Wharton Construction Ltd. Quality Manual. Kellaw Road Yarm Road Business Park Darlington DL1 4YA

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1 Quality Manual Kellaw Road Yarm Road Business Park Darlington DL1 4YA

2 MANUAL IDENTIFICATION This document is a controlled/uncontrolled copy. Copy Number:...of... Issued to... Title... Holders of controlled copies will be advised of any amendments or subsequent issues. Signed:...Quality Manager 2 February 2011

3 REVISION AND AMENDMENT REGISTER DATE PAGE NUMBER PROCEDURE NUMBER REVISION DETAILS ISSUE NUMBER 3 February 2011

4 CONTENTS Section Description Page 1 Foreword 5 2 Quality Policy 6 3 Quality Structure 7 4 Quality management system General Requirements Quality Model Documentation Requirements Quality Manual Control of Documents Control of Records 12 5 Management Responsibility Management Commitment Customer Focus Quality Policy Responsibility, Authority and Communication Management Review 14 6 Resource Management Provision of Resources Human Resources - Competence, Awareness and Training 15 7 Product Realisation Planning of Product Realisation Product Realisation Process Map Customer-Related Processes Design Development Purchasing Production and Service Provision Customer Property Preservation of Product 24 8 Measurement, analysis and improvement General Monitoring and measurement Customer satisfaction Internal Quality Audit Monitoring and Measuring of Product Control of Non-conforming Product Analysis of Data Continuous Improvement 29 4 February 2011

5 FOREWORD This Quality Manual is the means by which Wharton Construction Ltd (the Organisation ) satisfies the requirements of its customers, particularly with regard to management responsibility. The Organisation is obliged to ensure that its Quality Policy is fully and completely understood by its employees, and that its procedures are implemented and maintained at all times. Although not registered under, this Quality Manual is in accordance with the requirements of BS EN ISO 9001: All of the components of the Quality Management System shall be periodically and systematically reviewed by internal audit procedures. The Quality Manager, appointed by the Organisation s board of Directors, is responsible for the control of all matters pertaining to the implementation of these procedures. The assurance of quality is fundamental to all the work undertaken by the Organisation. The procedures established shall be practised by all personnel at every level in the Organisation s structure. The International Organisation for Standardisation has specified the following definitions for use in Quality Management Systems: A product is defined as the result of a process and may include any services or advice, provided to a customer as well as physical goods. A customer is an organisation or person that receives a product and may include clients, purchasers, partners, stakeholders or any other party having a quality related relationship with you and your Organisation. A supplier is an organisation or person that provides a product. A supplier can be internal or external to the Organisation. In a contractual situation a supplier may be referred to as a contractor. A process is a set of interrelated or interacting activities, which transforms inputs into outputs. 5 February 2011

6 QUALITY POLICY Wharton Construction Ltd (the Organisation ) aims to provide defect free goods and services to its customers on time and within budget. The management is committed to: 1. Develop and improve the Quality Management System 2. Continually improve the effectiveness of the Quality Management System 3. The enhancement of customer satisfaction The management has a continuing commitment to: 1. Ensure that customer needs and expectations are determined and fulfilled with the aim of achieving customer satisfaction 2. Communicate throughout the Organisation the importance of meeting customer needs and legal requirements 3. Establish the Quality Policy and its objectives 4. Conduct Management Reviews of the effectiveness of the implementation of the Quality Management System 5. Ensure the availability of resources The structure of the Quality Management System is defined in this Quality Manual. All personnel understand the requirements of this Quality Policy and abide with the contents of the Quality Manual. In addition to all English and EU commercial legislation and regulations, the Organisation complies with all legislation and regulations specifically related to its business activities. The Organisation constantly monitors its quality performance and implements improvements when appropriate. This Quality Policy is regularly reviewed in order to ensure its continuing suitability. 6 February 2011

7 QUALITY STRUCTURE CHART Construction Director Planning Management Quality Team Member Quality Manager Management Review Internal Audit Estimating Director Tenders Estimating Quality Team Member Contracts Manager Quality Team Member Contracts Director Management Quality Team Member Operatives Construction Operations Company Secretary Administration Accounts/Purchase Ledger Quality Team Member This chart establishes responsibilities and lines of internal communication within the Quality Management System and does not necessarily portray other management structures. 7 February 2011

