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: www.mpplumbingheating.co.uk : Controlled / Uncontrolled : Copy No : Authorised Managing Director This quality manual represents the MP Plumbing & HeatingLtd' book of best practice'. It may not be copied, reproduced or released to any third party without the written permission of the directors. Issue 3 Page 1 of 19 Date: 29 March 2011
SCOPE OF REGISTRATION The management of the installation, service and repair of gas central heating and plumbing systems including gas appliance installation, maintenance, services and repair, annual landlord gas safety checks and sanitary works. MP Plumbing & Heating Ltd QUALITY POLICY It is the policy of MP PLUMBING & HEATING LTD to provide a professional, high quality service which meets the requirements of the customer and the end user. The company's quality management system has been designed to maintain and improve customer satisfaction at the very highest level. The company supports a fully integrated quality management system for which ultimate responsibility is taken by the managing director. The quality management system ensures that MP PLUMBING & HEATING LTD can fulfil contractual obligations by ensuring that: Quality/Business objectives and targets are in place and reviewed on a regular basis The quality system is communicated and understood by all members of staff Day to day activities are carried out under controlled conditions and regularly checked against the requirements of the system by the internal audit process. The system is continually reviewed and improved by regular management reviews The Directors of MP Plumbing are committed to complying with the requirements of BS EN ISO 9001:2008 and continually improving the effectiveness of the Quality Management System. They will ensure that this policy is communicated, understood and implemented at all levels in the organisation. Signed : Managing Director Date : Issue 3 Page 2 of 19 Date: 29 March 2011
1.0 INTRODUCTION: COMPANY PROFILE AND HISTORY M P Plumbing and Heating Ltd have been trading since Tina and Mick, the husband and wife team, returned from Canada in 1996. The company has gradually expanded, initially having started from home, and is now leasing a unit at the Metro Centre in Orpington. The majority of the work undertaken is heating and plumbing work for London & Quadrant housing association or other contractors also working for the association. The geographic spread encompasses London, mostly the SE & SW, but extends to Hampshire, parts of Berkshire, East and West Sussex and Surrey, as far as Richmond. 2.0 NORMATIVE REFERENCES 2.1 STANDARDS BS EN ISO 9001 any other standards and codes of practice as required. 2.2 COMPANY DOCUMENTATION This Quality Policy Manual and the associated processes and procedures 3.0 TERMS & DEFINITIONS Company: Product: Practice: Process: Procedure: Discrepancy: BS EN ISO9001 MP Plumbing & HeatingLtd The result of activities or processes. A product may include service, hardware, software, processed materials or a combination thereof The established method for undertaking a task or activity A sequence of tasks or activities A written document describing practices and processes A term used interchangeably with non conformance The standard Issue 3 Page 3 of 19 Date: 29 March 2011
4.0 QUALITY MANAGEMENT SYSTEM 4.1 General Requirements This document, the quality policy manual, is indexed such that the major points provide a direct cross reference to BS EN ISO 9001. The key processes have been developed to follow the business processes of MP Plumbing & Heating Ltd in a logical order following a plan-do-study-act cycle as demonstrated in the interaction of processes in appendix 1. List of Processes: No Process 01 Procurement of contracts 02 Order Receipt and Contract Planning 03 Installations, Maintenance and breakdowns 04 Servicing 05 Voids- Empty properties with work required 06 Decent Homes property upgrades 07 Applications Billing 08 Invoice Billing 09 Dealing with product and test failures 10 Incident reporting 11 Monitoring 12 Internal audits 13 Communications & Management meetings 14 Document Control 15 Managing Staff & Sub-contractors 16 Facilities & Infrastructure 4.2 Documentation Requirements 4.2.1 General The quality system includes: This quality manual A documented quality policy statement and documented quality objectives The documented procedures required by this international standard The documents and records required for M P Plumbing to ensure effective operation and control. The documentation is held in both hard & soft copy. 4.2.2 Quality manual The quality manual has been developed in accordance with BS EN ISO 9001 and comprises of: Issue 3 Page 4 of 19 Date: 29 March 2011
