THE QUALITY POLICY STATEMENT OF - pip.uk.com · THE QUALITY POLICY STATEMENT OF: PIP ... The company's quality system has been developed in accordance with BS EN ISO 9001 and

PIP Quality Policy Manual

Issue: 1 Page 1 of 22

01/03/17

THE QUALITY POLICY STATEMENT OF:

PIP Fenton House

Southfields Business Park Basildon

Essex SS15 6TD

Telephone: 01268 541651

Fax: 01268 541625

Controlled /

Uncontrolled

Copy No: 1 of 1 Authorised: Gary Pascoe Steve Brewer Managing Director Managing Director PIP Electrics Ltd PIP Building Services Ltd This quality manual represents the PIP Building Services Limited and PIP Electrics

Limited 'book of best practice'. It may not be copied, reproduced or released to any third party without the written permission of the managing directors.



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Quality Policy Statement

The quality policy of PIP sets out to demonstrate the Company’s professionalism to complete contracts efficiently, on time and to our client’s total satisfaction. The company aims to achieve the highest quality standards and to create a benchmark for the industry. Our intention is to ensure that our clients perceive us as being the best in our field.

This quality manual demonstrates how we will plan, implement, control, monitor, achieve and improve these standards by:

• Providing commitment and leadership from the directors and management

• Identify risks and opportunities to the quality system

• Regular management reviews

• Continuous improvement

• Specifying the standard of workmanship required

• Ensuring that all employees are provided with adequate training, information and instruction to competently carry out their work activities to the required standard.

• Continuous monitoring of installation work

• Continuous monitoring of the management system

• Final inspection prior to hand over to the client

All employees are aware of our commitment to quality and are responsible for the standard of their workmanship which is checked against the Contract Specification and the ‘PIP Standard Specification of Site Management and Workmanship’.

We require the full co-operation and support from all our employees and of the employees of other specialist sub-contractors in adopting our commitment to the PIP quality, safety, health and environmental standards and procedures.

This policy statement and the quality management system will be under constant review, changes will be made as required in a controlled manner.

Signed for PIP Electrics Limited Signed for PIP Building Services Limited Gary Pascoe – Managing Director Steve Brewer – Managing Director

March 2017 March 2017



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0.0 INTRODUCTION: COMPANY PROFILE AND HISTORY

PIP Electrics Limited

PIP Electrics Limited was established in 1969 as an electrical services provider to the commercial and industrial sectors.

The company has developed its services to become one of the country’s leading electrical contractors, with its performance regularly recognised within industry publications drawing comparisons with other companies of a similar nature.

Based at its prestigious premises in Laindon, Essex, the company operates nationwide providing electrical engineering and contracting services to commerce and industry.

The Company also operates from offices at Harbour Exchange, South Quay, London, E14.

The company provides complete electrical services within commercial and industrial premises for many Blue Chip clients including prominent main & management contractors, finance institutions, internet service providers, insurance companies and the legal & accountancy sector.

We also specialise in the provision of secure power supply systems.

The company offers a complete design and installation service combining considerable technical expertise with efficient and practical engineering solutions assisted by our in-house CAD department.

PIP Building Services Limited

PIP Building Services Limited was established in 2010 to provide a superior quality of electrical and mechanical services to the commercial and industrial sectors.

Based in Laindon, Essex, the company operates nationwide providing electrical and mechanical engineering and contracting services to commerce and Industry.

The Company also operates from offices at Harbour Exchange, South Quay, London, E14.

The company provides complete electrical and mechanical services within commercial and industrial premises for Blue Chip clients including prominent main & management contractors, finance institutions, internet service providers, insurance companies and the legal & accountancy sector.

The company offers a complete design and installation service combining considerable technical expertise with efficient and practical engineering solutions assisted by our in-house CAD department.



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1.0 SCOPE

This manual describes the policy of PIP who specialise in the provision of industrial and commercial building installations.

2.0 NORMATIVE REFERENCES British Standards • BS 5266 emergency lighting • BS 5839 The fire alarm installations • BS 6396 Electrical systems in office furniture • BS 7375 Distribution of electricity on construction and building sites • BS 7430 Earthing • BS 7671 the IEE wiring regulations • BS EN ISO 9001

HSE • Health & Safety at Work Act • Construction (Design and Management) Regulations 2015 • Electricity at work regulations • Management of health and safety at work Regulations

BSRIA Guides (PIP Building Services Only) • AG1/91 – Commissioning of VAV systems in buildings • AG 2/89.3 (2002) – Commissioning water systems application principles • AG 3/89.3 (2001) - Commissioning air systems. Application procedures for buildings • TM 1/88.1 (2002) – Commissioning HVAC systems: Guidance on the division of

responsibilities

CIBSE Guides (PIP Building Services Only) • Guide A – Environmental design • Guide B – Heating, ventilating, air conditioning and refrigeration • Guide C – Reference data • Guide F – Energy efficiency in buildings • Guide G – Public health engineering • Guide H – Building control systems • Guide J – Weather, solar and illuminance data • Guide L – Sustainability • TM41 – Degree days: theory and application

HSE (PIP Building Services Only) • The control of Legionella bacteria in water systems. Approved code of practice and

guidance (L8, 3rd

HVCA Standards (PIP Building Services Only)

edition)

• DW143 A practical guide to ductwork testing • DW144 Specification for sheet metal ductwork, low, medium & high pressure/velocity air

systems • DW 145 Guide to good practice for the installation of fire and smoke dampers • DW154 Specification for plastics ductwork • DW172 Specification for kitchen ventilation systems • DW191 Guide to good practice – Glass fibre ductwork • RAC70 Guide to good practice – Commercial & light industrial refrigeration • RAC80 Design specification for DX packaged air conditioning equipment in buildings • TR3 Guide to good practice – Jointing of copper and its alloys • TR5 Welding of carbon steel pipework • TR6 Guide to good practice – Site pressure testing of ductwork • TR11 Guide to the use of plastic pipework • TR13 Water treatment BSRIA technical note



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• TR19 Guide to good practice – Internal cleanliness of ventilation systems • TR20 Installation and testing of pipework systems • TR20/1 Low temperature hot water heating (LTHWH) • TR20/2 Medium temperature hot water (MTHW) • TR20/3 High temperature hot water (HTHW) • TR20/4 Hot water service (HWS) • TR20/5 Cold Water Service (CWS) • TR20/6 Chilled Water (CW) • TR 20/7 Condenser /Cooling Water • TR20/8 Steam & condensate • TR20/9 Natural gas • TR20/10 Fuel oil • TR30 Heat pump guide • TR37 Installation of combined heat and power • TR38 Installation of biofuel heating • UHD/1 Underfloor heating design & installation guide

Any other standards and codes of practice (including other countries codes and practices as necessary) as required by the contract review procedure or referenced in the specification.

4.0 Context of the organisation 4.1 Understanding the organisation and its context The company is committed to defining our position in the market place and understanding how relevant factors arising from legal, political, economical, social and technological issues influence our strategic direction and our organisational context.

The company identifies monitors and reviews factors that may affect our ability to satisfy our customer and external provider requirements.

External Issues

• Customers and external provider • Legal • Economic environment • Technological

Internal Issues

• Employees • Performance • Capacity • Innovation & knowledge • Quality Management System

The management team during the Management Review process will review the external and internal information concerning customers and external providers (9.3).

Appendix 01 to the QMS



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4.2 Understanding the needs and expectations of interested parties The company will identify Internal, external providers and customers requirements for products or services. External providers and customer requirement will be continually changing; these changes will be reviewed every 6 months at the management review. Appendix 02 to the QMS 4.3 Determining the scope of the quality management system The company's quality system has been developed in accordance with BS EN ISO 9001 and comprises of:

• ISO 9001:2015 Cross reference document • Formal procedures, method statements and guidance notes • Assigned responsibilities • Referenced documentation, e.g. company data, published standards, codes of practice

and technical documentation • Statutory regulations • External and internal issues • Interested parties

The management system has been documented in a manner that flows through the organisation from

beginning to end. As such, it is regarded as a fully comprehensive process orientated quality plan. The layout of the manual is described in 4.4.1.

The documented quality system can be found as hard copy and is documented on three levels:

• The quality policy manual (this document), which defines the policies and the organisational structure of the company.

• The operating procedures, which contain the operational procedures that support the external provider and customer requirements.

• Support documentation The degree of documentation required for any part of the management system will be dependent on the methods used, the skills required and the availability of trained personnel. 4.4 Quality management system and its processes 4.4.1 The key processes and sub processes in managing the business are:

• Business Processes • Enquiries • Order Process • Design • Approval Process • Programming • Procurement • Construction (operations) • Service & Maintenance

• Plant & Equipment • Continuous Improvement • Communication & Management

Review • Recruitment, Training &

Development • Internal Audits • Document Control

A series of measures are then used to monitor performance, however, these are detailed in the actual processes.



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4.4.2 Documented information will be established and maintained to provide evidence of conformity to requirements and effective operation of the management system (7.5.2). 5. Leadership 5.1 Leadership and Commitment 5.1.1 General The Management Team of the company is accountable for the Quality Management System (QMS) and will provide strategic direction of the QMS as well as:

• Setting policies and objectives in line with the strategic direction of the company • Establish process for the company and identify associated risks or opportunities • The maintenance of current performance • Achievement of continual improvement • Review availability and adequacy of resources available • Review the results of the QMS • Provide guidance /direction and support for processes in the QMS • Communication of the importance and conformity of the QMS

The Management Team will achieve these objectives by a process of hands on engagement with the quality system and management reviews which will be held every six months. Quality will be an agenda item at the monthly directors meeting. 5.1.2 Customer focus The Management Team will identify client requirements and provide a service that meets or exceeds their expectations. In order to define customer and end user needs, the company will:

• Identify key customers, including potential customers • Ensure that the company has knowledge of the statutory and regulatory requirements

which need to be met • Identify risk and opportunities • Review customer satisfaction survey results • Review customer complaints to ensure quality of product and service

5.2 Policy 5.2.1 Establishing the quality policy The company policy is set out in page 2 of this QPM. The quality policy will be reviewed at Management Review meetings to ensure that the policy is in line with the strategic direction of the company, this will include a review of the quality objectives. The company and its staff will continually improve the QMS through the company continual improvement process.



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5.2.2 Communicating the quality policy The quality policy will be held as documented information, the hard copy will be the controlled copy of the QPM held by the QSHE Manager at Fenton House. An electronic copy will be held on the PIP server in the S Drive: Forms(s)/useful information/policies. This copy can be viewed by all employees and the PDF version can be copied and sent to relevant third parties. The QMS will be published on the Company webpage. 5.3 Organisational roles, responsibilities and authorities The organisational chart shown in appendix 03 defines the level of responsibility and authority for both departments and staff. Additionally, specific quality related responsibility is detailed in each procedure. The QSHE Manager under the direction of the Management Team is responsible for ensuring the QMS conforms to the requirements of BS EN ISO 9001:2015. Outputs to the QMS processes are to be monitored to ensure they meet the intended requirement. Performance of the QMS and areas for improvement will be reported to The Management Team during Management Review meetings and monthly Directors meetings; this will also include the results of customer satisfaction surveys to ensure customer focus is maintained. Any changes to the QMS will be planned and implemented by the QSHE Manager under the guidance of the Management Team to ensure a smooth flow of change and that the changes meet the desired requirement whilst maintaining the integrity of the QMS. 6.0 Planning 6.1.1 Actions to address risks and opportunities The risks and opportunities to the QMS will be identified by the Management Team as listed in 4.1to ensure that each process in the QMS can achieve its intended results. The process of identification will include actions required to reduce risk and enhance opportunities for the company and customer. Management review and the company continual improvement process will be used to enhance and achieve improvement to the QMS. 6.1.2 Plans and processes are developed for various aspects of the business. The risks and opportunities are identified at a proportionate level. This is achieved by business planning process at management meetings or as part of a new initiative or project. The documented procedure Communication & Management Review shall define the requirements for:

• Identification of the level of risk and opportunities • Evaluating the effectiveness of actions



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6.2 Quality objectives and planning to achieve them 6.2.1 The company business plan and quality policy sets the context in which the company’s objectives including quality objectives. The main quality objective for the company is customer satisfaction results, these will be objectives will be reviewed as part of the management review process. 6.2.2 Details of how the quality objectives will be achieved can be found as part of the processes.

6.3 Planning of changes When changes to the QMS have been identified they will be analysed, planned and controlled by the Quality Manager as directed by the Management Team.

7.0 Support

7.1 Resources 7.1.1General The company provides the necessary resources to ensure the objectives of its QMS and the expectations of its clients are met in full. The company will identify what resources are required and source additional resources if required from an external provider.

7.1.2 People

The company views its people as its most valuable investment and people management processes have been developed in line with this policy. These include:

• Awareness of individuals contribution to the achievement of the company’s quality objectives • Encouraging recognition and review • Ensuring effective teamwork • Competence requirements for each process activity • Selection, ongoing training and career planning – linked to business planning

7.1.3 Infrastructure

The company’s infrastructure consists of a range of facilities at their Fenton House address and Harbour Exchange. The company has a comprehensive computer system with a vast array of software packages to ensure products are managed and produced for the client at the highest quality. The company has a number of fleet vehicles. Communication is provided by a number of sources including email, fax fixed line and mobile phone. These facilities provide:

• Limited storage of equipment • Management, engineering, estimating and design facilities • Administration and finance facilities • Transportation of materials and staff • Communications



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The company is constantly reviewing its facilities arrangements to ensure they are adequate for carrying out their operational duties and meet the needs and expectations of all interested parties. This also extends to support facilities and both aspects are monitored for:

• Availability • Safety • Fit for purpose • Testing & Calibration • Security • Serviceability

The company is very aware of the environmental impact of its facilities and takes adequate precautions to ensure these issues are handled effectively, such as fluorescent lamp and battery waste recycling and disposal.

