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DOCUMENT REF,NO: HYP/PQAP/ATS/001

PROJECT QUALITY ASSURANCE PLAN

PROJECT QUALITY ASSURANCE PLAN


FOR

GASCO PPL TRANSCO LDC, PROJECTS

01
Rev#

23/4/2012
Date

For Approval
Reason for issue

QHSE DEPT
Prepared By

QHSE Manager
Checked By

AIS/ATS
Approved By

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DOCUMENT REF,NO: HYP/PQAP/ATS/001


PROJECT QUALITY ASSURANCE PLAN

TABLE OF CONTENTS

1.0

Introduction.. 03

2.0

Reference03

3.0

Definition & Abbreviations 03

4.0

Quality Management System04

5.0

Management Responsibility. 07

6.0

Resource Management 11

7.0

Product Realization13

8.0

Measurement, Analysis and Improvement

Appendix A

Project Organization Chart

Appendix B

Quality Department Organization Chart

Appendix C

Quality Policy & Objectives

Appendix D

ISO 9001 Certificate

Appendix E

Audit Schedule

Appendix F

List of method statement & ITPs

Appendix G

Schedule of Training

Appendix H

Project Management Procedures

Appendix I

Submittal Schedule

Appendix J

.20

Template of all Forms to be used during the Contract

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1.0

INTRODUCTION

This Project Quality Assurance Plan (PQAP) is the top level document of the project
management system and is applicable to all of the activities in connection with the ATS/AIS
Projects.
The overall organization chart for the Project is attached in Appendix A.
1.1

SCOPE OF WORKS

1.2

Cable Laying And Termination


Fence and Gate Installation
Casting Concrete Works
Construction of 3m wall and Outrigger
Demolition of wall
Installation of Camera Pole and Lighting Pole
Installation Bollard
APPLICATION

This PQAP is to be fully applied to all contract activities without any exclusion. [If there are
exclusions, list them here].
The PQP is supplemented with Project Management
Procedures. The provisional list of these procedures is given in Appendix H
The Project Manager is committed to:

Developing and implementing the PQAP,


Continually improving the effectiveness and Management of the Company,
Meeting the Customers expectations including complete compliance to the contract
requirements.

2.0 REFERENCES
This Quality Plan is established with respect to:

Contract requirements,
ISO 9001: 2008 International Standard,
Project organization structure and associated common Management Procedures,
Companys Quality Manual

3.0 DEFINITIONS AND ABBREVIATIONS


Terms used by ISO 9001:2008 Quality Management Systems Standard are adapted to the
common terms used in construction projects. The various project participants are:
Customer:

ATS/AIS, GASCO PPL/TRANSCO LDC PROJECT

Organization: HYPER GENERAL CONTRACTING

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PROJECT QUALITY ASSURANCE PLAN

Abbreviations used are:


ATP:
DCM:
DPT:
ITP :
NCR:
PQAP:
QA/QC Manager:
HGC:
PQAP:
KPI:

Acceptance Test Plan


Document Control Manager
Department
Inspection and Test Plan
Nonconformance Report
Project Quality Assurance Plan
Quality Assurance/Quality Control Manager
Hyper General Contracting
Project Quality Assurance Plan
Key Performance Indicators

4.0 QUALITY MANAGEMENT SYSTEM


4.1GENERAL REQUIREMENTS
The Hyper General Contracting establishes, maintains and implements a documented
Quality Management System as described in this PQAP and continually improves its
effectiveness as a mean of ensuring that work performed conforms to specified contract
requirements.
With regards to the process approach, as described in Section 0.2 of ISO 9001: 2008, the
Hyper General Contracting shall:
-

Identify the processes needed for the quality management system and their
application throughout the organization,
Determine the sequence and interaction of these processes,
Determine criteria and methods needed to ensure that both the operation and control
of these processes are effective,
Ensure the availability of resources and information necessary to support the
operation and monitoring of these processes,
Monitor, measure and analyze these processes,
Implement actions necessary to achieve planned result and continual improvement of
these processes.

4.2

DOCUMENTATION REQUIREMENTS
4.2.1 GENERAL

This Quality System is supported by the following documents:

The Project Manager Commitment - Quality Policy Statement and Quality Objectives

The Project organization structure,

The common procedures,

The Quality Assurance and Quality Control Plans,

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PROJECT QUALITY ASSURANCE PLAN

The Project Management Procedures that supplement the PQAP and describe the
means to manage and control the Project.

The Quality Assurance and Quality Control Plans prepared by the subcontractors
and suppliers for their own activities in accordance with the here above-mentioned
documents,

The calculation notes and execution drawings issued in accordance with the Project
Management procedure Design control.

The Project preparation of method statements procedures which precise


requirements, resources, methods and specific controls for a specific task, a part of
work or list the tests to be performed for an equipment or work. They are issued in
accordance with the Project Management procedure preparation of method
statements procedures.

Records that inspection and tests have been successfully carried out and prove that
expected or required quality is obtained. These are as a minimum the following:

Inspection Checklists,
Inspection and Test Reports, including results of receiving inspections
Acceptance Test Records (ATP & ATR)
Material Certificates,
Certified Material Test Reports
Certificates of Conformances,
Equipment Calibration Records
Non-Conformance Reports,
Follow-Up Quality Documents
Minutes of Quality meetings,
Audit reports,
Corrective Action Reports (CAR),
Preventive Action Reports (PAR)

4.2.2 QUALITY PLAN AND MANAGEMENT PROCEDURES


The PQAP and associated Project Management Procedures are prepared by the respective
Sub-Contractors Department personnel and approved is by the Project Manager.

Revision

When deemed necessary, and at least once a year, the PQAP and relevant Project
Management Procedures are reviewed during management review to evaluate the
conformance and effectiveness of the Management System and to ensure that they fulfill
their purpose. Depending on the results of Management Review Meeting the QA/QC
Manager is responsible for updating and revising the Quality Plan and may assist with
revision to Project Management Procedures.

Distribution

The Quality Plan and associated Project Management Procedures are distributed with a
Transmittal Note in accordance with a distribution list which is kept updated by the Project
Management Office.

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Archiving

Original of all revisions are kept by the QA/QC Department/Document Control Department
until hand over of the Project and further for a retention period specified in the Contract
Requirements.
4.2.3 CONTROL OF DOCUMENTS
This PQAP is a controlled document as required by the quality system procedure
Document & Data Control.
Documents are coded and identified in accordance with Contract specifications and Project
Management Procedure Document & Data Control.
Preparation, review, approval, distribution with transmittal note or letter, filing, updating
and recording of the documents is controlled in accordance with the Project Management
Procedure Document & Data Control.
To control the flow of documents related to the works, a system is in place to control and
maintain documents of all major information including revisions and distribute them to the
relevant addresses. Any document subject to any change is revised and given a new revision
index marked on all pages. Changes are identified in the left-hand margin where the text
was revised.
Every document is controlled and indicated. The original document stamped as MASTER
COPY is kept by the Document Control Department. Based on the Distribution List, the
corresponding number of copies is produced. The checked copies are indicated as
CONTROLLED COPY No -. Documents not yet approved and signed are stamped as
DRAFT. Documents of older revisions are indicated as OBSOLETE in order to prevent
their unintended use.
A distribution matrix with identification numbers of all controlled copies holders is
maintained by the Document Control Department.
Revisions are reviewed and approved by the same functions/organizations that performed
the original review and approval. The revised documents are distributed according to the
same rule and to the same persons/departments as previously issued.
4.2.4 CONTROL OF RECORDS
Records of the types identified in Section 4.2.1 provide evidence of conformance to
requirements.
These records shall be identified, stored protected retrievable, and disposed properly in
accordance with the procedure identified below . Control of Correspondence, will also be in
accordance with ATS Standard Document Numbering system (SDN), modified to facilitate
the Construction phase.
Records shall be available during normal working hours for ATS/AIS review during
execution until hand-over of the Project.
All documents and records shall be handed over to ATS/AIS in accordance with the
Contract requirements.

