Drp001-ouf-gmd-q-000-500 Rev B1 Pqp
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Duqm Refinery Project EPC Package 2 – Utilities and Offsites
PROJECT QUALITY PLAN
B1
13/11/18
Class 1
Issued for Design (IFD )
Chetan Chitta
G.K.Sridharan
Raffaele Foti
O2
07/10/18
Class 1
Issued Client Comments Incorporated (ICCI )
Chetan Chitta
G.K.Sridharan
Raffaele Foti
O1
18/06/18
Class 1
Issued for Client Review ( IFCR )
Chetan Chitta
G.K.Sridharan
Raffaele Foti
Rev.
Date
Document Class
Issue Purpose
Number Origin
Document Number
Client No.
DRP001-OUF-GMD-Q-000-500
Contractor`s No.
SO0267-SV0P-QAP-GMD-Q-000-500
Author
Checked
Approved Rev. B1
Duqm Refinery Project – EPC Package 2
Project Quality Plan
Revision History Amendment Date
Revision Number
Amender Initials
Amendment
18/06/2018
O1
CC
NA
07/10/2018
O2
CC
Revised based on Company comments
13/11/2018
B1
CC
Issued for Design
Related Documents Document Number
Document Name
Description of Content Refer Annexure- A
Holds Section Number
Short Description of Hold
Definitions and Abbreviations Term
Comment Refer Section 4.0
DRP001-OUF-GMD-Q-000-500
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Distribution List
Position
Copy Number
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Distribution / Access
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Project Quality Plan
TABLE OF CONTENTS 1.0 Purpose ................................................................................................................................................... 7 2.0 Scope …………………………………………………………………………………………………………......7 3.0 Project introduction and Overview……………………………………………………..…………..……......8 4.0 Definitions & Acronyms ...... ................................................................................................................12 5.0 Project Quality Policy .................................................................................................................... .... .15 6.0 Project Quality Objectives…………………………………………………………………………………....16 7.0 Project Quality Strategies………………………………………………………………………………….
16
8.0 Context of the Organization……………………………………………………………………………….
17
9.0
8.1
Understanding the organization and its context ................................................................... 17
8.2
Understanding the needs and expectations of interested parties........................................ 17
8.3
Determining the scope of the quality management system ................................................. 17
8.4
Quality management system and its processes .................................................................. 19
Leadership ........................................................................................................................................ 20 9.1
9.2
Leadership and commitment................................................................................................. 20 9.1.1.
General ................................................................................................................... 20
9.1.2
Customer focus ....................................................................................................... 20
Policy .................................................................................................................................... 21 9.2.1
9.3 10
11
Establishing the quality policy ................................................................................. 21
Organizational roles, responsibilities, and authorities.......................................................... 21
Planning ........................................................................................................................................... 22 10.1
Actions to address risks and opportunities .......................................................................... 22
10.2
Quality objectives and planning to achieve them ................................................................. 24
10.3
Planning of changes ............................................................................................................ 25
Support ............................................................................................................................................. 26 11.1
Resources ............................................................................................................................. 26 11.1.1 General ................................................................................................................... 26 11.1.2 People ..................................................................................................................... 26 11.1.3 Infrastructure ........................................................................................................... 26 11.1.4 Environment for the operation of processes ........................................................... 27 11.1.5 Monitoring and measuring resources ..................................................................... 28 11.1.6 Organizational knowledge....................................................................................... 29
11.2
Competence ......................................................................................................................... 29
11.3
Awareness ............................................................................................................................ 30
11.4
Communication .................................................................................................................... 31
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Project Quality Plan
Documented information ...................................................................................................... 32 11.5.1 General ................................................................................................................... 32 11.5.2 Creating and updating ............................................................................................. 33 11.5.3 Control of documented information ......................................................................... 34
12
Operation .......................................................................................................................................... 37 12.1
Operational planning and control ......................................................................................... 37
12.2
Requirements for products and services ............................................................................. 38 12.2.1 Customer communication ....................................................................................... 38 12.2.2 Determining the requirements for product and services ......................................... 38 12.2.3 Review of the requirements for product and services ............................................ 39 12.2.4 Changes to requirements for products and services .............................................. 40
12.3
Design and development of products and services .............................................................. 41 12.3.1 General .................................................................................................................... 41 12.3.2 Design and development planning ......................................................................... 41 12.3.3 Design and development inputs ............................................................................. 43 12.3.4 Design and development controls .......................................................................... 43 12.3.5 Design and development outputs ........................................................................... 46 12.3.6 Design and development changes ......................................................................... 46
12.4
Control of externally provided processes, products and services ........................................ 48 12.4.1 General .................................................................................................................... 48 12.4.2 Type and extent of control ...................................................................................... 48
12.5
12.4.3
Information for external providers .......................................................................... 51
12.4.4
Sub-Contracting ..................................................................................................... 52
12.4.5
Expediting and Shipping ........................................................................................ 53
Production and service provision .......................................................................................... 54 12.5.1 Control of production and service provision ............................................................. 54 12.5.2 Planning of Project Implementation/Realization ..................................................... 55 12.5.3 Interface Management ............................................................................................ 56 12.5.4 Process Control....................................................................................................... 57 12.5.5 Validation of Process for Production & Service ...................................................... 58 12.5.6 Construction ............................................................................................................ 58 12.5.7 Identification and traceability................................................................................... 62 12.5.8 Property belonging to customers or external providers .......................................... 63 12.5.9 Preservation ............................................................................................................ 63 12.5.10 Post-delivery activities ............................................................................................ 64 12.5.11 Control of changes .................................................................................................. 64
12.6
Release of products and services .......................................................................................... 65
12.7
Control of nonconforming outputs .......................................................................................... 65
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Project Quality Plan
Performance evaluation ................................................................................................................... 66 13.1
Monitoring, measurement, analysis and evaluation .............................................................. 66 13.1.1 General .................................................................................................................... 66 13.1.2 Customer satisfaction ............................................................................................. 68 13.1.3 Analysis and evaluation ........................................................................................... 68
13.2 Internal audit ............................................................................................................................. 69 13.3 Management review ................................................................................................................. 70 13.3.1 General ..................................................................................................................... 70 13.3.2 Management review inputs ...................................................................................... 70 13.3.3 Management review outputs .................................................................................... 70 14
Improvement ...................................................................................................................................... 71 14.1 General ................................................................................................................................... 71 14.2 Nonconformity and corrective action........................................................................................ 71 14.3 Continual improvement ............................................................................................................ 71
Annexures ..................................................................................................................................................... 72 Annex A: List of References and Documented information .............................................................. 72 Annex B: Definition ............................................................................................................................ 79 Annex C: Abbreviations..................................................................................................................... 81 Annex D: ISO 9001:2015 / ISO 29001:2011 & PQP Corelation Matrix ............................................ 83
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1.0
Project Quality Plan
Purpose The purpose of this Project Quality Plan (PQP) is to define the project quality system, quality-related activities, plans and procedures, and to set out the specific quality practices, responsibilities, resources and sequence of activities relevant to quality management of Duqm Refinery Project. This Project Quality Plan (PQP) is expected to provide all project team personnel with a concise description of the Project Quality Management System (QMS) to be applied to all activities during the execution of the Duqm Refinery Project. It ensures that the QMS is consistently applied by the Project team throughout all project phases by providing a standardized governance, assurance and delivery process. This PQP supports the Project Execution Plan (PEP) generated for Duqm Refinery Project and it act as a guide line for various parties Viz. client, PMC consultant, vendors, Sub-Contractor who are involved in the project at different phases such as engineering, procurement, construction, commissioning and handover etc. to understand the overall quality related intentions and expectation of DUQM REFINERY. Contractors and Vendors shall cascade the requirements stated in this plan to their respective quality plans. This PQP meets the intent of the requirements of ISO 9001 -2015, for Quality Management Systems requirements.
2.0
Scope
The Scope of this Project Quality Plan is limited to CONTRACTOR’s (JV consisting of Petrofac International Limited (PIL) who is JV leader & Samsung Engineering Company Limited ( SECL) ) Quality Management System for Engineering, Procurement, Construction, Pre-commissioning, Commissioning and handover of EPC 2 Package which consists of offsites, utilities and pipelines, the scope also covers activities executed by Vendors, Sub-Contractors. The PQP includes measures for achieving continual improvement during the execution of the project. The PQP will be periodically reviewed and if necessary updated to ensure continuous suitability and effectiveness. The PQP will also be reviewed and updated whenever major changes are introduced; e.g. Major changes in work scope or project organization structure. Application of this PQP is mandatory for all Project Team personnel as It is everyone’s responsibility to understand the importance of Project QMS and ensure compliance to the its’s requirements. CONTRACTOR’s Quality Management System is established based on its company quality policies and in line with Duqm Refinery Quality Policies and requirements. Its derivatives such as project specific work procedures, Inspection & Test Plans (ITP) and Quality Control Procedures (QCP) assist in defining and controlling all work processes that have a direct effect on project Quality. The project will be executed in accordance with CONTRACTOR’s (JV) established / project specific procedures covering all phases of project work. PIL and SECL will follow internal Corporate procedures mainly in Engineering Phase of the project; apart from Project specific Procedures, which will be referenced in the relevant sections.
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3.0
Project Quality Plan
Project Introduction and Overview Project Introduction The Duqm Refinery and Petrochemicals Industries Co (DRPIC) Project is a grassroots Crude Oil Refinery at Duqm on the Arabian Sea coast of Oman, approximately 600km south of Muscat. The Refinery is to process a range of Middle Eastern crude oils at a design rate of 230,000 BPSD. It is a Hydrocracker/Coker based distillates refinery. It is configured with multiple licensed refining technologies and open art units. The Hydrocracker Unit capacity is based on the maximum capacity achievable in a single train. The main products of the Refinery are LPG, naphtha, jet/ kerosene, diesel, petroleum coke and sulphur. The Refinery is to be designed to deliver a range of product quantities and achieve the required product specifications of each of these products. The main processing objective of the Refinery is to maximise Diesel production whilst meeting Euro V Standards. The Refinery will be supplied with crude oil via a pipeline from the Ras Markaz Oil Terminal (by others). Products will be exported via pipelines to the Port of Duqm where they will be stored and then loaded onto ships through the Export Terminal Facility. The solid products of pet-coke and sulphur will be transported by trucks to the storage yard at Export Terminal Facility. Natural Gas will be supplied via a pipeline (by others) to feed the Hydrogen Production unit and supplement the refinery fuel gas system. Electrical power and desalinated water will be imported across the Refinery fence from Marafiq. The Refinery’s Waste Water Treatment Plant (WWTP) will discharge to common outfall facilities (by others). Project Overview The Oman government aims to expand and improve the petroleum refining and petrochemical base in the country to meet domestic demand and increase export of petroleum products and petrochemicals. Oman Oil Company S.A.O.C. (OOC) and Kuwait Petroleum International have expressed their interest in the setting up of a new oil refinery at Duqm, approximately 600km south of Muscat on the Arabian Sea coast. The location is remote with limited infrastructure in place, but is being developed as a major industrial site.
Refinery will have a name plate capacity of an estimated 230,000 BPSD. Crude oil and liquid products (Naphtha, Jet A-1, Diesel, Refrigerated LPG, Sulfur Pellets and Coke) are to be imported/exported at DRP001-OUF-GMD-Q-000-500
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the adjacent Port of Duqm. OOC and IPIC have incorporated a new company for the new oil refinery project called Duqm Refinery & Petrochemical Industries Company. The proposed refinery consists of licensed units engineered by licensors in the industry and the Open art units designed and engineered by the FEED Contractor. The overall scope of the Duqm Refinery Project is described by three Packages issued by Company, EPC Package 1 consisting Process Units, EPC Package 2 for Utilities and Offsites and EPC Package 3 included the product export terminal in Duqm Port, the Duqm Refinery dedicated crude storage tanks and interconnecting pipeline from these crude tanks to Duqm Refinery. Offsite (EPC Package 2) Offsite Units include: •
Crude Import Facilities
•
Crude Oil Storage
•
Intermediate Storage
•
Product Storage
•
LPG Storage and Associated Facilities
•
Sulphur Storage
•
Sulphur Pelletisation and Refinery Sulphur Loading
•
Refinery Coke Loading
•
Diesel & Jet A1 Truck Loading
•
Natural Gas Reception Facilities
•
Refinery Flare System
•
Fire Fighting System
•
Slop Oil System
•
Hydrocarbon Drain System
•
Waste Water Treatment Plant
•
Waste Handling and Disposal System
•
Flushing Oil System
•
Spent Caustic System
•
Drainage System – Oil Water System
•
Drainage System – Clean Water
•
Interconnecting Pipe racks
•
Infrastructure
•
Buildings
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Utilities (EPC Package 2) Units include: •
Potable Water, Service Water
•
Cooling Water System
•
De-min Water System
•
Boiler Feed Water System
•
Steam Generation and Condensate
•
Refinery Fuel Systems
•
Plant and Instrument Air
•
Nitrogen System
•
Chemical Systems: Caustic, Sulphuric Acid, Fuel Additives
•
Electrical Power Distribution
Notwithstanding the above certain Utilities distribution systems and headers are shared between both Packages. Pipelines (EPC Package 2) The following pipelines are included in the scope of work Preliminary OD (in) See below
ORIGIN
DESTINATION
LIQUID JETTY
REFINERY
Pressurised LPG Product
12
REFINERY
LIQUID JETTY
Naphtha Product
12
REFINERY
LIQUID JETTY
Jet A-1 Product
10
REFINERY
LIQUID JETTY
Diesel Product
16
REFINERY
LIQUID JETTY
REFINERY
LIQUID JETTY
DESCRIPTION Crude Oil Import (Future see below)
Heavy Sulphur (HSFO)
Fuel
Oil
16
Note: This excludes the Crude Oil Import line from Ras Markaz that will be provided by EPC 3 . The pipeline design scope covers the above ground pipelines, as well as the buried section (in the security exclusion zone of the refinery boundary) with battery limit starting from refinery transfer facilities to the jetty fence line. In future it may be decided that Crude Oil will be transferred by pipeline from the jetty to crude oil receiving facilities in the Refinery. Space is to be allocated in the pipeline corridor for this future line that will be no bigger than 30” (OD). The unloading facilities and pipeline on the jetty will be by others. Product transfer facilities will be located inside the Refinery and include metering as required. EPC Package 3 included the product export terminal in Duqm Port, the Duqm Refinery dedicated crude storage tanks and interconnecting pipeline from these crude tanks to Duqm Refinery. It should be noted that the Pipeline corridor itself will be designed and constructed by others (SEZAD). DRP001-OUF-GMD-Q-000-500
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Refinery Site Plan showing EPC1 and EPC2 Packages
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4.0 Definitions & Acronyms Terms and Definitions COMPANY: Duqm Refinery and Petrochemical Company LLC (DRIPC) CONTRACTOR: JV of Petrofac International Limited & Samsung Engineering Company Limited VENDOR: All companies, firms, bodies, entities and partnerships providing goods for project SHALL: The word ‘shall’ indicate mandatory SHOULD: The word ‘should’ indicate recommended requirement Sub-Contractor
: All companies, firms and partnerships to whom any part of the work has been Sub contracted by Contractor
The terms and definitions stated in ISO 9000, Quality management systems fundamentals and vocabulary, apply unless otherwise mentioned here. Terms, Acronyms and Abbreviations: Term / Acronym / Abbreviation BoD
Explanation / Definition Basis of Design
CAR
Corrective Action Request
CDR
Construction Register
CSU
Commissioning and Start-Up
DCC
Document Control Centre
DCN
Design Change Notice
EPC
Engineering, Procurement and Construction
FAT
Factory Acceptance Test
PIL
Petrofac International Ltd
PEST
Political, Economic, Social and Technological ( Analysis ) Front End Engineering Design
FEED
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&
Commissioning
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Term / Acronym / Abbreviation
Explanation / Definition
HAZOP
Hazard and Operability Study
HAZID
Hazard Identification
HSSE
Health, Safety, Security and Environment
IPF
Instrumented Protective Functions
IDC
Inter Discipline Check
ISO
International Organization for Standardization
IRN
Inspection Release Note
ITP
Inspection and Test Plan
ITR
Inspection and Test Record
ITT
Invitation to Tender
IW
Inspection Waiver
KPI
Key Performance Indicator
LL
Lesson Learned
MC
Mechanical Completion
MCC
Mechanical Completion Certificate
MRB
Manufacturer Record Book
MS
Method Statements
NCR
Non Conformance Report
OEC
Onshore Engineering and Construction
PAT
Performance Acceptance Test
PD
Project Director
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Term / Acronym / Abbreviation
Explanation / Definition
PIM
Pre Inspection Meeting
PEP
Project Execution Plan
PQM
Project Quality Manager
PQP
Project Quality Plan
PTR
Procurement Tracking Register
QA
Quality Assurance
QC
Quality Control
QCP
Quality Control Procedure
QMS
Quality Management System
RFI
Request For Inspection
RFSU
Ready For Start Up
RFSUC
Ready For Start Up Certificate
SAT
Site Acceptance Test
SECL
Samsung Engineering Company Limited
SIL
Safety Integrity Level
SMC
System Mechanical Certificate
SQM
Site Quality Manager
SRC
System Ready Certificate
STC
System Test Certificate
TDR
Technical Document Register
VDR
Vendor Document Register
SWOT
Strength, Weakness, Opportunities & Threats
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5.0 PROJECT QUALITY POLICY
The JV team aims to deliver the project following quality policy of Duqm Refinery, all activities for the project execution will be carried out in full compliance with JV quality management system which is fully in alignment with company standards, design data, statutory and regulatory requirements (where applicable) and ISO 9001-2015. JV Project Director will provide the leadership to the project management team and committed to provide the following,
Initiate actions for understanding the needs and requirements of the customer including statutory and regulatory requirements
Allot adequate and competent resources throughout the duration of the project execution
Establish JV Project Quality Management System covering all project activities ( Engineering, Procurement, Construction, Commissioning to Handover ), and continually improve the effectiveness of quality management system to enhance company satisfaction
The Contractors and its Suppliers shall manage Quality in line with DUQM REFINERY Quality Policy. Contractor shall ensure the compliance with the requirements during execution of the Contracts. Initiate activities and controls that will ensure products or services are delivered meeting the technical intent and the asset is built to a level of standard which ensures safe, reliable operation.
Identifying needs and expectations of all interested parties and communicating company requirements including regulatory requirements that will deliver the product meeting customer requirement consistently
JV Project Director will communicate Quality Policy to all stake holders and interested parties and create awareness among the project team for its understanding and application. The quality policy will be implemented through our project quality management system and periodic audits, project reviews will be used to verify conformance with requirements, assess continuing suitability and effectiveness with company requirements.
Foti Raffaele JV Project Director
DRP001-OUF-GMD-Q-000-500
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6.0 Project Quality Objectives
Following are the project quality objectives which are specified and recommended by the company Compliance: Assure compliance with project specified requirements including project specifications, national and international code and standards and statutory requirements where applicable Technical Integrity: Assure that technical integrity is verified and maintained in all the project phases Objective Evidence: Assure the evidence of “conformance to requirements” is clearly identified, recorded and maintained. Identify, compile and verify quality records and documentation in a timely manner during the life of the project Vendor / Supplier / Sub-Contractor Quality Management: Assure supplier and sub-Contractor manage quality in line with company quality requirements stated and implied Lesson Learned and Continual Improvement: Recognize and apply lesson learned during the project execution at various stages based on in house LL module and strive for continual improvement throughout the project duration ICV – Assure compliance to Schedule 17 of the Contract. Contractor, Subcontractors and Vendors to contribute to Company’s objective of increasing in-country value (ICV) in Oman. For ensuring the in country value, EPC contractor will utilise local companies to provide construction material, services and equipment’s. The above quality objectives will be further developed and detailed for different project phases as appropriate, Key performance Indicators will be developed in line with above objective and same will be monitored and reviewed as part of quality management system 7.0
Project Quality Strategies
Adopt “Right First Time” approach to minimize the amount of checking and rework Inbuilt Quality- Quality Built by Design. Proactive Approach- Defect Prevention rather than detection and correction Resources: Engage and use an effective, competent and skilled project team utilizing project and group expertise available in the company that satisfies the needs of the project Compliance: Clear and timely communication of requirements to the project team as well as Contractors and suppliers. Adopt ISO 9001 as quality system standard applied to the project by all parties. Verify and document compliance to the requirements through audits / reviews and surveillance Technical and Project Assurance : Establish an integrated Project Controls & Assurance Plan that will be implemented to manage quality through the measurement of critical parameters in key business processes, ensure compliance with Project requirements, demonstrate assurance to Project stakeholders, provide clear audit trails and assess the continuing effectiveness of the QMS. Ensure decisions and approvals of project deliverables by the competent authority through the approved key personnel’s (as specified in contract). Risk-based Quality Management System: Utilize a risk based quality audit and quality intervention and criticality rating process for services, equipment, products, goods, and materials to determine the appropriate level of quality assurance, surveillance and inspection activity.
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8.0
Context of the organization
8.1
Understanding the organization and its context Contractor has determined relevant external and internal issues and items that may become relevant to the company's purpose and strategic direction, and may affect our ability to achieve the intended results of the Quality Management System (QMS) At organization level analysis such as PEST followed by SWOT is done to identify the internal and external issues including issues related interested parties and organization QMS is defined accordingly.
8.2
Understanding the needs and expectations of interested parties Contractor organization has a unique set of interested parties whose needs and expectations change and develop over time. To ensure that our projects and processes continue to meet the changing expectations. We convert relevant needs and expectations into requirements which become inputs to our QMS and to our projects. Contractor is committed to continually monitoring, reviewing and analyzing information and relevant requirements of the interested parties to assure their requirements are effectively managed in the QMS. Customers: expectation of project / Client Satisfaction / Timely completion Employees: Recognition & Rewards, Good working atmosphere, Competency enhancement Vendors / Sub-Contractors: Mutual benefits, effective communication and coordination Regulators / Statutory Authority - Compliance to regulations Other EPC Contractors - Effective communication on interfaces Society: Local employment, safe environment, ethical behavior
8.3
Determining the scope of the quality management system This PQP is applicable to all functional aspects of the Project scope as stated in section 2. Application of this PQP is mandatory for all work locations i.e. Contractor’s Sharjah Home office, JV partner office at Seoul, Value Engineering Centre at Chennai (PIL), Delhi (SECL) and Construction site. The Project Quality Plan establishes the applicable top-level quality assurance program requirements, identifies or references implementation plans, procedures, and practices for the project including
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Project Management, Detail Engineering, Procurement, Construction, commissioning and other support services to be performed by the Contractor, vendors and sub-Contractors Vendors and Subcontractors will follow their own QMS and
where applicable Vendors and Sub-
Contractor will be required to submit project-specific quality programs based on their established practices taking into account the principles described herein. Vendors and Sub-Contractor quality programs will be subject to client review and approval where applicable The following activities are integral applications for the implementation of the project QMS
Frame strategy for Quality and Technical Integrity assurance against identified risks and establish quality resource needs including third party inspection.
Provide Quality Assurance input to project execution strategy including contracting strategies.
Establish and set document, equipment and material criticality ratings and quality intervention levels.
Surveillance of sub-Contractors & Vendors QA/QC systems and performance.
Align Construction sub-Contractor’s SQP with Contractor’s QMS and SQP
Conduct quality audits and peer reviews.
Surveillance of Sub-Contractors and Vendor ITP’s and their performance.
Periodic quality management review of the project.
Continual improvement, non-conformance reporting, corrective & preventative action, and trend analysis.
Set Quality Procedures for Engineering, procurement, construction and commissioning.
Quality Control Plans, Procedures and/or work instructions aligned to workflows shall be prepared, documented and maintained where considered necessary. Main Sub-Contractor, Vendors associated with Project will follow their respective Quality Manual’s & PQP’s approved by the Contractor & Company pertaining to their scope of work, it will form an integral part of the overall Project Quality Management System. Contractor developed standard QCP / ITP and ITR will be shared with site sub-Contractors who will use and develop project specific QCP/ITP and ITR and submit it to Contractor review and approval, this way Contractor will ensure consistent quality across all sub-Contractor in terms of scope, extent of inspection including the documentation / records which will ensure close loop quality management at site. Also Company requirements related to QMS will be suitably communicated to Vendors and Subcontractors by Contractor. Contractor shall develop Engineering Execution Plan and apart from Engineering Execution Plan SECL will follow their internal procedures for design and development for their scope of work and common scope of work assigned to them And PIL will be follow their internal procedures for design and development for their scope of work common scope of work assigned. For Procurement, Contractor will follow Project specific JV procedures . For Construction, Close loop close loop quality management and PetroPCS system will be followed. Evolution of Project Quality Managements system flow chart in accordance with ISO 9001:2015 is as below-
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Vendors / Sub-Contractor / down the supply chain QMS certified to ISO 9001:2008 are acceptable until August 2018. Starting September 2018, certification to ISO 9001:2015 shall be followed. 8.4
Quality management system and its processes The Management System Model is the underlying model for Contractor’s HSSE (Health, Safety, Security, Environment) and Quality Management Systems. The MS Model follows the ‘Plan Do Check Act’ concept, which underpins the ISO 9001 standard. Contractor work recognizes a number of processes or functions which interact to deliver customer expectations.
This
is
shown
below
as
a
business
process
model.
The Quality Management System applies across the business and is deployed through our Quality Management System (QMS) Standards are fully aligned with ISO 9001 requirements.
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9.0
Leadership
9.1
Leadership and commitment
9.1.1.
General
Project Quality Plan
CONTRACTOR's JV Project Director is responsible for implementing the QMS, which includes the development and deployment of the project quality policy, objectives and KPI. The leadership directs the employees to establish project-specific plans that are customer focused. Project Director provides the leadership and governance to all activities related to the lifecycle processes defining the strategic direction, responsibility, authority, and communication to assure the safe and effective performance. In addition, governance activities include systematic verification of the effectiveness of our QMS by undertaking internal audits and analysing performance data. Regular management reviews ensure that our quality management system is adequate and effective, and that any necessary adjustments are made as a result.
POLICY, LEADERSHIP AND COMMITMENT Hazard & Risk Management, Planning Objectives, Targets & Legal Requirements
Organisation, Responsibilities, Resources
Training, competency and behaviours Communication and Consulltation
Documentation, Implementation & Operational approach
Corrective action & Risk Management
Complaince Assurance
Crisis, Incident and Non-Conformance Management
Performance Measurement, Review & Improvement
The Project Director, with the support of PQM will ensure the effective implementation and evaluation of the project quality management system and will periodically review its effectiveness. This will be achieved by:
9.1.2
Implementing measures that satisfy all Statutory, Regulatory and Company requirements
Ensuring the dissemination of the quality policy, establishing quality objectives consistent with the quality policy and establishing an implementation plan to achieve quality objectives
Ensuring the continual improvement of processes, obtaining the necessary management resources for the work and ensuring its effective operation.
Customer focus The Project QMS is intended to provide the customers, with confidence that the mandatory Project Contractual obligations, Statutory and Regulatory requirements, and related quality requirements are being achieved.
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The Project director in conjunction with the project team members will ensure that the Project management systems are established and implemented to meet the expectations of all the stake holders and interested parties of the project Contractor conducts regular (weekly/Monthly) meetings with Company to understand their perceptions during project execution and complaints if any received by Contractor’s personnel during project execution, it shall be resolved by taking appropriate correction and corrective actions as agreed. The Contractor’s Quality Management shall be responsible for collecting & handling the customer feedback as per Contractor’s External Customer Feedback procedure. Right First Time Procedure is prepared based Contract requirements as specified in DRP001-FEDGSU-U-000-311- EPC Contractor Services. RFT strategic objective is to establish quantitative targets to be achieved during the Commissioning and Start-Up (CSU) phases. This objective is reinforced by building an RFT structure for all project phases with experienced competent people that have clear roles and responsibilities, the application of “best practices”, ongoing monitoring of performance and appropriate corrective action. For the Duqm Refinery Project package-2, there are four (4) main Objective areas that have been identified for all project phases as being critical to the success of the RFT process as Safe, Clean, Tight & Operable. For details refer Right first time Procedure. Project Document Document No
Document Title
DRP001-OUF-PRO-Q-000-500
Right First Time Procedure
9.2
Policy
9.2.1
Establishing the quality policy Contractor Project quality policy provides the direction and framework for establishing key Project level performance measures, as well as related objectives and targets. Project Director establish the Project quality policy which is documented, communicated via intranet (project view) and induction programs Refer Section 5.0 where the project quality policy is published based on company requirements considering below
9.3
The changing needs and expectations of relevant interested parties.
The risks and opportunities that are presented through the risk management process.
Relevant audit findings or Lessons learned which deems to change the project policy.
Organizational roles, responsibilities, and authorities Project organization is established to ensure proper authority, responsibility and communication in executing the project meeting the project objectives. A high level Project Management organization chart indicating the positions and their reporting structures are included in the Project office organization chart and Project site organization chart. Responsibilities and authorities are defined and communicated in order to facilitate effective Project Quality Management System. Project Key personnel are identified on the Project Office Organisation
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Chart. Curriculum Vitae (CV) of key personnel will be submitted to Company for approval. Key personnel are interviewed and approved by Company. All Project personnel are responsible for ensuring requirements affecting the quality and also will be responsible for impacts of activities been performed and control the associated risks appropriately. Overall responsibility ensuring effectiveness of Project QMS lies with JV PD; who has assigned the responsibility of ensuring compliance to Project QMS requirements. Functional & department heads are accountable for establishing their QMS and ensure its effectiveness. Project Document Document No
Document Title
DRP001-OUF-GMD-G-000-505
Project Roles and Responsibilities
NA
Project Office Organization Chart
NA
Project Site Organization Chart
10
Planning
10.1
Actions to address risks and opportunities The project control department of contactor has the overall responsibility of managing the risk evaluation process who coordinate and carry out risk analysis process by involving project personals, evaluating them, controlling them and monitoring the effectiveness of the action implemented. The project control department receive various views and inputs from different areas and expertise with respect to identifying risks and opportunities, setting related criteria, and performing the evaluation they also make sure that
Necessary knowledge is available for Risk Management
All risks are identified and Mitigation actions are planned
The evaluation of mitigation actions are evaluated
Responsible Personnel’s for the implementation of mitigation actions
Periodic monitoring of risks and evaluate residual risks post mitigation actions
The objective for developing an overall project risk management process is to anticipate future potential threats / opportunities to treat them as soon as possible as their manageability is decreasing while the project is being progressed. The process and methods to be implemented for risk management throughout the project will,
Promote anticipation and management of risk which is preferred attitude to corrective actions
Improve communication to facilitate problem-solving
Assign risk ownership and provide visibility of risk controlling and/or mitigation actions
Project Risk Management activities include any risks to the project objectives, mainly in terms of profit, schedule, reputation and HSE (Health, Safety and Environment) most importantly. The Project risk and opportunity register will include the risk, the assessment and the action details.
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A formal risk assessment session at the beginning of the project will be conducted to align risk registers and will involve representation from all key stakeholders as required to ensure that each party receives the information necessary to address the risks identified. Project Document Document No
Document Title
DRP001-OUF-SPE-Q-000-507
Risk Management Procedure
NA
Risk and Opportunity Register
The lessons learned from previous projects can become input to all phases of the project. Lesson Leaned Process is explained in Below Flow chart.
The Lessons from the Company are discussed and agreed after mutual discussions for implementation in the Duqm Project & included in Project LL Register.
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Quality objectives and planning to achieve them The effectiveness of a QMS depends on the extent to which quality objectives have been achieved. Quality objectives will be planned and allocated to the appropriate and relevant functions and processes at project levels which will be consistent with the project quality policy. The project quality objectives are listed under section 6 of this document, the objective will be broken down to KPIs which will be monitored at planned time intervals, the objectives may be updated based on the review. The objectives and KPI are documented and communicated to all, some of the objectives are qualitative in nature and some may be quantitative. The Contractor organization will determine which actions are needed to achieve its quality objectives, required resources, responsible parties, and establish a system for monitoring and reporting the status of the quality objectives. The quality objectives are a result of quality policy, for the project the quality policy and objectives are based on the company requirements and the KPI established are aligned to the project quality objectives. The KPI will be monitored and reported on monthly basis and trend analysis will be reviewed during management review meeting. Project Specific Documents Document No
Document Title
DRP001-OUF-GMD-Q-000-502
KPI
Planning the QMS related clauses in accordance with ISO 9001:2015 Intrested parties (4.2)
Vision
Strategic Direction
Understanding Context (4.1)
Relevant? (4.1, 4.2)
System scope (4.3)
Intended outcomes
Policy development (5.2.1)
Quality policy
Resources (7.1)
Identify risks & Oppurtunities (6.1)
Process control (8.1)
Check
Processes (4.4)
Documented information (7.5)
Objectives setting & planning (6.2)
Plans Objectives
Data (9.1.3)
Documented information (7.5)
Metrics (9.1.1) Yes On target
No Corrective action (10.2.1)
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Project Quality Plan
Planning of changes The ability in managing changes enhances the level of improvement in the organization, and failure to manage changes in the QMS is a major contributor to nonconformities. The key elements of planning of changes are as follows Identifying the Changes: A change is any modification to an element in the QMS or to a combination of several elements that may affect the quality of the product or the service or the ability of the organization to realize the product or the service according to the specifications. Understanding the Purpose of Changes: The purpose of a change refers to the anticipated outcome of the change, and it guides your planned actions. The purpose of a change is derived from its objectives Planning and Implementing Changes in the QMS: The process of identifying the need for a change or planning a change in the project is carried out in a planned manner Understanding the Consequences of a Change: It refers to Understanding the context in which the change takes place identifying the relevant QMS elements that are affected & understanding how the change affects those QMS elements. Ensuring the Integrity of the Quality Management System during Changes: It means after the change
Needs and expectations of interested parties are still maintained
Quality objective are still met
Resources are not negatively affected
Performance of processes, operations, and activities is not negatively affected
The QMS is still effective
Approving the Change: To ensure that the change has been identified, reviewed, understood, and planned. Implementing a Change: Is to plan a designated process or an activity for implementing them in the QMS with all the necessary requirements. The quality management system is planned and implemented in order to meet the Project objectives, contractual requirements and the requirements of ISO 9001:2015. The planning process involves establishing and communicating Contractor policies, objectives and associated operational procedures. This document constitutes overall plan for establishing, maintaining and improving the quality management system. For each instance of management system planning, the output is documented and retained accordingly and changes are conducted in a controlled manner. The management review and the internal audit processes ensure that the integrity of the QMS is maintained when significant changes are planned which may affect key processes. Whenever quality management system changes are planned, Top management ensures that all personnel are made aware of any changes which affect their process, and that subsequent monitoring is undertaken to ensure that QMS changes are effectively implemented
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Project Specific Documents Document No
Document Title
DRP001-OUF-PRO-U-000-003
Change Control Procedure
DRP001-OUF-PRO-Q-000-501
Project Audit Procedure
11
Support
11.1
Resources
11.1.1 General The resource requirements for the implementation, management, control and continual improvement of the quality management system, and activities necessary to meet customer requirements are defined in operational procedures listed in below table, 11.1.2 People The Project Management is committed to provide adequate resources to
implement and maintain the quality management system and continually improve its effectiveness, and
meet customer requirements.