8 4 - QUALITY MANAGEMENT SYSTEM Purpose: To provide management with a reference for the administration of the Organisation. To provide a benchmark for the performance of management. To provide a reference against which the performance of the Organisation can be measured. 4.1 General Requirements As part of the implementation of this Quality Management System the Organisation has identified and documented in this Manual: 1. The processes needed for the Quality Management System 2. The sequence and interaction of these processes 3. The criteria and methods used to ensure the effective operation and control of these processes 4. The means to ensure the availability of the resources and the information necessary to support the operation and monitoring of these processes 5. The processes used to measure, monitor and analyse these processes and implement action necessary to achieve planned results and monitor continual improvement 8 February 2011

9 4.1.1 Quality Model As part of the Management Review process, the Organisation reviews the Quality Management System and, when required, makes changes in order to ensure that it continues to meet management requirements and market conditions. 9 February 2011

10 4.2 Documentation Requirements The following documents together define the Organisation s Quality Management System and ensure the effective operation and control of its procedures: 1. The Quality Policy 2. This Quality Manual Quality Manual Management ensures that this Quality Manual includes: 1. The defined scope of the Quality Management System with any exclusions identified and justified 2. Documented procedures or reference to them within other documents 3. A description of the interaction of processes Effective implementation of the quality administration system is monitored, on an informal basis, as part of the Organisation s day to day operations. The Quality Manager deals with instances where the quality administration system is not correctly implemented. Persistent breaches of the quality administration system are dealt with in accordance with the Organisation s disciplinary procedures. Such breaches are taken into account when reviewing the: 1. The overall operation of the Organisation s quality administration systems 2. The Quality Manual, to ensure that it is up-to-date and accurately reflects the working practices of the Organisation 3. Staff training requirements Control of documents The Directors has approved this Quality Manual and will approve all subsequent issues. The only controlled copy of the Quality Manual is that held on the Organisation s computer system and is maintained by the Quality Manager. All hard and any other electronic copies are by definition uncontrolled. Proposed changes to the Quality Manual are identified during the day to day activities as well as more formally during the Management Review process described in Section February 2011

11 Proposed changes are reviewed and, where appropriate, adopted by the Directors after taking into account all relevant information. When adopted, changes are made to the controlled copy of the Quality Manual and the appropriate personnel are notified of the change. The Organisation s computer system is regularly backed up and a copy stored securely. The integrity of the computer system and the data held on it is maintained by running background virus protection software. All quality related order/job specific, information/documentation is raised, reviewed, updated, utilised and stored using relevant procedures detailed in this Quality Manual Technical materials are kept in a technical library and where such items are directly related to quality, updates on receipt or issue, are filed and the superseded items removed. Items required to be kept for historical reference are clearly marked as superseded. Technical reference materials may include: Technical manuals Relevant industry and National/International standards Manufacturer s and suppliers catalogues and price lists Relevant legislation including Health and Safety requirements General safety data, such as COSHH sheets Master issues of documents, whether hard copy or in computerised form, used to plan activities, define procedures, or record information, including training memoranda A Job Allocation Sheet is printed and maintained at appropriate stages. On receipt of all drawings they are stamped, approved for construction and initialled by the reviewer, the Drawing Register/Issue Sheet is updated with the relevant details accordingly. All incoming correspondence is stamped and initialled by the reviewer indicating the member of staff assigned. Where quality related material is stored on computer generated records, back up copies are made and are either stored off site overnight or retained in a fire proof safe. The frequency of back up copying will be reviewed from time to time according to the nature of the information stored. Details of back up are logged in the back up log. 11 February 2011

12 4.2.3 Control of Records The Quality Manager is responsible for keeping the following records for a minimum period of 24 months or any longer period as required by legislation, regulations and/or contractual requirements in order to demonstrate conformity to the requirements and effective operation of the Quality Management System: 1. Management Review records 2. Quality Audit reports 3. Staff training records 4. Customer complaint/non-conformance records 5. Customers Orders 6. Completed Job Files 7. Completed Contract Files 8. Completion Certificate 9. Practical Completion Certificate 10. Certificate of Making Good Defects 11. Customer Satisfaction Letter 12. Daily Diaries 13. Snagging Lists 14. Variations 15. Approved List Of Suppliers 16. Purchase Orders 17. Computer Back Up Log All records are maintained in a safe and secure environment, and in a manner that facilitates ready retrieval. 12 February 2011

