Quality Manual System R3

Quality Manual [Based on ISO 9001:2008 QMS - Requirements]

Karnataka State Police Housing Corporation Limited

# 59, Richmond Road, BANGALORE – 560 025 Ph: +91 80 25584402 / 25584102 Fax: +91 80 25584402

Websites: www.ksphc.org, www.ksphc.co.in

KSPHC Quality Manual

0.1 DOCUMENT INFORMATION

Document Title

Quality Manual

Document Code

QM 01

Date of Initial Release

1st January 2005

System Effective Date

1st January 2005

Current Document Revision No

Revision “02”

Current Revision Date

30th March 2010

Revision Effective Date

30th March 2010

Document Owner

Management Representative – QMS

Document Author(s) Management Representative – QMS

Chief Coordinator – QMS

Document / Document Change Reviewer

Executive Director

Document Approver

Chairman & Managing Director

Document Status

Approved

Document Revision Details

Refer to Revision Record – Section 0.4

SUMMARY OF PAGES IN THE DOCUMENT

This document comprises a front cover, Page I – X, Pages 1 to 54 and a back cover.

Revision: 02 Rev. Date: 30.03.2010 Page I


0.2 DOCUMENT AUTHORIZATION

This Quality Manual has been prepared to address the requirements of International

Standard 9001:2008. In this edition, the previous edition of Quality Manual which was based

on ISO 9001:2000 has been amended to incorporate changes made to ISO 9001:2008. In

preparation of this quality manual, appropriate guidelines for quality management in projects

given in ISO 10006:2003 have been incorporated. Guidelines provided in ISO/TR

10013:2001 have been considered during the preparation of this Quality Manual and other

system documentation.

This Quality Manual is prepared by the Management Representative – QMS and the Chief

Coordinator – QMS and is reviewed by the Executive Director. The Chairman and Managing

Director authorises the Quality Manual for release and system implementation by endorsing

his approval in this section. Whenever revisions are made to this document, such revisions

are recorded in the revision record by giving a brief note on revisions made and accordingly

this section of the manual is updated. Control of this document is ensured in accordance

with Procedure for Control of documents QSP 01

The Quality Manual Rev 01 is approved and released for implementation and it comes in to

effect from 09.09.2009.

Reviewed by: Prem Shankar Meena

Executive Director

Approved by : S.C Saxena


Prepared by :

M.B Burjji.

CE (P&D) &

Management Representative – QMS

Chitra Mani,

Public Relations Officer and

Chief Coordinator - QMS

Revision: 02 Rev. Date: 30.03.2010 Page II


0.3 CONTENTS

Section Element description Page

0.1 Document information I

0.2 Document authorization II

0.3 Contents III

0.4 Revisions record VI

0.5 Introduction to the organization VII

1 Scope 1

1.1 General 1

1.2 Application 1

2 References 4

3 Abbreviations, Terms and definitions 5

3.1 Abbreviations 5

3.2 Terms and definitions 6

4 Quality Management system (QMS) 10

4.1 General requirements 10

4.2 Documentation requirements 10

4.2.1 General 10

4.2.2 Quality Manual 11

4.2.3 Control of documents 11

4.2.4 Control of records 12

5 Management responsibility 13

5.1 Management commitment 13

5.2 Customer focus 13

5.3 Vision, Mission and Quality Policy 17

5.4 Planning 19

5.4.1 Quality Objectives 19

5.4.2 Quality Management System planning 19

Revision: 02 Rev. Date: 30.03.2010 Page III


Section

Element description

Page

5.5 Responsibility, authority and communication 19

5.5.1 Responsibility and authority 19

5.5.2 Management Representative 19

5.5.3 Internal communication 20

5.6 Management review 20

5.6.1 General 20

5.6.2 Review inputs 21

5.6.3 Review outputs 21

6 Resource Management 22

6.1 Provision of resources 22

6.2 Human resources 24

6.2.1 General 24

6.2.2 Competence,training and awareness 25

6.3 Infrastructure 25

6.4 Work environment 25

7 Implementation and operation 26

7.1 Planning of product realization 26

7.2 Customer-related processes 27

7.3 Design and development 30

7.4 Purchasing 34

7.5 Production and service provision 37

7.5.1 Control of production and service provision 37

7.5.2

Validation of processes for production and service provision

37

7.5.3

Identification and traceability

38

7.5.4 Customer property 38

7.5.5

Preservation of products

39

7.6

Control of monitoring and measuring equipment

39

Revision: 02 Rev. Date: 30.03.2010 Page IV


Section

Element description

Page

8 Measurement, Analysis and Improvement 40

8.1 General 40

8.2 Monitoring and Measurement 40

8.2.1 Customer satisfaction 40

8.2.2 Internal Audit 40

8.2.3 Monitoring and measurement of processes 41

8.2.4 Monitoring and measurement of product 41

8.3 Control of nonconforming product 41

8.4 Analysis of data 42

8.5 Improvement 43

8.5.1 Continual improvement 43

8.5.2 Corrective action 43

8.5.3 Preventive action 43

ANNEXES

Annex No.

Annex Title

Page

1

QMS Processes – Sequence and Interaction

45

2

Organization chart

46

3

Responsibilities and authorities

48

4

List of Quality System Procedures

54

Revision: 02 Rev. Date: 30.03.2010 Page V


0.4 Revision record

The first edition of the Quality Manual was released on 05.05.2005; subsequently,

05.05.2005 through 01.08.2007 the document had undergone minor changes. Now, the

Quality Manual has been updated to incorporate changes made in ISO 9001:2008. In

addition to this, organizational changes have been updated. Previously, the Quality Manual

was having Issue Number for the whole document, and, sections were given separate

revision status. Now, only revision status is given for the whole document. Whenever

changes are made to any section / clause, the revision number is incremented by “1” and the

documented is updated accordingly. Hence, the present document has been assigned with

Revision Status – “01”. Further revisions made to this document is recorded in the below

table.

Sl. No.

Rev. No.

Date of Revision

Section / Clause Revised

Page Ref.

Revision Details

1

01

09.09.2009

All

All

Quality Manual updated to incorporate ISO 9001:2008 changes. Organizational changes updated

2

02

30.03.2010

All

All

Quality Manual updated to incorporate ISO 9001:2008 changes. (R1) Annexure1 –

Key Processes of

QMS- sequence

(R0) Annexure 2 -

Organisation Chart-

KSPHC 010105

(R2)Annexure -3

Responsibilities and

authorities300310

(R2) Annexure – 4

List of Quality

system

(R2) Annexure 5 -

List of Controlled

Copy Holders300310

(R0) QM Cover

page 010105

(R2) 0.1 Document

information 300310

(R2) 0.2 Document

authorization 300310

(R2) 0.3 -

Contents 300310

(R2) 0.4 –

Revision record

300310

(R2) 0.5 –

Introduction to

organization.300310

(R2) 1.2.1 –

Locations covered

under the

(R2) 3.1 –

Abbreviations300310

(R2) 7.0 – Product

realization

(R2) 7.5.1 –

Control of

production and

Revision: 02 Rev. Date: 30.03.2010 Page VI


0.5 Introduction to the organization

Karnataka State Police Housing Corporation Limited (KSPHC) is a fully owned undertaking

of the State Government of Karnataka, headquartered in Bangalore, India. Set up in 1985,

the Company was mandated to build residential and non-residential buildings for the Police,

Fire and other auxiliary services in the State. Project costs and the administrative expenses

were being met by the Government and the Company had no income generating activity of

its own. In the year 2006-07, KSPHC has undergone a transformation. The process of

transformation began in 2001 and has taken six years to complete. Following figures

indicate the path traversed by the Company before, during and after the transformation.

Period Aggregate value of works

(Actual / Projected)

During 16 years from 1985 to 2001 INR 1184.22 Million (INR 74.01 M / year)

During six years from 2001 to 2007 INR 5250.14 Million (INR 875.02 M / year)

During five years from 2007 to 2012 INR 10 Billion (INR 2 Billion per year) (projected)

THE TRANSFORMATION

KSPHC’s Web based Project Management System (WBPMS) is one of the transformation

initiatives started in 2001, along with computerization of all its activities in a phased manner.

The other transformation initiatives include transparency, accountability, stakeholder

involvement, Right to Information, professional approach to management, etc. KSPHC’s

transformation is a continuous process of self-improvement, imbibing all principles of good

governance including e-governance, with an objective to achieve world-class standards in all

its endeavours. The transformation promotes total transparency in all its operations, and

makes possible cost effective and timely delivery of quality buildings constructed innovatively

to enhance the functioning of the essential public services like the Police, Fire forces, Home

Guards and Prisons. The transformation initiative helped KSPHC to come to grips with the

myriad problems associated with increased workload and project execution in remote

locations in Karnataka

The transformation helps tackle the emerging issues in executing projects efficiently and in a

better manner than ever before. From a computer located anywhere, the status of the

projects can now be reviewed 24X7 by any of the stakeholders and this helps to initiate

Revision: 02 Rev. Date: 30.03.2010 Page VII


appropriate and timely intervention strategies that are necessary to improve project

implementation. The system enables KSPHC to cope with the challenges of distance, time

pressures, inadequate resources, lack of knowledge and skills and facilitates collaborative

workflow, information sharing and good governance. When non-compliances occur or are

noticed, alerts are generated either automatically or manually, and remedial measures can

then be initiated and accountability fixed

BETTER SYSTEM THAN RTI: Though the recently promulgated Right to Information Act

(RTI) is very progressive, procedural requirements are required to be satisfied before the

information is made available. All such bureaucratic procedures are removed with the

implementation of WBPMS and any information pertaining to any project at any stage is just

a mouse-click away for any interested party. Equally importantly, the WBPMS has an inbuilt

mechanism to receive and register feedback and complaints. A regularly updated

Complaints Register helps the public/customer to find the status of their complaint in real-

time. In many instances, this also helps the Project-in-Charge to initiate proper, timely

corrective action

THE RESULT: Government programs are generally beset with delays, cost escalations and

lack of accountability. The web-enabled Project Management System of KSPHC brings in

total transparency in public spending, facilitating stakeholder involvement, team effort and

information sharing. Many of the best practices advocated by professional bodies like the

Project Management Institute, International Organization for Standardization (ISO) and

Institute of Chartered Accountants of India are integrated in the WBPMS developed by

KSPHC. By adopting this tool for better planning, control and executing its projects with

decreasing time and cost overruns, KSPHC has demonstrated that its transformation model

can create value and wealth for the Government

RECOGNITIONS GALORE: On World Habitat Day (3 Oct 2006), the Government of India

selected KSPHC to receive the First Prize and Best Practices Award in recognition of the

pioneering work done in the field of Quality Management and e-governance. Other awards

conferred during the last year include Golden Peacock Awards for Corporate Social

Responsibility, Eco Innovation and Innovative Management and GOLD rating under LEED

certification process from the US Green Building Council.