Contractor has recognized that, successful project execution is the key objective of the Contractor project management; this is primarily planned through effective resources identification and mobilization of qualified personnel. A staffing / mobilization plan is prepared for the Project and the weekly & monthly reports and actual resources are compared against the plan. The Project control Manager will coordinate for the deployment of qualified personnel and supply of material and equipment necessary for the plan. The suitable resources are supplied from:
Within Contractor organisation ,
Local Vendors,
Third Party Agencies
Project Director ensures that Competent resources are deployed at Project level. CVs of Project Key personnel are maintained at Project level .Project Director will also ensure that the SubContractor/Consultants etc. engaged are having adequate resources to carry out the services described in the Scope of Facilities/Scope of Services. 11.1.3 Infrastructure The project team shall determine, provide and maintain the infrastructure necessary for project execution while considering project internal needs. Project infrastructure includes, as applicable;
Buildings, work space and associated utilities,
Process equipment, if required,
Supporting services such as maintenance, transportation and telecommunication.
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Infrastructure for efficient execution of the project will be implemented under control of the Project Director, This will include:
Workspace in Contractor’s home office other satellite offices and relevant infrastructure facilities are in accordance with the procedure for Facilities
Temporary facilities, camps, warehouse, storage yards, workshops, industrial area, and associated facilities are maintained by the Contractor and Sub-Contractor in line with the contract requirements.
Inspection and Maintenance of construction equipment’s will be as per applicable SubContractor procedures.
Hardware and Software infrastructure are in accordance with Project IT and Communication requirements.
The CONTRACTOR’s shall develop IT execution Plan covering current IT infrastructure and augmentation of systems to fulfil the projects requirements. Software packages and applications throughout the project cycle. In-house applications and systems arranged for the project execution and Development of Site IT Infrastructure and Communication System. Contractor Project Director/ Manager will liaise with Administration department / Facility Management for arranging the required facilities including personnel protective equipment for execution of the project. The materials and equipment will be managed under the responsibility of the Project Manager in co-ordination with the Project Procurement Manager. The other resources, such as working space, office furniture, shall also be supplied under the responsibility of the Project Manager. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-012
IT Execution Plan
DRP001-OUF-SCH-G-000-003
Mobilization Plan / Schedule
11.1.4 Environment for the operation of processes The project team shall establish and manage the work environment to ensure a positive influence on motivation, satisfaction and performance of project personnel in order to ensure conformity to product requirements. The work location will comply with all current regulatory requirements and appropriatebest practice for ensuring the health and safety of employees. Consideration will be given to optimising opportunities for easy involvement with interfacing groups within the organisation.
Suitable and adequate conferencing facilities/meeting rooms
Heat, humidity, light, air-conditioning
Hygiene, cleanliness, noise, pollution etc.,
Identification of project area Fire Wardens
Evacuation, in case of emergency
The work environment necessary to achieve conformity of project activities shall be identified and managed by the Project Director. These measures include:
Working methods specified in procedures and processes applicable to the Project.
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Physical factors and environment working conditions.
Human factors like creative work methodology, ergonomics, safety measures etc.
Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Z-000-001
HSE Engineering Execution Plan
DRP001-OUF-SPE-Z-000-050
Environmental Plan
DRP001-OUF-RPT-Z-000-009
Waste Management Plan
11.1.5 Monitoring and measuring resources Measurements and monitoring activities are required to ensure that products meet specifications. The goals of controlling the monitoring and measuring devices are •
To ensure that calibration activities of measurement and monitoring devices are planned & carried out as per to requirements
Site Quality Manager in co-ordination with the Construction Manager shall identify the needs of measuring instruments & Equipment’s and control required to be exercised over monitoring & measuring devices. The fabrication/ construction supervisors shall ensure that appropriate measuring devices are used and they are calibrated as per the requirement. Site Quality Manager shall maintain the log of inspection related Monitoring , measuring and test equipment and monitor their calibration status. The log shall include device type, unique identification, and location, frequency of checks, check method, and acceptance criteria ( max. Permissible error ). The test equipment user shall ensure that appropriate test equipment is employed and they are used properly. The Site Quality Manager shall ensure implementation of the calibration and control processes is in accordance with the project requirements. Records of the calibration/ verification for all gauges, measuring and test equipment shall provide evidence of conformity of product to determined requirements, including employee and customer provided equipment. During Inspection at Vendor’s Location, Contractor Inspector/ TPI will check and ensure that all the Measuring instruments used by the Vendor are duly calibrated , records are maintained and adequate controls are exercised by Vendor. Validation is required only in-house developed spreadsheets which is used for design calculation. Sub-Contractor mobilized will establish and publish the list of the measuring and monitoring resources and controls over it including records and evidences for the fitness of the monitoring and measuring devices retained as documented information. Project Specific Procedure Document No
Document Title
DRP001-OUF-SPE-Q-000-507
QA/QC Implementation During Construction
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11.1.6 Organizational knowledge CONTRACTOR recognizes that organizational knowledge is a valuable resource that supports quality management activities and improving the processes by predicting, preventing, and avoiding nonconformities and maintaining customer satisfaction through the use of knowledge. Using knowledge as a resource and setting the knowledge of the organization in acknowledge base and allowing access to the relevant parties, To ensure that Organizational knowledge is retained and transferred, and recorded in documented information. Sources of internal knowledge also include lessons learnt from failures and successes, the results of improvements in processes, products and services. Sources of external knowledge often include other ISO standards, Vendor Quality forums, webinars from conferences, or knowledge gathered from customers, stakeholders or other external parties. CONTRACTOR determines and reviews internal and external sources of knowledge, such as:
Lessons learnt from non-conformities, corrective actions, and the results of improvement.
Knowledge from conferences, attending trade fairs or other external events.
Internet
Intranets or extranets—a system that allows the sharing of files within or outside the organization
11.2
Libraries
Document/content management systems—systems that enable control over documentation
Expert systems—systems that support business activities, for example, CAD, GSD system
Competence Competence is developing the ability to apply appropriate qualifications, skills, and knowledge to the right activities or operations with the goals of achieving intended results. Employees are considered to be a resource for the realization of products or services and have objectives that are derived from the context of the organization, its strategy, and the processes that operate the QMS Personnel with appropriate qualifications, training and experience are assigned to project as per the project requirement. Curriculum vitae records are maintained in HR (Human Resources), together with records of academic qualifications. Human and physical factors affecting the work environment needed to achieve conformity of product is monitored. This includes safety trainings, availability of personnel protection equipment in order to cope with the work environment specifically during site visits The responsibility for identifying employee-training requirements lies with each department manager/supervisor. The purpose for the review is to identify competency needs for all personnel performing activities affecting conformity to product requirements. Job requirements, internal audit reports, and corrective action activities determine employee-training needs. In addition, an annual performance appraisal review is conducted with each employee, at which time the employee’s training needs are identified.
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Designated employees may receive formal off-site/on-site training/seminars in various job-related disciplines/topics, as determined by the responsible supervisor/manager. This includes certification in specialized skills such as welding and brazing, etc. Project specific induction training program on quality will be rolled out across all working locations, in addition Tool Box Talks on important activities , process will be conducted at site to the work force citing the importance of the activity and key elements that shall be monitored Training on certain project automation tools and specialized equipment /systems will be provided, to ensure that all appropriate team members are competent in the use of the tools, equipment/systems. All relevant project team members will participate in a project quality induction program, and one or more alignment sessions, intended to ensure that all participants arefully familiarized with the key aspects of the project and with the plans and procedures established for its execution. If, during the progress of the project,any form of training need is identified, the project director / head of the discipline will coordinate through the HR to arrange the same. The necessary competence in terms of education, training, skills and experience shall be defined for all personnels working on the project and will be enforced on Subcontractors. Contractor shall review the CV’s of Subcontractor’s Key personnel. Interviews may be held for key personnel. Where applicable training and qualification records shall be maintained. Construction site organization shall ensure each discipline adequately staffed to cover the scope of work. The necessary competence in terms of education, training, skills and experience are ensured for all project personnel working on the project and will also be ensured for Subcontractors. External experts used for HAZOP and other techical studies engaining third parties with specialised skills. 11.3
Awareness Employees must understand that they are part of the QMS and must be aware of their contribution to its objectives, the Project Team shall ensure, Persons involved in activities affecting product conformity requirements shall be aware, and understand the project quality policy. And its relevance to their actions and activities
To the achievement of the project quality objectives and KPI
To the effectiveness of the QMS
To the benefits of improved quality performance
To the quality of the product and conformity to the requirements.
Employees training needs are identified by their respective HOD’s and required training are provided. Personnel will be provided necessary training and/or awareness as applicable on Quality Management system covering Project quality policy, objectives and their contribution to the effectiveness to the Quality Management system. This will be achieved through and through Project Quality Induction and Engineering Quality Induction for relevant Project personnel. Various construction preparedness workshops conducted at yard/site before start of new critical activity on the project
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The project quality policy is communicated to project personnel for awareness and of the KPI performance shall be communicated to the relevant personals periodically. Project Specific Procedure
11.4
Document No
Document Title
DRP001-OUF-GMD-Q-000-502
Project KPI
Communication Communication (internal & external) is important to an effective QMS because they create transparency in the organization and allow the efficient flow of data, information, and knowledge and have direct impact on product realization For each communication, it will be decided
What will be communicated
When it will be communicated
Who will communicate
To whom it will be communicated
Communication with all the stake holders of the project shall be handled based on procedures and will be controlled. Stake holder communication plans shall be established, documented and maintained. The communication plans will ensure that the stake holders are timely informed on changes and development on areas of their responsibilities. Internal Communication: It includes following channels
ERP System
Emails
Review Meetings - Weekly / Monthly / Quarterly etc
Training
Tool Box Talks
Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-009
Coordination Procedure
DRP001-OUF-PRO-U-000-020
Interface Management Plan
DRP001-OUF-PRO-G-000-002
Progress Measurement Procedure
Communication with Company, Sub-Contractor and Vendors ( External ): Formal project correspondence and communication protocols involving Company, Contractors, SubContractor and Vendors, their delegated representatives, third party agencies, any other body or stakeholder shall be by the Project Director. Project Director may delegate this authority on his behalf to other senior project personnel. E-Mails can be used for informal coordination and communication. However contractual or commercial subjects shall be communicated by letters through the Project Director.
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For the above correspondence, a controlled number should be obtained from the in-house programme to ensure traceability. Computer network is used for fast and efficient communication within the Project Team located at Home office, satellite office and project site construction. 11.5
Documented information
11.5.1 General The project JV document control centre has been established at Contractor
HO- Sharjah, with
responsibility for handling documentation generated within the project including those transmitted from consultants, Contractors and Vendor data. Contractor is responsible for the control of its own documentation. On completion of the work, Vendor/ Sub-Contractor shall handover approved project records in a planned manner agreed by the project. Documents submitted by Contractors and Vendors for review and approval will be managed in line with the agreed document distribution matrix. CONTRACTOR’s Document Control Procedure and COMPANY’s document control, distribution and approval requirements shall be followed for Project document control and data management process. CONTRACTOR will transmit documents and data to COMPANY, VENDORs and Sub-Contractors through In-House Programme Petrocept ; CONTRACTOR’s web based repository that maintain details of all Project deliverable transactions. CONTRACTOR’s Home office (Sharjah) Document Control administrator acts as the single focal point for implementation of In-House Programme based Document Control System. Petrocept Programme is CONTRACTOR’s Document Control and Management System. It functions as the “Register Hub” and manages following:
Generates and updates TDR (Technical Document Register), Construction Document Register (CDR), and Vendor Document Register (VDR)
Route Inter Discipline Check (IDC) and Inter Discipline Information Transfer(IDIT), Generates and updates transmittals
Engineering Progress Measurement
Distribution of documents as per the applicable distribution matrix
Project Documentation Pyramid
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Project documents and subsequent revisions shall be prepared, reviewed, approved and issued by authorized personnel in a controlled manner. A “Data Handover Plan” will be developed as part of the formal turnover to Company. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-008
Document control procedure
DRP001-OUF-PRO-U-000-001
Document numbering procedure
DRP001-OUF-PRO-U-000-033
Data Handover Plan
Corporate Procedure Document No
Document Title
PEC-EN-FRM-X-11651
Document Review, Approval and IDC Matrix ( For Petrofac )
11.5.2 Creating and updating Documents When creating and updating documented information, the organization will ensure that identification and description of this documented information are defined and clear. The identification and description may include characteristics like title, date, author, or reference number. For each type of documented information, the appropriate format will be determined and maintained. For each type of documented information, the appropriate media will be determined and maintained. When creating and updating documented information, it will undergo reviews and approval needed for the suitability and adequacy of this documented information. Technical Document Register (TDR): Complete list of project deliverables is defined in Contractor’s Technical Document Register (TDR), which is a Project specific planning tool and register. VENDOR Document Register (VDR): the complete list of Vendor documents is defined in Contractor’s Vendor Document Register ( SDR / VDR). Construction Document Register (CDR): the complete list of Construction, Pre – Commissioning and commissioning deliverable from Contractor and Sub-Contractor stored in CDR. Transmittals are used to exchange engineering documents and technical data between the organisations involved. The main elements of the Document Control Plan are given in below:
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The Document will be distributed to responsible discipline engineer for preparation, review and approval. The distribution of documents will be as per the document distribution matrix established for the project. 11.5.3 Control of documented information All documents shall be identified in accordance with the project document control procedure. Pre-determined requirements for document numbering and for revision status identification will be documented in Project Procedures. Lists of documents/deliverables to be developed for DUQM REFINERY and/or documents expected from Contractors/Vendors/ third parties will be established by each Discipline. Document listings and necessary recipients of all project documentation will be consolidated in the Document Distribution Matrix (DDM). The project filing index will be based on DUQM REFINERY standard procedures for filing and record retention. Where contractual record and retention period requirements vary from the contractual requirements then the same will be addressed in the project procedures. Filing of project data may be in hard, or electronic, medium. The principles for the control of information are the same in both cases. Review (including inter discipline and independent TA / external review) and approval of original project documents will be as indicated in the Document review and Approval Matrix. Each subsequent revision will be subject to internal checking and/or approval for adequacy prior to use, by the personnel who originally checked or approved the document. Where checking/approval cannot be undertaken by the original individuals, the alternative personnel will have access to the appropriate background information. The revised parts of documents shall be identified as yellow highlighted or marked by suitable means (by Color marked or cloud or revision triangle or single vertical line). On narrative-type documents, summary details of the changes will also be referenced in the revision status t able. Revision identification marks will be removed at each successive update.
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All documents including their revisions shall be legible, dated, clean, and readily identifiable and maintained in a controlled manner. The appropriate versions of all relevant documents shall be available at the location where quality activities are being performed. Project team members are responsible for ensuring the validity of date by checking document status against the electronic database Documents and data pertaining to this Project are controlled and maintained through In-house programme document control system. Project Drawing / Document numbering is as per Document numbering procedure.
Relevant versions of applicable documents are available at points of use
Any obsolete documents retained for legal and / or knowledge preservation purpose are suitably identified
Distribution of Technical / Commercial / Enquiry to be assigned by Project Director.
Document Approval and Issue Documents to be issued and/or revised shall be reviewed and approved for adequacy by the responsible and authorized personnel prior to issue. Document distribution shall be undertaken in accordance with the approved Project Document Distribution Matrix. Changes to document Changes to documents shall be reviewed and approved by the same organization personnel / authority that performed the original review and approval, unless specifically designated by the applicable authority. The designated functions / organizations will have access to pertinent background information upon which to base their review and approval. The changes shall be identified in the documents or the appropriate attachment. Superseded or obsolete documents shall be promptly removed by the authorized personnel from all locations to prevent unintended use. If retained for any purpose they will be suitably identified. A Project reference copy of all superseded, or voided, documents will be retained by Document Control.Such documents will be clearly stamped to indicate their status and stored in asegregated area from live documents. Field Engineering Coordinator shall prepare, update and control revisions on drawings, Isometrics, weld maps, etc. and red-mark P&ID, GAD and piping isometrics. Master copy will be available with him and he ensures that all the changes are incorporated into the As-Built documents. Control of Records Quality records, as objective evidence, shall be identified and maintained to demonstrate that the specified quality has been achieved. These records will include, but not be limited to, all quality records related to project management, project control, engineering, procurement, construction, commissioning and estimating activities as applicable. The project team will implement established procedures for identification, collection, indexing, filing, storage, maintenance and disposition of quality records. The Process Owners are required to ensure the collection, registration and systematic maintenance of the quality records within the scope of their
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respective work. QC personnel shall collect copies of on-going testing, inspection and welding records and all relevant data as applicable All quality records must be legible and traceable to the specific product or service activity involved. Quality records shall be maintained to demonstrate achievement of the required quality level and the effective operation of the quality system. Quality records produced by Sub-Contractor/Vendor shall be considered a part of project quality records. Indexing, Identification, Collection and Filing Project records will be indexed in accordance with record control procedure. A project file index and records retention schedule will be prepared to define specific records that will be retained, the file index number and the required retention period. The identified quality records will be collected, collated, indexed and filed by the responsible Discipline Representative. Storage / Maintenance of Records Quality records will be stored and maintained in such a way that they are readily retrievable, in facilities that provide a suitable environment to minimize deterioration or damage and to prevent loss. The Project Quality / Site Quality Manager in conjunction with the Document Controller is responsible for the disposal of the quality records on the expiry of the agreed retention period. Quality records may be maintained in the following ways; All quality records pertaining to the Quality Management System and the Project, as applicable, generated by the Contractor, Sub-Contractor and Vendors are stored in computer database under defined system names saved as Soft Copy in office / site locations, hard copy records must be retained in paper copy for the agreed retention period. Scanned Copy / Electronic Records are generally recommended. Data generated by Contractor be handed over to Company throughout the duration of the Work. Full compatibility of the data with Plant Operations and Maintenance systems will be ensured. The data will be handed over to Company in the form of a series of Key Lists. Refer to Data Handover Plan for details. Final Disposition Upon project completion, quality records will be collected both in physical and computerized form to turn over to Document Control. The collation, or compilation, of quality records will be authorized by the originating organization in accordance with established quality record control procedure. Technical Document Register, Construction Document Register and Vendor document Register are maintained at In-house programme ( Petrocept) document control system throughout the project. Dedicated Document Controllers
are
assigned
in Home office, Sharjah to maintain the
Contractor/Vendor documents. The Sharjah Central Document Controller acts as the single focal point for implementation of Contractor’s Document Control System. Dedicated Site Document Controller maintains the Site construction, pre- commissioning and commissioning documents deliverable. The main responsibilities of Document Controllers managing the Contractor’s documents, SubContractor documents, and Vendor documents as follows:
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Registration and electronic filing of documents in corresponding software systems In-house programme document control system
Custodian of original signed prints of documents (hard copy filing).
Prepare and issue transmittals for issue of documents.
Generate and maintain transmittal log of the documents issued to Company, Sub-Contractor, and Vendors etc.
Distribution of documents in accordance with distribution list
Ensure that In-house program document control system is current with the latest revisions of documents issued.
Ensure that Technical Document Register / Vendor Document Register are updated with the details of the current revisions, and issue details.
Generate exception reports for follow up with originators and reviewers of documents.
Minimum Retention period for Quality records are determined on the basis of the lifetime of the product, or the event to which the records pertains, and on regulatory and contractual requirement. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-009
Coordination Procedure
DRP001-OUF-PRO-U-000-008
Document control procedure
DRP001-OUF-PRO-U-000-001
Document Numbering procedure
DRP001-OUF-PRO-U-000-057
Procedure for Preparation of As-Built Drawings
DRP001-OUF-PRO-U-000-033
Data Handover Plan
Corporate Procedure Document No
Document Title
PEC-EN-PRO-X-01098
Document Review and Approval Requirements ( For Petrofac )
PEC-EN-PRO-X-08763
Preparation, Checking, Review and Approval of Project Documents ( For Petrofac ) DESIGN REVIEW, VERIFICATION AND VALIDATION PROCEDURE (FOR SAMSUNG ENGINEERING)
SPD0014ENN
12.0
Operation
12.1
Operational planning and control CONTRACTOR
is
responsible
for
overall
Project Management, Engineering,
Procurement,
Construction, Pre-Commissioning, Commissioning and Start-up works of the Project which is supported by specific Plans /Procedures. The methodology for execution of this Project is detailed in CONTRACTOR’s Project Execution Plan. Project Execution plan along with other project plans describes processes required for performing, monitoring and measuring all Project activities, their sequence and interactions with other activities. Project Specific Procedure Document No
Document Title
DRP001-OUF-GMD-U-000-301
Project Execution Plan
DRP001-OUF-PRO-N-000-001
Project Procurement Plan
DRP001-OUF-GMD-Q-000-500
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Project Specific Procedure
12.2
Document No
Document Title
DRP001-OUF-PRO-U-000-050
Engineering Execution Plan
DRP001-OUF-PRO-L-000-005
Construction Execution Plan
Requirements for products and services
12.2.1 Customer communication Communications between the Contractor and the Company shall be carried out through Project Director or his deputy. Communication is carried out by means of letters, facsimile, transmittal forms, meetings and reports. The use of e-mails will be limited to non-formal communication. Communication with the Company shall be handled as per the Project coordination procedure For all formal correspondence, a controlled number shall be obtained for easy traceability. Computer network is used for fast and efficient communication within the project team. Company feedback/ complaints will be handled suitably. Areas related to the communications with clients Progress Reporting Interfaces management Delivery Management Change Management Customer Complainants and Feedback Survey related Audit Finding and Non-Conformance Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-009
Project Coordination Procedure
DRP001-OUF-GMD-U-000-0301
Project Execution Plan
DRP001-OUF-PRO-Q-000-501
Project Audit Procedure
DRP001-OUF-PRO-Q-000-503
Project Non-Conformance Control Procedure
12.2.2 Determining the requirements for product and services Determining the requirements for products and services is to ensure that all the requirements are clear, documented, and distributed to the appropriate parties that take part in the realization of the product and the provision of the service, Where product requirements are changed, the relevant documents are updated and all relevant parties are informed. Some of the requirements that will be checked for the products
Criticality Rating of the Product
Inspection Level for the product
Certification Requirements
DRP001-OUF-GMD-Q-000-500
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Shop and Site Test Requirements
Statutory Requirements
Vendor Requirements
The project team reviews Company requirements specified in tender documents at the tender stage, including the requirements for delivery and post-delivery activities, clarify requirements not stated by Company but required for the project, as per the Contract review procedure. These processes determine:
product requirements specified by the customer, including the requirements for availability, delivery, and post-delivery support requirements
product requirements not specified by the customer but necessary for intended or specified use
Statutory Requirements
obligations related to product, including regulatory and legal requirements;
Customer requirements are confirmed before acceptance in situations where the customer provides no documented statement of requirements.
The results of the reviews, pertinent related correspondence, and necessary follow-up actions are documented as per Contract review and Technical Contract review procedure. Conflicts within the requirements and lack of information related to the products etc are clarified with company using technical queries. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-052
Concession & Deviation Procedure
DRP001-OUF-PRO-U-000-053
Technical Query Procedure
DRP001-OUF-PRO-U-000-003
Change Control Procedure
Corporate Procedure Document No
Document Title
SHJ-CC-PRO-F-1096
Contract Review ( For Petrofac )
SPM0026ENN
Contract Gate Operation Procedure Manual (For Samsung Engineering)- For Contract Review Workshop Contract Review (For Samsung Engineering)
SPF0003ENN
12.2.3 Review of the requirements for product and services After determining the requirements for the product or the service, it is req uired to develop a method to review customers’ requirements. The review of the requirements for products and services refers to the examination of the operational conditions that may affect the ability to provide a product according to the requirements specified by the customer and determined during review Contractor reviews the identified customer requirements together with additional requirements that are not specified but are necessary for fitness for use and governed by laws and regulations, and requirements for availability, delivery, and support. This review is conducted prior to commitment to supply a product to the customer per the Contract Review Procedure. The review / change process ensures that: DRP001-OUF-GMD-Q-000-500
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product requirements are defined;
where the customer provides no documented statement of requirement, the customer requirements are confirmed before acceptance and a record of verbal order is maintained;
contract or order requirements differing from those previously expressed in a tender or quotation are resolved;
Lessons Learned are considered ( as applicable )
Contract Feed Amendments incorporation ( where applicable )
Criticality Rating and Inspection levels
Contractor based on his review may come up with value engineering which can offer mutual benefits to both company and Contractor
Contractor has the ability to meet the customer requirements
Corporate Procedure Document No
Document Title
SHJ-CC-PRO-F-01096
Contract Review ( For Petrofac )
PEC-EN-PRO-X-15454
Technical Contract Review ( For Petrofac )
PEC-EN-PRO-X-13953
Value Engineering Methodology ( For Petrofac )
SPM0026ENN
Contract Gate Operation Procedure Manual (For Samsung Engineering)- For Contract Review Workshop Contract Review (For Samsung Engineering)
SPF0003ENN
12.2.4 Changes to requirements for products and services When changes are initiated from company , Contractor shall update / amend the relevant documented information and communicated to the relevant personnel for their review and approval and incorporation Changes originating from Vendors during the offer stages are captured under exception and deviation prior to placing the order where applicable, post award Vendor will use concession / deviation to get approvals for any changes that are proposed or noted as deviations during the inspections. When changes are carried out during Manufacturing/ Construction / commissioning; all these Changes are captured using Procedure for Preparation of As-Built Drawings. Changes are documented, reviewed and approved prior to implementation by the respective department / discipline Changes are managed with change control procedure. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-053
Technical Query Procedure
DRP001-OUF-PRO-U-000-052
Concession & Deviation Procedure
DRP001-OUF-PRO-U-000-057
Procedure for Preparation of As-Built Drawings
DRP001-OUF-PRO-U-000-003
Change Control Procedure
DRP001-OUF-GMD-Q-000-500
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12.3
Project Quality Plan
Design and development of products and services
12.3.1 General Objectives of managing and monitoring the design and development include the following:
Identifying the necessary design and development tasks and setting the design and development activities as stages
Ensuring delivery of a product or service according to the defined specification
Defining the required inputs for the design and development activities
Eliminating potential quality problems as much as possible
Ensuring that the design and development progress according to regulatory and customer requirements
Managing changes in design and development
The Engineering Manager kick start the engineering activity using project start-up check list (PEC-ENFRM-X-09188)
identifies the work scope for each discipline, the responsibilities of the design
engineers, applicable design control procedures, Job notes, TA, IDC, IDIT requirements etc. The specifications, design data, and other information contained in the COMPANY supplied documents shall be reviewed to establish its accuracy and suitability. Any clarifications regarding COMPANY provided design data will be sought from COMPANY through correspondence and through TQs or meetings held during the design development phase. The review outcome shall form the basis of design plan. The design plan will also identify the resources required to ensure the efficient management of the engineering effort. 12.3.2 Design and development planning The design and development process determines:
stages of the design and development process;
review, control activities appropriate to each design and development stage;
responsibilities and authorities for design and development activities
Contractor’s Home office interfaces between the different groups ( Including VEC at Chennai India and SECIL - Seoul and EPC-1 for process parameters and consumptions) involved in design and development are managed by Project Engineering Manager. Contractor’s typical process flow chart provided below illustrates major steps in design and engineering. Planning output is updated at appropriate stages as design & development progresses.
DRP001-OUF-GMD-Q-000-500
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The project team shall maintain Technical Document Register (TDR) and procurement tracking register (PTR) for planning and monitoring of engineering deliverables. The Project Engineering Manager controls the design and development interfaces with the Company and with the Sub-Contractor/Vendors/EPC-1. Project Engineering Manager is responsible for the design control activities particularly:
The organization of engineering activities;
Subcontracting and supervision of relevant design works;
Distribution of tasks and allocation of areas of responsibilities;
Design data input control;
DRP001-OUF-GMD-Q-000-500
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Design output control, Particularly the approval of the deliverables;
Design change control
Lead Planner assists Project Manager and the Project Engineering Manager for planning, co-ordination, document control and interface control during the design phase. Further details are provided in the Project Execution Plan/ Engineering Execution Plan. 12.3.3 Design and development inputs Design inputs serve as the basis for product development. The inputs for design and development processes and activities must be determined in order to ensure their availability to those p rocesses and activities, the inputs must relate to the product’s intended use, functional performance, an quality and regulatory requirements. The design requirements to be met are defined and recorded in various specifications included in the contract documents, which include:
Basis of Design (BoD);
Engineering Design Requirements
Lessons Learned from various sources
International codes, standards and regulations;
Company standards/specifications
Offers, orders, or contracts
List of relevant statutory and regulatory requirements
Contractor’s experience gained from the execution of previous projects of a similar nature (lessons learned) shall also be used as a design input.
Also inputs are collected from EPC-1 during interfaces. The input requirements shall be identified, documented and reviewed for adequacy and resolution of incomplete, ambiguous or conflicting requirements by the engineering department and the results shall be communicated to Company if any deviation is identified. Contractor shall develop project specific Equipment Criticality Assessment Procedure and based on the criteria, Equipment Criticality Assessment Report will be prepared and submitted to company. 12.3.4 Design and development controls The controls planned during Design and Development shall ensure that
Results for design and development are defined
Reviews necessary to assess the ability of the results to answer their requirements
Verification activities necessary to ensure that the results conform to their requirements are performed
Validation activities necessary to ensure that the results meet the requirementsof specified
application or intended use are performed
Actions that are results of problems and events detected during the design and development
DRP001-OUF-GMD-Q-000-500
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reviews, verification, or validation activities are initiated
Documented information that demonstrates the carrying out of these controls shall be retained.
Design and Development Review A schedule for design review will be established by the Project Engineering Manager to perform the reviews at defined stages. The Company where required by the contract will be notified prior to these reviews for participation. All review results shall be documented, and the Contractor shall maintain an auditable trail of records. Problems highlighted in the design review, shall be corrected/recorded by design originator, unless otherwise specified. The Engineering Manager is responsible for coordinating the execution of the Design Review process. Engineering studies are carried out to ensure that the Design of plant and equipment’s are meeting feed requirements. Various Engineering studies are lead by Contractor along with EPC-1 Contractor as specified in Contract document- DRP001-FED-GSU-U-000-312_D3- 'PART 3, CONTRACTOR SERVICES SECTION 2-ENGINEERING Design reviews such as Plot Plan review, P&ID review,Hazard and Operability (HAZOP), 3D Model review, Hazard identification (HAZID), SIL etc., shall be performed in accordance with the procedures referred in table at the end of this section. The objective of the design review is to ensure that the safety, Integrity, maintainability, operability, constructability have been addressed Verification Activities of Design and Development The objective of the verification is to confirm that design and development outputs meet the design input requirements. Verification shall be performed in accordance with planned arrangements to ensure that the design and development outputs have met the design and development input requirements. The design and development review shall be carried out on all design deliverables to ensure that they:
Meet the design input requirements specified in the contractual documents;
Contain or make reference to acceptance criteria, for the relevant products;
Define the characteristics of products that are essential to their safe and proper use
Provide information for purchasing, testing and construction activities.
Documents having interface or impact on other engineering deliverables will be routed for (IDC) in accordance with IDC Procedure for checking of documents:
Lead Discipline Engineer directly control routing and progress of IDC
Lead Discipline Engineer files and maintains IDC records
Where Inhouse programme document control system is used for IDC records will be maintained in In-House Programme
The Lead Discipline Engineer decides the need for independent design verification including IDC for a revised engineering deliverable based on the evaluation of the extent of technical changes and their impact on the overall design. DRP001-OUF-GMD-Q-000-500
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Validation Activities of Design and Development The objective of the validation is to ensure that the design and development outputs, the product, its characteristics, and the intended use, conform to the specifications that were described in the design and development inputs. Another objective of the validation is to prove that the requirements will be consistently met throughout the entire life cycle of the product. Validation test will be practiced ona process output. The validation of the design is mainly performed during the shop run test and pre-commissioning phase and submitted for Company's approval as required in the contract, relevant specifications, procedures and processes. The results are recorded in test reports and relevant actions are followed-up by the commissioning coordinator and the quality department. a) Design validation is generally carried out through any of the following methods:
Prototype tests;
Performance / Functional and/or Operational tests of production products;
Tests specified by industry standards and/or regulatory requirements;
Field performance tests and reviews
Factory acceptance Test (FAT) and Site Acceptance Test (SAT)
b) Spread Sheet Validation: Spread sheet validation in the engineering is to be established to meet the following requirements:
Validation is required only for spreadsheets which is used for design calculation; needs to be validated.
Accuracy and reliability of spread sheets to ensure reliability of results for the intended purpose.
Clarity of inputs, assumptions and methodology so that outputs can be checked or repeated by others.
Adequacy of verification procedures, in keeping with the criticality of the calculation of analysis for which the spread sheet is used.
Project Specific Procedure Document No DRP001-OUF-PRO-L-000-002 DRP001-OUF-PRO-T-000-001 DRP001-OUF-PRO-P-000-002 DRP001-OUF-PRO-U-000-058 DRP001-OUF-PRO-U-000-050
Document Title Pre- commissioning procedure PRE-COMMISSIONING & COMMISSIONING EXECUTION PLAN 3D Model Review procedure Smart plant 3D Implementation Plan Engineering Execution Plan
DRP001-OUF-PRO-U-000-301
Equipment Criticality Assessment Procedure
DRP001-OUF-RPT-U-000-301
EQUIPMENT CRITICALITY ASSESSMENT REPORT
DRP001-OUF-SPE-Q-000-505
QA/QC Implementation during Engineering phase
DRP001-OUF-PRO-U-000-012
IT Execution Plan
DRP001-OUF-GMD-Q-000-500
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Corporate Procedure Document No PEC-EN-PRO-X-01097 PEC-EN-PRO-X-0036 PEC-EN-PRO-X-01099 PEC-EN-PRO-X-15271 PEC-EN-PRO-X-0032
Document Title Design Control ( For Petrofac ) Design Review ( For Petrofac ) Inter-Discipline Checking (IDC) of Documents Design Integrity Assurance procedure ( For Petrofac ) Validation of excel spreadsheet and Mathcad templates ( For Petrofac ) Check-List of Major Information for Inter-Department Check (For Samsung Engineering)
SPD0003ENN
12.3.5 Design and development outputs The outputs will allow adequate evaluation of conformance to design input requirements and recorded and expressed in terms of requirements, calculations, analysis, or other m eans that can be verified against input requirements as described in the Engineering Execution Plan. This process ensures that design and development outputs:
Meet the design and development input requirements;
Provide adequate information to production and service operations;
Contain or reference product acceptance criteria;
Define the characteristics of the product that are essential for its safe and proper use.