Formal processes/procedures A Quality Management system interaction chart (Appendix 1) Exclusions from the ISO9001 standard: See clause 7.3 & 7.5.2 The degree of documentation required for any part of the management system will be dependent on the methods used, the skills required and the availability of trained personnel. 4.2.3 Control of documents All documentation relating to the requirements of the standard will be reviewed for adequacy by the Directors and Office Management prior to formal issue. This documentation includes: The quality policy manual & operating processes * Technical documentation * Standards and codes of practice - including health & safety information * Statutory regulations * = Key documentation maintained by the quality management representative All computer data is controlled by the Directors to prevent unauthorised access in order to minimise the risk of virus's etc. Any person found misusing the computer system would be subjected to disciplinary action. Computer backup procedures are clearly defined by the management system. Please refer to Process No. 14. Document Control 4.2.4 Control of records Records are established and maintained to provide evidence of conformity to requirements and the effective operation of the management system. All records are identifiable, retrievable and the relevant procedure describes the necessary controls including retention times and disposal of records. The following records are managed and controlled: Customer orders / contracts & contract review Job sheets Landlord Gas Safety Records Other test records Method statements/ Risk assessments Technical documentation Training records Audit reports Meeting minutes The company may retain records for a minimum of 5 years unless otherwise stated. Please refer to Process No. 14. Document Control Issue 3 Page 5 of 19 Date: 29 March 2011
5.0 MANAGEMENT RESPONSIBILITY 5.1 Management Commitment The directors take ultimate responsibility for all activities of the company. Management responsibility includes: Setting policies and objectives and leading the organisation Maintaining and improving performance Realising continual improvement Communicating to the organisation the importance of meeting customer and regulatory requirements 5.2 Customer Focus MP Plumbing & Heating Ltd is keen to identify client requirements and provide a service that meets or exceeds their expectations. The QMS processes have been developed to include methods of ensuring both customer and client satisfaction. In order to define the clients and residents needs, the company will: Identify key clients, including potential clients Ensure that the company has knowledge of statutory and regulatory requirements Consider any health & safety and/or environmental implications of its actions Gas safety check customer surveys are completed by residents in order to help us improve the service. 5.3 Quality Policy The quality policy for MP Plumbing & Heating Ltd is set out in page 2 of this QPM. The policy has been developed by the Directors and is reviewed annually at the quarterly management review meetings. The Policy is understood and communicated to all members of staff. 5.4 PLANNING 5.4.1 Quality objectives The business plan developed by MP Plumbing sets the context in which all objectives including business/quality objectives and targets are developed. Objectives and targets are reviewed regularly during the quarterly management review meetings. Issue 3 Page 6 of 19 Date: 29 March 2011
5.4.2 Quality management system planning The quality objectives feed into the planning processes, at the highest level, as documented by the business plan. The business plan in turn is used to drive the budget process and the company, its plans and achievements are monitored and controlled through the various meetings. 5.5 RESPONSIBILITY, AUTHORITY & COMMUNICATION 5.5.1 Responsibility & authority The responsibility, authority and interrelation of all personnel who manage, perform and verify work affecting quality is defined by the company organisation chart and the associated job descriptions which can be found in appendix 2 of this document. Additionally, specific quality related responsibilities are detailed in each of the procedures. Ultimate responsibility for the successful operation of the quality management system rests with the directors. 5.5.2 Management representative The quality management representative (QMR) at MP Plumbing & Heating Ltd is the Business Development Manager, Jo Bissett who is charged with the responsibility for ensuring that the requirements of BS EN ISO 9001 and the company's quality policies are being effectively met. The QMR is the focal point for any communication with the certification body and is responsible for: Ensuring that the quality management systems are properly implemented and maintained Reporting to the Directors on the performance of the quality management system and communication any requirements for change and improvement. Communicating to staff on the performance of the quality management system Ensuring awareness of the importance of customer (residents) and Client requirements It will be ensured that the quality responsibilities of the QMR does not conflict with any of their other functional roles. 5.5.3 Internal communication The company s activities focus on the provision of heating and plumbing service and as such, internal communications are both formal and informal and will include: The day to day informal face-to-face, telephone conversations and emails The provision of job sheets for the work required The provision of policies, procedures and work instruction as required. Issue 3 Page 7 of 19 Date: 29 March 2011