13 5 - MANAGEMENT RESPONSIBILITY Purpose: To define quality related responsibilities. To ensure implementation of the Quality Management System. To ensure that the customer s quality requirements are reflected in the goods and services provided. 5.1 Management Commitment The Organisation s Quality Policy includes a commitment from management to develop and improve the Quality Management System by: Communicating throughout the Organisation the importance of meeting customers requirements Communicating throughout the Organisation the importance of meeting regulatory and legal requirements Establishing the Quality Policy and its objectives Conducting Management Reviews Ensuring the availability of resources 5.2 Customer Focus As a fundamental requirement of the Quality Policy, management has made a commitment to ensure that customer needs and expectations are determined and fulfilled with the aim of enhancing customer satisfaction. 5.3 Quality Policy As part of the Management Review process described in Section 5.6 the Quality Policy is regularly reviewed in order to ensure that it continues to be suited to the Organisation s activities. In order to provide evidence of the Organisation s commitment to the Quality Policy, the Policy is regularly reviewed and any changes approved as part of the formal Management Review proceedings. These reviews and all approved changes are recorded in the minutes of the Management Review meetings. 5.4 Responsibility, Authority and Communication Responsibilities and authorities, together with the identity of those responsible for communicating them throughout the Organisation, are illustrated on the quality structure chart in this Manual. Management ensures that, at all times, a nominated member of management has 13 February 2011

14 responsibility for implementation and ultimately overseeing all aspects of the Quality Management System. Channels of internal communication are illustrated on the quality structure chart in this Manual. 5.5 Management Review A Management Review is carried out at no greater than four monthly intervals and addresses, in addition to general matters, the following: 1. Non-conformance records 2. Status of preventive and corrective actions 3. Management Information trend analysis 4. Follow up actions from earlier Management Reviews 5. Changes in the Organisation s operational environment that could effect the Quality Management System, including requirements for additional or revised resources 6. The Organisation s Quality Policy, objectives and goals in order to determine whether they remain relevant to the requirements of customers and management. 7. The overall operation of the Organisation s quality administration systems in order to determine their continuing suitability and effectiveness 8. Plans for continual improvement 9. Staff training requirements Records made available in order to facilitate the Management Review include, but are not limited to: 1. Results of Quality Audits 2. Feedback from customers 3. Management Information records 4. Staff suggestions 5. Previous Management Review records 6. Non-conformance records including customer complaints The findings of every Management Review are recorded and kept in accordance with the procedures set out in Section and include details of: 1. Actions agreed to improve the Quality Management System and its processes 2. Actions agreed to improve the service that the Organisation provides to its customers 3. Actions agreed to meet revised resource requirements 4. Corrective and preventive actions taken and planned 14 February 2011

15 6 - RESOURCE MANAGEMENT Purpose: To ensure adequate resources are provided for implementation of the Quality Management System. To ensure adequate resources continue to be provided for implementation of the Quality Management System. To ensure training needs are met. 6.1 Provision of Resources The identification of revised or additional resources required to implement and improve the processes of the Quality Management System takes place as part of day to day management as well as part of the Management Review procedures described in Section Human Resources - Competence, Awareness and Training Staff training requirements are identified as part of day to day management of the Organisation and, also as part of the Management Review process described in Section 5.6. Appropriate training methods are used that may include: 1. Internal training 2. External training 3. Seminars 4. Health and Safety at work A record of training received by all members of staff is kept including such details as: 1. Date of training or event 2. Training/activities undertaken 3. Duration 4. Qualifications and/or certificates attained 15 February 2011

16 7 - PRODUCT REALISATION Purpose: To ensure efficient delivery of the goods and services offered. To ensure effective communication with customers. To ensure proper management of any design or development processes. 7.1 Planning of Product Realisation New projects are subject to a project-specific review to determine planning and other requirements relating to the work. The work planning process involves determining and taking into account the quality objectives and the requirements of the project. The organisation will be responsible for preparing the Tender Programme for a project. This programme will form the benchmark for all sub-programmes, including procurement, construction, commissioning and close out programmes and will be monitored in the project reports. The organisation will adapt its project control systems to fully meet the requirements of the Client and Design Team. Project planning will be via a computer aided critical path analysis for which we generally use Project Commander, this will be structured to provide a fully integrated control system, enabling efficient communication with all participants in the project. In summary, the system will be structured to provide a clear and co-ordinated control system as follows:- Stage 1 Programme Tender Programme, indicating the relationship between all activities under, and interfacing with organisation s management responsibilities and identifying key milestones. As designs are released the Strategy programme will be developed to reflect the latest information. Stage 2 Programmes These show the agreed programmes for design production, procurement, construction and commissioning. Further detailed programmes showing individual sections of the project, and hotspot programmes for high risk areas will be produced by the organisation to control and monitor site production. 16 February 2011