These shall be identified, prepared, reviewed, approved and submitted to client as required by Company. Design outputs are issued as; issued for issued for procurement/ issued for construction. The Lead Engineers will ensure that latest status of relevant engineering discipline deliverables are accurately entered in the In-House Programme based TDR, which is accessible to the project team members Corporate Procedure Document No PEC-EN-PRO-X-08763 PEC-EN-PRO-X-01098 SPD0014ENN SPD0010ENN
Document Title Preparation, checking review and approval of project documents ( For Petrofac ) Document review and approval requirements( For Petrofac ) DESIGN REVIEW, VERIFICATION AND VALIDATION PROCEDURE ( For Samsung Engineering) Design Execution procedure ( For Samsung Engineering)
12.3.6 Design and development changes When changes related to design and development of the product are required or requested, they must be submitted to change control process that will ensure the objective and requirements of company will be maintained. The objective of controlling the changes is to provide an overview of the requirements related to the product, its characteristics, and its status before and after the change. Changes to design and development are to be identified and reviewed to assess and evaluate their potential consequences. The changes then shall be verified and validated, when applicable, and authorized prior to their implementation. The control will cover the entire life cycle of the product or service. The review of design and development changes refers to the identification, review, and control of the effect of the changes on products that are in the design and development phase or products that were already delivered. Design changes are initiated typically after design reviews such as HAZOP, Plot plan , P&ID reviews etc. Design changes during manufacturing/Construction / commissioning are managed with Design Change Notification Procedure. DRP001-OUF-GMD-Q-000-500
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Design changes or modifications shall be identified by the Discipline Engineer and approved by the Project Engineering Manager and the Project Director in accordance with the Engineering Execution plan, which will include changes to the drawing after approval (at construction stage or during procurement phase), it will include system to ensure that each deviation is traceable to the individual mechanical completion package, so that all approved changes are verified and established as complete. The Project Manager or his delegated authority or the Project Engineering Manager shall obtain Company’s approval before implementation of any design changes, where changes to project scope are involved. The Design Change Notices (DCN) shall be logged in control register and will be monitored by the project engineer in accordance with the procedure. In general practice is to update in the Contractor inhouse program document control system. Company approval of design changes will be required as per original design and documents review and approval process. Company approval is required for design deviation (design deviations will be included the final drawing), Changes happening during construction are handled using project field change procedure. Contractor will follow Advance Revision Notification (ARN) as per procedure for “Advance Revision Notice”. The decision to issue an ARN will depend in part on the state of construction on site, and the time taken to take the deliverable to the next revision. To this end, it is the responsibility of the Discipline Engineer and Project Engineers to maintain an awareness of construction status and the look ahead plan. ARNs shall focus on changes affecting ongoing or imminent work on site or at the fabrication yards. ARNs are required:
Where construction work is already proceeding and the time necessary to issue a subsequent revision will or may cause rework.
Where, on large or complex deliverables, certain sections or areas are required to be changed or put on hold due to some development or change which may affect that specific section or area. This will allow work in the unaffected areas to proceed
On deliverables where the whole drawing may need to be placed on HOLD (for example, an isometric or group of isometrics) if the change is significant. However, this will only be done if time is required to develop a solution and re-issue the document. If it is quicker to update the drawing, then this will be done, and issued formally at the next revision.
Project Specific Procedure Document No DRP001-OUF-PRO-U-000-055 DRP001-OUF-PRO-U-000-054 DRP001-OUF-PRO-U-000-056
DRP001-OUF-GMD-Q-000-500
Document Title Design Change Notification Field Change Notice Procedure Advance Revision Notice
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12.4
Project Quality Plan
Control of externally provided processes, products and services
12.4.1 General Procurement strategy followed for the Project is in accordance with the Project Procurement Plan, the Project Procurement Manager is responsible for organising the procurement activities and selecting Vendors and obtaining Company's approval for potential Vendors. Vendors shall be selected from Company Approved Vendor List in accordance with Contract, refer to schedule- 8, attachment 1 of company tender document TND-1100-1000-006. If additions are required, Vendors are selected on the basis of the ability to meet the quality and delivery requirements specified in the purchase documents. The evaluation and selection of Vendors will be performed as per Purchasing plan. Company approval is required for the Vendors not listed in Company Approved list. The evaluation of Vendors will be dependent upon the type of product, criticality, inspection and other quality requirements of the product,
the Vendor's ability and the impact of product on the final
installation. Prequalification documents are verified through desktop appraisals also the performance in the earlier Contractor’s jobs and other similar projects executed in the past is evaluated. Local Procurement Procedure will specify the quality requirements to be followed for locally purchased items at project site. Project Specific Procedure Document No DRP001-OUF-PRO-N-000-001 DRP001-OUF-PRO-N-000-502
Document Title Project Procurement Plan Local Procurement Procedure
12.4.2 Type and extent of control Engineering Support to Procurement Inquiry requisitions are prepared by engineering which undergoes self-check, discipline check and independent review depending upon the product and its criticality as per Document review and approval matrix., it also get reviewed by the quality for its inspection level, certification requirements prior to sending to potential Vendors, the process ensures that company engineering requirements related to the product are reflected in purchase order concerning the documentation, preservation and packing requirements etc. Technical Offers from the Vendors are also duly reviewed by the engineering and quality for its compliance and completeness and engineering prepares technical bid evaluation where potential Vendors who are able supply the products meeting the requirements are shortlisted, the project management along with procurement finally selects the Vendor based on the TBE and CBE. Pre Award Quality Inputs When required, the project quality team or with support of corporate quality team
will conduct
Vendor/Sub-Contractor pre-award quality assurance assessment. This activity includes review of Vendor/Sub-Contractor systems, organisational arrangements, quality plans and controlling procedures to assess and confirm capability DRP001-OUF-GMD-Q-000-500
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The Quality Intervention Process for sub contracts and procured items such as prequalification, inquiry requisitions, Instruction to Tenderers (ITT) and Tender Evaluation, kick-off meetings, pre-inspection meetings, execution control, assurance and documentation is described in Vendor Quality Requirements forms. QA / QC requirements are included in the Purchase Order and reference specifications which form part of the ITT. The quality sections of the tender will be reviewed by the Contractor Quality team before issue to the selected Tenderers. Procurement and Sub-Contracting activities are performed at Contractor's Sharjah office in coordination with the engineering for project permanent materials. All information and documents received from and issued to Vendors will be handled, distributed, filed, reviewed and followed-up by the Project Procurement Manager / Engineer and Sub-Contracting Manager / Engineer in coordination with the Project Director / Project Engineers. All Procurement / Subcontracting activities will be handled and managed by the Project Procurement Manager /Subcontracts Manager in accordance with Project Procurement Plan and Subcontracting Plan. During the construction phase, Planning Engineer & Construction Manager coordinates with Project Procurement Manager on materials and schedules. Purchasing by Sub-Contractor is through Company approved Vendors after necessary approval of Material Acceptance etc. Post award Quality Inputs During purchase order execution, the Project Quality team will monitor the implementation of the buyer Quality Plan, and perform quality assurance activities such as, Vendor quality documents reviews, audits, surveillance activities as specified in the ITP s and the associated internal and external audit and review schedules. The quality and inspection requirements for equipment will be determined by their criticality Kick-off Meetings and Pre-inspection Meetings with Vendors / Sub-Contractors after issue of Purchase Orders / Subcontract will be held based on equipment criticality and inspection level assigned in accordance with company specification and or as specified in the ITP. Kick off meeting with Vendor are normally held at Contractor office at Sharjah and PIM will be held at Vendor manufacturing locations At site the KOM and PIM meeting with Sub-Contractor will be held prior to start of the key activities The necessary Technical and QA/QC documents will be submitted to the Company for review in accordance with the Company’s “Document Review Matrix”; document No. DRP001-FED-SPE-U-000006. Verification and inspection activities will be carried out as per the project specific Inspection Coordination procedure. The ITP’s prepared by Vendor / Sub-Contractor will be reviewed and approved by Contractor QA/QC engineers / Site Quality manager considering criticality rating of each item as per Inspection Level specified in the purchase order. The following actions will ensure the compliance with the purchasing documents:
Review of Vendor documents by Discipline Engineers (Calculation, Drawings, Data Sheets, FAT/SAT/ITP etc.) and QA/QC Engineers (quality plans, procedures and ITPs)
DRP001-OUF-GMD-Q-000-500
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Pre-inspection meetings, planned inspection and surveillance at Vendor’s premises considering the importance of the product (as per criticality level) by Contractor QA/QC engineer or third party inspector and Company as required).
Ensure that material or equipment release from Vendor to site are controlled .
Dispatch of material or equipment with an outstanding work/punch list
is done only with written
approval from Project Director/Construction Director and all open points / punch list will be transferred to site construction / commissioning team for closing it. Vendor Punch list will be loaded in to PetroPcs certification data base. The materials shall be shipped to site only after completion of all necessary inspection and testing and after obtaining and inspection release from the Inspectors. Wherever Company inspection is involved, the Contractor shall also obtain a Inspection Release note from the Company Inspector. Manufacturing record books (MRB), Certification Dossier will be progressively compiled and made ready for review at the time of final inspection, where it is not possible the same will be submitted within the period as specified under SDRL, MRB content will be based on the recommendation specified in SQRF attached to the PO. MRB Content shall be as per the " Vendor Document Instructions Doc. NoDRP001-OUF-PRO-U-000-032 Procurement of materials from stockist / distributors shall be approved by COMPANY prior to placement of Purchase order The site project quality teams will monitor the construction, fabrication and installation activities by performing Quality Intervention Activities including, surveillance, inspections and reviews, in a planned manner to assure that the construction work meets the requirements of the ITP/QCP/ITR, and the applicable standards and specifications. The extent of monitoring is dependent upon the technical requirements and criticality of the work and identified in the applicable ITP At site Close loop close loop quality management and PetroPCS system will be followed. All SubContractor will perform the work in accordance with the applicable Project Quality Plans and approved procedures, work instructions, method statements and Inspection and Test Plans. The ITP and QCP will be subject to review and approval by the Company based on the requirements spelled out in the applicable specifications. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-N-000-001
Project Procurement Plan
DRP001-OUF-SPE-Q-000-506
QA/QC Implementation during Procurement
DRP001-OUF-PRO-Q-000-508
Inspection Coordination Procedure with suppliers
DRP001-OUF-SPE-Q-000-507
QA/QC Implementation During Construction
DRP001-OUF-PRO-U-000-032
Vendor Documentation Instruction
DRP001-OUF-GMD-Q-000-500
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12.4.3
Project Quality Plan
Information for external providers The Project Procurement Manager ensures that the purchase packages adequately define the relevant requirements and establishes a close working relationship and feedback system with each Vendor. The Company’s technical and quality requirements will be fully incorporated in these documents, based on the nature of the product. Prior to release, all purchasing data and documents shall be reviewed and approved by the Project Director in addition to applicable managers The Purchase Order or relevant documents shall include the inspection levels based on criticality ratings of items to be purchased. Major steps in purchase process are represented below.
DRP001-OUF-GMD-Q-000-500
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12.4.4 Sub-Contracting Management of subcontracted activities will be carried out in accordance with Sub-Contract plan, typical subcontract management activities are illustrated in the below Subcontract process flow chart SUBCONTRACT PROCESS FLOW CHART
Mobilization
SUBCONTRACT SITE MANAGER CONSTRUCTION DIRECTOR PROJECT DIRECTOR
Selection of Subcontractors
Development of Subcontractor Q Plans & Procedures
SUBCONTRACTOR
Modify, incorporate Approval
A
No
PROJECT DIRECTOR QUALITY ENGINEER
Client Approval
No
COMPANY
Modify, incorporate comments
B
SUBCONTRACTOR
Yes Construction by sub-contractors
Control
A
SUBCONTRACTOR
Yes
B
comments
Audit & surveillance
CONSTRUCTION TEAM
QUALITY ENGINEER
C PROJECT DIRECTOR QUALITY ENGINEER COMPANY
Approval
No
C
SUBCONTRACTOR
Yes
Records
Corrective Action
SUBCONTRACTOR PROJECT QUALITY MANAGER
Completion
Construction Manager in conjunction with the Project Sub Contracts Manager and Project Director will be responsible for:
Identifying activities to be sub-contracted,
Pre-qualifying potential Sub-Contractor and obtaining Company approval if not listed in the Company approved list
Issuing enquiries / ITT document, including all quality requirements
Carrying out technical and commercial evaluations,
Proposing the selected Sub-Contractor
Preparing subcontract agreements and obtaining signatures,
Maintaining subcontract schedule, monitoring and controlling these activities.
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The Construction Manager / Project Control Manager will be responsible for maintaining subcontract schedule, monitoring and controlling subcontracting activities. The following will be ensured while evaluating Sub-Contractor:
Evaluation and selection of Sub-Contractor & criteria for approval will be carried out as per the Sub-Contract Plan, and contract.
New sub-contractor are qualified as per Contract requirements specified in DRP001-FEDPRO-L-000-008- Contractor/ Subcontractor Qualification Procedure.
A pre-assessment/ setup audit (qualification) will be conducted on the proposed fabrication yard/ Sub-Contractor if required based on the desk top review of Sub-Contractor credentials which are submitted along with his BID/ offer.
The proposed fabrication yards/ Sub-Contractor will have a certified QMS. The fabrication yards/ Sub-Contractor shall provide documented evidence of recent satisfactory audit or performance for Contractor/ Company approval. If needed, after the desktop review , an onsite audit will be conducted to verify the capability.
Following award, all prequalified fabrication yards/ Sub-Contractor may be audited as per project audit plan to ensure the fabrication yards/ Sub-Contractor QMS meeting the project requirements.
Sub-Contractor certified to ISO 9001:2008 acceptable until August 2018. Starting 14th September 2018, after that certification to ISO 9001:2015 shall be mandatory.
Sub-Contractor may develop project specific ITP/QCP/ITR based on the Contractor provided standard ITP/QCP/ITR by incorporating the project requirements and submitting it officially for Contractor and company approvals.
The Construction Manager will monitor subcontracted works at yard/site as per the agreed scope of work and will monitor implementation of all quality requirements identified through review of SubContractor quality submission, audits, surveillance and inspections as per approved ITPs. The CONTRACTOR may subcontract with qualified agencies to provide QC services subject to company approval. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-L-000-008
Subcontract plan
12.4.5 Expediting and Shipping The Projects Team and Shipping Coordinator perform expediting and shipping activities from Sharjah office. Projects makes sure the items are planned for dispatch upon the issuance of inspection release note by quality after the final inspections, review of documents and receipt of packing list etc. Projects prepare and issue shipping release note after the receipt of inspection release to logistics. Logistics then plan for the dispatch of the item based on purchase order term by issuing the shipping notification. Packing, marking, preservation and transportation shall be in accordance with Company specifications or Vendor procedure reviewed and approved by the Contractors.
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Vendors will ensure preservation requirements of the items and equipment as per approved procedure, Where required inspection for packing and loading organized by the logistics department Activities, such as Customs clearance, inland transportation and logistics will be controlled (as per the contract) by the Shipping Coordinator, reporting to Project Procurement Manager. Project Specific Procedure
12.5
Document No
Document Title
DRP001-OUF-PRO-U-000-004
Project Expediting Plan
DRP001-OUF-SPE-N-000-006
Packing, Marking & Shipping Procedure
Production and service provision
12.5.1 Control of production and service provision Contractor will procure raw materials, packages and equipment from company approved sources / Vendor and subcontract the fabrication and construction activities at site. Contractor will be responsible for overall fabrication and construction management at site. The Contractor’s site team under the supervision of the Construction Manager shall plan and control the construction, inspection and testing activities ensuring the following:
Availability of specifications, plans, drawings, procedures and work instructions that define the characteristics of the construction,
Availability of work force with proper qualification/skills/background. Operators / technicians shall be qualified from applicable governing bodies ( as applicable).
Availability, use and maintenance of suitable construction, installation, inspection and testing equipment.
Availability and use of suitable measuring and monitoring equipments.
Availability of required equipment’s / materials for Construction
Availability of required tools, tackles and machineries for erection
Conduct studies such as Lifting plan, Risk assessment.
Required site permits are obtained prior to start of work
Facilities such as water/air etc. for hydro/leak testing etc.
Implementation of processes for release and delivery and/or installation of product and/or service including applicable post-delivery activities.
All the required documents will be approved to minimum approval code prior to start of work. Project Specific Procedure
Document No
Document Title
DRP001-OUF-PRO-L-000-005
Construction Execution plan
DRP001-OUF-GMD-Q-000-500
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12.5.2 Planning of project implementation / realization The processes required for performing, monitoring and measuring all significant activities, their sequence and interaction are determined for this Project in order to achieve error and/or defect free deliverables and facilities. The Project Team will plan for Project Realization by ensuring that:
Customer, Statutory, and Regulatory requirements are identified and applied
Quality Objectives and Key Performance Indicators are established.
Processes are consistent with Project requirements, and provide resources, infrastructures, and work environment necessary to produce conforming product
Verification, monitoring and measurement activities are established to meet Project requirements
Records necessary to provide evidence that the realization process and resulting product meet specified requirements.
The main activities involved in project management and their inter-relationships are as per the below flow chart Start/Summary
Project Sponsor Nominate key Project Management Personnel
Project Director Finalise Organisation Chart, nominate Project Task Force (PTF)
Project Kick-off
Project Concept & Baseline Planning
Project Planning & Scheduling
- Scope of work analysis - Work Breakdown Structure - Resource allocation & budgeting - Client requirements
Project Task Force (PTF) Project Contract Review, Conduct Kick-off meeting (with client)
PTF Develop Contract Execution Plan & Coordination Project Procedures - Project Schedules (Level 1,2,3) - QA/QC & HSE Plans / Audits - Engg., Procurement, Construction, Commissioining, Contract Admimistration & Project Control Procedures - Technical Registers (TDR) - Procurement Register (PTR)
PTF Develop Project Schedule, Project Quality Plan & Design Basis
PTF Project Execution Yes
Project Management Team (PMT) Co-ordinate among team members and external agencies Overall Project Control PMT Monitor, Report, Review, & Control Project Execution Project Progress Measurement Project Complete?
No
Project Reviews – Within Project
No Yes
Project Closure
DRP001-OUF-GMD-Q-000-500
Meet Project Objective?
PMT Project Closure
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The planning programme is established at the beginning and monitored by the Lead Planner and controlled by the Project Controls Manager. The planning programme and details regarding realization of planning programme are included in the monthly reports issued to the Company. The implementation, supervision and verification of these processes, as well as the provision of the resources and documentation required, all be carried out under control of the Project Director assisted by the projects, quality, engineering, procurement and construction departments (Ref Organization Chart) The project requirements from the Company will be reviewed and translated into project specific plans / procedures, method statements etc., and implemented during project execution. For Further details, refer following procedures Project Specific Procedure Document No
Document Title
DRP001-OUF-GMD-U-000-301
Project Execution Plan
DRP001-OUF-PRO-G-000-002
Progress Measurement Procedure
DRP001-OUF-PRO-U-000-009
Coordination Procedure
DRP001-OUF-PRO-G-000-001
Project Control Plan
DRP001-OUF-PRO-L-000-005
Construction Execution Plan
12.5.3 Interface management Managing internal and external interfaces between various agents and venture partners involved with the project shall be carried out using defined coordination procedure. The interfacing parties will be communicated on the changes impacting them and also the established communication plans will be capable of providing sufficient timely information to the project team on any potential impact to the project. The interface management system will include the following functional areas of responsibilities spanning from design to commissioning:
Multi-input identification of interfaces
Recording of all interfaces
Implementation & resolution of interfaces.
Planning & registering interfaces
Prompt up-to-date reporting of interfaces
The Interface Manager is responsible for setting up and maintaining Contractor’s interface. It includes the interfaces between JV partner, Vendors, Sub-Contractor, other EPC Contractors and Company etc. This will also include interface with regulatory agencies, third party consultants etc., as per project requirements. The interface will be monitored and tracked by having interface plan and register Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-020
Interface Management Plan
DRP001-OUF-PRO-U-000-004
Project Expediting Plan
DRP001-OUF-GMD-Q-000-500
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12.5.4 Process Controls Process controls shall be documented in Inspection Test Plans, Checklists and will include requirements
for
verifying
compliance
with
Quality
Plans,
specifications,
and
reference
standards/codes. The inspection and test plan or equivalent will include or reference instructions, acceptance criteria for processes, tests, inspections, and Contractor/ Company inspection hold, surveillance or witness points. At pre-inspection meetings when required, the Company Quality team , the Contractor and the Vendors shall discuss and finalize the specific and detailed inspection requirements, sequence of activities, standards to be applied, type and level of inspection and testing and associated documentation Contractors, Vendors and Sub-Contractor will identify their inspection and test activities in the Inspection and Test Plans (ITP’s). ITPs will include the specific requirements of the contract and identify the
specific
inspection
activities,
responsible
personnel,
acceptance
criteria
and
verifying
documentation, and “Review”, “Witness” and “Hold “points for the involved parties. Contractor and Vendors will develop factory acceptance testing (FAT) and site acceptance testing (SAT) procedures where applicable, supplemented by specific method statements or work instructions where necessary and submit them to the Company for review and comment.
Contractor making use of Sub-Contractor will perform construction quality surveillance monitoring and audits on their Sub-Contractor as determined by the audit plan. The extent of surveillance monitoring and auditing will be defined within the Contractor’s inspection test plans and audit programs, based on criticality and associated risks.
All inspection, measuring and monitoring equipment shall be controlled, calibrated and records maintained in accordance with approved procedures. All inspection personnel shall have suitable qualifications and competencies to carryout the inspection activities and wil be approved by the Company before they start work where applicable. When specified reports will be issued of inspection, testing and quality surveillance activities and the inspection and test status will be identified.
The Site Quality Manager shall ensure that the fabrication/construction work is as per approved quality assurance plan, fabrication/ Construction execution plans in line with contract requirements. They are delegated clear power and immediate access to Contractor’s fabrication yard / construction site senior management to stop any works that are nonconforming. Periodical quality team meetings and tool box talks will be held at fabrication yard / site, preferably including Company Quality Representatives, so that Company and Contractor personnel are updated about all QC status and non-conformances. Inspection and surveillance during the fabrication / construction phase will be enhanced by assigning qualified and experienced QC inspectors in different disciplines and by taking the following measures:
All the activities, including the verification requirements, will be clearly defined in fabrication/ construction inspection and test plan.
Record/verification document will be produced & maintained during each stage as per applicable ITP.
Procedures will be developed for all critical processes as applicable, also considering the lessons learned from previous projects.
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Fabrication yard / Sub-Contractor staff will be provided with training and/or awareness on handling special material and processes involved in the project.
Knowledge sharing/ Awareness creation will be through Tool Box Talks, Quality Alerts and meetings.
Project Specific Procedure
12.5.5
Document No
Document Title
DRP001-OUF-PRO-L-000-005
Construction Execution Plan
Validation of Process for Production and Service Provision All those processes where the resulting output cannot be verified by subsequent monitoring or measurement, such as welding, concrete mixing, Post weld Heat Treatment (PWHT), painting / coating, etc. will be validated and Company approval obtained prior to their use. The validation measures include the following actions:
Identification, preparation and approval of the procedure specifications (e.g. Concrete mix design, Weld Procedure Specification (WPS));
Process qualification using approved equipment and qualified personnel;
All qualification records (e.g. destructive and non-destructive testing) generated, approved and maintained.
Revalidation when any essential variable is changed.
In case of welding, the Welder/Operator and Welding Procedure Specification may be simultaneously qualified. Special validation requests made by the Company shall be taken into consideration. Procedures for special processes like welding, painting / coating, PWHT, concreting, shall be qualified as required. 12.5.6 Construction Construction and Installation Contractor will establish a dedicated organization managing the construction in line with Construction Execution Plan, the plan will address the strategy, sequence, process, interaction between the various disciplines, progress reporting, equipment requirement, HSSE and construction objectives. Construction Manager will monitor the construction, fabrication and installation activities by ensuring Quality Intervention Activities including, audits, surveillance and reviews, in a planned and methodical manner to assure that the construction work meets the requirements of the Contract, and the applicable standards and specifications. The CONTRACTOR will conduct Construction Pre- Inspection Meeting (CPIM) with his sub-Contractor and company prior to starting any key activity All Sub-Contractor shall perform the work in accordance with the approved procedures, work instructions, method statements and Inspection and Test Plans. During detailed engineering phase Construction manager and his team participates in the constructability review meetings, schedule preparation / reviews, risk reviews, lessons learned
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workshops and contributes as well takes important notes for implementing them during construction phase. Constructability review will cover major design documents and permanent equipment and materials, focus on those areas that will give the greatest return for the effort. Each individual will communicate their discipline requirements, and introduce relevant concepts, lessons learned and novel ideas from previous projects to jointly develop the most cost effective and practical design. The Constructability process allows the construction group early input into the planning and engineering phase in order to simplify or eliminate obstacles that may be faced during construction of the plant. Constructability then is the on-going process of integrating construction knowledge and experience into conceptual design, engineering, procurement and field construction operations to provide opportunity to reduce costs and improve project schedules. Constructability Review Checklist- PEC-EN-FRM-X-0706 will be followed When the scope of work is fully known, the Contractor will prepare a scope of work package for issue to the Sub-Contractor.
Procurement of materials will be done by the Contractor to ensure material
deliveries to site as per delivery schedule. The Contractor Site Management Team will monitor the construction and installation activities in a planned and systematic manner to assure that the construction works meets the requirements of Design and Engineering specifications, Schedules and that all HSSE (Health, Safety, Security Environmental) and quality prerequisites have been adhered to. The guidelines for the methodology and implementation strategy will be as defined in the Construction Execution Plan, for site scope activities for the project The Sub-Contractor will develop and implement a Project specific Quality Plan, Quality Control Plan, and ITP’s specific to the work. The Quality Plan where appropriate, shall cover each element of the work, e.g. Engineering, Procurement (if not by Contractor) and Construction will be updated periodically and resubmitted for Contractor/Company approval. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-L-000-005
Construction Execution Plan
DRP001-OUF-SPE-Q-000-507
QA/QC Implementation During Construction
Mechanical Completion Below are various stages described from Mechanical Completions till Final Acceptance Test. Various controls during these stages are described in Plan and procedures refereed at the end of this sections. Quality will have limited role in terms of RFI management till MCC stage. A mechanical Completion certificate ( MCC) shall be obtained from company after obtaining all system mechanical completion certificate(SMC). System Mechanical Completion
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System Mechanical Completion occur when each system within the facility is physically constructed as per specification requirements and completing the defective/ incomplete work if any which may affect the reliability and safe operation of plan, and all component/sub system have been tested satisfactorily. A System Mechanical completion ( SMC) shall be issued by Company. Contractor shall complete the actions and close Punch lists issued by company at SMC. Mechanical Completion After obtaining System Mechanical completion certificate for each and every system in facility , and submission of required as built documentation, a joint inspection will be carried out, company may issue list of punch items if any, contractor shall attend such punch items and repeat any tests that is required, company then issue MCC for the for the facility. System commissioning and System Ready for start Up Contractor will commence the commissioning of any system where a system mechanical certificate has been obtained and inform company when the system is ready for start-up Contractor will ensure MCC dossier have been submitted and accepted by company, a pre start up safety review for the system and associated action are complete, company will then carry out check to determine whether the system is ready for start-up not and also identify and list any punch list
A
System Ready Certificate is issued after satisfactory review by company and close out any punch list by contractor including tests if any Close out of documentation including a Pre- start up safety review of systems is conducted prior to issue of System Ready certificate (SRC) Facility Ready for start Up After obtaining the
System ready certificate for each and every system, Contractor shall notify
company when it consider the facility is ready for start-up after ensuring all work in respect of commissioning is completed, Mechanical completion and Commissioning dossier have been accepted by Company and a Pre- start up safety review is conducted of facility and all actions on punch list items have been completed, Company shall issue Ready for Start-up certificate (RFSUC) upon successful completion of actions/ rectification of any punch list items ( if any ). System Tests After obtaining the System ready certificate, Contractor shall start up system ( excluding units ) and shall commence system tests and notify company after all system tests are passed as per specification requirements. Company shall issue Ready for System test certificate (STC) upon successful completion of actions/ rectification of any punch list items ( if any ). Performance Tests for Units After obtaining the System Test certificate, Contractor shall carry out Unit performance test to achieve performance Guarantees. After the performance test, contractor shall submit the results of performance test run. Company may issue Performance Test Certificate if all results meets the minimum performance standard. Company may raise minor punch list items ( if any ) , Contractor shall close the punch points suitable and obtain final PAT ( Performance test Certificate )
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Initial Acceptance After obtaining Mechanical completion certificate , Ready for Startup certificate (RFSUC) , System test certificate (STC) and performance Guarantees for each unit are achieved And after contractor submits the Operation and Maintenance manual for the facility and ensuring the contractual inventory of spares, provided training to company personnel and after removing machineries from site; Contractor will apply for Initial acceptance certificate from company Final Acceptance Certificate ( FAT ) After Initial acceptance certificate achieved; Company shall issue Final acceptance certificate provided below
Last defect period notification is expired
Contractor has remove all Equipment’s and material from site
All Punch point item are completed
All Spare parts and special tool are provided
Handover & Project Close Out Handover and project close out is the formal process of recording technical and commercial completion of a project. The Company Contract Representative shall initiate the Project Close Out process after completion of construction. It is the responsibility of Project Director (Contract Representative) to co-ordinate and ensures that all the activities indicated in Project Close-out procedures and work instructions are completed and the Project Close out Certificate (PCC) is endorsed by all signatories that include:
Signature of completed facility by Asset Manager. List of Surplus Material. Fixed Assets Created, Fixed Assets Made Redundant & Fixed Assets Data As Built Drawing Acceptance. Details of Outstanding charges & unsettled claims (if applicable). Complete project file with all paper work of the project. The main purpose of a Project Cost Close out Report is to provide lessons learned, share best practices and update norms: cost estimating systems/tools and thus better predict costs and schedules for new projects and contracts. It is critical that handover of the plant shall be carried out in a timely manner to ensure the smooth handover of the facilities to Operations and minimum loss of production. Contractor shall prepare training plan and provide training to Company personnel as per schedule 16 & 17 of the Contract.
Corporate Procedure Document No
Document Title
PEC-CS-PRO-X-11774
PetroPCS Set-up & Implementation Procedure
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Project Specific Procedure Document No
Document Title
DRP001-OUF-SPE-Q-000-507
QA/QC Implementation During construction
DRP001-OUF-PRO-L-000-002
Pre- commissioning procedure
DRP001-OUF-PRO-Q-000-501
Project Audit Procedure
DRP001-OUF-PRO-L-000-006
Punch List Procedure
TBA
Operating and Maintenance Manual
DRP001-OUF-PRO-T-000-001 DRP001-OUF-PRO-U-000-033
PRE-COMMISSIONING & COMMISSIONING EXECUTION PLAN Data Handover Plan
TBA
Mechanical Completion and Start Up Procedure
12.5.7 Identification and traceability Details of traceability will be included in all pressure containing material and equipment specifications, and will be incorporated into relevant Purchase Orders and Subcontracts.
If identification of items/materials to be purchased is required, the relevant identification requirements will be reflected in applicable purchasing document.
Procedures will be established for controlling identification and traceability for equipment and materials including constructed products from design through all phases of the project, as required
Materials and equipment procured from Vendors will be identified by suitable means during all stages of production, delivery, and installation. Where required, means shall be provided for unique identification of individual construction products and/or batches.
Conformance with specified identification requirements willl be verified byreview of Vendor’s documentation in accordance with procurement procedures and/or by direct shop inspection and testing.
Vendors and Sub-Contractor will be instructed, through Purchase Order/Subcontract, of the traceability requirement for materials and equipment, and the extent to which traceability is to be maintained during manufacturing and shipment to site.
Records related to unique identification for the implementation of traceability shall be maintained and controlled as quality records.
The identification and traceability system will be applied for the following:
Pipes, valves, fittings and accessories, welding consumables.
Welded joints and welders
Other permanent items / equipment incorporated in the construction
Products and fabrication/construction activities will be identified during all phases of product realisation by means of legible and durable markings maintained from initial receipt to final destination and/or by using relevant follow-up documentation.
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The identification of items of equipment and certified materials, ITP and all test records will be maintained by the project. Material certificates, inspection reports are supporting elements for identification and traceability of products. In case of any ambiguity PMI test may be conducted to ascertain the material composition for alloy materials, non-conforming materials are dealt as per project NCR procedure Responsibilities for identification and traceability are as follows:
Lead discipline engineer specifies identification requirements in purchase /subcontract documents.
Vendor / Sub Contractor implements measures for identification and traceability
Inspector verifies identification and traceability during production / inspection
Material controller verifies the required identification during material receipt.
Fabrication yard/ site QA/QC engineer establishes and ensures appropriate system for identification and traceability during stage inspections
Fabrication / construction team implements measures for identification and traceability.
Non conforming material if any shall be identified and segregated. Project Specific Procedure
Document No
Document Title
DRP001-OUF-PRO-Q-000-511
Material Identification and Traceability
DRP001-OUF-SPE-W-000-007
Positive Material Identification
DRP001-OUF-PRO-Q-000-512
Pipeline Weld Numbering
DRP001-OUF-SPE-P-000-022
Specification for Marking & Color Coding
12.5.8 Property belonging to customers or external providers Company's property if any will be identified, verified, stored, protected, controlled and maintained adequately by the Contractor, while under the Contractor’s responsibility, in accordance with Property belonging to customers or external providers Products supplied by the Company will be jointly inspected and accepted by authorised Company & Contractor representatives with and observations, if any will be documented prior to storage by the material controller where it will be identified and stored in a manner to avoid damage and deterioration. Company supplied products, if any, being lost, damaged or unsuitable for use, shall be recorded, and reported to the Company for resolution at the earliest. 12.5.9 Preservation Products are preserved from deterioration or damage during release from Vendor, packaging, transportation, receipt at site, handling, storage, fabrication, construction& installation and up to commissioning Vendor procedure for preservation will be specified, obtained, reviewed and approved prior to dispatch Contractor will identify and establish the procedure and schedules for preservation of equipment’s at site, dedicated storage facility will be made ready for sensitive items such as electrical and instrument panels and for specific items/equipments where preservation required to be ensure the product conformity during storage.