7.1.4 Environment for the operation of processes

The company is focused on the human and physical aspects of its working environment. This environment is aimed at improving or influencing both staff motivation and satisfaction, which in turn creates an atmosphere conductive to enhancing the overall performance of the organisation. Typical examples of physical factors affecting the environment include:

• Heating • Noise • Lighting • Hygiene

• Humidity • Cleanliness • Pollution • Weather

Typical examples of human factors affecting the environment include: • Opportunities for greater involvement • Safety rules and guidance, including protective equipment • Ergonomics

7.1.5 Monitoring and measuring resources

7.1.5.1 General All relevant personnel will be issued with suitable test and measuring equipment required to ensure valid and reliable results to demonstrate conformance. All such equipment will be periodically checked or inspected in accordance with the inspection, measuring and test equipment procedure.

7.1.5.2 Measurement traceability The critical test equipment that is used for testing purpose will be calibrated at regular intervals, adjusted if required, identified with its status, safeguarded against adjustment that would invalidate the measurement, protected from damage and deterioration and documented information held as detailed in process 10.

7.1.6 Organisational knowledge The company views organisational knowledge as a key component to the delivery of high quality products and services to its customer. The company must determine what knowledge is needed to deliver products and services to its customer. This is achieved in a number of ways:

• Reviewing customer requirements • Identifying the complexity of the project • Job role qualification requirements • Legislation requirements • Publication of Technical Quality observations in the PIP Newsletter



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Post project review between the project director and the project manager to identify lessons learnt both positive and negative is an essential part of capturing lessons learnt identified and lessons learnt from each project. These need to be captured and communicated (newsletter, emails, CI updates). Information needs to be made available.

Knowledge gaps filled are filled by: external course, external consultants, internet search, specialist contractors.

7.2 Competence All staff holding positions of staff responsibility will ensure that personnel directly involved with the processes covered by the management system possess the appropriate education, training or knowledge and skills to enable them to complete their work to a satisfactory level.

All staff holding positions with responsibility for others will ensure that all personnel are:

• Competent to undertake the task required of them • Provided with the necessary training against specific objectives which will be evaluated • Provide mentoring or guidance to less experienced employees • Provide the necessary training and document this information as evidence of competence • Ensure specialist knowledge is sourced from external sources if the company does not hold

the knowledge internally

7.3 Awareness All persons employed by the company are to be made aware of the importance of their activities and effort with regard to the QMS and its objectives. This will include they are aware of their contribution to the QMS and the benefits to customer and client of improvements to this system. Also the consequences of poor quality produce due to not conforming to the QMS. 7.4 Communication Accurate communication at the correct time to the correct level will be achieved internal and external by one or more of the following methods. Communication should be pinpointed to those internally and externally that require the information.

• Notice boards • Newsletters • Toolbox talks • E-mails • Memo • Fax • Individual letter

• One to one or group meetings • Mobile phone • PIP Standard Specification of Site

Management and Workmanship Booklets

• PIP SHE booklet

7.5 Documented information 7.5.1 General The documented information is found in both hard and soft copy depending on the application and the quality system includes:

• Documented procedures required by the International Standard • Documents required for the organisation to ensure effective operation and control • Documents required to demonstrate compliance to legal obligations

The degree of documented information required for any part of the management system will be dependent on the methods used, the skills required and the availability of trained personnel.



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7.5.2 Creating and updating Documented information which is appropriate to the International Standard and the company will be reviewed and approved by the appropriate director to ensure suitability and adequacy. The documented information shall be in a format and media type appropriate for the required use. The documented information should have the following information:

• Title • Date

• Date of creation • Version number

7.5.3 Control of documented information 7.5.3.1 Documented information required by the QMS and the International Standard will be controlled. The controlled document will be available on the Companies computer system in Forms S:/Standard Forms. This will be controlled by the finance team, only documents authorised by a Director can be added or changed by the finance team. Documents will be password protected.

7.5.3.2 Access to the Company database is controlled by the use of password protected accounts and permission groups. An external software company ensures the integrity and security of the stored information which is backed up every 12 hours.

Version control is documented and previous versions of documents are removed from the system.

8.0 Operation

8.1 Operational planning and control The management system and procedures have been planned and implemented to meet the needs to provide products and services to the customer. Risks and opportunities have been identified in each process. These processes will be controlled and continually improved to meet customer demand.

All processes have been documented to provide “best practice “.

8.2 Requirements 8.2.1 Customer communication The customer communication requirements about products and services differ between the various parts of the company. Details of the customer communication activities are therefore defined in each of the business process procedures. This will include information relating to products and services provided by the company.

Communication will take place with the client and the clients requirements will be properly identified and documented as part of the enquiry and negotiation process. All requirements will be accounted for instance.

• Customer specific requirements, including delivery and post-delivery activities • Customer contract agreement • Changes initialed by the company or the client



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Customer feedback will come back in a number of forms. Once a project is completed a customer satisfaction survey will be produced and sent to the client for comment. The information will be captured to produce a statistical view of how the company is performing negative feedback (customer complaints) will be investigated.

The company takes responsibility for its customer’s property during a number of processes, for instance:

• Enquiries • Order processing • Approval process

• Construction • Service and maintenance

In this context the company is the property. However, it also takes full responsibility for the upkeep of customer equipment, intellectual property and personal data wherever necessary. This might include; the identification, storage and handling of products and date, whilst in the possession or in use by the company.

Any such data, product or site that is lost, damaged or otherwise made unserviceable for use shall be identified and the customer shall be notified.

Customer communication is key throughout all processes with the client any conflict will need to be quickly resolved and contingency action put in place to ensure customer satisfaction.

8.2.2 Determining the requirements for products and services When determining the customer requirements for products and services to be offered to the client the company will ensure that:

• The product requirements defined by the client are understood • The relevant legislation can be complied with • The company has the ability to meet the defined requirements • Any other requirements required by the company

8.2.3 Review of the requirements for products services 8.2.3.1 In order to ensure a clear understanding of the clients requirements exist, before starting planned work, procedures have been developed for each of the core processes.

All customer requirements, whether verbal or written, are therefore reviewed prior to and during the contractual activities. All orders are reviewed, authorised and agreed with the customer to ensure that:

• Requirements by the customer are defined, this will also include delivery and post-delivery activities

• The customer requirements are confirmed before acceptance where the customer provides no documented statement of requirement

• The customer understands any requirements by the company • The contract requirements differing from those previously expressed are resolved • The relevant legislation can be complied with

8.2.3.2 Documented information should be retained of any new customer requirements and results from customer review meetings or requests.



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8.2.4 Changes to requirements for products and services In order to ensure that the customer requirements are met any change to the customer requirements shall be reflected in documented information related to the customer requirement and persons involved with the customer informed.

8.3 Design and development planning 8.3.1 General A design and development process has been established and describes the way the company designs and develops products and services for the customer.

8.3.2 Design and development planning All design activities are developed in accordance with the latest health and safety requirements, CDM regulations, British Standards, Codes of Practice and the client’s requirements.

Specific design activities include:

• Design and development planning, including consideration of the nature, duration and complexity of each design and the level of control required by the client

• Identifying the clients design and development needs during the design process • Design and development staged reviews • Design and development verification and validation of drawings and calculations by company

designers and the client • Identify who is responsible and who has the authority during the design and development

phase • Identify which elements of design responsibility will be allocated to company designer and

which elements will be externally sourced • Interface between the design and development team • Identification of any future maintenance or servicing of products provided • Document control during the design and development process

8.3.3 Design and development inputs .During the design process consideration shall be made of the following areas:

• Functional and performance requirement of the product • Information from previous similar designs • Requirements for the design and development from the Normative references (2.0) • Risk involved with the design and development of products and services • That adequate information is to hand for the purpose of design and development • Communication with other design elements to resolve design and development conflicts

Documented information is retained for all design and development requirements

8.3.4 Design and development controls During the design and development process controls are in place to ensure:

• Specifications by the client are achieved • Design calculations are checked against customer requirement • Calculations are verified and validated by the client • Review and amend design



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8.3.5 Design and development outputs During the design and development output process the company is to ensure:

• Products meet the customer’s requirements • Product is adequate for its purpose • Product related documentation is provided to the customer • Documented information on the design and development process is retained

8.3.6 Design and development changes Changes to the design of the product during development or during installation will be documented the following information is required:

• Changes during design and development • Results of ant review • Authorisation of any change • Action taken to ensure conformity to customer requirements

8.4 Control of externally provided processes, products and services 8.4.1 General Externally provided processes, products and services fall in to two main groups; product suppliers providing products to the company and subcontractors providing services to the company.

All purchase orders critical to the operation are defined by requisitions and purchase orders all of which will be reviewed and authorised prior to release.

Additionally, a register of approved suppliers, the ‘approved suppliers list’, has been developed. The performance of the suppliers, is reviewed during the management meetings and the approved suppliers list may be updated in the light of any decisions made.

Contractors are used by the company to provide specialist skills that are not organic to the company. Contractors are selected by the company for the quality of their work. Contractors will be allowed to work on site and are initially strictly supervise. If the contractor is to be a regular contractor they must complete a “Contractor Assessment Questionnaire”. The results will be reviewed and a decision on if the contractor is to be added to the approved contractors list.

8.4.2 Type and extent of control Contractors and suppliers will have to complete a contractor questionnaire. On completion of the questionnaire contractors will either be approved and added to the approved contractors list or not approved.

Quality of work on site will be monitored by the project manager, site supervisor and the quality inspector.

8.4.3 Information for external providers All purchase orders placed with suppliers or contractors will include the information necessary to ensure that the correct goods or services are ordered and delivered to the correct location on time: This information might include:

• Physical description of service or product • Any internal reference, for instance purchase order number • Date of required delivery • Delivery details • Price if applicable



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Goods are checked on receipt, to ensure they correspond to the goods ordered. The delivery note is retained for checking against the requisition and any discrepancies noted for corrective action.

Services provided by contractors will be monitored by the site supervisor or project manager to ensure that the service is to a standard required by the company and customer.

8.5 Production and service provision 8.5.1 Control of products and services provision The company recognises the need to meet or exceed its customer expectations and have procedures in place to ensure these are maintained. These include:

• Business processes • Enquiries • Order processing • Design • Approval process

• Programming • Procurement • Construction • Services and maintenance • Continuous improvement

8.5.2 Identification and traceability Where traceability is a specific requirement, individual products and/or batches of products shall be uniquely identified at all stages of the process.

To ensure traceability, various quality records are retained, for instance:

• Contract/order information • Drawing identification • Drawing record sheet

8.5.3 Property belonging to customers or external providers The company takes responsibility for its customers’ property during a number of processes, for instance:

• Enquiries • Order processing • Approval Process

• Construction • Service & maintenance

In this context the company is the property. However, it also takes full responsibility for the upkeep of customer equipment, intellectual property and personal data wherever necessary. This might include; the identification, storage and handling of products and data, whilst in the possession or in use by the company.

Any such data, product or site that is lost, damaged or otherwise made unsuitable for use shall be identified and the customer shall be notified.

8.5.4 Preservation Members of the company are responsible for ensuring that all products liable to deterioration are within their expiry dates.

8.5.5 Post-delivery activities The company will comply with statutory and regulatory requirements for any products or services provided to the client. At the customer’s request an operation and maintenance manual will be produced. This manual will include all produce which have been supplied by the company. At the clients request the company can provide a service and maintenance contract to the customer.



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8.5.6 Control of changes All design activities are developed in accordance with the latest Health and Safety requirements, CDM regulations, British Standards, Codes of Practice and client’s requirements.

Amendments to design and/or drawings are detailed in the design process.

8.6 Release of products and services The in-process inspections and final inspection/validation activities are included in processes:

• Programming • Construction • Service & maintenance

8.7 Control of nonconforming outputs 8.7.1 To prevent an inadequate product or service being provided, all non conforming services, materials and/or processes will be identified. These will then be recorded by the Quality Assurance Manager together with any suggested corrective action. These issues will then be investigated and where necessary, forwarded to the appropriate director and/or the quality management meeting for further action. The continuous improvement process describes this process describes this procedure in more detail.

8.7.2 The Quality Assurance Manager will produce and retain documented information which shall contain the following details.

• Description of the nonconformity • Description of the actions taken • Description of what actions were taken • Completion of corrective action

9.0 Performance evaluation 9.1 Monitoring, measurement, analysis and evaluation 9.1.1 General Key business measures are reviewed at the management meetings to ensure that the company is on target, improving the business processes and satisfying both customer and staff.

9.1.2 Customer satisfaction Customer satisfaction is measured in a number of ways:

• Customer meetings • Complementary correspondence • Customer surveys • Management review

• Customer complaints



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9.1.3 Analysis and evaluation Information and data should be used from all parts of the company to evaluate overall performance, evaluation of results being used to determine:

• Trends • Operational performance • Customer satisfaction and dissatisfaction • Organisational effectiveness and efficiency • Supplier assessment

9.2 Internal audit

9.2.1 The company maintains a schedule of quality system audits which check the current working practices against the defined procedures and the international standard.

9.2.2 All aspects of the company internal audit schedule will be managed by the QSHE Manager; this will include defining the criteria and scope of the internal audit process. Trained personnel who are not directly responsible for the area being audited will carry out audits.

Audit results will be communicated to the relevant managers so that correction and corrective action can be implemented without delay. In addition to this audit activity will be an agenda item during management review.

Documented information will be retained on audit activity and audit reports.

9.3 Management review 9.3.1 General The management review process describes the way in which the company manages the management review process. The findings of the management review are used to set the strategic direction of the company to improve the company, QMS and identifies resource required to ensure the company delivers a quality product and services to the customer.

