Lucas UK Group Limited Quality Management System

L u c a s U K G r o u p L i m i t e d Q u a l i t y M a n a g e m e n t S y s t e m

2 | P a g e Vers ion 2 Revis ion 3

13 .09 .2017 Uncon t ro l le d doc umen t onc e pr in ted & there f ore n ot s ub je c t to up da te

Index

Revision Log

Register of Holders

1. Introduction and Scope

2. Quality Policy and Objectives

2.1 Key Quality Objectives

3. Lucas UK Group Organisation Chart

4. Quality System – Corporate Planning & Management

5. Documented Procedures

5.1 Document Control and Forms

5.2 Quality Records

5.3 Control of Non-Conforming Products and Workmanship

5.4 Corrective and Preventative Action

5.5 Internal Quality Audits

6. QMS Forms and Procedures

6.1 1.16 Method Statement Briefing Register

6.2 4.2 Inspection Checklist

6.3 4.8 Purchase Order

6.4 4.10 Supply Chain Contractor Registration Form

6.5 4.11 Registration form/Training record

6.6 4.13 Internal Audit Report

6.7 4.15 Non-Conformance Report

6.8 4.16 Private Clients sign off sheet

6.9 4.18 Snag Sheet

6.10 4.27 Defect Record Sheet

6.11 4.89 Inspection and Test Plan

6.12 4.94 Pre-Commencement Checklist

7. Accreditations



Revision Log

Revision Date Amendments Prepared by Approved by

Version 1 - Previous revisions

30.01.2008 – 10.10.2016

As described in version 1 table of revisions

Revision 1

09.02.2017 Organisation Chart review and accreditations update

Nathalie Marneweck

Danny Lucas

Revision 2 24.04.2017 Organisation Chart review and update

Nathalie Marneweck

Danny Lucas

Revision 3 13.09.2017 Company Name Change and Annual Review Andrew Price Danny Lucas

Register of Holders Copy Number

Name Position Held Revision Held Date Issued

001

Company Server

Intranet

03

20 Sep 17



1. Introduction

Lucas UK Group comprises two companies, Lucas Finishing Specialists Ltd & Lucas Fit Out Ltd. Lucas Finishing Specialists Ltd is a major painting & decorating contractor within the construction Industry and Lucas Fit Out Ltd is a major fit out contractor within the construction industry.

S. Lucas Ltd was formed in 1976 by Sam Lucas and as a result of a diversified range of services offered by the company Lucas Fit Out was established in late 2007. In September 2017 the Group name changed to Lucas UK Group Ltd and S Lucas Ltd, the Painting division became Lucas Finishing Specialists Ltd.

Danny Lucas is the Managing Director of Lucas Finishing Specialists Ltd and of Lucas Fit Out Ltd.

Both companies are run with a very ‘hands on approach’ and are built on a values of honesty, reliability, trust and delivering a quality product on time, within budget and in a safe manner.

This ethos has proved very successful and the purpose of the quality system is to translate what we do every day into a written business system, which is user friendly and will ensure that all management, through to site operatives and supply chain ensure that these core values are implemented and maintained.

Scope The quality system covers all aspects of the companies operations that lead to the supply of product and service to the customer, including:

• Corporate management and planning • Marketing • Training • Control of suppliers and sub-contractors • Operations and logistics • Product acceptance procedures and client feedback