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5.0 MANAGEMENT RESPONSIBILITY


5.1 MANAGEMENT COMMITMENT
The Project Manager is responsible for developing and implementing the Quality
Management System and ensures that management reviews are conducted enhance
Customer satisfaction in accordance with the Contract requirements.
5.2 CUSTOMER NEEDS AND EXPECTATIONS
The Sub-Contractor, prior to commencement and during the course of the work ensures
that ATS needs and expectations based on the Contract requirements are identified and
determined as described in sections 7.2.1 and 8.2.1.
5.3 .1 QUALITY POLICY
Organization has established its policy for quality and ensures that it:

Is appropriate to the purpose of the organization

Includes a commitment to comply with requirements and continually improve the


effectiveness of the quality management system

Provides a framework for establishing and reviewing quality objectives

Is communicated, understood and implemented throughout the organization

Is regularly reviewed for continuing suitability

The quality policy is the main guiding principle that provides the focus of quality to the
whole organization. The quality policy is communicated and enforced through management
reviews, training, displays in Urdu and English at appropriate locations within the
organization.

Management

Representative

conducts

regular

sessions

with

existing

employees and new employees to ensure that all understands quality policy. The quality
policy is reviewed at least once in a year, in the management review meetings for its
continuous suitability and improvement.

5.3.2 QUALITY OBJECTIVES


Top management has established quality objectives at appropriate functions and levels
within the organization. These objectives are defined in measurable terms and are the
interpretation goals of policy deployment in each department. The objectives are consistent
with the quality policy and the commitment to continual improvement and meeting
requirements for products. Top management will try to achieve above quality objectives in
coming years to secure the rights of buyers.

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The Project Manager ensures that the quality policy and objectives including those needed
to meet requirements are established throughout the organization. In addition, the
quality objectives are measurable and consistent with the quality policy.
The quality policy and objectives are assessed during management review meetings. The
quality policy and objectives are regularly reviewed, adapted and updated as necessary,
considering results of management review meetings.
5.4

RESPONSIBILITY, AUTHORITY AND COMMUNICATION

The Project Manager ensures that responsibilities and authorities are defined as necessary
and communicated within the organization.
The Project Manager will issue from time to time an organization chart showing the site
management team dedicated to executing the Works. Revisions to the organization chart
will be submitted to CUSTOMER for review. As required by clause 6.2 of ISO 9001:2008 the
project management team will be sufficient in numbers and suitably experienced to perform
the work.
The Project Manager has overall responsibility for all quality related matters and has
assigned the management of these functions to the QA/QC Manager (or equivalent title).
The Overall Project organization chart is included in Appendix A and the Quality
Department organization chart is Appendix B.
The responsibility and authority for Key Personnel assigned to site are described below.
Project Manager
Project Manager or person assigned responsibility for a project shall ensure his project's
conformance with both Hyper General Contracting - HGC and client quality management
system requirements by:
a) Implementing practices conforming to these procedures and any additional
requirements established in the contract.
b) Assigning responsibility for all project activities and, in particular for the conduct and
reporting of verification activities.
c) Establishing a programme of audit and review as a means of ensuring conformance
with and the suitability of the project management practices employed.
d) The Project Manager together with other project staff as required shall conduct periodic
progress meetings to review project performances against the baseline program,
budgets and technical criteria and when necessary initiate corrective actions to rectify
deviations.
e) He will supervise the execution of construction works.
f) He will coordinate with main contractors & sub contractor to organize works
g) He will ensure that all resources such as manpower, machinery, equipment and
materials are effectively utilized. He will ensure that all safety measures have been
taken on site to carryout jobs safely
h) He will monitor the progress sites works accordingly to the project schedule. He will
make sure that works are being carried out according to approvals

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QA/QC Manager (QAM)


-

The preparation of the companies QA manual control and supervision of all


amendments and revisions.
Control and the distribution of all the companies quality documentation
Monitor all quality related activities on the project
Perform all internal and external audits on behalf of the companys management
Verify contractor quality requirements are specified to vendors and contractor
documentation submittals.
Attend all pre-bid meetings and coordinate all project requirements with the project
bidders.
Attend client quality management meetings
The preparation and control of project quality system management documentation prior
to project commencement.
Review quality inspection personnel qualifications and training requirements
Monitor the disposition of all issued nonconformance reports.
Monitor the progress and effectiveness of the project quality management system.
Recommend and implement improvements when required.
Coordinate all QA/QC activities with the site QC Engineer
Coordinate all QA/QC activities with the site manager
Coordinate all quality related correspondence with the customers representatives.
Monitor statistical method reporting.
Action and close all customer complaints
Control all archives documentation upon the completion of the project.

Site Manager
They will report to the Project Manager. He will be responsible to prepare all technical
submittals, material submittals, shop drawings required to carry out works at site. He will
coordinate with all suppliers / subcontractors for carrying out the site works and to submit
all required documents e.g. submittals, drawings, method statements etc. he will coordinate
with QAQC Engineer to prepare method statements to carry out site works according to
approved drawings. He will arrange the plant and equipment required for project
operations. Will coordinate with client / consultant for day to day matters. He will
coordinate with other engineers, subcontractors, main contractor for successful completion
of the project
QA/QC Engineer
He will carry out the material inspection to ensure that materials received on site are
approved materials. He will monitor the installation works according to the approved
drawings and Method Statement.
QA/QC Engineer Responsibilities Include:

Performing and documenting field inspections.


Preparing daily Quality Control Reports.
Scheduling, reviewing, certifying, and managing project submittals.
Maintaining the Submittal Register.
Providing coordination of required quality control testing, reviewing results, and
submitting.
Coordinating, documenting, and tracking preparatory, initial, and follow-up inspections.
Tracking construction deficiencies and ensuring timely corrective action.
Coordinating field sampling activities (as required).
Reviewing calibration of test equipment (as necessary).
Preparing addenda to the PQAP as necessary when additional phases of work are added.
Maintenance of as-built drawings.
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Planning Engineer
Planning Engineer will monitor the progress of works against the planned schedule He will
coordinate with project manager/discipline engineers to change, amend and reschedule the
programme based on any deviation, change of scope or delays.
He will prepare monthly reports as required by the contract and submitted the same to
project manager for review and approval.
Planning Engineer will identify possible delay activities, especially on the critical path and
advise Project Manager immediately.
HSE Manager
The HSE Manager is responsible for implementing the risk assessment and he will
ensure that all control measures and necessary safety/health precautions are effectively
completed prior to start the activity. Reviewing the Method statement for project.
Site Safety Officer

To develop, implement and monitor Company Occupational Health and Safety


Policy, Programs, and Procedures
To investigate and report on all serious/critical personal injury accidents
occurring to Employees and/or visitors to the appropriate senior official, and to
assist in the investigation of all accidents/incidents that result in substantial
damage to Company vehicles and property.
To investigate and report on complaints of hazardous working conditions to the
HSE Manager/or other appropriate senior staff;
Give daily tool Box Talk and site safety induction to workers and other staff

5.4.1.1

MANAGEMENT REPRESENTATIVE

The Project Manager has appointed the Site QA/QC Engineer as the Management
Representative. The QA/QC Engineer has responsibility and authority that includes:

Ensuring that processes needed for the quality management system are established,
implemented and maintained,
Reporting to the Project Manager, and providing feedback on the performance of the
quality management system and any need for improvement, and
Ensuring the promotion of awareness of customer requirements throughout the
organization.

5.4.2 INTERNAL COMMUNICATION


The internal communication within the various Project departments as well as the
communication with the subcontractors and suppliers is to be effected as follows:
-

Meetings shall be recorded weekly and monthly, internal, with sub contractors, and
suppliers as described in Project Management Procedure "Document & Data Control
Transmittal Notes and Documents as described in Project Management Procedure
Document & Data Control
Correspondence (Letters, Internal memos, Circulars, Faxes & e-mails .etc.) as
described in Project Management Procedure Document & Data Control
Notice-boards,
Telephone lines and Mobile Phones,
Internet and internal networks,

The Project Manager ensures that the above mentioned internal communication methods
are initiated and working effectively.
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5.5

MANAGEMENT REVIEW

Where deemed necessary, and at least twice a year, management reviews are conducted in
accordance with the Project Management Procedures titled, Management Review and
Document and data control
Input to management review includes information on:
- The Project performance and product conformity,
- Feed back on the satisfaction of Sub-Contractors,
- The status of the Corrective / Preventive Actions and Improvement Action Plans,
- The status of non-conformance,
- Result of internal and external audits,
- Status of Objectives and Indicators,
- Analysis of process efficiency,
- Status of management control data,
- Recommendations of new opportunities for Management System improvement,
- Performance of suppliers and subcontractors,
- Customer Feedback regarding Sub-contractor quality performance
- Follow-up actions from the previous management reviews,
- Other factors which may impact the organization such as financial, social, health & safety,
environmental conditions, and relevant statutory and regulatory changes.
Management review output consists of actions and decisions related to:
-

Improvement of the effectiveness of the quality management system and processes,


Improvement of products to meet or exceed customer requirements,
Considerations for resources needed to implement the quality management system,
New objectives and new key process indicators.
Any required procedure or other documentation revisions.