9.3.2 Management review inputs The inputs to management review shall include:

• Review of minutes from the previous meeting and update on any action points • Any internal or external issues relevant to the QMS • Review risks and opportunities • Feedback from customers and relevant parties • Review of quality objectives and set strategic direction for the company • Process performance and conformity to products and services (customer satisfaction) • Nonconformities and corrective action • Audit results (internal and external) • Performance of external providers • Review of company resources • Review of company risks and opportunities • Continual improvement



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9.3.3 Management review outputs Outputs of the management review will focus on achieving the following objectives:

• The effectiveness of the quality management system in meeting the company’s quality policies

• To identify opportunities for improvement • Suitability of organisational structure and resources • Managing risks and opportunities to the QMS • Customer satisfaction target for the next 6 months

10.0 Improvement 10.1 General The company is forward thinking and strives to provide a quality product and service to the customer this will increase market share and would improve customer satisfaction; this is advantages to the company. The company requires the best product on the market and at the best price. Regular review cross the company is preformed to identify areas for improvement and how to provide quality products and services to the customer. These would include:

• Directors meetings • Management review • Project managers review • Client meetings • Internal Audits • External Audits

• Site inspection / tour • Suggestion/open door policy • Awareness of continuous

improvement • Continuous Improvement

10.2 Nonconformity and corrective action 10.2.1 Nonconformity of product or service which would include customer complaints will be investigated by the QSHE Manager. Any immediate action required, will be implemented to resolve nonconformity or customer complaint. After further evaluation to the root cause of the nonconformity, subsequent action may be required to eliminate the cause and prevent its reoccurrence cross the company.

Documented problems or suggested improvements, customer complaints and other quality documents are also analysed, usually prior to the management review meeting where data will be presented to evaluate the effectiveness of any short term corrective action taken.

The documented procedure for taking corrective action will define and address requirements for:

• Reviewing problems (nonconformance) • Determining the cause of problems and deviations • Evaluating the need for, implementing and documenting subsequent action • Reviewing the corrective action taken

10.2.2 Documented information shall be retained as evidence for the following:

• Nature of the nonconformities and action taken • The results of any corrective action



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10.3 Continual improvement The company shall continually improve the management system. The company will consider the statistical results from analysis and evaluation alongside outputs from management review to improve the management system.

End

.



01/03/17

ISO 9000 REQUIREMENTS QPM PROCEDURES

4.0 Context of the organisation - -

4.1 Understanding organisation and its context P4 Proc 12

4.2 Understanding the needs and expectations of interested parties

P5 Proc 12

4.3 Determining the scope of the quality management system P5 Proc 12

4.4 Quality management system and its processes P5 All Processes

5.0 Leadership and commitment

5.1.1 General P6 Proc 12

5.1.2 Customer focus P6 Proc 12, 15

5.2 Policy P6 -

5.2.1 Establish the quality policy P6 Proc 12

5.2.2 Communicate the quality policy P7 Proc 12, 15

5.3 Organisational roles, responsibilities and authorities P7 Organisation Chart

6.0 Planning

6.1 Actions to address risk and opportunities P7 Proc 12, 11

6.2 Quality objectives and planning to achieve them P8 Proc 12

7.0 Support

7.1 Resources P8 Proc 6, 8

7.1.1 General P8 Proc 12, 13

7.1.2 People P8 Proc 13

7.1.3 Infrastructure P8 Proc 10

7.1.4 Environment for the operation of processes P9 Proc 10, 11

7.1.5 Monitoring and measuring resources P9 -

7.1.5.1 General P9 Proc 10

7.1.5.2 Measurement traceability P9 Proc 10

7.1.6 Organisational knowledge P9 Proc 10, 11, 12, 13

7.2 Competence P10 Proc 13

7.3 Awareness P10 Proc 10

7.4 Communication P10 All processes

7.5 Documented information P10 -

7.5.1 General P10 All processes

7.5.2 Creating and updating P11 Proc 15

7.5.3 Control of documented information P11 Proc 15

8.0 Operation

8.1 Operational planning and control P11 All processes

8.2 Requirements for products and services P11 Proc 2

8.2.1 Customer communication P11 Proc 2,4,5,6,7,8,9,11,12



01/03/17

.2 Determining the requirements for products and services P12 Proc 2

8.2.3 Review of the requirements for products and services P12 Proc 2, 3, 4, 5

8.2.4 Changes to requirements for products and services P13 Proc 4, 5

8.3 Design and development of planning P13 Proc 4

8.3.1 General P13 Proc 2, 4

8.3.2 Design and development planning P13 Proc 2, 4

8.3.3 Design and development inputs P13 Proc 2, 4

8.3.4 Design and development controls P13 Proc 2, 4

8.3.5 Design and development outputs P14 Proc 2, 4

8.3.6 Design and development changes P14 Proc 2, 4

8.4 Control of external provided processes, products and services

P14 Proc 7

8.4.2 Type and extent of control P14 Proc 7

8.4.3 Information for external providers P14 Proc 7

8.5 Production and service provision P 15 -

8.5.1 Control of production and service provision P15 All Processes

8.5.2 Identification and tractability P15 Proc 7

8.5.3 Property belonging to customers or external providers P15 Proc 2, 3, 5, 8, 9

8.5.4 Preservation P15 Proc 10, 8

8.5.5 Post-delivery activities P15 Proc 3, 8

8.5.6 Control of change P16 Proc 2, 4, 5, 6, 8

8.6 Release of products and services P16 Proc 2, 4, 5, 8, 15

8.7 Control of nonconforming outputs P16 Proc 11

9.0 Performance evaluation

9.1. Monitoring, measurement, analysis and evaluation P16 -


9.1.2 Customer satisfaction P16 Proc 11, 12

9.1.3 Analysis and evaluation P17 Proc 11

9.2 Internal audit P17 Proc 11

9.3 Management review P17 Proc 12


9.3.2 Management review inputs P17 Proc 12

9.3.3 Management review outputs P18 Proc 12

10.0 Improvement

10.1 General P18 Proc 11

10.2 Nonconformity and corrective action P18 Proc 11

10.3 Continual improvement P19 Proc 11

Process 1 – Business Processes

Issue 1 Issued 01/03/17 1 of 7


Start Chart

Identify/Consider Risks and

Opportunities

Finish

Enquires (Process 2)

Order Processing (Process 3)

Design (Process 4)

Approval Process

(Process 5)

Programming (Process 6)

Procurement (Process 7)

Construction (Process 8)

Service & Maintenance (Process 9)

Plant & Equipment

(Process 10)

Continuous Improvement (Process 11)

Communications & Management

Review (Process 12)

Recruitment, Training &

Development (Process 13)

Internal Audits (Process 14)

Document Control

(Process 15)

Develop/Evaluate Business Plan

Develop/Evaluate Business Plan



1. Process Summary This chart outlines how the company manage its processes. Most of these procedures are flow charts in their own right and this is indicated by the two vertical lines on the flowchart box.

Each procedure starts with a summary and in the case of linked procedures, the summaries are reproduced as part of the linked box.

2. Process Detail 2.0 Start chart 2.1 Develop/Evaluate Business Plan

2.1.1 DEFINITION

The company produce an annual management report outlining the company's performance over the past trading year and a business plan defining its objectives and strategic direction for the coming 12 months. This will include a review of the external and internal factors relevant to the QMS (Appendix 1 of the QMS) and the needs and expectations of interested parties (Appendix 2 of the QMS).

This enables the company to plan and implement improvements and changes in order to maintain current trading levels and customer satisfaction.

The details of the business plan are set out in the company's business plan document and updated at management meeting prior to the AGM each year.

The senior management team will provide leadership across the company to ensure that this strategic direction is achieved. PERFORMED BY Managing Director/Directors

2.2 Identify Risks and Opportunities 2.2.1 DEFINITION The company will identify, consider, control and manage risk and opportunities across the full scope of the management system. This is so that risk and opportunities at critical stages of each process can be identified and managed. A risk/opportunities matrix has been produced and will be reviewed during Directors meetings and management review. This enables the company to plan and implement against unwanted effects to the management system which could result in customer dissatisfaction. This will also mean that the company can take advantage of any opportunities that are presented. The risks and opportunities identified will be used to develop controls required for each process. PERFORMED BY Managing Director/ Board

2.3 Enquiries (Process 2) 2.3.1 SUBPROCESS 02 - PIP - ENQUIRIES.FLW

Process 2 - Enquiries



This process describes the procedure for dealing with enquiries within the company whether for the supply, installation or maintenance of electrical and/or mechanical installations.

PERFORMED BY Directors/Project Managers/Estimators

2.4 Order Processing (Process 3)

2.4.1 SUBPROCESS 03 - PIP - ORDER PROCESSING.FLW

Process 3 - Order Processing

This process describes the procedure for dealing with orders from initial receipt through to the planning of the actual work.

PERFORMED BY Director/Project Manager

2.5 Design (Process 4)

2.5.1 SUBPROCESS 04 - PIP - DESIGN.FLW

Process 4 - Design

This process describes the procedure for design.

The specific design requirements will depend on a number of issues, for instance the client requirements and the nature of the installation.

PERFORMED BY Design Team

2.6 Approval Process (Process 5)

2.6.1 SUBPROCESS 05 - PIP - APPROVAL PROCESS.FLW

Process 5 - Approval Process

This procedure outlines how the process to be undertaken is endorsed by clients or agents, to ensure compliance with the specification and compatibility with both the building and other contractors.

PERFORMED BY Project Manager

2.7 Programming (Process 6)

2.7.1 SUBPROCESS 06 - PIP - PROGRAMMING.FLW

Process 6 - Programming

This procedure outlines the planning required to meet the company's contractual obligations.

PERFORMED BY Project Manager/Buyer

2.8 Procurement (Process 7) 2.8.1 SUBPROCESS 07 - PIP - PROCUREMENT.FLW

Process 7 - Procurement

This process describes the procedure for purchasing and monitoring the approved suppliers list. This list contains key information for each of the acceptable suppliers.



However, due to the very high level of service offered by the company, it is essential that very strong and effective working relationships are establish and maintained with its suppliers. This is imperative for the future stability of the company and to ensure that commitments given to clients are equalled by the commitment demanded of the company's suppliers.

This close working relationship with suppliers is enhanced by the company's reputation for prompt payment.

Without this working relationship and commitment from its suppliers, the company would be unable to provide the high level of service which is part of the company's philosophy.

PERFORMED BY Directors/Project Managers/Buyers

2.9 Construction (Process 8) 2.9.1 SUBPROCESS 08 - PIP - CONSTRUCTION.FLW

Process 8 - Construction

This procedure describes the process for on-site construction, from labour allocation through to client handover.

PERFORMED BY Project Manager/Supervisor

2.10 Service & Maintenance (Process 9) 2.10.1 SUBPROCESS 09 - PIP - SVCE & MNTCE.FLW

Process 9 - Service & Maintenance

The primary function of the service and maintenance department is a supporting role for the major core business.

Responsibilities include rectifying defects, carrying out small projects, variation works and dealing with emergency call outs.

The company also has 'term maintenance contracts' with established clients, providing electrical maintenance and emergency standby facilities.

PERFORMED BY Service & Maintenance Project Manager

2.11 Plant & Equipment (Process 10) 2.11.1 SUBPROCESS 10 - PIP - PLANT & EQUIPT.FLW

Process 10 - Plant & Equipment

This process describes the company's workplace facilities and how it manages plant and equipment handling, storage and packaging. This includes portable appliance testing, managing calibrated equipment (where applicable) vehicle records and health and safety requirements.

PERFORMED BY Directors/Quality Assurance Manager/Office Manager

2.12 Continuous Improvement (Process 11) 2.12.1 SUBPROCESS 11 - CONTINUOUS IMPROVEMENT.FLW

Process 11 - Continuous Improvement

Measurement, analysis and improvement are about finding better and more effective ways of doing things. To manage this process the company have introduced two monitoring systems.

Continuous improvement, to learn from problem areas and suggestions



Customer satisfaction measures, to monitor, learn and introduce improvements.

Essentially there are three categories of improvements or problems: • Facilities and resources: These are concerned with what is done and who does it;

that is, are the facilities and resource adequate. Are the buildings, equipment, materials and staff levels sufficient to do the job properly?

• Processes and activities: These are concerned with how the work is done; that is, are staff trained sufficiently and are methods defined sufficiently to do the job properly?

• Outcomes and results: These are concerned with what has been done; that is, was the customer satisfied?

The level of priority given to address the issues raised will be decided by the MD.

PERFORMED BY Directors/All Employees

2.13 Communication & Management Review (Process 12) 2.13.1 SUBPROCESS 12 - PIP - COMMS & MAN REVIEW.FLW

Process 12 - Communication & Management Review

Communications are an essential part of the company's processes and provide the mechanism for ensuring that everyone within the organisation is aware of the company's goals and objectives. As such, this aspect is critical to the success of the company in achieving its stated aims and forms an integral part of its operating procedures.

Directors meetings are held monthly.

Management review meetings are held every six months to monitor the performance of the company against a number of criteria and to suggest improvements and highlight deficiencies in the workings of the company.

As such it represents the cornerstone of the management system and the continuous improvement processes which take place on three levels:

• The recording of ideas for improvement and problems that can occur • Process development, a formal review of the system designed to ensure that it is

effective and efficient

• To review the company's systems, bringing together all the data, information and staff as appropriate.

PERFORMED BY Quality Assurance Manager/Contract Director

2.14 Recruitment, Training & Development (Process 13) 2.14.1 SUBPROCESS 13 - PIP - RECRUITMNT TRNG & DEVLMNT.FLW

Process 13 - Recruitment, Training & Development

People processes including training and development, are an essential part of the company designed to ensure that the highest standards of service are maintained.

This procedure outlines the acquisition of training and competency skills for the company.

All training is managed against the requirements of the company and the needs of the individual.

Each director is responsible for the following elements, for people within their control: • Recruitment and selection of staff • Identifying competencies for the main requirements of the job • Measuring and monitoring staff satisfaction • Effectively implementing and properly maintaining the training and development

procedure



• Reviewing training and development requirements at the management meeting All staff are responsible for identifying their own training and development needs in consultation with their line manager.

Each director is responsible for administering the learning, training and competency functions for all staff within their control.

