QUALITY MANUAL - sidracpl.com€¦ · 00 Reissued in compliance with UNI EN ISO 9001:2008 30-02-18 01 Revision of sections 4, 5 and 7. Some Work Instruction of Quality Management

QUALITY MANUAL Ed. 01 Rev. 0430/02/18

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QUALITY MANUAL

Name Signature

Drafted: Venkatesh Vijapur.

Approved: Zayaul Haque

CURRENT VERSION ISSUANCE HISTORY

REV. DESCRIPTION DATE

00 Reissued in compliance with UNI EN ISO 9001:2008 30-02-18

01 Revision of sections 4, 5 and 7. Some Work Instruction of Quality Management System havebeen deleted. New ddocuments relevant to H&S have been introduced. 19-03-17

02 Revision of titles and codes of some Work Instructions mentioned in sections 4 and 7.Revision of Sidra QMS processes (figure 4.1) 27-07-15

03 Revision due to implementation of H&SE Management System 16-11-14

04Sidra profile (sect.1) has been updated; specific job site management instructions havebeen created for EPC (sect.4 and 7); par. 6.3 “Infrastructure” has been modified andspecific work instruction has been created (sect.4 and 6); measurement of processes criteriahave been revised (sect. 5 and 8)

06-04-14

QUALITY MANUAL Ed. 03 Rev. 0003/30/09MISSION AND POLICY

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SIDRA CONSTRUCTION PRIVATE LIMITED

BUSINESS MISSION AND QUALITY POLICYBUSINESS MISSION

Our mission is to leverage the coordinated use of human and financial resources to supply plantsolutions and services at competitive prices by the stipulated delivery date in order to meet bothCustomer and Shareholder expectations.

QUALITY POLICYQuality is the ability of our products and services to meet the expectations of each Customer.Our focus on quality demands that we identify and eliminate any nonconformity and that weprevent it from happening by properly managing and continuously improving our company’squality management system.CUSTOMER SATISFACTIONSidra Construction Private Limited is committed to continuously plan, implement, test and improveits quality management system in order to achieve maximum Customer satisfaction.The uniqueness of each project will not be used as a pretext to forgo monitoring of our Customers’level of satisfaction, but it will rather be an incentive to identify appropriate measurement criteria.PERSONNEL POLICYTask awareness and accountability for one’s own results are our management’s primary objectivesthat we are committed to instill in our entire staff.Management is committed to encourage an open exchange of communication and to build acooperative environment through meetings, corporate climate monitoring, and exchange ofinformation in a cascade-like manner.The managers of each entity are collectively accountable for business results and are individuallyresponsible for the contribution made though the services rendered to their internal and externalCustomers.Evaluating said contribution in relation to our measurable objectives is the foundation of ourincentive system for executives, managers and upper level employees.

Zayaul HaqueC.E.O.

QUALITY MANUALEd. 03 Rev. 02

07/27/10CONTENTS

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CONTENTS

SECTION 1 - COMPANY OVERVIEW1.1 SIDRA’S PROFILE1.2 FIRST-LEVEL ORGANIZATIONAL CHART OF SIDRA CONSTRUCTION PRIVATE LIMITED

SECTION 2 - GLOSSARY AND ACRONYMS

SECTION 3 - SCOPE AND APPLICATION3.1 SCOPE AND APPLICATION3.2 REGULATION REFERENCES3.3 TERMS AND DEFINITIONS

SECTION 4 - QUALITY MANAGEMENT SYSTEM4.1 GENERAL

4.1.1 Processes and subprocesses4.1.2 Process diagrams4.1.3 Control of the processes

4.2 DOCUMENTATION REQUIREMENTS4.2.1 General4.2.2 Quality Manual4.2.3 Control of documents4.2.4 Control of records

SECTION 5 - MANAGEMENT RESPONSIBILITY5.1 MANAGEMENT COMMITMENT5.2 CUSTOMER FOCUS5.3 QUALITY POLICY5.4 PLANNING

5.4.1 Quality objectives5.4.2 Quality management system planning

5.5 RESPONSIBILITY, AUTHORITY AND COMMUNICATION5.5.1 Responsibility and authority5.5.2 Management Representative5.5.3 Internal communication

5.6 MANAGEMENT REVIEW5.6.1 General5.6.2 Review input5.6.3 Review output

SECTION 6 - RESOURCE MANAGEMENT6.1 PROVISION OF RESOURCES6.2 HUMAN RESOURCES


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6.2.1 General Information6.2.2 Competence, training and awareness

6.3 INFRASTRUCTURE6.4 WORK ENVIRONMENT

SECTION 7 - PRODUCT REALIZATION7.1 PLANNING OF PRODUCT REALIZATION7.2 CUSTOMER-RELATED PROCESSES

7.2.1 Determination of requirements related to the product7.2.2 Review of requirements related to the product7.2.3 Customer communication

7.3 DESIGN AND DEVELOPMENT7.3.1 Design and development planning7.3.2 Design and development inputs7.3.3 Design and development outputs7.3.4 Design and development review7.3.5 Design and development verification7.3.6 Design and development validation7.3.7 Control of design and development changes

7.4 PURCHASING7.4.1 Purchasing processes7.4.2 Purchasing information7.4.3 Verification of purchased product 33

7.5 PRODUCTION AND SERVICE PROVISION7.5.1 Control of production and service provision7.5.2 Validation of processes for production and service provision7.5.3 Identification and traceability7.5.4 Customer property7.5.5 Preservation of product

7.6 CONTROL OF MONITORING AND MEASURING EQUIPMENT

SECTION 8 - MEASUREMENT, ANALYSIS AND IMPROVEMENT8.1 GENERAL8.2 MONITORING AND MEASUREMENT

8.2.1 Customer satisfaction8.2.2 Internal audit8.2.3 Monitoring and measurement of processes8.2.4 Monitoring and measurement of product

8.3 CONTROL OF NONCONFORMING PRODUCT8.4 ANALYSIS OF DATA8.5 IMPROVEMENT

8.5.1 Continual improvement8.5.2 Corrective action8.5.3 Preventive action


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1-COMPANY OVERVIEW


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1.1 SIDRA’S PROFILE

JOURNEYMr. Iqbal Hassan completed civil engineering degree in 1993 and started his career in the constructionindustry by establishing M/s IQBAL HASSAN in 1995 and in 2005 started a company M/s HH ENTERPRISES.Establishment of M/s IQBAL HASSAN and M/s HH ENTERPRISES was taken over by M/s SIDRACONSTRUCTION Pvt. Ltd in 2008 & 2017 respectively. Mr. Iqbal Hasan, the owner of group of thesecompanies is “a dynamic personality with multicultural work force with enriched experience of working indifferent geographies and diverse terrain, empowering the company to explore and pursue the various plansand enormous opportunity arising in the global market”

APPROACHA growing nation needs a growing infrastructure, in a fast growing advanced country we dream of roads andrunways like international standards apart from multistory buildings in residential / commercial fields to meetchallenges of population growth as well. Iqbal Hassan enlisted Company with C.P.W.D. as Class– Icontractors for tendering with no limits all over India, also are enlisted contractors of PWD (Jharkhand &Bihar)., Larsen & Toubro Ltd., Patanjali., Govt. of BHUTAN. PMGSY-Govt. of INDIA., NHAI.