Revision: 02 Rev. Date: 30.03.2010 Page VIII


The transformation has helped KSPHC win the trust and confidence of all its customers and

to become a self-reliant professionally run company working on commercial lines in a

competitive environment from its earlier status of being dependent on Government funds.

SOME INDICATORS OF MEASUREMENT OF TRANSFORMATION:

Indicators

During 16 years prior to transformation

During 5 years post-transformation

Average work done /year

INR 74.02 M

INR 875.03 M

Average administrative expenses / year

INR 9.67 M

INR 74.61 M

Average annual income INR 1.40 M INR 33.79 M

Administrative expenses as % of work done

13.06 %

8.52 %

ACHIEVEMENTS

The single most important achievement of the WBPMS is that it aims to provide

accountability for public money invested in Government projects. Any member of the public

can visit the website, open the WBPMS and check how well the money is being spent. With

a complaint mechanism built into the tool, the WBPMS proves better than the Right to

Information Act. The WBPMS has enabled KSPHC to imbibe professionalism while

executing publicly funded projects, from conception to completion. Consciousness about

several important focus areas of project management has been brought home in a dramatic

manner by the WBPMS and this has facilitated a gradual assimilation in KSPHC of the best

practices in project management prevalent across the world.

THE OBJECTIVES

The goal of the transformation is to satisfy as many of these concerns as possible. In this

direction, KSPHC has designed the WBPMS and computerization of its activities, and the

integration of its activities in WBPMS to deliver satisfactory resolution of the concerns of its

stakeholders. The goal of the transformation is to be able to show measurable improvements

capable of independent evaluation. Financial institutions desire proper fund utilization;

remote monitoring of project progress and cost / sq ft of construction data available in the

WBPMS meets the requirement. e-tendering, e-billing and ability for remote monitoring of

status of bill satisfy the Contractors’ needs. KSPHC employees are concerned about their

work environment the betterment of which increases their productivity; this is measured by

Revision: 02 Rev. Date: 30.03.2010 Page IX


productivity/employee. Auditors are concerned about traceability, fund flow details and data

security; e-billing capabilities, accounting and WBPMS integration, job progress monitoring,

and log sheet meet their requirements. Password protection, firewalls, backup facility, and

server farms allay their security concerns. Process integrity, a constant concern of

management, is assured by the internal and surveillance audits carried out as part of ISO

9001 requirements, which has incorporated Project Management features of ISO 10006.

Environmental concerns are being addressed by planning of implementation of ISO 14001

during 2007. Information Security Management in line with ISO/IEC 27001 will be initiated

soon. The following table summarizes the Company’s achievements as against the

stakeholders’ expectations for the last two years:

Stake holder

Chief Concern

Response in WBPMS

Metric

Measuring Outcome

2008-09

2009-10

Government

Budgetary control on Projects

Financial controls in

place

% Cost Overrun

% projects with NO cost

overrun

83.48%

#

Client

Department

Speedy work

execution

Alert

generation

% Time Overrun

% projects with No time

over run

5.17%

44.23%

Revision: 02 Rev. Date: 30.03.2010 Page X


1 Scope

1.1 General

This quality manual which is based on ISO 9001:2008, is intended to provide directions

through the quality management system so as to enable KSPHC

a) to demonstrate its ability to consistently provide product that meets customer and

applicable statutory and regulatory requirements, and

b) to enhance customer satisfaction through the effective application of the system,

including processes for continual improvement of the system and the assurance of

conformity to customer and applicable statutory and regulatory requirements.

1.2 Application The established Quality Management System is applied to all the operations and activities

associated with Design, Development, Construction of Buildings and Associated

Infrastructure, Project Management Services, e-Tendering Services and e-commerce

services.

1.2.1 Locations covered under the scope:

Karnataka State Police Housing Corporation Limited – H.O, Divisions and associated Sub-

divisions across Karnataka are covered under the scope of QMS. Below list provide the

location details; the complete addresses are published on company’s website and are

updated should there be a change in address and contact details.

1) Head Office, # 59, Richmond Road, BANGALORE – 560 025

Functional divisions include

• Planning, Design, Technical and Architecture

• Finance

• Quality control

• Contracts (includes e-tendering services)

• Project Management

• Establishment and Administration (includes HR)

• Public relations

• E-Commerce

Revision: 02 Rev. Date: 30.03.2010 Page 1


2) Bangalore Urban Division and associated sub-divisions

a) Bangalore No. 1 SD, Bangalore

b) Bangalore No. 2 SD, Bangalore

3) Bangalore Rural Division and associated sub-divisions

a) No. 19 SD, Bangalore

b) Kolar SD, (located in Bangalore).

4) Electrical Division, Bangalore and associated sub-divisions

a) Electrical SD (South), Bangalore

b) Electrical SD (North), Davanagere

5) Mysore Division and associated sub-divisions

a) Mysore SD

b) Chamaraja Nagar SD

c) Hassan SD

d) Mangalore SD

6) Belgaum Division and associated sub-divisions

a) Belgaum SD, Belagaum

b) Dharwad SD, Dharwad

c) Haveri SD, Haveri

7) Davanagere Division and associated sub-divisions

a) Davanagere SD, Davanagere

b) Shimoga SD, Shimoga

c) Hospet SD, Hospet

8) Gulbarga Division and associated sub-divisions

a) Gulbarga SD, Gulbarga

b) Bagalkot SD, Bagalkot Revision: 02 Rev. Date: 30.03.2010 Page 2


1.2.2 Activities associated with core business activity (Construction Management)

Encompasses following key processes:

1) Project planning.

2) Identification of the processes involved for obtaining administrative

approval and monitoring the implementation.

3) Identification of site and feasibility study including soil testing.

4) Identification of the resources required for execution of the project.

5) Human Resource Management.

6) Financial Engineering and Financial Closure.

7) Preparation of layout plans and building plans.

8) Obtaining statutory approval for construction.

9) Preparation of estimates.

10) Scrutiny and technical sanction for estimates.

11) Registration of contractors.

12) Tendering and selection of contractors.

13) Handing over of the site and site markings.

14) Detailed Engineering and issue of construction drawings.

15) Purchase (Direct / Indirect) of raw materials and quality assurance.

16) Supervision and Quality Control during construction at all stages from

excavation to finishing.

17) Periodical review and crisis management if necessary.

18) Calibration and control of measuring / testing devices.

19) Internal audit.

20) Managing Cash Flow.

21) Maintenance of field data.

22) Managing site stores and materials preservation.

23) Availing of outside services (Water, Electricity, and Sewage).

24) Quality check before handing over of the building.

25) Obtaining Completion Certificates from Statutory Authority.

26) Handing over of the building.

27) Preparation and approval of Revised Estimates.

28) Measurement and certification for final payment. Revision: 02 Rev. Date: 30.03.2010 Page 3


29) Inspection of building before expiry of defect liability period and

necessary repairs.

30) Release of EMD and Security Deposits.

KSPHC outsource the construction and related activity to eligible contractors by

awarding contracts through established tendering system. At times, KSPHC

outsource design activity.

1.2.3 Exclusions: None of the requirements of ISO 9001:2008 are excluded from

their application

2 References

Information available in the following standards / guidance documents were considered while

developing the Quality Management System documentation:

a) ISO10006:2003 Quality management systems — Guidelines for quality management in

projects

b) ISO 10002:2004, Quality management — Customer satisfaction — Guidelines for

complaints handling in organizations

c) ISO/TR 10013:2001 – Guidelines for quality management system documentation.



3 Abbreviations, terms and definitions

3.1 Abbreviations

KSPHC - Karnataka State Police Housing Corporation Limited

ISO - International Organization for Standardization

QMS - Quality Management System

CMD - Chairman and Managing Director

ED - Executive Director

FA - Financial Advisor

CAO - Chief Accounts Officer

AS - Accounts Superintendent

AO - Accounts Officer

AAO - Assistant Administrative Officer

CE - Chief Engineer CE (W) - Chief Engineer (Works) CE (P&D) - Chief Engineer (Planning and Design)

SE - Superintending Engineer

EE - Executive Engineer

Elect - Electrical

MR - Management Representative

CC - Chief Coordinator

AEE - Assistant Executive Engineer

AE - Assistant Engineer

JE - Junior Engineer

DES - Design

PM - Project Management

PMS - Project Monitoring System

Q & C - Quality and Contracts

DVN - Division

SD. - Sub-division

QM - Quality Manual

QSP - Quality System Procedure

WI - Work Instructions

IQA - Internal Quality Audit

PRO - Public Relation Officer

PUR - Purchase

STR - Stores



3.2 Terms and definitions

For the purpose of this QMS, the definitions given in ISO 9000:2005 and ISO 10006:2003

shall apply. Definitions of important terminology are given below (reproduced from the

referred standards).

1) Activity – smallest identified item of work in a project process.

2) Audit – Systematic, independent and documented process for obtaining audit evidence and

evaluating it objectively to determine the extent to which audit criteria are fulfilled.

3) Capability – ability of an organization, system or process to realize a product that will fulfill the

requirements for that product.