6.0

RESOURCE MANAGEMENT

6.1

PROVISION OF RESOURCES

The Project Management assesses resource needs and allocates resources to:
- Implement and maintain the quality management system and continually improve its
effectiveness,
- Fulfill the Contract requirements,
- Implement the Quality Policy,
- Meet the Quality objectives.
6.2

HUMAN RESOURCES

6.2.1 General
The Hyper General Contracting ensures that personnel responsible for performing work
affecting quality are competent on the basis of their education, qualifications, experience,
trainings and skills.

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6.2.2 Competence, Awareness and Training


Employee induction on the Management System and Contract documents is organized for
all personnel assigned to the project. Training and Qualifications of personnel are defined
and organized in accordance with Project Management Procedure Training of Personnel.
All personnel performing work affecting the quality shall be competent on the basis of their
education, qualifications, experience, training and skills. Hyper General Contracting shall
provide regular and appropriate training to all personnel in the operation of the Quality
Management System as necessary to ensure their competence to do their work and shall
maintain records of all such training.
Induction process shall be implemented for new employees and shall provide information
employees need to work safely and effectively. Periodically, refreshment training will be
provided for the staff to raise Quality awareness. HSE training shall be organized by the
HSE Manager.
Additional induction programs on project procedures, Method statements and ITPs shall be
arranged for staff as necessary.
A training schedule will be prepared by the QAM (subcontractor to identify this
responsibility) detailing the training arrangements for the different department needs.
Tool box meetings will, in general, be held by the Safety Manager and/or the Environmental
Waste Controller and/or the Subcontractor Representatives weekly or at least every 2 weeks
and in each shift, as a top-down down-top communication channel and training method.
The subject of the meetings shall be selected by the Safety Manager/Engineer according to
the needs of the project, the works executed, job hazards, and the prevention of the well
being of the workers.
Training records will be maintained as quality records in accordance with ISO 9001.

6.3

INFRASTRUCTURE

Hyper General Contracting determines, provides and maintains the infrastructure needed
to achieve conformity to contract requirements.
Infrastructure includes as applicable, the following attributes:
- The workspace and associated utilities,
- Process equipment (both hardware and software) used for delivering the SOW,
- Supporting services such as transport and communication facilities.
6.4

WORK ENVIRONMENT

Site Management ensures the work environment has a positive influence on motivation,
satisfaction and performance of personnel within the organization.
The creation of the suitable work environment includes the following considerations:
-

Work place locations (identification of tasks done on site or off site),


Workspace (adequate installations for offices, stores, workshops, lighting, roads, etc)
The required facilities for personnel such as accommodation, transportation,
communication, etc.,
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Safety rules and guidance,


Hygiene, cleanliness, noise, vibration and pollution,
Adaptation to local conditions (Heat, humidity, sun, etc)

Relevant measures related to the above are defined in the Health, Safety and Environment
Plan.
7.0 PRODUCT REALIZATION
7.1

PLANNING OF PRODUCT REALIZATION

The success of the project begins with an accurate understanding and definition of the
project scope of work. Planning is performed throughout the project lifecycle to ensure
project success.
On this basis, detailed programs are prepared for each activity / part of works, are
developed, monitored, reviewed at a monthly frequency, and updated when necessary to
ensure that the contract and quality objectives are achieved:
-

7.2

A work preparation program (including site installations, methods, procurement,


preparation of documents, authorizations, permits etc),
Resource considerations for staffing and training of personnel, equipment needed for
construction, office space and storage facilities as necessary,
Required verification, validation, monitoring, measurement, such as ITPs (Inspection
and Test Plans, including criteria for product acceptance,
A detailed long-term design/work program (if design is part of the SOW.
A schedule of submittals that defines a complete program covering all items required to
be submitted according to contract. The Submittal Schedule will be updated and
resubmitted on a weekly basis. The schedule is provided in Appendix I.
CUSTOMER-RELATED PROCESSES

7.2.1 DETERMINING REQUIREMENTS RELATING TO THE PRODUCT


Hyper General Contracting before signing the Contract has determined:
-

The requirements specified in the Contract including quality program drawing, and
specification requirements,
The requirements not specified in the Contract or by the Customer but necessary to
complete the work as specified,
The standards, rules, regulations and statutory requirements related to the Project.

7.2.2 REVIEW OF REQUIREMENTS RELATING TO THE PRODUCT


Prior to committing to provide an item or service, Hyper General Contracting ensures that:

The scope of work is adequately defined and within the organizations capability, with
the use of specialist Subcontractors

After signing the contract, controlled copies of the contract documents are distributed
to Hyper General Contracting for general information and review.

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7.2.3 CUSTOMER COMMUNICATION


Hyper General Contracting and the Customer have established the following:

Authorized points of contact


Submittals, which documents are to be submitted to the customer for information,
review and approval
Method for Hyper General Contracting to request additional information and
clarification.
Correspondence
Incoming and outgoing correspondence from / to Customer are managed in
accordance with the Project Management Procedure Document & Data Control
Outgoing correspondence is referenced in accordance with the Project Management
Procedure Document & Data Control
Control of Correspondence, will also be in accordance with Standard Document
Numbering system (SDN).
Meetings
The Hyper General Contractings representative attends regular weekly progress
meetings with Customers representatives according to Customers request.
Routine Quality meetings are held with Customer, and minutes of meetings are
controlled, distributed and recorded in accordance with the Project Management
Procedure "Document & Data Control"

7.3

DESIGN

7.3.1

General

The procedure Design Control includes requirements controlling designs produced by


client (ATS/AIS)

If delays are incurred, Hyper General Contracting reports to Customer on causes of


delay and request remediation and informs the Company, indicating measures adopted
and expected impact on partial and overall completion times.

7.3.2 Shop Drawings


The shop drawings are checked and coordinated by the Hyper General Contracting SubContractor shall submit all shop drawings to the Customer to obtain permission to proceed.
All shop drawings shall be checked and stamped for approval, before they are submitted
to the Customer. The shop drawings mainly consist of detail design, detail fabrication,
assembly, erection and setting drawings, schedule of drawings, scale, wiring and control
diagrams, catalogues, performance and test data, descriptive literature.
All submittals made by the Sub-Contractor for review to the Customer shall adhere to the
Project Management Procedure titled, Document & Data Control in addition to the
Customers Document Numbering System.
The subcontractor is subject to the same application; however, its own internal numbering
system may be retained as secondary identifiers.

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7.3.3 CONTROL OF DESIGN & DEVELOPMENT CHANGES


Changes shall be identified throughout the course of development, and construction and
shall be subject to ATS/AIS acceptance as necessary. Sub-Contractor may initiate changes
through RFI forms and submit to ATS/AIS for acceptance. However, RFIs are not to replace
the formal design change process. Records of changes shall be maintained, and if required,
drawings will be revised to incorporate the change or otherwise the change shall be redlined
and as built drawings shall be submitted to the Customer as required.

7.4 Purchasing
7.4.1 Purchasing Process
Suppliers and subcontractors are selected by the Hyper General Contracting on the basis of
their capability, experience, organization and their financial proposals in accordance with
the Project Management Procedure Purchasing
Major suppliers and subcontractors are selected after an evaluation is carried out by
Department Managers. This pre-award assessment verifies their capability and experience
based on the following:
The suppliers prior experience and reputation as well as their references,
Objective evidence of its current QMS, including documents and records for similar
works,
An inquiry into the suppliers office/facilities and quality organization assessment,
Examination and tests on representative samples (if applicable),
Evaluation of its workload stability/solvency, and capability to comply with specified
requirements.
Selected subcontractors and suppliers are subject to the same contractual obligations as
are set forth in the main Contract, including Quality, Environment, Health & Safety
obligations.
Supplies of materials for permanent works are submitted to the Customer for approval
through Material Submittal Forms (MSF) in accordance with the Project Management
Procedure Purchasing.
All subcontractors will be subject to the Pre-Qualification acceptance from the Customer.
Lists of suppliers and selected subcontractors are regularly updated in accordance with the
Project Management Procedures Purchasing and Vendors/Suppliers Assessment.
Procurement Department should update material list.
7.4.2 PURCHASING INFORMATION
All procured items that are incorporated in the permanent works are subject to written
purchase orders, subcontracts or supply contracts, containing the following information as
applicable but not limited to the:
Technical Specification
Requirements for evaluation of key personnel,
Specific quality, environment, health & safety requirements ,
Products for which identification and/or traceability is required based on technical
specification requirements.
Warranty requirements for the materials/equipment.