17 Detailed sub-programmes will be prepared by the subcontractors, covering design, manufacture, installation and their own commissioning. These will reflect the overall project objectives and will be agreed with the organisation. The approach adopted by the organisation is that of proactive and not reactive planning. Planning commences with the agreement of the overall programme for reconstruction and construction activities, to meet the overall project completion date. More detailed construction programmes will be developed, extracts from which will form package control programmes against which subcontractors commit to achieve. The detailed programme for each package, including all works, whether on or off site, will then be developed in conjunction with the subcontractors, enabling detailed coordination of each contractor s activities, with all others, and with the activities of the professional team where appropriate. As the work progresses, the detailed commissioning programmes will be developed incorporating all activities from off site performance testing to the final witnessing of site installation and production of O&M manuals Product Realisation Process Map Design Procure Preconstruction Construction Completion Mock Ups Establish protection requirements Establish and agree samples Monitor Protection Client Familiarisation Buidlability Input Proper Documentation Monitor off site tests & production Quality Audit O&M Manuals and As-Built Drawings Cost Plan Agree Quality Standards Vet Contractor Proposals Materials Management Proving Performance and Commissioning Programme References Design Coordination Quality of Information Progressive Snag and Desnag Prelim, Method Statement Vet Tender Lists Working Environment Design & Spec Package Split Access Logistics Establish Standards Appoint Sub - Con Commence Site Production Pre - Completion Completion Handover Aftercare 17 February 2011

18 7.2 Customer Related Processes Enquiries can be received by telephone, letter, fax, tenders or Customer visit. Appropriate details are recorded such as: 1. Date 2. Customer s name 3. Customer s address 4. Customer s contact names 5. Customer s telephone numbers 6. Customer s fax numbers 7. Required delivery date 8. Required delivery arrangements 9. Delivery address 10. Quantities 11. Site requirements 12. Any special details Where appropriate, the Customer is asked to provide further information to define fully their requirements. Site visits may be made in order to fully understand the complexities, drawings, specifications and samples may be received, details of which are recorded on the Survey Sheet and are retained in a unique file. The enquiry is allocated a unique number. The enquiry details are further reviewed to assess the Organisation s ability and desire to fulfil them. Where appropriate, the Customer is supplied with copies of the Organisation s literature together with any testimonials if required. Quotations are prepared using the Organisation s costing system, reference being made to suppliers and sub-contractors for price/availability as necessary. Quotations are always submitted in writing to the Customer, together with an Acceptance Form and the Organisation s terms and conditions. Where quotations are to be submitted in the form of a tender, details are reviewed to ensure the tender and all necessary supporting documents are enclosed. The tender list is updated accordingly. Pricing is based on market conditions prevailing at the time. Customer queries about the quotation are discussed until they are resolved and documented accordingly. If an amended quotation is required the original is marked superseded and filed. The Customer places their order by appropriate means and may supply their own order reference that is recorded with the initial enquiry details. Where appropriate, the Customer Acceptance Form is forwarded to the customer for signing and 18 February 2011

19 returning if it has not been done previously. The Customer s order/instruction is reviewed to establish the Organisation s ability to meet the Customer s requirements the Customer is informed in writing of the Organisation s acceptance. Orders to be processed are assigned a unique job number from the computer system and details of the job number and the Customer s name recorded on the job numbers list. 7.3 Design Development The organisation s Design Co-ordinator, will manage the technical interface between the respective designers, the organisation s technical staff, supply chain members and sub contractors. The master control documents will be the information required schedule, design and Procurement programmes, produced by the organisation, reflecting both the Design and Construction requirements. Any area requiring adjustment will be achieved by discussion and agreement, not confrontation. Design drawings will be issued to all interested parties in the first instance for comment and co-ordination by the Project Team, prior to being signed off as construction issue. These comments being transmitted to the designers for inclusion in the revised drawings for subsequent re-submission. The organisation is aware that this will be a repetitive process and will ensure that all comments are incorporated on the first run. Meetings will be held at regular intervals with the designers to monitor the design process to ensure that they have all the information they require to complete the process. Any trade interface co-ordination must be identified at the drawing approval stage to eliminate errors on site. The organisation s role is to provide the environment and focus for the designers. Managing the process of design requires:- A project brief that clearly defines the client s objectives so that the developing design can be properly evaluated against those objectives A process of Design and Value Engineering that is focused and directed to ensure that the client s objectives are met by the most cost effective design. The organisation control of the design process ensures the final design:- Reflects the clients objectives and needs and has been audited for this Is buildable and has been properly thought through and is complete Provides value for money 19 February 2011