4) Characteristic – Distinguishing feature

5) Client – A person or a company or a department who engages the professional advice or

services of another.

6) Competence – Demonstrated ability to apply knowledge and skills.

7) Concession – Permission to use or release a product that does not conform to specified

requirement.

8) Conformity – Fulfillment of a requirement.

9) Continual Improvement – Recurring activity to increase the ability to fulfill the requirements.

Note: The process of establishing objectives and finding opportunities for improvement is a

continual process through the use of audit findings and audit conclusions, analysis of data,

management reviews or other means and generally leads to corrective action or preventive

action.

10) Corrective Action – Action to eliminate the cause of a detected nonconformity or other

undesirable situation.

11) Correction – Action to eliminate a detected nonconformity.

12) Customer – Organization or person that receives a product.

Note: A customer can be internal or external to the organization.

13) Customer satisfaction – customer’s perception of the degree to which the customer’s

requirements have been fulfilled.

Note 1: Customer complaints are a common indicator of low customer satisfaction but their

absence does not necessarily imply high customer satisfaction.

Note 2: Even when customer requirements have been agreed with the customer and fulfilled, this

does not necessarily ensure high customer satisfaction.

14) Defect – Non-fulfillment of a requirement related to an intended or specified use.

15) Design and Development – Set of processes that transform requirements into specified

characteristics or into the specifications of a product, process or system.

16) Deviation Permit – Permission to depart from the originally specified requirements of a product

prior to realization.



17) Document – Information and its supporting medium.

18) Effectiveness – Extent to which planned activities are realized and planned results achieved.

19) Efficiency – Relationship between the results achieved and the resources used.

20) Inspection - Conformity evaluation by observation and judgment accompanied as appropriate by

measurement, testing or gauging.

21) Interested Party – Person or group having an interest in the performance or success of an

organization (e.g. Customers, owners, people in the organization, suppliers, bankers, unions,

partners or society).

22) Management – Coordinated activities to direct and control an organization.

23) Management system – system to establish policy and objectives and to achieve those

objectives.

Note: Management System of an organization can include different Management systems, such

as a quality management system, a financial management system or an environmental

management system.

24) MoU – Memorandum of understanding that is a document containing agreed terms and

conditions between two or more parties which also includes side letters i.e., subsequent

correspondence which will form a part of MoU.

25) Non-conformity – Non-fulfillment of a requirement.

26) Objective Evidence – Data supporting the existence or veracity of something.

27) Process – Set of inter-related or interacting activities, which transforms inputs into outputs.

Note 1: Inputs to a process are generally outputs of other processes.

Note 2: Processes in an organization are generally planned and carried out under controlled

conditions to add value.

Note 3: A process where the conformity of the resulting product cannot be readily or

economically verified is frequently referred to as a special process.

28) Procedure – Specified way to carry out an activity or a process.

29) Product – Result of a process

Note 1: There are four generic product categories such as Services (E.g. transport), Software

(E.g. Computer programme, dictionary), Hardware (E.g. Engine mechanical part) and Processed

Materials (E.g. Lubricants)

Note 2: In KSPHC, product includes buildings constructed / maintained by it and the services

offered by KSPHC such as Project Monitoring Services.

30) Progress evaluation – assessment of progress made on achievement of the project objectives

31) Project – Unique process consisting of a set of coordinated and controlled activities with start

and finish dates, undertaken to achieve an objective conforming to specific requirements,

including the constraints of time, cost and resources.

32) Project management – planning, organising, monitoring, controlling and reporting of all aspects

of a project and the motivation of all those involved in it to achieve the project objectives.



33) Project management plan – document specifying what is necessary to meet the objective(s) of

the project.

34) Preventive action – Action to eliminate the cause of a potential nonconformity or other

undesirable potential situation.

35) Purchase - to obtain by paying money or its equivalent

36) Qualification Process – Process to demonstrate the ability to fulfill specified requirements.

Note: Qualification can concern persons, products, processes or systems.

37) Quality – degree to which a set of inherent characteristics fulfils requirement

Note 1: The term quality can be used with adjectives such as poor, good or excellent

Note 2:“Inherent”, as opposed to “assigned”, means existing in something, especially as a

permanent characteristic.

38) Quality Assurance – Part of quality management focused on providing confidence that quality

requirements will be fulfilled.

39) Quality Characteristic – Inherent characteristic of a product, process or system related to a

requirement.

40) Quality Control – Part of quality management focused on fulfilling quality requirements.

41) Quality Improvement – Part of quality management focused on the increasing the ability to fulfill

the quality requirements.

Note: The requirements can be related to any aspect such as effectiveness, efficiency or

traceability.

42) Quality Management – Coordinated activities to direct and control an organization with regard to

quality.

Note: Directions and control with regard to quality generally includes establishments of quality

policy and quality objectives, quality planning, quality control, quality assurance and quality

improvement.

43) Quality Management System – Management system to direct and control an organization with

regard to quality

44) Quality Manual – Document specifying the quality management system of an organization.

45) Quality Objective – Something sought, or aimed for, related to quality.

Note 1: Quality Objectives are generally based on the organization’s quality policy.

Note 2: Quality objectives are generally specified for relevant functions and levels in the

organization.

46) Quality Plan – Document specifying which procedures and associated resources shall be

applied by whom and when to a specific project, product, process or contract.

47) Quality Planning – Part of Quality management focused on setting quality objectives and

specifying necessary operational processes and related resources to fulfill the quality objectives.

Note: Establishing quality plans can be part of quality planning.



48) Quality Policy – Overall intentions and direction of an organization related to quality as formally

expressed by top management.

Note 1: Generally the quality policy is consistent with the overall policy of the organization and

provides a framework for the setting of quality objectives.

Note 2: Quality Management principles presented in this international standard forms the basis

for the establishment of the quality policy of the organization.

49) Record - anything (such as a document or a photograph) providing permanent evidence of or

information about past events; it also includes documents in digital form

50) Repair – Action on a nonconforming product to make it acceptable for the intended use.

51) Requirement – need or expectation that is stated, generally implied or obligatory.

52) Review – Activity undertaken to determine the suitability, adequacy and effectiveness of the

subject matter to achieve established objectives.

53) Re-work – Action on a nonconforming product to make it conform to the requirements.

54) Scrap – Action on a nonconforming product to preclude its originally intended use.

55) Side letter – Any correspondence between KSPHC and other outside agencies which forms part

of agreement document.

56) Specification – Document stating requirements.

57) SR – Schedule of rates of respective PWD Circles

58) Supplier – Organisation or person that provides a product (A producer, distributor, retailer or

vendor of a product, or a provider of a service or information; in contractual situation, a supplier is

sometimes called a “contractor”; in the context of projects, ‘contractor’ or ‘subcontractor’ is often

used in place of “supplier”).

Note: A supplier can be internal or external to the organization.

59) System – set of interrelated or interacting elements

60) Test – Determination of one or more characteristics according to a procedure.

61) Top Management – Person or group of people who direct and control an organization at the

highest level. (in case of KSPHC, it is Board of Directors represented by CMD).

62) Top Management Committee – A sub – committee of top management consisting of Chairman

and Managing Director, Executive Director, Chief Engineer and Financial Advisor to review the

detailed QSPs and implement the same through out the Corporation. Further it also consists of

the Management Representative and also the Chief co – ordinator for implementation of QMS as

its co – opted members.

63) Traceability – Ability to trace the history, application or location of that which is under

consideration.

64) Validation – Confirmation, through the provision of objective evidence, that the requirements for

a specific intended use or application have been fulfilled.

65) Verification – Confirmation, through the provision of objective evidence, that specified

requirements have been fulfilled.



4 Quality Management system (QMS)

4.1 General requirements

The Quality Management System is established, documented, implemented and maintained

and its effectiveness is continually improved in accordance with adopted management

system standard. While developing QMS following are ensured:

a) Determination of the processes needed for the management system and their application

throughout the organization (no exclusions are made),

b) Determination of the sequence and interaction of these processes,

c) Determination of criteria and methods needed to ensure that both the operation and

control of these processes are effective,

d) Availability of resources and information necessary to support the operation and

monitoring of these processes,

Monitoring, measurement and analysis of these processes are carried out, and actions

necessary to achieve planned results and continual improvement of these processes are

implemented appropriately. These processes are managed in accordance with the

requirements of QMS standard. Processes needed for the quality management system

referred to above include processes for management activities, provision of resources,

product realization and measurement.

AT KSPHC, Management of Construction Projects is the core business operation. The

construction activity is contracted to competent contractors. However, the project monitoring

and control is taken care by the respective Divisions / Sub-divisions. In support of this,

quality monitoring activity is performed by appointed agencies and this is carried out in

addition to quality control activities performed by the contractors as part of construction

contracts. Controls over outsourced processes are exercised to ensure achievement of

organizational objectives.

4.2 Documentation requirements 4.2.1 General

The quality management system documentation include

a) Documented statements of Quality Policy and Quality Objectives

b) Quality Manual,



c) Documented procedures and controls required by ISO 9001:2008 standard,

d) Documents that are determined to be needed by the organization to ensure the effective

planning, operation and control of its processes, and

e) Records required by the adopted management system standard and those determined by

the organization.

4.2.2 Quality Manual

This Quality Manual provides a broad overview of the KSPHC system practices and it

includes details of:

a) The scope of the quality management system (none of the elements of clause 7 are

excluded),

b) The references of documented procedures established for the quality management

system (referred under relevant clause numbers), and

c) A description of the interaction between the processes of the quality management

system (see Annex 1).

4.2.3 Control of documents

A procedure has been established for controlling all documents required by the QMS. The

procedure defines the controls needed to

a) approve documents for adequacy prior to issue,

b) review (periodically and/or when necessary) and update as necessary and re-

approve the documents,

c) ensure that changes and current revision status of documents are identified,

d) ensure that relevant versions of applicable documents are available at points of use,

e) ensure that documents remain legible and readily identifiable,

f) ensure that documents of external origin determined by KSPHC to be necessary for

the planning and operation of QMS are identified and their distribution is controlled,

and

g) prevent the unintended use of obsolete documents and apply suitable identification if

they are retained for any purpose.