Informal staff meetings Monthly management meetings Quarterly team meetings Quarterly management reviews Annual Board meetings 5.6 Management review 5.6.1 General Process No 13 - the meetings & communications process defines the quarterly management review. The aim of these reviews is to ensure that the company's quality management system is being operated in the most effective and economic manner while still attaining the overall quality objectives as defined in the business plan and policy statements. The findings of the management reviews are used to initiate corrective, and any long term preventive, action required thereby increasing the overall effectiveness of the company's operation. 5.6.2 Review input Inputs to the review might include information on: Customer feedback (customer satisfaction/complaints/ feedback from residents ) Performance of processes and operational issues. External or internal changes (this relates to business planning activities and internal process management) Improvement activities Changes to statutory and regulatory compliance Results of recent audits (Internal and external) Follow-up actions from previous reviews and reviewing the effectiveness of corrective actions. Training, Development & resources Health & Safety The agenda for the management review meetings is listed in Process 13 Management meetings Appendix. 5.6.3 Review output The output of the review will focus on achieving the following objectives: The determination of the effectiveness of the quality management system in meeting the company's quality policies. To expose any defects in the operation of the quality management system and to recommend possible improvements. To identify and eliminate waste or loss. To verify that corrective action procedures are effective. Issue 3 Page 8 of 19 Date: 29 March 2011
Suitability of organisational structure and resources Planning for the future 6.0 RESOURCE MANAGEMENT 6.1 Provision of resources MP Plumbing & Heating Ltd will provide the necessary resources to ensure that the objectives of its quality management system and the expectations of its clients are met in full. The resources required are aimed primarily at the continual improvement of the management systems and customer satisfaction by meeting customer requirements. 6.2 Human resources 6.2.1 General MP Plumbing & Heating Ltd views its staff and the hired sub-contractors as its most valued investment and the training process has been developed in line with this policy. The supervisors are responsible for ensuring that all hired sub-contractors are competent to conduct their day to day responsibilities. 6.2.2 Competence, awareness and training All staff holding positions of responsibility will ensure that the personnel/ subcontractors directly involved with the processes covered by the management system possess the appropriate knowledge and skills to enable them to complete their work to a satisfactory level. All staff, management or supervisors holding positions with responsibility for others will ensure that all personnel and hired sub-contractors are: Competent to undertake the tasks required of them Provided with necessary training against specific objectives which will be evaluated Aware of the importance of their activities and effort with regard to the quality management system and its objectives Provided with the necessary training, records which are maintained Process 15 Managing staff and subcontractors describes the recruitment and training process. 6.3 Infrastructure The company s infrastructure consists of a range of facilities at its main office located in Orpington with the appropriate facilities required to deliver heating and plumbing services. The company is constantly reviewing their facilities arrangements to ensure they are adequate for carrying out their operational duties and meet the needs and Issue 3 Page 9 of 19 Date: 29 March 2011
expectations of all interested parties. This also extends to support facilities and both aspects are monitored for: Function Performance Availability Cost Safety Security Please refer to Process 16 Facilities and Infrastructure. 6.4 Work environment MP Plumbing & Heating Ltd is focused on the human and physical aspects of its working environment. This environment is aimed at improving or influencing both staff motivation and satisfaction, which in turn creates an atmosphere conducive to enhancing the overall performance of the organisation. Typical examples of human factors affecting the environment include: Opportunities for greater involvement Safety rules and guidance, including protective equipment Ergonomics. Environmental and health & Safety policies have been developed. Other typical examples of physical factors affecting the environment include: Heating Lighting Hygiene Humidity Cleanliness Pollution 7.0 PRODUCT REALISATION 7.1 Planning of product realisation The management system has been written in an order that reflects the logic of the business processes as such these activities are the product realisation processes, for further details see 4.1 above. All activities have been comprehensively documented in the form of flow-chart processes to provide a quality system that represents "best practice" throughout the company. Details of all activities starting with the procurement of contracts and finishing with completion/invoicing of the job and have been documented and responsibility for all activities has been assigned. Issue 3 Page 10 of 19 Date: 29 March 2011
