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7/28/2019 ISO Implementation Guide
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MULTIMAX
Quality Manual
Last Date Updated: 8/04/2006
Owner: Brad NelsonFile Name: 080406 Quality Manual
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RevisionDate
Approver Scope
2/05/03 None Initial draft issuance
3/31/03 None Revised draft issuance
4/07/03 None Revised draft issuance
4/30/03 Aldrin Leung Approved baseline release
6/09/03 Aldrin Leung Formatting and grammatical changes; expansion of control of
non-conforming product methodologies
7/11/03 Aldrin Leung Expanded Control on non-conforming product/service
process; Expanded Contract Close-Out process; Clarifiedresponsibilities;
7/16/03 Aldrin Leung Added "design" to the scope statement
9/9/03 Aldrin Leung Incorporate changes suggested during pre-assessment in June
2003
9/10/03 Aldrin Leung Clarify responsible parties in the proposal process and change
document retention of proposal review material.
12/02/03 Aldrin Leung Changes and modifications made in respond to open PCARs.
03/29/04 Aldrin Leung Changes and modifications made in response to PCARs.# 27,
28, 42, 58, and 59)
07/12/04 Aldrin Leung Changes and modifications made in response to PCARs # 76-
91
09/10/04 Aldrin Leung Changes and modifications made in response to PCARs #92-
115
10/13/04 Aldrin Leung Changes and modifications made in response to PCARs #124-
126, including the incorporation of competency for key
personnel and changes on the process on Control of Non-
Conforming product4/29/05 Aldrin Leung Changes to expand the scope of the Quality Manual to include
the Air Force NETCENTS contract
8/16/05 Aldrin Leung Changes to include suggestions from June 2005 pre-
assessment
9/23/05 Aldrin Leung Fix typo and minor mistakes and modified process
measurement method.
08/04/06 Brad Nelson Changes to Management Representative description, Section
7.3.3 Project Initiation, and Appendix E Signature Authoritydue to acquisition of Multimax. Appendix H Quality
Records update based on PCAR 188
Table 1. Summary of Revisions .
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Table of Contents
1 Company Overview ................................................................................................................ 1
2 Scope....................................................................................................................................... 12.1 Exclusions.................................................................................................................................... 1
3 Definitions............................................................................................................................... 1
4 Quality Management System.................................................................................................. 24.1 General Requirements (Ref. ISO STD 4.1) ................................................................................. 2
4.1.1 Processes................................................................................................................. 3
4.1.2 Effective Operation and Control of Processes ........................................................ 34.1.3 Availability of Resources........................................................................................ 3
4.1.4 Monitoring, Measurement and Analysis of Processes............................................ 34.1.5 Continual Improvement .......................................................................................... 3
4.1.6 Control of Outsourced Processes............................................................................ 44.2 Documentation Requirements ..................................................................................................... 4
4.2.1 General.................................................................................................................... 44.2.2 Quality Manual (Ref. ISO STD 4.2.2) .................................................................... 4
4.2.3 Control of Documents (Ref. ISO STD 4.2.3) ......................................................... 44.2.4 Control of Records.................................................................................................. 6
5 Management Responsibility.................................................................................................... 75.1 Management Commitment (Ref. ISO STD 5.1).......................................................................... 7
5.1.1 Communicating to the Organization....................................................................... 7
5.1.2 Establishing the Quality Policy............................................................................... 7
5.1.3 Establishing Quality Objectives.............................................................................. 7
5.1.4 Conducting Management Reviews ......................................................................... 8
5.1.5 Availability of Resources........................................................................................ 85.2 Customer Focus (Ref. ISO STD 5.2)........................................................................................... 85.3 Quality Policy (Ref. ISO STD 5.3).............................................................................................. 9
5.3.1 Appropriate to Organizational Purpose .................................................................. 95.3.2 Commitments.......................................................................................................... 9
5.3.3 Framework for Establishing Objectives.................................................................. 9
5.3.4 Communication of the Quality Policy .................................................................... 95.3.5 Review of the Quality Policy.................................................................................. 9
5.4 Planning.......................................................................................................................................9 5.4.1 Quality Objectives (Ref. ISO STD 5.4.1) ............................................................... 9
5.4.2 Quality Management System Planning (Ref. ISO STD 5.4.2) ............................. 105.5 Responsibility, Authority, and Communication........................................................................ 11
5.5.1 Responsibility and Authority (Ref. ISO STD 5.5.1)............................................. 115.5.2 Management Representative (Ref. ISO STD 5.5.2) ............................................. 11
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5.6.3 Review Output (Ref. ISO STD 5.6.3)................................................................... 15
5.6.4 Management Review Flowchart ........................................................................... 16
6 Resource Management.......................................................................................................... 166.1 Provision of Resources (Ref. ISO STD 6.1).............................................................................. 166.2 Human Resources Process......................................................................................................... 17
6.2.1 General (Ref. ISO STD 6.2.1) .............................................................................. 176.2.2 Competence, Awareness and Training (Ref. ISO STD 6.2.2) .............................. 17
6.2.3 Human Resources Process Flowchart................................................................... 186.3 Infrastructure (Ref. ISO STD 6.3) ............................................................................................. 186.4 Work Environment (Ref. ISO STD 6.4).................................................................................... 19
7 Service, Product & Solution Realization .............................................................................. 197.1 Business and Proposal Development Process............................................................................ 21
7.1.1 Business Development.......................................................................................... 21
7.1.2 Proposal Development .......................................................................................... 217.1.3 Business and Proposal Development Process Flowchart...................................... 23
7.2 Contract Management Process .................................................................................................. 247.2.1 Contract Negotiation/Award................................................................................. 24
7.2.2 Subcontractor Management .................................................................................. 25
7.2.3 Contract Close-Out ............................................................................................... 267.2.4 Contract Management Process Flowchart ............................................................ 26
7.3 Project Management Process..................................................................................................... 277.3.1 Planning of Service, Product and Service Realization (Ref ISO STD 7.2.1) ....... 27
7.3.1.1 Services Project Plan......................................................................................... 287.3.1.2 Solutions Project Plan....................................................................................... 29
7.3.2 Design and Development (Ref. ISO STD 7.3) ..................................................... 29
7.3.3 Project Initiation.................................................................................................... 30
7.3.4 Contract Fulfillment.............................................................................................. 317.3.4.1 Services Contracts or Tasks .............................................................................. 32
7.3.4.2 Product Contracts or Tasks ............................................................................... 32
7.3.4.3 Solution Contracts or Tasks .............................................................................. 327.3.4.4 All Contracts or Tasks ...................................................................................... 32
7.3.5 Project Management Process Flowchart ............................................................... 357.4 eCommerce Management Process............................................................................................. 35
7.4.1 Maintain eCommerce Database ............................................................................ 36
7.4.2 Order Management ............................................................................................... 367.4.3 Customer Communication .................................................................................... 36
7.4.4 eCommerce Fulfillment ........................................................................................ 37
7.4.5 Quality Assurance................................................................................................. 377.4.6 eCommerce Fulfillment Process Flowchart.......................................................... 37
7.5 Quality Management Process .................................................................................................... 38
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7.6 Control of Monitoring and Measurement Devices (Ref. ISO STD 7.6).................................... 408 Measurement, Analysis and Improvement ........................................................................... 40