MR (QMS) maintains Master list of documents QMS/ML/01 which indicates the latest

revision status of all QMS documents, and a list of controlled copyholders of various QMS



documents. The documents are issued / controlled and maintained in soft copy / hard copies

as described in the procedure for control of documents.

Applicable procedure: QSP 01– Control of documents.

4.2.4 Control of records

QMS records are established and maintained to demonstrate the conformity to the

requirements of QMS standard. Documented procedure has been established and

maintained for the identification, maintenance, retrieval, retention and disposal of QMS

records. Relevant legal and/or Regulatory requirements are taken in to account while

determining the controls for records.

Applicable procedure: QSP 02– Control of records



5 Management Responsibility

5.1 Management Commitment

Top management of KSPHC is committed to the development and implementation of the

Quality Management System and to continually improve its effectiveness. It has established

its Vision, Mission and quality policy (see Clause 5.3) and objectives, which form the basis

for developing, implementing, monitoring and controlling the quality systems and to provide

resources for this achievement. For ensuring effectiveness and continual improvements of

the QMS, the importance of Quality Policy and Quality Objectives, Customer’s requirements,

applicable statutory and regulatory requirements for the product is communicated within the

organization. The continuing suitability of QMS is assessed though management reviews.

5.2 Strategic process

Top management of KSPHC has developed its Quality Management System based on the

application of quality management principles.

5.2.1 Customer focus

KSPHC is aware of the fact that its product (buildings) and services (e-tendering and e-

commerce, project monitoring) contribute to the well being of personnel in their living and

work area, which influences public duties performed by them. Secondly, as public money is

being spent, KSPHC’s performance is accountable to public and the public is the prime

interested party in the performance of KSPHC. For this reason, KSPHC maintains

transparency in its activities and provides relevant information to public through its portal

(visit www.ksphc.org).

To maintain Quality, transparency, cost and time optimization are the permanent objectives

of KSPHC in all its activities. While determining the balance between time or cost and

product (buildings) quality, potential impacts on the project is evaluated, taking into

consideration customers’ requirements.



5.2.2 Leadership

Top management of KSPHC has established unity of purpose and direction of the

organization. KSPHC provides and maintains the internal environment in which people can

become fully involved in achieving the organization’s objectives.

For each of the project taken by KSPHC, Executive Engineer (EE) of a particular division is

treated as the Project Manager. The Executive Engineer is vested with the defined

responsibility and requisite authority for managing the project.

The top management of KSPHC assumes leadership in creating a culture for quality

• By setting the quality policy and identifying the objectives (including the quality

objectives) for the project,

• By providing the infrastructure and resources to ensure achievement of project

objectives,

• By providing an organizational structure conducive to meet project objectives,

• By making decisions based on data and factual information,

• By empowering and motivating all project personnel to improve the project processes

and product, and

• By planning for future preventive actions. 5.2.3 Involvement of people

People at all levels are the essence of an organization and their full involvement enables

their abilities to be used for the organization’s benefit. The top management of KSPHC

strives to enhance the involvement of people by encouraging through various means such

as recognitions, rewards, suggestion schemes etc.,

At KSPHC, personnel have well-defined responsibility and authority for their participation in

the projects. The authority delegated to the project participants correspond to their

responsibility.



In order to improve the performance, top management of KSPHC envisages and provides

appropriate tools, techniques and methods to the personnel to enable them to monitor and

control the processes.

5.2.4 Process approach

A desired result is achieved more efficiently when activities and related resources are

managed as a process.

KSPHC has identified all the processes of its business. The key processes of the Quality

Management System, their sequence and interactions are briefly illustrated in Annex A.

Further, project processes have been identified and documented (relevant procedures are

referenced under product realization processes. The originating organization (e.g., Govt. of

Karnataka, Police department, Prisons department, Forest department) may communicate

the experience gained in developing and using its own processes, or those from its other

projects to KSPHC (the project organization). KSPHC takes into account this experience

when establishing the project’s processes and exchanges with the user an instrument /

document setting forth the parameters and responsibilities and deliverables of the project. In

this instrument, KSPHC sets over the processes that are unique to the project,

- By identifying the appropriate processes for the project,

- By identifying the inputs, outputs and the objectives for the project’s processes,

- By identifying the process owners and establishing their authority and responsibility,

- By designing the project’s processes to anticipate future processes in the life cycle of

the project, and

- By defining the interrelations and interactions among the processes.

Process effectiveness and efficiency are assessed through internal (KSPHC) or external

review. Where and to the extent possible, assessments are made by benchmarking or

evaluating the processes against a maturity scale. Maturity scales typically range in degrees

of maturity from “no formal system” to “best-in-class”. KSPHC intends to implement, as a

part of continual improvement, appropriate maturity models developed from different

applications.



5.2.5 System approach to management

Identifying, understanding and managing interrelated processes as a system, contributes to

the organization’s effectiveness and efficiency in achieving its objectives. In general, the

system approach to management allows for the coordination and compatibility of an

organization’s planned processes and a clear definition of their interfaces.

KSPHC carries out each project as a set of planned, interrelated and interdependent

processes. KSPHC, the project organization, defines and links the processes needed, to

integrate and manage them as a system aligned with the originating organization’s overall

system (where necessary).

5.2.6 Continual Improvement

Continual improvement of the organization’s overall performance is a permanent objective of

the organization. The cycle of continual improvements is based on “Plan-Do-Check-Act”

(PDCA) concept.

KSPHC assumes as its responsibility to continually improve the effectiveness and efficiency

of the processes for which it is responsible. Management of projects is treated as a process

rather than an isolated task. The established Quality Management System enables it to

record and analyze the information gained during a project, for use in a continual

improvement process. Internal / external audits and assessments are valued as a source to

identify opportunities for improvement.

5.2.7 Factual approach to decision making

Effective decisions are based on analysis of data and information

Information about the project’s progress and performance are recorded using web-based

project monitoring system. Performance and progress evaluations are carried out in order to

assess the project status. The information from performance and progress evaluations are

analyzed to make effective decisions regarding the project and for revising the project

management plan. Information from project closure reports of previous projects are

appropriately analyzed and used to support the improvement of current or future projects.



5.2.8 Mutually beneficial supplier relationships

An organization and its suppliers are interdependent and a mutually beneficial relationship

enhances the ability of both to create value.

KSPHC defines its strategies for obtaining external products / services (services of

contractors); where required it collaborates with contractors for defining its strategies,

especially in the case of project of long duration and of multiple / complex phases.

KSPHC evaluates and determines suppliers ability to meet its requirements for processes

and products, and takes into account the customer’s preferred suppliers or selection criteria

where required.

KSPHC supports its suppliers including contractors technically and financially within the

limits of company’s policy and procedural limitations; this includes for example, training its

contractor on usage of web-based PMS, advising about the external laboratory services

available for testing and calibration, providing financial advances for those who fulfill the

prescribed company’s criteria, etc.,

5.3 Vision, Mission and the Quality Policy

KSPHC has established its vision, mission and quality policy as part of its strategic business

management and to excel as one among the best-organized Government Organization in

providing services. This provides a framework for establishing and reviewing quality

objectives. The top management ensures that the organization’s vision, mission and the

quality policy is communicated and understood within the organization. Organization’s vision,

mission and the quality policy is reviewed at appropriate times for its continuing suitability.

In the following page, the full text of Organization’s vision, mission and quality policy is

reproduced from approved document. This document is subject for top management’s

periodical review at least once every two years and it is revised and updated as necessary.



Karnataka State Police Housing Corporation Limited

OUR VISION

To organize ourselves as total quality people to achieve world-class standards in all

our endeavours, and be a role-model for excellence in public service

MISSION

� Karnataka State Police Housing Corporation Limited (KSPHCL) commits

itself to continually improving the competence of its personnel to meet the

changing needs of business for e-governance, and shall implement total

e-governance in phases for all business facets, ensuring complete

transparency and the right of the public to obtain information

� Construction of buildings and providing services, according to specifications,

will be carried out by fulfilling intended user requirements, ensuring optimized

quality and achieving sustainable development

� KSPHC shall comply with ISO 9001 Quality Management Systems, and

continually improve the efficiency of the system processes and contribute to

the optimal utilization of the project resources in a cost-effective and timely

manner

QUALITY POLICY

KSPHC is committed to innovatively building for better Police-community relations by

adhering to total transparency and right to information and striving continually to

provide improved quality products and services that are cost-effective and delivered

in time.

1st January, 2005 Sd/-

Bangalore Chairman & Managing Director



5.4 Planning

5.4.1 Quality Objectives

With the aim of achieving the quality policy, to achieve continual improvement, Quality

objectives are established at relevant functions and levels within the organization (refer to

document CMD / QMS / QO / 01). These objectives are measurable and are consistent with

the company’s quality policy. Quality objectives are time-bound target achievements and

hence, document CMD / QMS / QO / 01 is prepared for every financial year. It is periodically

reviewed and revised as appropriate, at least once a year. The Board reviews annually the

records of continual improvement, plan and sets the standards and objectives to be followed

in the subsequent years.

5.4.2 Quality management system planning

The Quality Management System planning is carried out considering the required resources

that are necessary to provide checks and controls within the processes of the Quality

Management System. These are documented in the QMS documentation at various levels

and are subjected to periodical review for ascertaining their continued suitability and

effectiveness.

The integrity of Quality Management System is maintained whenever changes to the Quality

Management System are planned and implemented.

5.5 Responsibility, authority and communication

5.5.1 Responsibility and authority

Organization Chart is given Annex 2. Process owners responsible for various processes of

QMS are given in Annex 3 - Responsibility and authorities of personnel. Responsibility and

authorities are further described in relevant quality system procedures.