Each process has been documented separately and other supporting procedures have been developed where necessary. All activities described being undertaken by properly trained & qualified staff or sub-contractors. 7.2 Customer related processes 7.2.1 Determination of requirements related to the product The customer s requirements will be properly identified and documented as part of the enquiry process. All requirements will be accounted for and include: Customer specified requirements Unstated, but necessary requirements necessary for intended use Statutory & regulatory requirements Any additional requirements Changes to customer requirements are documented in the relevant procedures. 7.2.2 Review of requirements related to the product In order to ensure a clear understanding of the clients requirements exist before starting planned work procedures have been developed for each of the core processes. All orders whether verbal or written, are therefore both documented and reviewed prior to and during the contractual activities. All orders are reviewed, authorised and agreed with the customer to ensure that: The product requirements are defined The customer requirements are confirmed before acceptance where the customer provides no documented statement of requirement The contract requirements differing from those previously expressed are resolved The organisation has the ability to meet the defined requirements Any relevant legislation can be complied with. 7.2.3 Customer communication Communications between MP Plumbing Ltd, clients and residents will vary depending on the service provided. Details of the various communication activities are therefore defined in each of the business process procedures. 7.3 Design and / or development This clause of the standard is not applicable to the company as they solely provide a building maintenance service. However, should the need arise, a procedure shall be adopted to satisfy this requirement. Issue 3 Page 11 of 19 Date: 29 March 2011
7.4 Purchasing 7.4.1 Purchasing process Purchases for materials/ components are job specific and can be completed or delegated by the Directors. Orders are made via an account with a major supplier to the business. Other goods and services may be purchased by members of staff at the discretion of the directors Please refer to: Process 2. Order Receipt & Contract Planning Process 16 Facilities & Infrastructure For job specific materials and components the approval of new suppliers is based on the following criteria: Specialist product knowledge Quality of product, costs, lead times and delivery Recommendations or specified by clients The new supplier is used on a trial basis which will be reviewed by the director. MP Plumbing & Heating Ltd routinely hires Gas safe and NICEIC registered subcontractors to assist in fulfilling their contractual requirements. The sub-contractors Process 15 Managing Staff and sub-contractors describes how suitable subcontractors are selected on their trading abilities. An approved sub-contractors & Suppliers list has been developed and maintained. Evaluation of sub-contractors & Suppliers will take place during the quality management review meetings and the results of the evaluation will be recorded in the meeting minutes 7.4.2 Purchasing information All materials/components are purchased to the requirements on the customer s specification and any paperwork/documentation related to the purchase may have the following information: A description of the product An internal reference number Price Date of required delivery Any purchasing documentation generated will be maintained, purchases for major components are agreed by the directors. Issue 3 Page 12 of 19 Date: 29 March 2011
7.4.3 Verification of purchased product Where required, purchased product will be checked by the Directors or Supervisors to ensure that they meet the relevant requirements. Due to the nature of the type of components purchased, faulty products can only be identified during installation or commissioning. In this instance, process 9 Dealing with product/test failures applies. 7.5 Production and service provision 7.5.1 Control of production and service provision The company recognises the need to meet or exceed its customer expectations and have processes in place to ensure that the services provided are carried out in controlled conditions. In addition to the QMS processes the following documentation is provided: Risk Assessments Method Statements Job sheets Job Logic spreadsheets Test records (including LGSR) Also, random quality inspections on Installations and LGSR are completed by the Director or Senior Engineer. 7.5.2 Validation of processes for production and service provision All equipment can be fully tested prior to handover to client or resident. No special processes are required therefore this element of the standard is excluded. 7.5.3 Identification and traceability Where traceability is a specific requirement, individual products or components shall be uniquely identified by their serial no s during the test & commissioning processes. To ensure traceability, various quality records are retained, for instance: Contract/order information Test/Inspection / servicing records Landlord Gas Safety Records 7.5.4 Customer property Where the client provides either the company with access to their buildings and equipment the MP Plumbing & Heating Ltd will take full responsibility for its upkeep and safekeeping. Any damage caused will be reported to the client and a mutually Issue 3 Page 13 of 19 Date: 29 March 2011