2. Quality Policy and Objectives The principle objective of the quality policy of Lucas UK Group is to ensure that high quality products and services are provided to its customers, to ensure that quality requirements are determined and satisfied throughout all phases of a contract, and to ensure that the products and services supplied to the customer are fit for purpose. These objectives are achieved by means of clearly defined quality procedures that are rigidly applied throughout all processes. We are committed to a process of continual improvement as such this Quality Management System is regularly monitored and reviewed, through internal auditing and management review meetings. Relevant objectives and targets will be established by top management to ensure complete customer satisfaction and continual improvement of the Company, its procedures and operations. The procedures described in the quality system manual have been introduced for the purposes of achieving sound operational and quality practices within the company. Such procedures conform to the requirements of BS EN ISO 9001: 2008 and are the minimum standard adopted by the company. These procedures are mandatory throughout the company and no unauthorised deviations are permitted. All personnel have a responsibility for quality and are required to conform to the quality procedures. Personnel are encouraged to inform the directors and contracts managers of any changes that could improve quality. The company is committed to comply with statutory and regulatory requirements, and to satisfy customers’ requirements. Alternative procedures to those stated, or otherwise required by the customer, shall only be used after agreement with the company’s management and after their effectiveness and control have been suitably demonstrated. All the sections within our system are regularly independently audited to make sure we are adhering to the Quality system. The ultimate goal of the system is to produce an effective business model that will ensure that our clients receive a quality product and that we carry out the work as effectively as possible to enable us to maximise our profitability. This success of our business is measured within our company accounts, the repeat business and testimonials we get from our clients, lack of customer complaints and zero defects within our works. AUTHORISED BY:

D A Lucas

Managing Director Lucas UK Group 13 September 2017



2.1 Key Quality Objectives

2.2.1 Quality

• Have no customer complaints

• Have a customer satisfaction score of over 80% on all elements of service provision

• Maintain Site Health & Safety Audit scores of over 80% on all projects

• Maintain a AFR of less than 1.00

• Close out 100% NCR within agreed timeframes

• Maintain all accreditations and statutory inspection requirements within required timeframes

2.2.2 Environmental

• Have no customer or landlord complaints

• Have no enforcing authority action or proceedings

• Have no spills

• Maintain FSC accreditation in line with current FSC Chain of Custody requirements

• Measure utilities usage to identify potential for un-identified or unexpected surge in demand, and

to identify areas where spend to save opportunities may be appropriate.

• Record vehicle usage carbon data for FORS

• Reduce waste to minimums

• Reduce waste to landfill quantities

• Promote the use of environmentally friendly materials



3. Lucas UK Group Organisation Chart



4. Quality System – Corporate Planning & ManagementInteraction of Company Processes

The system consists a four core system process:

1. Enquiry up to Project Stage

2. Design Stage

3. Project Stage

4. Completion Stage



1. Enquiry to Project Stage

1. Receipt of Enquiry

Enquiries are solicited by marketing and sales effort. An informative and visually effective websiteis maintained, including details of contacts for clients and examples of projects. There is frequentcommunication with existing and potential clients, through which awareness of potential futureprojects are maintained.

2. Decision to price or tender – taken by Director. Decline in writing or by phone.

3. Price enquiry – Arrange site visits, sub-contact enquiries and material prices as necessary.

4. Submit tender – file in alphabetical order

5. Enquire of success of tender

6. Enquire as to the progress and success or otherwise of the tender. Tender will be scrutinized byclient. If tender is successful, an order will be dispatched.

7. Receive and accept order – order will be reviewed by the Director. This will highlight anyoutstanding information required from the client and any information that Lucas need to provide.

8. Enter job details into the computer system – construct and generate the job number.

9. Agree a start date – obtain any outstanding information and requirements from the contractreview. Arrange a pre-start meeting if necessary and attend the meeting with the ContractsManager.

10. Set up a head office file for the contract and site files, both of which will include the following:

• Contract Review Form

• Scope of works to be done

• Specification

• Finishing schedule/drawings

• Programme

• Tender breakdown

11. More specifically, the site files will include but not limited to: the safe systems of work, riskassessment and COSHH Assessments. Copies to be kept in the site file



2. Design Stage

1. On some projects, Lucas UK Group shall be required to provide designs of some details inaccordance with the client’s design scheme. The Client normally provides architectural drawingsthat specify the layout and type of all construction elements (such as windows, doors andpartitions) and specify all finishes. Lucas UK Group might typically be responsible for such thingsas:

• the layout and design of systems such as plumbing and electrical work, that wouldconnect to service outlets as specified by the client.