5.5.2 Management representative

Top Management (C&MD / ED) appoints the Management Representative and the Chief

Coordinator-QMS through an office order. The Management Representative (M.R) will be a



member of organization’s own management. M.R will be assisted by Chief Coordinator –

QMS who will support M.R in all his/her endeavours. The Management Representative is

assigned with the additional responsibility and authority for:

a) Ensuring that processes needed for the Quality Management System are

established implemented and maintained.

b) Reporting to top management of the performance of the Quality Management

System and any need for improvement, and

c) Ensuring the promotion of awareness of customer requirements throughout the

organization.

5.5.3 Internal communication

KSPHC strongly believes that internal communication regarding the effectiveness of the

Quality Management System will aid in the organization’s performance improvements and

directly involves its people in the achievement of quality objectives. For this one or more of

the following methods are used:

� Management-led communication in work areas, team briefings and other meetings

� Notice Boards, E-mails, Bulletin boards, Discussion Forum…etc

� Employee suggestion schemes

5.6 Management Review

5.6.1 General

The CMD / Executive Director ensure review of the Quality Management System at least

once in 6 months to assess its continuing suitability, adequacy and effectiveness. A report

is placed before the Board of Directors annually giving the status and suggestions for

improving of quality objectives. The decisions of the Board of Directors are in turn

implemented within the corporation.

CMD, Executive Director, Chief Engineer, Financial Advisor, MR and CC-QMS will evaluate

the need for changes to the organization’s Quality Management System, including quality



policy and quality objectives. Other personnel appropriate and required for the specific

review subject will be invited.

5.6.2 Review input

MR and CC-QMS collect & compile the data from process owners and provide following

information as the input for management review which include information on

a) Follow-up actions from previous management reviews

b) Results of QMS audits,

c) Customer feedback,

d) Process performance and product conformity

e) Progress evaluations of projects*

f) Status of preventive and corrective actions,

g) Changes (proposed) that could affect the Quality Management System,

h) Recommendations for improvement, and

i) Progress made in respect of achieving quality policy and quality objectives set at

functional levels (depending upon the target time set) and its continuing suitability.

5.6.3 Review output

MR / CC-QMS will record the management review details and maintain it. MR / CC- QMS

will communicate to all concerned about the decisions and actions related to

a) Improvement of the effectiveness of the QMS and its processes,

b) Improvement of product related to customer requirements (identified & perceived

requirements)

c) Resource needs.

Applicable procedure: QSP 05 - Management Review



6 Resource management

6.1 Provision of resources - General

Top Management determines and provides the resources needed

a) To implement and maintain the Quality Management System and to continually improve

its effectiveness, and

b) To enhance customer satisfaction by meeting requirements. The resources required for the effective management of Quality System in the organization

include the following:

1) Financial resources 2) Human resources

3) Infrastructure and

4) Work environment

6.1.1 Financial resource

One of the important activities to avoid time and cost overrun in any project is dependent

upon proper finance management. In this regard, KSPHC has put in a system to achieve the

desired results and the processes identified towards achieving the desired results are:

�� Preparation of annual budget

�� Accounting of all the financial transactions

�� Compliance to statutory requirements

�� Finalization of accounts 6.1.1.1 Preparation of annual budget

In this process, the proposed projects to be taken up in the succeeding financial year based

on the requirement of user departments are reviewed. The financial implications are worked

out for the proposed projects to be taken up during the next financial year in the last quarter

of the preceding year. Further the financial resources required to meet the expenditure

towards other related resources required along with the infrastructure necessities are also

forecast. As this process is multi-disciplinary activity the reviews are performed along with



project and other relevant functional heads to ensure that sufficient and timely resources are

available to meet the project objectives.

6.1.1.2 Accounting of all the financial transactions

KSPHC has put in an accounting process for all its financial transactions, which are

transparent. It has put in a process for proper accounting of all the financial transactions to

facilitate providing of information to all its stakeholders including the general public. A system

for internal Audit and AGs audit has been established to ensure proper verification and

accounting of all the financial transactions.

6.1.1.3 Compliance to statutory requirements

KSPHC functions under the provisions of the Companies Act, 1956 and other applicable

statutes like Income Tax Act, Sales Tax Act, PWD Finance Code and Government orders /

Circulars issued from time to time.

The KSPHC has formulated suitable process and has documented the same. 6.1.1.4 Finalization of accounts

KSPHC has put in a process for finalization of accounts as per the provisions of Companies

Act, 1956 and applicable accounting standards as issued by the Institute of Chartered

Accountants of India from time to time. It has established a process for conducting of

statutory audits and supplement by audit from the officers of Accountant General.

6.1.2 Financial Resource control

Reviews are performed along with project and other relevant functional heads to ensure that

sufficient resources are available to meet the project objectives.

Deviations from the resource plans are identified, analyzed, acted upon and recorded. Decisions on actions to be taken are made after considering the implications for other project

processes and objectives. Changes that affect the project objectives are agreed with the

customer and relevant interested parties before implementation. Revisions of forecasts of

resource requirements are coordinated with other project processes when developing the

plan for remaining work.



Root causes for shortages or excesses in resources are identified, recorded and used as

input for continual improvement.

Applicable procedure: QSP 06 - Finance management 6.2 Human processes

6.2.1 General

Initially, the human resource requirements of the company has been determined as given in

State Gazette notification dated 28 January 1995 and amended form time to time (Main

section 4, sub-section 2-C (i)) No.57), as per Government of Karnataka’s order No. HD 209

PO PE SE 94 dated 27.01.1995. The top management of KSPHC identifies and determines

the resources needed for the project (on-hand as well as potential) and get necessary

sanction for it from appropriate authority. Top management, with the help of establishment

section (AAO) plan and indicate how, and from where, resources will be obtained and

allocated. If applicable, this planning also includes the manner of disposition of excess

resources. The plans are made suitable for resource control.

The Top Management and other relevant functional heads verify the validity of the inputs to

resource planning. The stability, capability, and performance of organizations supplying

resources (e.g. KPWD, KPC, etc.,) are evaluated along with the capability and suitability of

personnel who are being inducted. Pre-induction verification of the suitability and post-

induction training to fulfill the perceived gaps in skills required would be arranged by the Top

Management together with the familiarization programme.

Personal attributes are considered in the selection of project personnel. Special attention is

given to the competence requirements of key personnel.

The assignment of personnel to specific jobs or roles are confirmed and communicated to all

concerned. The overall performance, including the effectiveness and efficiency of personnel

in their job assignments, are monitored to verify that the assignments are appropriate. Based

on results, appropriate actions are taken such as re-training or recognizing achievement.



6.2.2 Competence, training and awareness KSPHC recognizes the importance of identifying & imparting training needed for its

personnel to ensure effective operation / performance of QMS.

A procedure has been established, implemented & maintained for the identification and

provisioning of training needs to ensure that:

a) the necessary competence for personnel performing work affecting conformity to product

requirements are determined,

b) where applicable, training or other actions are taken to achieve the necessary

competence,

c) the effectiveness of the actions taken is evaluated,

d) personnel are aware of the relevance and importance of their activities and how they

contribute to the achievement of the quality objectives, and

e) appropriate records of education, training, skills and experience are maintained

Applicable procedure: QSP 08 - Human resource development

6.3 Infrastructure Top Management considers the needs for providing or changing the infrastructure through

reviewing the present and future needs of the business. Management review will be one of

the platforms that provide further inputs. With this, they determine the actual needs and

provide it.

Functional Heads ensure proper maintenance of the infrastructure provided. Applicable procedure: QSP 10 - Infrastructure maintenance

6.4 Work environment Through formal or informal methods, Top Management ascertains the requirements

pertaining to work environment, which are necessary for achieving conformity to product

requirements and ensure it’s provisioning.

Work environment for construction are process specific and these requirements are taken

care by providing necessary instructions to contractors by incorporating in the tender

conditions itself.



7 Product realization

KSPHC is a Government owned company, which is entrusted with such works as

Government feels and as set out in Memorandum of Association and KSPHC in turn gets

these projects executed through registered agencies as required.

In this section, the clauses of ISO 9001 - pertaining to product realization is integrated with

those of ISO 10006 to provide an integrated system that fulfills the KSPHC Quality

Management System. Further, since Clause 7.1 and 7.5 is common to many of the

functions, descriptions given under these clauses are not exhaustive. The relevant QSP will

provide more details.

7.1 Planning of product realization

In order to realize product that would fulfill product quality requirements, all necessary

processes have been identified and established giving due consideration for the following as

appropriate:

a) Quality objectives and requirements for the product;

b) The need to establish processes, documents, and provisioning of resource specific to the

product;

c) Required verification, validation, monitoring, inspection, and test activities specific to the

product and criteria for product acceptance;

d) Records needed to provide evidence that the realization processes and the resulting

product fulfill requirements

The seven project management process groupings (ISO 10006:2003) necessary to produce

the project’s product are as follows:

1) Interdependency-related processes

2) Scope-related processes

3) Time-related processes

4) Cost-related processes

5) Communication-related processes

6) Risk-related processes, and

7) Purchasing-related processes



Requirements of elements of above stated processes are integrated with the requirements of

ISO 9001 elements in the following clauses.

7.2 Customer related processes

7.2.1 Determination of requirements related to the product

KSPHC mainly executes construction projects for its client organizations; thus its chief

products are buildings and services. Other products and services are as set out in the

Memorandum of Association and / or as decided by the Board.

KSPHC always strives to add value to its products and services. Every effort is made in

order to identify and fulfill the requirements of these products/ services. Requirements

related to product are determined by various means. This includes, but is not limited to,

1) Available standards published by the National / International organizations related to

construction and related subjects,

2) Determining customer expectations for the product by

a) Analysing product features and value with that of competitor’s products,

b) Enhancing product’s “value for the money” optimizing Quality-Cost relationship

c) Considering cultural and other needs of product users,

d) Changing needs and future projected expectations of the customers

e) Attending various conferences related to technical advances in product and project

management and also by referring to available literature and consulting experts.