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Site material controller along with preservation engineers will monitor and implement the preservation schedule and procedure requirements as specified by the vendor At fabrication yard / site material & equipment control system will be established for material control, storage, issue, preservation and traceability for all materials and equipment. Construction Manager, Material Controller, Site preservation engineers and Sub-Contractor teams in full co-ordination shall ensure the material control and traceability at fabrication yard / site. Daily surveillances/ walk-throughs will be cover storage, handling, identification & traceability and preservation of the project material. The Construction Manager shall ensure that appropriate facilities are made available for handling, packaging, storage and preservation of products at fabrication yard/construction site. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-L-000-009
Material & Equipment Management Procedure (Including Preservation on Field)
12.5.10 Post-delivery activities Contractor is committed to meet the requirements of post-delivery activities. Contractor will engage with company to determine if the project were completed to their satisfaction, technical support is satisfactory. Following are the extent of post-delivery activities that are considered a) Statutory & regulatory requirements b) Customer feedback c) Trainings d) Warranty Issues 12.5.11 Control of changes Change
management
covers
the
identification,
evaluation,
authorization,
documentation,
implementation and control of change. Before a change is authorized, the intent, extent and impact of the change should be analysed. Those changes that affect the project objectives should be agreed with the customer and other relevant interested parties. Change management should also take the following into account:
Managing changes to the project scope, project objectives, and to the project management plan
Coordinating changes across inter-linked project processes and resolving any conflicts;
Procedures for document change;
Design change from Input to Output
Changes to QMS and continual improvement
Change in project organization structure
Changes may result in negative impacts (e.g. claims) on the project and should be identified as soon as possible. The root causes of negative impacts should be analysed and the results used to produce prevention-based solutions and implement improvements in the project process.
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Project Specific Procedure
12.6
Document No
Document Title
DRP001-OUF-PRO-U-000-003
Change Control Procedure
Release of products and services CONTRACTOR shall conduct inspection activities of purchased products at VENDOR’s shop as per its QA/QC Implementation during Procurement and as per Inspection Coordination Procedure with supplier. Competent Inspectors will be assigned to perform source inspection at Vendor’s premises fabrication sites as specified in the approved Inspection and Test plan. The following actions will be taken to verify the compliance with the purchasing requirements:
Review of Vendor’s documents i.e. Quality Plans, Procedures and ITP’s by Discipline Engineer/ QC Engineer as applicable.
Holding Pre-inspection meetings as per Inspection class of material where required
Planned inspection and surveillance at Vendors' premises considering the criticality and inspection level of the product by QA/QC Engineer or Third Party Inspector.
Conduct P.O. assessment for critical P.O.s with major issues and /or non-conformities.
Prior to final inspection, all relevant documents must be approved and all Technical Queries, nonconformances and concessions must be agreed and closed. FAT tests of equipment and packages are performed at the VENDOR’S works prior to final inspection and release. COMPANY will be notified in advance as per respective ITP requirements. Once satisfactory Inspection is completed by assigned Inspector, CONTRACTOR will issue an Inspection Release Note (IRN). Where Company is involved in the Final Inspection COMPANY approval on IRN will be sought before release of equipment where applicable. If any non-conformance is identified during final Inspection, the IRN will not be issued unless suitable correction and corrective action approved by COMPANY is implemented As-built documents, certificates, manufacturing records, installation operation and maintenance manuals will be progressively complied and reviewed by CONTRACTOR throughout fabrication stage. These records will be submitted by VENDOR prior to shipment of equipment to site and stored in Project server Project Specific Procedure
12.7
Document No
Document Title
DRP001-OUF-PRO-Q-000-508
Inspection Coordination Procedure with Suppliers
DRP001-OUF-PRO-Q-000-506
QA/QC Implementation During Procurement
Control of nonconforming outputs The QA/QC Engineer reporting to QA/C Manager is responsible for managing the nonconformance system, including documenting and registering instances of non-conformance, coordinating the dispensation (by Engineering authority), monitoring and verifying the agreed resolution and formally closing out the event.
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When a non-conformance is identified by a QA/QC Engineer/ Third party the QA/QC Engineer will monitor and track the satisfactory resolution of the issue. All Project personnel have the responsibility for ensuring that any deficiencies, ambiguities or problems, are resolved satisfactory to project requirements, and in a timely manner. Non-conformance control for this project applies to all nonconformities identified during engineering, procurement, construction, installation, commissioning and start-up. Non-conforming products will be controlled in accordance with “Non-Conformance Control procedure”. Identification, recording and segregation of non-conforming product are exercised throughout the project by Contractor’s personnel or its representatives in accordance with procedure. The Sub-Contractor are required to submit their non-conformance procedures to Contractor for approval prior to start of work. Otherwise, the project non-conformity procedure will be applicable. The proposed use by concession or repair / rework of a non-conforming product shall be reported to the Contractor for approval along with root cause analysis. Concession requests raised as part of product disposition or do not conform to design acceptance criteria will be submitted to Company for approval. The description of the non-conformity or details of the repair done shall be recorded for future reference. All repaired and reworked products shall be re-inspected as per the original requirements. All Major NCRs will be copied to the Company. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Q-000-503
Project Non-Conformance Control Procedure
13.0
Performance evaluation
13.1
Monitoring, measurement, analysis and evaluation
13.1.1 General Measurement and analysis activities that are required to assure product quality and contribute to continual improvement are planned, and defined statistical techniques are used for analyzing
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measurement data. Measurement
Analysis
Improv ement
Di squal ify No
Assessment
Compl i ance
Internal audi t
Compl i ance
Ins pecti ons
Inspecti on Reporti ng
Parti al
No
SQMS Database
Correcti ve acti on
NCRs Non-conformi ti es
Defi ci ei nci es
Moni tori ng/ Survei l l ance
Survei l l ance Log
Performance Indi cators
Trends
Acti on Tracki ng
Negati ve
Correcti ve acti on
Posi ti ve
Concerns Feedback
Acti on
Preventi ve acti on
No concerns
Project Management Revi ew
Yes
Acti on
Acti on tracki ng
No
Cl osed
Suitable KPIs will be established at the beginning of the project and every phase of the project the performance will be measured. The Project team in conjunction with the QA/QC Manager and Project Engineers will plan and monitor applicable measurement, analysis and improvement processes needed to;
demonstrate conformity of deliverables.
continually improve the effectiveness of the quality management system.
achieve the project-specific quality objectives.
reduce the potential for non-conformance by managing the risks
All Managers/Leads will regularly review the measurement and analysis results to identify opportunities to promote value-adding improvements, or to establish actions to counter adverse trends. During the management review meeting apart from the above following will be reviewed
QMS compliance with the international standards and contract requirements
DRP001-OUF-GMD-Q-000-500
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Changes that could affect the Project Quality Management System
Continual improvement of the effectiveness of the Project Quality Management System.
Any changes to the applicable petroleum, petrochemical and natural gas industry standards.
Performance indicators
KPIs and Trends will be updated on monthly basis and maintained by responsible process owner for action tracking and improvement where required. The Project Director shall ensure that the process owners establish performance indicators, monitor their performance, and take appropriate actions for improvement. 13.1.2 Customer satisfaction During the project execution the customer feedback will be collected at pre-determined stages. PD or his delegate receives feedbacks from client through formal letters, emails, MOM’s, verbal discussions, etc. Customer feedback shall be analyzed and relevant improvement actions are be taken for improvement Also Project Team will record any complaints lodged formally by the client during various stages of project progress. Formal customer complaints will be analyzed and relevant improvement actions shall be taken in order to improve the problem areas. All formal Customer complaints will be reported to the Project Director for initiating satisfactory close out actions by concerned process owners. 13.1.3 Analysis and evaluation The following data generated by the project management, engineering, procurement and construction departments shall be subject to analysis on monthly/quarterly basis by the relevant process owners:
Results of internal and external audits
Records of client’s satisfaction or dissatisfaction
Compliance with the product requirements
Characteristics and development of processes and products, including risks and opportunities
Records regarding Vendors performance
The review results shall form input to Contractor’s management review for determination of the suitability, effectiveness and adequacy of the QMS. The quality data will be collected through project quality monthly report (PEC-QU-FRM-X-10466), analysed using appropriate statistical techniques as per corporate guidelines / procedures and the trends will be monitored for improvement. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Q-000-503
Project Non-Conformance Control Procedure
DRP001-OUF-GMD-Q-000-500
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Project Quality Plan
Internal audit Audits will be planned based on Audit schedule and conducted in accordance with their procedures on their respective scope of work. PQM is overall responsible for the execution of the project audits. The project audit programme will include Contractor functions and Sub-Contractor activities ( during Construction Site Audits ) as applicable. The audits shall be carried out by trained and qualified auditors who are independent of the activity being audited. Review and monitoring of the QMS shall be by independent QA team within the quality team of the Contractor. As a minimum, audits shall be carried out at the 25% and 75% complete stage for each phase of the Works or as may be deemed necessary as instructed by the Company. It is ensured that all disciplines/ departments are audited at least twice during the project life depending upon work progress. Auditors will be independent of those who performed or directly supervised the activity being audited. Auditors and auditing leader will have appropriate competence levels in terms of personal attributes, education, work experience, training and experience as further provided in ISO 19011. The CONTRACTOR should submit to company for review and approval, all the curriculum Vitae of internal and external auditors before starting any auditing activity. The audit process will be implemented in a planned manner and based on the status and importance of the processes and activities, and the results of the previous audits. The Audit Schedule will cover all major activities carried out by Contractor and Sub-Contractor. Contractor is responsible for maintaining the audit schedule. Contractor may conduct unplanned audits as and when required as per the Project Auditing Procedure. The Project Quality Manager/QA Engineer are responsible for tracking all relevant actions till close out using Audits Log” and “Corrective Action Requests Log”. Sub-Contractor will perform their Internal Quality Audits in accordance with their Audit Procedures and copy the report to be made available whenever requested by Contractor and Company. The Audit Status Log and Corrective Action Status Log shall be maintained by the Sub-Contractor’ Quality Engineers responsible for audits The Company representative and / or his nominated agency will be invited to participate in the Audit. Audited Organization / Auditee will respond to Non-Conformities detected during the Audit as per Project Audit Procedure. Vendor/ Supplier audits The vendor audit Schedule shall be prepared in agreement between PQM, Company and project management and is updated on regular basis & executed by project quality department. Audit schedule shall be planned to take in to consideration the status of the importance of activities, perceived risks, criticality of the equipment, Quality Inspection Level and any points identified during the vendor capability assessment and previous audit results if any. PQM shall consider the Project Quality Plan requirements also prior to preparing the audit schedule on vendor Lead auditor will prepare an audit plan as per the agreement with PQM, Auditee (Vendors) and with company. The lead auditor must prepare audit notification and send to auditee for acceptance. The DRP001-OUF-GMD-Q-000-500
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agreed date shall be informed to all auditees and Observers from the company. The audit shall be notified, conducted, and reported and closed out in line with this procedure and contractual requirement of the project. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Q-000-501
Project Audit Procedure
DRP001-OUF-SCH-Q-000-502
Project Audit plan
13.3 Management review 13.3.1 General Management Reviews shall be held at regular intervals to evaluate the performance of the Project, within the Project Team. The Project Director will chair the Management Review meeting where Project Quality Manager presents the project QMS continuing suitability, adequacy and effectiveness. This review shall include assessing opportunities for improvement and the need for changes to the Project Quality Management System, including the quality policy and quality objectives Project Management review will be conducted once in a year (preferably after internal audits ) 13.3.2 Management review inputs Review agenda shall consider all Project areas and performance, activities, risks, resources and improvements including the following in detail. a) Quality Issues and Concerns, b) Customer feedback, c) Project performance against the established Quality Objectives, and Key Performance Indicators (KPI’s), d) Audit findings and trends, e) Deviations, NCR/CAR action status, f)
Other technical reviews, findings, close-out details,
g) Process performance and product conformity, h) Performance of external Provider i)
Changes that could affect the Project Quality Management System
j)
Follow up actions from previous management reviews,
k) Recommendation of Improvement opportunities. l)
Adequacy of resources
m) Effectiveness of action taken to address risks and opportunities 13.3.3 Management review outputs The output from the management review will be formal minutes of meeting that includes any decisions and actions related to a) improvement of the effectiveness of the Project Quality Management system and its processes, b) any Changes Required in QMS c) resource needs.
DRP001-OUF-GMD-Q-000-500
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The results of the reviews are documented in meeting minutes, distributed to company management for appropriate action, and maintained as per below procedures. 14.0 Improvement 14.1 General The CONTRACTOR shall determine and select opportunities for improvement and implement actions necessary to meet customer requirements and enhancing customer satisfaction. This includes improvement of products and services in order to meet current as well as future expectations of interested parties Corrective actions Risk & Opportunity Actions for reducing undesired effects Improvements and effectiveness of the QMS 14.2 Nonconformity and corrective action Corrective actions will be implemented to reduce or eliminate the causes of identified non-conformity in order to prevent its recurrence in the following manner:
Review of non-conformities, including Company’s complaints for all processes executed (by the process owners)
Determination of the causes of non-conformities and the appropriate corrective actions within the specified time (by the process owners).
Implementation of the corrective action needed and recording of the results (by the process owners)
Review of the corrective action taken (by the quality team).
The impact or importance of the problem encountered will be considered during the evaluation of the corrective actions needed. The PQM shall ensure that corrective actions are effective. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Q-000-503
Project Non-Conformance Control Procedure
14.3 Continual improvement The PQM shall review and analyse the following elements for improvement of the effectiveness of the QMS.
Project quality objectives/KPIs
audit results
Data analysis reports
Corrective actions
Lesson Learnt:
Management review Outputs
DRP001-OUF-GMD-Q-000-500
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Annexures Annex A: List of References and Documented information Company’s reference Documents Document No Contract No: CNT-1100-1000-007 NA DRP001-FED-SPE-U-000-004 DRP001-FED-PRO-U-000-033 DRP001-FED-PRO-U-000-020 DRP001-FED-PRO-L-000-008 PLN-1500-1000-001 SPC-1500-1000-001 DRP001-FED-SPE-U-000-006
Document Title Duqm Refinery Project - EPC 2 Package 2 - Utilities and Offsites JV Agreement between PIL & Samsung Engineering. ( Dated 14 Feb 2018) Criticality Ratings Data Handover Procedure Interface Management plan – EPC PHASE Contractor/ Subcontractor Qualification Procedure Company Quality Management Plan Specification for Quality Management Document Review Matrix
Industry codes and standards Document No ISO-9000 (2015) ISO-9001 (2015) ISO-29001 (2011)
ISO-10005 (2005) ISO/TR-10013 (2001) ISO/IEC-17020 (2012) ISO 19011(2011 edition)
DRP001-OUF-GMD-Q-000-500
Document Title Quality management systems - Fundamentals and vocabulary Quality management systems - Requirements. Quality management system for product and service supply organizations for the petroleum, petrochemical and natural gas industries. Quality management systems- guidelines for quality plans Guidelines for quality management system- documentation Conformity assessment- Requirements for the operation of various types of bodies performing inspection Guidelines for auditing management systems
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Contractor’s Documented Information ISO 9001:2015 CLAUSE
S.No.
Document Number
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
6
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
1
DRP001OUF-PRO-P000-002
3D Model Review procedure
2
DRP001OUF-PRO-L000-008
Subcontract plan
3
DRP001OUF-PRO-N000-001
Project Procurement Plan
4
DRP001OUF-GMDU-000-0301
Project Execution Plan
X
5
DRP001OUF-PRO-U000-050
Engineering Execution Plan
6
DRP001OUF-PRO-L000-005
Construction Execution Plan
7
DRP001OUF-PRO-U000-053
Technical Query Procedure
8
DRP001OUF-PRO-U000-052
Concession & Deviation Procedure
9
DRP001OUF-PRO-U000-003
Change Control Procedure
10
DRP001OUF-PRO-U000-009
Project Coordination Procedure
11
NA
Project Office organization Chart
X
12
NA
Project Site Organization Chart
X
13
DRP001OUF-SCH-G000-003
Mobilization Plan
X
X
X
14
DRP001OUF-PRO-G000-002
Progress Measurement Procedure
X
X
X
15
DRP001OUF-PRO-U-
Interface Management
X
DRP001-OUF-GMD-Q-000-500
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
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ISO 9001:2015 CLAUSE
S.No.
Document Number
000-020
16
DRP001OUF-PRO-U000-058
17
DRP001OUF-PRO-U000-004
18
19
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
Smartplant 3D Implementati on Plan Project Expediting Plan
DRP001OUF-SPE-N000-006
Packing, Marking & Shipping Procedure
DRP001OUF-PRO-G000-001
Project Control Plan
20
DRP001OUF-PRO-L000-009
21
DRP001OUF-SPE-P000-022
Specification for Marking & Color Coding
DRP001OUF-PRO-U000-054 DRP001OUF-PRO-U000-001
Field Change Notice Procedure Document numbering procedure
24
DRP001OUF-PRO-U000-008
Document control procedure
25
DRP001OUF-PRO-U000-057
26
DRP001OUF-PRO-U000-033
Procedure for Preparation of As-Built Drawings Data Handover Plan
27
DRP001OUF-GMDQ-000-500
Project Quality Plan
X
X
28
NA
Project Quality Policy
X
X
29
NA
Project Quality Objectives
X
23
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Plan
Material & Equipment Management Procedure (Including Preservation on Field)
22
6
DRP001-OUF-GMD-Q-000-500
X
X
X
X
X
X
X
X
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X
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ISO 9001:2015 CLAUSE
S.No.
Document Number
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
6
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
30
DRP001OUF-SCH-Q000-502
Project Audit Plan
X
31
DRP001OUF-PRO-N000-502
Local Procurement Procedure
X
32
DRP001OUF-GMDG-000-505
Project Roles & Responsibiliti es
X
33
DRP001OUF-PRO-Q000-501
34
DRP001OUF-PRO-Q000-503
35
DRP001OUF-SPE-Q000-505
X
Project Audit Procedure Project NonConformance Control Procedure QA/QC Implementati on during Engineering phase
X
X
X
X
X
X
X
X
QA/QC Implementati on during Procurement
X
X
37
DRP001OUF-SPE-Q000-507
QA/QC Implementati on During Construction
X
X
38
DRP001OUF-PRO-Q000-508
Inspection Coordination Procedure with Suppliers
X
X
39
DRP001OUF-PRO-L000-006
Punch List Procedure
X
X
DRP001OUF-PRO-Q000-511
Material Identification and Traceability
X
X
41
DRP001OUF-SPE-W000-007
Positive Material Identification
X
X
42
DRP001OUF-PRO-Q000-512
Pipeline Weld Numbering
X
X
43
DRP001OUF-PRO-Z-
HSE Engineering
36
40
DRP001OUF-SPE-Q000-506
X
DRP001-OUF-GMD-Q-000-500
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ISO 9001:2015 CLAUSE
S.No.
Document Number
000-001
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
6
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
Execution Plan
44
DRP001OUF-SPE-Z000-050
Environment al plan
X
X
45
DRP001OUF-RPT-Z000-009
Waste Management Plan
X
X
46
DRP001OUF-SPE-Q000-507
Risk Management Procedure
X
X
X
X
X
47
DRP001OUF-PRO-Q000-500
Right First Time Procedure
X
X
X
X
X
48
DRP001OUF-PRO-U000-012
IT Execution Plan
DRP001OUF-PRO-U000-056 DRP001OUF-PRO-L000-002
Advance Revision Notice PreCommissioni ng Procedure
49
50
X
X
X
X
X
DRP001OUF-PRO-T000-001
PRECOMMISSIO NING & COMMISSIO NING EXECUTION PLAN
X
X
52
TBA
Operating and Maintenance Manual
X
X
53
DRP001OUF-PRO-U000-032
Vendor Documentati on Instruction
X
X
51
X
CORPORATE PROCEDURES- ( PETROFAC ) 1
2
3
SHJ-CCPRO-F-1096
Contract Review
X
X
PEC-ENPRO-X15454
Technical Contract Review ( For Petrofac )
X
X
PEC-CSPRO-X11774
PetroPCS Set-up & Implementati on Procedure
DRP001-OUF-GMD-Q-000-500
X
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ISO 9001:2015 CLAUSE
S.No.
4
5
6 7
8
9
10
11
Document Number
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
6
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
PEC-ENPRO-X-0032
Validation of excel spreadsheet and Mathcad templates
PEC-ENPRO-X08763
Preparation, Checking, Review and Approval of Project Documents
X
X
Design Control
X
X
PEC-ENPRO-X01097 PEC-ENPRO-X-0036 PEC-ENPRO-X-1098
PEC-ENPRO-X-1099
PEC-ENPRO-X06729 PEC-ENPRO-X15271
12
PEC-ENPRO-X13953
13
PEC-ENFRM-X11651
X
Design Review Document Review and Approval Requirement s
X
X
InterDiscipline Checking (IDC) of Documents
X
Design Change Notice (EPC ) Design Integrity Assurance procedure Value Engineering Methodology
X
X
X
X
Document Review, Approval and IDC Matrix
DRP001-OUF-GMD-Q-000-500
X
X
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CORPORATE PROCEDURES- ( SAMSUNG ENGINEERING ) SPM0026ENN 1
SPD0003ENN 2
SPD0014ENN 3
4 5
SPF0003ENN SPD0010ENN
Contract Gate Operation Procedure Manual -For Contract Review Workshop Check-List of Major Information for InterDepartment Check
X
X
DESIGN REVIEW, VERIFICATION & VALIDATION PROCEDURE
X
Contract Review Design Execution procedure
DRP001-OUF-GMD-Q-000-500
X X
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Annex B: Definition Term EPC Contract Customer / Company Contractor Competence Inspection Inspection Level (IL)
Mechanical Completion Non-Conformance Non-Conformance Report (NCR) Pre-commissioning
Quality Quality System (QS)
Quality Assurance
Quality Control Quality Improvement
Quality Management
Quality Planning
Quality Plan
Quality Management System Requirement Sub- Contractor
Standard
Definition Has the meaning specified in the Contract CNT-1100-1000-007 Duqm Refinery Duqm Refinery and Petrochemical Industries Co. (DUQM REFINERY) Joint Venture (JV) of Petrofac International LTD & Samsung Engineering Co. Ltd. Demonstrated ability to apply knowledge and skills. The process of measuring, examining, testing, gauging or otherwise comparing the product with applicable requirements. The specified amount of inspection coverage (at a specific Vendor and/or sub-Vendors) that is necessary to ensure that a product or service conforms to specifications “Mechanical Completion” means that in respect of a Portion or the whole of the Works the conditions set out in Clause 12.5 of the contact Not meeting a specified requirement. Documents a specified requirement is not met. Testing of system components for completion, continuity, operability and in the case of process plants, their ability to withstand operating pressures prior to the introduction of fluids (hydrocarbons or other fluids) into the facility Degree to which a set of inherent characteristics fulfils a requirement. The organization structure, responsibilities, activities, resources and events that together provide organised procedures and methods of implementation to ensure the capability of the organization to meet quality requirements All procedures, work practices and administration and all those planned and systematic actions necessary to ensure consistent quality i.e. to provide adequate confidence that a product or services will be fit for its intended purpose. Operational techniques and activities that prove and sustain the product and service quality to the specified requirements. Actions taken throughout the organization, to increase the effectiveness and efficiency of activities and processes to provide added benefits to both the organization and customers. All activities of the overall management function that determine the quality policy, objectives and responsibilities, and implement them by means such as quality planning, quality control, quality assurance and quality improvement within the quality system. Determining and defining the customer's needs on quality, and framing the objectives, standards and controls to meet them. A document prepared by the Contractor or vendor setting out in chronological order the specific quality practices, resources and activities relevant to a particular contract or order. The QP sets out specific project organizations, interactions, quality practices, resources and sequence of activities pertinent to the contract. It shall unambiguously define the direct control functions and procedures which inspect, measure, test, record and control procurement, fabrication, construction, installation, pre-commissioning and/or mechanical completion activities through established process, specifications and standards for all matters and disciplines involved. Organizational structure, procedures, processes and resources needed to meet the quality objectives. A need, expectation, or obligation, which can be stated or implied by an organization, customers, or other interested parties. means any person, firm, partnership, corporation or combination thereof to whom any part of the Works is subcontracted by the Contractor in accordance with the terms of the Contract, A document providing rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.
DRP001-OUF-GMD-Q-000-500
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Term Scope (SOW)
Shall Should
of
Work
Project Quality Plan
Definition All activities and deliverables to be done for a client and nature of how it shall be conducted. In some cases, the SOW is the same meaning as the Project in others it defines the work to be conducted as part of a contract. Indicates a requirement Indicates a recommendation
DRP001-OUF-GMD-Q-000-500
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Annex C: Abbreviations Term CAR CRA CDR CPIM CV DC DCC DCN EPC GRE FEED FAT HAZID HAZOP HR HSSE HSE IM ISO IT IDC ITP ITR ITT TDR IRN IFAT KPI LL LSTK LLI MRB MC MS NDT NCR OEC PDCA PQP PD PM PQM PEM PPM PPIM PTF PMT PTR PIM PMI PMC PWHT QA QC QMS QCP QM
Definition Corrective Action Request Corrosion Resistance Alloys Construction Document Register Construction Pre Inspection meeting Curriculum Vitae Document Control Document Control Centre Design Change Notice Engineering Procurement Construction Glass Reinforced Epoxy Front –End Engineering Design Factory Acceptance Testing Hazard Identification Hazard and Operability Human Resources Health, Safety, Security, Environmental Health, Safety and Environmental Information Management International Organization for Standardization Information and Technology Inter Discipline Check Inspection and Test Plan Inspection and Test Record Invitation to Tender Technical Document Register Inspection Release Note Integrated Factory Acceptance Testing Key Performance Indicator Lessons Learned Lump Sum Turn Key Long Lead Item Manufacturing Record Book Mechanical Completion Method Statement Non Destructive Testing (synonymous to NDE, Non Destructive Examination) Non-Conformance Report Onshore Engineering and Construction Plan-Do-Check-Act Project Quality Plan Project Director Project Manager Project Quality Manager Project Engineering Manager Project Procurement Manager Project Pre Inspection Meeting Project Task Force Project Management Team Procurement Tracking Register Pre-inspection Meeting Positive Material Identification Project Management Consultant Post Weld Heat Treatment Quality Assurance Quality Control Quality Management System Quality Control Procedure Quality Manual.
DRP001-OUF-GMD-Q-000-500
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Term QP RAM RFSU RMP RFI RIN SM SCE SAT SCM SQM TA TPI TDR VPIM VDR WPS
Project Quality Plan
Definition Quality Plan Risk Assessment Matrix Ready for Start-Up Risk Management Plan Request for Information Request for Inspection Notification Site Manager Safety Critical Element Site Acceptance Test Site Construction Manager Site Quality Manager Technical Authority Third Party Inspectorate. Technical Document Register Vendor Pre-Inspection Meeting Vendor Document Register Welding Procedure Specification
DRP001-OUF-GMD-Q-000-500
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Annex D: ISO 9001:2015 / ISO 29001:2011 & PQP Correlation Matrix
ISO 9001:2015
ISO 29001:2011 Scope General
PQP section Reference
1
Scope
1 1.1
4
Context of the organization
4 Quality management system
8.0 Context of the Organization
4
8.1 Understanding the organization and its context
2.0 Scope
4.1
Understanding the organization and its context
4.2
Understanding the needs and expectations of interested parties
4 Quality management system
8.2 Understanding the needs and expectations of interested parties
4.3
Determining the scope of the quality management system
1.2 Application 4.2.2 Quality manual
8.3 Determining the scope of the quality management system
4.4
Quality management system and its processes
4
8.4
5
Leadership
4.1 5
Quality management system General requirements Management responsibility
9
Leadership
5.1
Leadership and commitment
5.1
Management commitment
9.1
Leadership and commitment
5.1.1 General
5.1
Management commitment
9.1.1 General
5.1.2 Customer focus
5.2
Customer focus
9.1.2 Customer focus
5.2
Policy
Quality management system
Quality management system and its processes
5.3
Quality policy
9.2
5.2.1 Establishing the Quality Policy
5.3
Quality policy
9.2.1 Establishing the Quality Policy
5.2.2 Communicating the Quality Policy 5.3 Organizational roles, responsibilities and authorities
5.3
Quality policy
9.2.1 Establishing the Quality Policy
6
Planning
6.1
Actions to address risks and opportunities
DRP001-OUF-GMD-Q-000-500
Policy
5.5.1 Responsibility and authority 5.5.2 Management representative 5.4.2 Quality management system planning 5.4.2 Quality management system planning
9.3 Organizational roles, responsibilities and authorities
5.4.2 Quality management system planning 8.5.3 Preventive action
10.1
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Planning Actions to address risks and opportunities
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6.2 6.3
Quality objectives and planning to achieve them Planning of changes
7 7.1
Support Resources
Project Quality Plan
5.4.1 Quality objectives
10.2
5.4.2 Quality management system planning 6 Resource management 6 Resource management
10.3
General People Infrastructure Environment for the operation of processes 7.1.5 Monitoring and measuring resources 7.1.5.1 General
6.1 6.1 6.3 6.4
11.1.1 11.1.2 11.1.3 11.1.4
7.1.5.2 Measurement traceability
7.6
7.1.6 Organizational knowledge 7.2 Competence
No equivalent clause 6.2.1 General 6.2.2 Competence, training and awareness 6.2.2 Competence, training and awareness 5.5.3 Internal communication 4.2 Documentation requirements 4.2.1 General 4.2.3 Control of documents 4.2.4 Control of records 4.2.3 Control of documents 4.2.4 Control of records 7 Product realization 7.1 Planning of product realization 7.2 Customer-related processes
7.1.1 7.1.2 7.1.3 7.1.4
7.3
Awareness
7.4 7.5 7.5.1 7.5.2
Communication Documented information General Creating and updating
7.5.3 Control of documented Information 8 Operation 8.1 Operational planning and control 8.2 Requirements for products and services 8.2.1 Customer communication 8.2.2 Determination of requirements related to products and services 8.2.3 Review of requirements related to products and services 8.2.4 Changes to requirements for products and services 8.3 Design and development of products and services
DRP001-OUF-GMD-Q-000-500
Provision of resources Provision of resources Infrastructure Work environment
7.6
Control of monitoring and measuring equipment No equivalent clause Control of monitoring and measuring equipment
7.2.3 Customer communication 7.2.1 Determination of requirements related to the product 7.2.2 Review of requirements related to the product 7.2.2 Review of requirements related to the product 7.3Design and development
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11 11.1
Quality objectives and planning to achieve them Planning of changes Support Resources
General People Infrastructure Environment for the operation of processes 11.1.5 Monitoring and measuring resources No equivalent clause 11.1.5 Monitoring and measuring resources 11.1.6 Organizational knowledge 11.2 Competence
11.3
Awareness
11.4 11.5 11.5.1 11.5.2
Communication Documented information General Creating and updating
11.5.3 Control of documented information 12 Operation 12.1 Operational planning and control 12.2 Requirements for products and services 12.2.1 Customer communication 12.2.2 Determination of requirements related to products and services 12.2.3 Review of requirements related to products and services 12.2.4 Changes to requirements for products and services 12.3 Design and development of products and services
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8.3.1 General 8.3.2 Design and development planning 8.3.3 Design and development inputs 8.3.4 Design and development controls
8.3.5 Design and development outputs 8.3.6 Design and development changes 8.4 Control of externally provided processes, products and services 8.4.1 General 8.4.2 Type and extent of control
8.4.3 Information for external providers 8.5
Production and service provision 8.5.1 Control of production and service provision
8.5.2 Identification and traceability 8.5.3 Property belonging to customers or external providers 8.5.4 Preservation 8.5.5 Post-delivery activities 8.5.6 Control of changes 8.6 Release of products and services
8.7 9
Control of nonconforming outputs Performance evaluation
9.1
Monitoring, measurement, analysis and evaluation 9.1.1 General
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Project Quality Plan
7.3.1 Design and development planning 7.3.1 Design and development planning 7.3.2 Design and development inputs 7.3.4 Design and development review 7.3.5 Design and development verification 7.3.6 Design and development validation 7.3.3 Design and development outputs 7.3.7 Control of design and development changes 4.1 | General requirements 7.4.1 Purchasing process 7.4.1 Purchasing process 7.4.1 Purchasing process 7.4.3 Verification of purchased product 7.4.2 Purchasing information 7.4.3 Verification of purchased product 7.5 Production and service provision 7.5.1 Control of production and service provision 7.5.2 Validation of processes for production and service provision 7.5.3 Identification and traceability 7.5.4 Customer property
7.5.5 Preservation of product 7.5.1 Control of production and service provision 7.3.7 Control of Design and Development Changes 7.4.3 Verification of purchased product 8.2.4 Monitoring and measurement of product 8.3 Control of nonconforming product 8 Measurement, analysis and improvement 8 Measurement, analysis and improvement 8.1 General 8.2.3 Monitoring and Measurement Processes
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12.3.1 General 12.3.2 Design and development planning 12.3.3 Design and development inputs 12.3.4 Design and development controls
12.3.5 Design and development outputs 12.3.6 Design and development changes 12.4 Control of externally provided processes, products and services 12.4.1 General 12.4.2 Type and extent of control
12.4.3 Information for external providers 12.5
Production and service provision 12.5.1 Control of production and service provision
12.5.7 Identification and traceability 12.5.8 Property belonging to customers or external providers 12.5.9 Preservation 12.5.10 Post-delivery activities 12.5.11 Control of changes 12.6
Release of products and services
12.7 Control of nonconforming outputs 13 Performance evaluation 13.1
Monitoring, measurement, analysis and evaluation 13.1.1 General
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9.1.2 Customer satisfaction
8.2.1 Customer satisfaction
13.1.2 Customer satisfaction
9.1.3 9.2 9.3 9.3.1 9.3.2 9.3.3 10 10.1 10.2
8.4 Analysis of data 8.2.2 Internal audit 5.6 Management review 5.6.1 General 5.6.2 Review input 5.6.3 Review output 8.5 Improvement 8.5.1 Continual improvement 8.3 Control of nonconforming product 8.5.2 Corrective action 8.5.1 Continual improvement 8.5.3 Preventive action
13.1.3 Analysis and evaluation 13.2 Internal audit 13.3 Management review 13.3.1 General 13.3.2 Management review input 13.3.3 Management review output 14 Improvement 14.1 General 14.2 Nonconformity and corrective action
Analysis and evaluation Internal audit Management review General Management review input Management review output Improvement General Nonconformity and corrective action
10.3 Continual Improvement
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PROJECT QUALITY PLAN
B1
13/11/18
Class 1
Issued for Design (IFD )
Chetan Chitta
G.K.Sridharan
Raffaele Foti
O2
07/10/18
Class 1
Issued Client Comments Incorporated (ICCI )
Chetan Chitta
G.K.Sridharan
Raffaele Foti
O1
18/06/18
Class 1
Issued for Client Review ( IFCR )
Chetan Chitta
G.K.Sridharan
Raffaele Foti
Rev.