The process also covers staff reward and recognition, which is an integral part of the company's staff satisfaction and development programme.

PERFORMED BY Directors/Quality Assurance Manager

2.15 Internal Audits (Process 14) 2.15.1 SUBPROCESS 14 - PIP - INTERNAL AUDITS.FLW

Process 14 - Internal Audits

All businesses are subject to change, as such it is critically important that an organisation continually evaluates and improves the ways in which it delivers its products and services.

The audit process is designed to formally appraise the processes described in the manual, ensuring that they accurately reflect current practice and offering ideas for improvement, where appropriate.

The process is therefore designed to review the following issues: • The effectiveness of the quality system. • "Are we doing the right things?" - a check to ensure that the procedures are

appropriate for the job. • The efficiency of the quality system. • "Are we doing things right?" - a check against the manual, ensuring we say what we

do and do what we say.

PERFORMED BY auditor

2.16 Document Control (Process 15) 2.16.1 SUBPROCESS 15 - PIP - DOCUMENT CONTROL.FLW

Process 15 - Document Control

The quality policy manual describes the company's intention with regard to the elements of the standard. The procedures are used to describe the detail of current "best practice" throughout the company.

The quality records are the forms used to provide objective evidence that the quality requirements have been met.

PERFORMED BY Quality Assurance Manager/Contract/Project Director

2.17 Finish PERFORMED BY No Performer



Appendix A Managing Director

2.1 Develop/Evaluate Business Plan

Managing Director/Board

2.2 Identify Risks and Opportunities

Directors/Project Managers/Estimators

2.3 Enquiries (Process 2)

Director/Project Manager

2.4 Order Processing (Process 3)

Design Team

2.5 Design (Process 4)

Project Manager


Project Manager/Buyer

2.7 Programming (Process 6)

Directors/Project Managers/Buyers

2.8 Procurement (Process 7)

Project Manager/Supervisor

2.9 Construction (Process 8)

Service & Maintenance / Project Manager

2.10 Service & Maintenance (Process 9)

Directors/Quality Assurance Manager/Office Manager

2.11 Plant & Equipment (Process 10)

Directors/All Employees

2.12 Continuous Improvement (Process 11)

Quality Assurance Manager/Contract/Project Director

2.13 Communication & Management Review (Process 12)

Auditor

2.15 Internal Audits (Process 14)

Quality Assurance Manager/Contracts/Project manager

2.16 Document Control

No Performer

2.0 Start chart

2.16 Finish


Issue 1 Issued 01/03/17 Page 1 of 8


No

Yes

30) Are alternative

cost options required

Yes

Yes

Yes

No

No

No

0) Start

1) Receipt of enquiry

2) Enter details to Current Tender

Schedule

3) Evaluate Enquiry 4) Is the

Company going to tender?

11) Is it Small Works?

6) Obtain quote number from

Tender Record Book

12) Complete Tender

Submission (Short)

13) Insert tender

breakdown in letter

23) Save to tender

folder

26) Save PDF copy to

tender folder

28) Follow up call

14) Complete Tender

Submission (Master)

5) Letter declining

invitation & returning

documentation

15) Provide list of

specific documents tendered against

16) Complete the

Tender Breakdown Form

(Sum as Estimation)

7) Estimate

Preparation

8) Supplier & Sub-

contractor Quotations

9) Take Off

10) Quotation Review

17) Add programme details including

lead time

19) Clarifications & exclusions as

required

18) Which Company is offering the tender

(PIPBS or PIPE)

20) Organisation chart

21) Procurement & Sub-contractor

schedule

22) Company

Information

24) Advise

Administration department tender

complete

25) Administration department to check tender documents

27) Formally issue

tender to prospective client

29) Was quotation

successful?

31) Finish



1.0 Process Summary This purpose describes the procedure for dealing with enquiries within the company whether for the supply, installation or maintenance of electrical installations.

2.0 Start chart 2.1 Receipt of Enquiry

Estimator/Project Manager

Enquiries are received into the company via a number of methods including: • Letter of Invitation • Phone • Fax • e-mail

The following details are required to progress the tender. Where the invitation does not include all the necessary information the outstanding details will be requested using an RFI form as a ‘Tender Query’.

Enquiry details will typically include: • Date of enquiry • Name of inquirer • Name of Client • Type of installation or contract (maintenance work) • Contract period • Approximate contract value • Lead-in period • Tender return date

2.2 Enter Details to Current Tender Schedule Estimator/Project Manager/Administrator

All enquiries received into the Company will be reviewed and entered onto the ‘Current Tender Schedule’ (Q:\Quotations (current year)\Estimating Department Forms\Current Tender Schedule) by the administrator and highlighted in yellow.

2.3 Evaluate Enquiry Directors

The Director(s) will review the ‘Current Tender Schedule’ periodically to ascertain whether the company will tender for the contract.

This decision is dependent on: • Type of contract • The client • Current work load • The main contractor • Contract value • Programme • Start date • Completion date (if required) This list is not in priority order.

2.4 Is Company Going to Price Quote/Tender? Directors

Once a decision is made whether to tender for the enquiry, the appropriate Director(s) will allocate the enquiry to an estimator or project manager to either prepare an estimate for submission or produce a letter declining the enquiry.

If No, go to 2.5 Return Documentation and Letter of Decline

If Yes, go to 2.6 Obtain quotation number from the Tender Record Book



2.5 Return Documentation & Letter of Decline Director/Estimator/Project Manager/Administrator

Where it has been decided not tender, the appropriate Director(s) will instruct the estimator/project manager to formally decline the invitation.

The response to decline would include the reasons for this decision and enclose any documentation received with the original tender or enquiry.

Once this step is complete, move to 2.31 Finish

2.6 Obtain Quote Number Estimator/Project Manager

At this stage the estimator/project manager will enter the estimate details into the quotation folder on the ‘Q’ drive, selecting the next available quotation number ‘in the ‘Tender Record Book’ (Q:\Quotations\year).

The quotation folder will typically include the following information: • Quote number • Date • Name and address of client • Name of contact • Site location and job description • Estimator/project managers initials • Date of follow up call Comment - Whenever a quote is revised, it is affixed by a suffix letter to denote this.

2.7 Estimate Preparation Estimator/Project Manager

The appointed estimator/project manager preparing the estimate will, where required, acknowledge receipt of the enquiry and advise the potential client that the company is intending to submit a quotation.

The estimator/project manager will then make themselves aware of the critical elements of the enquiry to ensure that every aspect of the quote is completed within the tender period.

These elements might typically include: • Tender return date • Programme • Method statement • Quality plan • Quantified schedule of rates • CV’s • Management proposals • References • Sub contractors • Principal suppliers • Warranty provisions • Maintenance services • Re-cycling or final disposal services This list is not exhaustive.

Where revised quotes are required, the estimator/project manager will establish the timescale for providing this information and then evaluate the extent of the revisions to ensure that the company can comply with the request.



2.8 Suppliers & Sub-Contractors Quotations Estimator/Project Manager/Administrator/Buying Dept

The estimator/project manager will then check the materials, equipment and sub-contract work required, prioritising those items requiring a written quotation from a supplier, manufacturer or sub-contractor.

The company uses ‘Estimation’ software to assist in the production of quotation. At periodic intervals the database, including pricing is updated by the Administrator.

The company may also use supplier’s catalogues and the internet as a reference source for pricing. However, it is the responsibility of the project manager dealing with the enquiry, to ensure that the supplier information is accurate and correct, if in doubt they will contact the supplier.

Where it is necessary to obtain pricing information from a supplier before quoting the estimator/project manager/administrator will make specific enquiries with appropriate suppliers and manufacturers in order to establish the full cost of the proposal.

Such enquiries might include: • Copies of relevant drawings and specifications or reference to the same • Anticipated delivery dates • Contract conditions • Payment terms • Sample requirements • Testing requirements • Record documents • Disposal information This list is typical but not exhaustive.

2.9 ‘Take Off’ Director/Estimator/Project Manager

The estimator/project manager will then proceed to ‘take off’ all materials and equipment and enter these quantities onto the computer generated master tender sheet. All quotation information will be entered into the appropriate folder/s on the ‘Q’ drive.

This information would typically include: • Labour constants • Quantity • Description • Unit • Unit cost • Discount • Unit rate Industry standard or company agreed labour norms are used to build up the total number of labour hours in the project. Where non-standard equipment or difficult installation processes form part of the tender, labour constants will be discussed and agreed with the appropriate Director.

2.10 Quotation Review Directors

On completion of the ‘take off’, the appropriate Director(s) will spot check the ‘take off’ and ‘constants’ used and overall pricing prior to providing on-costs and labour rates. However, this check may not always be carried out, if the Directors consider the value of the job does not warrant a spot check.

On-costs and labour rates are applied to the quote to derive the overall price for the project.



These constants and labour rates will vary on a project by project basis and take into account current work load at the time of submitting the quote.

2.11 Is the tender for small works? Estimator/Project Manager

If No, go to 2.14 complete tender submissions (Master) If Yes, go to 2.12 complete tender submissions (Short)

2.12 Complete the Tender Submission (Short) Estimator/Project Manager

The tender submission will be completed adding the following information:

• text to suit the particular enquiry requirements • details of the documents to which the Quotation is based • Add a brief scope of works and any specific clarifications • Remove/add the General Exclusions that are applicable to the works Comments - The estimator must ensure that the tender sum is the same as that on ‘Estimation’

2.13 Insert Tender Breakdown in Letter Estimator/Project Manager

The tender breakdown is to be provided within the Quotation letter where possible.

Once this step is complete, move to 2.23 - Save to Tender Folder

2.14 Complete the Tender Submission (Master) Estimator/Project Manager

Before commencing a copy of the ‘Tender Submission Master’ will be saved in the quotation folder, do not edit the template.

• The front page of the ‘Tender Submission Master’ is to be populated with: o The tender number o The client’s details o Project name and address o The client’s logo. This is added by right clicking on the ‘insert logo

here’ field and selecting change picture, and then select logo saved in the ‘Tender Submission Master’ folder. Where the logo is not listed either obtain one or delete the field.

• The contents page should remain unaltered except where a particular enquiry necessitates amendments. Amendments should be added at Section 6.

• The preface page, Section 1, will be amended to reflect the services being offered i.e. Mechanical and/or Electrical services.

2.15 Provide List of Specified Documents Estimator/Project Manager

It is important that only the list of the specific services documents tendered against are shown in Section 2. Reference to electronic links should not be used.

Architectural or structural drawings should only be detailed if they are specifically included.

It may be necessary to insert a separate schedule providing it only details the documents included.



2.16 Complete the Tender Breakdown Form Estimator/Project Manager

The tender sum will be added in figures and words to Section 3.

The Tender Summary form is to be completed and saved in the tender folder.

Comments - The estimator must ensure that the tender sum is the same as that on ‘Estimation’

2.17 Add Programme Details Estimator/Project Manager

Add the site programme duration in weeks and if necessary adjust the lead in period.

2.18 Select Which Company is Offering the Tender Estimator/Project Manager

The appropriate box must be selected to indicate whether the tender is offered by PIP Electrics Ltd (Electrical Services only) or PIP Building Services Ltd (Mechanical or Mechanical and Electrical Services)

2.19 Add or Delete Clarifications and Exclusions Estimator/Project Manager

The relevant clarification to the offer must be shown in Section 4. Add or delete as appropriate. An additional page is provided if it is necessary to extend the list, if not used the page should be deleted.

General exclusions should be listed in Section 5. Add or delete as appropriate to the project.

2.20 Complete the Organisation Chart Estimator/Project Manager

The following details should be added to the Project Organisation Chart, Section 6.1:

• The project name • The project address • Details of the relevant staff if known

Sections 6.2 to 6.5 are standard statements, but may be amended where the enquiry necessitates.

2.21 Edit Procurement and Sub-Contractor Schedules Estimator/Project Manager

The procurement schedule should be populated with details of long lead items and specified materials or equipment.

The sub-contractor schedule should be populated with details of sub-contracted works and where known the sub-contractors name.

2.22 Company Information Office Manager/Administrator

Detail in Sections 7 contains information on PIP and will be updated periodically to show current information.

2.23 Save to tender folder Estimator/Project Manager

Save the completed tender template and associated documents in the Tender Folder



2.24 Advise the Administration Department Tender Complete Estimator/Project Manager

Notify the administrator that the documents have been completed and the final tender document may be assembled.

2.25 Check Tender Documents Office Manager/Administrator

The documents saved to the tender folder will be checked to ensure all documents are available and the contents have been completed satisfactorily.

2.26 Save PDF Copy to File Office Manager/Administrator

The documents saved to the tender folder will be compiled into the formal tender document and a PDF of that document will be saved to the Quotation Folder.

2.27 Formally Issue Tender to Client Office Manager/Administrator

A hard copy of the completed tender document will be bound and formally issued from Fenton House.

The document will be sent by mail or courier.

2.28 Follow up Call Estimator/Project Manager

In the majority of cases, the client will advise the company whether they have been successful or not. However, where this does not happen, the estimator/project manager will make a follow-up call to the client within the 14 days of the covering letter, to establish the outcome of the tender.

At this time the estimator/project manager will try to establish the competitiveness of our offer. This is particularly important where the company has not been successful.

The date and relevant information obtained from feedback will be entered into the ‘Tender Record Book’ (Q:\Quotations\year).