WE BELIEVESCPL has a strong belief in adopting the most suitable way to design, develop and deliver the quality andsustainable product and services to its client, by boosting practices that involve the use of the most currenttechnologies in vogue worldwide, to ensure minimization of complex processes and ease constraining projectexecution labour.

EXPERIENCEManaged by dedicated team of professionals with vast experience in various fields of civil construction fromBridges to prestigious institutional & industrial projects, we have specialized in the area of constructing highriding quality flexible and rigid pavements for the country. We are retained as a specialized water - proofingcompany by Corporates and Govt. agencies. Quality should speaks louder than words. Partnering with thebest in their own orbit, SCPL brings technology, quality and an excellent track record for successfulcompletion of projects within schedule that reiterates its belief of delivering the best for its clients. SCPLcommitment towards health, safety, quality, environment and social responsibility, along with ownership ofhuge fleet of equipment, long-term relationship with stakeholders, accolades and recognitions from theindustry bodies and clients gives the company an edge over its competitors.


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1.2 FIRST-LEVEL ORGANIZATIONAL CHART OF SIDRA CONSTRUCTION PVT LTD

CEO

Planning and QHSE Human Resources

Legal AffairsProject Finance

Communications

Project Director

AdministrationSite Management Control

Technical SupportInformation Services

Acquisitions&Logistics

President


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2-GLOSSARY AND ACRONYMS

The glossary defines the terms which appear in Sidra’s manual, procedures and working instructions.Some of the terms included in the glossary are commonly used in the plant construction industry;others are of a more limited and sometimes restricted use, at least in the particular connotation, withinour company. If the English term is the more common one, it is shown before the correspondingItalian term or without a translation. The acronyms used to designate the corporate units are alsogiven.


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(VENDOR LIST)Information lists of qualified vendors – available in thecorporate network in the partition “Q/quality_Sidra” andupdated by QHSE-CER The List is used by the purchaser toselect vendors, except for projects in which the Vendor Listis imposed by the customer. Which vendors are maintainedor excluded from the List is established during the annualVendor Rating meeting.

(Pre-Project) Binding technical-financial proposal.I.M.T [Incoming Materials Ticket]

Inspection card compiled by the Materials Receiving Officerto identify the material coming into the warehouse or jobsite. Each item is always accompanied by its own B.E.M.,giving the information necessary for its identification.

(BUYER)Person entrusted with the purchase of materials. Buyersshall identify the best procurement options to achieve themaximum results in terms of cost, quality and delivery time.

(SITE MANAGER AND SUPERINTENDENTS)Sidra’s Technicians that are present at the customer’s jobsite. The Job Site Manager is responsible for all activitiesincluded in Sidra’s contract; the superintendents report tothe Job Site Manager within the scope of their duties orplant and machinery under their control.

Q.C. Quality ControlSupervises the implementation of vendors’ qualityinspection plans.

P.L.D. Purchasing and Logistics DepartmentCOMM.D Commercial DepartmentOP.D Operations DepartmentE.D Engineering DepartmentENGINEERING PACKAGE All of the associated documents (bills of material,

specifications, drawings, etc.), describing the product thatneeds to be produced, that are sent by the D.T. to theP.L.D./Vendor Manager during the production dispatch(which see).

FINAL ACCEPTANCE CERTIFICATE Certificate of acceptance and delivery issued by thecustomer in the event of successful testing under load ofthe machinery or plant, performed at the job site to verifythe operation in compliance with the specifications. Thisphase of the project, known as “Commissioning”, mayinclude performance tests under operating conditions.

(MASTER BILL OF MATERIAL)Bill drafted by Sidra’s D.T, dividing the project into groupsand subgroups for which the technical documentation is tobe issued for internal use or delivery to the customer.

(SUPPLIER)According to ISO 9000:2005, an organization or person whosupplies a product or provides a service. The definition alsoincludes the contractors who carry out tasks or performwork for Sidra.

(INSPECTION & EXPEDITING PLAN)Work sheet created and constantly updated by theexpediter, who plans the visits at the suppliers based on theneeds of the project and the state of readiness of thematerials ordered.


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(ENG. PACKAGE FOR LAUNCH OFPURCHASE ORDERS)

Sending to P.L.D/Vendors Manager the EngineeringPackage that describes the deliverables and enables theissuance of a M.P.R and the subsequent activation of theprocurement process.

KICK-OFF MEETING Meeting during which instructions are issued by COMM.Dand OP.D, which will oversee the management of thecontract. Information will be transmitted about the ways ofexecuting the contract, along with the contractualdocuments. The project officer will also be appointed.

LAY OUT, DESIGN(GENERAL ARRANGEMENT)

Floor plan for the machinery or the plant.

(MANUALS)Documentation containing information (drawings, technicaldata, diagrams) about plants, machinery or components.The manuals are part of the documentation to be handedover to the customer at the end of the project.

PACKING LIST Description of the contents of each box accompanying theshipping documents; it is necessary for shipping andcustoms clearance of the goods.

Q.C.P(QUALITY CONTROL PLAN)

(Quality Control Plan)Document drafted by the vendor, defining and schedulingthe inspections, tests and verifications that need to be doneduring each phase of the work.

PIANO DELLA QUALITÀ DIPROGETTO(PROJECT QUALITY PLAN)

According to ISO 9000:2005: “A document that specifies,for a specific product, process or contract, whichprocedures and associated resources need to be used andby whom and when.” It is the key document used forindicating and attaining the quality objectives of the project.When the project departs in a significant manner from thecompany standards, the project quality plan takes ongreater proportions and is called Project Quality Manual.

(PROCUREMENT PLAN)A work sheet illustrating the timing of the procurementactivities pertaining to each element that needs to beacquired up to the issuance of the order. Also known as theordering plan.

(ENGINEERING EXECUTION PLAN)A work sheet that structures (e.g., by specialization) thedrawings and the other design documents which need to bedeveloped; it also indicates the responsibilities and theissue dates planned in the next project developmentphases.

(PROJECT MASTER SCHEDULE)A Gantt type diagram showing the contractual milestonesand the deadlines of major jobs (design, purchasing,shipping, commissioning, tests, etc.) from the moment thecontract takes effect until the acceptance of the machineryor plant.

PROJECT ENGINEER The P.E. coordinates the project activities of the order,verifying that they are progressing according to scheduleand meet the contractual requirements. Also, the P.E.issues the project documents needed to place the orderswith vendors and subcontractors.


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PROJECT MANAGER The P.M. is responsible for proper scheduling of theexecution of the order. He leads the project team with theobjective of meeting the contractual requirements. The P.M.represents the company vis-a-vis the customer during theexecution of the project, The P.M reports to the ProjectDirector and CEO accordingly.

PROVISIONAL ACCEPTANCE TESTS Tests performed on the job site to verify the properinstallation of the machinery or plant and its correctoperation without a work load. If the outcome is positive,the client issues the Provisional Acceptance Certificate.Sometimes this phase of the project is known as“Mechanical Completion”.

M.P.R [Material Purchase Request]Document issued through the central computer systemafter production dispatch. The M.P.R, once issued, isassigned to the purchaser in charge of the class of goods ortype of material or work.

CEO/M.D. Chief Executive Officer/Managing Director

[LIST OF REGULATION SOURCES]List of the main national laws and technical standards ofinterest to Sidra’s activities, it contains information on theresponsibility, the frequency of any updates, and thesupport available.

