

This is Document Schedule 5 Part 1 referred to in this Contract SCOTTISH MINISTERS REQUIREMENTS SCHEDULE 5 PART 1 QUALITY MANAGEMENT SYSTEM This is Document Schedule 5 Part 1 referred to in this Contract SCOTTISH MINISTERS REQUIREMENTS SCHEDULE 5 PART 1 QUALITY MANAGEMENT SYSTEM CONTENTS Page No 1 GENERAL REQUIREMENTS 1 1.1 Requirements 1

More information

aaca NCSA 01 The National Competency Standards in Architecture aaca Architects Accreditation Council of Australia PO Box 236 Civic Square ACT 2608

aaca NCSA 01 The National Competency Standards in Architecture aaca Architects Accreditation Council of Australia PO Box 236 Civic Square ACT 2608 aaca NCSA 01 The National Competency Standards in Architecture aaca Architects Accreditation Council of Australia PO Box 236 Civic Square ACT 2608 NCSA 01 Competency Based Assessment in Architecture THE

More information

Compliance Management Systems

Compliance Management Systems Certification Scheme Y03 Compliance Management Systems ISO 19600 ONR 192050 Issue V2.1:2015-01-08 Austrian Standards plus GmbH Dr. Peter Jonas Heinestraße 38 A-1020 Vienna, Austria E-Mail: p.jonas@austrian-standards.at

More information

Table 1: FIDIC Quality Management COMPLIANCE Checklist

Table 1: FIDIC Quality Management COMPLIANCE Checklist Table 1: FIDIC Quality Management COMPLIANCE Checklist Aspects related to Risk Management have been inserted and highlighted in light blue The aspects that are required by CESA to be complied with by Single

More information

Procurement guidance Managing and monitoring suppliers performance

Procurement guidance Managing and monitoring suppliers performance Procurement guidance Managing and monitoring suppliers performance Procurement guidance: Managing and monitoring suppliers performance Page 2 of 16 Table of contents Table of contents... 2 Purpose of the

More information

EA IAF/ILAC Guidance. on the Application of ISO/IEC 17020:1998

EA IAF/ILAC Guidance. on the Application of ISO/IEC 17020:1998 Publication Reference EA IAF/ILAC-A4: 2004 EA IAF/ILAC Guidance on the Application of ISO/IEC 17020:1998 PURPOSE This guidance document is for ISO/IEC 17020: General Criteria for the operation of various

More information

CONSTRUCTION PROJECT MANAGER

CONSTRUCTION PROJECT MANAGER The South African Council for the Project and Construction Management Professions CONSTRUCTION PROJECT MANAGER IDENTIFICATION OF WORK AND SCOPE OF SERVICES FOR CONSTRUCTION PROJECT MANAGERS REGISTERED

More information

DOCUMENT CS/1: SCHEME DESCRIPTION AND BENEFITS

DOCUMENT CS/1: SCHEME DESCRIPTION AND BENEFITS WELDING FABRICATOR CERTIFICATION SCHEME DOCUMENT CS/1: SCHEME DESCRIPTION AND BENEFITS 6 th Edition July 2012 Issued under the authority of the Governing Board for Certification All correspondence should

More information