8.1 General (Ref. ISO STD 8.1) ...................................................................................................... 408.2 Measurement ............................................................................................................................. 418.2.1 Customer Satisfaction (Ref. ISO STD 8.2.1)........................................................ 41
8.2.2 Internal Audit Process (Ref. ISO STD 8.2.2) ....................................................... 41
8.2.2.1 Internal Audit Process Flowchart...................................................................... 428.2.3 Monitoring and Measurement of Processes (Ref. ISO STD 8.2.3) ...................... 42
8.2.4 Monitoring and Measurement of Product and Service (Ref. ISO STD 8.2.4)...... 42
8.2.5 Evidence of Conformance..................................................................................... 43
8.3 Control of Non-Conforming Product, Service or Solution (Ref. ISO STD 8.3) ....................... 438.4 Analysis of Data (Ref. ISO STD 8.4)........................................................................................ 448.5 Process Improvement ................................................................................................................ 45
8.5.1 Continual Improvement (Ref. ISO STD 8.5.1)..................................................... 45
8.5.2 Corrective Action (Ref. ISO STD 8.5.2) .............................................................. 46
8.5.3 Preventive Action (Ref. ISO STD 8.5.3) .............................................................. 49Appendix A, Work Instruction Management Review ............................................................... 51
Appendix B, Work Instruction Proposal Development ............................................................. 52
B.1 Assign Responsibility................................................................................................................ 52B.2 Conduct Proposal Planning ....................................................................................................... 52B.3 Complete Requirements Analysis ............................................................................................. 52B.4 Prepare Technical Proposal ....................................................................................................... 53B.5 Prepare Cost Proposal................................................................................................................ 53B.6 Conduct Proposal Reviews........................................................................................................ 53B.7 Obtain Proposal Approval ......................................................................................................... 53
Appendix C, Work Instruction Internal Audit ........................................................................... 54C.1 Internal Audit Schedule.............................................................................................................54C.2 Plan Individual Audit ................................................................................................................ 54C.3 Conduct the Audit...................................................................................................................... 54C.4 Record Findings......................................................................................................................... 54
Appendix D, Work Instruction Corrective & Preventive Action .............................................. 55
D.1 Corrective Action Work Instruction ......................................................................... 55D.1.1 Identify & Review Non-Conformances ................................................................ 55
D.1.2 Evaluate Need & Recommendation for Corrective Action .................................. 55
D.1.3 Approve & Implement Corrective Action ............................................................ 55
D.1.4 Record Results ...................................................................................................... 56D.2 Preventive Action Work Instruction.......................................................................................... 56
D.2.1 Identify & Review Potential Preventive Actions.................................................. 56
D.2.2 Evaluate Need & Recommendation for Preventive Action .................................. 56D.2.3 Approve & Implement Corrective Action ............................................................ 56
D 2 4 Record Results 57
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F.4.1 Segregation of Government Property ................................................................... 62
F.4.2 Property in Possession of Subcontractors ............................................................. 62
F.5 Identification.............................................................................................................................. 62F.6 Physical Inventories................................................................................................................... 62
F.6.1 Inventories Upon Contract Termination or Completion....................................... 63
F.6.2 Reporting Results of Inventories. ......................................................................... 63F.7 Audit of Property Control System............................................................................................. 63
Appendix G, Commitment Letter from the President................................................................... 64
Appendix H, List of Quality Records ........................................................................................... 65
Appendix I, QMS Process Monitoring, Measurement and Analysis............................................ 67
List of Exhibits
Exhibit 1. Overall Structure of the Multimax QMS Process Interaction.....................................3Exhibit 2. Control of Document Requirements ..........................................................................6Exhibit 3. Summary of Records Control Methodologies............................................................7Exhibit 4. Summary of Key Elements of Customer Focus ........................................................8Exhibit 5. Key Quality Elements, Measurement Criteria, Objectives and Responsible Levels10
Exhibit 6. QMS Planning & Approach.....................................................................................10Exhibit 7. Summary of Key Common Positions.......................................................................12Exhibit 8. Organization Chart of Key QMS Positions ..............................................................13Exhibit 9. Summary of Key Program Position.........................................................................14Exhibit 10. Organization Chart of a Typical Project...............................................................14Exhibit 11. Management Review Flowchart..........................................................................16Exhibit 12. Summary of Methodologies Used in the Human Resources Process.................17Exhibit 13. Human Resources Process Flowchart................................................................18Exhibit 14. Multimax Process Model.....................................................................................20Exhibit 15. Business and Proposal Development Process Flowchart...................................23Exhibit 16. Contract Management Process Flowchart..........................................................27Exhibit 17. Planning Requirements for Different Types of Projects.......................................28Exhibit 18. Service Project Planning Requirements..............................................................29Exhibit 19. Solution Project Planning Requirements.............................................................29Exhibit 20. Minimum Requirements for Each Phase of the Design/Development Plan ........30Exhibit 21. Methods of Control in Contract Fulfillment..........................................................34Exhibit 22. Project Management Process Flowchart.............................................................35
Exhibit 23. Methods of Control in eCommerce Fulfillment....................................................37Exhibit 24. eCommerce Fulfillment Process Flowchart........................................................38Exhibit 25. Internal Audit Process Flowchart.........................................................................42Exhibit 26. Data Analysis Methods........................................................................................45Exhibit 27. Key Components of the Continual Improvement Program..................................46Exhibit 28. Corrective Action Flowchart ................................................................................48Exhibit 29 Preventive Action Process Flowchart 50
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Preventative and Corrective Action Report (PCAR): A report/form, which identifies a service,
product or solution, which fails (or has the potential of failing) to conform to QMS requirements. The
form is used to track the investigation of the root causes and implement actions to correct or prevent theoccurrence or re-occurrence of the non-conformance.
Product: Product is a general term inclusive of tangible items such as hardware and software, services
performed and integrated solutions to fulfilled one or many customer requirement.
Program: A contract or a group of contracts with similar nature that is managed by a designated
Program Manager.
Project: A task order or a group of task orders with similar nature that is managed by a designated
Project Manager. A project plan is required for each project.
Request For Proposal (RFP): A request by a potential customer, to a provider, for a proposal of
services/solution and price.
Request For Quotation (RFQ): A request by a potential customer to a provider for a price quotation of
product, services, and/or solution.
Service: Service is a general term for labor activities performed to meeting customer requirements. In
the context of this manual, service is also considered a type of products.
Shared Network Drive: Electronic storage media shared by personnel in the companies, which includelogical network drives and web portal managed by corporate support personnel. Access to these media
may be password protected for personnel that has the need to know/access.
Solution: A combination of tangible items and associated services performed to fulfill one or many
customer requirement, which will require Multimax to provide design, development activities. In the
context of this manual, solution is also considered a type of products.
Statement of Objectives (SOO): The list of objectives that the customer wishes to obtain from the
services/solution delivered by the provider.
Statement of Work (SOW): The list of services or solutions that the customer wishes the provider to
deliver and the parameter within which the services must be delivered.
Task Order (TO): A written agreement, under a given contract, that specifies the defined requirements,
funding, and specific terms and conditions of services, products and/or solution, to be performed or
delivered by the provider. A TO may synonymously be referred to as a Delivery Order (DO).
Task Order Request (TOR): A specific request for services or solution over a defined period of timefor a set price in accordance with an overarching contract between the customer and service provider.
TOR may synonymously be referred to as a Request for Task Order Proposal, Task Request Notice(TRN).
Validation: The action to confirm that the product delivered to the customer successfully fulfill one or
more customer requirements
Verification: The action to ensure that the product design meets one or more customer requirements.