Date
Document Class
Issue Purpose
Number Origin
Document Number
Client No.
DRP001-OUF-GMD-Q-000-500
Contractor`s No.
SO0267-SV0P-QAP-GMD-Q-000-500
Author
Checked
Approved Rev. B1
Duqm Refinery Project – EPC Package 2
Project Quality Plan
Revision History Amendment Date
Revision Number
Amender Initials
Amendment
18/06/2018
O1
CC
NA
07/10/2018
O2
CC
Revised based on Company comments
13/11/2018
B1
CC
Issued for Design
Related Documents Document Number
Document Name
Description of Content Refer Annexure- A
Holds Section Number
Short Description of Hold
Definitions and Abbreviations Term
Comment Refer Section 4.0
DRP001-OUF-GMD-Q-000-500
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Distribution List
Position
Copy Number
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Distribution / Access
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Project Quality Plan
TABLE OF CONTENTS 1.0 Purpose ................................................................................................................................................... 7 2.0 Scope …………………………………………………………………………………………………………......7 3.0 Project introduction and Overview……………………………………………………..…………..……......8 4.0 Definitions & Acronyms ...... ................................................................................................................12 5.0 Project Quality Policy .................................................................................................................... .... .15 6.0 Project Quality Objectives…………………………………………………………………………………....16 7.0 Project Quality Strategies………………………………………………………………………………….
16
8.0 Context of the Organization……………………………………………………………………………….
17
9.0
8.1
Understanding the organization and its context ................................................................... 17
8.2
Understanding the needs and expectations of interested parties........................................ 17
8.3
Determining the scope of the quality management system ................................................. 17
8.4
Quality management system and its processes .................................................................. 19
Leadership ........................................................................................................................................ 20 9.1
9.2
Leadership and commitment................................................................................................. 20 9.1.1.
General ................................................................................................................... 20
9.1.2
Customer focus ....................................................................................................... 20
Policy .................................................................................................................................... 21 9.2.1
9.3 10
11
Establishing the quality policy ................................................................................. 21
Organizational roles, responsibilities, and authorities.......................................................... 21
Planning ........................................................................................................................................... 22 10.1
Actions to address risks and opportunities .......................................................................... 22
10.2
Quality objectives and planning to achieve them ................................................................. 24
10.3
Planning of changes ............................................................................................................ 25
Support ............................................................................................................................................. 26 11.1
Resources ............................................................................................................................. 26 11.1.1 General ................................................................................................................... 26 11.1.2 People ..................................................................................................................... 26 11.1.3 Infrastructure ........................................................................................................... 26 11.1.4 Environment for the operation of processes ........................................................... 27 11.1.5 Monitoring and measuring resources ..................................................................... 28 11.1.6 Organizational knowledge....................................................................................... 29
11.2
Competence ......................................................................................................................... 29
11.3
Awareness ............................................................................................................................ 30
11.4
Communication .................................................................................................................... 31
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Documented information ...................................................................................................... 32 11.5.1 General ................................................................................................................... 32 11.5.2 Creating and updating ............................................................................................. 33 11.5.3 Control of documented information ......................................................................... 34
12
Operation .......................................................................................................................................... 37 12.1
Operational planning and control ......................................................................................... 37
12.2
Requirements for products and services ............................................................................. 38 12.2.1 Customer communication ....................................................................................... 38 12.2.2 Determining the requirements for product and services ......................................... 38 12.2.3 Review of the requirements for product and services ............................................ 39 12.2.4 Changes to requirements for products and services .............................................. 40
12.3
Design and development of products and services .............................................................. 41 12.3.1 General .................................................................................................................... 41 12.3.2 Design and development planning ......................................................................... 41 12.3.3 Design and development inputs ............................................................................. 43 12.3.4 Design and development controls .......................................................................... 43 12.3.5 Design and development outputs ........................................................................... 46 12.3.6 Design and development changes ......................................................................... 46
12.4
Control of externally provided processes, products and services ........................................ 48 12.4.1 General .................................................................................................................... 48 12.4.2 Type and extent of control ...................................................................................... 48
12.5
12.4.3
Information for external providers .......................................................................... 51
12.4.4
Sub-Contracting ..................................................................................................... 52
12.4.5
Expediting and Shipping ........................................................................................ 53
Production and service provision .......................................................................................... 54 12.5.1 Control of production and service provision ............................................................. 54 12.5.2 Planning of Project Implementation/Realization ..................................................... 55 12.5.3 Interface Management ............................................................................................ 56 12.5.4 Process Control....................................................................................................... 57 12.5.5 Validation of Process for Production & Service ...................................................... 58 12.5.6 Construction ............................................................................................................ 58 12.5.7 Identification and traceability................................................................................... 62 12.5.8 Property belonging to customers or external providers .......................................... 63 12.5.9 Preservation ............................................................................................................ 63 12.5.10 Post-delivery activities ............................................................................................ 64 12.5.11 Control of changes .................................................................................................. 64
12.6
Release of products and services .......................................................................................... 65
12.7
Control of nonconforming outputs .......................................................................................... 65
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Project Quality Plan
Performance evaluation ................................................................................................................... 66 13.1
Monitoring, measurement, analysis and evaluation .............................................................. 66 13.1.1 General .................................................................................................................... 66 13.1.2 Customer satisfaction ............................................................................................. 68 13.1.3 Analysis and evaluation ........................................................................................... 68
13.2 Internal audit ............................................................................................................................. 69 13.3 Management review ................................................................................................................. 70 13.3.1 General ..................................................................................................................... 70 13.3.2 Management review inputs ...................................................................................... 70 13.3.3 Management review outputs .................................................................................... 70 14
Improvement ...................................................................................................................................... 71 14.1 General ................................................................................................................................... 71 14.2 Nonconformity and corrective action........................................................................................ 71 14.3 Continual improvement ............................................................................................................ 71
Annexures ..................................................................................................................................................... 72 Annex A: List of References and Documented information .............................................................. 72 Annex B: Definition ............................................................................................................................ 79 Annex C: Abbreviations..................................................................................................................... 81 Annex D: ISO 9001:2015 / ISO 29001:2011 & PQP Corelation Matrix ............................................ 83
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1.0
Project Quality Plan
Purpose The purpose of this Project Quality Plan (PQP) is to define the project quality system, quality-related activities, plans and procedures, and to set out the specific quality practices, responsibilities, resources and sequence of activities relevant to quality management of Duqm Refinery Project. This Project Quality Plan (PQP) is expected to provide all project team personnel with a concise description of the Project Quality Management System (QMS) to be applied to all activities during the execution of the Duqm Refinery Project. It ensures that the QMS is consistently applied by the Project team throughout all project phases by providing a standardized governance, assurance and delivery process. This PQP supports the Project Execution Plan (PEP) generated for Duqm Refinery Project and it act as a guide line for various parties Viz. client, PMC consultant, vendors, Sub-Contractor who are involved in the project at different phases such as engineering, procurement, construction, commissioning and handover etc. to understand the overall quality related intentions and expectation of DUQM REFINERY. Contractors and Vendors shall cascade the requirements stated in this plan to their respective quality plans. This PQP meets the intent of the requirements of ISO 9001 -2015, for Quality Management Systems requirements.
2.0
Scope
The Scope of this Project Quality Plan is limited to CONTRACTOR’s (JV consisting of Petrofac International Limited (PIL) who is JV leader & Samsung Engineering Company Limited ( SECL) ) Quality Management System for Engineering, Procurement, Construction, Pre-commissioning, Commissioning and handover of EPC 2 Package which consists of offsites, utilities and pipelines, the scope also covers activities executed by Vendors, Sub-Contractors. The PQP includes measures for achieving continual improvement during the execution of the project. The PQP will be periodically reviewed and if necessary updated to ensure continuous suitability and effectiveness. The PQP will also be reviewed and updated whenever major changes are introduced; e.g. Major changes in work scope or project organization structure. Application of this PQP is mandatory for all Project Team personnel as It is everyone’s responsibility to understand the importance of Project QMS and ensure compliance to the its’s requirements. CONTRACTOR’s Quality Management System is established based on its company quality policies and in line with Duqm Refinery Quality Policies and requirements. Its derivatives such as project specific work procedures, Inspection & Test Plans (ITP) and Quality Control Procedures (QCP) assist in defining and controlling all work processes that have a direct effect on project Quality. The project will be executed in accordance with CONTRACTOR’s (JV) established / project specific procedures covering all phases of project work. PIL and SECL will follow internal Corporate procedures mainly in Engineering Phase of the project; apart from Project specific Procedures, which will be referenced in the relevant sections.
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Project Quality Plan
Project Introduction and Overview Project Introduction The Duqm Refinery and Petrochemicals Industries Co (DRPIC) Project is a grassroots Crude Oil Refinery at Duqm on the Arabian Sea coast of Oman, approximately 600km south of Muscat. The Refinery is to process a range of Middle Eastern crude oils at a design rate of 230,000 BPSD. It is a Hydrocracker/Coker based distillates refinery. It is configured with multiple licensed refining technologies and open art units. The Hydrocracker Unit capacity is based on the maximum capacity achievable in a single train. The main products of the Refinery are LPG, naphtha, jet/ kerosene, diesel, petroleum coke and sulphur. The Refinery is to be designed to deliver a range of product quantities and achieve the required product specifications of each of these products. The main processing objective of the Refinery is to maximise Diesel production whilst meeting Euro V Standards. The Refinery will be supplied with crude oil via a pipeline from the Ras Markaz Oil Terminal (by others). Products will be exported via pipelines to the Port of Duqm where they will be stored and then loaded onto ships through the Export Terminal Facility. The solid products of pet-coke and sulphur will be transported by trucks to the storage yard at Export Terminal Facility. Natural Gas will be supplied via a pipeline (by others) to feed the Hydrogen Production unit and supplement the refinery fuel gas system. Electrical power and desalinated water will be imported across the Refinery fence from Marafiq. The Refinery’s Waste Water Treatment Plant (WWTP) will discharge to common outfall facilities (by others). Project Overview The Oman government aims to expand and improve the petroleum refining and petrochemical base in the country to meet domestic demand and increase export of petroleum products and petrochemicals. Oman Oil Company S.A.O.C. (OOC) and Kuwait Petroleum International have expressed their interest in the setting up of a new oil refinery at Duqm, approximately 600km south of Muscat on the Arabian Sea coast. The location is remote with limited infrastructure in place, but is being developed as a major industrial site.
Refinery will have a name plate capacity of an estimated 230,000 BPSD. Crude oil and liquid products (Naphtha, Jet A-1, Diesel, Refrigerated LPG, Sulfur Pellets and Coke) are to be imported/exported at DRP001-OUF-GMD-Q-000-500
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the adjacent Port of Duqm. OOC and IPIC have incorporated a new company for the new oil refinery project called Duqm Refinery & Petrochemical Industries Company. The proposed refinery consists of licensed units engineered by licensors in the industry and the Open art units designed and engineered by the FEED Contractor. The overall scope of the Duqm Refinery Project is described by three Packages issued by Company, EPC Package 1 consisting Process Units, EPC Package 2 for Utilities and Offsites and EPC Package 3 included the product export terminal in Duqm Port, the Duqm Refinery dedicated crude storage tanks and interconnecting pipeline from these crude tanks to Duqm Refinery. Offsite (EPC Package 2) Offsite Units include: •
Crude Import Facilities
•
Crude Oil Storage
•
Intermediate Storage
•
Product Storage
•
LPG Storage and Associated Facilities
•
Sulphur Storage
•
Sulphur Pelletisation and Refinery Sulphur Loading
•
Refinery Coke Loading
•
Diesel & Jet A1 Truck Loading
•
Natural Gas Reception Facilities
•
Refinery Flare System
•
Fire Fighting System
•
Slop Oil System
•
Hydrocarbon Drain System
•
Waste Water Treatment Plant
•
Waste Handling and Disposal System
•
Flushing Oil System
•
Spent Caustic System
•
Drainage System – Oil Water System
•
Drainage System – Clean Water
•
Interconnecting Pipe racks
•
Infrastructure
•
Buildings
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Utilities (EPC Package 2) Units include: •
Potable Water, Service Water
•
Cooling Water System
•
De-min Water System
•
Boiler Feed Water System
•
Steam Generation and Condensate
•
Refinery Fuel Systems
•
Plant and Instrument Air
•
Nitrogen System
•
Chemical Systems: Caustic, Sulphuric Acid, Fuel Additives
•
Electrical Power Distribution
Notwithstanding the above certain Utilities distribution systems and headers are shared between both Packages. Pipelines (EPC Package 2) The following pipelines are included in the scope of work Preliminary OD (in) See below
ORIGIN
DESTINATION
LIQUID JETTY
REFINERY
Pressurised LPG Product
12
REFINERY
LIQUID JETTY
Naphtha Product
12
REFINERY
LIQUID JETTY
Jet A-1 Product
10
REFINERY
LIQUID JETTY
Diesel Product
16
REFINERY
LIQUID JETTY
REFINERY
LIQUID JETTY
DESCRIPTION Crude Oil Import (Future see below)
Heavy Sulphur (HSFO)
Fuel
Oil
16
Note: This excludes the Crude Oil Import line from Ras Markaz that will be provided by EPC 3 . The pipeline design scope covers the above ground pipelines, as well as the buried section (in the security exclusion zone of the refinery boundary) with battery limit starting from refinery transfer facilities to the jetty fence line. In future it may be decided that Crude Oil will be transferred by pipeline from the jetty to crude oil receiving facilities in the Refinery. Space is to be allocated in the pipeline corridor for this future line that will be no bigger than 30” (OD). The unloading facilities and pipeline on the jetty will be by others. Product transfer facilities will be located inside the Refinery and include metering as required. EPC Package 3 included the product export terminal in Duqm Port, the Duqm Refinery dedicated crude storage tanks and interconnecting pipeline from these crude tanks to Duqm Refinery. It should be noted that the Pipeline corridor itself will be designed and constructed by others (SEZAD). DRP001-OUF-GMD-Q-000-500
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Refinery Site Plan showing EPC1 and EPC2 Packages
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4.0 Definitions & Acronyms Terms and Definitions COMPANY: Duqm Refinery and Petrochemical Company LLC (DRIPC) CONTRACTOR: JV of Petrofac International Limited & Samsung Engineering Company Limited VENDOR: All companies, firms, bodies, entities and partnerships providing goods for project SHALL: The word ‘shall’ indicate mandatory SHOULD: The word ‘should’ indicate recommended requirement Sub-Contractor
: All companies, firms and partnerships to whom any part of the work has been Sub contracted by Contractor
The terms and definitions stated in ISO 9000, Quality management systems fundamentals and vocabulary, apply unless otherwise mentioned here. Terms, Acronyms and Abbreviations: Term / Acronym / Abbreviation BoD
Explanation / Definition Basis of Design
CAR
Corrective Action Request
CDR
Construction Register
CSU
Commissioning and Start-Up
DCC
Document Control Centre
DCN
Design Change Notice
EPC
Engineering, Procurement and Construction
FAT
Factory Acceptance Test
PIL
Petrofac International Ltd
PEST
Political, Economic, Social and Technological ( Analysis ) Front End Engineering Design
FEED
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&
Commissioning
Document
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Term / Acronym / Abbreviation
Explanation / Definition
HAZOP
Hazard and Operability Study
HAZID
Hazard Identification
HSSE
Health, Safety, Security and Environment
IPF
Instrumented Protective Functions
IDC
Inter Discipline Check
ISO
International Organization for Standardization
IRN
Inspection Release Note
ITP
Inspection and Test Plan
ITR
Inspection and Test Record
ITT
Invitation to Tender
IW
Inspection Waiver
KPI
Key Performance Indicator
LL
Lesson Learned
MC
Mechanical Completion
MCC
Mechanical Completion Certificate
MRB
Manufacturer Record Book
MS
Method Statements
NCR
Non Conformance Report
OEC
Onshore Engineering and Construction
PAT
Performance Acceptance Test
PD
Project Director
DRP001-OUF-GMD-Q-000-500
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Term / Acronym / Abbreviation
Explanation / Definition
PIM
Pre Inspection Meeting
PEP
Project Execution Plan
PQM
Project Quality Manager
PQP
Project Quality Plan
PTR
Procurement Tracking Register
QA
Quality Assurance
QC
Quality Control
QCP
Quality Control Procedure
QMS
Quality Management System
RFI
Request For Inspection
RFSU
Ready For Start Up
RFSUC
Ready For Start Up Certificate
SAT
Site Acceptance Test
SECL
Samsung Engineering Company Limited
SIL
Safety Integrity Level
SMC
System Mechanical Certificate
SQM
Site Quality Manager
SRC
System Ready Certificate
STC
System Test Certificate
TDR
Technical Document Register
VDR
Vendor Document Register
SWOT
Strength, Weakness, Opportunities & Threats
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5.0 PROJECT QUALITY POLICY
The JV team aims to deliver the project following quality policy of Duqm Refinery, all activities for the project execution will be carried out in full compliance with JV quality management system which is fully in alignment with company standards, design data, statutory and regulatory requirements (where applicable) and ISO 9001-2015. JV Project Director will provide the leadership to the project management team and committed to provide the following,
Initiate actions for understanding the needs and requirements of the customer including statutory and regulatory requirements
Allot adequate and competent resources throughout the duration of the project execution
Establish JV Project Quality Management System covering all project activities ( Engineering, Procurement, Construction, Commissioning to Handover ), and continually improve the effectiveness of quality management system to enhance company satisfaction
The Contractors and its Suppliers shall manage Quality in line with DUQM REFINERY Quality Policy. Contractor shall ensure the compliance with the requirements during execution of the Contracts. Initiate activities and controls that will ensure products or services are delivered meeting the technical intent and the asset is built to a level of standard which ensures safe, reliable operation.
Identifying needs and expectations of all interested parties and communicating company requirements including regulatory requirements that will deliver the product meeting customer requirement consistently
JV Project Director will communicate Quality Policy to all stake holders and interested parties and create awareness among the project team for its understanding and application. The quality policy will be implemented through our project quality management system and periodic audits, project reviews will be used to verify conformance with requirements, assess continuing suitability and effectiveness with company requirements.
Foti Raffaele JV Project Director
DRP001-OUF-GMD-Q-000-500
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6.0 Project Quality Objectives
Following are the project quality objectives which are specified and recommended by the company Compliance: Assure compliance with project specified requirements including project specifications, national and international code and standards and statutory requirements where applicable Technical Integrity: Assure that technical integrity is verified and maintained in all the project phases Objective Evidence: Assure the evidence of “conformance to requirements” is clearly identified, recorded and maintained. Identify, compile and verify quality records and documentation in a timely manner during the life of the project Vendor / Supplier / Sub-Contractor Quality Management: Assure supplier and sub-Contractor manage quality in line with company quality requirements stated and implied Lesson Learned and Continual Improvement: Recognize and apply lesson learned during the project execution at various stages based on in house LL module and strive for continual improvement throughout the project duration ICV – Assure compliance to Schedule 17 of the Contract. Contractor, Subcontractors and Vendors to contribute to Company’s objective of increasing in-country value (ICV) in Oman. For ensuring the in country value, EPC contractor will utilise local companies to provide construction material, services and equipment’s. The above quality objectives will be further developed and detailed for different project phases as appropriate, Key performance Indicators will be developed in line with above objective and same will be monitored and reviewed as part of quality management system 7.0
Project Quality Strategies
Adopt “Right First Time” approach to minimize the amount of checking and rework Inbuilt Quality- Quality Built by Design. Proactive Approach- Defect Prevention rather than detection and correction Resources: Engage and use an effective, competent and skilled project team utilizing project and group expertise available in the company that satisfies the needs of the project Compliance: Clear and timely communication of requirements to the project team as well as Contractors and suppliers. Adopt ISO 9001 as quality system standard applied to the project by all parties. Verify and document compliance to the requirements through audits / reviews and surveillance Technical and Project Assurance : Establish an integrated Project Controls & Assurance Plan that will be implemented to manage quality through the measurement of critical parameters in key business processes, ensure compliance with Project requirements, demonstrate assurance to Project stakeholders, provide clear audit trails and assess the continuing effectiveness of the QMS. Ensure decisions and approvals of project deliverables by the competent authority through the approved key personnel’s (as specified in contract). Risk-based Quality Management System: Utilize a risk based quality audit and quality intervention and criticality rating process for services, equipment, products, goods, and materials to determine the appropriate level of quality assurance, surveillance and inspection activity.
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8.0
Context of the organization
8.1
Understanding the organization and its context Contractor has determined relevant external and internal issues and items that may become relevant to the company's purpose and strategic direction, and may affect our ability to achieve the intended results of the Quality Management System (QMS) At organization level analysis such as PEST followed by SWOT is done to identify the internal and external issues including issues related interested parties and organization QMS is defined accordingly.
8.2
Understanding the needs and expectations of interested parties Contractor organization has a unique set of interested parties whose needs and expectations change and develop over time. To ensure that our projects and processes continue to meet the changing expectations. We convert relevant needs and expectations into requirements which become inputs to our QMS and to our projects. Contractor is committed to continually monitoring, reviewing and analyzing information and relevant requirements of the interested parties to assure their requirements are effectively managed in the QMS. Customers: expectation of project / Client Satisfaction / Timely completion Employees: Recognition & Rewards, Good working atmosphere, Competency enhancement Vendors / Sub-Contractors: Mutual benefits, effective communication and coordination Regulators / Statutory Authority - Compliance to regulations Other EPC Contractors - Effective communication on interfaces Society: Local employment, safe environment, ethical behavior
8.3
Determining the scope of the quality management system This PQP is applicable to all functional aspects of the Project scope as stated in section 2. Application of this PQP is mandatory for all work locations i.e. Contractor’s Sharjah Home office, JV partner office at Seoul, Value Engineering Centre at Chennai (PIL), Delhi (SECL) and Construction site. The Project Quality Plan establishes the applicable top-level quality assurance program requirements, identifies or references implementation plans, procedures, and practices for the project including
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Project Management, Detail Engineering, Procurement, Construction, commissioning and other support services to be performed by the Contractor, vendors and sub-Contractors Vendors and Subcontractors will follow their own QMS and
where applicable Vendors and Sub-
Contractor will be required to submit project-specific quality programs based on their established practices taking into account the principles described herein. Vendors and Sub-Contractor quality programs will be subject to client review and approval where applicable The following activities are integral applications for the implementation of the project QMS
Frame strategy for Quality and Technical Integrity assurance against identified risks and establish quality resource needs including third party inspection.
Provide Quality Assurance input to project execution strategy including contracting strategies.
Establish and set document, equipment and material criticality ratings and quality intervention levels.
Surveillance of sub-Contractors & Vendors QA/QC systems and performance.
Align Construction sub-Contractor’s SQP with Contractor’s QMS and SQP
Conduct quality audits and peer reviews.
Surveillance of Sub-Contractors and Vendor ITP’s and their performance.
Periodic quality management review of the project.
Continual improvement, non-conformance reporting, corrective & preventative action, and trend analysis.
Set Quality Procedures for Engineering, procurement, construction and commissioning.
Quality Control Plans, Procedures and/or work instructions aligned to workflows shall be prepared, documented and maintained where considered necessary. Main Sub-Contractor, Vendors associated with Project will follow their respective Quality Manual’s & PQP’s approved by the Contractor & Company pertaining to their scope of work, it will form an integral part of the overall Project Quality Management System. Contractor developed standard QCP / ITP and ITR will be shared with site sub-Contractors who will use and develop project specific QCP/ITP and ITR and submit it to Contractor review and approval, this way Contractor will ensure consistent quality across all sub-Contractor in terms of scope, extent of inspection including the documentation / records which will ensure close loop quality management at site. Also Company requirements related to QMS will be suitably communicated to Vendors and Subcontractors by Contractor. Contractor shall develop Engineering Execution Plan and apart from Engineering Execution Plan SECL will follow their internal procedures for design and development for their scope of work and common scope of work assigned to them And PIL will be follow their internal procedures for design and development for their scope of work common scope of work assigned. For Procurement, Contractor will follow Project specific JV procedures . For Construction, Close loop close loop quality management and PetroPCS system will be followed. Evolution of Project Quality Managements system flow chart in accordance with ISO 9001:2015 is as below-
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Vendors / Sub-Contractor / down the supply chain QMS certified to ISO 9001:2008 are acceptable until August 2018. Starting September 2018, certification to ISO 9001:2015 shall be followed. 8.4
Quality management system and its processes The Management System Model is the underlying model for Contractor’s HSSE (Health, Safety, Security, Environment) and Quality Management Systems. The MS Model follows the ‘Plan Do Check Act’ concept, which underpins the ISO 9001 standard. Contractor work recognizes a number of processes or functions which interact to deliver customer expectations.
This
is
shown
below
as
a
business
process
model.
The Quality Management System applies across the business and is deployed through our Quality Management System (QMS) Standards are fully aligned with ISO 9001 requirements.
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9.0
Leadership
9.1
Leadership and commitment
9.1.1.
General
Project Quality Plan
CONTRACTOR's JV Project Director is responsible for implementing the QMS, which includes the development and deployment of the project quality policy, objectives and KPI. The leadership directs the employees to establish project-specific plans that are customer focused. Project Director provides the leadership and governance to all activities related to the lifecycle processes defining the strategic direction, responsibility, authority, and communication to assure the safe and effective performance. In addition, governance activities include systematic verification of the effectiveness of our QMS by undertaking internal audits and analysing performance data. Regular management reviews ensure that our quality management system is adequate and effective, and that any necessary adjustments are made as a result.
POLICY, LEADERSHIP AND COMMITMENT Hazard & Risk Management, Planning Objectives, Targets & Legal Requirements
Organisation, Responsibilities, Resources
Training, competency and behaviours Communication and Consulltation
Documentation, Implementation & Operational approach
Corrective action & Risk Management
Complaince Assurance
Crisis, Incident and Non-Conformance Management
Performance Measurement, Review & Improvement
The Project Director, with the support of PQM will ensure the effective implementation and evaluation of the project quality management system and will periodically review its effectiveness. This will be achieved by:
9.1.2
Implementing measures that satisfy all Statutory, Regulatory and Company requirements
Ensuring the dissemination of the quality policy, establishing quality objectives consistent with the quality policy and establishing an implementation plan to achieve quality objectives
Ensuring the continual improvement of processes, obtaining the necessary management resources for the work and ensuring its effective operation.
Customer focus The Project QMS is intended to provide the customers, with confidence that the mandatory Project Contractual obligations, Statutory and Regulatory requirements, and related quality requirements are being achieved.
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The Project director in conjunction with the project team members will ensure that the Project management systems are established and implemented to meet the expectations of all the stake holders and interested parties of the project Contractor conducts regular (weekly/Monthly) meetings with Company to understand their perceptions during project execution and complaints if any received by Contractor’s personnel during project execution, it shall be resolved by taking appropriate correction and corrective actions as agreed. The Contractor’s Quality Management shall be responsible for collecting & handling the customer feedback as per Contractor’s External Customer Feedback procedure. Right First Time Procedure is prepared based Contract requirements as specified in DRP001-FEDGSU-U-000-311- EPC Contractor Services. RFT strategic objective is to establish quantitative targets to be achieved during the Commissioning and Start-Up (CSU) phases. This objective is reinforced by building an RFT structure for all project phases with experienced competent people that have clear roles and responsibilities, the application of “best practices”, ongoing monitoring of performance and appropriate corrective action. For the Duqm Refinery Project package-2, there are four (4) main Objective areas that have been identified for all project phases as being critical to the success of the RFT process as Safe, Clean, Tight & Operable. For details refer Right first time Procedure. Project Document Document No
Document Title
DRP001-OUF-PRO-Q-000-500
Right First Time Procedure
9.2
Policy
9.2.1
Establishing the quality policy Contractor Project quality policy provides the direction and framework for establishing key Project level performance measures, as well as related objectives and targets. Project Director establish the Project quality policy which is documented, communicated via intranet (project view) and induction programs Refer Section 5.0 where the project quality policy is published based on company requirements considering below
9.3
The changing needs and expectations of relevant interested parties.
The risks and opportunities that are presented through the risk management process.
Relevant audit findings or Lessons learned which deems to change the project policy.
Organizational roles, responsibilities, and authorities Project organization is established to ensure proper authority, responsibility and communication in executing the project meeting the project objectives. A high level Project Management organization chart indicating the positions and their reporting structures are included in the Project office organization chart and Project site organization chart. Responsibilities and authorities are defined and communicated in order to facilitate effective Project Quality Management System. Project Key personnel are identified on the Project Office Organisation
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Chart. Curriculum Vitae (CV) of key personnel will be submitted to Company for approval. Key personnel are interviewed and approved by Company. All Project personnel are responsible for ensuring requirements affecting the quality and also will be responsible for impacts of activities been performed and control the associated risks appropriately. Overall responsibility ensuring effectiveness of Project QMS lies with JV PD; who has assigned the responsibility of ensuring compliance to Project QMS requirements. Functional & department heads are accountable for establishing their QMS and ensure its effectiveness. Project Document Document No
Document Title
DRP001-OUF-GMD-G-000-505
Project Roles and Responsibilities
NA
Project Office Organization Chart
NA
Project Site Organization Chart
10
Planning
10.1
Actions to address risks and opportunities The project control department of contactor has the overall responsibility of managing the risk evaluation process who coordinate and carry out risk analysis process by involving project personals, evaluating them, controlling them and monitoring the effectiveness of the action implemented. The project control department receive various views and inputs from different areas and expertise with respect to identifying risks and opportunities, setting related criteria, and performing the evaluation they also make sure that
Necessary knowledge is available for Risk Management
All risks are identified and Mitigation actions are planned
The evaluation of mitigation actions are evaluated
Responsible Personnel’s for the implementation of mitigation actions
Periodic monitoring of risks and evaluate residual risks post mitigation actions
The objective for developing an overall project risk management process is to anticipate future potential threats / opportunities to treat them as soon as possible as their manageability is decreasing while the project is being progressed. The process and methods to be implemented for risk management throughout the project will,
Promote anticipation and management of risk which is preferred attitude to corrective actions
Improve communication to facilitate problem-solving
Assign risk ownership and provide visibility of risk controlling and/or mitigation actions
Project Risk Management activities include any risks to the project objectives, mainly in terms of profit, schedule, reputation and HSE (Health, Safety and Environment) most importantly. The Project risk and opportunity register will include the risk, the assessment and the action details.
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A formal risk assessment session at the beginning of the project will be conducted to align risk registers and will involve representation from all key stakeholders as required to ensure that each party receives the information necessary to address the risks identified. Project Document Document No
Document Title
DRP001-OUF-SPE-Q-000-507
Risk Management Procedure
NA
Risk and Opportunity Register
The lessons learned from previous projects can become input to all phases of the project. Lesson Leaned Process is explained in Below Flow chart.
The Lessons from the Company are discussed and agreed after mutual discussions for implementation in the Duqm Project & included in Project LL Register.
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10.2
Project Quality Plan
Quality objectives and planning to achieve them The effectiveness of a QMS depends on the extent to which quality objectives have been achieved. Quality objectives will be planned and allocated to the appropriate and relevant functions and processes at project levels which will be consistent with the project quality policy. The project quality objectives are listed under section 6 of this document, the objective will be broken down to KPIs which will be monitored at planned time intervals, the objectives may be updated based on the review. The objectives and KPI are documented and communicated to all, some of the objectives are qualitative in nature and some may be quantitative. The Contractor organization will determine which actions are needed to achieve its quality objectives, required resources, responsible parties, and establish a system for monitoring and reporting the status of the quality objectives. The quality objectives are a result of quality policy, for the project the quality policy and objectives are based on the company requirements and the KPI established are aligned to the project quality objectives. The KPI will be monitored and reported on monthly basis and trend analysis will be reviewed during management review meeting. Project Specific Documents Document No
Document Title
DRP001-OUF-GMD-Q-000-502
KPI
Planning the QMS related clauses in accordance with ISO 9001:2015 Intrested parties (4.2)
Vision
Strategic Direction
Understanding Context (4.1)
Relevant? (4.1, 4.2)
System scope (4.3)
Intended outcomes
Policy development (5.2.1)
Quality policy
Resources (7.1)
Identify risks & Oppurtunities (6.1)
Process control (8.1)
Check
Processes (4.4)
Documented information (7.5)
Objectives setting & planning (6.2)
Plans Objectives
Data (9.1.3)
Documented information (7.5)
Metrics (9.1.1) Yes On target
No Corrective action (10.2.1)
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10.3
Project Quality Plan
Planning of changes The ability in managing changes enhances the level of improvement in the organization, and failure to manage changes in the QMS is a major contributor to nonconformities. The key elements of planning of changes are as follows Identifying the Changes: A change is any modification to an element in the QMS or to a combination of several elements that may affect the quality of the product or the service or the ability of the organization to realize the product or the service according to the specifications. Understanding the Purpose of Changes: The purpose of a change refers to the anticipated outcome of the change, and it guides your planned actions. The purpose of a change is derived from its objectives Planning and Implementing Changes in the QMS: The process of identifying the need for a change or planning a change in the project is carried out in a planned manner Understanding the Consequences of a Change: It refers to Understanding the context in which the change takes place identifying the relevant QMS elements that are affected & understanding how the change affects those QMS elements. Ensuring the Integrity of the Quality Management System during Changes: It means after the change
Needs and expectations of interested parties are still maintained
Quality objective are still met
Resources are not negatively affected
Performance of processes, operations, and activities is not negatively affected
The QMS is still effective
Approving the Change: To ensure that the change has been identified, reviewed, understood, and planned. Implementing a Change: Is to plan a designated process or an activity for implementing them in the QMS with all the necessary requirements. The quality management system is planned and implemented in order to meet the Project objectives, contractual requirements and the requirements of ISO 9001:2015. The planning process involves establishing and communicating Contractor policies, objectives and associated operational procedures. This document constitutes overall plan for establishing, maintaining and improving the quality management system. For each instance of management system planning, the output is documented and retained accordingly and changes are conducted in a controlled manner. The management review and the internal audit processes ensure that the integrity of the QMS is maintained when significant changes are planned which may affect key processes. Whenever quality management system changes are planned, Top management ensures that all personnel are made aware of any changes which affect their process, and that subsequent monitoring is undertaken to ensure that QMS changes are effectively implemented
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Project Specific Documents Document No
Document Title
DRP001-OUF-PRO-U-000-003
Change Control Procedure
DRP001-OUF-PRO-Q-000-501
Project Audit Procedure
11
Support
11.1
Resources
11.1.1 General The resource requirements for the implementation, management, control and continual improvement of the quality management system, and activities necessary to meet customer requirements are defined in operational procedures listed in below table, 11.1.2 People The Project Management is committed to provide adequate resources to
implement and maintain the quality management system and continually improve its effectiveness, and
meet customer requirements.