• the detailed structure and fixing arrangements for partition walls, windows, built infurniture, cabinets and etc.

2. This type of work falls within the expertise of competent tradesman, and the subcontracting firmsthat Lucas UK Group would employ.

3. In some cases, detailed drawings shall be required. These shall be produced in association withrelevant competent sub-contractors, possibly including suppliers and architects. Theseorganisations shall be chosen from the Lucas UK Group list of approved subcontractors, and soshall be subject to checks on their competency as described in the Lucas UK Group health andsafety policy and procedures manual.

4. The Lucas UK Group Project Manager, in consultation with senior management, may decide thatLucas UK Group should verify that elements of the design are structurally safe; for example, testsmay be required to ensure that fixings shall safely carry the specified load. Testing on site may insome circumstances be required. Lucas UK Group shall entrust any such verification work tocompetent subcontractors or suppliers. Records of any such work would be maintained in thesite file.

5. In-house verification of the design shall be by the Project Manager, in consultation withsubcontractors, architects, and senior management as applicable. In particular it must be verifiedthat the design meets the specification, and all legal requirements. When satisfied, the designsshall be offered to the client, who shall approve them. If the customer uses an electronic projectdocumentation management system (such as “BIW”), then the approval status shall be recordedhere. Otherwise, the client’s representative shall sign the drawings to record the approval, andcopies shall be retained in the site file.

6. Final validation of the design shall be deemed to be complete when the finished work is handedover to the client and approved by them. Form 4.2 “inspection checklist”, signed by the Lucas UKGroup Project Manager (or his delegated representative) and the client (or their representative)forms a record of the validation, and is retained in the site file.

3. Project Stage

1. Make Sure job is ready for work to commence prior to committing resources.

2. Arrange labour (including foreman) and plant materials.

3. Ensure competence of staff and subcontractors for the required work. Services form subcontracting companies are subject to evaluation via the Lucas UK Group form 4.10 “Supply ChainContractor Registration” and consideration of their response by reference to the competencechecks as described in the Lucas Group health and safety policy and procedures manual.



Approved sub-contractors shall be added to the approved subcontractor list. The list is maintained in electronic form, with facilities to record assessments of performance as they continue to work for the Company. Only approved sub-contractors may provide services to the Company. Self-employed individuals are required to complete form 4.11 “Registration form/Training record”.

4. Products purchased are mostly proprietary branded products, or building materials. The PrincipleContractor or client shall usually determine the specification of products for a project, often inconsultation with Lucas UK Group Ltd. The project management team shall purchase products forprojects from suppliers with which Lucas UK Group has set up an account. The person making thepurchase on behalf of Lucas UK Group shall evaluate the supplier by means of enquiry direct tothe supplier, and/or by reference to their marketing information. The supplier shall be selectedbased on their ability to supply the required specification of product or service:

• in the required quantities,• to the acceptable timescales,• at acceptable cost.

5. The purchase order forms a record of this evaluation. The Lucas UK Group purchase order shallinclude the specification of the product. Exceptionally, products may be purchased from othersuppliers on a cash basis, and in such a case, there shall be no purchase order, but specificationshall be verbally agreed with the supplier

6. Ensure foreman understands site file – That is finishes, specification and programme. Agreerates, prices and targets for carrying out the work.

7. Ensure that all labour is aware of the safety requirements and any hazardous materials on sitebefore work commences.

8. If required, produce control sample to ascertain exact quality requirements

9. Regular visits take place to review or carry out the following:

• Labour levels• Labour performance• Material flow• Any defective materials must be dealt with in line with quality procedure 5.3 “control of non-

conforming Products and workmanship”.• Plant levels and plant security• Quality of work, including obtaining a written acceptance from the client• Programme• Availability of future areas and quality of preceding trade’s work• Safety• Variations – Agree value of variations or method of valuing them before proceeding.• Resolve any local problems• Report to Director regarding job progress and any problems. Keep director informed of any

changes to the contract• Submit wage returns for labour every Wednesday morning• Review the project with Directors every Friday morning at Head Office.