S.W.P. [Status of work in progress]Periodic report drafted by the Job Site Manager to show theprogress of the work.

QHSE-CER Person (Service) who carries out monitoring activities inorder to obtain and maintain Sidra Quality, Health, Safetyand Environment certifications.

SOLLECITATORE(EXPEDITER)

Person in charge of tracking the progress of the orders atthe vendors, making sure that the work is progressingaccording to time schedules.

I.F.T. [Initial Financial Target]Estimate of the costs of each element included in theprocurement. Also known as Initial Operational Estimate, itis the objective which the Project Manager in coordinationwith Project Director should strive for.

T.A.P. 1 Tender Approval Procedure 1 (Proposal Request Form)It corresponds to form MR-07-01 “Request for pre-projectexecution”. Document which, when properly initialed, startsthe preparation of an offer. It contains information on thecustomer, purpose of procurement, delivery dates, etc.

T.A.P. 2 Tender Approval Procedure 2Computerized document containing all key informationabout an offer. It is used to define the sale price.

T.O.C. Take Over CertificateVENDOR RATING Vendor evaluation process by the offices involved in a

procurement, combining four performance indicatorsaccording to predetermined criteria (quality, timeliness,cost-effectiveness, and co-maker ship).


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W.B.S. Work Breakdown StructureHierarchical break down of the scope of the contract. Eachlevel of the WBS offers a complete and ever more precisepresentation of the project down to the most detailedelement for which time frame and cost need to beestimated and rectified.


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3-SCOPE AND APPLICATION


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3.1 SCOPE AND APPLICATIONRef. standard UNI EN ISO 9001:2008, §1

This manual describes the quality management system designed by Sidra to operate in compliance withstandard UNI EN ISO 9001:2008, especially as regards continual improvement and constant attention tocustomer satisfaction.

The quality management system involves the entire Sidra organization that is involved in the activities whichhave a direct or indirect impact on the quality of the products and services provided. The area of applicationincludes design, engineering, procurement, work supervision, construction management and commissioningof processing lines.

3.2 REGULATION REFERENCESRef. standard UNI EN ISO 9001:2008, §2

In order to define Sidra’s quality management system and to draft this manual, reference was made firstand foremost to the standards of the UNI EN ISO 9000 series. The primary reference documents, availableat the QHSE-CER Service, are as follows:1) UNI EN ISO 9000:2005. Quality management systems – Fundamentals and vocabulary.2) UNI EN ISO 9001:2008. Quality management systems – Requirements3) UNI EN ISO 9004:2000. Quality management systems – Guidelines for performance improvements

For specific applications, refer to standard ISO 19011:2002 “Guidelines for quality and/or environmentmanagement system auditing”, standard ISO 10012:2004 “Measurement management systems –Requirements for measurement processes and measuring equipment”, and the rules of Since RT-05 rev.07“QMS Evaluation and certification in construction companies – section EA28”.

3.3 TERMS AND DEFINITIONSRef. standard UNI EN ISO 9001:2008, §3

Sidra has adopted the terminology contained in the standard UNI EN ISO 9000:2005, also using itsdefinitions, except for the terms that are specific to the company’s activity: these latter are defined in theglossary.


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4-QUALITY MANAGEMENT SYSTEM


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4.1 GENERALRef. standard UNI EN ISO 9001:2008, § 4.1

Sidra has established, documented and implemented its own quality management system in keeping withthe requirements of the reference standard; it is making sure it is kept active and it strives to constantlyimprove it.

4.1.1 Processes and sub processesSidra has identified fourteen processes essential to the quality management system, which in turn are madeup of six groups, and has established the relevant sequences and interactions.

4.1.2 Process DiagramMethods of identification and representation of processes are illustrated in the IL-04-03 “Process mapping”.The IL-04-03 illustrates the flow of documents transmitted from a “supplier” process or corporate unit to oneor more “customer” processes or corporate units.

The processes of the quality management system are illustrated in the figure 4.1 at the end of the chapter.

4.1.3 Control of the processesFor an effective management of its projects in the course of their entire life cycle, Sidra applies the methoddescribed in IL-07-22 under “Project Control” with a particular emphasis on the control procedure called“Costs committed /Estimate to finish”, along with the “Earned Value Management” (EVM) technique.

Through this tool, the Project Manager is able to monitor continuously the progress of the project, identify ina timely manner any differences in cost or time as compared to the schedule, define appropriate correctiveactions, and periodically update the cost estimate and the time schedule for the activities.As for the control of the “engineering” process, Sidra makes sure that outside engineering control is anintegral part of this.

Sidra does not have in-house production activities. The production processes, including the ones carried outon site, having a bearing on product compliance are controlled through:• issuance of appropriate instructions to the suppliers and constructors, appended to the purchase order,

including preparation by the latter of quality control plans (PCQ)• verifying the PCQ, as well as drafting the inspection and expediting programs• monitoring activities carried out in compliance with these programs to verify the progress of production,

both as regards compliance with time schedules and quality characteristics.

4.2 DOCUMENTATION REQUIREMENTSRef. standard UNI EN ISO 9001:2008, § 4.2

4.2.1 GeneralRef. standard UNI EN ISO 9001:2008, § 4.2.1

Sidra strives to maintain an effective and updated documentation system to manage and control theprocesses.

Sidra’s quality management system is documented in the manner described in para. 2 of OP-04-01 titled“Control of documents”.

The documentation of Sidra’s quality management system includes:• Corporate Mission Statement and Quality Policy, described in chapter 1 of this manual• Quality Manual (QM)• Operating Procedures (OP) and documented records as required by the standard


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• Work Instructions (WI)• Other records deemed necessary for process planning, operation, and control.

The records are made both in free format and with Recording Forms (MR). For a list of the POs, WIs andMRs with a description of the contents.

4.2.2 Quality ManualRef. standard UNI EN ISO 9001:2008, § 4.2.2

According to the standard, this manual defines the scope of Sidra’s quality system management and itdescribes the elements that make up the system. The subdivision of the subjects that are discussed inchapters and paragraphs follows that in the standard.

This manual does not contain the documented procedures. The mandatory Operating Procedures arementioned in the relevant paragraphs of the text, as are the primary Work Instructions. Table 4.2 at the endof the chapter illustrates the links between the chapters of the manual and the documents that arehierarchically under them.

4.2.3 Control of documentsRef. standard UNI EN ISO 9001:2008, § 4.2.3

According to standard UNI EN ISO 9001:2008, par. 4.2.3., Sidra controls the quality management systemdocuments under control (Quality Manual, Operating Procedures, Work Instructions). For this, it hasindicated in PO-04-01, titled “Control of documents”, the general rules for their issuance, identification,distribution, storage and updating. More specific instructions are in IL-04-02, titled “DocumentationManagement”.

Among the documents of outside origin that Sidra uses in the course of its own activities, the laws and thetechnical standards are particularly important.The key national laws and technical standards of interest to Sidra’s activities are listed in the Register ofNormative Sources, being Appendix 2 of 1. The control and disclosure of these policies is the duty of thosepeople designated as the responsible parties in the Register, who also have the task of receiving newissuances and updates.From time to time, additional technical standards and legal provisions, including those of foreign countries,are applied to Sidra projects, depending on the destination of the product and the terms of the contract.Such specific standards are identified like the other product requirements and are looked after by the unitsresponsible for their application.