Contractor has recognized that, successful project execution is the key objective of the Contractor project management; this is primarily planned through effective resources identification and mobilization of qualified personnel. A staffing / mobilization plan is prepared for the Project and the weekly & monthly reports and actual resources are compared against the plan. The Project control Manager will coordinate for the deployment of qualified personnel and supply of material and equipment necessary for the plan. The suitable resources are supplied from:
Within Contractor organisation ,
Local Vendors,
Third Party Agencies
Project Director ensures that Competent resources are deployed at Project level. CVs of Project Key personnel are maintained at Project level .Project Director will also ensure that the SubContractor/Consultants etc. engaged are having adequate resources to carry out the services described in the Scope of Facilities/Scope of Services. 11.1.3 Infrastructure The project team shall determine, provide and maintain the infrastructure necessary for project execution while considering project internal needs. Project infrastructure includes, as applicable;
Buildings, work space and associated utilities,
Process equipment, if required,
Supporting services such as maintenance, transportation and telecommunication.
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Infrastructure for efficient execution of the project will be implemented under control of the Project Director, This will include:
Workspace in Contractor’s home office other satellite offices and relevant infrastructure facilities are in accordance with the procedure for Facilities
Temporary facilities, camps, warehouse, storage yards, workshops, industrial area, and associated facilities are maintained by the Contractor and Sub-Contractor in line with the contract requirements.
Inspection and Maintenance of construction equipment’s will be as per applicable SubContractor procedures.
Hardware and Software infrastructure are in accordance with Project IT and Communication requirements.
The CONTRACTOR’s shall develop IT execution Plan covering current IT infrastructure and augmentation of systems to fulfil the projects requirements. Software packages and applications throughout the project cycle. In-house applications and systems arranged for the project execution and Development of Site IT Infrastructure and Communication System. Contractor Project Director/ Manager will liaise with Administration department / Facility Management for arranging the required facilities including personnel protective equipment for execution of the project. The materials and equipment will be managed under the responsibility of the Project Manager in co-ordination with the Project Procurement Manager. The other resources, such as working space, office furniture, shall also be supplied under the responsibility of the Project Manager. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-012
IT Execution Plan
DRP001-OUF-SCH-G-000-003
Mobilization Plan / Schedule
11.1.4 Environment for the operation of processes The project team shall establish and manage the work environment to ensure a positive influence on motivation, satisfaction and performance of project personnel in order to ensure conformity to product requirements. The work location will comply with all current regulatory requirements and appropriatebest practice for ensuring the health and safety of employees. Consideration will be given to optimising opportunities for easy involvement with interfacing groups within the organisation.
Suitable and adequate conferencing facilities/meeting rooms
Heat, humidity, light, air-conditioning
Hygiene, cleanliness, noise, pollution etc.,
Identification of project area Fire Wardens
Evacuation, in case of emergency
The work environment necessary to achieve conformity of project activities shall be identified and managed by the Project Director. These measures include:
Working methods specified in procedures and processes applicable to the Project.
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Physical factors and environment working conditions.
Human factors like creative work methodology, ergonomics, safety measures etc.
Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Z-000-001
HSE Engineering Execution Plan
DRP001-OUF-SPE-Z-000-050
Environmental Plan
DRP001-OUF-RPT-Z-000-009
Waste Management Plan
11.1.5 Monitoring and measuring resources Measurements and monitoring activities are required to ensure that products meet specifications. The goals of controlling the monitoring and measuring devices are •
To ensure that calibration activities of measurement and monitoring devices are planned & carried out as per to requirements
Site Quality Manager in co-ordination with the Construction Manager shall identify the needs of measuring instruments & Equipment’s and control required to be exercised over monitoring & measuring devices. The fabrication/ construction supervisors shall ensure that appropriate measuring devices are used and they are calibrated as per the requirement. Site Quality Manager shall maintain the log of inspection related Monitoring , measuring and test equipment and monitor their calibration status. The log shall include device type, unique identification, and location, frequency of checks, check method, and acceptance criteria ( max. Permissible error ). The test equipment user shall ensure that appropriate test equipment is employed and they are used properly. The Site Quality Manager shall ensure implementation of the calibration and control processes is in accordance with the project requirements. Records of the calibration/ verification for all gauges, measuring and test equipment shall provide evidence of conformity of product to determined requirements, including employee and customer provided equipment. During Inspection at Vendor’s Location, Contractor Inspector/ TPI will check and ensure that all the Measuring instruments used by the Vendor are duly calibrated , records are maintained and adequate controls are exercised by Vendor. Validation is required only in-house developed spreadsheets which is used for design calculation. Sub-Contractor mobilized will establish and publish the list of the measuring and monitoring resources and controls over it including records and evidences for the fitness of the monitoring and measuring devices retained as documented information. Project Specific Procedure Document No
Document Title
DRP001-OUF-SPE-Q-000-507
QA/QC Implementation During Construction
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11.1.6 Organizational knowledge CONTRACTOR recognizes that organizational knowledge is a valuable resource that supports quality management activities and improving the processes by predicting, preventing, and avoiding nonconformities and maintaining customer satisfaction through the use of knowledge. Using knowledge as a resource and setting the knowledge of the organization in acknowledge base and allowing access to the relevant parties, To ensure that Organizational knowledge is retained and transferred, and recorded in documented information. Sources of internal knowledge also include lessons learnt from failures and successes, the results of improvements in processes, products and services. Sources of external knowledge often include other ISO standards, Vendor Quality forums, webinars from conferences, or knowledge gathered from customers, stakeholders or other external parties. CONTRACTOR determines and reviews internal and external sources of knowledge, such as:
Lessons learnt from non-conformities, corrective actions, and the results of improvement.
Knowledge from conferences, attending trade fairs or other external events.
Internet
Intranets or extranets—a system that allows the sharing of files within or outside the organization
11.2
Libraries
Document/content management systems—systems that enable control over documentation
Expert systems—systems that support business activities, for example, CAD, GSD system
Competence Competence is developing the ability to apply appropriate qualifications, skills, and knowledge to the right activities or operations with the goals of achieving intended results. Employees are considered to be a resource for the realization of products or services and have objectives that are derived from the context of the organization, its strategy, and the processes that operate the QMS Personnel with appropriate qualifications, training and experience are assigned to project as per the project requirement. Curriculum vitae records are maintained in HR (Human Resources), together with records of academic qualifications. Human and physical factors affecting the work environment needed to achieve conformity of product is monitored. This includes safety trainings, availability of personnel protection equipment in order to cope with the work environment specifically during site visits The responsibility for identifying employee-training requirements lies with each department manager/supervisor. The purpose for the review is to identify competency needs for all personnel performing activities affecting conformity to product requirements. Job requirements, internal audit reports, and corrective action activities determine employee-training needs. In addition, an annual performance appraisal review is conducted with each employee, at which time the employee’s training needs are identified.
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Designated employees may receive formal off-site/on-site training/seminars in various job-related disciplines/topics, as determined by the responsible supervisor/manager. This includes certification in specialized skills such as welding and brazing, etc. Project specific induction training program on quality will be rolled out across all working locations, in addition Tool Box Talks on important activities , process will be conducted at site to the work force citing the importance of the activity and key elements that shall be monitored Training on certain project automation tools and specialized equipment /systems will be provided, to ensure that all appropriate team members are competent in the use of the tools, equipment/systems. All relevant project team members will participate in a project quality induction program, and one or more alignment sessions, intended to ensure that all participants arefully familiarized with the key aspects of the project and with the plans and procedures established for its execution. If, during the progress of the project,any form of training need is identified, the project director / head of the discipline will coordinate through the HR to arrange the same. The necessary competence in terms of education, training, skills and experience shall be defined for all personnels working on the project and will be enforced on Subcontractors. Contractor shall review the CV’s of Subcontractor’s Key personnel. Interviews may be held for key personnel. Where applicable training and qualification records shall be maintained. Construction site organization shall ensure each discipline adequately staffed to cover the scope of work. The necessary competence in terms of education, training, skills and experience are ensured for all project personnel working on the project and will also be ensured for Subcontractors. External experts used for HAZOP and other techical studies engaining third parties with specialised skills. 11.3
Awareness Employees must understand that they are part of the QMS and must be aware of their contribution to its objectives, the Project Team shall ensure, Persons involved in activities affecting product conformity requirements shall be aware, and understand the project quality policy. And its relevance to their actions and activities
To the achievement of the project quality objectives and KPI
To the effectiveness of the QMS
To the benefits of improved quality performance
To the quality of the product and conformity to the requirements.
Employees training needs are identified by their respective HOD’s and required training are provided. Personnel will be provided necessary training and/or awareness as applicable on Quality Management system covering Project quality policy, objectives and their contribution to the effectiveness to the Quality Management system. This will be achieved through and through Project Quality Induction and Engineering Quality Induction for relevant Project personnel. Various construction preparedness workshops conducted at yard/site before start of new critical activity on the project
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The project quality policy is communicated to project personnel for awareness and of the KPI performance shall be communicated to the relevant personals periodically. Project Specific Procedure
11.4
Document No
Document Title
DRP001-OUF-GMD-Q-000-502
Project KPI
Communication Communication (internal & external) is important to an effective QMS because they create transparency in the organization and allow the efficient flow of data, information, and knowledge and have direct impact on product realization For each communication, it will be decided
What will be communicated
When it will be communicated
Who will communicate
To whom it will be communicated
Communication with all the stake holders of the project shall be handled based on procedures and will be controlled. Stake holder communication plans shall be established, documented and maintained. The communication plans will ensure that the stake holders are timely informed on changes and development on areas of their responsibilities. Internal Communication: It includes following channels
ERP System
Emails
Review Meetings - Weekly / Monthly / Quarterly etc
Training
Tool Box Talks
Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-009
Coordination Procedure
DRP001-OUF-PRO-U-000-020
Interface Management Plan
DRP001-OUF-PRO-G-000-002
Progress Measurement Procedure
Communication with Company, Sub-Contractor and Vendors ( External ): Formal project correspondence and communication protocols involving Company, Contractors, SubContractor and Vendors, their delegated representatives, third party agencies, any other body or stakeholder shall be by the Project Director. Project Director may delegate this authority on his behalf to other senior project personnel. E-Mails can be used for informal coordination and communication. However contractual or commercial subjects shall be communicated by letters through the Project Director.
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For the above correspondence, a controlled number should be obtained from the in-house programme to ensure traceability. Computer network is used for fast and efficient communication within the Project Team located at Home office, satellite office and project site construction. 11.5
Documented information
11.5.1 General The project JV document control centre has been established at Contractor
HO- Sharjah, with
responsibility for handling documentation generated within the project including those transmitted from consultants, Contractors and Vendor data. Contractor is responsible for the control of its own documentation. On completion of the work, Vendor/ Sub-Contractor shall handover approved project records in a planned manner agreed by the project. Documents submitted by Contractors and Vendors for review and approval will be managed in line with the agreed document distribution matrix. CONTRACTOR’s Document Control Procedure and COMPANY’s document control, distribution and approval requirements shall be followed for Project document control and data management process. CONTRACTOR will transmit documents and data to COMPANY, VENDORs and Sub-Contractors through In-House Programme Petrocept ; CONTRACTOR’s web based repository that maintain details of all Project deliverable transactions. CONTRACTOR’s Home office (Sharjah) Document Control administrator acts as the single focal point for implementation of In-House Programme based Document Control System. Petrocept Programme is CONTRACTOR’s Document Control and Management System. It functions as the “Register Hub” and manages following:
Generates and updates TDR (Technical Document Register), Construction Document Register (CDR), and Vendor Document Register (VDR)
Route Inter Discipline Check (IDC) and Inter Discipline Information Transfer(IDIT), Generates and updates transmittals
Engineering Progress Measurement
Distribution of documents as per the applicable distribution matrix
Project Documentation Pyramid
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Project documents and subsequent revisions shall be prepared, reviewed, approved and issued by authorized personnel in a controlled manner. A “Data Handover Plan” will be developed as part of the formal turnover to Company. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-008
Document control procedure
DRP001-OUF-PRO-U-000-001
Document numbering procedure
DRP001-OUF-PRO-U-000-033
Data Handover Plan
Corporate Procedure Document No
Document Title
PEC-EN-FRM-X-11651
Document Review, Approval and IDC Matrix ( For Petrofac )
11.5.2 Creating and updating Documents When creating and updating documented information, the organization will ensure that identification and description of this documented information are defined and clear. The identification and description may include characteristics like title, date, author, or reference number. For each type of documented information, the appropriate format will be determined and maintained. For each type of documented information, the appropriate media will be determined and maintained. When creating and updating documented information, it will undergo reviews and approval needed for the suitability and adequacy of this documented information. Technical Document Register (TDR): Complete list of project deliverables is defined in Contractor’s Technical Document Register (TDR), which is a Project specific planning tool and register. VENDOR Document Register (VDR): the complete list of Vendor documents is defined in Contractor’s Vendor Document Register ( SDR / VDR). Construction Document Register (CDR): the complete list of Construction, Pre – Commissioning and commissioning deliverable from Contractor and Sub-Contractor stored in CDR. Transmittals are used to exchange engineering documents and technical data between the organisations involved. The main elements of the Document Control Plan are given in below:
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The Document will be distributed to responsible discipline engineer for preparation, review and approval. The distribution of documents will be as per the document distribution matrix established for the project. 11.5.3 Control of documented information All documents shall be identified in accordance with the project document control procedure. Pre-determined requirements for document numbering and for revision status identification will be documented in Project Procedures. Lists of documents/deliverables to be developed for DUQM REFINERY and/or documents expected from Contractors/Vendors/ third parties will be established by each Discipline. Document listings and necessary recipients of all project documentation will be consolidated in the Document Distribution Matrix (DDM). The project filing index will be based on DUQM REFINERY standard procedures for filing and record retention. Where contractual record and retention period requirements vary from the contractual requirements then the same will be addressed in the project procedures. Filing of project data may be in hard, or electronic, medium. The principles for the control of information are the same in both cases. Review (including inter discipline and independent TA / external review) and approval of original project documents will be as indicated in the Document review and Approval Matrix. Each subsequent revision will be subject to internal checking and/or approval for adequacy prior to use, by the personnel who originally checked or approved the document. Where checking/approval cannot be undertaken by the original individuals, the alternative personnel will have access to the appropriate background information. The revised parts of documents shall be identified as yellow highlighted or marked by suitable means (by Color marked or cloud or revision triangle or single vertical line). On narrative-type documents, summary details of the changes will also be referenced in the revision status t able. Revision identification marks will be removed at each successive update.
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All documents including their revisions shall be legible, dated, clean, and readily identifiable and maintained in a controlled manner. The appropriate versions of all relevant documents shall be available at the location where quality activities are being performed. Project team members are responsible for ensuring the validity of date by checking document status against the electronic database Documents and data pertaining to this Project are controlled and maintained through In-house programme document control system. Project Drawing / Document numbering is as per Document numbering procedure.
Relevant versions of applicable documents are available at points of use
Any obsolete documents retained for legal and / or knowledge preservation purpose are suitably identified
Distribution of Technical / Commercial / Enquiry to be assigned by Project Director.
Document Approval and Issue Documents to be issued and/or revised shall be reviewed and approved for adequacy by the responsible and authorized personnel prior to issue. Document distribution shall be undertaken in accordance with the approved Project Document Distribution Matrix. Changes to document Changes to documents shall be reviewed and approved by the same organization personnel / authority that performed the original review and approval, unless specifically designated by the applicable authority. The designated functions / organizations will have access to pertinent background information upon which to base their review and approval. The changes shall be identified in the documents or the appropriate attachment. Superseded or obsolete documents shall be promptly removed by the authorized personnel from all locations to prevent unintended use. If retained for any purpose they will be suitably identified. A Project reference copy of all superseded, or voided, documents will be retained by Document Control.Such documents will be clearly stamped to indicate their status and stored in asegregated area from live documents. Field Engineering Coordinator shall prepare, update and control revisions on drawings, Isometrics, weld maps, etc. and red-mark P&ID, GAD and piping isometrics. Master copy will be available with him and he ensures that all the changes are incorporated into the As-Built documents. Control of Records Quality records, as objective evidence, shall be identified and maintained to demonstrate that the specified quality has been achieved. These records will include, but not be limited to, all quality records related to project management, project control, engineering, procurement, construction, commissioning and estimating activities as applicable. The project team will implement established procedures for identification, collection, indexing, filing, storage, maintenance and disposition of quality records. The Process Owners are required to ensure the collection, registration and systematic maintenance of the quality records within the scope of their
DRP001-OUF-GMD-Q-000-500
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respective work. QC personnel shall collect copies of on-going testing, inspection and welding records and all relevant data as applicable All quality records must be legible and traceable to the specific product or service activity involved. Quality records shall be maintained to demonstrate achievement of the required quality level and the effective operation of the quality system. Quality records produced by Sub-Contractor/Vendor shall be considered a part of project quality records. Indexing, Identification, Collection and Filing Project records will be indexed in accordance with record control procedure. A project file index and records retention schedule will be prepared to define specific records that will be retained, the file index number and the required retention period. The identified quality records will be collected, collated, indexed and filed by the responsible Discipline Representative. Storage / Maintenance of Records Quality records will be stored and maintained in such a way that they are readily retrievable, in facilities that provide a suitable environment to minimize deterioration or damage and to prevent loss. The Project Quality / Site Quality Manager in conjunction with the Document Controller is responsible for the disposal of the quality records on the expiry of the agreed retention period. Quality records may be maintained in the following ways; All quality records pertaining to the Quality Management System and the Project, as applicable, generated by the Contractor, Sub-Contractor and Vendors are stored in computer database under defined system names saved as Soft Copy in office / site locations, hard copy records must be retained in paper copy for the agreed retention period. Scanned Copy / Electronic Records are generally recommended. Data generated by Contractor be handed over to Company throughout the duration of the Work. Full compatibility of the data with Plant Operations and Maintenance systems will be ensured. The data will be handed over to Company in the form of a series of Key Lists. Refer to Data Handover Plan for details. Final Disposition Upon project completion, quality records will be collected both in physical and computerized form to turn over to Document Control. The collation, or compilation, of quality records will be authorized by the originating organization in accordance with established quality record control procedure. Technical Document Register, Construction Document Register and Vendor document Register are maintained at In-house programme ( Petrocept) document control system throughout the project. Dedicated Document Controllers
are
assigned
in Home office, Sharjah to maintain the
Contractor/Vendor documents. The Sharjah Central Document Controller acts as the single focal point for implementation of Contractor’s Document Control System. Dedicated Site Document Controller maintains the Site construction, pre- commissioning and commissioning documents deliverable. The main responsibilities of Document Controllers managing the Contractor’s documents, SubContractor documents, and Vendor documents as follows:
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Registration and electronic filing of documents in corresponding software systems In-house programme document control system
Custodian of original signed prints of documents (hard copy filing).
Prepare and issue transmittals for issue of documents.
Generate and maintain transmittal log of the documents issued to Company, Sub-Contractor, and Vendors etc.
Distribution of documents in accordance with distribution list
Ensure that In-house program document control system is current with the latest revisions of documents issued.
Ensure that Technical Document Register / Vendor Document Register are updated with the details of the current revisions, and issue details.
Generate exception reports for follow up with originators and reviewers of documents.
Minimum Retention period for Quality records are determined on the basis of the lifetime of the product, or the event to which the records pertains, and on regulatory and contractual requirement. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-009
Coordination Procedure
DRP001-OUF-PRO-U-000-008
Document control procedure
DRP001-OUF-PRO-U-000-001
Document Numbering procedure
DRP001-OUF-PRO-U-000-057
Procedure for Preparation of As-Built Drawings
DRP001-OUF-PRO-U-000-033
Data Handover Plan
Corporate Procedure Document No
Document Title
PEC-EN-PRO-X-01098
Document Review and Approval Requirements ( For Petrofac )
PEC-EN-PRO-X-08763
Preparation, Checking, Review and Approval of Project Documents ( For Petrofac ) DESIGN REVIEW, VERIFICATION AND VALIDATION PROCEDURE (FOR SAMSUNG ENGINEERING)
SPD0014ENN
12.0
Operation
12.1
Operational planning and control CONTRACTOR
is
responsible
for
overall
Project Management, Engineering,
Procurement,
Construction, Pre-Commissioning, Commissioning and Start-up works of the Project which is supported by specific Plans /Procedures. The methodology for execution of this Project is detailed in CONTRACTOR’s Project Execution Plan. Project Execution plan along with other project plans describes processes required for performing, monitoring and measuring all Project activities, their sequence and interactions with other activities. Project Specific Procedure Document No
Document Title
DRP001-OUF-GMD-U-000-301
Project Execution Plan
DRP001-OUF-PRO-N-000-001
Project Procurement Plan
DRP001-OUF-GMD-Q-000-500
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Project Specific Procedure
12.2
Document No
Document Title
DRP001-OUF-PRO-U-000-050
Engineering Execution Plan
DRP001-OUF-PRO-L-000-005
Construction Execution Plan
Requirements for products and services
12.2.1 Customer communication Communications between the Contractor and the Company shall be carried out through Project Director or his deputy. Communication is carried out by means of letters, facsimile, transmittal forms, meetings and reports. The use of e-mails will be limited to non-formal communication. Communication with the Company shall be handled as per the Project coordination procedure For all formal correspondence, a controlled number shall be obtained for easy traceability. Computer network is used for fast and efficient communication within the project team. Company feedback/ complaints will be handled suitably. Areas related to the communications with clients Progress Reporting Interfaces management Delivery Management Change Management Customer Complainants and Feedback Survey related Audit Finding and Non-Conformance Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-009
Project Coordination Procedure
DRP001-OUF-GMD-U-000-0301
Project Execution Plan
DRP001-OUF-PRO-Q-000-501
Project Audit Procedure
DRP001-OUF-PRO-Q-000-503
Project Non-Conformance Control Procedure
12.2.2 Determining the requirements for product and services Determining the requirements for products and services is to ensure that all the requirements are clear, documented, and distributed to the appropriate parties that take part in the realization of the product and the provision of the service, Where product requirements are changed, the relevant documents are updated and all relevant parties are informed. Some of the requirements that will be checked for the products
Criticality Rating of the Product
Inspection Level for the product
Certification Requirements
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Shop and Site Test Requirements
Statutory Requirements
Vendor Requirements
The project team reviews Company requirements specified in tender documents at the tender stage, including the requirements for delivery and post-delivery activities, clarify requirements not stated by Company but required for the project, as per the Contract review procedure. These processes determine:
product requirements specified by the customer, including the requirements for availability, delivery, and post-delivery support requirements
product requirements not specified by the customer but necessary for intended or specified use
Statutory Requirements
obligations related to product, including regulatory and legal requirements;
Customer requirements are confirmed before acceptance in situations where the customer provides no documented statement of requirements.
The results of the reviews, pertinent related correspondence, and necessary follow-up actions are documented as per Contract review and Technical Contract review procedure. Conflicts within the requirements and lack of information related to the products etc are clarified with company using technical queries. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-052
Concession & Deviation Procedure
DRP001-OUF-PRO-U-000-053
Technical Query Procedure
DRP001-OUF-PRO-U-000-003
Change Control Procedure
Corporate Procedure Document No
Document Title
SHJ-CC-PRO-F-1096
Contract Review ( For Petrofac )
SPM0026ENN
Contract Gate Operation Procedure Manual (For Samsung Engineering)- For Contract Review Workshop Contract Review (For Samsung Engineering)
SPF0003ENN
12.2.3 Review of the requirements for product and services After determining the requirements for the product or the service, it is req uired to develop a method to review customers’ requirements. The review of the requirements for products and services refers to the examination of the operational conditions that may affect the ability to provide a product according to the requirements specified by the customer and determined during review Contractor reviews the identified customer requirements together with additional requirements that are not specified but are necessary for fitness for use and governed by laws and regulations, and requirements for availability, delivery, and support. This review is conducted prior to commitment to supply a product to the customer per the Contract Review Procedure. The review / change process ensures that: DRP001-OUF-GMD-Q-000-500
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product requirements are defined;
where the customer provides no documented statement of requirement, the customer requirements are confirmed before acceptance and a record of verbal order is maintained;
contract or order requirements differing from those previously expressed in a tender or quotation are resolved;
Lessons Learned are considered ( as applicable )
Contract Feed Amendments incorporation ( where applicable )
Criticality Rating and Inspection levels
Contractor based on his review may come up with value engineering which can offer mutual benefits to both company and Contractor
Contractor has the ability to meet the customer requirements
Corporate Procedure Document No
Document Title
SHJ-CC-PRO-F-01096
Contract Review ( For Petrofac )
PEC-EN-PRO-X-15454
Technical Contract Review ( For Petrofac )
PEC-EN-PRO-X-13953
Value Engineering Methodology ( For Petrofac )
SPM0026ENN
Contract Gate Operation Procedure Manual (For Samsung Engineering)- For Contract Review Workshop Contract Review (For Samsung Engineering)
SPF0003ENN
12.2.4 Changes to requirements for products and services When changes are initiated from company , Contractor shall update / amend the relevant documented information and communicated to the relevant personnel for their review and approval and incorporation Changes originating from Vendors during the offer stages are captured under exception and deviation prior to placing the order where applicable, post award Vendor will use concession / deviation to get approvals for any changes that are proposed or noted as deviations during the inspections. When changes are carried out during Manufacturing/ Construction / commissioning; all these Changes are captured using Procedure for Preparation of As-Built Drawings. Changes are documented, reviewed and approved prior to implementation by the respective department / discipline Changes are managed with change control procedure. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-053
Technical Query Procedure
DRP001-OUF-PRO-U-000-052
Concession & Deviation Procedure
DRP001-OUF-PRO-U-000-057
Procedure for Preparation of As-Built Drawings
DRP001-OUF-PRO-U-000-003
Change Control Procedure
DRP001-OUF-GMD-Q-000-500
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12.3
Project Quality Plan
Design and development of products and services
12.3.1 General Objectives of managing and monitoring the design and development include the following:
Identifying the necessary design and development tasks and setting the design and development activities as stages
Ensuring delivery of a product or service according to the defined specification
Defining the required inputs for the design and development activities
Eliminating potential quality problems as much as possible
Ensuring that the design and development progress according to regulatory and customer requirements
Managing changes in design and development
The Engineering Manager kick start the engineering activity using project start-up check list (PEC-ENFRM-X-09188)
identifies the work scope for each discipline, the responsibilities of the design
engineers, applicable design control procedures, Job notes, TA, IDC, IDIT requirements etc. The specifications, design data, and other information contained in the COMPANY supplied documents shall be reviewed to establish its accuracy and suitability. Any clarifications regarding COMPANY provided design data will be sought from COMPANY through correspondence and through TQs or meetings held during the design development phase. The review outcome shall form the basis of design plan. The design plan will also identify the resources required to ensure the efficient management of the engineering effort. 12.3.2 Design and development planning The design and development process determines:
stages of the design and development process;
review, control activities appropriate to each design and development stage;
responsibilities and authorities for design and development activities
Contractor’s Home office interfaces between the different groups ( Including VEC at Chennai India and SECIL - Seoul and EPC-1 for process parameters and consumptions) involved in design and development are managed by Project Engineering Manager. Contractor’s typical process flow chart provided below illustrates major steps in design and engineering. Planning output is updated at appropriate stages as design & development progresses.
DRP001-OUF-GMD-Q-000-500
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The project team shall maintain Technical Document Register (TDR) and procurement tracking register (PTR) for planning and monitoring of engineering deliverables. The Project Engineering Manager controls the design and development interfaces with the Company and with the Sub-Contractor/Vendors/EPC-1. Project Engineering Manager is responsible for the design control activities particularly:
The organization of engineering activities;
Subcontracting and supervision of relevant design works;
Distribution of tasks and allocation of areas of responsibilities;
Design data input control;
DRP001-OUF-GMD-Q-000-500
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Design output control, Particularly the approval of the deliverables;
Design change control
Lead Planner assists Project Manager and the Project Engineering Manager for planning, co-ordination, document control and interface control during the design phase. Further details are provided in the Project Execution Plan/ Engineering Execution Plan. 12.3.3 Design and development inputs Design inputs serve as the basis for product development. The inputs for design and development processes and activities must be determined in order to ensure their availability to those p rocesses and activities, the inputs must relate to the product’s intended use, functional performance, an quality and regulatory requirements. The design requirements to be met are defined and recorded in various specifications included in the contract documents, which include:
Basis of Design (BoD);
Engineering Design Requirements
Lessons Learned from various sources
International codes, standards and regulations;
Company standards/specifications
Offers, orders, or contracts
List of relevant statutory and regulatory requirements
Contractor’s experience gained from the execution of previous projects of a similar nature (lessons learned) shall also be used as a design input.
Also inputs are collected from EPC-1 during interfaces. The input requirements shall be identified, documented and reviewed for adequacy and resolution of incomplete, ambiguous or conflicting requirements by the engineering department and the results shall be communicated to Company if any deviation is identified. Contractor shall develop project specific Equipment Criticality Assessment Procedure and based on the criteria, Equipment Criticality Assessment Report will be prepared and submitted to company. 12.3.4 Design and development controls The controls planned during Design and Development shall ensure that
Results for design and development are defined
Reviews necessary to assess the ability of the results to answer their requirements
Verification activities necessary to ensure that the results conform to their requirements are performed
Validation activities necessary to ensure that the results meet the requirementsof specified
application or intended use are performed
Actions that are results of problems and events detected during the design and development
DRP001-OUF-GMD-Q-000-500
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reviews, verification, or validation activities are initiated
Documented information that demonstrates the carrying out of these controls shall be retained.
Design and Development Review A schedule for design review will be established by the Project Engineering Manager to perform the reviews at defined stages. The Company where required by the contract will be notified prior to these reviews for participation. All review results shall be documented, and the Contractor shall maintain an auditable trail of records. Problems highlighted in the design review, shall be corrected/recorded by design originator, unless otherwise specified. The Engineering Manager is responsible for coordinating the execution of the Design Review process. Engineering studies are carried out to ensure that the Design of plant and equipment’s are meeting feed requirements. Various Engineering studies are lead by Contractor along with EPC-1 Contractor as specified in Contract document- DRP001-FED-GSU-U-000-312_D3- 'PART 3, CONTRACTOR SERVICES SECTION 2-ENGINEERING Design reviews such as Plot Plan review, P&ID review,Hazard and Operability (HAZOP), 3D Model review, Hazard identification (HAZID), SIL etc., shall be performed in accordance with the procedures referred in table at the end of this section. The objective of the design review is to ensure that the safety, Integrity, maintainability, operability, constructability have been addressed Verification Activities of Design and Development The objective of the verification is to confirm that design and development outputs meet the design input requirements. Verification shall be performed in accordance with planned arrangements to ensure that the design and development outputs have met the design and development input requirements. The design and development review shall be carried out on all design deliverables to ensure that they:
Meet the design input requirements specified in the contractual documents;
Contain or make reference to acceptance criteria, for the relevant products;
Define the characteristics of products that are essential to their safe and proper use
Provide information for purchasing, testing and construction activities.
Documents having interface or impact on other engineering deliverables will be routed for (IDC) in accordance with IDC Procedure for checking of documents:
Lead Discipline Engineer directly control routing and progress of IDC
Lead Discipline Engineer files and maintains IDC records
Where Inhouse programme document control system is used for IDC records will be maintained in In-House Programme
The Lead Discipline Engineer decides the need for independent design verification including IDC for a revised engineering deliverable based on the evaluation of the extent of technical changes and their impact on the overall design. DRP001-OUF-GMD-Q-000-500
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Validation Activities of Design and Development The objective of the validation is to ensure that the design and development outputs, the product, its characteristics, and the intended use, conform to the specifications that were described in the design and development inputs. Another objective of the validation is to prove that the requirements will be consistently met throughout the entire life cycle of the product. Validation test will be practiced ona process output. The validation of the design is mainly performed during the shop run test and pre-commissioning phase and submitted for Company's approval as required in the contract, relevant specifications, procedures and processes. The results are recorded in test reports and relevant actions are followed-up by the commissioning coordinator and the quality department. a) Design validation is generally carried out through any of the following methods:
Prototype tests;
Performance / Functional and/or Operational tests of production products;
Tests specified by industry standards and/or regulatory requirements;
Field performance tests and reviews
Factory acceptance Test (FAT) and Site Acceptance Test (SAT)
b) Spread Sheet Validation: Spread sheet validation in the engineering is to be established to meet the following requirements:
Validation is required only for spreadsheets which is used for design calculation; needs to be validated.
Accuracy and reliability of spread sheets to ensure reliability of results for the intended purpose.
Clarity of inputs, assumptions and methodology so that outputs can be checked or repeated by others.
Adequacy of verification procedures, in keeping with the criticality of the calculation of analysis for which the spread sheet is used.
Project Specific Procedure Document No DRP001-OUF-PRO-L-000-002 DRP001-OUF-PRO-T-000-001 DRP001-OUF-PRO-P-000-002 DRP001-OUF-PRO-U-000-058 DRP001-OUF-PRO-U-000-050
Document Title Pre- commissioning procedure PRE-COMMISSIONING & COMMISSIONING EXECUTION PLAN 3D Model Review procedure Smart plant 3D Implementation Plan Engineering Execution Plan
DRP001-OUF-PRO-U-000-301
Equipment Criticality Assessment Procedure
DRP001-OUF-RPT-U-000-301
EQUIPMENT CRITICALITY ASSESSMENT REPORT
DRP001-OUF-SPE-Q-000-505
QA/QC Implementation during Engineering phase
DRP001-OUF-PRO-U-000-012
IT Execution Plan
DRP001-OUF-GMD-Q-000-500
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Corporate Procedure Document No PEC-EN-PRO-X-01097 PEC-EN-PRO-X-0036 PEC-EN-PRO-X-01099 PEC-EN-PRO-X-15271 PEC-EN-PRO-X-0032
Document Title Design Control ( For Petrofac ) Design Review ( For Petrofac ) Inter-Discipline Checking (IDC) of Documents Design Integrity Assurance procedure ( For Petrofac ) Validation of excel spreadsheet and Mathcad templates ( For Petrofac ) Check-List of Major Information for Inter-Department Check (For Samsung Engineering)
SPD0003ENN
12.3.5 Design and development outputs The outputs will allow adequate evaluation of conformance to design input requirements and recorded and expressed in terms of requirements, calculations, analysis, or other m eans that can be verified against input requirements as described in the Engineering Execution Plan. This process ensures that design and development outputs:
Meet the design and development input requirements;
Provide adequate information to production and service operations;
Contain or reference product acceptance criteria;
Define the characteristics of the product that are essential for its safe and proper use.