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processes, procedures, and work instructions that are designed to ensure that the system is deployed,
maintained, and continually improved in accordance with the requirements of ISO 9001:2000.
4.1.1 ProcessesExhibit 1 defines the overall structure of the Multimax QMS and identifies the specific processes that
make up the system.
The definition and documentation of the Multimax QMS is presented within the single
structure of the Multimax Quality Manual. All related work instructions, quality instructions,
and forms have been electronically linked to applicable sections within the Quality Manual.
QMS ProcessesQMS Processes
Management
Business & Proposal
Development
Human Resources
Contract Management
Project Management
eCommerce Management
Quality Management
Internal Audit
MM
Quality
Manual
Processes &
Procedures
Work Instructions, Quality
Instructions, Forms, References
Documents & Records
MM
Quality
Manual
Processes &
Procedures
Work Instructions, Quality
Instructions, Forms, References
Documents & Records
MM
Quality
Manual
Processes &
Procedures
Work Instructions, Quality
Instructions, Forms, References
Documents & Records
Exhibi t 1. Overall Structure of the Multimax QMS Process Interaction
The sequence and interaction of processes are graphically illustrated within each process described within
this manual. Each process is represented by a process flowchart, which defines the process entry and exit
points, the sequence of operations and the interactions to other processes, as appropriate.
Additionally, a process model of the key Service, Product & Solution Realization processes is shown inSection 7.
4.1.2 Effective Operation and Contro l o f Processes
See 7.3, Project Management Process
4 1 3 Availabi li ty of Resources
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4.1.6 Control of Outsourced Processes
All outsourced services, products or solutions are controlled by Multimax to ensure that Multimax
quality standards as well as Multimax customer requirements are met.
Those outsourced processes and performance requirements are carried out through formal subcontractor
teaming arrangements supported by specific contractual documentation, which may include:
Team quality standards and reporting requirements
Statement of Work or Statement of Objectives
Prime contract flow down clauses
Technical performance standards
Project Plans
Costs
Deliverables
The selection and the continuous re-evaluation of these subcontractors and teaming partners is carried out
through defined criteria that are designed to ensure that Customer requirements are met as well as to
optimize long term relationships. See Section 7.2.2 for a definition of the methodologies used in the
selection, evaluation and control of subcontractors and teaming partners.
4.2 Documentation Requirements
4.2.1 General
The Multimax QMS documents the quality policy, quality objectives and this QM. In addition,
Multimax QMS establishes the documented procedures required by ISO 9001:2000 as well as other
methodologies necessary to ensure the effective planning, operation and control of its processes. Lastly,quality records are maintained to provide evidence of how these processes are carried out and in turn,
demonstrating the effectiveness of the QMS.
4.2.2 Quality Manual (Ref. ISO STD 4.2.2)
Multimax has established this QM, which provides a description of the Multimax QMS. The QM
includes the scope of the QMS; including details and justification for any exclusion (see Section 2.1). It
includes a description of all processes and links to all supporting documentation needed for the
implementation and effective operation of the QMS.
4.2.3 Control of Documents (Ref. ISO STD 4.2.3)
All documents produced or used within the Multimax QMS are categorized as follows:
QMS Documents Documents that define methodologies to be followed in using this QMS,including this QM, forms, templates and other required methodologies. These documents are
controlled in accordance with the requirements detailed in Exhibit 2
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Reference Documents These documents do not dictate specific requirement, product orprocess methodologies but provide general reference information that may be used by employees
in carrying out contractual tasks. These documents are not subject to any document control
requirements. It is the responsibility of the user of the document to determine the appropriateness
and currency of the information being used.
The primary vehicle for providing the level of control for this documentation is the designated Multimax
share electronic drive/folder for the QMS. A PDF version of the document is posted on the Multimax
Intranet for ease of sharing and improvement for employee awareness. The control of any documents not
maintained on the shared drive shall be the responsibility of the document owner.
Requirement Methodology FollowedApprove for
adequacy prior to
issue
All documents requiring control have assigned document owners, except for QMSforms, procedures and templates which are owned by the Management
Representative of the QMS.
The designated document owner approves all documents prior to issuance.
The posting of the QMS document on the QMS folder acknowledges the approvalof the document. File security has been established to prevent anyone other than
the document owner from posting documents on the QMS folder.
If the document owner is the only approver of the document, no formal documentedrecord of those approvals is required, except for the entry of the approving party
in the Revision History Section of the document.
If multiple approvers are required, email or other supporting documentation isrequired to acknowledge their approval of the document.
Review and update
as necessary and re-
approve documents
Documents are reviewed and updated as changes are needed and approved by thedocument owner
All changes are approved by the document owner and, as appropriate, by other
designated approvers with approvals recorded in the Revision History Section ofthe document.
Clarification of
control and use of
forms.
Forms are files used to receive user input in an organized way for the creation ofdocuments and records.
Forms are controlled only by their title and revision date.
Once a form or template has been filled-in, the resulting document or record iscontrolled by either the Control of Documents process or the Control of Records
process, as appropriate.
All current blank forms are placed in the Forms directory in the QMS folderEnsure changes and
current revision
status are identified
All changes are summarized in the Revision History Section of the document. Norevision history is required for forms, procedures and templates.
Documents are identified by the Document Name, Document Owner and a LastDate Updated which serves as the current revision status indicator
Ensure that relevant
versions of All controlled QMS documents are stored in the QMS folder. All controlled Project specific documents are stored on the Project or Proposal
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Requirement Methodology Followed
documents, except QMS forms, procedures and templates:
If printed, this is an uncontrolled copy. The only controlled copy of this document
is the online version maintained in the Multimax Intranet. The reader must ensure
that this or any other copy of a controlled document is current and complete prior to
use. The document owner must authorize all changes. Readers should discard
obsolete copies.
For documents that are not posted on the shared network drive, it is the
responsibility of the document owner to ensure that authorized users have access tothe documents and that they are aware of the methodology for identifying relevant
version and preventing unauthorized updates.
Ensure documents
remain legible and
readily identifiable
Each document owner is responsible for ensuring that the documents will remainlegible and readily identifiable by the latest date.
Ensure documents of
external origin are
identified anddistribution
controlled
When work is performed on customer site, the control of such documents remainsthe responsibility of the customer.
Should external documents, other than customer supplied, be required in theperformance of the contract, the project manager will document in the Project Plan
the method of controlling the currency and distribution of those documents.
After the project plan is approved, a change to external documents does notimmediately apply to the project until customer approval of their applicability.
All contractual documents, including those of external origin, will be owned andcontrol internally by the process owner of the contract management process
Apply suitable
identification toobsolete documents
if retained
All obsolete documents are marked as obsolete if they are to be retained for any
reason. All previous versions of online documents, which are not contract-specific, are
retained in a folder designated obsolete for at least one year.
All previous versions of online documents, which are contract-specific, are retainedin a folder designated obsolete for at least the life of the contract.
The retention of previous documents is the responsibility of the document owner.
Exhibit 2. Control of Document Requirements
4.2.4 Control of RecordsQuality records are collected throughout the Multimax QMS as a means of demonstrating that required
quality activities are performed. The specific methodology for control of these records is defined in
Exhibit 3.
It is the responsibility of the identified custodian of each quality record to ensure that the required quality
records are created maintained and disposed of in accordance with these requirements
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Requirement Methodology Followed
Storage
Records are stored either electronically or hard copy in office filingcabinets, network shared drives or other adequate storage facilities.