4.2.4 Control of recordsRef. standard UNI EN ISO 9001:2008, § 4.2.4

According to para. 4.2.4. of the standard, Sidra records the data and information necessary to furnishevidence of compliance with the quality management system. For this purpose, Sidra has drawn up OP-04-02, titled “Control of records”, which establishes the controls needed for the identification, storage,protection, retrieval, retention and disposition of quality records.


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Figure 4.1 – Sidra QMS Processes

CUSTOMER

CONTRACT ACQUISITION

ENGI

NEER

ING

PURC

HASI

NG A

ND L

OGIS

ITIC

S

PROJ

ECT

MAN

AGEM

ENT

SITE

MAN

AGEM

ENT

AFTE

RSA

LES

8. ASSISTANCE REQUEST9. ASSISTANCE PROVISION

4. ISSUE OF TECH.SPECIFICATIONS

5. SHIPPING

6.START-UP

3. START ORDER

1. PROPOSALREQUEST

2.

TECHNICALPACKAGE FOR

LAUNCH OF P.O.

IN-HOUSEENGINEERING

PURCHASING

VENDORSURVEILLANCEAND CONTRACT

ADMINISTRATION

MATERIALMANAGEMENT

CONSTRUCTIONMANAGEMENT

CONSTRUCTIONCONTRACT

ADMINISTRATION

ASSISTANCEUNDER

GUARANTEE ANDSALES OF SPARES

AND SERVICES

BID/NO BIDASSESSMENT

PROPOSALDEVELOPMENT

ISSUE OF FINALPROPOSAL

2. KICK-OFFMEETING

7. PLANTACCEPTANCE

INTERACTIONMANAGEMENT

RISKMANAGEMENT

SCOPE, TIMEAND COST

MANAGEMENT

COMMUNICATIONMANAGEMENT

OUTSOURCEDENGINEERINGAND VENDORENGINEERING


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Tab. 4.2 – Links between the Quality Manual and other documents

QM chapter Operating Procedures [OP] and Work Instructions [WI]

§ 4 OP-04-01 Control of documentsOP-04-02 Control of recordsWI-04-01 VoidWI-04-02 VoidWI-04-03 Process mapping

§ 5 WI-05-01 Management reviewWI-05-02 Internal communication

§ 6 WI-06-01 Production and management of the organizational chart and jobdescriptions

WI-06-02 Personnel selection and trainingWI-06-03 Introduction to organization information system

§ 7 WI-07-01 Commercial activitiesWI-07-02 Project managementWI-07-03 Risk ManagementWI-07-04 Project controlWI-07-05 Project Phase ReviewWI-07-06 Engineering design for quality: general criteriaWI-07-07M EPC Metal technical documents standardWI-07-07P EPC Power technical documents standardWI-07-07H Sidra’s technical documents standardWI-07-08 ProcurementWI-07-09 Purchasing general conditionsWI-07-10 VoidWI-07-11 VoidWI-07-12 Technical package for launch of purchasing ordersWI-07-13 Surveillance of supply and construction procurement packagesWI-07-14 VoidWI-07-15 Material managementWI-07-16H Compiling of crate packing lists - SidraWI-07-17 EPC job site managementWI-07-17H Sidra job site managementWI-07-18 VoidWI-07-19H After sales activity - SidraWI-07-20H Complaint management - SidraWI-07-21 VoidWI-07-22H Testing criteria and procedures for processing lines SidraWI-07-23 Control of monitoring and measuring equipment

§ 8 OP-08-01 Internal auditOP-08-02 Control of nonconforming productOP-08-03 Corrective actionOP-08-04 Preventative actionWI-08-01 VoidWI-08-02 VoidWI-08-03 Auditor training programWI-08-04 Customer satisfaction surveyWI-08-05 Measurement of processes


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5-MANAGEMENT RESPONSIBILITY


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5.1 MANAGEMENT COMMITMENTRef. standard UNI EN ISO 9001: 2008; § 5.1

Sidra’s Management is committed to maintain and continually improve a quality management system thatcan motivate the entire organization to achieve specific quality objectives.For this, the Top Management, represented by the Managing Director, outlines a corporate quality policy.

The Top Management, through its own Representative and the Heads of each unit, communicates thequality policy and objectives to all of the company personnel, particularly underscoring the importance ofcomplying with the contractual requirements and those imposed by mandatory standards and by the laws.

Furthermore, the Top Management – through its own Representative – periodically performs a review of thequality management system of the company and makes sure that the organization:• is translating the quality policy into precise quality objectives• is planning the actions that are necessary to achieve the objectives• is allocating the resources needed to implement the plans

5.2 CUSTOMER FOCUSRef. standard UNI EN ISO 9001: 2008; § 5.2

The Top Management makes sure that all the company processes are focused to increasing customersatisfaction.For this, it institutes formal occasions for review of customer requirements, both before and after contractacquisition; and it establishes suitable ways to measure customers’ perception as to how well theorganization has met their requirements.

5.3 QUALITY POLICYRef. standard UNI EN ISO 9001: 2008; § 5.3

Sidra’s quality policy, aimed at satisfying the requirements and continuously improving the qualitymanagement system, is summarized in this manual and incorporated in the company mission statement.

Customer satisfaction and personnel policy are the terms of reference for Sidra’s quality objectives.The Top Management assigns to its own Representative and the heads of each unit the task of ensuring thatthe quality policy is understood by everyone within the organization.Each year, the Top Management reviews the quality policy in conjunction with the planning process of thecompany’s economic and financial results.

5.4 PLANNINGRef. standard UNI EN ISO 9001: 2008; § 5.4.

5.4.1 Quality objectivesRef. standard UNI EN ISO 9001: 2008; § 5.4.1

For a company that operates in the contracting sector, quality objectives are established each time that theTop Management signs the contractual terms of a project, in particular as regards the delivery dates andperformance of the plants provided, and assigns the execution responsibility, in particular, the guarantee ofthe economic margin.


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To meet both these items in a satisfactory manner, the Top Management periodically monitors the companyprocesses to identify the areas of possible improvement and intervene in them, eliminating any factors ofineffectiveness and inefficiency.

In particular, the Top Management:• monitors and measures the performance of the quality management system by an appropriate system of

indicators• undertakes the necessary actions if the indicators show significant discrepancies between the actual

performance and the desired performance of the quality management system• encourages policies of improvement, and periodically defines new objectives in regard to the

performance indicators• ensures the consistency of the objectives and the policies for the customer and for the personnel,

especially through employee incentive systems.

5.4.2 Quality management system planningReference standard UNI EN ISO 9001: 2008; § 5.4.2

Each year, the Top Management plans the actions to carry out in the company processes that have animpact on quality and their interactions; it arranges by itself, or through its Representative, to periodicallyverify the degree of achievement of the objectives of such actions.

Furthermore, the Top Management makes sure that any organizational changes, howsoever initiated, do notundermine the quality management system, while allowing for necessary modifications with properdocumentation.The management reviews are occasions for commencement of planning, as well as verification of results.