While planning for the execution of projects, following points are considered:

a) Requirements specified by the customer including the requirements for delivery,

post-delivery activities and for maintenance purposes.

b) Requirements not stated by the customer but necessary for specified or intended

use where known,

c) Statutory and regulatory requirements related to the product if any (e.g., stipulated

requirements by the local / regional authorities such as corporations, municipal

councils, act and rules related to construction and related activities etc.,), and

d) Any additional requirements determined by the organization



7.2.1.1 Concept development

Customer needs and expectations for product and processes, both stated and generally

implied, are translated into documented requirements, including statutory and regulatory

aspects which, when required by the customer, are mutually accepted.

Other stake holders are identified and their needs established. These are translated into

documented requirements and, where relevant, accepted by the customer.

7.2.2 Review of requirements related to the product.

SUPERINTENDING ENGINEER (HQ & S) and Executive Engineer (Quality / Contracts)

review the contract requirements related to the product. This review is conducted prior

to the organization’s commitment to supply a product to the customer to ensure that,

a) Product requirements are defined,

b) Order requirements differing from those previously expressed are resolved, and,

c) The organization has the ability to meet the defined requirements.

Records of the result of the review and action arising from the reviews are maintained.

KSPHC has identified all the processes of its business. The key processes of the Quality

Management System, their sequence and interactions are briefly illustrated in Annex 1.

Further, project processes have been identified and documented (relevant procedures are

referred in Annex A under product realization processes. The originating organization (e.g.,

Govt. of Karnataka, Police department, Prisons department, Forest department) may

communicate the experience gained in developing and using its own processes, or those

from its other projects to KSPHC (the project organization). KSPHC takes into account this

experience when establishing the project’s processes and exchanges with the user an

instrument / document setting forth the parameters and responsibilities and deliverables of

the project. In this instrument KSPHC set out the processes that are unique to the project.

7.2.2.1 Scope development and control

When developing the project scope, the characteristics of the project’s product are identified

and documented in measurable terms and as completely as is possible. These

characteristics are used as the basis for design and development. Project management plan,



which makes reference to the quality plan, specifies how these characteristics will be

measured or how their conformity to the customers and other requirements of the other

stakeholders will be assessed. KSPHC ensures that product and process characteristics are

traceable to the documented requirements of the customer and other stakeholders.

When alternative approaches and solutions are considered during scope development,

supporting evidence (including the analysis performed and other considerations used) are

documented and referred in the scope.

Where the customer provides no documented statement of requirement, the customer

requirements are confirmed before acceptance.

7.2.2.2 Change management

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 are analyzed. Those changes that affect the project objectives are

agreed with the customer and other relevant stakeholders.

Change management takes the following into account:

- Managing changes to project scope, project objectives, and to the project management

plan;

- Coordinating changes across inter-linked project processes and resolving any conflicts.

Changes may result in negative impacts (e.g. claims) on the project and are identified as

soon as possible. The root causes of negative impacts are analyzed and the results used to

produce prevention-based solutions and implement improvements in the project process.

Where Product requirements are changed, it is ensured that relevant documents are

amended and concerned department / personnel are made aware of the change in

requirement.

7.2.3 Customer communication

Concerned Superintending Engineer ensures implementation of effective communication

established (as described in the procedure QSP 12) for communicating with customer in

relation to



a) Product information,

b) Enquiries, and

c) Customer feedback, including customer complaints

7.2.3.1 Communication planning

KSPHC ensures that appropriate communication processes are established for the project,

and that communication takes place regarding the effectiveness and efficiency of the Quality

Management System.

Communication planning takes into account the needs of the originating organization,

customers and other stakeholders, and should result in a documented communication plan.

This communication plan defines the information that will be formally communicated, the

media used to transmit it and the frequency of communication. The requirements for the

purpose, frequency, timing and records of meetings are defined in the communication plan.

The format, language and structure of project documents and records as far as possible in

digital form are planned to ensure compatibility. The communication plan defines the

information management system, identify who will send and receive information, and

reference to the relevant document control, record control and security procedures. The

format for progress evaluation reports is designed to highlight deviations from the project

management plan.

Applicable Procedure: QSP 12 - Project Management

7.3 Design and development

7.3.1 Design and development planning

Superintending Engineer- [SE- (HQ & S)] plans and controls the design and development of

product designed specifically for the customer (originating organization) requirements that is

provided / specified in Memorandum of Understanding or other customer communication.

SE- (HQ & S) coordinates with originating organization or their representative for the

development

of product and determine



a) The product development stages

b) The review, verification and validation that are appropriate to each stage of product

development

c) The responsibilities and authorities for various development activities.

SE- (HQ & S) manages the interface between different groups involved in the

development of project management plan to ensure effective communication and clear

assignment of responsibility and fulfilling of liaison requirements.

Design development planning is updated, as appropriate, as the development progresses.

Design development plan is referred in the project management plan.

7.3.2 Design and development inputs

SE- (HQ & S) or his designated representative determines inputs relating to the

product requirements. Records of design inputs are maintained. The inputs include

a) Product characteristics,

b) Applicable statutory and regulatory requirements, (if any), and

c) Where applicable, information derived from previous similar products and other

requirements essential for product development

These inputs are reviewed for adequacy to ensure that requirements are complete,

unambiguous and not in conflict with each other.

7.3.2.1 Conceptual design for customer approval

Customer needs and expectations for product and processes, both stated and generally

implied, are translated into documented requirements, including statutory and regulatory

aspects after being reviewed by the customer and mutually accepted. Based on this,

conceptual drawings are made and sent to customer for approval. The approved conceptual

drawings are used as design input to develop design outputs and a set of approved

drawings is made available to the customer for record. The executing agency is required to

follow these drawings faithfully. Any difficulty encountered during execution will be brought to

the notice of KSPHC by the agency for immediate resolution in consultation with customer



7.3.2.2 Time related issues (constraints) as design inputs

The time related processes aim to determine dependencies and the duration of the activities

and to ensure timely completion of the project. The constraint of project time (duration) is

taken into account while designing the product or process specifications (for example, using

quick setting methods / materials to avoid time-overrun). Any time spent on obtaining

statutory and regulatory licenses is to be excluded from the project time, as it is the duty of

the customer to obtain these licenses.

7.3.2.3 Risk identification and assessment as input to design

Risk identification is performed at the initiation of the project when significant decisions are

made. Experience and historical data from previous projects are used for this purpose. The

output of this process is recorded as a part of design input records. Examples of risk

identification – land condition, surrounding environmental conditions, potential natural risks,

and applicable current and anticipated statutory and regulatory requirements.

Risk assessment is the process of analysing and evaluating identified risks to the project

processes and to the project’s product.

A quantitative and / or qualitative analysis is made for the risks identified and the risk

assessment results are used as design input.

7.3.3 Design and development outputs

The product development outputs are provided in a form that enables verification against the

development input and are approved before release.

SE- (HQ & S) reviews the product development outputs to ensure that

they a) Meet the input requirements for product development,

b) Provide appropriate information for purchasing (contracting) and construction

activities,

c) Contain or reference product acceptance criteria, and

d) Specify the characteristics of the products that are essential for its safe and proper

use.



7.3.4 Design and Development Review

At suitable stages, systematic reviews of product development are performed in accordance

with planned arrangements (documented in design and development plan).

a) To evaluate the ability of the results of design & development to meet requirements, and

b) To identify any problems and propose necessary actions.

Participants in such reviews include the representatives of functions concerned (client, if

necessary) with the design and development stage that are being reviewed. Records of the

results of the reviews and action taken are maintained.

7.3.5 Design and Development Verification

Verification is performed in accordance with the procedure to ensure that product

development outputs have met the product development input requirements. Records of the

results of the verification and action taken are maintained.

7.3.6 Design and Development Validation

It is impracticable to validate the project’s product (buildings) before its delivery. However,

product characteristics and related process specifications are established using proven data

or using a national / international standard. In addition to this, complaints received regarding

product / product performance during the maintenance period, subsequent action taken to

resolve it are correlated with relevant monitoring and measurement data to determine

deficiency in product / process specifications. This information is analysed to determine the

design related deficiency and to validate the design.

7.3.7 Control of Design and Development changes

The changes identified during any stage of design and development cycle are reviewed,

verified and validated, as appropriate, and approved before implementation. The review of

product development changes includes evaluation of the effect of the changes on the

product already delivered (i.e., in case of similar previous projects such mistakes that have

happened will be identified and evaluated to initiate necessary action).

Records of the results of the review of changes and any necessary actions are maintained.



Applicable procedures:

1) QSP 13 - Design and development

2) QSP 14 - Eco-friendly measures

3) QSP 15 - Energy saving and other alternatives

7.4 Purchasing

7.4.1 Purchasing process

At KSPHC, the core business element is contractor control activity since the project is

generally contracted and executed. Also, the purchase activity carried out by the

organization for supporting administrative and for providing infrastructure and related

maintenance services are covered under this process. The purchase activities are being

carried out through tendering process.

The purchase-related processes deal with obtaining finished product (building) and also

other products/ services required by the organization. The purchase-related processes are

a) Purchase planning and control,

b) Registration of suppliers (open ended process),

c) Documentation of purchase requirements,

d) Supplier evaluation,

e) Contracting, and

f) Contract control.

7.4.1.1 Purchase planning and control

For projects, which are administratively approved by the competent authority, and for which

expenditure has been sanctioned, the estimates are prepared by the Concerned Executive

Engineer, based on the “Schedule of Rates” (SR) wherever applicable to a particular circle.

These estimates are subjected to technical approval / sanction by competent authority. In

case the project is under deposit contribution scheme, client’s approval is sought for the

estimate. These technically cleared estimates form the basis for purchase planning and

further activities.



The purchase activities carried out by the organization for supporting administrative and for

providing infrastructure and related maintenance services are carried out by functional

Heads within the ambit of the powers delegated.