The records may be stored on customer site or at Multimax facilities.However, certain records, such as proposals and selected contract
documents, may be stored on the shared drives of Multimax servers or in
the official files of a Multimax facility.
The specific method or location for storage of quality records is identifiedin Appendix H, List of Quality Records.
Protection See storage aboveRetrieval Retrieval is facilitated by the fact that records are generally stored
according to contract and/or job number
Retention Times Retention times for all quality records are listed in Appendix H, List ofQuality Records.
The designated custodian is responsible to ensure that the retentionschedules are followed.
Disposition of Records Records are disposed of in accordance with the defined retention periods.
The custodian of the quality record determines the disposal method. Themethods used are appropriate to the nature, sensitivity and security level
of the record.
Exhibit 3. Summary of Records Control Methodologies
5 Management Responsibil ity
5.1 Management Commitment (Ref. ISO STD 5.1)
The commitment to pursue the registration of the Multimax QMS under the ISO 9001 International
Quality Standard sends a strong message to Multimax employees that the organization is committed to
developing and maintaining an effective QMS.
5.1.1 Communicating to the Organization
The importance of meeting customer requirements as a key element of the QMS is emphasized in the
introduction of the QMS to the employees of contracts/projects within the scope of this QMS as well as to
associated Multimax employees. The decision to bring new contract(s) under the control of the Multimax
ISO registered QMS is evidence of senior managements commitment to expand the system to eventuallyinclude all Multimax contracts.
This message is communicated through a variety of vehicles to ensure employee awareness of senior
managements commitment to quality. See Section 5.5.3, Internal Communications, for a review of the
methods used to communicate this message and to keep employees informed of the progress being made.
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5.1.4 Conducting Management Reviews
Management reviews are conducted on a quarterly basis to ensure the continuing suitability, adequacy,
and effectiveness of the QMS. See Section 5.6.1, Management Review.
5.1.5 Availabi li ty of Resources
Top management continually assesses the resources needed to maintain and continually improve the
QMS. See Section 6.1, Provision of Resources.
5.2 Customer Focus (Ref. ISO STD 5.2)
Exhibit 4 outlines the key elements of customer focus.
Key Elements ofCustomer Focus
Multimax Management Focus
Determining Customer
Requirements
The Business and Proposal Development, the Contract Management and the
Project Management Processes provide methodologies to ensure customer
requirements are documented and understood. Those requirements are
detailed in the formal proposal and resulting contract or task order. The
award of a contract or task order to Multimax is the confirmation that thecustomers requirements have been determined and are understood.
Meeting Customer
Requirements
The fulfillment of requirements is assured through methodologies defined in
the Quality Management Process. The central focus is on ongoing and
frequent contact with the customer to assess their level of satisfaction with
Multimax performance on the contract.
Enhancing Customer
Satisfaction
A formal program of measuring customer satisfaction is used to identify
areas where improvement may be needed.
Exhibit 4. Summary of Key Elements of Customer Focus
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5.3 Quality Policy (Ref. ISO STD 5.3)
The Multimax Quality Policy is as stated below: Continue to build Multimax reputation for excellence in providing technology services, products
and solutions
Enhance customer satisfaction and loyalty by consistently meeting or exceeding customerrequirements and expectations
Recruit and retain a highly competent and motivated Multimax team
Continually improve Multimax Quality Management System and its processes.
5.3.1 Appropriate to Organizat ional Purpose
Top management has established a quality policy that focuses on the critical elements of Multimax
customer requirements.
5.3.2 Commitments
The quality policy includes elements that demonstrate top managements commitment to meeting
customer requirements, as well as continually improving the effectiveness of the QMS.
5.3.3 Framework for Establishing Objectives
Quality objectives have been established for each key element of the quality policy. See Section 5.4.1,
Quality Objectives.
5.3.4 Communication of the Quality Policy
The original Multimax Quality Policy was communicated to all employees of the Headquarters function
as well as the DCC contract. This was reinforced by a letter from the President (See Appendix G,
Commitment Letter from the President) emphasizing the importance of their role in supporting the
companys commitment to quality in meeting customer requirements.
Employees are encouraged to access the Multimax Intranet and review the Multimax quality policy and
supporting quality objectives. The policy is prominently displayed at the Multimax facilities at the Largo
headquarters and regional offices in Ohio and Alabama and in the work areas of the contracts/projects
within the scope of this QMS. Employees are encouraged to display the policy at their workstations as a
reminder of the organizations commitment to quality.
During new employee orientation, employees are informed of the organizations quality policy and the
role that they play in meeting the Multimax quality objectives.5.3.5 Review of the Quality Policy
The review of the quality policy is a standing agenda item for the quarterly Management Review
meetings. See Section 5.6.1, Management Review.
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The Project/Program Managers establish specific quality objectives for each project based on the nature,
size and complexity of the contract/project requirements. Those specific project objectives are
documented in the applicable Project Plans.
The Management Representative is responsible for ensuring that a composite set of quality objectives can
be extrapolated to measure the overall performance of Multimax. As shown in Exhibit 5, results of
quality objectives are reviewed at regularly scheduled Management Reviews.
Key QualityPolicy Elements
Measurement CriteriaQuality
ObjectivesResponsible
Level
Competent &
Motivated Team
Percent of personnel who need labor
category requirement waiver Overall annual performance appraisal
rating
See Management
Review Records
Project
Enhance Customer
Satisfaction Customer Satisfaction Survey Results
Option Years Exercised
See Management
Review Records
Project
Continually improve
our QMS Audit Results
Process effectiveness
See Management
Review Records
Corporate
Cultivate a
reputation of serviceexcellence
Customer Satisfaction Survey Results
Rating from the ContractorPerformance Assessment Reporting
Systems (CPARS) if applicable
See Management
Review RecordsProject
Exhibi t 5. Key Quality Elements, Measurement Criteria, Objectives and Responsible Levels
5.4.2 Quality Management System Planning (Ref. ISO STD 5.4.2)
As shown in Exhibit 6, the Multimax QMS is designed specifically to address the unique program
management requirements of their customers.
Quality ManagementSystem Planning
RequirementsMultimax Quality System Approach
System is Planned to
Meet Customer
Requirements
The Multimax QMS consists of a set of core quality management processes
and methodologies that provide the minimum requirements for managing a
customer contract. Each assigned Project Manager is required to plan the
application and use of those methodologies in fulfilling customerrequirements for a specific contract. The Project Plan is the vehicle for the
Project Manager to record the results of that planning effort and to gain
approval for any requested adaptations. A key element of that planning is to
define the quality actions and objectives that will ensure the assessment and
fulfillment of customer requirements.
I t it f S t i Th M t R t ti t ll h t th QMS
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5.5 Responsibil ity, Authority, and Communication
5.5.1 Responsibili ty and Authori ty (Ref. ISO STD 5.5.1)
Responsibilities and authorities are documented and communicated within the organization and the
Project through the following vehicles:
Reporting Relationships The Organization Charts, in Exhibit 8 and 10 depict the reportingrelationships.
General Authority and Responsibilities Sections 5.5.4 and 5.5.6 outline the general authorityand responsibilities. Additional authorities and responsibilities are defined within each
documented process contained within this QM.
Specific Contract Authorities and Responsibilities Job descriptions are defined for generaljob classifications required for a specific contract. Unique projects/tasks responsibilities for a
specific contract are defined within the Request for Proposal (RFP) or Task Order Request
(TOR). These project descriptions may be supplemented within the Project Plan.