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Purchase orders are issued by the (Purchase Dept), reviewed by (GM) the Commercial
and Project Management.

The Procurement Department is responsible for issuing the subcontracts and supply
contracts after they have been reviewed and approved by the concerned Department
Managers for their adequacy and compliance with the specified requirements.

Major subcontractors are required to implement their Quality Plan, Management and
Work Procedures, Inspections & Test Plans, which are related to their work activities.

7.4.3 VERIFICATION OF PURCHASED EQUIPMENT AND MATERIALS

Equipment and Materials

Purchased equipment and materials are subject to receiving inspection at delivery by the
(HGC Store Keeper at Hyper General Store in Yasisalnd).
Verification may consist of one, or all of the following, as appropriate:
-

Inspection of products at the source or upon delivery on site


Source Inspection and Audit when necessary,
Examination of quality records at receiving inspection ,
Measuring, counting, weighing.

Receiving Inspections consist of at least a visual inspection, quantity check, loss & damage
condition, review of quality verification documents, delivery documents and
materials/product identification check, according to the Project Management Procedure
Control of material receipt, storage and dispatch.
If necessary, the inspection will be detailed in a specific work procedure or instruction
according to the importance of material received.
Quality verification records are maintained and available on site and provide objective
evidence that the quality of delivered product meets specified requirements. Quality
verification documents normally received are certificate of conformance, material test
reports, inspection and test reports, etc.
In case of a non-conformance is identified and reported, the relevant products are
segregated until the non-conformance is resolved according to the Project Management
Procedure Control of non conformance product
Each department is responsible for ensuring that their subcontractors inspections are
performed according to their Inspection & Test Plans and/or Work Procedures and that the
results are documented and complies with the required specifications.

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7.5 PRODUCTION & SERVICE OPERATION


7.5.1 CONTROL OF PRODUCTION AND SERVICES OPERATION
Method statements and/or Inspection & Test Plans (ITPs) are developed for each activity in
order to ensure that specified requirements for the Project are met.
A method statement is required for work process where the absence of such procedure may
adversely affect safety and quality.
An ITP is established:
Systematically for permanent works,
Upon Construction Managers decision for temporary works.
The ITP defines the quality objective of the activity for which this document is issued and
lists all successive processes and/or activities and required inspection or test operations,
identifying who carries out the inspections, the acceptance criteria, the possible internal /
external hold points witness points, and how the inspections and testing will be
documented and recorded. The acceptance criteria shall at least comply with the
requirements specified in the contract. The Customer may perform the following types of
inspection: Witness point (W), Hold point (H), Surveillance (S), Review (R) as described in
detail in Sub-Contractors procedure Quality Control Inspection Program.
The Sub-Contractor's consultants, sub-contractors and suppliers shall create and maintain
ITPs appropriate for the services they provide. All such ITP's must be submitted for
Customer approval. The ITP process is described in the Sub-Contractors procedure titled,
Quality Control Inspection Program.
The Method statements are established in accordance with the contract requirements. The
ITPs are prepared by the person responsible for the process for which they are established,
reviewed by the responsible Department Manager and the QA/QC Manager (if necessary)
and approved by the Project Manager. After Sub-Contractor internal approvals, the ITP is
submitted for the Customers acceptance when required. A weekly hold and witness look
ahead schedule of inspections for the following week shall be given to the Customer.
Inspection and Test results and status will be maintained on a computerized tracking
system which will be readily available for review and audit by the Customer. Additionally
status report formats are subject to Customers agreement.
A provisional list of Method statements and ITPs is attached in Appendix F.
Staff responsible for performing sampling, inspection and testing activities shall be trained
and competent to carry out the particular activities they have been assigned.
7.5.2

Validation of Processes for Production Operation

The work process of the particular activity is to be validated where:


-

It is a special process; e.g., welding, coating, or painting


Where the result of this process cannot be verified by subsequent operation and the
quality of work cannot be documented by inspection after the work is completed.
The validation is performed to demonstrate the ability of the work process to achieve
specified results.

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The Hyper General Contracting controls the following processes in accordance with
specification requirements:

Concrete mix design testing.


Soil compaction (for a given soil type, layer thickness, moisture content, type andWeight
of roller, and number of passes).
Welding and NDE

7.5.3 IDENTIFICATION AND TRACEABILITY


The Technical Specification defines the products for which identification and/or traceability
is required.
Where traceability is required, materials, parts, components and partially fabricated
assemblies are identified, if possible, as each section or process is completed.
Methods for identification may include:

Tags (Hold, Accept, Reject)


Markings on item (take care to assure that marking method is non-detrimental)
Location (bonded area for reject items)

This identification appears on the product or at least in the relevant documentation.


Where marking or batching is impractical, a physical separation is adopted as necessary.

7.5.4 CUSTOMER PROPERTY


The Hyper General Contracting exercises care with customer property while it is under the
organization's control (e.g., handling, storage, installation. Hyper General Contracting
identifies, verifies, protects, and safeguards customer property provided for installation into
the completed works.
If any customer property is lost, damaged, or otherwise found to be unsuitable for use, the
Sub-Contractor shall report this to the customer and maintain this notification as a quality
record. Customer property shall be determined and identified as per the contract
documents, Technical specifications and Statement of work.
7.5.5 PRESERVATION OF MATERIALS AND COMPONENTS
Purchase orders, subcontracts and supply contracts define the necessary conditions for
marking, packing and delivery of the main purchased materials and components.
The Project Management Procedure Control of Material Receipt, Storage and Dispatch and
relevant Work Procedure define handling and storage conditions on site to prevent damage,
deterioration or mixing
Materials and components (or products) are stored according to Supplier or Manufacturers
instructions. If special preservation, handling and storage is necessary, this information
generally accompanies the products to the site and is available at the time of receiving
inspection.
Materials and components that were degraded/damaged due to improper handling,
movement or storage shall be identified on a non-conformance report according to the
Project Management Procedure Control of Non Conformance Product
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7.6 CONTROL OF INSPECTION, MEASURING & TESTING

DEVICES

The Sub-Contractor selects inspection, testing and measuring devices to monitor and
determine product acceptance. To ensure valid inspection and testing results, monitoring
& measurement equipment is:

Calibrated at specified intervals prior to use against standards with known accuracy.
Be adjusted or re-adjusted as necessary,
Have identification (or labels) to determine its calibration status,
Be safeguarded from unauthorized adjustments that would invalidate measurement
results,
Be protected from damage and deterioration during handling, maintenance and storage.

In addition, the Sub-Contractor shall assess and record the validity of the previous
measuring results when the equipment is found not to conform to requirements. If M&TE
is found to be out of calibration limits, the Sub-Contractor shall prepare a nonconformance
report. In any event, the Sub-Contractor shall take appropriate action on the equipment
and any product affected.
The documented results (calibration certificates/reports) of all calibrations shall be retained
in the department files. The Sub-Contractor will also maintain a Measuring & Test
Equipment (M&TE)_ log sheet (Register) indicating all equipments that require and do not
require calibration, with current calibration date and next date due for calibration.
A tag (or calibration label) is attached to all M&TE devices wherever possible showing clear
evidence of the last and the next calibration operation date.
Any device with a temporary unacceptable deviation of accuracy, or not in working order is
affixed with a label OUT OF ORDER
The QC Department ensures that these instructions are implemented.

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8.0

MEASUREMENT, ANALYSIS AND IMPROVEMENT

8.1 GENERAL
The Hyper General Cont plans and implements monitoring, measurement, analysis and
improvement processes needed to:

Demonstrate conformity to product requirements via inspection and surveillance,


Ensure conformity of the quality management system primarily through audits, and
Continually improve the effectiveness of the quality management system via
management reviews, routine management meetings, and feedback from the customer

8.2 MONITORING AND MEASUREMENT


8.2.1 CUSTOMER SATISFACTION
The Customer is entitled, during manufacture, fabrication and preparation at any place
where work is being carried out to inspect, examine and test the materials and
workmanship, and to assess the effectiveness of the HGCs QMS.
The Customers satisfaction is monitored by the way of the following as applicable:
-

The result of inspection and testing as described below in 8.2.3,

Minutes of regular progress meeting and quality meeting as described above in section
7.2.3,
Correspondence (letters, faxes, emails, etc) as described above in section 7.2.3.
Customer Satisfaction Survey where applicable.