2.29 Was the Quote/Tender Successful? If No, go to 2.16 Are Alternative Cost Options Required?

If Yes, go to 2.17 Finish

2.30 Are Alternative Cost Options Required? Estimator/Project Manager

If No, go to 2.17 Finish

If Yes, go to 2.8 Suppliers & Sub-Contractors Quotations

2.31 Finish



Appendix A – Performers

Directors 2.3 Evaluate Enquiries

2.4 Is Company Going to Price Quote/Tender? 2.9 Take Off 2.10 Quotation Review

Office Manager/Administrator 2.22 Company Information 2.25 Check Tender Documents 2.26 Save PDF Copy to File 2.27 Formally Issue Tender to Client

Estimator/Project Manager /Director 2.9 ‘Take Off’

Estimator/Project Manager 2.1 Receipt of Enquiry 2.3 Programme & Resources 2.4 Is the Company Going to Tender? 2.6 Obtain Quote Number 2.7 Estimate Preparation 2.9 ‘Take Off’ 2.11 Is the tender for small works? 2.12 Complete the Tender Submission (Short) 2.13 Insert Tender Breakdown in Letter 2.14 Complete the Tender Submission (Master) 2.15 Provide List of Specified Documents 2.16 Complete the Tender Breakdown Form 2.17 Add Programme Details 2.18 Select Which Company is Offering the Tender 2.19 Add or Delete Clarifications and Exclusions 2.20 Complete the Organisation Chart 2.21 Edit Procurement and Sub-Contractor Schedules 2.23 Save to tender folder 2.24 Advise the Administration Department Tender Complete 2.28 Follow up Call 2.30 Are Alternative Cost Options Required?

Estimator/Project Manager/Administrator 2.2 Enter Details to Current Tender Schedule

Estimator/Project Manager/Administrator/ Director 2.5 Return Documentation & Letter of Decline

Estimator/Project Manager/Administrator/Buying Dept 2.8 Suppliers & Sub-Contractors Quotations

No Performer 2.0 Start Chart

2.17 Finish




Start chart

0

Receipt of Order

1

Review Order

2

Review Tender/Quote

3

Does Quote Still Match

Requirements?

4

Is Discrepancy

Client Related?

5

Advise Client of Cost & Programme Implications

6

Does Client Accept

Implications?

7

Review Alternative Options With Client

8

Advise Director of Implications

9

Allocate Job Number & Create Contract

File

10

Finish

11

Yes

No

Yes

No

Yes

No



1.0 Process Summary This process describes the procedure for dealing with orders from initial receipt through to the planning of the actual work.

2.0 Start chart 2.1 Receipt of Order

Director/Project Manager Where the company have successfully quoted for work or won a tender, an official response will be received from the client or main contractor as appropriate, instructing the company to proceed with the work.

Orders are received by a variety of routes.

These include:

• Written letter of intent • Purchase order • Fax instruction • Verbally • e-mail

The company's policy is to request all orders in writing either by letter or purchase order. However, in some instances the client may refrain from confirming the order in writing, in these cases the project manager will confirm the company's acceptance of the order with a written acknowledgment.

From time to time, with known and established clients, it may be necessary to commence work prior to receiving the official order. Where such requests are received, it is necessary for the project manager to confirm approval with the appropriate director before commencing work. This approval process will often be informal.

2.2 Review Order Director/Project Manager

A director will then assess the order to determine the following criteria:

• The most suitable project manager for the work • Current workload of the assigned project manager • Alternative project managers and their respective workloads • Start and completion dates • Labour requirements • Lead-in period • Requirement for CAD drawings

On receipt of a confirmed written order, the project manager, director or MD will discuss and review the order against the original quote, to ensure that:-

• The customer’s order requirements, including implied, but not necessarily stated requirements, are adequately defined, documented and understood

• The customers post delivery activity requirements, including warranty provisions, maintenance services, and recycling or final disposal services are addressed.

• Any enquiry, contract or tender variations are resolved

• The company has the resource and capability (personnel and equipment) to meet the customer’s requirements

Evidence of order review is confirmed by the completion of a major works new contract form. See 2.10



2.3 Review Tender/Quote Director/Project Manager

Having allocated the most appropriate project manager, the director or MD will then discuss the project detail with the project manager and highlight areas requiring further consideration.

The project manager will then check the 'take off' against the specified requirements and drawings, to ensure that the company have included the correct resources for both materials and labour, within the 'take off' to complete the work.

However, where this check identifies errors or discrepancies, the project manager will bring these to the immediate attention of the director or MD.

Errors or discrepancies may either be client related alterations or discrepancies within the company's offer.

2.4 Does Quote Still Match Requirements? Project Manager

If No, go to 2.5 Is Discrepancy Client Related? If Yes, go to 2.10 Allocate Job Number & Create Contract File

2.5 Is Discrepancy Client Related? Project Manager

If No, go to 2.9 Advise Director of Implications

If Yes, go to 2.6 Advise Client of Cost & Programme Implications

2.6 Advise Client of Cost & Programme Implications Project Manager

Where the identified issue is a client related discrepancy, the project manager will establish the cost of the additional requirements needed to comply with the changes and advise the client of these and any programme implications.

2.7 Does Client Accept Implications? Project Manager

If No, go to 2.8 Review Alternative Options with Client

If Yes, go to 2.2 Review Order

2.8 Review Alternative Options with Client Project Manager

Where the change is outside the client’s budget or cannot be incorporated into the programme, the client may request alternative solutions from the consultant or company as applicable.

Where this is requested, the company will enter into negotiations with either the consultant and/or the client to agree alternative proposals.

These alternative proposals may involve a reduction in the scope of the works, variation of manufacturer or equipment, or a revision to the contract programme.

Once this step is complete, move to 2.2 Review Order

2.9 Advise Director of Implications Project Manager

Where it is found that discrepancies are in-house, the project manager will liaise with the contracts director or MD to investigate the problem and resolve as appropriate.

Resolving these issues may entail project considerations or written requests to vary the specification on the part of the company.

Once the outstanding issue is resolved, the project manager will then complete a major works new contract form.



2.10 Allocate Job Number & Create Contract File Project Manager

Once the 'take off' check is completed and confirmed as correct, the project manager will complete a Major Works New Contract Form and forward to the administrator to allocate a job number from the job book.

The job book will typically include: • Job No • Date • Engineer reference

• Client and site details • Engineers initials

Job numbers are allocated for both major works and service & maintenance projects as follows:

PIP Electrics Limited Major works – 01 followed by four unique digits between 7000 & 9999 Service and Maintenance – 02 followed by four unique digits between 2000 & 6999

PIP Building Services Limited Major Works – 11 followed by four unique digits between 0001 & 2999 The major works new contract form includes:

• Contract number • Project managers name • Client name and contact details • Contract description • Financial details

• Safety, health & environmental requirements

• Quality requirements • Test certificate information • Customer survey contacts • Forecast of CAD drawings

Once the job number has been allocated the administrator will forward the Completed Major Works New Contract Form for information to:

• project manager • quality assurance manager • quality inspector • qualifying supervisor

• SHE manager • credit control • purchasing department • CAD manager

The project manager will create a contract file in the designated folder on the electronic document system.

2.11 Finish



Appendix A - Performers Director/Project Manager

2.1 Receipt of Order 2.2 Review Order 2.3 Review Tender/Quote

Project Manager

2.4 Does Quote Still Match Requirements? 2.5 Is Discrepancy Client Related? 2.6 Advise Client of Cost & Programme Implications 2.7 Does Client Accept Implications? 2.8 Review Alternative Options with Client 2.9 Advise Director of Implications 2.10 Allocate Job Number & Create Contract File

No Performer

2.0 Start chart 2.11 Finish


No

Yes

No

No

Yes

No Yes

Yes No

No Yes

Yes

Yes

Yes No

Process 4 - Design

0) Start Chart

1) Establish Design Responsibilities

6) Responsibilities limited to co-ordination &

fixings

2) Do we have full design

responsibilities?

7) Carry out calculations

4) Request additional

information

8) Mark up building plans

18) Are drawings

approved?

13) Issue to CAD for production of

drawings

16) Co-ordinate Issue of M&E

drawings

15) Allocate lead co-ordinator

responsibility

17) Internal approval

19) Review comment and

mark amendments

14) Is this a full Combined M&E

design?

20) Design verification

22) Are there any design variations?

23) Finish

9) Issue information to

specialist suppliers

10) Review Design from specialist

suppliers

12) Are there any CDP

variations?

11) Approval process

(Process 5)

21) Approval process

(Process 5)

5) Do we have CDP design

responsibilities?

3) Do we have enough

information?

Process 4 - Design


1.0 Process Summary This process describes the procedure for design.

The specific design requirements will depend on a number of issues, for instance the client requirements and the nature of the installation.

2.0 Start chart 2.1 Establish Design Responsibilities

Directors The enquiry document and/or contract will specify the company's design responsibilities. The

company will then outline the extent of any design responsibilities with their submission, to verify the client's design requirements.

Design responsibilities might include:

• Cable sizing • Lighting design • Climate control • Discrimination studies • Fixing details • Co-ordination • BMS controls

• Duct sizing • Pipe sizing • Specialist gases (Medical) • Specialist ventilation • Waste services • Water services

2.2 Do We Have Full Design Responsibility? Directors

Where the company have full design responsibilities, it is essential that all relevant information is to hand.

If No, go to 2.5 Do we CDP design responsibilities If Yes, go to 2.3 Do We Have Enough Information to Complete Design?

2.3 Do We Have Enough Information to Complete Design? Design Team

Where the company are to provide a full design service, it is essential at this stage, that all the information necessary to complete the design is to hand, including the relevant structural details. This will include the nature of the installation and the specific design criteria. (i.e. Illumination levels, design capacity, etc)

Where all the relevant information is available, the design team can commence the design work. However, where specific design details are lacking, the team will need to gather the outstanding information.

If No, go to 2.4 Request Additional Information from Client If Yes, go to 2.7 Carry out Calculations

2.4 Request Additional Information from Client Design Team

Where the design team identify any shortfalls, discrepancies or contradictions in the information provided for the input of the design process, the project manager will issue an RFI (Request for Information) to the client or their agent, requesting clarification of the outstanding issues. The RFI will typically include:

• Unique number • Addressee • Copies • Project name • Date of issue • Answer required by date

• Date answer received • Narrative of question • Answer • Signature and date of person

answering question

On receipt of the required details, the project manager will ensure that the information provided is sufficient to allow continuation of the design process before passing the details onto the design team for implementation of the design.

Once this step is complete, move to 2.3 Do We Have Enough Information to Complete Design?

Process 4 - Design


2.5 Do we have CDP (Contract Design Portion) responsibilities?

Does the enquiry document and/or contract specify CDP responsibility? If No, go to 2.6 Responsibilities Limited to Co-Ordination & Fixings If Yes, go to 2.9 Issue Information to Specialist Supplier(s)

2.6 Responsibilities Limited to Co-Ordination & Fixings Design Team

Where full design is not required, the company still has a duty of care to ensure that what has been specified is compliant with current standards.

To ensure this is achieved, the company may need to: • Request further information (by issuing an RFI) • Review other contractors working drawings • Provide bracketry & fixing designs

It is of the utmost importance that the company establish who has lead co-ordination responsibility.

Once this step is complete, move to 2.8 Mark up Building Plans

2.7 Carry out Calculations Design Team

At this stage the project manager will collate the design input information for the project, which might typically include:

• Equipment loads • Furniture layouts • Illumination levels • Resilience • Riser space

• Standby requirements • Storey heights (slab to slab height) • Plant and equipment space • Environmental conditions • Public health requirements

The design team, which consists of the project manager, CAD dept and any other member of the company as appropriate, will then review the specification and any other relevant information or correspondence, in order to complete the design calculations and checks. The design calculations and checks might typically include:

• Cable sizing • Load analysis • Discrimination • Lighting design

• Pipe sizing • Duct sizing • Water services • Waste services

In order to assist with the design process, a series of technical documents and design software may be used as a reference source when checking design details and/or technical interfaces. These might include:

• BS 5226 • BS 5839 • BS 7671 • BS 8519

• Amtech software • CIBSE design guides • Dialux software • Electricity at Work Act

It may be necessary at this stage to check the initial design against the design inputs. These checks will also highlight whether sufficient information is available to complete the design.

The designer or project manager who has the necessary skill, training and experience, to carry out the design of the project, will then develop the project design from the results of the calculations.

Where designs are carried out by external designers the design calculations and subsequent design should be signed and dated by the lead designer.

2.8 Mark Up Building Plans Design Team

The project design information is then transferred onto the building plans. Building outlines are obtained from the client in CAD format.

Process 4 - Design


The designer or project manager will then produce layout plans, sections, details and schematic diagrams in sketch format on the above outlines.

Once this step is complete, move to 2.13 Issue to CAD for Production of Working Drawings

2.9 Issue Information to Specialist Supplier(s) Design team

The design team will ensure that the CDP information adequately describes the full scope of the specialist suppliers design and the responsibility for any interfaces.

The design team will submit the information electronically to the specialist supplier and provide a general description of any outputs to be achieved or indications of performance to enable the design to be produced.

2.10 Review Design from Specialist Supplier Design Team

The project design team will review the CDP design submitted by the specialist supplier to ensure compliance with the information provided.

The design and the design calculations should be signed by and dated by the specialist supplier’s designer.

When the design team is satisfied that compliance has been achieved the design is then submitted for approval.

2.11 Approval Process (Process 5) Project Manager

2.11 SubProcess Process 5 - Approval Process


2.12 Are there any CDP Variations? Design Team

Subsequent CDP design changes are treated as variations, however, where the Company have CDP design responsibilities, any changes must be considered in the light of the overall design.

If No, go to 2.13 Issue to CAD for Production of Working Drawings If Yes, go to 2.9 Issue Information to Specialist Supplier(s)

2.13 Issue to CAD for Production of Working Drawings Design Team

The initial sketches produced by the project manager are then issued to the CAD department for the production of working drawings. All drawings are identified with:

• Architects • Checking engineers initials & date • Client • Consultants • Project number

• The date revised • The drawing number • The revision detail • Title

2.14 Is this a full Combined Mechanical and Electrical Design? Design Team

Does the enquiry document and/or contract require the involvement of both mechanical and electrical designers? If No, go to 2.17 Internal Approval If Yes, go to 2.15 Allocate Lead Co-Ordinator

Process 4 - Design


2.15 Allocate Lead Co-ordinator Responsibility Design Team

Where the design is a combined mechanical and electrical design it is necessary for the design team to appoint lead co-ordinators for the designated areas.