7.4.1.2 Registration of suppliers

For any supplier carrying out business with KSPHC, registration with KSPHC is a pre-

requisite. This registration process is an open ended process which can be done by the

suppliers either through on-line or through direct approach.

7.4.1.3 Documentation for purchase

Each project taken by KSPHC is treated as unique since project characteristics are generally

unique. The designated functional heads prepare following documentation for purchase.

a) Notice inviting tenders including terms and conditions and pre-qualifying criteria for

suppliers (for the project under consideration)

b) Tender documents

E-tendering system is also in vogue. Where and to the extent possible, this facility will be

utilized.

7.4.1.4 Purchase Procedure

Purchase process is carried out in the following stages.

• Evaluation of intending suppliers

• Approval of eligible suppliers by competent authority

• Issue of tender documents

• Pre-bid meeting whenever required

• Training to prospective suppliers in case of e-tendering

• Receipt of offers

• Evaluation of offers

• Approval of the supplier by the competent authority

• Issue of letter of acceptance

• Entering into contract



7.4.2 Purchase information

Purchase information describes the product to be purchased, including where appropriate

a) Requirements for approval of product, procedures, processes and equipment,

b) Requirements for qualification of personnel, and

c) Quality management system requirements.

KSPHC will ensure the adequacy of specified purchase requirements prior to their

communication to the supplier.

7.4.3 Verification of purchased product

Purchase activities are carried out against purchase documents. In case of construction

activities, it is dealt in detail under clause number 7.5.1 (Control of production and service

provision).

In case of construction activities, Contract control starts with the issue of letter of

acceptance. Web based project monitoring system has been established to assist in contract

control. Contract control includes the establishment of appropriate contractual relationships

and the integration of the outputs for overall management of the project.

Supplier performance is monitored continuously to ensure it meets contract conditions. The

results of monitoring are provided to suppliers to initiate necessary corrective actions.

Prior to contract closure, it is verified that all contract conditions have been met and that

feedback on supplier performance has been obtained to update the register of approved

suppliers. This data is used for future evaluation or determining re-evaluation of the

suppliers.

Applicable procedure:

1) QSP 16 – Purchasing - General

2) QSP 17 - Construction contracts & providing e-Tendering services



7.5 Production and service provision

7.5.1 Control of production and service provision (project execution and control)

Control of production and service provision encompasses four main business activities

such as:

1) Construction management

2) E-Tendering services

3) E-Commerce services 4) Web based project management system

Concerned Executive Engineer (of particular division to which the project is assigned) with

due delegation to respective sub-division and designated AEE, AE / JE plan and carry out

project execution activities under controlled conditions. Controlled conditions includes, as

applicable

a) The availability of work instructions/check list to approve the current activity/task & proceed to next activity/task, as necessary

b) The use of the suitable equipment,

c) The availability and use of monitoring and measuring devices,

d) The implementation of monitoring and measurement,

e) Frequent quality checks including third party checks if necessary and

f) The implementation of release, delivery and post-delivery activities.

Since the project execution activities are contracted, responsibilities of KSPHC personnel

are mainly to exercise control on project’s product through effective monitoring and quality

control of project’s product characteristics as per contract conditions. The process of project

execution and control is carried out in accordance with established quality system

procedure.

Applicable procedures:

1) QSP 17 – Construction contracts & providing e-Tendering services

2) QSP 18 – Construction management

3) QSP 11 – E-Commerce 7.5.2 Validation of processes for production and service provision

KSPHC executes construction projects for the originating organization. Some of the

processes of construction and related activities require validation. Processes where the

resulting output cannot be verified by subsequent monitoring or measurement are validated.



This includes any processes where the deficiencies become apparent only after the product

is in use or the service (Construction) has been delivered.

Validations of these processes are made considering:

� Product and process characteristics

� Acceptance criteria

� Quality test methods

These validations demonstrate the ability of these processes to achieve planned results.

Generally, national standards are made available for such processes, which provide

necessary requirements for the process and the product characteristics. KSPHC adopts

these standards. These quality system requirements are communicated to the contractor(s).

Concerned Project Engineers establish arrangements with contractors for these processes

including, as applicable:

a) Defined criteria for review and approval of the processes,

b) Approval of equipment and qualification of personnel,

c) Use of specific methods and procedures

d) Requirements for records

e) Revalidation.

7.5.3 Identification and traceability

Through out the process of construction, products / materials (used for construction) are

identified for their status (Fitness for use). Where traceability is a requirement (pre-

determined at the stage of project initiation), methods are evolved for the purpose. Examples

include, Cement (make, batch number), steel (make, grade).

7.5.4 Customer property

Customer property provided by the originating organization to KSPHC may include one or

more of the following:

a) Land for construction,

b) Intellectual property such as architectural design,

c) Interiors – fittings etc.,



Necessary controls are applied to ensure that customer property (material) is identified,

verified, protected and safeguarded. If any customer property is lost, damaged or otherwise

found to be unsuitable for use, it is reported to the customer and those records are

maintained.

7.5.5 Preservation of product

Project Engineers with due delegation to contractors and by carrying out monitoring

activities, ensure proper identification, handling, storage and protection of construction

materials, equipment and the product (building) during the course of project execution.

While evolving procedures, considerations are given for the special requirements arising

from the nature of the product, application/use of products that are unique where product

quality may deteriorate.

7.6 Control of monitoring and measuring equipment

The established system procedures ensure that monitoring and measurement can be carried

out and are carried out in a manner that is consistent with the monitoring and measurement

requirements.

Quality system procedure provides details on checks and controls needed to ensure that

monitoring and measuring devices are controlled so as to ensure that results obtained

through them are correct and valid.

Applicable procedure: QSP 19 - Control of monitoring and measuring equipment



8 Measurement, analysis and improvement

8.1 General

The Quality management system of KSPHC encompasses the systems that are planned

and implemented for the monitoring, measurement, analysis and improvement processes

needed:

a) To demonstrate conformity of the product

b) To ensure conformity of the quality management system, and

c) To continually improve the effectiveness of the quality management system

Document – QMS Processes and Process measures CMD/QMS/02 provides details on

applicable method, including statistical techniques, and the extent of their use.

8.2 Monitoring and measurement

8.2.1 Customer satisfaction

KSPHC collects comments, complaints and suggestions, from its stakeholders. These data

are compiled, consolidated and analyzed to initiate suitable corrective and preventive action

in order to enhance customer satisfaction. The above feedbacks will be used for continual

improvement.

Applicable procedure: QSP 20- Customer complaints and feedbacks 8.2.2 Internal audit

MR and CC-QMS arranges for and conduct internal audits at planned intervals in

accordance with documented quality system procedure for internal audits- QSP 21. The

internal audits are aimed to determine whether the quality management system

a) Conforms to the planned arrangements (see 7.1), to the requirements of the

international standard ISO 9001 and to the quality management system requirements

established by KSPHC, and

b) Is effectively implemented and maintained.

MR and CC-QMS plan the audit program taking into consideration the status and importance

of the processes and areas to be audited, as well as the results of previous audits. The audit

criteria, scope, frequency and methods are defined in the audit schedule. Selection of



auditors and conduct of audits ensures objectivity and impartiality of the audit process.

Auditors do not audit their own work. The responsibilities and requirements for planning and

conducting audits, and for reporting results and maintaining records are defined in the

procedure.

The management responsible for the area being audited takes action without undue delay to

eliminate detected nonconformities and their causes. Follow-up activities include verification

of the action taken and the reporting of verification results.

Applicable procedure: QSP 21 - Internal audits (QMS) 8.2.3 Monitoring and measurement of processes

All functions at KSPHC have established suitable methods for monitoring and where

applicable, measurement of the quality management system processes. These methods

demonstrate the ability of the processes to achieve planned results. When planned results

are not achieved, functional heads initiates correction and corrective action, as appropriate,

to ensure conformity of the product (of the process).

See document – QMS Processes and Process measures CMD/QMS/02

8.2.4 Monitoring and measuring of product

Project Engineers monitor and measure the characteristics of the product to verify that

product requirements are fulfilled. This is carried out at appropriate stages of the product

realization process in accordance with the planned arrangements (see 7.1). Engineers of

Quality & Contracts division support this activity. Evidence of conformity with the acceptance

criteria is maintained in product release records. Product release and service delivery will not

proceed until the planned arrangements have been satisfactorily completed, unless

otherwise approved by a relevant authority, and where applicable by the customer.

Applicable procedure: QSP 23- Quality Control

8.3 Control of nonconforming product

Project Engineers and Site Engineers (of sub-contractor agency) ensure that product as well

as process which does not conform to requirements is identified and controlled to prevent its

unintended use or delivery. The controls and responsibilities and authorities for dealing with

nonconforming product are detailed in QSP 24 - procedure for control of nonconforming

products.



Project Engineers and Site Engineers (of Contractor agency) maintain records of the nature

of nonconformities and subsequent action taken, including concession obtained with regard

to nonconforming products. KSPHC in its contract management system has made provisions

for ensuring that non-conformities notified during execution of the project are set right by the

concerned contractors as per the provisions laid down in QSP 24. When nonconforming

product is detected after delivery or use has started, concerned Executive Engineer or the

designated AEE initiates action appropriate to the effects, or potential effects, of the

nonconformity.

Applicable procedure: QSP 24 - Control of nonconforming product 8.4 Analysis of data

KSPHC quality management system helps in generation of useful M.I.S. reports in addition

to inspection & test records and internal audit reports. Requirements of this information are

described in system procedures. Data is collected which provide information relating to

a) Customer satisfaction (see 8.2.1).

b) Conformity to product requirements (see 8.2.4),

c) Characteristics and trends of processes and product including opportunities for

preventive action (8.2.3 and 8.2.4), and

d) Suppliers / Contractors (7.4) Through Web-based Project Monitoring System, project status can be known at any given

point of time. Project status is updated as and when progress is made. Data from this source

is used to generate useful M.I.S, which enables the concerned functional personnel to

initiate timely correction and corrective action.