Customer audits may be performed on the organization. The results and action requests
should be transmitted to QHSE Manager and shall be given a reasonable time notice to
rectify and correct any deficiency with a reasonable time notice.
In the event of any complaint from the Customer, immediate remedial action will be taken
and the case is studied to determine whether any corrective action is needed to avoid
recurrence. Transmittal will received by QHSE Manager (Vinod Kumar), HGC QHSE Dept.
8.2.2 INTERNAL AUDIT
The Sub-Contractor conducts internal audits at planned intervals to determine whether the
Quality management system conforms to the planned arrangements and fulfills the
Contract requirements. Audits are planned, taking into consideration the status and
importance of the processes and areas to be audited, as well as the results of previous
audits. The audit criteria, scope, frequency, and methods are defined.
The auditors shall be trained on QMS awareness and auditing by a trained Lead Auditor.
The selection of auditors and conduct of audits ensure objectivity and impartiality of the
audit process. Auditors are independent from the activities they are auditing, and do not
audit their own work. Records of the audits and their results shall be maintained.

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The management responsible for the area being audited shall ensure that any necessary
corrections and corrective actions are taken without undue delay to eliminate detected
nonconformities and their causes.
The Customer will be invited to attend internal and external Quality audits as an observer.
An audit schedule is regularly updated by the QA/QC Manager to plan future audits and
register performed audit result and their status. Whenever the audit schedule is updated, a
copy shall be submitted to Customer for review.
All project related audits shall be copied to the Customer within seven calendar days after
completion of the audit. External quality audits are carried out on the basis of special
market, customer or official requirements. Internal and external audit reports are to be
maintained in a list with tracking status in order to know whether they are closed or open.
Audit follow-up activities include the verification of the actions taken and the reporting of
verification results (see 8.5.2).

8.2.3 Monitoring and Measuring of Quality Management System Processes


The Hyper General Contracting and measures the capability of the Management System
processes by implementing the following KPI as applicable:
-

Planned internal audits and results as described above in section 8.2.2,


Analysis of inspection and test result as described below in section 8.4,
Analysis of Customer feedback information (requests, complaints, etc) as described
above in section 8.2.1,
Monitoring of monthly management control data for each department.
Other QA/QC KPI as defined & agreed by ATS/AIS.

These KPIs are developed to ensure the effectiveness of the Quality Management System
processes to achieve compliance with the Contract.
If planned results are not achieved in any of the processes, prompt corrective action will be
taken as described below in section 8.5.2 to initiate the appropriate changes to this process
to improve its performance.
8.2.4 Monitoring and Measuring of Product
The Inspection & Test Plans (ITPs) are established as described above in section 7.1. ITP
shall include all the points, but shall not be limited to, the points covered under ATP
checklist provided by ATS/AIS.
The ITPs shall be submitted to the Customer at least 30 days before any construction
activity covered by the ITP commences.
Any Inspection Checklist is specific to an activity, and the various Inspection Checklists are
established on the basis of the Inspection & Test Plans.
ATP & Inspection Checklists are used to give documented evidence of the different levels of
performed inspection and are filed and recorded in appropriate logs and registers. These
logs and registers are managed and controlled as quality records. The overall system of
quality inspection is applied to all participating parties, and is divided into the following 3
stages:

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Stage 1: Internal Inspections


For each activity, the performer of the work checks systematically the conformity of
work (self inspection). The sub-contractors QC Engineer confirms the result of
performers self inspections. The Construction Manager is responsible for carrying out
general supervision and quality control of the works.
The major suppliers and subcontractors are performing their own internal inspection in
same way as above.

his
the
the
the

Stage 2: ATS/AIS Inspection


The suppliers/ subcontractors are subject to attendance at the inspections or tests by
ATS/AIS representative as defined in the approved ITPs or ATPs.
Stage 3: Independent (3rd party) Inspection
External agencies performs external test and/or inspections at various stages of work as
defined in the Project Technical Specifications & ITPs.
A QC plan (Procedure on Inspection & Testing process) shall be submitted to the ATS,
giving details of the QC inspection and test activities, and prior to the start of the activity.
All inspections are documented and records shall be maintained. An Inspection & Testing
Register is maintained to track all the inspection & testing results and submitted to ATS
every week.
A weekly Hold and Witness look ahead schedule of expected intervention points
(Inspection & Testing) shall be provided to the ATS/AIS.
At the end of construction of the project, the works are handed over to the Customer in
accordance with the Project Specification & Contract Requirements.
For detail description of ATP/ITP & Inspection process, refer to Procedure for Inspection &
Testing
8.3

CONTROL OF NON-CONFORMING PRODUCT

A non-conformance is a situation where a technical or specified obligation or result has not


been fulfilled. A NCR shall be raised when a noticed non-conformance in a work cannot be
put back in compliance within 24 hours. In addition, a NCR shall be raised when an agreed
procedure has not been followed.
The seriousness of the deficiency is estimated according to the consequences on the
delivered product (material, component, part of the work, etc) or the finished works.
A classification in two levels of seriousness and the processing of the non conformance
situations, according to their seriousness, are described in the Project Management
Procedure Control of Non-Conformance Product
Major non conformance situations are classified in highest level and are formalized by
issuance of Non Conformance Reports (NCRs)
All Non conformance Reports shall be registered and a copy of the register submitted to
Customer for information at the end of each month and at other times upon reasonable
request.
The QA/QC Department is in charge of following the execution of the decision to rectify the
non-conformance, once the proposal agreed by the ATS/AIS.
Non-conforming items are identified by marking and if possible physically segregated.
The works of the subcontractors are subject to the same procedure.

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8.4 ANALYSIS OF DATA


When appropriate, the QA/QC Manager collects and analyzes the data to demonstrate the
suitability and effectiveness of the Quality Management System and to evaluate where
continual improvement of this System can be made.
The analysis of data will provide information relating to:
-

Quality level of the product during the different stages of the construction,
Conformity of the product to the contract requirements,
Customers Satisfaction,
Characteristics and trends of production processes including the opportunities for
preventive actions,
Suppliers and subcontractors,
Processes efficiency.

The source of data to be analyzed is made by the form of:


-

Status of Non conformance Reports,


Status of audit results,
Status of objectives and indicators,
Status of corrective and preventive actions,
Customers feedback,
Records of material receiving inspection results.
Other QA/QC KPIs.

8.1

IMPROVEMENT

8.5.1 CONTINUAL IMPROVEMENTS


The Sub-Contractor continually improves the effectiveness of the QMS through the use of:
- The Quality policy,
- The Quality objectives,
- Audit results,
- Analysis of data,
- Corrective and preventive actions,
- Management reviews.
Implementation of the improvement measures is the responsibility of the organizational
units involved. Their realization is monitored and the success of the measures reviewed
periodically for evidence of improvement. This ensures continual improvement throughout
the quality management system
8.5.2 CORRECTIVE ACTION
Depending on the issue identified, Corrective Actions may focus on:

Investigative Actions to determine the extent of the advers condition,


Remedial Action to resolve the reported issue or deficiency,
Actions to prevent recurrence.

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A corrective action may be initiated following:


-

Customers request,
Internal or external audit, inspection or surveillance,
A non-conformity report.

The Project Management Procedure Corrective and Preventive Action describes the
conditions of initiation, management and follow-up of corrective actions.
Consideration shall be given to the following courses of action: rework to meet the specified
requirements/ accept as it is/ alternative application/ reject. Sufficient technical
justification shall be provided to allow for a valid decision to be reached.
The QC team shall ensure that all reworked or repaired items are inspected to ensure
conformity with the agreed criteria prior to closing the issue out.
8.5.3 PREVENTIVE ACTION
A preventive action is undertaken to eliminate the cause of a potential non-conformity with
the aim of preventing this non-conformity from recurrence.
Any person may take the initiative to undertake preventive action.
The preventive action or the improvement plan is issued by the Project QA /QC
Department.
The Project Management Procedure Corrective and Preventive action describes the
conditions of initiation, management and follow-up of preventive actions and improvement
plan.
Where it is possible to determine the system failure that caused the non conformance, the
QC team will investigate the potential risks and will select and define the most adequate
preventive action.
The QA/QC Manager shall monitor the preventive action and its effectiveness shall be
evaluated.