This would typically be as follows unless otherwise stated: 1) Mechanical lead:

a) High level within ceiling voids (Ductwork followed by pipework) b) Plant rooms

2) Electrical lead: a) Reflective ceiling plans b) Switchrooms c) Low level

2.16 Co-ordinate the issue of Mechanical and Electrical Drawings Design Team

The design team should ensure, as far as practical that Mechanical and Electrical Drawings are issued together as one package.

If it is foreseen that this may not be achievable the lead project director should be consulted as soon as possible.

2.17 Internal Approval Design Team

Completed first draft working drawings are then issued to the project manager by the CAD team for checking and approval.

Evidence of approval of individual drawings is signified by the project manager electronically initialling and dating the checked box.

2.18 Are Drawings Approved? Design Team

If No, go to 2.19 Review Comment & Mark Amendments If Yes, go to 2.20 Design Verification

2.19 Review Comment & Mark Amendments Design Team

The project manager will then mark any amendments in red together with any comments and return the marked up drawings to the CAD department for amendment and re-issue.

The CAD department will then revise the drawings in light of the comments and amendments, before re-issuing the revised drawings to include the desired layout.

Once this step is complete, move to 2.13 Issue to CAD for Production of Working Drawings

2.20 Design Verification Design Team

When all the calculations and drawings have been verified the design information is then submitted to interested parties for approval and comment. For electrical installations the ‘Design’ section of the ‘Electrical Installation Certificate’ is to be completed by the designer. Interested parties might include:

• Client • Consultant • Architects

• Main contractor • Specialist sub contractors • Other trade contractors

The project manager will identify which parties are to receive which drawings and the quantity of drawings each will receive. The CAD department will then produce a drawing register and maintain the revision status of each drawing. This form typically includes:

• Project name • Project number • Client • Client project number • Drawing number

• Title • Status • Issue date • Issued to • Drawing format

Process 4 - Design



Project Manager 2.21 SubProcess Process 5 - Approval Process


2.22 Are there Any Design Variations? Design Team

Subsequent design changes are treated as variations, however, where the company have full design responsibilities, any changes must be considered in the light of the overall design, to understand the possible impact of the proposed changes on the previous design calculations and load analysis.

Where it is identified that the change might impact on other areas of the project, the project manager will assess the change and highlight any likely impact on the overall design.

It is particularly important where additional equipment is added that the load analysis is re-checked to ensure that the increase is within the limits of the circuit protective devices, cables, incoming supply, pipe and duct sizes,

Where ceiling heights change for example, the illuminence levels would have to be re-calculated. The resultant effect will require that the company advise the client how the proposed change has affected the overall scheme.

The client would be notified of the implications of the design changes and an instruction will then be required from the client before such changes are implemented.

Where the change is merely a preference, whereby the product is fundamentally the same and has no bearing on the design criteria, it is treated simply as a cost variation and drawings are amended as necessary and re-submitted for approval.

If No, go to 2.23 Finish

If Yes, go to 2.2 Do We Have Full Design Responsibility?

2.23 Finish

Process 4 - Design


Appendix A - Performers Directors

2.1 Establish Design Responsibilities 2.2 Do We Have Full Design Responsibility?

Design Team

2.3 Do We Have Enough Information to Complete Design? 2.4 Request Additional Information from Client 2.5 Do we have Contract Design Portion (CDP) Responsibility? 2.6 Responsibilities Limited to Co-Ordination & Fixings 2.7 Carry out Calculations 2.8 Mark Up Building Plans 2.9 Issue information to Specialist Supplier(s) 2.10 Review Design from Specialist Supplier 2.12 Are there any CDP variations? 2.13 Issue to CAD for Production of Working Drawings 2.14 Is this a Combined M & E Design? 2.15 Allocate Lead Co-Ordinator Responsibilities 2.16 Co-Ordinate Issue of M & E Drawings 2.17 Internal Approval 2.18 Are Drawings Approved? 2.19 Review Comment & Mark Amendments 2.20 Design Verification 2.22 Are there Any Design Variations

Project Manager

2.11 Approval Process (Process 5) 2.21 Approval Process (Process 5)

No Performer





3) Submit Technical

Data &/or Drawings

12) Finish

6) Are Samples

Required?

4) Is Data/Drawing

Approved?

5) Advise Director of

Implication

10)

Review Sample

9) Advise Director of

Implications 8) Are Samples

Approved?

11) Proceed with Procurement (Process 7)

7)

Submit Samples

No Yes No

Yes

No Yes No

Yes

No

Yes

2) Is Technical Data

Required?

1) Is Approval Process

Required?

Start Chart



1.0 Process Summary This procedure outlines how the process to be undertaken is endorsed by clients or agents, to ensure compliance with the specification and compatibility with both the building and other contractors.

2.0 Start chart 2.1 Is Approval Process Required?

Project Manager The approval process is designed to ensure that the company's interpretation of the client requirements is correct. This could be with regard to the purchase of the equipment, layout of the equipment to be installed or functionality of the installation.

If No, go to 2.11 Proceed with Procurement (Process 7) If Yes, go to 2.2 Is Technical Data Required?

2.2 Is Technical Data Required? Project Manager

To substantiate the approval process, it may be necessary to forward relevant details to the client. This might include technical data and/or drawings from manufacturers and/or suppliers, or a copy of the company's own calculations for approval.

If No, go to 2.6 Are Samples Required? If Yes, go to 2.3 Submit Technical Data &/or Drawings

2.3 Submit Technical Data &/or Drawings Project Manager

Where approval is required for technical data and/or drawings, the project manager will forward the necessary documented evidence to the relevant parties.

The method of presentation will depend on the client’s requirements, but will very often be stipulated in the contract. This might involve:

• A presentation • Under cover of written letter

• By hand • Electronically

On receipt of the issued drawings and/or technical data, the relevant parties may make modifications as required.

Relevant parties are likely to include:

• The client • Architects/designers • Consultant engineers

2.4 Is Data/Drawing Approved? Project Manager

Approval of submitted technical data/drawings is confirmed by a variety of methods, which would normally be detailed in the contract.

The method of approval depends on the type of contract and is client driven. A typical example is as follows:

• Status A approval - perfect, no comment, proceed • Status B approval - proceed taking onboard comments made on submissions • Status C approval - rejected. There is usually an allotted time period for approvals which will be outlined in the contract, but is nominally 5 working days.

The confirmation of technical data/drawing approval is dependent on the type of project. For larger site based complex projects, approval must always be confirmed in writing. However for smaller installations, it is permissible for the project manager to accept approval after a given period of time has elapsed, if nothing is heard from the client or their representative.

If No, go to 2.5 Advise Director of Implication If Yes, go to 2.6 Are Samples Required?



2.5 Advise Director of Implication Project Manager

Where technical data/drawings are not approved, the project manager will discuss/liaise with the appropriate director. The appropriate director will then determine why the approval has not been granted, assess the implications and advise the project manager on the course of action to be taken.

The outcome of this discussion will result in one of the following actions being implemented: • Comments accepted and a revised submission forwarded • The original submission amended and re-issued • Comments are refuted and negotiations entered into, to resolve the disputed areas

The revised submission is then re-submitted for approval once again

Where revised submissions have a cost implication, the project manager will notify the client or their representative of the cost implications and seek their approval before issuing the final version.

Once this step is complete, move to 2.3 Submit Technical Data &/or Drawings

2.6 Are Samples Required? Project Manager

At this stage the project manager will ascertain whether the company can order the specified items directly from the suppliers, or whether it is necessary to provide samples for approval before commencing procurement.

If No, go to 2.11 Proceed with Procurement (Process 7) If Yes, go to 2.7 Submit Samples

2.7 Submit Samples Project Manager

Samples are obtained from the manufacturer for certain products to ensure that the physical quality and aesthetics of the product comply with the specification and also meet the client's perceived requirements. Samples might typically include:

• Accessory face plates • Floor boxes • Grommets • Luminaires • Smoke detectors

• Diffusers • Grilles • Sanitary ware • Valves

Samples are submitted for approval in variety of ways: • Tabled at a meeting, • Under cover of a letter

• With a formal submittal document

2.8 Are Samples Approved?

Project Manager Sample approval and/or negotiation will depend on the format of the submission and type of product.

If No, go to 2.9 Advise Director of Implications If Yes, go to 2.11 Proceed with Procurement (Process 7)

2.9 Advise Director of Implications Project Manager/ Director

Where the client rejects the samples offered, the project manager will obtain the reasons for the rejection and, dependent on the type of project and the client involved, advise the appropriate director accordingly.

The director will then advise on the action to be taken.

2.10 Review Sample Project Manager

The comments of the client are then taken into account and the sample modified, or a new sample sourced and re-submitted.

Once this step is complete, move to 2.7 Submit Samples



2.11 Proceed with Procurement (Process 7) Project Manager

2.11.3 SUBPROCESS


This process describes the procedure for purchasing and monitoring the approved suppliers list. This list contains key information for each of the acceptable suppliers.

However, due to the very high level of service offered by the company, it is essential that very strong and effective working relationships are establish and maintained with its suppliers. This is imperative for the future stability of the company and to ensure that commitments given to clients are equalled by the commitment demanded of the company's suppliers.

This close working relationship with suppliers is enhanced by the company's reputation for prompt payment.

Without this working relationship and commitment from its suppliers, the company would be unable to provide the high level of service which is part of the company's philosophy.

2.12 Finish



Appendix A - Performers Project Manager

2.1 Is Approval Process Required? 2.2 Is Technical Data Required? 2.3 Submit Technical Data &/or Drawings 2.4 Is Data/Drawing Approved? 2.5 Advise Director of Implication 2.6 Are Samples Required? 2.7 Submit Samples 2.8 Are Samples Approved? 2.10 Review Sample 2.11 Proceed with Procurement (Process 7)

Project Manager/Director

2.9 Advise Director of Implications No Performer





Start chart

0

Establish Start & Completion Date

1

Is There a Main

Contractor Programme?

2

Review Main Contractor Programme

3

Establish Availability of Materials

4

Establish Resources Required

5

Is Approval Process

Required?

6

Approval Process (Process 5)

7

Final Resources Review

8

Issue Programme

9

Finish

10

Yes

No

Yes

No



1.0 Process Summary This procedure outlines the planning required to meet the company's contractual obligations.

2.0 Start chart 2.1 Establish Start & Completion Date

Project Manager The project manager will review the project and note the start and completion dates or, if this information is not available, the project manager will establish these dates from the appropriate authority. Appropriate authorities might typically include:

• Client • Main contractor

• Quantity surveyor • Principle Designer

The agreed start and completion dates will be listed in the contract documents. If the project manager is in any doubt about the validity of the dates provided, they will request written confirmation from the relevant authority.

2.2 Is There a Main Contractor Programme? Project Manager

Every endeavour must be made to ensure the company's programme of work, is within the constraints of the main contractor's or project programme.

All options will be explored to try to meet the requirements of the main contractors programme and only as a last resort will the company notify the main contractor that they are unable to meet their criteria.

If No, go to 2.4 Establish Availability of Materials If Yes, go to 2.3 Review Main Contractor Programme

2.3 Review Main Contractor Programme Project Manager

At this stage the project manager will look at the key dates within the main contractors programme to determine a number of factors, which might typically include:

• Power On • First fix • Second fix

• Installation of luminaries • Installation of grilles and diffusers • Testing and commissioning

However, these factors are not always evident, but are recognised by the activities of the preceding and following trades. This might include:

• Dry lining • Plastering

• Installation of false flooring • Installation of suspended ceilings

These activities will then dictate the procurement programme and the critical path for procurement of each item of equipment required.

2.4 Establish Availability of Materials Project Manager/Buyer

The planning and ordering of materials and equipment items is prioritised dependent on the lead time of each individual item. These lead times will also determine the period for the design, manufacture and approval, of the key elements of the project.

2.5 Establish Resources Required Project Manager

The various elements of the programme are then compared with the labour allowances quoted in the tender.

Having established the total duration of each activity, the project manager will allocate the appropriate resource necessary to meet the scheduled programme of tasks.

These activities are plotted on the company's 'Microsoft Project' computer programme. Each programme is given a title and number, based on the project name and PIP job number.



Whenever the programme is updated or revised, the revision status of the programme is updated by amending the document number, dependent on the type of project, with an affix letter or number. The activities for each programme will typically include the following details: • Resource number • Task name • Duration

• Start date • Finish date

2.6 Is Approval Process Required? Project Manager

Where necessary, programmes are submitted to the main contractor, client, or planning supervisor for approval.

Where the company's programme differs significantly from that of the main contractor, the areas of deviation are identified and investigated. Where it is necessary, the project manager will attempt to implement appropriate action to align the two programmes. This might involve:

• Proposal of alternative manufacturers or suppliers • Increased labour resources or out of hours working

The project manager will advise the main contractor or client of the implications and request an instruction accordingly.

If No, go to 2.8 Final Resources Review If Yes, go to 2.7 Approval Process (Process 5)

2.7 Approval Process (Process 5) Project Manager

2.7.3 Sub Process



2.8 Final Resources Review Project Manager

The project manager will then assess the final version of the company's programme, to ensure that any resource changes made, necessary to align the company's programme with that of the main contractors programme, do not adversely affect or impact on, any other element of the project.

If the programmes cannot be aligned for whatever reason, the project manager will enter into negotiation with the client or main contractor to reach an amicable agreement.