5.5.2 Management Representative (Ref. ISO STD 5.5.2)
The President has appointed a Senior Vice President to serve as the Multimax Management
Representative. The responsibilities of the Management Representative include:
Reporting to top management, via formal management reviews, on the performance of theMultimax QMS and any need for improvement.
Ensuring the promotion of awareness of customer requirements throughout the organization.
Ensure necessary processes for QMS are established, implemented and maintained.
5.5.3 Internal Communications (Ref. ISO STD 5.5.3)
The effectiveness of the Multimax QMS is communicated to the employees through a number of
arrangements and methods, which include:
Newsletters
Intranet
Team/individual meetings
Letters or other management communication to all associated Multimax employees
Applicable issues or changes from the Management review
New employee orientation
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5.5.4 Key Positions Common
Key positions with authority and prime responsibilities that are common to both contracts are defined in
Exhibit 7.
Position Authority & Responsibilities
President Establishes and promotes Multimax' commitment to implementing theQMS
Provides executive oversight
Ensures adequate resources for the execution of the QMSManagement
Representative A designated Senior Director serves as the Management Representative
Approves PCAR actions Oversees QMS implementation and enforces system requirements
Approves changes to QMSProcess Owner Ensures that assigned processes are defined, documented, deployed and
functioning at a high level of effectiveness
Addresses all non-conformance issues resulting from internal or externalaudit findings
Identify and implement monitoring and measurement methods that willensure an on-going assessment of assigned process performance.
Report process performance and process improvement activities toManagement Review
Lead Auditor Owns and manages the Internal Audit process
Reports audit results at quarterly Management Review meetingsAuditor Performs internal audits in accordance with the directions from the Lead
Auditor and the requirements of the internal audit process
Quality Coordinator Executes actions as required by the Management Representative
Coordinates with Business Process Owners to ensure requirements arebeing met
Tracks PCARS
Exhibit 7. Summary of Key Common Positions
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5.5.5 Organization Chart for Key QMS Posi tions
Exhibit 8 depicts the organization of key QMS positions.
Exhibi t 8. Organization Chart of Key QMS Positions
5.5.6 Key Positions A Typical Contract
Exhibit 9 outlines the authority and responsibilities of the key positions.
Position Authority & Responsibilities
Program Manager Responsible for total execution of a contract/program including cost,schedule and performance.
Maintains all QMS required records including: PCARs, documentreviews, satisfaction surveys, complaints, commendations related to the
program
Collects and reports QMS performance metrics
See specific RFP, Task Order or Project PlanProgram Manager Office
Staff (optional) Responsible for operations support at the program and contract level
For sizable program, provides support functions to ensure timely supportof customer requirements
Project Manager Responsible for total execution of a project, including cost, schedule, andperformance
ManagementRepresentative
Chief FinancialOfficer
QualityCoordinator
SVPs/VPs DirectorProduct Sales
HumanResourcesManager
PMs
ManagementProcess
Quality ManagementProcess
Project ManagementProcess
eCommerceManagementProcess
HumanResourcesProcess
DirectorContract &
Accounting InternalAuditors
ContractManagementProcess
Internal AuditProcess
Vice PresidentProgram
Development
Business andProposalDevelopmentProcess
Chief Executive
President/ChiefOperations Officer
Officer
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Position Authority & Responsibilities
Technical Staffs Responsible for the performance and delivery of task requirements Include a variety of personnel with wide range of disciplines, talents,
experience and expertise to ensure quality delivery of project/task
requirements
See specific RFP, Task Order or Project Plan
Exhibit 9. Summary of Key Program Position
5.5.7 Organization Chart of a Typical Project
Exhibit 10 depicts the organization of a typical project.
President/Chief
Operations Officer
Chief Executive
Officer
Task Leaders
SVP/Vice President
Program/ProjectManager
PMO Staff
Technical Staff
President/Chief
Operations Officer
Chief Executive
Officer
Task Leaders
SVP/Vice President
Program/ProjectManager
PMO Staff
Technical Staff
Exhibit 10. Organization Chart of a Typical Project
5 6 Management Process
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system provides management with the methodologies and information needed for the implementation of
t
The cting these meetings, including the
mai . Critical to the meeting are the
coll resentation of required information and data needed to carry out an effective
in addressing specific issues or to provide information on other areas of focus.
See
)
the Multimax quality policy and the fulfillment of the companys quality objectives. The meeting outpu
should result in decisions and actions, as appropriate, that relate to:
Improvement of the effectiveness of the QMS and it processes
Improvement of our service related to customer requirements
Resource needs
Management Representative is responsible for planning and condu
ntenance of required quality records resulting from the proceedings
ection, analysis and p
assessment. The responsibility for providing this input data is defined in Appendix A, Work Instruction Management Review.
Required participants of the meeting include the President, Management Representative, the Program
Managers or their designees and Lead Internal Auditor. Optionally, other members of the organization
may be invited to assist
Results of Management Review meetings relevant to employees are communicated to the employees.
Section 5.5.3, Internal Communications.
5.6.2 Review Input (Ref. ISO STD 5.6.2)Review inputs are collected from all process owners and related program/project managers before the
management review meeting.
5.6.3 Review Output (Ref. ISO STD 5.6.3
Output and findings from the management reviews are documented in minutes.
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5.6.4 Management Review Flowchart
Exhibit 11 depicts the Management Review Flowchart.
iew Flowchart
Mgt. Rep
Schedules
Meeting
Input Data
Collected &
Summarized
Meeting
Held
Record
Meeting
Minutes
Communicate
Results To
Employees
Implement
Actions/
Decisions
ManagementRepresentative
Office
Areas Reviewed
Quality Policy
Product, Process & System
Performance
Mgt. Rep
Schedules
Meeting
Input Data
Collected &
Summarized
Meeting
Held
Record
Meeting
Minutes
Communicate
Results To
Employees
Implement
Actions/
Decisions
ManagementRepresentatives
Office
Areas Reviewed
Quality Policy & Objectives
Key Monitoring Measurement &
Improvement Elements
Quality Objectives & Metrics
Customer Satisfaction Survey
Results Other Process Monitoring/
Measurement
Status of Preventive & Corrective
Action Requests
Process Owner Updates
Process Improvement Activity/
Results/Recommendations
Resources Impact/Needs
ManagementStaff and/or
Process
Owner
Prepare for
Meeting
Exhibi t 11. Management Rev
6 Resource Management
6.1 Provision of Resources (Ref. ISO STD 6.1)
tation, maintenance and continual
rate Support - The level of resources required providing the necessary
The
The identification and provision of adequate resources for the implemen
improvement of the Multimax quality system is a key area of focus to ensure that customer satisfaction is
enhanced through the consistent achievement of customer requirements. This is accomplished at two
levels as defined below:
Multimax Corpocorporate support services for effective contract fulfillment and customer satisfaction is
determined primarily by the overall level of business volumes and customer commitments.
assessments and decisions relating to the level of resources required to support those volumes rest
with the President and Senior Support Staff of Multimax.
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6.2 Human Resources Process
6.2.1 General (Ref. ISO STD 6.2.1)
The Human Resource (HR) Process defines the methodologies needed to ensure that all personnel
performing work affecting product quality are competent and qualified on the basis of appropriate
education, training, skills, and work experience.
Ensuring the proper level of employee competence is the responsibility of the Project Manager, the
Director of Human Resources and the onsite project Supervisor.
6.2.2 Competence, Awareness and Training (Ref. ISO STD 6.2.2)
Exhibit 12 outlines the methodologies used in the Human Resources Process.