5.5 RESPONSIBILITY, AUTHORITY AND COMMUNICATIONRef. standard UNI EN ISO 9001: 2008; § 5.5.

5.5.1 Responsibility and authorityRef. standard UNI EN ISO 9001: 2008; § 5.5.1

Sidra has provided a formal organizational structure to clearly define tasks, responsibilities, and mutualrelations among the personnel.

The Human Resources Top Management outlines, down to the lowest level requested, the companyorganizational charts, which are made available to all of the departments.

Guidance of Sidra’s quality management system is a task of the Top Management, which establishes thenecessary organizational structure and defines the responsibilities for the execution of all the activitieshaving an impact on quality.

5.5.2 Management RepresentativeRef. standard UNI EN ISO 9001: 2008; § 5.5.2

The Top Management has instituted a particular organizational role to better guarantee the functioning ofthe quality management system: the Representative of the Top Management. This role is assigned at Sidrato the Head of the Planning, Environment, Safety and Quality Unit and includes the following tasks:• ensuring that a quality management system is established, implemented and maintained in accordance

with the standard UNI EN ISO 9001: 2008• reporting to the Top Management on the performance of quality management system, including needs

for improvement• promoting awareness of customer requirements on all company levels

The Representative of the Top Management operates through the QHSE-CER, who:• plans and carries out the internal audits


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• gathers and analyzes all data needed for evaluation of customer satisfaction• verifies that nonconformities, corrective and preventive actions are handled in accordance with the

relevant procedures of the quality management system

5.5.3 Internal communicationRef. standard UNI EN ISO 9001: 2008; § 5.5.3

The Top Management has arranged for an internal communication system set-up in accordance with thetype of information transmitted and its purpose.

The complete list of communications, along with the appropriate methods of distribution and the diagramsfor issuing and receiving the documents, is given in IL-05-02.All communications regarding the effectiveness of the quality management system, in particular, are sent byemail from QHSE-CER to the Top Management and to the persons in charge of the company departmentsconcerned.

5.6 MANAGEMENT REVIEWRef. standard UNI EN ISO 9001: 2008; § 5.6

5.6.1 GeneralRef. standard UNI EN ISO 9001: 2008; § 5.6.1

The Top Management has established a formal event for a periodic operational review of the qualitymanagement system and to identify any needs for modification and opportunities for improvement.These verification, or review, meetings are called by the Top Management or by its Representative,indicating who is required to attend and their respective department. The results of the meeting arerecorded in a minute, signed by all the participants and kept by QHSE-CER. The methods of conducting thereview are specified in IL-05-01 titled “Top Management review”.

The Top Management review is carried out at least annually, not ruling out the possibility of occasionalinterventions due to specific events. The review may consist of several meetings, each one devoted todifferent aspects of the quality management system.

The Top Management reviews are the primary, but not the only occasion for defining and formalizing thequality objectives.

5.6.2 Review inputRef. standard UNI EN ISO 9001: 2008; § 5.6.2

The primary records making up the input information for the review are as follows:• follow-up actions from audits of outside organizations• progress of the improvement plans defined in the previous reviews• reports of organizational changes which have impacted the quality management system• personnel training plans• outcome of the evaluation of vendor performance (“Vendor Rating”)• planning and results of the audits at the vendors premises• status of product nonconformities• status of preventive and corrective actions• trend of the process management indicators• customer satisfaction surveys• results of the internal audits


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5.6.3 Review outputRef. standard UNI EN ISO 9001: 2008; § 5.6.3

After evaluating the input records, the review meeting adopts decisions and initiates actions intended to:• improve the quality management system and its processes• improve the product characteristics related to customer requirements• identify and provide the necessary resources to implement the preceding two points.


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6-RESOURCE MANAGEMENT


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6.1 PROVISION OF RESOURCESRef. standard UNI EN ISO 9001:2008, § 6.1

The personnel, the information and the computer infrastructure are the critical resources for implementingSidra’s quality management system; the company must manage these resources in order to improve systemeffectiveness.

6.2 HUMAN RESOURCESRef. standard UNI EN ISO 9001:2008, § 6.2

6.2.1 General InformationRef. standard UNI EN ISO 9001: 2008; § 6.2.1

Sidra makes sure that the personnel that carry out all activities affecting conformity to product requirementsare competent on the basis of competence, training and awareness.

6.2.2 Competence, training and awarenessRef. standard UNI EN ISO 9001: 2008; § 6.2.2

For a description of the methods used by Sidra for the selection of personnel and the identification anddevelopment of its training activities, refer to IL-06-02 titled “Personnel selection and training”.

Sidra selects its personnel by making sure they have the basic and specific skills needed to perform aparticular type of activity. Sidra makes sure that the tasks and objectives are well defined and that eachperson is aware of his or her own role and impact on compliance with the requirements of the end product.

Significant elements in personnel development are:• training and other actions taken to acquire the necessary skills at the time of hiring, in case of change in

job description or implementing new activities in the job description• evaluation of training needs• evaluation of training effectiveness• record storage on level of education, training, and experience of the personnel

6.3 INFRASTRUCTURERef. standard UNI EN ISO 9001:2008 § 6.3

Sidra provides its personnel with all the infrastructure needed to achieve conformity of its products andservices.Special attention is guided to:• workspace layout• development and maintenance of IT hardware and software• availability of a suitable TLC facilities.

Software applications and the relevant supporting services are illustrated in IL-06-03 “Introduction tocorporate information system”.The infrastructure requirements of single projects are determined and satisfied within their managementplans.


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6.4 WORK ENVIRONMENTRef. Standard ISO 9001: 2008 § 6.4

Sidra pays constant attention to not only the physical, but also the social and psychological conditions of thework environment, defined as follows:• physical conditions – those pertaining to the physical work environment (temperature, noise, etc.)• social conditions – those pertaining to life in common within the organization, dictated by rules of

behavior, organizational policies, etc.• psychological conditions – those pertaining to the individual person’s perception of expectations on a

psychological level (independence, organizational climate, interpersonal relationships, etc.)

By work environment is meant both the offices of Sidra as well as the temporary job sites where Sidraprovides personal service during the execution of the projects.

While applying the national laws on each specific subject, especially Leg. D. No. 81 of 9 April 2008, Sidraevaluates all the risks to the health and safety of the workers during the work activity, including thoseassociated with the work environment, and it takes the necessary prevention and protection measures, andit strives by further interventions to guarantee worker protection improvements over the course of time.These evaluations and measures shall be planned and carried out in accordance with a HEALTH, Safety andEnvironment Management System in compliance with BS OHSAS 1801:2007 and UNI EN ISO 14001:2004Requirements.


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7-PRODUCT REALIZATION


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7.1 PLANNING OF PRODUCT REALIZATIONRef. standard UNI EN ISO 9001:2008, § 7.1

Sidra plans the processes needed for product realization depending on the contractual requirements of eachindividual project, but in any case consistently with the general requirements of its own quality managementsystem, as explained in this manual and the associated documents.

Because the services offered to the client and the conditions of execution of the work are never entirelyrepetitive, each project has specific needs and characteristics that cannot be addressed and resolved by themanual or by the company procedures and work instructions.

In these circumstances, the project quality plan (or manual) becomes the reference document fordetermining, achieving and demonstrating the quality of the service. Drafted by QHSE-CER or, in the case ofthe manual, by the Project Quality Manager, the document explains the uniqueness characterizing theproject and prescribes the actions needed for managing and controlling the critical aspects in play. The plan(or manual), furthermore, lists or appends the procedures, instructions and records applicable to the project,especially those drafted by the project organization to incorporate the company rules.During the planning process, the project organization makes use of a set of coordinated operationaldocuments (general program, design plan, procurement plan, inspection and expediting plan, shipment plan,quality control plans, construction, installation and startup programs).