2.9 Issue Programme Project Manager

Once all the comments and/or amendments have been incorporated into the final version of the programme, the revision status is updated to the latest version and the programme issued as a working document. This will typically be issued to all interested parties including:

• Client • Contractor • Architects • Consultant engineers • Principle Designer

• Quantity surveyor • PIP supervisor • Specialist manufacturer • Sub contractors

2.10 Finish



Appendix A - Performers Project Manager

2.1 Establish Start & Completion Date 2.2 Is There a Main Contractor Programme? 2.3 Review Main Contractor Programme 2.5 Establish Resources Required 2.6 Is Approval Process Required? 2.7 Approval Process (Process 5) 2.8 Final Resources Review 2.9 Issue Programme


2.4 Establish Availability of Materials No Performer




Process 7 – Procurement

2

Start Chart

1) List of Approved Suppliers & Sub

Contractors

20) Client

Verification or Subcontractor

21) Finish

8) Purchasing

4) Raise Approved

Supplier Proposal Form

12) Non-conformance

17) Supplier & Sub

Contractor Performance

Review

19) Remove Supplier or Sub Contractor

from Approved List

A B

No

Yes

Chart Splits Between Supplier Approval &

Purchasing

9) Progress

10) Check of

Purchased Product

16) Supplier

Performance

15) Returns

Yes

No

14) Quality monitoring

13) Is quality monitoring required?

11) Are goods

acceptable?

Yes

No

3) Approval - Is the Supplier

Specified or a Specialist sole

Source Supplier

Yes

No

5) Director Approval Yes

No

6) Further action

18) Is Supplier & Sub Contractor Performance Acceptable?



1.0 Process Summary Reference to suppliers refers to both suppliers and sub-contractors. This process describes the procedure for purchasing and monitoring the approved suppliers list. This list contains key information for each of the acceptable suppliers. However, due to the very high level of service offered by the company, it is essential that very strong and effective working relationships are established and maintained with its suppliers. This is imperative for the future stability of the company and to ensure that commitments given to clients are equalled by the commitment demanded of the company's suppliers. This close working relationship with suppliers is enhanced by the company's reputation for prompt payment. Without this working relationship and commitment from it's suppliers, the company would be unable to provide the high level of service which is part of the company's philosophy.

2.0 Start chart

2.1 List of Approved Suppliers Directors/Project Managers/Buyers

The decision to purchase from which supplier will be a commercial decision managed in accordance with the list of approved suppliers & sub-contractors, but is usually based on the following criteria:

• Quality • Price • Lead time • Availability

• Previous performance • Technical ability • Safety, health and

environmental awareness The list of approved suppliers is retained on the Filemaker Software computer database.

2.2 Chart Splits Between Supplier Approval & Purchasing No Performer

The next figure for "A" is 2.8 Purchasing The next figure for "B" is 2.3 Approval - Is the Supplier Specified or a Specialist Sole Source Supplier?

2.3 Approval - Is the Supplier Specified or a Specialist only Source Supplier?

Project Managers/Buyers Where goods and services are only available from a specified or a specialist sole source supplier, the Project Manager will be responsible for authorising the supplier and advising the Buyer. The Project Manager will forward a copy of the relevant page of the specification showing the specified supplier or equipment. If this is not possible the Buyer will accept email confirmation. The Buyer will add the supplier to the Filemaker database identifying the specified supplier or sub-contractor by inserting an ‘S’ (Specified) in the QA approval field on the Filemaker database for that supplier.

If No, go to 2.4 Raise Approved Supplier Form If Yes, go to 2.17 Supplier Sub-Contractor Performance Review



2.4 Approval of New Suppliers Directors/Quality Manager/Project Managers/Buyers

New suppliers & sub-contractors are may be used initially on a probationary basis before being added to the list of approved suppliers. The quality, safety, health and environmental issues must be considered where sub-contractors and specialist manufacturers are to be assessed. Their approval is dependent on the results of a specific questionnaire to determine their ability to carry out the required tasks and their compliance to the company's quality, safety, health and environmental requirements.

Where the Project Manager wishes to add a non-specified supplier to the approved list he must raise an ‘Approved Supplier Proposal Form’, completing as much information as possible. At this a stage a Director may approve the supplier on probation. The Buyer will add the details to the list and insert ‘P’ (Probation) in the QA approval field on the Filemaker database for that supplier. The probationary period will be 24 months. If it is considered in the company’s interest to add the supplier or contractor to the approved list during the probationary period the Buyer may complete part 1 of the ‘Approved Supplier Proposal Form’ The person having the most knowledge of the supplier should complete part 2 of the form. This may be the Buyer, if not, the Buyer should pass the form to the appropriate Project Manager. On completion of parts 1 and 2, the form will then be forwarded to the Quality Manager. The Quality Manager will assess the quality performance of the supplier and complete part 3 of the form for submission at the next management review meeting.

2.5 Director Approval? Directors/Quality Manager/Buyers

Depending on the type of goods and services and the likelihood of a repeat purchase, the Directors will decide if the supplier should be added to the list of approved suppliers at the management review meeting. The management team will take a view on the supplier, based on the information on the ‘Approved Supplier Proposal Form’ and the criteria detailed in 2.1. The Buyer will be notified of the decision by the Quality Manager and, if approved, will add the supplier to the approved list on receipt of the ‘Approved Supplier Proposal Form’ approved by a Director. The Buyer will identify the approved supplier status by inserting ‘ISO’ in the QA approval field on the Filemaker database for that supplier. Details of the new approved suppliers will be circulated to the Project Managers and estimators by the buying department. If No, go to 2.6 Further Action If Yes, go to 2.17 Supplier Sub-Contractor Performance Review

2.6 Further Action Manager/Buyers

Where a Director decides the supplier should not be added to the list of approved suppliers and the proposed supplier is already on the Filemaker database as Specified or Probation status the details shall be removed. The supplier shall not be proposed again for a period of at least 24 months.

2.8 Purchasing Director/Project Managers/Buyers

Where the person making a purchase has any concerns about a particular supplier, they may seek guidance/approval from one of the Directors before proceeding with the purchase.



Purchasing procedures will differ subject to the goods or services to be ordered.

1) Standard Items available from wholesalers or manufacturers. The Buyer will place the order with an approved supplier obtaining the best possible prices taking into consideration availability, location and service.

2) Specified non-standard items.

a) The Project Manager will liaise with the appropriate supplier(s) direct, and will determine the product to be provided, the cost and delivery of the necessary items.

b) The Project Manager will initiate the order by completing a ‘New engineers requisition’ form, using Filemaker Software.

c) The Buyer will place the order with the specified supplier. d) The Buyers may use their knowledge and experience to negotiate improved prices with

the nominated supplier without alteration to the item(s) specification.

3) Sub-contract work – All sub-contract work, which may also include the supply of materials, plant and/or equipment for the contract. Sub-contract work might typically include: BMS Controls, Cable pulling, Ductwork, Fire alarms, Insulation, Lightning protection, Security, CCTV and Sprinklers.

a) The Project Manager will initiate an order by completing a ‘New engineers requisition’ form, using Filemaker Software.

b) The Project Manager will save copy of the sub-contractor order to the project folder in ‘Section 9/ Contractor orders & Variation orders’ folder.

c) Once in possession of the order number the Project Manager will complete a ‘Short Form of Sub-Contract’ document, PIP form no. 029. Where it is necessary to raise a variation to the ‘Short Form of Sub-Contract form no. 030 will be used.

d) When the value of the contract, or any variation thereafter, exceeds that determined by the Directors the ‘Short Form of Sub-Contract’ document must be signed and authorised by a Director.

e) Where it is necessary to raise an additional order on a sub-contractor, which exceeds the authorisation value of a variation, this will also require the authorisation of a Director.

f) The Project Manager will progress the work until its completion and present a completed time sheet to a Director for authorisation of payment.

g) The Director will verify the ‘Sub-Contract Payment’ form against the sub-contractor order saved to section 9 of the specific project folder and authorise payment if satisfied.

When completing the ‘New engineers requisition’ form the Project Manager will include the following information; the Project Managers name, job number, quantity and description of item(s) and delivery date(s) required. In addition when ordering non-standard items a copy of the quotation and contact details will be forwarded to the Buyers. Where manufacturers literature is required for insertion in the O&M manual the Project Manager must tick appropriate box on the ‘New engineers requisition’ The ‘New engineers requisition’ form is then forwarded, electronically, to the buying department to arrange the purchase(s) with the supplier. At this stage, for standard items, the Buyer will determine and allocate the supplier. The buying department will not place orders without a confirmed delivery date from the supplier. Once initiated by the Buyer, purchase orders are created automatically, by the Filemaker Software, for each supplier necessary to comply with the requisition. The Buyers will refer material requisitions specifying non-approved suppliers back to the Project Manager without processing, unless, they are satisfied that the supplier has been specified by the client/contract or specific Directors approval has been given.



Where a client specifies a single source supplier designated as ‘Do not use’ the Project Manager will advise the Client/Main Contractor/Consultant in writing stating that: ‘The specified supplier is not approved by PIP Electrics Limited and although we will endeavour to meet your requirements we cannot be held responsible for their quality standards or programme’ and offer an alternative supplier. Should the client choose to ignore the advice and proceed with their specified supplier the status on the PIP Approved Suppliers List will remain N/A = Non-Approved. Orders may be placed by telephone, fax, post or electronically. Copies of the purchase orders are printed for suppliers requiring faxed or posted orders. Purchases can be authorised by the buying department personnel, the fleet manager, health & safety manager, quality manager or one of the Directors. Admin personnel are able to authorise office consumables. Copies of the material requisitions are printed for:

• Buyers - to check against invoices. • Admin Assistant - to initiate technical information for O&M manuals • Project Manager - where copies are requested for the project file.

Each purchase order will typically contain:

• Purchase order number • Date of order • Description of goods • Quantity of goods • Supplier • Price • Delivery date • Authorisation

2.9 Progress

Project Managers/Buyers Unless specified to the contrary standard items would normally be delivered next day. Where this is not achievable the Buyer must make the Project Manager aware of the potential delay. For contract purchases with extended delivery dates, the buying department will maintain a diary for the purpose of progressing the delivery. The Buyer will confirm with the supplier receipt of order and obtain a contact within the organisation to track the progress of that order. The Buyers will, using their experience, make contact with the supplier at intervals necessary to ensure that the required order delivery date is complied with. If the Buyer is concerned that the required delivery date will not be achieved the Project Manager or Director must be informed, in adequate time, to attempt to rectify any failure or shortfall by the supplier.

2.10 Check of Purchased Product Supervisor/Buyer

On receipt of the goods, the site supervisor or an appointed person will check the delivery note against the copy of material requisition for quality, quantity and damage. However, where large quantities are involved only a sample check will be made of the goods delivered. Although all deliveries are checked for quality, quantity and damage because of the volume of requisitions and purchase orders generated, it is not economically viable for the company to demonstrate checking of purchased products for all items. Due to the excellent relationship the company has with its suppliers and the need for a speedy resolution of delivery issues, correspondence relating to deliveries is not always available or evident.



2.11 Are the Goods Acceptable?

Supervisor/Buyer Once deliveries or services are confirmed as correct, both the copy material requisition and the delivery notes will be discarded. If the goods are not acceptable then a non-conformance will be raised, this may be verbal or written. Defective goods must be labelled and placed in a quarantine area on site whilst arrangements are made to repair, replace or dispose of these items. If No, go to 2.12 Non-conformance If Yes, go to 2.16 Supplier Performance

2.12 Non-Conformance

Directors/Quality Manager/Project Managers/Buyers

Where goods are either not delivered or delivered and found to be incorrect, incomplete or not of the required quality, the project manager, supervisor or operative on site will liaise with the Buyers to follow up the discrepancy with the appropriate supplier.

Details of the non-conformance report are to be entered onto the purchasing diary with the reference ‘NC/Project Number/Order Number/supplier’ in the subject line. Details of the non-conformance and subsequent events will be recorded by the buyer on the diary until closed out. On rectification of the non-conformance the entry will be endorsed 'Closed Out'.

At six monthly intervals the Quality Manager will download a report of the non-conformances and review these with the Director at the management review to identify any trends occurring and actions to be taken.

Written non-conformance reports will be raised where one or more of the following apply:

a) The item or goods are of high value. b) The item or goods are considered a safety or health hazard by nature of non-

compliance. c) The consequences of the non-conformance have or may lead to significant losses. d) There have been persistent problems with particular supplier.

As projects managers may not be aware of other non-conformances the Buyers may request a written non-conformance report to be raised where there is a known history of problems with a particular supplier.

The Project Manager will raise a written non-conformance report by completing the top section of the form and forwarding it by email to the Buyer who will register and evaluate the report. If the Buyer considers that further action is necessary he will complete the next section of the form and either deal with the issue or pass this on to the appropriate person for further action.

Copies of non-conformance reports will be reviewed at the management meeting.

Details of actions taken will be recorded on the form until the issue has been resolved. The Buyer will retain the completed form for a period of at least 12 months.



2.13 Is quality monitoring required? Directors/Quality Manager/Project Managers/Buyers

The Directors, Quality Manager, Project Managers or Buyers may request quality monitoring of specified suppliers due to poor quality products or persistent non-conformance issues. If No, go to 2.11 Returns If Yes, go to 2.10 Quality Monitoring

2.14 Quality Monitoring Quality Manager/Buyers

Quality monitoring may be carried out via the telephone, email, Internet or visits to the supplier’s premises. Monitoring may involve the investigation of quality systems, procedures, inspection and testing, packing and despatch issues etc. The results of the investigation will be recorded on the non-conformance report or supplier quality audit report and will be used to assess supplier performance. Copies of the reports will be reviewed at the management meeting.

2.15 Returns Project Managers/Buyers

Where faulty, damaged or surplus goods are not dealt with on site the Project Manager may request that goods be returned to Fenton House by submitting a detailed list of the goods to the Buyer. The goods may need to be returned to the supplier for replacement, repair or credit or may be placed into stock. On receipt of the list the Buyer will use his experience to determine the action to be taken, if necessary consulting with a Director. The actions may be as follows:

• Collect from site and return to Fenton House • Collect from site for disposal at a licensed waste site • Arrange collection by the supplier/manufacturer

Where goods are returned to Fenton House they may be placed in quarantine (faulty), held pending collection by the supplier or placed in stock for future use. Where appropriate, the Buyer will arrange a credit to the job number.