All the data thus maintained is analyzed to determine the suitability and effectiveness of the

quality management system and to evaluate where continual improvement of the quality

management system can be made.

Applicable procedure: QSP 25 - Project monitoring system



8.5 Improvement

8.5.1 Continual improvement

KSPHC is committed to continually improve the effectiveness of the quality management

system through the use of the quality policy, quality objectives, audit results, analysis of

data, corrective and preventive actions and management review. M.R. maintains the records

of continual improvement plans and action taken.

The relevant information needed to learn form projects is derived from information contained

within the project, including feedback from customers and other interested parties.

Information is also derived from other sources such as project monitoring / project

management system, appropriate closure reports, claims, audit results, analysis of data,

corrective and preventive actions and project reviews.

8.5.2 Corrective action

All process owners take action to eliminate the cause of nonconformity in order to prevent

recurrence. They ensure that corrective actions taken are appropriate to the effects of the

nonconformities encountered.

Documented procedure defines requirements for

a) Reviewing nonconformities (including customer complaints)

b) Determining the causes of nonconformities,

c) Evaluating the need for action to ensure that nonconformities do not recur,

d) Determining and implementing action needed,

e) Records of the results of action taken, and

f) Reviewing the effectiveness of corrective action taken.

Applicable procedure: QSP 26 - Corrective action

8.5.3. Preventive action

All process owners determine action required for eliminating the causes of potential

nonconformities in order to prevent their occurrence. Preventive actions taken are

appropriate to the potential problems.



Documented procedure defines requirements for

a) Determining potential nonconformities and their causes,

b) Evaluating the need for action to prevent occurrence of nonconformities,

c) Determining and implementing action needed,

d) Records or results of action taken, and

e) Reviewing the effectiveness of preventive action taken.

Applicable procedure: QSP 27 - Preventive action


Supplier Quality

See QSP 13

Plan & Control Production / Service

See QSP 11, 17 and 18

Develop Product Quality

Plans See QSP 23

Monitor Product Quality

(Receiving, In-process &

Final)

See QSP 23

Plan & Maintain Facilities Qualify & Train Workforce

Plan & Maintain

Documents / Data

See QSP 10 See QSP 08 See QSP 01, 02

Purchase & verify needed Materials & services

See QSP 16, QSP 24

Design /Validate Production Processes

See Section 7.5.2

Establish & Maintain Product identification and Traceability

See Section 7.5.3, QSP 23

Customer Property and Preserve Product (Purchased product,

In-process material & Finished Goods)

Control Monitoring &

Measuring Equipment

See Section 7.5.4, 7.5.5, QSP 13, 16, 17, 18, 19 and 23 See QSP 19

Monitor Production / Service Processes

See QSP 16,17 and 18

Control of Nonconforming Product

See QSP 24

Revision: 02 Date: 09.09.2009


Executive Director Management

Representative-QMS

Chief Coordionator -

QMS

Chief

Engineer

Financial

Advisor

SE-

South

/ SE-

(HQ &

S)

SE-North Finance

& Accounts

Electrical

Division

Planning

rban Divn Elec SD (North)

Design DVG SD

Elec SD -South DVG Divn. Shimoga

SD

Dy. Architect Hospet SD

ural Divn

PMS Belgaum

SD Belgaum Divn Dharwad

SD

Contracts Haveri

Gulbarga

Divn

E-Commerce Bagalkot SD

Page 46

Revision: 02 Date: 09.09.2009

An overview of General Staff arrangement at various Divisions /

Sections (Note: Organizational arrangement up to Supervisory staff is

described here)

Executive Sub-divisions Establishment Section

Assistant Executive Engineer Superintendent Of Police

Assistant Engineer Assistant Administrative

Junior Engineer Security Superintendent

Second Division Assistant First Division Assistant(s)

Second Division

Finance & Accounts

Financial

Advisor

Chief Accounts

Officer

Chartered

Accountant Asst. Chartered

Accountant Accounts

Superintendent(s) Sec.

Superintendent

Stores

Second Division Assistant

provided is the general arrangement and it is not exhaustive. The staff requirements (quantity) is determined by

are provisioend to fulfill work requirements

Page

47


Annex 3: Responsibilities and authorities Note 1: This annex gives the details of overall responsibilities and authorities assigned for the various activities related to Quality Management system. Further,

system procedures provide details of responsibilities and authorities for a specific activity.

Note 2: Responsibility indicates the primary duty assigned to a function or personnel to ensure that activities are carried out as per QMS requirements. Authority

indicates the ownership for the activity with powers to take decisions on implementation means and methods, delegation of works. Personnel with assigned

authority shall be accountable for the results of action taken and also for the consequence of the results of the activity.

ISO 9001:2008 Clause Ref

Activity description

Responsibility

Authority

4.2.1

Documentation – Preparation of QMS Manual MR and Chief Coordinator

M.R

4.2.1

Documentation – Preparation of System procedures

HODs and M.R

M.R

4.2.1

Documentation – Quality Objectives

ED

CMD

4.2.3

Review of QMS Manual

ED

-

4.2.3

Approval of QMS Manual

-

CMD

4.2.3

Approval of QMS Documents other than Quality Manual

ED

CMD

Revision: 02 Revision Date: 09.09.2009 Page 48




Responsibility

Authority

4.2.3

Reviewing and updating of documents

HODs and M.R

M.R

4.2.3

Issue control of Quality Manual and other system documentation

M.R

M.R

4.2.4

Control of records Respective Originators

of Records Respective

HODs

5.3 Develop Quality policy; Establish overall direction C.M.D C.M.D

5.3 Approve management system policy C.M.D C.M.D

5.3 b), 7.2.1 c)

Identification of legal and other requirements; its communication to relevant personnel

MR and Chief Coordinator

MR

5.3 d)

Communication of policy to all personnel and ensuring its availability to public

M.Rs

M.Rs

5.4.1

Identifying, implementing and achieving QMS objectives

HODs

ED & CMD

5.5.1, 5.5.2

Defining roles, responsibilities and authorities

ED

CMD

5.5.2 b)

Reporting QMS performance

MR and Chief Coordinator

M.R

5.5.3

Internal communication and reporting related to QMS MR and Chief Coordinator

M.R





Responsibility

Authority

5.6

Conducting periodical management review

CMD

CMD

5.6

Ensuring implementation of actions of Management review

ED

CMD

6.1

Provisioning of resources for implementing QMS

CMD

CMD

6.2

Determination of competence requirements for performing tasks Respective

HODs

ED

6.2.2

Provisioning of training requirements

AAO

AAO

6.2.2

Maintenance of training records

AAO

AAO

7.2.1

Determination of requirements related to product

SE- (HQ & S) Dy. Architect

CE

7.2.2

Review of requirements related to product

SE- (HQ & S) Dy. Architect

CE

7.2.3

Customer communication Respective Project

AEE/AE Respective Divisional EE





Responsibility

Authority

7.4

Purchasing process – General Purchases

AAO

FA & ED

7.4.1

Purchasing - Contracts

AEE-Contracts EE- of Respective

Divisions

EE-Contracts

7.4.2

Ensuring correctness of contract agreements

AEE-Contracts

EE-Contracts

7.4.3

Verification of purchased product (General Purchases) Indenting Dept.

Personnel Indenting Dept.

Head

7.4.3

Verification of purchased product – Construction contracts Respective Divisional


7.5.1

Control of production and service provision

Respective HODs Respective

HODs

7.5.2

Validation of applicable (construction) processes Respective Divisional


7.5.3

Identification and traceability Respective Divisional


7.5.4

[Control of] Customer property Respective Divisional






Responsibility

Authority

7.5.5

Preservation of products (Stores) – General Purchases

Stores Superintendent Stores

Superintendent

7.5.5

Preservation of products (Stores) – at construction project sites Respective Divisional


7.6

Calibration of monitoring and measurement equipment Respective Divisional


8.2.1

Monitoring and measurement –Customer satisfaction related information Respective Divisional


8.2.2

Planning and conducting internal audits MR and Chief Coordinator

M.R

8.2.3

Monitoring and measurement of processes Respective

HOD Respective

HOD

8.2.4 Monitoring and measurement of product (Construction related quality parameters)

Respective Divisional AEE/AE

Respective Divisional EE

8.3

Control of nonconforming product (Construction related quality requirements)

Respective Divisional AEE/AE

Respective Divisional EE

8.3

Recording, analyzing and liaison with concerned and resolving customer complaints and its communication to the concerned

PRO 1

SE (North & South)





Responsibility

Authority

8.4

Analysis of data

Respective HOD

Respective HOD

8.5.2

Implementation of corrective action (as determined); ensuring its effectiveness

Respective HOD

Respective HOD

8.5.3

Implementation of preventive action (as determined); ensuring its effectiveness

Respective HOD

Respective HOD



ANNEX 4: LIST OF QUALITY SYSTEM PROCEDURES

Sl. No. QSP No. QSP - Title Description

1 QSP 01 Control of documents

2 QSP 02 Control of records

3 QSP 03 RESERVED

4 QSP 04 RESERVED

5 QSP 05 Management review

6 QSP 06 Finance Management

7 QSP 07 RESERVED

8 QSP 08 Human Resource Development

9 QSP 09 RESERVED

10 QSP 10 Infrastructure maintenance

11 QSP 11 E-Commerce

12 QSP 12 Project Management

13 QSP 13 Design and development

14 QSP 14 Eco-Friendly measures

15 QSP 15 Energy saving and other alternatives

16 QSP 16 Purchasing - General

17 QSP 17 Construction contracts & providing e-Tendering services

18 QSP 18 Construction management

19 QSP 19 Control of monitoring and measuring equipment

20 QSP 20 Handling customer complaints and feedbacks

21 QSP 21 Internal audits

22 QSP 22 RESERVED

23 QSP 23 Quality Assurance

24 QSP 24 Control of nonconforming product

25 QSP 25 Project Monitoring System

26 QSP 26 Corrective action

27 QSP 27 Preventive action