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List of Attachments:

Appendix A

Project Organization Chart

Appendix B

Quality Department Organization Chart

Appendix C

Quality Policy & Objectives

Appendix D

ISO 9001 Certificate

Appendix E

Audit Schedule

Appendix F

List of method statement & ITPs

Appendix G

Schedule of Training

Appendix H

Project Management Procedures

Appendix I

Submittal Schedule

Appendix J

Template of all Forms to be used during the Contract

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Appendix A- PROJECT ORGANIZATION CHART


ORGANIZATION CHART
General Manager
Samir Bou Nakhle
050-3112117
Operations Manager
Fadi Rehbani
Mob: 050-4445049

QHSE Manager

Planning Engineer

Projects Manager

Vinod Kumar

TBA

Raed Hamdan

Mob: 050-8115165

Safety Officer

QC Officer

Fahad

RobertRocha

050-1538708

050-7129160

Mob: 050-2066109

Site Manager
Osama Ahmed
050-5328161
Electrical Supervisor

Civil Supervisor(GascoPPL)

Civil Supervisor(Transco)

Vasudevan

Arturo Capid

Rodney Tuale

050-4927574

050-3174781

050-4660794

Skilled /
Unskilled

Skilled /
Unskilled

Skilled /
Unskilled
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APPENDIX B -QUALITY DEPARTMENT ORGANIZATION CHART

SAMPLE QC DEPT ORGANIZATION CHART

General Manager
Samir Bou Nakhel

Operation Manager
Fadi Rehabni

QHSE Manager
VinodKumar

QC Officer
Robert Rocha

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APPENDIX C

- QUALITY POLICY & OBJECTIVES

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APPENDIX D - ISO 9001 CERTIFICATE

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APPENDIX EAudit - 05
Auditor :
S/No
01

STANDARD :

Vinod Kumar

SECTION

Document Control

AUDITEE
Robert/
MS.Jennifer

ACTIVITES TO BE
AUDIT

02

03

Engineer/Supervisor

Procurement

AUDIT SCHEDULE FOR 2012 To 2013

Eng:Osama

Ms.Emma
Ms .Jackie
Ms.Najib

Control
of
Document
Document
Distribution
Control
Of
Records
Management
Review
Records

Implementation Of
Form
NCR For Procedure
Use Of Specific
Method Statement
Records Of
Equipment
Manpower Record

Record Of
MRF
Records of
Quotations
List Of
Supplier

ISO 9001:2000
LOCATION

PLANNED DATE

GascoPPL/Transco
LDC

15/5/2012

15/8/2012

15/1/2013

Hyper Head Office

20/5/2012

20/8/2012

20/1/2013

GascoPPL/Transco
LDC

15/5/2012

15/8/2012

15/1/2013

20/5/2012

20/8/2012

20/1/2013

Hyper Head Office

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APPENDIX F

Construction 3m Wall
Fence ,And Gate Installtion
Fixing Outrigger On 3meter Protection Wall
Painting 3m Wall
Upgrading The Gate
Breaking Wall And Install Gate At Gasco PPL
Bollard Installation
Camera Pole Installation

LIST OF METHODSTATEMENT FOR TRANSCO LDC

LIST OF METHOD STATEMENT & ITPS

LIST OF METHODSTATEMENT FOR GASCO PPL

Fixing Outrigger On Protection Wall


Bollard Installation

LIST OF ITP FOR GASCO PPL

Construction Of 3m Wall
Concrete Work In HGC Yard

Note :
This list is only advisory and Additional activites MS TRA and ITP Will be prepared
as and when required by The client and operating the scope widen will be submited
before starting the activity)

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APPENDIX G

SCHEDULE OF TRAINING

SCHEDULE OF TRAINING FOR 2012

Site Supervisor

Welder
Painter

Mason

Equipment To Operator

Scaffolding

Qc Officer

Rigging & Slinging

Method Statement
TRA/ ITP

Safety Officer

Safe driving

First Aid

H2S

HSE Awareness

Project/Site Engineer

Position / Title

Fire fighting

QHSE Mgnt.
System

Schedule Training Matrix

Helpers / Laborers

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APPENDIX H PROJECT MANAGEMENT PROCEDURES

P
PR
RO
OJJE
EC
CTT M
MA
AN
NA
AG
GE
EM
ME
EN
NTT P
PLLA
AN
N
PROJECT

GASCO PPL / TRANSCO LDC PROJECTS

CLIENT

ATS/AIS

PROJECT DESCRIPTION
PLAN CONTROL

:
:

Civil and Electrical Work


Holders of registered copies will receive revisions to this document,
Should they occur, with the request that the superseded copy be
destroyed. Registration copies will cease once the final stage has
reached practical completion. The revision number is included in the
end of the document number, which is noted in the centre of the
bottom of each page. When amendments occur, the relevant
section of the document will be issued with the revision updated
accordingly.
Revision will be identified with a vertical revision line to the right
of the revised text. Additions will be italics; deletions will be
identified by a line through the deleted text.e.g. delete.. Additions will
be reverting to normal text and earlier deletions will be removed
updated accordingly.
The Project Manager will approve the amendments by signature of
the holders of this plan. Amendments to the Plan are distributed
according to above and this is reflected into the register.
The Project Quality Representative keeps the original of the latest
version of this Plan.

Plan Approved By

___________________________________
PROJECT MANAGER

Date

___________________________________

COPY NO.:

ISSUED TO:

Project Manager

Design and Estimating Manager

Project Commercial Manager

Site Manager

QHSE Manager

Client

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SECTION 1

INTRODUCTION

1.1. Purpose and Scope


Purpose
The purpose of this Plan is to describe how Hyper General Contracting proposes to
manage the GASCO PPL/TRANSCO LDC. This Plan provides the basis for all Project
Management System documentation and is proposed in accordance to Procedure of
Documentation and Controlling Project Management System Documentation.
Scope
This plan covers the overall management structure and methodologies for the
project. Supplemenntary plans provide additional detail in specific areas. The
Master List of Primary Management System Documents lists the various
documents, which describe the full management system either by inclusion or by
reference.
Each Plan although covering separate areas of management is linked to this
Management Plan and each other to provide a coherent system to ensure overall
objectives of the project are met. Matrices have been included where appropriate to
enable auditors and other interested parties to be able to find where in the Plans
specific requirements have been addressed.
1.2. Management System Overview
1.2.1.General
The Management system for this project complies with the requirements set by
Hyper General Contracting Supervisory Board. In general terms, it is intended
to follow as and where noted.
A generic overview of the Project Management System is given at the end of this
sub-section 1.2 of this Plan. This is included to demonstrate graphically
structure of the management system for this project.
1.2.2. Management Overview
The status and adequacy of the project management system is reviewed
monthly by senior management by the use of;

Monthly Project Report


As part of the review meetings

The following people will participate in these reviews;

General Manager
Operations Manager
Finance and Administration Manager
Commercial Manager
QHSE Manager
Project Manager
Others by Invitation as determined by General Manager

Matters to be reviewed include but are not limited to the following;

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Construction Programme and Progress


Commercial Issues
Procurement Progress
Complaints and Feedback
Cause of Significant Non-Conformances
Changes to legislations
Implementation of the Management Systems
Incident Reports
Project Constraints and Risks
Changes in Clients Requirements
Changes in Stakeholders
Continual Improvement initiatives
Status of the Project Objectives and Targets

1.3. Contract Review and Variations to Contract


Upon award of the Contract, all aspects of the contract are reviewed. Details of the
contractual arrangements and requirements are included in the Conditions of
Contract Specifications and Drawings.
Where variations to the Contract are identified during the execution of the contract,
they are reviewed by the Project Manager to ensure that;

The requirements are adequately defined and documented and


The resources available are adequate for the work under variations

The process is conducted in accordance with procedure.


When the Project Manager believes the above criteria are not met, the identified
variations are discussed with the Operations Manager prior to making any
commitment carry out the subject variation.
The Project Manager is responsible for ensuring the details of any variations are
transferred to the appropriate project personnel.