These shall be identified, prepared, reviewed, approved and submitted to client as required by Company. Design outputs are issued as; issued for issued for procurement/ issued for construction. The Lead Engineers will ensure that latest status of relevant engineering discipline deliverables are accurately entered in the In-House Programme based TDR, which is accessible to the project team members Corporate Procedure Document No PEC-EN-PRO-X-08763 PEC-EN-PRO-X-01098 SPD0014ENN SPD0010ENN
Document Title Preparation, checking review and approval of project documents ( For Petrofac ) Document review and approval requirements( For Petrofac ) DESIGN REVIEW, VERIFICATION AND VALIDATION PROCEDURE ( For Samsung Engineering) Design Execution procedure ( For Samsung Engineering)
12.3.6 Design and development changes When changes related to design and development of the product are required or requested, they must be submitted to change control process that will ensure the objective and requirements of company will be maintained. The objective of controlling the changes is to provide an overview of the requirements related to the product, its characteristics, and its status before and after the change. Changes to design and development are to be identified and reviewed to assess and evaluate their potential consequences. The changes then shall be verified and validated, when applicable, and authorized prior to their implementation. The control will cover the entire life cycle of the product or service. The review of design and development changes refers to the identification, review, and control of the effect of the changes on products that are in the design and development phase or products that were already delivered. Design changes are initiated typically after design reviews such as HAZOP, Plot plan , P&ID reviews etc. Design changes during manufacturing/Construction / commissioning are managed with Design Change Notification Procedure. DRP001-OUF-GMD-Q-000-500
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Design changes or modifications shall be identified by the Discipline Engineer and approved by the Project Engineering Manager and the Project Director in accordance with the Engineering Execution plan, which will include changes to the drawing after approval (at construction stage or during procurement phase), it will include system to ensure that each deviation is traceable to the individual mechanical completion package, so that all approved changes are verified and established as complete. The Project Manager or his delegated authority or the Project Engineering Manager shall obtain Company’s approval before implementation of any design changes, where changes to project scope are involved. The Design Change Notices (DCN) shall be logged in control register and will be monitored by the project engineer in accordance with the procedure. In general practice is to update in the Contractor inhouse program document control system. Company approval of design changes will be required as per original design and documents review and approval process. Company approval is required for design deviation (design deviations will be included the final drawing), Changes happening during construction are handled using project field change procedure. Contractor will follow Advance Revision Notification (ARN) as per procedure for “Advance Revision Notice”. The decision to issue an ARN will depend in part on the state of construction on site, and the time taken to take the deliverable to the next revision. To this end, it is the responsibility of the Discipline Engineer and Project Engineers to maintain an awareness of construction status and the look ahead plan. ARNs shall focus on changes affecting ongoing or imminent work on site or at the fabrication yards. ARNs are required:
Where construction work is already proceeding and the time necessary to issue a subsequent revision will or may cause rework.
Where, on large or complex deliverables, certain sections or areas are required to be changed or put on hold due to some development or change which may affect that specific section or area. This will allow work in the unaffected areas to proceed
On deliverables where the whole drawing may need to be placed on HOLD (for example, an isometric or group of isometrics) if the change is significant. However, this will only be done if time is required to develop a solution and re-issue the document. If it is quicker to update the drawing, then this will be done, and issued formally at the next revision.
Project Specific Procedure Document No DRP001-OUF-PRO-U-000-055 DRP001-OUF-PRO-U-000-054 DRP001-OUF-PRO-U-000-056
DRP001-OUF-GMD-Q-000-500
Document Title Design Change Notification Field Change Notice Procedure Advance Revision Notice
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12.4
Project Quality Plan
Control of externally provided processes, products and services
12.4.1 General Procurement strategy followed for the Project is in accordance with the Project Procurement Plan, the Project Procurement Manager is responsible for organising the procurement activities and selecting Vendors and obtaining Company's approval for potential Vendors. Vendors shall be selected from Company Approved Vendor List in accordance with Contract, refer to schedule- 8, attachment 1 of company tender document TND-1100-1000-006. If additions are required, Vendors are selected on the basis of the ability to meet the quality and delivery requirements specified in the purchase documents. The evaluation and selection of Vendors will be performed as per Purchasing plan. Company approval is required for the Vendors not listed in Company Approved list. The evaluation of Vendors will be dependent upon the type of product, criticality, inspection and other quality requirements of the product,
the Vendor's ability and the impact of product on the final
installation. Prequalification documents are verified through desktop appraisals also the performance in the earlier Contractor’s jobs and other similar projects executed in the past is evaluated. Local Procurement Procedure will specify the quality requirements to be followed for locally purchased items at project site. Project Specific Procedure Document No DRP001-OUF-PRO-N-000-001 DRP001-OUF-PRO-N-000-502
Document Title Project Procurement Plan Local Procurement Procedure
12.4.2 Type and extent of control Engineering Support to Procurement Inquiry requisitions are prepared by engineering which undergoes self-check, discipline check and independent review depending upon the product and its criticality as per Document review and approval matrix., it also get reviewed by the quality for its inspection level, certification requirements prior to sending to potential Vendors, the process ensures that company engineering requirements related to the product are reflected in purchase order concerning the documentation, preservation and packing requirements etc. Technical Offers from the Vendors are also duly reviewed by the engineering and quality for its compliance and completeness and engineering prepares technical bid evaluation where potential Vendors who are able supply the products meeting the requirements are shortlisted, the project management along with procurement finally selects the Vendor based on the TBE and CBE. Pre Award Quality Inputs When required, the project quality team or with support of corporate quality team
will conduct
Vendor/Sub-Contractor pre-award quality assurance assessment. This activity includes review of Vendor/Sub-Contractor systems, organisational arrangements, quality plans and controlling procedures to assess and confirm capability DRP001-OUF-GMD-Q-000-500
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The Quality Intervention Process for sub contracts and procured items such as prequalification, inquiry requisitions, Instruction to Tenderers (ITT) and Tender Evaluation, kick-off meetings, pre-inspection meetings, execution control, assurance and documentation is described in Vendor Quality Requirements forms. QA / QC requirements are included in the Purchase Order and reference specifications which form part of the ITT. The quality sections of the tender will be reviewed by the Contractor Quality team before issue to the selected Tenderers. Procurement and Sub-Contracting activities are performed at Contractor's Sharjah office in coordination with the engineering for project permanent materials. All information and documents received from and issued to Vendors will be handled, distributed, filed, reviewed and followed-up by the Project Procurement Manager / Engineer and Sub-Contracting Manager / Engineer in coordination with the Project Director / Project Engineers. All Procurement / Subcontracting activities will be handled and managed by the Project Procurement Manager /Subcontracts Manager in accordance with Project Procurement Plan and Subcontracting Plan. During the construction phase, Planning Engineer & Construction Manager coordinates with Project Procurement Manager on materials and schedules. Purchasing by Sub-Contractor is through Company approved Vendors after necessary approval of Material Acceptance etc. Post award Quality Inputs During purchase order execution, the Project Quality team will monitor the implementation of the buyer Quality Plan, and perform quality assurance activities such as, Vendor quality documents reviews, audits, surveillance activities as specified in the ITP s and the associated internal and external audit and review schedules. The quality and inspection requirements for equipment will be determined by their criticality Kick-off Meetings and Pre-inspection Meetings with Vendors / Sub-Contractors after issue of Purchase Orders / Subcontract will be held based on equipment criticality and inspection level assigned in accordance with company specification and or as specified in the ITP. Kick off meeting with Vendor are normally held at Contractor office at Sharjah and PIM will be held at Vendor manufacturing locations At site the KOM and PIM meeting with Sub-Contractor will be held prior to start of the key activities The necessary Technical and QA/QC documents will be submitted to the Company for review in accordance with the Company’s “Document Review Matrix”; document No. DRP001-FED-SPE-U-000006. Verification and inspection activities will be carried out as per the project specific Inspection Coordination procedure. The ITP’s prepared by Vendor / Sub-Contractor will be reviewed and approved by Contractor QA/QC engineers / Site Quality manager considering criticality rating of each item as per Inspection Level specified in the purchase order. The following actions will ensure the compliance with the purchasing documents:
Review of Vendor documents by Discipline Engineers (Calculation, Drawings, Data Sheets, FAT/SAT/ITP etc.) and QA/QC Engineers (quality plans, procedures and ITPs)
DRP001-OUF-GMD-Q-000-500
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Pre-inspection meetings, planned inspection and surveillance at Vendor’s premises considering the importance of the product (as per criticality level) by Contractor QA/QC engineer or third party inspector and Company as required).
Ensure that material or equipment release from Vendor to site are controlled .
Dispatch of material or equipment with an outstanding work/punch list
is done only with written
approval from Project Director/Construction Director and all open points / punch list will be transferred to site construction / commissioning team for closing it. Vendor Punch list will be loaded in to PetroPcs certification data base. The materials shall be shipped to site only after completion of all necessary inspection and testing and after obtaining and inspection release from the Inspectors. Wherever Company inspection is involved, the Contractor shall also obtain a Inspection Release note from the Company Inspector. Manufacturing record books (MRB), Certification Dossier will be progressively compiled and made ready for review at the time of final inspection, where it is not possible the same will be submitted within the period as specified under SDRL, MRB content will be based on the recommendation specified in SQRF attached to the PO. MRB Content shall be as per the " Vendor Document Instructions Doc. NoDRP001-OUF-PRO-U-000-032 Procurement of materials from stockist / distributors shall be approved by COMPANY prior to placement of Purchase order The site project quality teams will monitor the construction, fabrication and installation activities by performing Quality Intervention Activities including, surveillance, inspections and reviews, in a planned manner to assure that the construction work meets the requirements of the ITP/QCP/ITR, and the applicable standards and specifications. The extent of monitoring is dependent upon the technical requirements and criticality of the work and identified in the applicable ITP At site Close loop close loop quality management and PetroPCS system will be followed. All SubContractor will perform the work in accordance with the applicable Project Quality Plans and approved procedures, work instructions, method statements and Inspection and Test Plans. The ITP and QCP will be subject to review and approval by the Company based on the requirements spelled out in the applicable specifications. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-N-000-001
Project Procurement Plan
DRP001-OUF-SPE-Q-000-506
QA/QC Implementation during Procurement
DRP001-OUF-PRO-Q-000-508
Inspection Coordination Procedure with suppliers
DRP001-OUF-SPE-Q-000-507
QA/QC Implementation During Construction
DRP001-OUF-PRO-U-000-032
Vendor Documentation Instruction
DRP001-OUF-GMD-Q-000-500
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Information for external providers The Project Procurement Manager ensures that the purchase packages adequately define the relevant requirements and establishes a close working relationship and feedback system with each Vendor. The Company’s technical and quality requirements will be fully incorporated in these documents, based on the nature of the product. Prior to release, all purchasing data and documents shall be reviewed and approved by the Project Director in addition to applicable managers The Purchase Order or relevant documents shall include the inspection levels based on criticality ratings of items to be purchased. Major steps in purchase process are represented below.
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12.4.4 Sub-Contracting Management of subcontracted activities will be carried out in accordance with Sub-Contract plan, typical subcontract management activities are illustrated in the below Subcontract process flow chart SUBCONTRACT PROCESS FLOW CHART
Mobilization
SUBCONTRACT SITE MANAGER CONSTRUCTION DIRECTOR PROJECT DIRECTOR
Selection of Subcontractors
Development of Subcontractor Q Plans & Procedures
SUBCONTRACTOR
Modify, incorporate Approval
A
No
PROJECT DIRECTOR QUALITY ENGINEER
Client Approval
No
COMPANY
Modify, incorporate comments
B
SUBCONTRACTOR
Yes Construction by sub-contractors
Control
A
SUBCONTRACTOR
Yes
B
comments
Audit & surveillance
CONSTRUCTION TEAM
QUALITY ENGINEER
C PROJECT DIRECTOR QUALITY ENGINEER COMPANY
Approval
No
C
SUBCONTRACTOR
Yes
Records
Corrective Action
SUBCONTRACTOR PROJECT QUALITY MANAGER
Completion
Construction Manager in conjunction with the Project Sub Contracts Manager and Project Director will be responsible for:
Identifying activities to be sub-contracted,
Pre-qualifying potential Sub-Contractor and obtaining Company approval if not listed in the Company approved list
Issuing enquiries / ITT document, including all quality requirements
Carrying out technical and commercial evaluations,
Proposing the selected Sub-Contractor
Preparing subcontract agreements and obtaining signatures,
Maintaining subcontract schedule, monitoring and controlling these activities.
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The Construction Manager / Project Control Manager will be responsible for maintaining subcontract schedule, monitoring and controlling subcontracting activities. The following will be ensured while evaluating Sub-Contractor:
Evaluation and selection of Sub-Contractor & criteria for approval will be carried out as per the Sub-Contract Plan, and contract.
New sub-contractor are qualified as per Contract requirements specified in DRP001-FEDPRO-L-000-008- Contractor/ Subcontractor Qualification Procedure.
A pre-assessment/ setup audit (qualification) will be conducted on the proposed fabrication yard/ Sub-Contractor if required based on the desk top review of Sub-Contractor credentials which are submitted along with his BID/ offer.
The proposed fabrication yards/ Sub-Contractor will have a certified QMS. The fabrication yards/ Sub-Contractor shall provide documented evidence of recent satisfactory audit or performance for Contractor/ Company approval. If needed, after the desktop review , an onsite audit will be conducted to verify the capability.
Following award, all prequalified fabrication yards/ Sub-Contractor may be audited as per project audit plan to ensure the fabrication yards/ Sub-Contractor QMS meeting the project requirements.
Sub-Contractor certified to ISO 9001:2008 acceptable until August 2018. Starting 14th September 2018, after that certification to ISO 9001:2015 shall be mandatory.
Sub-Contractor may develop project specific ITP/QCP/ITR based on the Contractor provided standard ITP/QCP/ITR by incorporating the project requirements and submitting it officially for Contractor and company approvals.
The Construction Manager will monitor subcontracted works at yard/site as per the agreed scope of work and will monitor implementation of all quality requirements identified through review of SubContractor quality submission, audits, surveillance and inspections as per approved ITPs. The CONTRACTOR may subcontract with qualified agencies to provide QC services subject to company approval. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-L-000-008
Subcontract plan
12.4.5 Expediting and Shipping The Projects Team and Shipping Coordinator perform expediting and shipping activities from Sharjah office. Projects makes sure the items are planned for dispatch upon the issuance of inspection release note by quality after the final inspections, review of documents and receipt of packing list etc. Projects prepare and issue shipping release note after the receipt of inspection release to logistics. Logistics then plan for the dispatch of the item based on purchase order term by issuing the shipping notification. Packing, marking, preservation and transportation shall be in accordance with Company specifications or Vendor procedure reviewed and approved by the Contractors.
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Vendors will ensure preservation requirements of the items and equipment as per approved procedure, Where required inspection for packing and loading organized by the logistics department Activities, such as Customs clearance, inland transportation and logistics will be controlled (as per the contract) by the Shipping Coordinator, reporting to Project Procurement Manager. Project Specific Procedure
12.5
Document No
Document Title
DRP001-OUF-PRO-U-000-004
Project Expediting Plan
DRP001-OUF-SPE-N-000-006
Packing, Marking & Shipping Procedure
Production and service provision
12.5.1 Control of production and service provision Contractor will procure raw materials, packages and equipment from company approved sources / Vendor and subcontract the fabrication and construction activities at site. Contractor will be responsible for overall fabrication and construction management at site. The Contractor’s site team under the supervision of the Construction Manager shall plan and control the construction, inspection and testing activities ensuring the following:
Availability of specifications, plans, drawings, procedures and work instructions that define the characteristics of the construction,
Availability of work force with proper qualification/skills/background. Operators / technicians shall be qualified from applicable governing bodies ( as applicable).
Availability, use and maintenance of suitable construction, installation, inspection and testing equipment.
Availability and use of suitable measuring and monitoring equipments.
Availability of required equipment’s / materials for Construction
Availability of required tools, tackles and machineries for erection
Conduct studies such as Lifting plan, Risk assessment.
Required site permits are obtained prior to start of work
Facilities such as water/air etc. for hydro/leak testing etc.
Implementation of processes for release and delivery and/or installation of product and/or service including applicable post-delivery activities.
All the required documents will be approved to minimum approval code prior to start of work. Project Specific Procedure
Document No
Document Title
DRP001-OUF-PRO-L-000-005
Construction Execution plan
DRP001-OUF-GMD-Q-000-500
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12.5.2 Planning of project implementation / realization The processes required for performing, monitoring and measuring all significant activities, their sequence and interaction are determined for this Project in order to achieve error and/or defect free deliverables and facilities. The Project Team will plan for Project Realization by ensuring that:
Customer, Statutory, and Regulatory requirements are identified and applied
Quality Objectives and Key Performance Indicators are established.
Processes are consistent with Project requirements, and provide resources, infrastructures, and work environment necessary to produce conforming product
Verification, monitoring and measurement activities are established to meet Project requirements
Records necessary to provide evidence that the realization process and resulting product meet specified requirements.
The main activities involved in project management and their inter-relationships are as per the below flow chart Start/Summary
Project Sponsor Nominate key Project Management Personnel
Project Director Finalise Organisation Chart, nominate Project Task Force (PTF)
Project Kick-off
Project Concept & Baseline Planning
Project Planning & Scheduling
- Scope of work analysis - Work Breakdown Structure - Resource allocation & budgeting - Client requirements
Project Task Force (PTF) Project Contract Review, Conduct Kick-off meeting (with client)
PTF Develop Contract Execution Plan & Coordination Project Procedures - Project Schedules (Level 1,2,3) - QA/QC & HSE Plans / Audits - Engg., Procurement, Construction, Commissioining, Contract Admimistration & Project Control Procedures - Technical Registers (TDR) - Procurement Register (PTR)
PTF Develop Project Schedule, Project Quality Plan & Design Basis
PTF Project Execution Yes
Project Management Team (PMT) Co-ordinate among team members and external agencies Overall Project Control PMT Monitor, Report, Review, & Control Project Execution Project Progress Measurement Project Complete?
No
Project Reviews – Within Project
No Yes
Project Closure
DRP001-OUF-GMD-Q-000-500
Meet Project Objective?
PMT Project Closure
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The planning programme is established at the beginning and monitored by the Lead Planner and controlled by the Project Controls Manager. The planning programme and details regarding realization of planning programme are included in the monthly reports issued to the Company. The implementation, supervision and verification of these processes, as well as the provision of the resources and documentation required, all be carried out under control of the Project Director assisted by the projects, quality, engineering, procurement and construction departments (Ref Organization Chart) The project requirements from the Company will be reviewed and translated into project specific plans / procedures, method statements etc., and implemented during project execution. For Further details, refer following procedures Project Specific Procedure Document No
Document Title
DRP001-OUF-GMD-U-000-301
Project Execution Plan
DRP001-OUF-PRO-G-000-002
Progress Measurement Procedure
DRP001-OUF-PRO-U-000-009
Coordination Procedure
DRP001-OUF-PRO-G-000-001
Project Control Plan
DRP001-OUF-PRO-L-000-005
Construction Execution Plan
12.5.3 Interface management Managing internal and external interfaces between various agents and venture partners involved with the project shall be carried out using defined coordination procedure. The interfacing parties will be communicated on the changes impacting them and also the established communication plans will be capable of providing sufficient timely information to the project team on any potential impact to the project. The interface management system will include the following functional areas of responsibilities spanning from design to commissioning:
Multi-input identification of interfaces
Recording of all interfaces
Implementation & resolution of interfaces.
Planning & registering interfaces
Prompt up-to-date reporting of interfaces
The Interface Manager is responsible for setting up and maintaining Contractor’s interface. It includes the interfaces between JV partner, Vendors, Sub-Contractor, other EPC Contractors and Company etc. This will also include interface with regulatory agencies, third party consultants etc., as per project requirements. The interface will be monitored and tracked by having interface plan and register Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-U-000-020
Interface Management Plan
DRP001-OUF-PRO-U-000-004
Project Expediting Plan
DRP001-OUF-GMD-Q-000-500
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12.5.4 Process Controls Process controls shall be documented in Inspection Test Plans, Checklists and will include requirements
for
verifying
compliance
with
Quality
Plans,
specifications,
and
reference
standards/codes. The inspection and test plan or equivalent will include or reference instructions, acceptance criteria for processes, tests, inspections, and Contractor/ Company inspection hold, surveillance or witness points. At pre-inspection meetings when required, the Company Quality team , the Contractor and the Vendors shall discuss and finalize the specific and detailed inspection requirements, sequence of activities, standards to be applied, type and level of inspection and testing and associated documentation Contractors, Vendors and Sub-Contractor will identify their inspection and test activities in the Inspection and Test Plans (ITP’s). ITPs will include the specific requirements of the contract and identify the
specific
inspection
activities,
responsible
personnel,
acceptance
criteria
and
verifying
documentation, and “Review”, “Witness” and “Hold “points for the involved parties. Contractor and Vendors will develop factory acceptance testing (FAT) and site acceptance testing (SAT) procedures where applicable, supplemented by specific method statements or work instructions where necessary and submit them to the Company for review and comment.
Contractor making use of Sub-Contractor will perform construction quality surveillance monitoring and audits on their Sub-Contractor as determined by the audit plan. The extent of surveillance monitoring and auditing will be defined within the Contractor’s inspection test plans and audit programs, based on criticality and associated risks.
All inspection, measuring and monitoring equipment shall be controlled, calibrated and records maintained in accordance with approved procedures. All inspection personnel shall have suitable qualifications and competencies to carryout the inspection activities and wil be approved by the Company before they start work where applicable. When specified reports will be issued of inspection, testing and quality surveillance activities and the inspection and test status will be identified.
The Site Quality Manager shall ensure that the fabrication/construction work is as per approved quality assurance plan, fabrication/ Construction execution plans in line with contract requirements. They are delegated clear power and immediate access to Contractor’s fabrication yard / construction site senior management to stop any works that are nonconforming. Periodical quality team meetings and tool box talks will be held at fabrication yard / site, preferably including Company Quality Representatives, so that Company and Contractor personnel are updated about all QC status and non-conformances. Inspection and surveillance during the fabrication / construction phase will be enhanced by assigning qualified and experienced QC inspectors in different disciplines and by taking the following measures:
All the activities, including the verification requirements, will be clearly defined in fabrication/ construction inspection and test plan.
Record/verification document will be produced & maintained during each stage as per applicable ITP.
Procedures will be developed for all critical processes as applicable, also considering the lessons learned from previous projects.
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Fabrication yard / Sub-Contractor staff will be provided with training and/or awareness on handling special material and processes involved in the project.
Knowledge sharing/ Awareness creation will be through Tool Box Talks, Quality Alerts and meetings.
Project Specific Procedure
12.5.5
Document No
Document Title
DRP001-OUF-PRO-L-000-005
Construction Execution Plan
Validation of Process for Production and Service Provision All those processes where the resulting output cannot be verified by subsequent monitoring or measurement, such as welding, concrete mixing, Post weld Heat Treatment (PWHT), painting / coating, etc. will be validated and Company approval obtained prior to their use. The validation measures include the following actions:
Identification, preparation and approval of the procedure specifications (e.g. Concrete mix design, Weld Procedure Specification (WPS));
Process qualification using approved equipment and qualified personnel;
All qualification records (e.g. destructive and non-destructive testing) generated, approved and maintained.
Revalidation when any essential variable is changed.
In case of welding, the Welder/Operator and Welding Procedure Specification may be simultaneously qualified. Special validation requests made by the Company shall be taken into consideration. Procedures for special processes like welding, painting / coating, PWHT, concreting, shall be qualified as required. 12.5.6 Construction Construction and Installation Contractor will establish a dedicated organization managing the construction in line with Construction Execution Plan, the plan will address the strategy, sequence, process, interaction between the various disciplines, progress reporting, equipment requirement, HSSE and construction objectives. Construction Manager will monitor the construction, fabrication and installation activities by ensuring Quality Intervention Activities including, audits, surveillance and reviews, in a planned and methodical manner to assure that the construction work meets the requirements of the Contract, and the applicable standards and specifications. The CONTRACTOR will conduct Construction Pre- Inspection Meeting (CPIM) with his sub-Contractor and company prior to starting any key activity All Sub-Contractor shall perform the work in accordance with the approved procedures, work instructions, method statements and Inspection and Test Plans. During detailed engineering phase Construction manager and his team participates in the constructability review meetings, schedule preparation / reviews, risk reviews, lessons learned
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workshops and contributes as well takes important notes for implementing them during construction phase. Constructability review will cover major design documents and permanent equipment and materials, focus on those areas that will give the greatest return for the effort. Each individual will communicate their discipline requirements, and introduce relevant concepts, lessons learned and novel ideas from previous projects to jointly develop the most cost effective and practical design. The Constructability process allows the construction group early input into the planning and engineering phase in order to simplify or eliminate obstacles that may be faced during construction of the plant. Constructability then is the on-going process of integrating construction knowledge and experience into conceptual design, engineering, procurement and field construction operations to provide opportunity to reduce costs and improve project schedules. Constructability Review Checklist- PEC-EN-FRM-X-0706 will be followed When the scope of work is fully known, the Contractor will prepare a scope of work package for issue to the Sub-Contractor.
Procurement of materials will be done by the Contractor to ensure material
deliveries to site as per delivery schedule. The Contractor Site Management Team will monitor the construction and installation activities in a planned and systematic manner to assure that the construction works meets the requirements of Design and Engineering specifications, Schedules and that all HSSE (Health, Safety, Security Environmental) and quality prerequisites have been adhered to. The guidelines for the methodology and implementation strategy will be as defined in the Construction Execution Plan, for site scope activities for the project The Sub-Contractor will develop and implement a Project specific Quality Plan, Quality Control Plan, and ITP’s specific to the work. The Quality Plan where appropriate, shall cover each element of the work, e.g. Engineering, Procurement (if not by Contractor) and Construction will be updated periodically and resubmitted for Contractor/Company approval. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-L-000-005
Construction Execution Plan
DRP001-OUF-SPE-Q-000-507
QA/QC Implementation During Construction
Mechanical Completion Below are various stages described from Mechanical Completions till Final Acceptance Test. Various controls during these stages are described in Plan and procedures refereed at the end of this sections. Quality will have limited role in terms of RFI management till MCC stage. A mechanical Completion certificate ( MCC) shall be obtained from company after obtaining all system mechanical completion certificate(SMC). System Mechanical Completion
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System Mechanical Completion occur when each system within the facility is physically constructed as per specification requirements and completing the defective/ incomplete work if any which may affect the reliability and safe operation of plan, and all component/sub system have been tested satisfactorily. A System Mechanical completion ( SMC) shall be issued by Company. Contractor shall complete the actions and close Punch lists issued by company at SMC. Mechanical Completion After obtaining System Mechanical completion certificate for each and every system in facility , and submission of required as built documentation, a joint inspection will be carried out, company may issue list of punch items if any, contractor shall attend such punch items and repeat any tests that is required, company then issue MCC for the for the facility. System commissioning and System Ready for start Up Contractor will commence the commissioning of any system where a system mechanical certificate has been obtained and inform company when the system is ready for start-up Contractor will ensure MCC dossier have been submitted and accepted by company, a pre start up safety review for the system and associated action are complete, company will then carry out check to determine whether the system is ready for start-up not and also identify and list any punch list
A
System Ready Certificate is issued after satisfactory review by company and close out any punch list by contractor including tests if any Close out of documentation including a Pre- start up safety review of systems is conducted prior to issue of System Ready certificate (SRC) Facility Ready for start Up After obtaining the
System ready certificate for each and every system, Contractor shall notify
company when it consider the facility is ready for start-up after ensuring all work in respect of commissioning is completed, Mechanical completion and Commissioning dossier have been accepted by Company and a Pre- start up safety review is conducted of facility and all actions on punch list items have been completed, Company shall issue Ready for Start-up certificate (RFSUC) upon successful completion of actions/ rectification of any punch list items ( if any ). System Tests After obtaining the System ready certificate, Contractor shall start up system ( excluding units ) and shall commence system tests and notify company after all system tests are passed as per specification requirements. Company shall issue Ready for System test certificate (STC) upon successful completion of actions/ rectification of any punch list items ( if any ). Performance Tests for Units After obtaining the System Test certificate, Contractor shall carry out Unit performance test to achieve performance Guarantees. After the performance test, contractor shall submit the results of performance test run. Company may issue Performance Test Certificate if all results meets the minimum performance standard. Company may raise minor punch list items ( if any ) , Contractor shall close the punch points suitable and obtain final PAT ( Performance test Certificate )
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Initial Acceptance After obtaining Mechanical completion certificate , Ready for Startup certificate (RFSUC) , System test certificate (STC) and performance Guarantees for each unit are achieved And after contractor submits the Operation and Maintenance manual for the facility and ensuring the contractual inventory of spares, provided training to company personnel and after removing machineries from site; Contractor will apply for Initial acceptance certificate from company Final Acceptance Certificate ( FAT ) After Initial acceptance certificate achieved; Company shall issue Final acceptance certificate provided below
Last defect period notification is expired
Contractor has remove all Equipment’s and material from site
All Punch point item are completed
All Spare parts and special tool are provided
Handover & Project Close Out Handover and project close out is the formal process of recording technical and commercial completion of a project. The Company Contract Representative shall initiate the Project Close Out process after completion of construction. It is the responsibility of Project Director (Contract Representative) to co-ordinate and ensures that all the activities indicated in Project Close-out procedures and work instructions are completed and the Project Close out Certificate (PCC) is endorsed by all signatories that include:
Signature of completed facility by Asset Manager. List of Surplus Material. Fixed Assets Created, Fixed Assets Made Redundant & Fixed Assets Data As Built Drawing Acceptance. Details of Outstanding charges & unsettled claims (if applicable). Complete project file with all paper work of the project. The main purpose of a Project Cost Close out Report is to provide lessons learned, share best practices and update norms: cost estimating systems/tools and thus better predict costs and schedules for new projects and contracts. It is critical that handover of the plant shall be carried out in a timely manner to ensure the smooth handover of the facilities to Operations and minimum loss of production. Contractor shall prepare training plan and provide training to Company personnel as per schedule 16 & 17 of the Contract.
Corporate Procedure Document No
Document Title
PEC-CS-PRO-X-11774
PetroPCS Set-up & Implementation Procedure
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Project Specific Procedure Document No
Document Title
DRP001-OUF-SPE-Q-000-507
QA/QC Implementation During construction
DRP001-OUF-PRO-L-000-002
Pre- commissioning procedure
DRP001-OUF-PRO-Q-000-501
Project Audit Procedure
DRP001-OUF-PRO-L-000-006
Punch List Procedure
TBA
Operating and Maintenance Manual
DRP001-OUF-PRO-T-000-001 DRP001-OUF-PRO-U-000-033
PRE-COMMISSIONING & COMMISSIONING EXECUTION PLAN Data Handover Plan
TBA
Mechanical Completion and Start Up Procedure
12.5.7 Identification and traceability Details of traceability will be included in all pressure containing material and equipment specifications, and will be incorporated into relevant Purchase Orders and Subcontracts.
If identification of items/materials to be purchased is required, the relevant identification requirements will be reflected in applicable purchasing document.
Procedures will be established for controlling identification and traceability for equipment and materials including constructed products from design through all phases of the project, as required
Materials and equipment procured from Vendors will be identified by suitable means during all stages of production, delivery, and installation. Where required, means shall be provided for unique identification of individual construction products and/or batches.
Conformance with specified identification requirements willl be verified byreview of Vendor’s documentation in accordance with procurement procedures and/or by direct shop inspection and testing.
Vendors and Sub-Contractor will be instructed, through Purchase Order/Subcontract, of the traceability requirement for materials and equipment, and the extent to which traceability is to be maintained during manufacturing and shipment to site.
Records related to unique identification for the implementation of traceability shall be maintained and controlled as quality records.
The identification and traceability system will be applied for the following:
Pipes, valves, fittings and accessories, welding consumables.
Welded joints and welders
Other permanent items / equipment incorporated in the construction
Products and fabrication/construction activities will be identified during all phases of product realisation by means of legible and durable markings maintained from initial receipt to final destination and/or by using relevant follow-up documentation.
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The identification of items of equipment and certified materials, ITP and all test records will be maintained by the project. Material certificates, inspection reports are supporting elements for identification and traceability of products. In case of any ambiguity PMI test may be conducted to ascertain the material composition for alloy materials, non-conforming materials are dealt as per project NCR procedure Responsibilities for identification and traceability are as follows:
Lead discipline engineer specifies identification requirements in purchase /subcontract documents.
Vendor / Sub Contractor implements measures for identification and traceability
Inspector verifies identification and traceability during production / inspection
Material controller verifies the required identification during material receipt.
Fabrication yard/ site QA/QC engineer establishes and ensures appropriate system for identification and traceability during stage inspections
Fabrication / construction team implements measures for identification and traceability.
Non conforming material if any shall be identified and segregated. Project Specific Procedure
Document No
Document Title
DRP001-OUF-PRO-Q-000-511
Material Identification and Traceability
DRP001-OUF-SPE-W-000-007
Positive Material Identification
DRP001-OUF-PRO-Q-000-512
Pipeline Weld Numbering
DRP001-OUF-SPE-P-000-022
Specification for Marking & Color Coding
12.5.8 Property belonging to customers or external providers Company's property if any will be identified, verified, stored, protected, controlled and maintained adequately by the Contractor, while under the Contractor’s responsibility, in accordance with Property belonging to customers or external providers Products supplied by the Company will be jointly inspected and accepted by authorised Company & Contractor representatives with and observations, if any will be documented prior to storage by the material controller where it will be identified and stored in a manner to avoid damage and deterioration. Company supplied products, if any, being lost, damaged or unsuitable for use, shall be recorded, and reported to the Company for resolution at the earliest. 12.5.9 Preservation Products are preserved from deterioration or damage during release from Vendor, packaging, transportation, receipt at site, handling, storage, fabrication, construction& installation and up to commissioning Vendor procedure for preservation will be specified, obtained, reviewed and approved prior to dispatch Contractor will identify and establish the procedure and schedules for preservation of equipment’s at site, dedicated storage facility will be made ready for sensitive items such as electrical and instrument panels and for specific items/equipments where preservation required to be ensure the product conformity during storage.