• Attend meetings as required by the client.• Submit valuations in line with dates issued by the client and enter figures onto construct• Reconcile suppliers and subcontractors invoices and make payments at the end of each

month• Rigorously pursue any late or underpayments. When invoices are paid enter payment onto

construct• Produce a cost and value report every month and incorporate in review meetings at Head

Office.

Completion Stage

Ensure the following:

1. Quality of the work – Obtain written acceptance of the work from the client by completion ofquality form 4.2 “Inspection sheet”. Communication with the client throughout the projectshould ensure the client’s satisfaction with the job. The client should be encouraged to addany comments to the form. These are important to ensure that customer satisfaction withproduct and service is reviewed, and to enable continuous consideration of ways to improve.

2. At the completion of the project, the directors and managers involved review all aspectsrecording the results on the Lucas Group intranet “project close out” facility. Aspectsreviewed include the performance of:

• the customer,• each sub-contractor,• and each supplier.

3. The review of subcontractors includes assessing their competence. Information may berecorded on the subcontracting firms list (spreadsheet) so that it may be used to influenceselection for future projects.

4. Feedback is solicited from customers, verbally on site, and meetings with the client that mayoccur, and where appropriate by telephone calls to customers by Lucas staff.

5. Customer satisfaction is also monitored by means of form 4.16 the “private clients sign offsheet”, which has a questionnaire and space for comments and suggestions.

6. Many customers send in unsolicited testimonial letters, which are also monitored as ameasure of customer satisfaction.

7. All waste materials are cleared from the site and that any surplus is removed to the stores atthe company warehouse.

8. All unused materials are accounted for and returned to the stores, or transferred to anotherjob.

9. Plant and equipment is accounted for, and returned to stores, to the hirer (if applicable) ortransferred to another site.

10. Work areas are left clean and tidy11. Submit and agree final account to ensure that payment is made and track retention monies12. File paperwork at Head Office prior to archiving.



5. Documented Procedures


5.2 Quality Records

5.3 Control of Non-conforming Products and Workmanship




1. The purpose is to ensure that essential documents and data relating to the management ofthe company, including health, safety, quality and environmental management systems aremaintained and controlled.

2. Responsibilities lie with the Directors, Contracts/Project Managers, Site Managers and otherusers of controlled documents.

Procedure:

3. The Managing Director will approve all documents prior to use.

4. The master of each internal controlled document is filed on the Lucas UK Group server in thefolder ‘controlled documents’. The name of each document file contains the documentreference number, the latest revision number and the date of the last revision. The footer ofeach document shall show the document reference number, the latest revision number andthe date of the last revision. When controlled documents are revised, the previous revision isarchived to the ‘obsolete documents’ folder.

5. A copy of each controlled document is maintained up to date on the Lucas UK GroupIntranet. This forms the approved source of copies for use by Company personnel.

6. Internal management forms are maintained separately for each project & are issued tosite within the site file by a Director. All documents used will be legible & readilyidentifiable by use of individual job numbers. The upkeep of the forms on the site is theresponsibility of the Foreman. These forms will be approved & checked by theContracts Manager.

7. External documents will be controlled by head office. They are date stamped whenreceived and issued to site by a Director if required. The Foreman must destroySuperseded documents within the site files. Superseded documents at head office aremarked Superseded & archived by a Director.


1. The purpose is to ensure that all quality records are returned to Head Office forstorage/archiving in a suitable environment and in a manner allowing for easy retrieval.