20 DRAWING SCHEDULE SUBMITTED PREPARATION OF DRAWINGS WHARTON REVIEW & VERIFY COMPLIANCE WHARTON DISTRIBUTE LEAD CONSULTANT COMMENT APPROVE SUB CONSULTANTS COMMENT APPROVE WHARTON DISTRIBUTE TO SUB CON FOR ACTION SUB CON APPROVED OR AMENDED TO CONFORM THE WORKS 20 February 2011

21 7.4 Purchasing A regularly updated schedule of approved suppliers and sub-contractors is maintained. All suppliers and sub-contractors are selected from the approved supplier list. Approval of suppliers and sub-contractors is based on a number of criteria, which may include, as appropriate: 1. Historic performance 2. Availability 3. The Organisation s quality evaluation of sub-contractors including skills required and demonstration of relevant experience where necessary 4. Customer s requirement 5. Cost 6. Availability 7. Market demands 8. Ability to meeting British/International/Local Standards 9. Ability to meet legislative requirements Orders are raised to meet specific job requirement and to maintain stocks of key, quality related equipment and consumables. Orders are confirmed in writing according to the size and nature of the order and the supplier s requirements. The purchase is assigned a unique purchase order number from the purchase order pad/database as appropriate. The supplier is provided with full order details such as: 1. The unique purchase order number 2. Required delivery date 3. Required delivery arrangements 4. Delivery address 5. Quantities 6. Descriptions 7. Colours 8. Any special details Where major items are ordered, the order may be documented in letterform, or on the supplier's documentation as appropriate. Where an order is not confirmed in writing or by inspection as point of sale, the supplier is asked to read back the order details if they have not already done so. 21 February 2011

22 7.5 Production and Service Provision All staff carry out their work reflecting: 1. The agreement with the Customer 2. The written quality policy 3. Appropriate legislation i.e. Health and Safety 4. Codes or practice and guidelines issued from time to time by the Environment Agency 5. National Federation of Builders 6. The skills, training, experience and qualifications of the work force Therefore documented generic work instructions are not considered appropriate Order acceptance forms are received, reviewed and accepted using the procedures in Section 7.2. The job specifications are reviewed to determine the requirement for: 1. Design and development 2. Labour 3. Equipment 4. Materials 5. Sub-contract services 6. Quality assurance documentation A start date is confirmed by the customer either at a pre start meeting or in writing as appropriate. Staff is assigned to the job based on skills required, workload and availability. Any design or development requirements are undertaken by an approved subcontractor listed on the approved list of suppliers. Purchase orders/stock reservations are raised/placed based on any other requirements determined in above and are placed using the procedures in Section 7.4 Purchasing. Work programmes, schedules, site plans, building and material specifications, may be produced defining/depicting the site, preparation and general facilities as appropriate. Equipment and materials are inspected, and if accepted identified, stored and transported using procedures as stated below. After any in house preparation, materials, equipment and staff are transported to the site, the equipment and staff are deployed for the relevant job tasks and all necessary site preparation commenced. 22 February 2011