The project quality plan and the above-listed documents define the quality objectives and the specificproduct requirements; the sequence of the respective activities; the documentation that needs to begenerated; the resources needed; the verifications, validations, measurements, tests of the product and therespective acceptance criteria; the records needed to provide evidence of product compliance with therequirements.

7.2 CUSTOMER-related processesRef. standard UNI EN ISO 9001:2008, § 7.2

7.2.1 Determination of requirements related to the productRef. standard UNI EN ISO 9001:2008, § 7.2.1

The customary purchasing practices of the contracting sector facilitate the determination of productrequirements. Contracts are placed through long and complex procedures that require the vendor toexamine specifications, develop revisions subsequent to the proposal, present and explain the proposal tothe customer.Sidra makes sure that these activities are performed in ways suitable to:• determine the technical and quality requirements of the product explicitly requested by the customer,

including those associated with delivery and post-delivery• integrate these requirements with other requirements implicit or not stated by the customer, but

necessary for the intended use of the product• determine requirements stemming from statutory laws and standards, even when they are not specified

by the customer• determine any other necessary requirements

Sidra has developed l’IL-07-01 titled “Commercial activities”, explaining how to carry out the activities fallingbetween the receiving of a proposal request or the identification of a commercial opportunity and thesubsequent acquisition of the contract.


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7.2.2 Review of requirements related to the productRef. standard UNI EN ISO 9001:2008, § 7.2.2

The aforementioned IL-07-01 prescribes a review of the technical proposal prior to the final issuance, inorder to ascertain that:• the product requirements have been defined in a clear and complete manner• any differences between the proposed and the requested requirements have been resolved• the organization has the ability to meet the proposed requirements

The review of the proposal is done by COMM.D with the support, when deemed necessary, of the unitsinvolved in the execution of the contract.Any requests to modify the requirements during the execution of the contract, on the other hand, are dealtwith as described in IL-07-02 titled “Project management”.

7.2.3 Customer communicationRef. standard UNI EN ISO 9001:2008, § 7.2.3

Sidra has identified various ways of communicating with the customer in response to the various needs thatmay arise during the life of each project.

Prior to the acquisition of the contract, any information regarding the proposal is exchanged primarilythrough face to face meetings with the potential customer, during which Sidra presents and explains theproposal.

During the negotiation phase, Sidra makes sure that the contract defines effective written and verbal meansof communication with the customer that are to be used to submit technical issues and to communicateduring the execution of each project.

After the closing of the project, Sidra must basically manage the customer feedback information in the formof requests for support or complaints.

For further details, besides the aforementioned IL-07-01 and IL-07-02, please see IL-07-19 titled “After salesactivity” and IL-07-20 titled “Complaint management”.

7.3 DESIGN AND DEVELOPMENTRef. standard UNI EN ISO 9001:2008, § 7.3

Flow chart 7.1 at the end of the chapter illustrates the design process used by Sidra , from the start of thework order to the transmission from D.T. to P.L.D of the information necessary for supplying the productand its components (“production dispatch”). For further details on the “Engineering” process, see IL-07-06titled “Engineering design for quality: general criteria”.

7.3.1 Design and development planningRef. standard UNI EN ISO 9001:2008, § 7.3.1

To ensure the necessary organizational and technical exchange, either the P.E. or the OP.D appoints aProject Engineer (“Technical Project Coordinator”), who acts as the contact point for gathering andprocessing all information needed to draft a design plan able to satisfy the requirements contained in thecontractual specifications.


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The design group coordinated by the Project Engineer produces a plan, listing in a logical and sequentialmanner all the activities making up the design process, indicating the critical review and verificationmoments for completing each phase and giving the green light for developing the following ones, anddetermines the responsibilities of the persons involved. Any additional review and verification activities – inaddition to those scheduled – can be carried out for particular situations occurring during the executive ofthe work order, such as significant unforeseen events or subsequent need for changes in the specificationsrequested by the customer or caused from particular events.Technical monitoring of the design activities may require the scheduling of one or more intermediateverifications in addition to those marking the passage from one phase to the next, especially when thedesign activities are in part outsourced.

The plan of the design process is worked out in an independent manner within the assigned group, butconsistently with the general program of project activities.

7.3.2 Design and development inputsRef. standard UNI EN ISO 9001:2008, § 7.3.2

Sidra identifies the following input elements for the design and development process:• the contractual documents, containing all the references to technical specifications, laws, standards and

regulations, as well as all data needed for developing the product design, from the functional andperformance requirements to the mandatory requirements

• the project specifications furnished by the customer or produced in collaboration with the customer,providing the basic data and requirements for generating all the design documents that are needed

• any document regarding previous similar projects• the planning documents, starting with the general plan of activities appended to the contract.

These documents are properly recorded and filed by the D.T., who needs to make sure that the version usedduring the design development phase is the most recent update.

Any doubts or deficiencies in the input elements are noted down and resolved during the contract review

7.3.3 Design and development outputsRef. standard UNI EN ISO 9001:2008, § 7.3.3

The technical documents produced by Sidra or by outside offices, per Sidra’s instructions, need to be in suchform as allows the recipient to verify the output elements against the input elements. Before being issued,the technical documents are examined by persons of adequate skills, different from the authors, to makesure that:• they meet the basic input data and requirements• they provide the necessary elements to accomplish the next phase, the procurement phase, including

information regarding the phases of production, shipping, storage and installation when applicable• they contain the product acceptance criteria (tolerances, critical dimensions, functional characteristics,

etc.)• they specify the product characteristics needed for its safe and proper use.

At the time of issuance, each document produced by the D.T. should bear the signatures of those who havedrafted, verified, and approved it for circulation.

7.3.4 Design and development reviewRef. standard UNI EN ISO 9001:2008, § 7.3.4

The design plan includes opportunities for the design review, in which the various design disciplines and,when so requested, the vendors and the customer take part.


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This activity aims at evaluating and documenting in a systematic fashion the ability of the design results tomeet the requirements, and to reveal any problems (such as interface problems between differentspecializations and elements) and initiate the needed actions.

A particular type of review is done to verify that the machinery complies with safety and environmentrequirements.

7.3.5 Design and development verificationRef. standard UNI EN ISO 9001:2008, § 7.3.5

The design plan also includes operations for design verification, prepared by the Project Engineer in order toestablish and document that the technical documentation produced corresponds to the input data. Theverification criteria can also call for calculations by alternative methods.

7.3.6 Design and development validationRef. standard UNI EN ISO 9001:2008, § 7.3.6

After going through review and verification with positive outcome, the Technical Director or Project Engineeraffixes his signature of approval on all the documents that have been completed and that will be recordedand filed.

Approval of the technical documents by the customer, when requested, is an intermediate step in the designvalidation process, yet it will only conclude with the demonstration to the customer of the functionality of themachinery or plant and with issuance of the as built documentation.

7.3.7 Control of design and development changesRef. standard UNI EN ISO 9001:2008, § 7.3.7

Any request for change to the design will be forwarded to the D.T., which will process it after making sure ofthe feasibility of the request and evaluating its consistency with the associated elements.