Requirement Methodology Followed
Determine competencies
required Competency requirements are defined in the technical proposal for all
positions affecting quality
Assess competency
needs Competency needs are assessed through the following;
During initial project planning and staffing of a new contract
Annual employee appraisal
Day-to-day observation by Project Management Customer Feedback.
All competency needs are documented on the Employee EvaluationForm and subsequent action plans to satisfy those needs.
Provide actions/training
to fulfill needs Management ensures that appropriate actions/training is carried out to
satisfy such competency needs.
Evaluate effectiveness Assessment of the effectiveness of actions taken is carried out throughmanagement observation of on-the-job performance
Assessment of effectiveness is completed during the annual performancereview
Any actions determined to be ineffective require follow-up actions, whichmay include possible disciplinary action deemed appropriate by
management
Employee Quality
Awareness During new employee orientation and at the employees annual appraisal,
the employee is made aware of the relevance and importance of their
activities and how they contribute to the achievement of Multimax
quality objectives.Maintain records All activities relating to education, training, skills, experience, andcompetency actions are documented and maintained by Human
Resources. See Appendix H, List of Quality Records.
Exhibit 12. Summary of Methodologies Used in the Human Resources Process
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6.2.3 Human Resources Process Flowchart
Exhibit 13 depicts the Human Resources Process.
ces Process Flowchart
Assess
Competency
Needs
Provide for
Competency
Needs
Evaluate
Effectiveness
Record
Results
Proposal
Development
Project
Planning
Process
Contract
Initiation
Orientation
Security
New
Employees:
Existing
Employees:
Conduct
Annual Review
Quality Assurance
Control of
Non-Conforming
Product/Service
Contract
Employees:
Assess
Competency
Needs
Provide for
Competency
Needs
Evaluate
Effectiveness
Record
Results
Proposal
Development
Project
Planning
Process
Contract
Initiation
Orientation
Security
New
Employees:
Existing
Employees:
Conduct
Annual Review
Quality Assurance
Control of
Non-Conforming
Product/Service
Contract
Employees:
Exhibi t 13. Human Resour
6.3 Infrastructure (Ref. ISO STD 6.3)
customer premise in workspace and uses
ludes
y
f the infrastructure by
Much of the services contractual work is performed on
associated utilities and supporting services provided and controlled by the customer. This often inc
required process and technology resources, both hardware and software. In these cases it is theresponsibility of the Project Manager and/or task leader to assess the adequacy of the infrastructure to
support the performance of required task and assignments. Should there be any situation where such
infrastructure would require involvement of Multimax, such requirements and action plans to rectify an
deficiencies would be identified in the Project Plan by the Project Manager.
For several new contracts the MaxNET portal provides a significant element o
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Data compartmentalization according the rights given to defined groups of users on a need-to-know basis
Daily backup including off-site backup media storage. Ongoing anti-virus protection measures and operating systems upgrades and updates.
6.4 Work Environment (Ref. ISO STD 6.4)
As noted in Section 6.3 above, much of the contractual work on the contracts within the scope of thisQMS is performed on customer premise. If any unique work environment requirements are not satisfied
through existing environments, such requirements and action plans to rectify any deficiencies would be
identified in the Project Plan. The Project Manager and/or task leader are responsible for ensuring thatthose plans are carried out.
7 Service, Product & Solution RealizationMultimax has adopted a process approach in the development, implementation and improvement of their
QMS. This approach resulted in the definition and documentation of the set of processes and
methodologies that are used in the design, develop, validation and delivery of services, products and
solutions to ensure that customer requirements are fulfilled. Those processes are outlined in depth in this
section including process sequence and interactions with other processes within the system.A graphic presentation of the Multimax Process Model is presented in Exhibit 14.
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Solution
Product
Management
Internal
Audit
Business &
Proposal
Development
Contract
Management
Human
ResourcesMaxNET
QualityManagement Service
Project Management
CustomerFeedback/
Communication
Feedback/Communication Status/
Monitoring
Delivery
Product
Services/
Solution
eCommerce
Management
Business
Opportunities
RequirementsOverarching Processes
M lti Q lit M l
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7.1 Business and Proposal Development Process
7.1.1 Business Development
The purpose of the business development phase of the Process is to outline the strategic marketing
activities that are taken to ensure an ongoing pipeline of current and new business opportunities. These
activities steer the business of Multimax in accordance with its quality policy, acquiring new business,
calculating the impact of potential new business and making final decisions relative to the decision to
pursue a specific market segment or the development of a solicited or unsolicited proposal.
The Business Development personnel focuses on longer-term mission support and GWAC/IDIQ
opportunities. Assistance is provided to the operating units with the short-term and task marketing in a
support, not a leadership role. Business Development assists the operating units by providing:
High quality, quick response proposal support
Topical marketing materials/conference support
Sales call support
A marketing driven website
Web-based market research tools such as INPUT
Ad hoc web-based market research support (Fed Biz Opps, etc) Opportunity tracking system
All of the above, in conjunction with human contact, will serve to expand the Multimax qualified
opportunity pipeline, and allow opportunities to progress to the proposal stage.
Business Developments primary mission is to support all operational divisions in the pursuit of new
Multimax business through direct marketing of prospective clients and by developing, maintaining, and
distributing the various skills, knowledge-bases, tools and data needed by the operational units to carry
out business development activities. Adjunct responsibilities include serving as the central repository andclearinghouse for all corporate identity, marketing and proposal development materials to support any and
all Multimax revenue generating efforts.
7.1.2 Proposal Development
The objective of the Proposal Development phase of the Process is to determine and understand customer
requirements as they relate to a formal Request for Quotation (RFQ) or Task Order Request (TOR) in
order that a formal proposal may be submitted to respond to those requirements. The Multimax Proposal
Lead sets up a proposal directory on a shared network drive where he/she maintains the RFQ or TOR,
versions of the proposal, and all other documents that support the proposal development.
In determining the requirements relating to the customer request, this process will ensure that the
following is considered:
Requirements specified by the customer, including the requirements for delivery and post-delivery activities if applicable
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Process Amendments to RFQ or TOR. All amendments are formal revisions to the customerrequirements. The Multimax response must address the final customer requirements
incorporating the RFQ or TOR and all associated amendments.
The response by Multimax is a formal written or electronic proposal that documents how Multimax
proposes to fulfill stated requirements. During the proposal development process, the proposal is under
the custody of the Proposal/Task Lead. The Proposal/Task Lead ensures that representatives of functions
contribute appropriately to the design of the service. The proposal is reviewed to ensure that
requirements are adequately defined and that Multimax has the capability to perform all proposed
contractual commitments. Multimax Management formally approves the proposal prior to presentation to
the customer.
Once the proposal is delivered, an electronic copy of the proposal is also placed on a shared network driveor electronic archive for long-term storage. The shared drive has read access only and is actively backed
up to data tapes. The current archive is in compact disk CDROM format managed by the Business and
Proposal Development Process owner.
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7.1.3 Business and Proposal Development Process Flowchart
Exhibit 15 depicts the Business and Proposal Development Process.