SECTION 2.
CONSTRAINTS
2.
2.1. Project Constraints
Constraints are those issues (Contractual, regulatory, physical or social) that define
the environment and conditions under which the works must be undertaken.
The various significant constraints considered and identified as being applicable to
the project are as follows;
Time Constraints
Milestones
Commercial Constraints
Performance Bond
Contract Award
Quality Constraints
UAE Statutory Requirements
Client Specifications and Requirements

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Required Client Local Standard or Equivalent


Safety and Health Constraints
OHSAS 18001:1999
UAE Health and Safety Code and Legislations
Clients Specifications and Requirements
Environment Constraints
UAE Environmental Codes and Legislations
Client Specifications and requirements
Design Criteria
UAE Codes and Regulations
UAE Permits and Statutory Approvals
Designs
Procurement Constraints
Local Subcontractor and Suppliers Approval
Material Handling On Site
Construction Constraints
Permit from Client
UAE Codes and Standards
Offsite and Offsite Fabrication
Interface with Civil and ME Contractors
Timelines of Delivery of Fabricated Materials
Local Subcontractor and Suppliers Approval
Material Handling On Site
Completion Constraints
Time Constraints as Dictated by the Construction Period
Labor Availability
Performance of Subcontractors
Delivery of Material
Quality of Workmanship
SECTION 3.
RISKS
3. RISKS
3.1. Risk Management Strategy
The Strategy for managing project risks is to identify those risks that may have a
significant impact on the desired outcomes of the project and then to develop
controls as necessary to minimise those impacts to an acceptable probable
maximum. By monitoring the implementation of the controls put in place, Hyper
ensures that the desired outcomes are achieved.
The project risk is reviewed every month ensuring they are still relevant and that
any necessary controls are in place.
3.2. Identification and Control of Significant Project Risks
Project Risks have been identified and analysed. The risks identified as worthy of
considering further were identified during the process and details of where they are
to be addressed are included.
Where it is considered necessary to provide specific controls over activities, which
will be covered by other Project Plans, the activities related to the risk will be
analysed in detail and addressed in the relevant Project Plan.

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3.3. Objectives and Targets


Objectives and targets for the project have been determined from assessments of
the impacts that could result from the Project Activities. The various objectives are
given in relevant section of this plan.
SECTION 4.
ORGANIZATION AND POSITION DESCRIPTIONS
4. O
4.1. Project Organisation Chart
A Project Organisation Chart described herewith is the listing of all the site posts,
prepared and updated.
The duties and responsibilities of the key personnel with respect to the project
management system on this project are described below;
4.1.1.Project Manager
The Project Manager is responsible for the delivery of the project in accordance
with the contract documents.
The Project Manager reports internally to the General Manager of Hyper
General Contracting, who in turn reports to the Hyper Supervisory Board. The
Project Manager will be authorized to deal in all matters with the Clients
Representative.
The Hyper Supervisory Boards will comprise of Senior Corporate Staff Members
of Hyper General Contracting.
4.1.2.Procurement Manager
The Procurement Manager will be responsible for the procurement process for
both suppliers and subcontractors of building materials, equipment and
relevant services for the project in accordance with the contract scope of works
and approved drawings and specifications.
4.1.3.Site Manager
The Site Manager will report to the Project Manager.
The Site Manager will be responsible for the construction of the works in
accordance with the approved drawings and specifications.
4.1.4.QHSE Manager
The QHSE Manager will report to the Project Manager and will have a line
reporting function to the HSE Manager and Quality Manager.
The HSE Manager will be responsible for developing the Project Safety
Management System and the Project Environmental Management System in
accordance with OSHAS 18001:1999 and with the Clients requirements.
The QHSE Manager will also be responsible for developing the Project Quality
Management System in accordance with the Clients requirements.

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The QHSE Manager is then responsible for the implementation


maintenance of the systems throughout the life cycle of the project

and

4.2. Resource Allocation


4.2.1.General
Personnel are allocated to tasks for which they are considered competent.

4.2.2.Position Descriptions
Positioned Descriptions have been developed for Key Hyper Staff on the project.
Copies are held by the individual staff member and in the personnel files.
4.2.3.Resource Monitoring
Should at anytime during the project, the Project Manager consider resources
inadequate for the work to be done, the perceived inadequacy is discussed with
the Hyper General Manager to determine the solutions.
4.3. Project Staffing
The Project Manager and the Hyper General Manager determined the project
staffing requirements and the proposed duration for each position.
During the project, staff numbers and their responsibilities will be subject to
change. The Project Manger will assign duties to personnel based on their
experience so that the necessary activities are completed properly and in timely
manner.
SECTION 5.
PROCUREMENT
5. O
5.1. Procurement Strategy
Procurements will be carried out in accordance with Hyper General Procedures and
the Project Procurement Plan.
The Procurement Plan will set out how procurement will be managed for this
project. The Project Manager shall authorise the Project Procurement Plan and
Procurement Manager is responsible to maintain and implement it.
The procurement plan is separately controlled document and be used in
conjunction with this management plan and the other associated management
system documents to described the management controls for procurement for the
project.
The Procurement is identified and will be analysed in detail. It is considered
essential to the successful completion of the project the following key factors to be
addressed when procuring goods for the projects;

Project Budget
Procurement Schedule
Supplier and Subcontractor
Long Lead Items
Local Content and Participation
Preferred Consultants, suppliers and subcontractors
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Monetary Allowances
Approval level of authority
Insurances and Guarantees
Client Involvement
Quality, Health and Safety Requirements
Warranties

The above issues will be dealt with procurement plan.

SECTION 6.
CONSTRUCTIONS
6. O
6.1. Construction Strategy
The Project Construction Plan will set out how the Fabrication and Construction
Phases of this project will be managed. It will include details of the construction
programs to be used on the project, together with the construction methodology
including any unique or special processes. The Site Manager is responsible to
maintain and implement the Construction.
The Construction plan is a separately controlled document and will be used in
conjunction with this management plan and other management associated system.
It is considered essential for the successful completion of this Project that the
following key factors be addressed during construction phase;

Project Budget
Division of Project into Elements and Lots
Project Master Plan and Procurement Schedule
Site Establishment
Separable Portions and Progressive Handover Dates
Key Construction Methodologies
Critical Construction Interfaces
Resource Required and Availability
Restriction and Working Hours
Quality, Safety and Environmental Issues

SECTION 7.
COMPLETIONS
7. O
7.1. Completion Strategy
The Project Completion Plan sets out how the completion phase of this project will
be managed. The Project Manager shall authorise the Completion Plan and is also
responsible to maintain and implement it.
The completion risks identified will be analysed in detail and addressed to the
completion plan.
It is considered essential for the successful completion of this project that the
following key factors be addressed during the completion phase;

Separable Portions, Progressive Hand Over


Critical Construction Interfaces
Identification of all certification requirements and approval to be obtained
including responsibility to provide
Punch listing and defect rectification
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Test Certificates
As Built
Guaranties and Warranties
Commissioning
Operation and Maintenance Manual
Provision for spare and tools
Trainings
QHSE Controls
During the completion phase, the Project Manager will assign duties to personnel
based on their experience so that the necessary activities are completed properly
and in a timely manner
SECTION 8.
TIME
8. O
8.1. Time Management
Project progress will be monitored and reported regularly by use of the Project
Milestones Schedules and Construction Programmes, the basic approached will be
set to milestone target dates and utilised the detailed programmes. The Project
Milestone schedule and in particular Construction Programme will be closely
monitored. At any given review of progress the Project Milestone Schedule will be
optimised through the used of critical path analysis to ensure the earliest practical
completion date.
The controls put in place tom manage the time risks identifies of this time
management plan will include the following;

Project Milestone Schedule


Various Programmes and Level
Date and Frequency of Programmed Reviews, updates and reprogramming
Program for the preparation and completion of as-built information
Target/Float and Contractual Requirements
Computer Package Programming
KPI
Key Milestones and Dates
Key Approvals and Decisions
Commencement and Possession Dates
Completion and Handover Date
Contractual Obligation for EOT.

SECTION 9.
FINANCIAL MANAGEMENT
9. O
9.1. Financial Management
The Project Manager is responsible for the establishment and maintenance of the
budgets and financial reporting for the project.
The specific mechanisms used to manage the financial aspects of the projects are
listed below. The controls put in place to manage the financial risks are described
in the Procurement, Construction and Completion Sections.