23 The allocated staff are continually briefed regarding the job requirements and Health and Safety implications throughout the job and any additional written or verbal instructions are given to the site staff immediately. Any queries are referred to the Small works Director, the Quality Manager and, ultimately, the customer. All work is carried out using the skills, experience and training of the respective jobholder. Note: As a result, documented work instructions are not considered necessary but staff may make reference to technical facilities where appropriate. At appropriate stages, inspections are carried out to ensure compliance with the order/job requirements, by the small works director and customer using Section Monitoring and Measurement procedures. Details of which are recorded in file note form where appropriate. The Organisation s equipment is monitored in use by the operators and any defects are immediately reported to the relevant supervisory staff and investigated. If quality or operator/third party safety is at risk, the equipment is withdrawn from use until the defect is rectified, meanwhile being tagged to define the existence and nature of the problem. In addition, the Organisation s equipment including its vehicles are regularly inspected and maintained, according to the requirements of a pre-planned schedule. The results of the inspections are documented on the schedule and, if appropriate, supporting documents. Personal protective equipment is the responsibility of the user who shall report any defects in accordance with the Organisation s Health and Safety procedures. On receipt of written instruction of award of the contract a Contracts Manager is allocated. The contract, specifications, drawings are reviewed against the tender; any discrepancies are discussed until resolved and confirmed in writing. A pre-contract meeting is arranged with the Customer, Customer s representative. A programme of works is issued and an agreed start date/completion date confirmed. Any changes as a result of the meeting are documented in minute form and are either received or issued. Where appropriate, method statements are prepared; if required by CDM regulations a construction phase Health and Safety plan is prepared. Orders are placed for sub-contractors and materials for the site using Section 7.4 Purchasing Procedures. On the day of commencement, the site foreman is issued with a Site File, Record 23 February 2011

24 Sheets, Day Work Sheets, Purchase Order Pad, Daily Dairy etc. and briefed regarding the contract specifications and Health and Safety requirements. Work commences in accordance with the contract specifications and Commencement Sheet. The site foreman is responsible for the day to day running of the site and liaison with the Customer/Representative. Any problems requiring further clarification are referred to the Contracts Manager or Construction Director. Throughout the term site visits are undertaken at predetermined dates and times and the minutes recorded. Verbal Customer/Architects instructions are documented in the Daily Diary signed by the Architect or Customer or recorded on a verbal instruction to Contractor Sheet. Formal Architects instructions are received at Head Office and placed within the Contract File. On receipt of snagging lists, work is carried out and re-inspected to the Customers satisfaction. The receipt of a practical completion certificate verifies completion of a contract. 7.6 Customer Property All data and information provided by customers is treated as confidential in accordance with the requirements of the Data Protection Act 1998 and is protected using suitable physical and electronic protection methods. Customers are notified of any loss, corruption or other damage to their data or information. Material supplied by customers for use at the site is checked for compliance with agreed specification, quantity, transit damage and fitness including, where appropriate, safety considerations. The customer is advised, in writing if necessary, of any potential problems, a Non-conformance Report is raised, and the materials are held using the procedures in Section 8.3. Where Organisation staffs find deficiencies in standards relating to the construction site, including work done by other contractors, or any failure to meet contractual or safety obligations on behalf of the customer, or other contractors, they are drawn to the attention of the customer, his agent, or main contractor, as appropriate, and the advice may be confirmed in writing. The Quality Manager is informed and the job or affected phase may be postponed pending resolution of the problem. Where any additional or alternative works are to be carried out on site, the Customer is required to confirm these using an appropriate Confirmation of Verbal Instruction Form. 24 February 2011

25 7.7 Preservation of Product Where handling storage, packaging, preservation and delivery are required, appropriate materials and procedures are employed so as to minimise damage such as: 1. Manufacturers original packing 2. Manufacturers recommended procedures 3. Suppliers original packing 4. Suppliers recommended procedures i.e. COSHH, Health and Safety 5. Procedures and materials defined during training 6. Accepted good industry working practices Where practical and appropriate, materials and components are stored at Head Office and transported to site in the suppliers original packaging. Handling and packaging equipment is not deemed necessary at this moment in time due to the robust nature of products and materials used. 25 February 2011

26 8 - MEASUREMENT, ANALYSIS AND IMPROVEMENT Purpose: To provide management with the feedback required to ensure continual improvement in the Quality Management System. To provide an auditable record of the implementation of the Quality Management System. 8.1 General The Organisation monitors, measures, analyses and improves its processes in order to: 1. Demonstrate conformity of its activities 2. Ensure conformity to the Quality Management System 3. Continually improve the effectiveness of the Quality Management System 8.2 Monitoring and Measurement Customer Satisfaction All personnel monitor levels of customer satisfaction by one or more of the following methods: 1. Maintenance of close relationships with each customer 2. Independent monitoring by IBE Partnership an independent specialist organisation 3. Other appropriate methods selected by senior management All observations received, whether positive or negative, are recorded on a Management Information Report and subsequently administered accordingly. 26 February 2011