Conduct
Requirement
Analysis
Revise
As
Assign
Responsibility
Contract
Management
Process
MaxNET
Review Team
Responses toTRN/Select
Teaming Partner
Project
Management
Process
Review
RFP, RFQ,
TOR or TRN
Post to MaxNet
For Potential
Teaming Input
NETCENTSTRNs
Make Bid/NoBid
Decision
Business
Development
Activities
Identify, Qualify &
Track Opportunities
Obtain
Final
Approval
Proposal
Production
Create Financial
Technical & Plan
Proposal
Deliverables
Yes
No
Stop Proposal
Activities and
Archive Information
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7.2 Contract Management Process
This process has three major components:
Contract negotiation/award
Subcontract management
Contract Closeout
7.2.1 Contract Negotiation/Award
The objective of the Contract Negotiation/Award activities is to conclude a formal contractual agreement
to perform the required services. This includes the negotiation and resolution of all issues that may arise
from the proposed approaches and capabilities documented in the Multimax proposal.The major activities include:
Monitor Award Process. Once the proposal has been submitted, the proposal lead, members ofthe project team or other designee will monitor the award status and keep all necessary Multimax
personnel aware of contract awards given to Multimax.
Complete BAFO Analysis, if necessary. The client may at any time, request from all companiessubmitting proposals a submission of a Best and Final Offer (BAFO). If Multimax is asked to
submit a BAFO proposal, the proposal team and any other necessary personnel should meet,discuss any necessary changes that could be made to the proposal, approve such changes and
submit a BAFO proposal.
Negotiate Contract Specifics. If contract negotiation is initiated by the client, the ProgramManager will lead the negotiation toward final contract award. Once the bid has been awarded to
Multimax, the proposal team, Multimax financial personnel and the Program Manager review the
contract.
Approve Contract. One of the proper corporate approval authorities as defined in Appendix E
approves the contract. This approval, usually via signing of formal proposal or award documents,is an acknowledgement that:
Customer requirements are defined and understood
All issues regarding previous communications and/or the proposal have been resolved
That Multimax has the capability to meet the defined requirements.
The client may make contract award without negotiation. Approval by proper corporate approval
authority on proposal submitted on the effort is considered a formal approval of the contract.
eCommerce. For electronic commerce (eCommerce) contracts, the contract is approved whenthe customer purchases products from the MaxNET eCommerce site. By placing products on the
eCommerce website, Multimax has already reviewed that Multimax and their subcontractor
partners have the capability to meet the defined requirements.
Conduct Loss Review. If the contract is not awarded to Multimax, Multimax will request the
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Q y
7.2.2 Subcontractor Management
Multimax is responsible for the technical, cost, and schedule performance of each task order or contract.
In meeting this responsibility, subcontractors may be used in the performance of contract requirements toensure that the best possible resources, products and solutions are used in fulfilling those requirements.
Subcontractors may be used in:
Teaming Arrangements for Service and Solution Support. Multimax will engage services andsolutions of other organizations that have proven capabilities to work seamlessly with the
Multimax team in delivering quality services and solutions. This allows Multimax to leverage
technical expertise and performance to ensure our customers the higher level of support in
meeting their requirements.
Subcontract Agreements for Service and Solution Support. Multimax will engage otherorganizations with a subcontract agreement before or immediate after a task order is awarded to
Multimax, on which services and solutions of the organizations, that have been pre-selected
and/or have established Teaming Arrangements with Multimax, is required.
Purchase of Products. All products to be purchased in support of contractual requirements thathave a direct impact on the quality of the contract deliverable are acquired from supplies or
subcontractors who have met the Multimax criteria for acceptable subcontractors.
This includes the listing of all products, services and solutions on the applicable eCommerce catalog onthe Multimax portal.
The Subcontractor Management methodology is used to ensure that these activities are carried out inaccordance with established project teams formed through subcontracting agreements operate seamlessly
as coherent units focused on the customer and the mission. The responsibility for deployment and
management of this process is shared across functional lines within the Multimax organization as detailed
below.
Key activities of the Subcontractor Management include:
Evaluation of Potential Subcontractors. All potential subcontractors are evaluated based ontheir ability to supply product, services or solutions in accordance with Multimax requirements.
This evaluation is based on criteria established and controlled by the Director of Contracts and
Finance. That criteria includes:
Quality reputation in product and/or service delivery
Financial strength
Commitment to excellence in customer satisfaction
The Director of Contracts and Finance ensures potential subcontractors meet these criteria. Noteaming agreements or subcontract agreements can be negotiated with any organization that does
not meet any of these criteria.
Selection of Subcontractors for Task Order Proposals. For new RFP or TOR, selectedsubcontractors are given the opportunity to present their interest and relevant capabilities in
i l l i f h b i b d h i bili
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Subcontractor. Depending on the scope and complexity of the contractual requirements, the
Subcontract or Purchase Order may contain some or all of the following sections:
Statement of work Terms and conditions
Contractual flow-down clauses
Schedule, milestone tracking and status reporting
Quality and metrics requirements
Issue resolution and corrective actions
Re-Evaluation of Subcontractor Performance. Subcontractor performance is undercontinually assessment by the Program Manager and is carried out as a part of normal product
and service review activities (See Quality Management Process). The criteria used for thisevaluation includes:
The requirements as set forth in the formal Subcontract agreement and the ProgramManagers on-going assessment of the level of performance in meeting those commitment
and requirements
Customer input based on on-going contact and status meetings.
Customer satisfaction as measured by formal customer satisfaction survey results
A final evaluation of the Subcontractors performance is completed at contract close-out time and
includes an overall performance assessment and the determination of the eligibility of the
subcontractor for future teaming relationships with Multimax. See Contract Close Out below.
7.2.3 Contract Close-Out
The objective of Contract Close-Out is to formally end all obligations of the parties participating in the
contract and determines the success of a project financially and qualitatively. During contract close-out,
all business processes and associated records are finalized, and project qualitative and financial data are
reviewed. Contract Close-Out follows the following steps:
Disposition of Customer Property. If Multimax is in possession of Customer FurnishedProperty/Equipment, Multimax will either return the properties to the Customer or properly
dispose the property according to contractual requirements unless the properties are contractually
considered the properties of Multimax, for example, defective parts replaced under hardware
maintenance activities.
Final Program Review. Review of qualitative data to determine the success of delivering qualityservice to our customer
Final Financial Review. Review of financial data to determine if the contract is profitable
Improvement Opportunities. Identify ways to make our processes more successful for futurecustomers
Records Maintenance. Purge, store all pertinent records in accordance with established retentionrequirements
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Business &
Proposal
Development
Process
Manage Approved
SubcontractorMonitor Award
Select Approved
Subcontractor
Negotiate &
Approve TeamingAgreements
LossReview
Award
ToMultimax
Negotiate
Contract Specifics
Approve (Sign)
Contract
Negotiate & Approve
Subcontractor
Agreement
NO
Subcontractor
Performance
Assessment
Contract Sub
Closeout
Project Management
Process
Exhibi t 16. Contract Management Process Flowchart
7.3 Project Management Process
This process has three major components:
Planning of Service, Product and Solution Realization
Project Initiation
Contract Fulfillment
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methodologies are documented and approved. The Project Plan is the vehicle for documenting and
approving those adaptations.
The content and level of detail of the planning effort is dependent on the scope, nature and criticality of
the contract requirements. To better define the specific planning requirements, contracts are categorized
into three types with each type having a defined set of guidelines for completing the project planning.
Those contract types and the characteristics of each are highlighted in Exhibit 17.
In all cases, any project plan stated as a contractual performance requirement shall be completed as a part
of this project planning. Where there are overlapping or conflicting requirements, the contractual
requirements will take priority.
Project Type Key Characteristi cs ReferenceService Primarily a services contract
May include documentation deliverables
May include products, but no designsolutions
Services Project Plan
(Use Services Project Plan
Template)
Product Exclusively a contract to purchase tangibleproducts
No project plan required.