Project Budget
Monetary Allowance, Provisional and Petty Cash Sums
Cost Planning and Cost Plans

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Nominations of cost codes and sub codes


Monitoring Financial Performance
Value Management
Project Financial Reporting
Progress Payments and Claims
Variation Cost

SECTION 10 QUALITIE
10. O
10.1.
Quality Management
The Project Quality Representative is responsible for ensuring that Hyper Quality
Management System is implemented and maintained in the project. For this
purpose, schedule audits will be conducted every week in the project.
It is intended that subcontractors and suppliers are responsible for implementing
and maintaining their own quality management systems. Hyper assesses the
systems to ensure they will, if properly implemented, provide necessary assurance
of the quality of works. Hyper verifies the implementations of such systems by the
use of audit and surveillance.
The specific mechanisms use to implement the management system and ensure
compliance with specified and statutory requirements; including risks identified are
generally identified using the format below.
10.1.1. Work Method Statements
Where considered necessary for a process to ensure the specified and statutory
requirements will be achieved, the construction team will be required to
prepare Work Method Statements detailing how they will execute the process.
The Project Manager or his nominee reviews Work Method Statements
including those submitted by the subcontractors before the related works
starts. Master copies are held by the Project Quality Representative and issued
to the Project Manager and relevant personnel.
10.1.2. ITP or Inspection and Test Plan
Inspection and Test Plans will be develop to detail how, what, when, and by
whom each process will be inspected and tested. This is intended to provide
assurance the specified and statutory requirements have been met. . Master
copies are held by the Project Quality Representative and issued to the Project
Manager and relevant personnel.
ITP include Hold and Witness Points as opportunities for the client
representative to inspect or witness identified activities.
At any stage of the process monitoring, when it is recognized that the final
product is not complying with the specification, NCR or non-conformance
report is raised and handled according to the procedure.

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10.1.3. Project Instructions


Project Instructions defining how particular management activities will be
executed will be prepared as and when require ensuring the project personnel
carry out the particular activities to meet the specific requirements. The Project
Quality Representative will hold the master copies of the Project Instructions
prepared for this project.
.
SECTION 11. SAFETY AND HEALTH
11. O
11.1.
Safety Management
Hyper documented OHS Management System will be developed to ensure the
company complies with the guidelines set out by the local governments. Hyper
OHS Management System will generally use which is also certified by OHSAS
18001 Occupational Health and Safety Management System.
Particular Construction activities are analysed separately and the necessary
controls to reduce safety and health risks incorporated into the Work Method
Statement for the particular activity. Hazards, risks and mitigation measures
are assessed and documented in the Job Safety Analysis.
Detailed of this safety and health management is described in Project Safety
Plan.

SECTION 12. ENVIRONMENTAL


12. O
12.1.
Environmental Management
Hyper documented Environmental Management System will be developed to
ensure the company complies with the guidelines set out by the local
governments. Hyper Environmental Management System will generally use
which is also certified by ISO 14000 Environmental Management System.
Hyper Personnel are required to be aware of Environmental Issues.
Environmental issues specifically that noticed by Client will be followed up in
accordance with disposition as designated by the Project Manager. Completion
of this notice will be monitored by QHSE Manager.
Detailed of this environmental
Environmental Plan.

management

is

described

in

Project

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SECTION 13. INDUSTRIAL RELATIONS


13. O
13.1.
Strategy for Management of Industrial Relations Issues
13.1.1. Assessment of Subcontractors and Suppliers
Hyper will assess subcontractors and suppliers in the selection process to
ensure only those companies that have the capacity to manage their own
workforce and can carry out their work to a high standard are selected for
the project

SECTION 14. ADMINISTRATIONS


14. O
14.1.
Administrative Controls- General
The various sections of this plan and associated project instructions describe
how the administrative aspects of the project are managed. In particular, as a
minimum, Project Instructions will cover the following;

14.2.

Correspondence and filing


Control of the Drawings and specifications
Request for Informations/Directions
Petty Cash and Expense Claims
Accounts Payable
Control of Computer Files
Payroll and Personnel Administration

Project Filling

Filing is done accordingly to the filling index developed by the Project Manager
accordance with the procedure Documents and Records Filing Control.

in

An Index of Project Plan that have been submitted to the client by Hyper, subcontractors,
suppliers will be maintained and will include both controlled and uncontrolled plans. The
Plans will be used as a guide for audit and surveillance and may vary from a brief
description of an aspect of a management system to a full certified system.
Activity of the projects will be done upon completion of the Project in accordance to
procedure of Archiving.

SECTION 15. COMMUNICATIONS


15. O
15.1.
Communication Strategy
Formal communication system will be in accordance with the Hyper Project Instructions
and the client procedure instructing through email system. In particular, a register will be
maintained of communication /complaints received from external parties. The Register will
be monitored to ensure timely closeout of outstanding complaints.
Other Specific arrangements to be considered for the Project are as follows:

Hyper Internal Communication


Hyper Communication with consultants, subcontractors and suppliers

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Liaison with the Authorities


Interface with engineer, clients and stakeholder.
Meeting Schedule
Email
Request for Information
A communication Register
Computer Networks
Project Instructions, WMS and ITPS
Communication with the community and Interested Parties will be done in consultation
with the Client and Hyper Head Office to suit the current strategies and objectives.

15.2.

COSTUMER COMPLAINTS
The Client may advise of product, service, and quality system non conformance
by a variety of methods such as

Client Non Conformance Report


Fax/Letter/Email
Reject Note

The complaint shall be investigated by the staff that received the complaint. If
it is confirmed a NCR/Investigation Report in accordance with procedure
Corrective and Preventive Action shall be raised to ensure that suitable
corrective action and recorded in a Register of Client Complaints. The Recipient
of the Complaints shall ensure that an appropriate response shall liaise with
client to determine the action required.
SECTION 16. REPORTING
16. O
16.1.
Reporting Controls and Administration
16.1.1.

Project Reporting to the Hyper Supervisory Board will include;

Project Reporting as agreed with the Client or contact as necessary;


Internal Hyper Reporting Requirements (Monthly Report)
Quality Management Reporting
Safety Management Reporting
Environmental Management Reporting

The Project Manager must ensure these reports are prepared and issued
in a timely manner.

SECTION 17. TRAININGS


17. O
17.1.
General
As a minimum, all Hyper Personnel who work on the Project are required to
take,
or to have taken an introductory course in the use of the Quality,
Environmental and Safety Management Systems. The HSE and Project Quality
Representative or their nominee will give the basic training. Training
conducted is recorder on training attendance record. Copies of records of this
training are kept on site.
All personnel working on the site will be required to pass through a project
specific site induction or toolbox meeting. Ongoing Safety training that cannot

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be provided in-house must referred to the Country HSE Manager before


appointing a training provider.
17.2.

Training Matrix
Records for identifying the needs of individuals with respect to the training are
included in the Training Management. However, in view of the short period and
specific construction requirements for this project, the focus is on the
recruitment.

17.3.

Minimum Training for Construction Personnel


17.3.1. Records to be Held
All formal training or induction is conducted by the HSE Manager or his
nominee and is recorded on the attendance record or other appropriate means.
17.3.2. Site Induction
Before starting work in site, all Hyper Personnel are required to pass through
a Project Specific Site Induction.
Induction will be required for all visitors
to site.
17.3.3. Performance Review
The appropriate manager/supervisor is to observe the performance of the
personnel working on the project for which they are directly responsible. It is
deemed that a workers performance is unsatisfactory; the immediate
manager/supervisor of that person is to bring it to the attention of the
manager in charge of the area in which they work.
17.3.4. Toolbox Meetings
The Project Manger may call a toolbox meeting of a group of workers if he
considered an aspect of HSE relating specifically to a particular
trade/process or information relating to Job Safety Analysis requires
highlighting or discussion. This meeting are also used to highlight and
discuss other matters pertaining to the work methods, causes of nonconformance, environmental issues and workers feedback relating to their
work activity.
Whenever accident occurs, reviews and retaining Job Safety analysis is
conducted. The meeting will be recorded and, if the situation warrants,
minuted. Toolbox safety talks will be given to the workers at a frequency
determined by the HSE Manager, but normally not less than twice a week.

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APPENDIX I

SUBMITTAL SCHEDULE

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APPENDIX L

TEMPLATE OF ATS FORMS USED DURING THE PROJECT

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