27 8.2.2 Internal Quality Management System Audit A Quality Audit programme is maintained by the Quality Manager ensuring that each section of the Quality Management System is verified at least annually. More frequent Quality Audits may be organised by the Quality Manager depending on the importance of the activities being audited. Internal Quality Audits are carried out according to the following procedures: At the beginning of each month, the Quality Manager consults the Quality Audit programme and establishes which, if any, parts of the Quality Management System are to be audited during the coming month. A member of staff, wherever possible independent of the activity to be audited, is appointed by the Quality Manager. The auditor refers to the Quality Manual and determines the activities to be audited. The auditor selects a representative number of records to be audited on a random basis. The auditor advises any personnel concerned that a Quality Audit is being undertaken and answers any questions they may have regarding the audit. The auditor examines the records selected in order to determine whether the activities identified above have been carried out correctly. The auditor keeps a record of the process and the findings of the Quality Audit. The Quality Audit record and all other documents relating to internal audits are passed to the Quality Manager. The Quality Audit record and all other documents relating to internal Quality Audits are retained for inspection by any client or future external auditors. All issues arising from the internal Quality Audit requiring immediate attention are discussed with the appropriate personnel and a record kept on a Quality Audit Report or Management Information Report as appropriate. The Quality Manager ensures that the Quality Audit results are discussed at the next Management Review. 27 February 2011

28 8.2.3 Monitoring and Measurement of Product Quality related, materials, and equipment delivered to Head Office or to site are checked for type, compliance with the agreed specification, quantity, transit damage and fitness for purpose including, where appropriate, safety considerations. Reference may be made to the supplier s delivery documents (including any required quality assurance documentation) and the Organisation s copy of the purchase order. Non-conforming items identified are documented and dealt with using the procedures in Section 8.3. During the contract/job the quality of workmanship and compliance to the contract/job specifications are checked by any of the following: 1. Tradesmen 2. Site Foreman 3. Small Works Director 4. Contracts Manager 5. Construction Director 6. Customer 7. Customer s Representative. Non-conforming items are held in accordance with procedures in Section 8.3 pending a resolution of the problem. On completing the job, a final inspection and test is carried out and the result recorded as follows by the completion of a completion certificate signed by the Customer and inspector for small works. On completion of certain contracts the following may be received: 1. Certificate of making good defects 2. Certificate of practical completion If the above are not relevant a Customer satisfaction letter is completed and submitted together with the final account. In all cases a copy is retained by the Organisation as part of the quality records. 28 February 2011

29 8.3 Control of Non-conforming Components and Product All non-conforming materials/components and product are clearly identified as such by marking, labelling or retention a clearly defined segregation/quarantine area as appropriate. All non-conformances are: 1. Recorded on delivery notes, and/or by amendment of the approved suppliers list, and/or a non-conformance/customer complaint report forms, as appropriate 2. Investigated, and the results documented as above for review at management meetings Records of all non-conformances are retained in accordance with Section 4.2. In addition to site non-conformances recorded in the site Daily Diary. 8.4 Analysis of Data Management Information is systematically analysed by the Quality Manager in order to identify trends. Any trends identified are addressed during the Management Review process described in Section February 2011

30 8.5 Continuous Improvement The effectiveness of the Quality Management System is continually improved through the utilisation and application of the: 1. Quality Policy 2. Quality objectives 3. Quality Audit results 4. Analysis of data 5. Corrective and preventive actions 6. Management Review On receipt of a serious complaint from a Customer, the complaint is investigated to determine the cause of the problem and discussed with the member of staff responsible to prevent recurrence. A record is kept on the Customer Complaint Log of serious Customer complaints including details of the date and nature of the complaint and the action taken. A record is kept on the Non-conformance Log of significant non-conformances including details of the date and nature of non-conformance and the action taken. The non-conformance is investigated to determine the cause of the problem and discussed with the member of staff responsible to prevent recurrence. New or revised procedures are developed as appropriate. Where appropriate, the Customer is advised of the relevant factors causing the complaint or nonconformance (staff members to remain confidential) and the actions taken. The collective actions taken to prevent recurrence of non-conformances, and those records and reports generated, are regularly reviewed at Management Review Meetings to identify any trends and determine the effectiveness of the preventive measures taken. 30 February 2011

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