2. Responsibilities lie with the Director, Managers and Site Supervisors and/or nominatedpersonnel



Procedure:

3. Files must be clearly named and marked

4. Records will be held for 6 years at head office or the nominated archiving company, unlessotherwise stated.

5. The records maintained will include the following so long as they are applicable or exist:

• Quality management records• General Correspondence• Training records• Programme• Specification• Finishes Schedule• Scope of Works• Variations• Purchasing information• Customer comments and or complaints• Financial details• Quality Inspection Checklists• Internal Audits• Control of non-conforming products• Corrective action• Preventative action

5.3 Control of Non-conforming products and workmanship

1. The purpose is to ensure that non-conforming products and workmanship are identified anddealt with accordingly.

2. The responsibilities lie will all personnel involved

Procedure

3. Unacceptable products must be segregated from other products and appropriate actionshould be taken to return/dispose of unacceptable products. Any refunds to be agreed andHead Office to be notified.

4. Unacceptable workmanship will be rectified before it is offered to the client for acceptance.This is monitored visually by the Contracts Managers and Site Managers/Supervisors anddocumented with the use of the Site Inspection Checklist.


1. The purpose is to ensure that all employees adhere to the Quality Management System andprocedures.

2. The responsibilities lie will all personnel involved



Procedure

Corrective Actions - As stated in section 5.3 “non-conforming products and workmanship”, any defects caused by faulty products or workmanship should be discovered by the site manager and corrected before offering to the client for approval.

If during or following handover to the client, the client determines that anything does not conform to specification or to the Companies high standards, the site manager shall either correct the problem (if he agrees that it is non-conforming,) or discuss the matter with the contracts manager and or managing director. A course of action shall be agreed with the client.

Preventative Actions - Preventing future non-conformance or deciding what could be a potential nonconformity is the responsibility of the Quality Manager, who will be responsible for implementing any changes deemed suitable with the approval of the MD, together with monitoring & recording the results of any action taken.

Initially each project is thoroughly vetted to ensure there is sufficient information to be able to carry out the project. This is the responsibility of a Director when setting up the individual site files.

Prior to commencing the work on site the foreman will offer up a sample area, which will be benchmarked for the rest of the project.

On site it is the responsibility of the foreman & Contracts Manager to ensure products and workmanship are to specification, and to the required standard.

When a problem has been identified, it is important to ascertain the root cause. This may be achieved by a simple site inspection in conjunction with the client, by calling in technical representatives from the materials suppliers or by further investigation from independent bodies such as the Paint Research Association.

The form 4.15 “Non-conformance report” is used to record the facts of the case. A copy of the completed report is filed in the site file, and another is sent to the SQE manager. Completed reports are filed (in electronic form) on the Company server. The SQE manager analyses the information to determine any trends, and the effectiveness of preventive action. Where appropriate, information is distributed to Company personnel using email.


1. The purpose is to ensure that employees understand and use the quality system properly andto monitor its effectiveness and practicality.

2. The responsibilities lie with the Directors.

Procedure:

3. Formal internal audits will be carried out at six monthly intervals and will normally bescheduled to take place shortly before external audits i.e. April and October annually.



Internal audits will cover the four core system processes of:

• Enquiry Stage

• Design Stage

• Project Stage

• Completion Stage

4. A record of internal audit and findings will be logged on an internal audit report.

5. Findings from internal audits will be discussed at the annual management review meeting.

6. Any non-conformance must be corrected and logged

7. The auditor will not audit their own work.

8. Management review – the quality system will be formally reviewed in conjunction with internalaudits, minutes of these meetings will be recorded.

9. The review will cover:

• Actions from previous meetings

• Status of corrective and preventative actions

• Process performance and product conformity

• NCRs arising from both internal and external audits

• Trends

• Customer complaints and feedback

• Supply chain assessment

• A review of the quality policy and objectives

• Changes to the quality system and procedures

• Recommendations for improvement

• Staff training needs



6. QMS Forms and Procedures



7. Accreditations

Documents

Lucas UK Group Limited Quality Management System