If the change may have an impact on project cost and time frame, D.OP and P.L.D will take part inexamining the request. Changes which have an effect on contractual requirements are decided upon byOP.D together with the customer. Also, any corrective actions will be determined for any components whichhappen to be in the manufacturing phase at the time of the notification of the change.The change gives rise to revised technical documents that will be approved and kept in the D.T. files, whilekeeping a copy of the previous versions. Any updated documents are forwarded to the units involved inimplementing the change.

7.4 PURCHASINGRef. standard UNI EN ISO 9001:2008, § 7.4Flow chart 7.2 at the end of the chapter illustrates the various phases of the process that starts with the“production dispatch” and concludes with the shipping of the procurement item to the job site.

7.4.1 Purchasing processesRef. standard UNI EN ISO 9001:2008, § 7.4.1

Sidra ensures that the purchased products conform to the specified requirements. For this, IL-07-08“Procurement” establishes what methods to use and the various responsibilities from the MaterialsAcquisition Request (R.A.M.) assignment to the appropriate purchaser, down to the issuing of the order tothe pre-selected supplier. IL-07-13 “Surveillance of supply and construction procurement packages” and IL-07-15 “Material management”, on the other hand, cover the manufacturing phase and the final phase ofshipment to the customer, respectively.


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IL-07-08 describes in particular the procedures for selecting suppliers to whom the proposal request is sent,including the procedures used for the qualification of new suppliers that will be included in the “Vendor List”in the event of a positive outcome of the first order placed.

Moreover, IL-07-08 prescribes the methods and criteria for the annual evaluation of the suppliers (“VendorRating”) that are on the List and the actions which ensue from this evaluation.

Both the qualification activities of potential suppliers and those of the evaluation of the suppliers on the Listare initiated and carried out by the P.L.D with the support of the QHSE-CER and the units concerned.IL-07-09 “Purchasing general conditions” contains the general purchase terms applied by Sidra to its ownsuppliers for installation/civil engineering work contracts (Section A), engineering services contracts (SectionB) and delivery of materials and plants (Section C).

The ILS-46-06 "Requirements on health and safety for construction contracts" establishes how Sidra , asprincipal or contractor, acts towards its own contractors to safeguard health and safety of workers.

7.4.2 Purchasing informationRef. standard UNI EN ISO 9001:2008, § 7.4.2

Through the production dispatch action (see IL-07-12 titled “Production dispatch”) of the EngineeringPackage, the Project Engineer sends to P.L.D for forwarding to the suppliers all the information describingthe characteristics of the product being purchased and any other specific instructions needed to carry outthe purchasing process.

7.4.3 Verification of purchased productRef. standard UNI EN ISO 9001:2008, § 7.4.3

Through the Engineering Package, the P.L.D also transmits to the supplier the necessary information for thesupplier to work out a quality control plan (PCQ) to be submitted for approval to the D.T.

The PCQ establishes type, methods and frequency of inspections during the production process.

7.5 PRODUCTION AND SERVICE PROVISIONRef. standard UNI EN ISO 9001:2008, § 7.5

7.5.1 Control of production and service provisionRef. standard UNI EN ISO 9001:2008, § 7.5.1

In the execution of its projects, Sidra provides various functional services to the production process, inparticular, design, purchasing, and support to the operations taking place on the job site. The start point forkeeping these services under control are the company work instructions that identify and formalize themethods and responsibilities of execution. The needs of the project may result in the drafting andimplementing of additional instructions, as indicated in 7.1.

Also, Sidra maintains control over the production activities performed by its suppliers, whether at the factoryor on the job site. Such control is exercised in the context of the purchasing process described above andthe job site management process.

For the control over the processes of design and purchasing, refer to the respective sections of this chapterand the work instructions referred to therein; for the services provided at the job site, refer to IL-07-17 “Sitemanagement”. IL-07-17 explains the site activities performed under the responsibility of the OP.D, definingfor each one the responsibilities of the persons involved and governing the ways of communication withheadquarters and the customer. Sidra breaks down the job site activities into pre-commencement activitiesand work in progress activities; the latter, in turn, are subdivided into start-up, supervision, and acceptanceactivities.


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Finally, Sidra provides two types of post-sale services: the delivery of spare parts and technical supportservices, and handling of complaints. Both are provided in the sequence and manner as formalized in thementioned IL-07-19 and IL-07-20.

7.5.2 Validation of processes for production and service provisionRef. standard UNI EN ISO 9001:2008, § 7.5.2

The outcome of certain tasks performed by the suppliers (e.g., welding and painting work) cannot beverified through subsequent monitoring and measurement activities. Consequently, any deficiency may onlybecome noticeable when the product is already in use. In the procurement phase, Sidra identifies this typeof operations and makes sure that the supplier has appropriate procedures in place that make it possible tocarry them out in a way that achieves the desired result, and verifies the compliances with such procedureswhile the work is being done.

7.5.3 Identification and traceabilityRef. standard UNI EN ISO 9001:2008, § 7.5.3

Sidra guarantees the identification of the product and its components during the entire life of the project,starting from the initial programming phase in which the total delivery is broken down into the WBS or theMaster Bill of Materials. The identification code established in this phase is maintained throughout therealization of the product, down to the moment of delivery.

The activities performed by suppliers are no exception. Through the quality control plans (PCQ), thesuppliers make it possible to identify the stage of the product being realized with regard to the monitoringand measurement requirements.

When traceability of the product is a requirement, Sidra’s Quality Control arranges to file all necessarydocumentation to track down information about the product and the respective work processes, startingfrom the origin of the materials used.

7.5.4 Customer propertyRef. standard UNI EN ISO 9001:2008, § 7.5.4

Sidra ensures to govern by contract any circumstance in which the execution of the project calls for the useof product components, production equipment, or information which is the property of the customer.

The Project Manager is given the responsibility of identifying, verifying, protecting and safeguarding suchproperty by the methods agreed upon with the customer. Moreover, the P.M. has the task of informing thecustomer, keeping a record of the notification, in the event of unsuitability for use, loss or damage.

7.5.5 Preservation of productRef. standard UNI EN ISO 9001:2008, § 7.5.5

Sidra requests that the suppliers observe and document the precautions that are necessary to guarantee thecompliance of the product and its components during all operations which may become necessary prior todelivery to the customer, such as packing, handling, transportation and warehousing.

7.6 CONTROL OF MONITORING AND MEASURING EQUIPMENTRef. standard UNI EN ISO 9001:2008, § 7.6

The monitoring and measurement activities set forth in the quality control plans (PCQ) are normallyperformed by the same suppliers who are charged with the manufacturing of the product.


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When it is necessary in order to ensure valid results, Sidra’s Quality Control ascertains the presence of theidentification code on the equipment provided by the suppliers, the existence and validity of thecorresponding calibration certificates, the criteria for protection against damage, deterioration andadjustments which might invalidate the measurement result. When the use of software is mandated formonitoring and measuring the product compliance with the requirements, Sidra’s people verify its suitabilityfor use by means of appropriate procedures. Further details on how these verifications are implemented willbe found in IL-07-23 titled “Control of monitoring and measurement equipment”.