agreed solution implemented. 7.5.5 Preservation of product All materials purchased and equipment used by the company are handled and packaged in such a way as to prevent damage or deterioration. 7.6 Control of measuring and monitoring devices The Gas analysers owned by MP plumbing are calibrated annually against measurement standards traceable to international or national measurement standards. The details of the gas analysers and calibration due dates are recorded on the Asset register. Please refer to Process 16. Facilities & infrastructure All sub-contractors hired by MP Plumbing & Heating Ltd are required to ensure that where applicable, any electrical test equipment is safe to use and has been calibrated against measurement standards traceable to international or national measurement standards. 8.0 MEASUREMENT, ANALYSIS AND IMPROVEMENT 8.1 General Key business/quality objectives and targets are reviewed at the management meetings to ensure that the company are: on target, improving the business processes and satisfying both customers and staff. 8.2 Monitoring & measurement 8.2.1 Customer satisfaction Client satisfaction can be measured in a number of ways: The level of repeat business The growth in sales Ratio of quotes to orders received Client complaints / commendations Resident/Customer satisfaction is measured via the gas safety survey. Also, a customer complaints procedure is available for residents. The results of all monitoring and surveys are discussed during the quarterly Management review meetings. Please refer to Process 10 Incident reporting and Process 11 - Monitoring 8.2.2 Internal audit Issue 3 Page 14 of 19 Date: 29 March 2011
The company maintains a schedule of management system audits which check the current working practices against the defined processes and procedures and ensures that the techniques employed are effective. The audits are planned taking into consideration the status and importance of the areas to be audited. Audits will take place quarterly with each process being audited at least twice per year. Trained personnel who are not directly responsible for the area being audited will carry out audits. The results of all audit corrective and preventive actions are discussed during the quarterly management review meetings and actioned. Please refer to Process 12 Internal audits 8.2.3 Monitoring and measurement of processes The following process measures are included as part of the quality management system: Complaints (Client & Residents) Gas safety Customer satisfaction surveys Gas Advisory (No Access) data Gas Advisory Services- responsive repair performance Details of these measurements can be found in the Business plan and Process 11 Monitoring. The measures are reviewed during the quarterly management review meeting and corrective & Preventive action implemented when applicable. 8.2.4 Monitoring and measurement of product The company adopts various in-process inspections including: Benchmarking and commissioning Landlord Gas Safety Checks Final sign-off The person completing the service or test /check will sign the relevant documentation The results of the inspections are recorded and the documents maintained. 8.3 Control of non-conformance Non conforming materials (components) are usually identified during commissioning testing or random inspection. The following processes will apply: Process 9 Dealing with product & test failures Process 11 Monitoring The following are examples of typical discrepancies: Deviations from specification requirements Product failing test or inspection procedures. Issue 3 Page 15 of 19 Date: 29 March 2011
Other types of non-conformances include: Deviations from contract requirements Deviations from operating procedures, processes, codes of practise or statutory regulations. The Directors and the Business Development Manager are responsible for dealing with non-conformances. Where possible, all non-conformances will be dealt with immediately. Details of the non-conformance will be recorded on the nonconformance spreadsheet and reviewed during the quarterly management review meeting. Please refer to process 13. Meetings and Communications. 8.4 Analysis of data Information and data should be used from all parts of the organisation to evaluate overall performance, results being used to determine: Trends Operational performance Customer satisfaction and dissatisfaction Organisational effectiveness and efficiency Benchmarking of performance 8.5 Improvement 8.5.1 Continual improvement MP Plumbing & HeatingLtd will use the business planning and meeting processes to continually improve the effectiveness of the management system in line with the quality policy statement. Data compiled from the monitoring activities and the results of internal and external audits will be analysed as part of business planning and quarterly management review meetings so that the information generated can be used to make decisions on how to improve the organisation. 8.5.2 Corrective action When any non-conformance or deviation occurs MP Plumbing will take the necessary action to eliminate the cause of the non-conformance and prevent reoccurrence. All non-conformances identified will be discussed in depth at the quarterly management review meeting where corrective and preventive actions will be agreed and implemented. Issue 3 Page 16 of 19 Date: 29 March 2011
Results of these actions will be recorded in the meeting minutes and on the nonconformance spreadsheet. The effectiveness of the corrective actions will be reviewed on a regular basis. Please refer to Process 13 Meetings and communications 8.5.3 Preventive action Preventative action is generally taken at a strategic level and addressed as part of the business planning process at board meetings or as part of new initiatives or projects. As with corrective action, all potential non-conformances will also be discussed in depth at the quarterly management review meeting where corrective and preventive actions will be agreed and implemented. Results of these actions will be recorded in the meeting minutes. Please refer to Process 13 Meetings and communications Issue 3 Page 17 of 19 Date: 29 March 2011
Appendix 1 MP Plumbing & HeatingLtd Interaction of processes Issue 3 Page 18 of 19 Date: 29 March 2011
Appendix 2 MP Plumbing & HeatingLtd Organisational Chart Issue 3 Page 19 of 19 Date: 29 March 2011