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Site material controller along with preservation engineers will monitor and implement the preservation schedule and procedure requirements as specified by the vendor At fabrication yard / site material & equipment control system will be established for material control, storage, issue, preservation and traceability for all materials and equipment. Construction Manager, Material Controller, Site preservation engineers and Sub-Contractor teams in full co-ordination shall ensure the material control and traceability at fabrication yard / site. Daily surveillances/ walk-throughs will be cover storage, handling, identification & traceability and preservation of the project material. The Construction Manager shall ensure that appropriate facilities are made available for handling, packaging, storage and preservation of products at fabrication yard/construction site. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-L-000-009
Material & Equipment Management Procedure (Including Preservation on Field)
12.5.10 Post-delivery activities Contractor is committed to meet the requirements of post-delivery activities. Contractor will engage with company to determine if the project were completed to their satisfaction, technical support is satisfactory. Following are the extent of post-delivery activities that are considered a) Statutory & regulatory requirements b) Customer feedback c) Trainings d) Warranty Issues 12.5.11 Control of changes Change
management
covers
the
identification,
evaluation,
authorization,
documentation,
implementation and control of change. Before a change is authorized, the intent, extent and impact of the change should be analysed. Those changes that affect the project objectives should be agreed with the customer and other relevant interested parties. Change management should also take the following into account:
Managing changes to the project scope, project objectives, and to the project management plan
Coordinating changes across inter-linked project processes and resolving any conflicts;
Procedures for document change;
Design change from Input to Output
Changes to QMS and continual improvement
Change in project organization structure
Changes may result in negative impacts (e.g. claims) on the project and should be identified as soon as possible. The root causes of negative impacts should be analysed and the results used to produce prevention-based solutions and implement improvements in the project process.
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Project Specific Procedure
12.6
Document No
Document Title
DRP001-OUF-PRO-U-000-003
Change Control Procedure
Release of products and services CONTRACTOR shall conduct inspection activities of purchased products at VENDOR’s shop as per its QA/QC Implementation during Procurement and as per Inspection Coordination Procedure with supplier. Competent Inspectors will be assigned to perform source inspection at Vendor’s premises fabrication sites as specified in the approved Inspection and Test plan. The following actions will be taken to verify the compliance with the purchasing requirements:
Review of Vendor’s documents i.e. Quality Plans, Procedures and ITP’s by Discipline Engineer/ QC Engineer as applicable.
Holding Pre-inspection meetings as per Inspection class of material where required
Planned inspection and surveillance at Vendors' premises considering the criticality and inspection level of the product by QA/QC Engineer or Third Party Inspector.
Conduct P.O. assessment for critical P.O.s with major issues and /or non-conformities.
Prior to final inspection, all relevant documents must be approved and all Technical Queries, nonconformances and concessions must be agreed and closed. FAT tests of equipment and packages are performed at the VENDOR’S works prior to final inspection and release. COMPANY will be notified in advance as per respective ITP requirements. Once satisfactory Inspection is completed by assigned Inspector, CONTRACTOR will issue an Inspection Release Note (IRN). Where Company is involved in the Final Inspection COMPANY approval on IRN will be sought before release of equipment where applicable. If any non-conformance is identified during final Inspection, the IRN will not be issued unless suitable correction and corrective action approved by COMPANY is implemented As-built documents, certificates, manufacturing records, installation operation and maintenance manuals will be progressively complied and reviewed by CONTRACTOR throughout fabrication stage. These records will be submitted by VENDOR prior to shipment of equipment to site and stored in Project server Project Specific Procedure
12.7
Document No
Document Title
DRP001-OUF-PRO-Q-000-508
Inspection Coordination Procedure with Suppliers
DRP001-OUF-PRO-Q-000-506
QA/QC Implementation During Procurement
Control of nonconforming outputs The QA/QC Engineer reporting to QA/C Manager is responsible for managing the nonconformance system, including documenting and registering instances of non-conformance, coordinating the dispensation (by Engineering authority), monitoring and verifying the agreed resolution and formally closing out the event.
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When a non-conformance is identified by a QA/QC Engineer/ Third party the QA/QC Engineer will monitor and track the satisfactory resolution of the issue. All Project personnel have the responsibility for ensuring that any deficiencies, ambiguities or problems, are resolved satisfactory to project requirements, and in a timely manner. Non-conformance control for this project applies to all nonconformities identified during engineering, procurement, construction, installation, commissioning and start-up. Non-conforming products will be controlled in accordance with “Non-Conformance Control procedure”. Identification, recording and segregation of non-conforming product are exercised throughout the project by Contractor’s personnel or its representatives in accordance with procedure. The Sub-Contractor are required to submit their non-conformance procedures to Contractor for approval prior to start of work. Otherwise, the project non-conformity procedure will be applicable. The proposed use by concession or repair / rework of a non-conforming product shall be reported to the Contractor for approval along with root cause analysis. Concession requests raised as part of product disposition or do not conform to design acceptance criteria will be submitted to Company for approval. The description of the non-conformity or details of the repair done shall be recorded for future reference. All repaired and reworked products shall be re-inspected as per the original requirements. All Major NCRs will be copied to the Company. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Q-000-503
Project Non-Conformance Control Procedure
13.0
Performance evaluation
13.1
Monitoring, measurement, analysis and evaluation
13.1.1 General Measurement and analysis activities that are required to assure product quality and contribute to continual improvement are planned, and defined statistical techniques are used for analyzing
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measurement data. Measurement
Analysis
Improv ement
Di squal ify No
Assessment
Compl i ance
Internal audi t
Compl i ance
Ins pecti ons
Inspecti on Reporti ng
Parti al
No
SQMS Database
Correcti ve acti on
NCRs Non-conformi ti es
Defi ci ei nci es
Moni tori ng/ Survei l l ance
Survei l l ance Log
Performance Indi cators
Trends
Acti on Tracki ng
Negati ve
Correcti ve acti on
Posi ti ve
Concerns Feedback
Acti on
Preventi ve acti on
No concerns
Project Management Revi ew
Yes
Acti on
Acti on tracki ng
No
Cl osed
Suitable KPIs will be established at the beginning of the project and every phase of the project the performance will be measured. The Project team in conjunction with the QA/QC Manager and Project Engineers will plan and monitor applicable measurement, analysis and improvement processes needed to;
demonstrate conformity of deliverables.
continually improve the effectiveness of the quality management system.
achieve the project-specific quality objectives.
reduce the potential for non-conformance by managing the risks
All Managers/Leads will regularly review the measurement and analysis results to identify opportunities to promote value-adding improvements, or to establish actions to counter adverse trends. During the management review meeting apart from the above following will be reviewed
QMS compliance with the international standards and contract requirements
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Changes that could affect the Project Quality Management System
Continual improvement of the effectiveness of the Project Quality Management System.
Any changes to the applicable petroleum, petrochemical and natural gas industry standards.
Performance indicators
KPIs and Trends will be updated on monthly basis and maintained by responsible process owner for action tracking and improvement where required. The Project Director shall ensure that the process owners establish performance indicators, monitor their performance, and take appropriate actions for improvement. 13.1.2 Customer satisfaction During the project execution the customer feedback will be collected at pre-determined stages. PD or his delegate receives feedbacks from client through formal letters, emails, MOM’s, verbal discussions, etc. Customer feedback shall be analyzed and relevant improvement actions are be taken for improvement Also Project Team will record any complaints lodged formally by the client during various stages of project progress. Formal customer complaints will be analyzed and relevant improvement actions shall be taken in order to improve the problem areas. All formal Customer complaints will be reported to the Project Director for initiating satisfactory close out actions by concerned process owners. 13.1.3 Analysis and evaluation The following data generated by the project management, engineering, procurement and construction departments shall be subject to analysis on monthly/quarterly basis by the relevant process owners:
Results of internal and external audits
Records of client’s satisfaction or dissatisfaction
Compliance with the product requirements
Characteristics and development of processes and products, including risks and opportunities
Records regarding Vendors performance
The review results shall form input to Contractor’s management review for determination of the suitability, effectiveness and adequacy of the QMS. The quality data will be collected through project quality monthly report (PEC-QU-FRM-X-10466), analysed using appropriate statistical techniques as per corporate guidelines / procedures and the trends will be monitored for improvement. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Q-000-503
Project Non-Conformance Control Procedure
DRP001-OUF-GMD-Q-000-500
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Project Quality Plan
Internal audit Audits will be planned based on Audit schedule and conducted in accordance with their procedures on their respective scope of work. PQM is overall responsible for the execution of the project audits. The project audit programme will include Contractor functions and Sub-Contractor activities ( during Construction Site Audits ) as applicable. The audits shall be carried out by trained and qualified auditors who are independent of the activity being audited. Review and monitoring of the QMS shall be by independent QA team within the quality team of the Contractor. As a minimum, audits shall be carried out at the 25% and 75% complete stage for each phase of the Works or as may be deemed necessary as instructed by the Company. It is ensured that all disciplines/ departments are audited at least twice during the project life depending upon work progress. Auditors will be independent of those who performed or directly supervised the activity being audited. Auditors and auditing leader will have appropriate competence levels in terms of personal attributes, education, work experience, training and experience as further provided in ISO 19011. The CONTRACTOR should submit to company for review and approval, all the curriculum Vitae of internal and external auditors before starting any auditing activity. The audit process will be implemented in a planned manner and based on the status and importance of the processes and activities, and the results of the previous audits. The Audit Schedule will cover all major activities carried out by Contractor and Sub-Contractor. Contractor is responsible for maintaining the audit schedule. Contractor may conduct unplanned audits as and when required as per the Project Auditing Procedure. The Project Quality Manager/QA Engineer are responsible for tracking all relevant actions till close out using Audits Log” and “Corrective Action Requests Log”. Sub-Contractor will perform their Internal Quality Audits in accordance with their Audit Procedures and copy the report to be made available whenever requested by Contractor and Company. The Audit Status Log and Corrective Action Status Log shall be maintained by the Sub-Contractor’ Quality Engineers responsible for audits The Company representative and / or his nominated agency will be invited to participate in the Audit. Audited Organization / Auditee will respond to Non-Conformities detected during the Audit as per Project Audit Procedure. Vendor/ Supplier audits The vendor audit Schedule shall be prepared in agreement between PQM, Company and project management and is updated on regular basis & executed by project quality department. Audit schedule shall be planned to take in to consideration the status of the importance of activities, perceived risks, criticality of the equipment, Quality Inspection Level and any points identified during the vendor capability assessment and previous audit results if any. PQM shall consider the Project Quality Plan requirements also prior to preparing the audit schedule on vendor Lead auditor will prepare an audit plan as per the agreement with PQM, Auditee (Vendors) and with company. The lead auditor must prepare audit notification and send to auditee for acceptance. The DRP001-OUF-GMD-Q-000-500
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agreed date shall be informed to all auditees and Observers from the company. The audit shall be notified, conducted, and reported and closed out in line with this procedure and contractual requirement of the project. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Q-000-501
Project Audit Procedure
DRP001-OUF-SCH-Q-000-502
Project Audit plan
13.3 Management review 13.3.1 General Management Reviews shall be held at regular intervals to evaluate the performance of the Project, within the Project Team. The Project Director will chair the Management Review meeting where Project Quality Manager presents the project QMS continuing suitability, adequacy and effectiveness. This review shall include assessing opportunities for improvement and the need for changes to the Project Quality Management System, including the quality policy and quality objectives Project Management review will be conducted once in a year (preferably after internal audits ) 13.3.2 Management review inputs Review agenda shall consider all Project areas and performance, activities, risks, resources and improvements including the following in detail. a) Quality Issues and Concerns, b) Customer feedback, c) Project performance against the established Quality Objectives, and Key Performance Indicators (KPI’s), d) Audit findings and trends, e) Deviations, NCR/CAR action status, f)
Other technical reviews, findings, close-out details,
g) Process performance and product conformity, h) Performance of external Provider i)
Changes that could affect the Project Quality Management System
j)
Follow up actions from previous management reviews,
k) Recommendation of Improvement opportunities. l)
Adequacy of resources
m) Effectiveness of action taken to address risks and opportunities 13.3.3 Management review outputs The output from the management review will be formal minutes of meeting that includes any decisions and actions related to a) improvement of the effectiveness of the Project Quality Management system and its processes, b) any Changes Required in QMS c) resource needs.
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The results of the reviews are documented in meeting minutes, distributed to company management for appropriate action, and maintained as per below procedures. 14.0 Improvement 14.1 General The CONTRACTOR shall determine and select opportunities for improvement and implement actions necessary to meet customer requirements and enhancing customer satisfaction. This includes improvement of products and services in order to meet current as well as future expectations of interested parties Corrective actions Risk & Opportunity Actions for reducing undesired effects Improvements and effectiveness of the QMS 14.2 Nonconformity and corrective action Corrective actions will be implemented to reduce or eliminate the causes of identified non-conformity in order to prevent its recurrence in the following manner:
Review of non-conformities, including Company’s complaints for all processes executed (by the process owners)
Determination of the causes of non-conformities and the appropriate corrective actions within the specified time (by the process owners).
Implementation of the corrective action needed and recording of the results (by the process owners)
Review of the corrective action taken (by the quality team).
The impact or importance of the problem encountered will be considered during the evaluation of the corrective actions needed. The PQM shall ensure that corrective actions are effective. Project Specific Procedure Document No
Document Title
DRP001-OUF-PRO-Q-000-503
Project Non-Conformance Control Procedure
14.3 Continual improvement The PQM shall review and analyse the following elements for improvement of the effectiveness of the QMS.
Project quality objectives/KPIs
audit results
Data analysis reports
Corrective actions
Lesson Learnt:
Management review Outputs
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Annexures Annex A: List of References and Documented information Company’s reference Documents Document No Contract No: CNT-1100-1000-007 NA DRP001-FED-SPE-U-000-004 DRP001-FED-PRO-U-000-033 DRP001-FED-PRO-U-000-020 DRP001-FED-PRO-L-000-008 PLN-1500-1000-001 SPC-1500-1000-001 DRP001-FED-SPE-U-000-006
Document Title Duqm Refinery Project - EPC 2 Package 2 - Utilities and Offsites JV Agreement between PIL & Samsung Engineering. ( Dated 14 Feb 2018) Criticality Ratings Data Handover Procedure Interface Management plan – EPC PHASE Contractor/ Subcontractor Qualification Procedure Company Quality Management Plan Specification for Quality Management Document Review Matrix
Industry codes and standards Document No ISO-9000 (2015) ISO-9001 (2015) ISO-29001 (2011)
ISO-10005 (2005) ISO/TR-10013 (2001) ISO/IEC-17020 (2012) ISO 19011(2011 edition)
DRP001-OUF-GMD-Q-000-500
Document Title Quality management systems - Fundamentals and vocabulary Quality management systems - Requirements. Quality management system for product and service supply organizations for the petroleum, petrochemical and natural gas industries. Quality management systems- guidelines for quality plans Guidelines for quality management system- documentation Conformity assessment- Requirements for the operation of various types of bodies performing inspection Guidelines for auditing management systems
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Contractor’s Documented Information ISO 9001:2015 CLAUSE
S.No.
Document Number
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
6
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
1
DRP001OUF-PRO-P000-002
3D Model Review procedure
2
DRP001OUF-PRO-L000-008
Subcontract plan
3
DRP001OUF-PRO-N000-001
Project Procurement Plan
4
DRP001OUF-GMDU-000-0301
Project Execution Plan
X
5
DRP001OUF-PRO-U000-050
Engineering Execution Plan
6
DRP001OUF-PRO-L000-005
Construction Execution Plan
7
DRP001OUF-PRO-U000-053
Technical Query Procedure
8
DRP001OUF-PRO-U000-052
Concession & Deviation Procedure
9
DRP001OUF-PRO-U000-003
Change Control Procedure
10
DRP001OUF-PRO-U000-009
Project Coordination Procedure
11
NA
Project Office organization Chart
X
12
NA
Project Site Organization Chart
X
13
DRP001OUF-SCH-G000-003
Mobilization Plan
X
X
X
14
DRP001OUF-PRO-G000-002
Progress Measurement Procedure
X
X
X
15
DRP001OUF-PRO-U-
Interface Management
X
DRP001-OUF-GMD-Q-000-500
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
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ISO 9001:2015 CLAUSE
S.No.
Document Number
000-020
16
DRP001OUF-PRO-U000-058
17
DRP001OUF-PRO-U000-004
18
19
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
Smartplant 3D Implementati on Plan Project Expediting Plan
DRP001OUF-SPE-N000-006
Packing, Marking & Shipping Procedure
DRP001OUF-PRO-G000-001
Project Control Plan
20
DRP001OUF-PRO-L000-009
21
DRP001OUF-SPE-P000-022
Specification for Marking & Color Coding
DRP001OUF-PRO-U000-054 DRP001OUF-PRO-U000-001
Field Change Notice Procedure Document numbering procedure
24
DRP001OUF-PRO-U000-008
Document control procedure
25
DRP001OUF-PRO-U000-057
26
DRP001OUF-PRO-U000-033
Procedure for Preparation of As-Built Drawings Data Handover Plan
27
DRP001OUF-GMDQ-000-500
Project Quality Plan
X
X
28
NA
Project Quality Policy
X
X
29
NA
Project Quality Objectives
X
23
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Plan
Material & Equipment Management Procedure (Including Preservation on Field)
22
6
DRP001-OUF-GMD-Q-000-500
X
X
X
X
X
X
X
X
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X
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ISO 9001:2015 CLAUSE
S.No.
Document Number
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
6
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
30
DRP001OUF-SCH-Q000-502
Project Audit Plan
X
31
DRP001OUF-PRO-N000-502
Local Procurement Procedure
X
32
DRP001OUF-GMDG-000-505
Project Roles & Responsibiliti es
X
33
DRP001OUF-PRO-Q000-501
34
DRP001OUF-PRO-Q000-503
35
DRP001OUF-SPE-Q000-505
X
Project Audit Procedure Project NonConformance Control Procedure QA/QC Implementati on during Engineering phase
X
X
X
X
X
X
X
X
QA/QC Implementati on during Procurement
X
X
37
DRP001OUF-SPE-Q000-507
QA/QC Implementati on During Construction
X
X
38
DRP001OUF-PRO-Q000-508
Inspection Coordination Procedure with Suppliers
X
X
39
DRP001OUF-PRO-L000-006
Punch List Procedure
X
X
DRP001OUF-PRO-Q000-511
Material Identification and Traceability
X
X
41
DRP001OUF-SPE-W000-007
Positive Material Identification
X
X
42
DRP001OUF-PRO-Q000-512
Pipeline Weld Numbering
X
X
43
DRP001OUF-PRO-Z-
HSE Engineering
36
40
DRP001OUF-SPE-Q000-506
X
DRP001-OUF-GMD-Q-000-500
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ISO 9001:2015 CLAUSE
S.No.
Document Number
000-001
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
6
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
Execution Plan
44
DRP001OUF-SPE-Z000-050
Environment al plan
X
X
45
DRP001OUF-RPT-Z000-009
Waste Management Plan
X
X
46
DRP001OUF-SPE-Q000-507
Risk Management Procedure
X
X
X
X
X
47
DRP001OUF-PRO-Q000-500
Right First Time Procedure
X
X
X
X
X
48
DRP001OUF-PRO-U000-012
IT Execution Plan
DRP001OUF-PRO-U000-056 DRP001OUF-PRO-L000-002
Advance Revision Notice PreCommissioni ng Procedure
49
50
X
X
X
X
X
DRP001OUF-PRO-T000-001
PRECOMMISSIO NING & COMMISSIO NING EXECUTION PLAN
X
X
52
TBA
Operating and Maintenance Manual
X
X
53
DRP001OUF-PRO-U000-032
Vendor Documentati on Instruction
X
X
51
X
CORPORATE PROCEDURES- ( PETROFAC ) 1
2
3
SHJ-CCPRO-F-1096
Contract Review
X
X
PEC-ENPRO-X15454
Technical Contract Review ( For Petrofac )
X
X
PEC-CSPRO-X11774
PetroPCS Set-up & Implementati on Procedure
DRP001-OUF-GMD-Q-000-500
X
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ISO 9001:2015 CLAUSE
S.No.
4
5
6 7
8
9
10
11
Document Number
Document Title
4
5
Context of Organiz ation
Leader ship and commit ment
6
7
8
9
10
Planning
Supp ort
Operati on
Perform ance Evaluati on
Impro veme nt
PEC-ENPRO-X-0032
Validation of excel spreadsheet and Mathcad templates
PEC-ENPRO-X08763
Preparation, Checking, Review and Approval of Project Documents
X
X
Design Control
X
X
PEC-ENPRO-X01097 PEC-ENPRO-X-0036 PEC-ENPRO-X-1098
PEC-ENPRO-X-1099
PEC-ENPRO-X06729 PEC-ENPRO-X15271
12
PEC-ENPRO-X13953
13
PEC-ENFRM-X11651
X
Design Review Document Review and Approval Requirement s
X
X
InterDiscipline Checking (IDC) of Documents
X
Design Change Notice (EPC ) Design Integrity Assurance procedure Value Engineering Methodology
X
X
X
X
Document Review, Approval and IDC Matrix
DRP001-OUF-GMD-Q-000-500
X
X
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CORPORATE PROCEDURES- ( SAMSUNG ENGINEERING ) SPM0026ENN 1
SPD0003ENN 2
SPD0014ENN 3
4 5
SPF0003ENN SPD0010ENN
Contract Gate Operation Procedure Manual -For Contract Review Workshop Check-List of Major Information for InterDepartment Check
X
X
DESIGN REVIEW, VERIFICATION & VALIDATION PROCEDURE
X
Contract Review Design Execution procedure
DRP001-OUF-GMD-Q-000-500
X X
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Annex B: Definition Term EPC Contract Customer / Company Contractor Competence Inspection Inspection Level (IL)
Mechanical Completion Non-Conformance Non-Conformance Report (NCR) Pre-commissioning
Quality Quality System (QS)
Quality Assurance
Quality Control Quality Improvement
Quality Management
Quality Planning
Quality Plan
Quality Management System Requirement Sub- Contractor
Standard
Definition Has the meaning specified in the Contract CNT-1100-1000-007 Duqm Refinery Duqm Refinery and Petrochemical Industries Co. (DUQM REFINERY) Joint Venture (JV) of Petrofac International LTD & Samsung Engineering Co. Ltd. Demonstrated ability to apply knowledge and skills. The process of measuring, examining, testing, gauging or otherwise comparing the product with applicable requirements. The specified amount of inspection coverage (at a specific Vendor and/or sub-Vendors) that is necessary to ensure that a product or service conforms to specifications “Mechanical Completion” means that in respect of a Portion or the whole of the Works the conditions set out in Clause 12.5 of the contact Not meeting a specified requirement. Documents a specified requirement is not met. Testing of system components for completion, continuity, operability and in the case of process plants, their ability to withstand operating pressures prior to the introduction of fluids (hydrocarbons or other fluids) into the facility Degree to which a set of inherent characteristics fulfils a requirement. The organization structure, responsibilities, activities, resources and events that together provide organised procedures and methods of implementation to ensure the capability of the organization to meet quality requirements All procedures, work practices and administration and all those planned and systematic actions necessary to ensure consistent quality i.e. to provide adequate confidence that a product or services will be fit for its intended purpose. Operational techniques and activities that prove and sustain the product and service quality to the specified requirements. Actions taken throughout the organization, to increase the effectiveness and efficiency of activities and processes to provide added benefits to both the organization and customers. All activities of the overall management function that determine the quality policy, objectives and responsibilities, and implement them by means such as quality planning, quality control, quality assurance and quality improvement within the quality system. Determining and defining the customer's needs on quality, and framing the objectives, standards and controls to meet them. A document prepared by the Contractor or vendor setting out in chronological order the specific quality practices, resources and activities relevant to a particular contract or order. The QP sets out specific project organizations, interactions, quality practices, resources and sequence of activities pertinent to the contract. It shall unambiguously define the direct control functions and procedures which inspect, measure, test, record and control procurement, fabrication, construction, installation, pre-commissioning and/or mechanical completion activities through established process, specifications and standards for all matters and disciplines involved. Organizational structure, procedures, processes and resources needed to meet the quality objectives. A need, expectation, or obligation, which can be stated or implied by an organization, customers, or other interested parties. means any person, firm, partnership, corporation or combination thereof to whom any part of the Works is subcontracted by the Contractor in accordance with the terms of the Contract, A document providing rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.
DRP001-OUF-GMD-Q-000-500
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Term Scope (SOW)
Shall Should
of
Work
Project Quality Plan
Definition All activities and deliverables to be done for a client and nature of how it shall be conducted. In some cases, the SOW is the same meaning as the Project in others it defines the work to be conducted as part of a contract. Indicates a requirement Indicates a recommendation
DRP001-OUF-GMD-Q-000-500
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Annex C: Abbreviations Term CAR CRA CDR CPIM CV DC DCC DCN EPC GRE FEED FAT HAZID HAZOP HR HSSE HSE IM ISO IT IDC ITP ITR ITT TDR IRN IFAT KPI LL LSTK LLI MRB MC MS NDT NCR OEC PDCA PQP PD PM PQM PEM PPM PPIM PTF PMT PTR PIM PMI PMC PWHT QA QC QMS QCP QM
Definition Corrective Action Request Corrosion Resistance Alloys Construction Document Register Construction Pre Inspection meeting Curriculum Vitae Document Control Document Control Centre Design Change Notice Engineering Procurement Construction Glass Reinforced Epoxy Front –End Engineering Design Factory Acceptance Testing Hazard Identification Hazard and Operability Human Resources Health, Safety, Security, Environmental Health, Safety and Environmental Information Management International Organization for Standardization Information and Technology Inter Discipline Check Inspection and Test Plan Inspection and Test Record Invitation to Tender Technical Document Register Inspection Release Note Integrated Factory Acceptance Testing Key Performance Indicator Lessons Learned Lump Sum Turn Key Long Lead Item Manufacturing Record Book Mechanical Completion Method Statement Non Destructive Testing (synonymous to NDE, Non Destructive Examination) Non-Conformance Report Onshore Engineering and Construction Plan-Do-Check-Act Project Quality Plan Project Director Project Manager Project Quality Manager Project Engineering Manager Project Procurement Manager Project Pre Inspection Meeting Project Task Force Project Management Team Procurement Tracking Register Pre-inspection Meeting Positive Material Identification Project Management Consultant Post Weld Heat Treatment Quality Assurance Quality Control Quality Management System Quality Control Procedure Quality Manual.
DRP001-OUF-GMD-Q-000-500
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Term QP RAM RFSU RMP RFI RIN SM SCE SAT SCM SQM TA TPI TDR VPIM VDR WPS
Project Quality Plan
Definition Quality Plan Risk Assessment Matrix Ready for Start-Up Risk Management Plan Request for Information Request for Inspection Notification Site Manager Safety Critical Element Site Acceptance Test Site Construction Manager Site Quality Manager Technical Authority Third Party Inspectorate. Technical Document Register Vendor Pre-Inspection Meeting Vendor Document Register Welding Procedure Specification
DRP001-OUF-GMD-Q-000-500
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Annex D: ISO 9001:2015 / ISO 29001:2011 & PQP Correlation Matrix
ISO 9001:2015
ISO 29001:2011 Scope General
PQP section Reference
1
Scope
1 1.1
4
Context of the organization
4 Quality management system
8.0 Context of the Organization
4
8.1 Understanding the organization and its context
2.0 Scope
4.1
Understanding the organization and its context
4.2
Understanding the needs and expectations of interested parties
4 Quality management system
8.2 Understanding the needs and expectations of interested parties
4.3
Determining the scope of the quality management system
1.2 Application 4.2.2 Quality manual
8.3 Determining the scope of the quality management system
4.4
Quality management system and its processes
4
8.4
5
Leadership
4.1 5
Quality management system General requirements Management responsibility
9
Leadership
5.1
Leadership and commitment
5.1
Management commitment
9.1
Leadership and commitment
5.1.1 General
5.1
Management commitment
9.1.1 General
5.1.2 Customer focus
5.2
Customer focus
9.1.2 Customer focus
5.2
Policy
Quality management system
Quality management system and its processes
5.3
Quality policy
9.2
5.2.1 Establishing the Quality Policy
5.3
Quality policy
9.2.1 Establishing the Quality Policy
5.2.2 Communicating the Quality Policy 5.3 Organizational roles, responsibilities and authorities
5.3
Quality policy
9.2.1 Establishing the Quality Policy
6
Planning
6.1
Actions to address risks and opportunities
DRP001-OUF-GMD-Q-000-500
Policy
5.5.1 Responsibility and authority 5.5.2 Management representative 5.4.2 Quality management system planning 5.4.2 Quality management system planning
9.3 Organizational roles, responsibilities and authorities
5.4.2 Quality management system planning 8.5.3 Preventive action
10.1
Page 83 of 86
10
Planning Actions to address risks and opportunities
Rev B1
Duqm Refinery Project – EPC Package 2
6.2 6.3
Quality objectives and planning to achieve them Planning of changes
7 7.1
Support Resources
Project Quality Plan
5.4.1 Quality objectives
10.2
5.4.2 Quality management system planning 6 Resource management 6 Resource management
10.3
General People Infrastructure Environment for the operation of processes 7.1.5 Monitoring and measuring resources 7.1.5.1 General
6.1 6.1 6.3 6.4
11.1.1 11.1.2 11.1.3 11.1.4
7.1.5.2 Measurement traceability
7.6
7.1.6 Organizational knowledge 7.2 Competence
No equivalent clause 6.2.1 General 6.2.2 Competence, training and awareness 6.2.2 Competence, training and awareness 5.5.3 Internal communication 4.2 Documentation requirements 4.2.1 General 4.2.3 Control of documents 4.2.4 Control of records 4.2.3 Control of documents 4.2.4 Control of records 7 Product realization 7.1 Planning of product realization 7.2 Customer-related processes
7.1.1 7.1.2 7.1.3 7.1.4
7.3
Awareness
7.4 7.5 7.5.1 7.5.2
Communication Documented information General Creating and updating
7.5.3 Control of documented Information 8 Operation 8.1 Operational planning and control 8.2 Requirements for products and services 8.2.1 Customer communication 8.2.2 Determination of requirements related to products and services 8.2.3 Review of requirements related to products and services 8.2.4 Changes to requirements for products and services 8.3 Design and development of products and services
DRP001-OUF-GMD-Q-000-500
Provision of resources Provision of resources Infrastructure Work environment
7.6
Control of monitoring and measuring equipment No equivalent clause Control of monitoring and measuring equipment
7.2.3 Customer communication 7.2.1 Determination of requirements related to the product 7.2.2 Review of requirements related to the product 7.2.2 Review of requirements related to the product 7.3Design and development
Page 84 of 86
11 11.1
Quality objectives and planning to achieve them Planning of changes Support Resources
General People Infrastructure Environment for the operation of processes 11.1.5 Monitoring and measuring resources No equivalent clause 11.1.5 Monitoring and measuring resources 11.1.6 Organizational knowledge 11.2 Competence
11.3
Awareness
11.4 11.5 11.5.1 11.5.2
Communication Documented information General Creating and updating
11.5.3 Control of documented information 12 Operation 12.1 Operational planning and control 12.2 Requirements for products and services 12.2.1 Customer communication 12.2.2 Determination of requirements related to products and services 12.2.3 Review of requirements related to products and services 12.2.4 Changes to requirements for products and services 12.3 Design and development of products and services
Rev B1
Duqm Refinery Project – EPC Package 2
8.3.1 General 8.3.2 Design and development planning 8.3.3 Design and development inputs 8.3.4 Design and development controls
8.3.5 Design and development outputs 8.3.6 Design and development changes 8.4 Control of externally provided processes, products and services 8.4.1 General 8.4.2 Type and extent of control
8.4.3 Information for external providers 8.5
Production and service provision 8.5.1 Control of production and service provision
8.5.2 Identification and traceability 8.5.3 Property belonging to customers or external providers 8.5.4 Preservation 8.5.5 Post-delivery activities 8.5.6 Control of changes 8.6 Release of products and services
8.7 9
Control of nonconforming outputs Performance evaluation
9.1
Monitoring, measurement, analysis and evaluation 9.1.1 General
DRP001-OUF-GMD-Q-000-500
Project Quality Plan
7.3.1 Design and development planning 7.3.1 Design and development planning 7.3.2 Design and development inputs 7.3.4 Design and development review 7.3.5 Design and development verification 7.3.6 Design and development validation 7.3.3 Design and development outputs 7.3.7 Control of design and development changes 4.1 | General requirements 7.4.1 Purchasing process 7.4.1 Purchasing process 7.4.1 Purchasing process 7.4.3 Verification of purchased product 7.4.2 Purchasing information 7.4.3 Verification of purchased product 7.5 Production and service provision 7.5.1 Control of production and service provision 7.5.2 Validation of processes for production and service provision 7.5.3 Identification and traceability 7.5.4 Customer property
7.5.5 Preservation of product 7.5.1 Control of production and service provision 7.3.7 Control of Design and Development Changes 7.4.3 Verification of purchased product 8.2.4 Monitoring and measurement of product 8.3 Control of nonconforming product 8 Measurement, analysis and improvement 8 Measurement, analysis and improvement 8.1 General 8.2.3 Monitoring and Measurement Processes
Page 85 of 86
12.3.1 General 12.3.2 Design and development planning 12.3.3 Design and development inputs 12.3.4 Design and development controls
12.3.5 Design and development outputs 12.3.6 Design and development changes 12.4 Control of externally provided processes, products and services 12.4.1 General 12.4.2 Type and extent of control
12.4.3 Information for external providers 12.5
Production and service provision 12.5.1 Control of production and service provision
12.5.7 Identification and traceability 12.5.8 Property belonging to customers or external providers 12.5.9 Preservation 12.5.10 Post-delivery activities 12.5.11 Control of changes 12.6
Release of products and services
12.7 Control of nonconforming outputs 13 Performance evaluation 13.1
Monitoring, measurement, analysis and evaluation 13.1.1 General
Rev B1
Duqm Refinery Project – EPC Package 2
Project Quality Plan
9.1.2 Customer satisfaction
8.2.1 Customer satisfaction
13.1.2 Customer satisfaction
9.1.3 9.2 9.3 9.3.1 9.3.2 9.3.3 10 10.1 10.2
8.4 Analysis of data 8.2.2 Internal audit 5.6 Management review 5.6.1 General 5.6.2 Review input 5.6.3 Review output 8.5 Improvement 8.5.1 Continual improvement 8.3 Control of nonconforming product 8.5.2 Corrective action 8.5.1 Continual improvement 8.5.3 Preventive action
13.1.3 Analysis and evaluation 13.2 Internal audit 13.3 Management review 13.3.1 General 13.3.2 Management review input 13.3.3 Management review output 14 Improvement 14.1 General 14.2 Nonconformity and corrective action
Analysis and evaluation Internal audit Management review General Management review input Management review output Improvement General Nonconformity and corrective action
10.3 Continual Improvement
DRP001-OUF-GMD-Q-000-500
Page 86 of 86
14.3 Continual Improvement
Rev B1
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