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Flow chart 7.1 – Design Activities

KICKOFF MEETING OF THEDESIGN PROCESS

DEFINITION OF DESIGNACTIVITIES

ASSIGNMENT OFRESPONSIBILITIES

AND ANALYSIS OF THE INPUTS

MINUTES OFMEETING

DESIGN PLAN

DEVELOPMENT OF DESIGNACTIVITIES

REVIEW/VERIFICATION

OUTPUTS

PRODUCTION DISPATCH

CHANGESCORRECTIVEACTIONS

WORK STATUSREPORTS

ENGINEERINGPACKAGE

M.P.R

MINUTES OFMEETING

NO

YES


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Flow Chart 7.2 – Purchasing activities

SUPPLIER C

SUPPLIER B

ISSUING OF THE M.P.R

EXPEDITING AND VERIFICATIONS

DISPATCH TO JOB SITE

P.L.D. (Supplier Management)with possible support from the P.E. and the E.D

ISSUANCE OFPURCHASE ORDER

P.L.D. (Supplier Management)with support of P.E. and E.D.

OP.D or P.L.D

Quality Control

P.L.D. (Material Management) or Supplierdepending on the terms of delivery

ISSUING OF THE REQUESTFOR PROPOSAL

SUPPLIERS SELECTION ANDQUALIFICATION

ANALYSIS OF PROPOSALS ANDNEGOTIATION OF TERMS

P.L.D. (Supplier Management)SUPPLIER

SUPPLIER A

P.L.D. (Supplier Management)


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8-MEASUREMENT, ANALYSIS AND IMPROVEMENT


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8.1 GENERALRef. standard UNI EN ISO 9001:2008; §8.1

Sidra plans and implements in all its projects the monitoring and measurement processes that are necessaryto demonstrate conformity to product requirements. Moreover, through periodic observation of the progressof the individual projects, it has instituted the necessary monitoring and measurement processes to ensurethe conformity of its quality management system and to continually improve its effectiveness.

8.2 MONITORING AND MEASUREMENTRef. standard UNI EN ISO 9001:2008; §8.2

8.2.1 Customer satisfactionRef. standard UNI EN ISO 9001:2008; §8.2.1

Sidra pays constant attention to information indicating whether the customer feels that Sidra has satisfied itsrequirements. Useful information for this purpose is gained first and foremost from reading and analyzingthe correspondence exchanged during the execution of the projects.

Phase Review, closing main projects, after customer acceptance of plant (see IL-07-05 “Project PhaseReview”), is an important moment for customer satisfaction evaluation.

Certain characteristics of the contracting industry influence the methods of gathering and interpreting thisand other feedback information from the customers. Among these characteristics is the non-repetitive natureof the projects; the management style of opposition to the contractor established by many customers; thecomplexity of the interactions between contractor and customer, occurring in different parts of the twoorganizations and on various management levels.

8.2.2 Internal auditRef. standard UNI EN ISO 9001:2008; §8.2.2

Each year, Sidra plans a program of internal audits in order to determine the conformity and effectiveness ofits quality management system. The program takes into consideration, besides all functional areas involvedin the quality management system processes, the major projects under way. Audits at some of the suppliers’sites are part of the program.PO-08-01 titled “Internal audit” establishes the objectives of the internal audits, as well as the methods andresponsibilities for planning, conducting and recording these verifications.

8.2.3 Monitoring and measurement of processesRef. standard UNI EN ISO 9001:2008; §8.2.3

For any project Sidra has identified indicators that allow to evaluate possible discrepancies in the qualitymanagement system processes from the expected performance. Depending on the case, these indicators areeconomic or physical, and are of an accounting or extra-accounting nature.

Sidra’s current process indicators are summarized in the “Table of Indicators”, at the end of IL-08-05 titled“Measurement of processes”.

Any discrepancy from the reference values that jeopardizes the planned objectives activates corrections andcorrective actions on the part of the person in charge of the process or the Project Manager.


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8.2.4 Monitoring and measurement of productRef. standard UNI EN ISO 9001:2008; §8.2.4

In keeping with its plan of inspections and expediting, Sidra’s Quality Control visits the suppliers to monitorthe progress of production and attends the acceptance tests to verify and document that what is producedcorresponds to what was ordered.

To verify that the product requirements are satisfied, the suppliers must monitor and measure the productcharacteristics during its production, as set forth by the quality control plans approved by Sidra.Release of the product to the customer is generally done when the latter, by signing the Final AcceptanceCertificate, testifies to the passing of the functional checks set forth in the contract.

8.3 CONTROL OF NONCONFORMING PRODUCTRef. standard UNI EN ISO 9001:2008; §8.3

Sidra ensures that product which does not conform to the requirements is identified and controlled toprevent its unintended use or delivery.

PO-08-02 titled “Control of nonconforming product” defines the methods used to identify and control thenonconforming product and the corresponding responsibility and authority for dealing.

PO-08-02 is supplemented, when appropriate, by the corresponding procedures of the suppliers and, whennecessary, by specific project instructions, such as to request and obtain acceptance under concession onthe part of the customer.

8.4 ANALYSIS OF DATARef. standard UNI EN ISO 9001:2008; §8.4

Sidra collects and analyzes all data which it deems necessary to demonstrate the conformity of its qualitymanagement system and evaluate where its effectiveness can be improved.This data is found in different parts of the quality management system. The QHSE-CER officer verifies thatthe gathering is done as prescribed and processes the data received to facilitate its examination by the TopManagement.

The data to be analyzed include:• the results of customer satisfaction periodic monitoring• the list of nonconformities found at the suppliers’ premises and at the job sites• the trend of the process indicators• the outcomes of the annual supplier rankings

8.5 IMPROVEMENTRef. standard UNI EN ISO 9001:2008; §8.5

8.5.1 Continual improvementRef. standard UNI EN ISO 9001:2008; §8.5.1

Sidra’s quality policy explicitly connects the product quality to the continual improvement of the qualitymanagement system effectiveness.

The fundamental tools for directing the improvement efforts are the analysis of data, the results of theinternal and external audits, and the management reviews. These tools contribute to determining the choiceof the quality objectives and allow for periodic verification of the progress of the actions taken to accomplishthem.


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Improvement of the processes occurs through corrective actions and preventive actions. The former occurafter a nonconformity to eliminate its causes; the latter are of greater extent in regard to the effects of thecontinual improvement, since the effort to determine and eliminate potential nonconformities stimulates aninternal discussion and a comparison with the market.

8.5.2 Corrective actionRef. standard UNI EN ISO 9001:2008; §8.5.2

Sidra periodically reviews the nonconformity and takes appropriate actions to eliminate the causes whichhave produced them, in order to prevent recurrence.

PO-08-03 titled “Corrective actions” defines responsibilities and ways of reviewing nonconformities,determining and implementing the resulting corrective actions and verifying their effectiveness.

8.5.3 Preventive actionRef. standard UNI EN ISO 9001:2008; §8.5.3

Sidra tries to prevent potential nonconformities by eliminating their causes.

PO-08-04 titled “Preventive actions” defines responsibilities and ways of determining potentialnonconformities and of determining and implementing the resulting preventive actions and verifying theireffectiveness.

Documents

QUALITY MANUAL - sidracpl.com€¦ · 00 Reissued in compliance with UNI EN ISO 9001:2008 30-02-18 01 Revision of sections 4, 5 and 7. Some Work Instruction of Quality Management