Solution Primarily a solutions contract requiring
design and/or development actions Typically includes both services and
products associated with the design
solution
Customer may provide design directionand control.
Solutions Project Plan
(Use Solutions Project PlanTemplate)
Exhibit 17. Planning Requirements for Different Types of Projects
7.3.1.1 Services Project Plan
All contracts classified as Services are required to complete a Project Plan using the Services Project
Plan Template. The major contents of the plan are represented in Exhibit 18.
Services PlanSections
Objectives Reference
Service
Requirements
Ensure a clear definition of tasks to be
completed
None
Deliverable
Requirements
Ensure a clear definition of all deliverables to
be completed None
Core
Methodologies
Ensure that all contract performance activities
are carried out in accordance with the core
QMS requirements
Contract Fulfillment under theProject Management Process
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Exhibi t 18. Service Project Planning Requirements
7.3.1.2 Solutions Project Plan
All projects classified as Solutions are required to complete a Project Plan using the Solution Project
Plan Template. The major contents of the plan are represented in Exhibit 19.
SolutionsSections
Objectives Reference
Design/Development
Plan
Ensure a clear definition of design and
development tasks to be completed See description of
Design/Development below
Core Methodologies Ensure that all contractual performanceactivities are carried out in accordance with
the core QMS requirements
Contract Fulfillment underthe Project Management
Process
Resource Plan Ensure proper personnel, product and
support resource is identified and use to
ensure quality solution delivery
Human Resources Process
Project Management Process
Financial Plan Ensure proper financial support, if required,
is identified to ensure quality service
delivery
None
Quality Assurance
Plan
Define quality assurance methodology to
verify quality solution delivery Quality Management Process
Exhibit 19. Solution Project Planning Requirements
7.3.2 Design and Development (Ref. ISO STD 7.3)
In addition to the standard Multimax planning requirements, the Solutions Project Plan requires the
completion of a Design/Development Plan to cover the added responsibilities of applicable design,
development, testing, and installation or support requirements of the contract.
There is no set requirement on the structure, content and level of detail of the Design/Development Plan
as long as the Plan incorporates the basic requirements detailed below. The Design/Development Plan
requirement may be satisfied by multiple documents or planning vehicles, including plans that may be
dictated by the contract itself.
All Design/Development Plans will, at a minimum, incorporate the following:
Planning data is organized into key phases of the development effort. The phases shall include,
as appropriate, the following:
Planning & Analysis
Design
Development
Testing
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Documentation retained as evidence of task or deliverable completion
A Design/Development Plan template is provided to illustrate an example of a Plan format. The
activities, actions and deliverables within each phase will vary depending on the unique characteristics of
the contract/task requirements and may be dictated in part by specific contract requirements. However,the minimum requirements to be addressed for each phase of the Design/Development Plan are identified
in Exhibit 20.
Phase Quality Action/Activi ties Expected Outputs
Planning &
Analysis Gather, analyze and document customer
requirements
Define methodology forrequirements/configuration management in the
requirement / configuration management plan
Approved Requirements Document
Approved requirement /
configuration management plan
Design Translate requirements into a functionalarchitecture and/or specifications that satisfies
defined requirements
Conduct formal review(s) to ensure thesuitability of the evolving design
Approved DesignArchitecture/Specification
Evidence of formal review(s) of theDesign Architecture/Specifications
Development
Create the solution through the developmentand integration of components to meet thedesign specifications and customer
requirements
Conduct verification tests to ensure the evolvingsystem meets design specifications
Operational system with supportingtraining, installation, operational andmaintenance documentation as
required by the contract.
Defined in the Test Plan, asappropriate
Testing Plan and define testing activities to evaluate thefunctionality, performance, interoperability,
security and reliability requirements of the
system
Execute Test Plan
Approved Government Project TestPlan
Evidence of satisfying theacceptance criteria including the
name of individual approving the
release of the system and/or
customer acceptance authority
Installation Plan and define the activities required toimplement the completed solution, based on
contractual requirements.
Conduct validation actions to ensure the system
installed meets system requirements
Installation Plan, as appropriate
Support Define the roles and responsibilities forproviding all contractual support activities
Support Plan, as appropriate
Exhibi t 20. Minimum Requirements for Each Phase of the Design/Development Plan
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Establish Project Accounting System. The first step in Project Initiation is to establish theProject Accounting system
Assign Job account in the Deltek accounting system for Project The accountingpersonnel will assign a job number to the project in the Corporate Accounting System,currently on Deltek.
Determine Labor Categories The customer specific labor codes are outlined in thecontract and are generally different from the labor codes used by Multimax in the Corporate
Accounting System and Electronic Time Recording System. The accounting personnel will
determine/establish appropriate Multimax labor codes that correspond to the given labor
codes provided in the contract and/or the proposal.
Establish T&M Rates For the time and material (T&M) contract, the accounting system
will establish appropriate billing rates that correspond to the given labor categories providedin the contract and/or the proposal.
Establishing Project Work Force For service and solution projects, the next phase of projectinitiation is establishing the project work force. In some cases the proposal and/or contract
outlines the specific employees that are staffed on a project, in which case, the designated
employees are assigned to the project. If personnel were not outlined in the proposal or contract,
the staffing procedure will commence at this point. Human Resources personnel will work with
the project manager to assign any existing Multimax employees on the contract as appropriate or
will begin the process recruiting and hiring new employees. If security clearance forassigned/selected work force is required, the Multimax Facility Security Officer will manage
personnel security review in accordance with DoD 5220.22-M guidelines and the National
Industrial Security Program Operating Manual (NISPOM).
Assign Project Work Force to Project in Deltek The accounting personnel will assign theproject manager to the accounting systems. Once assigned, the Project Manager will assign
employees to the project. Any newly hired employees are entered into the accounting system
through human resources personnel and then assigned to the appropriate project by the Project
Manager.
Complete Contract Master File in Deltek - All necessary contract information is entered intothe Deltek Accounting System by appropriate accounting staff. Once all the necessary
information has been entered, it is then downloaded into the Electronic Time Recording System.
Contract and Multimax employees will use this system as a time recording system. This
completes the creation of the contract master file.
Establish Infrastructure/Work Environment Depending on the existing infrastructure andwork environment, the Project Manager may need to coordinate with the customer and corporate
support to establish or change the infrastructure and work environment before the task starts.
Conduct Kick-Off Meeting (optional) - Depending on the size and complexity of the project,the Project Manager may elect to hold a Kick-Off meeting to coordinate the initiation of contract
fulfillment activities among parties.
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7.3.4.1 Services Contracts or Tasks
Task Definitions - All tasks shall be carried out in conformance with requirements defined in theTask Order, Proposal, Project Plan or other identified requirements. All tasks are to be identified
and defined in sufficient level of detail to allow for the assignment of appropriate resources and
the fulfillment of the task objectives. Action plans are required where there are inadequate task
descriptions and should include the creation of work instructions, as appropriate.
Deliverables All deliverables shall be produced in conformance with requirements defined inthe Task Order, Proposal, Project Plan or other identified requirements. All deliverables required
by the contract are to be identified and defined in sufficient level of detail (content, format,
frequency, etc.) to support fulfillment. Action plans are required where there are inadequate
definitions of project deliverables.
7.3.4.2 Product Contracts or Tasks
All product deliveries are carried out in accordance with the eCommerce Fulfillment of t