2.16 Supplier Performance

Directors/Project Managers/Buyers Supplier performance will be considered unsatisfactory if deliveries are consistently

• Late • Not of the correct quality • Not of correct quantity • Incorrect • Damaged

Because supplier performance is so essential to the success of the company, any supplier problems are always highlighted within the management structure for early settlement.

2.17 Supplier & Sub Contractor Performance Review Directors/Project Managers/Buyers

The suppliers and sub-contractors performance is reviewed at least six monthly and as part of the management review, during which the management team will take a commercial decision based on the information available on whether to add or remove suppliers and/or sub-contractors.



2.18 Is Supplier & Sub Contractor Performance Acceptable? Directors/Project Managers/Buyers

A supplier or sub-contractor will be considered for removal from the list of approved suppliers if their performance has deteriorated or the probationary period has expired. However, it should be realised that this again will be a commercial decision based on a number of different criteria, which might include:

• Non-conformance reports • The volume of business conducted • The importance of the goods or services in the organisations operation • The availability of alternative suppliers

If No, go to 2.19 Remove Supplier or Sub Contractor From Approved List If Yes, go to 2.20 Client Verification of Subcontractor

2.19 Remove Supplier or Sub Contractor From Approved List Directors/Quality Manager

Where a supplier ‘s probationary period has expired the Buyer will erase the company’s record from the list of approved supplier. The probationary period is deemed to have expired 24 months after entry onto the system where the ISO status of the supplier remains ‘S’ or ‘P’. Where a supplier or sub-contractor's performance is deemed unsatisfactory that company will be removed from the list of approved suppliers, however the records will be retained on the system as a supplier not to be used. Removal from the Approved List will be decided by the Directors at the management review meeting following a review of the criteria above and the non-compliance list compiled by the Quality Manager. There may be occasions when it is necessary to remove a supplier promptly from the list and this may be authorised by a Director and the information circulated by email. The Buyer will be notified of the decision by the Director or Quality Manager and will insert ‘N/A’ (Non-approved) in the QA approval field and ‘Account on Hold’ on the Filemaker database for that supplier. Details of the decision to remove the supplier will be circulated to the Project Managers and estimators by the buying department. Should a situation arise where the removal of a supplier or sub-contractor jeopardises a current project the Project Manager will consult with a Director for advice. Once this step is complete, move to 2.1 List of Approved Suppliers & Sub Contractors

2.20 Client Verification of Subcontractor Directors/Project Managers

It may be necessary for the client to ask for verification of the company's processes and procedures. Where this is requested, the company will make available any formulated procedures with supporting evidence where commercially possible.

2.13 Finish



Appendix A - Performers

Directors/Project Managers/Buyers

2.1 List of Approved Suppliers & Sub Contractors

2.8 Purchasing

2.16 Supplier Performance

2.17 Supplier & Sub Contractor Performance Review

2.18 Is Supplier & Sub Contractor Performance Acceptable?


2.3 Approval - Is the Supplier Specified or a Specialist Sole Source Supplier

2.6 Further Action

2.9 Progress

2.15 Returns

Directors/Quality Manager/Project Managers/Buyers

2.4 Approval of New Suppliers & Sub Contractors

2.12 Non-Conformance

2.13 Is quality monitoring required

Quality Manager/Buyers

2.14 Quality Monitoring

2.19 Remove Supplier or Sub Contractor From Approved List

Directors/Quality Manager//Buyers

2.5 Director Approval

Supervisor/Buyer

2.10 Check of Purchased Product

2.11 Are goods acceptable?

Directors/Project Managers

2.20 Client Verification of Subcontractor

No Performer

2.0 Start Chart

2.21 Finish




Start Chart

1) Allocate

Labour/Supervisor

3) Review Working

Drawings/Specification

4) Establishment &

Setting Out

5)

Commence Work

6)

Monitoring

8)

Investigate Variation

10) Instigate Change &

Order Materials

11)

Complete Physical Work

12)

Test

13) Prepare Record Documentation

14)

Client Demonstration

15)

Handover to Client

16) Finish

7) Are Variations Involved?

9) Is Variation

Authorised?

Yes

No

No

Yes

2) Health & Safety

Project Documents



1.0 Process Summary This procedure describes the process for on-site construction, from labour allocation through to client handover.

2.0 Start chart 2.1 Allocate Labour/Supervisor

Contracts Dir/Managing Dir/Project Dir Having commenced the planning and procurement of the project, the appropriate director will then allocate the labour to carry out the work and identify the supervisor.

The appropriate director will review the detailed labour breakdown with the project manager/engineer, to agree cost and operative allocation. This is to ensure that the most suitable, capable and cost effective personnel are assigned to the appropriate job.

The labour cost will be agreed by a director prior to commencement and will be saved to section 7 of the project file into the appropriate folder/s on the ‘P’ drive for approval.

The appropriate director will periodically update the labour spreadsheet on the excel computer database. This will typically include:• Name • Grade

• Job name • Engineers initials

• Start date • Completion date

At the same time, the project manager/engineer will instigate the delivery of all necessary plant and equipment to site, in accordance with the company's plant and equipment process. See Process 10.

2.2 Health & Safety Documents Project Manager/QSHE Manager

The Project Manager will initiate health and safety documents as required in accordance with the contract and the role of the Company as specified in the Construction (Design and Management) Regulations (CDM). i.e. Designer, CDM Co-ordinator, Principal Contractor etc.

Refer to PIP ‘Safety, Health and Environmental Policy Document’ for details of documents required for CDM roles of Designer, CDM Co-ordinator, Principle Contractor and Contractor.

Where minor works are carried out a Small Works Construction Health and Safety Plan with appropriate risk assessments and a method statements will be produced.

The contents of the risk assessments and method statements must be communicated to the operatives before work is commenced. A Record of Communication, PIP form no. 220 will be signed by the relevant parties to confirm that they have understood the health and safety issues and agree to comply with the method statement.

Template documents and forms will be produced and maintained by the Health and Safety Manager for use by the Project Managers.

The Health and Safety Manager will assist the Project Manager in the preparation of the Construction Health and Safety Plan as necessary.

2.3 Review Working Drawings/Specification Project Manager

The project manager will then go through the working drawings and specification with the supervisor to make sure that they are fully aware of the company's contractual obligations and to highlight and clarify any areas of ambiguity.

At the same time, the project manager and supervisor will also review:

• The programme • Key delivery dates • Testing requirements

• Working practices to the Company's Standard Specification

• Authority levels



2.4 Establishment & Setting Out Project Manager/Supervisor

The project manager/supervisor will then arrive on site and confirm the previously agreed welfare facilities and material storage areas, in readiness for the receipt of materials. The supervisor will then arrange to start the setting-out from pre-determined datums.

2.5 Commence Work Project Manager/Supervisor

On confirmation of the on-site facilities and completion of the setting out, the project manager/supervisor will confirm delivery of the required materials before arranging commencement of the on-site work.

All on site activities will be managed by the supervisor and completed with the training, skill and experience of the operatives, giving due regard to any reasonable client specific requirements, for instance client security or health and safety requirements.

Thereafter, the operatives will complete the installation in accordance with the specification of works and any drawings or diagrams.

2.6 Monitoring Project Manager/Supervisor/Quality Inspector

A ‘Site Inspection Log’ (SIL) will be raised on completion and submission of the ‘Project Outline Data’ sheet by the project manager.

At regular intervals during the course of the project, dependent on the complexity of the work involved, the project team (project manager, site manager, supervisor as applicable) and the quality inspector will inspect the installed works against the following criteria:

• Working drawings • Specification • Site instructions

• Working practice- Standard specification of site management and workmanship

The ‘Site Inspection Guidance’ will be used as a reference for the inspections as work progresses, from setting out through to completion.

Details of all inspections will be recorded by the project manager, site manager, supervisor or quality inspector on the ‘Inspection Record’ within the SIL.

Where non-compliances are found details will be recorded on the ‘Defect Schedule’ within the SIL. Rectification of the non-compliance will be signed off and dated on completion.

Where applicable positive comments on the standards achieved should be entered on Site Inspection Log.

A director may also carry out spot inspections to satisfy themselves that the job is progressing satisfactorily and to the acceptable standard.

The project manager will complete the appropriate ‘Progress Report’ according to the size of the project. The ‘Progress Report’ will be updated during the course of the project and presented at both internal and external project progress meetings. Internal progress meetings will be held at regular intervals with the directors and the project managers to ensure each project is completed satisfactorily. However, these meetings are informal and therefore not documented.

2.7 Are Variations Involved? Project Manager/Supervisor

During the course of a project, the installation may be subject to formal or informal variations. This could be due to co-ordination with other trades, or revisions generated by the architects or consultant engineers.

Where these occur, it will be necessary to carry out an investigation of the proposed changes and assess the likely impact on the programme and costs. Details of these changes are retained in the contracts file.

If No, go to 2.11 Complete Physical Work If Yes, go to 2.8 Investigate Variation



2.8 Investigate Variation Project Manager

Where the supervisor identifies, or is made aware of a variation, they will in the first instance investigate the issue to establish the validity of the variation.

The supervisor will then advise the project manager of the variation, who will in turn instigate appropriate action. This action might typically include: • Issue of an RFI (Request for Information) • Advise cost & programme implications (where applicable) • Completion of a day work sheet • Request site instruction authority to proceed with change

In the event of a dispute, the appropriate director will instruct the best course of action.

2.9 Is Variation Authorised? Project Manager

If No, go to 2.8 Investigate Variation If Yes, go to 2.10 Instigate Change & Order Materials

2.10 Instigate Change & Order Materials Project Manager

Once the variation has been authorised, the necessary materials are ordered subject to the approvals process by the project manager, by either telephoning the office or through the completion of a material requisition.

At the same time, it may be necessary to revise working drawings to comply with the changes. See design process for details of drawing changes.

Variations to labour cost will be saved to section 7 of the project file into the appropriate folder/s on the ‘P’ drive using the variation sheets and cross referenced to the instruction received; if there is no instruction directors authorisation will required before this is added to the price.

Agreed changes/variation details are then issued to site for action.

2.11 Complete Physical Work Supervisor/Operatives

The work is then completed with the training skill and experience of the on site Operatives in accordance with the drawings and specification.

2.12 Test Qualifying Manager/Project Manager/Operatives

Electrical

As the work progresses, the project manager will instigate the testing procedure at the appropriate time in accordance with BS 7671 part 7.

After the Project Manager has raised the job number, and at the earliest opportunity, the Qualifying Manager will establish from the scope of works, the correct NICEIC (national inspection council for electrical installation contracting) test certificate for the work being carried out, for example Completion Certificate, Emergency Lighting and/or Fire Alarm.

Where an electrical installation completion certificate is required, the project manager will enter all the known details onto a draft certificate. These might typically include: • Details of client • Details of installation • Design • Construction • Inspection & testing

• Supply characteristics and earthing arrangements

• Particulars of installation at origin • Schedule of items inspected • Schedule of circuit of installation • Schedule of test results of installation

These details are then forwarded to the Qualifying Manager in preparation for testing.

Prior to the commencement of testing, the client or their representative will be notified that testing is due to commence and are invited to witness any element of the testing as it is carried out or the whole test process.



Repeat witness tests are sometimes requested by the client or contract. However, unless these are random spot checks of previously completed certificates, these are considered impractical from a programming point of view and are therefore discouraged wherever possible.

At this stage any defects noted by the client or their agent will be recorded on a defects list and actioned accordingly.

Testing is carried out in accordance with BS 7671 by suitably trained personnel and verified by the project manager and ultimately the qualifying supervisor.

The test results are recorded on the NICEIC certificate. See Appendix C - Procedure for testing and issuing of electrical test certificates.

In addition the project manager will arrange for external commissioning engineers to carry out commissioning and demonstration of particular items of equipment and or plant.

Mechanical (PIP Building Services only) Project Manager/Operatives

As the work progresses, the project manager will instigate the testing of the works in sections or as whole dependant on the requirements of the specification and/or drawings.

All testing will be carried out in compliance with the specification, or in the absence of a specification, in compliance with the BSRIA or HVCA guides.

Prior to the commencement of testing, the client or their representative will be notified that testing is due to commence and are invited to witness any element of the testing as it is carried out or the whole test process.

All pipe pressure testing is to be recorded on PIPBS Standard Test Certificates and issued as required. These might typically include: • Details of contractor • Details of installation • Details of part tested • Working pressure

• Test pressure • Duration • Name of tester • Test results of installation

At this stage any defects noted will be actioned accordingly.

Where necessary a commissioning programme will be provided to show all elements of commissioning systems, equipment and plant, especially where different companies are used in bringing commissioning to a conclusion ready for witnessing the project handover.

As the project nears completion the commissioning of the systems is to be organised and carried out in compliance with the specification, or in the absence of a specification, in compliance with the BSRIA or HVCA guides.

Where possible witnessing will be carried out in stages to allow the closing and handover of the sections on a phased basis.

Where necessary the project manager will arrange for external commissioning engineers to carry out commissioning and demonstration. 2.13 Prepare Record Documentation

Project Managers/Admin Assistant During the course of the project, the project manager will instigate the preparation of the O&M (operating & maintenance) manual.

Where the project manager has requested technical information by ticking the box on the material requisition the administration assistant will obtain the information in an electronic format using the following sources:

• Supplier/Manufacturer CD’s • Internet

• Direct from the manufacturer by email • Technical Library



The information will be placed in the job file into the appropriate folder/s on the ‘P’ drive to be used to collate the O&M Manual that would typically include:

• Record drawings • Manufacturers literature • Description of works • Test data

• Routine maintenance procedures • Health & Safety statement • Commissioning certificates (where

applicable) Under no circumstances are photocopies of manufacturers catalogues to be used in the manuals.

2.14 Client Demonstration Project Manager/Supervisor

In some instances, it may be necessary to arrange for a client demonstration of the various systems and their component parts. This might typically include: • Fire alarms • Security systems • CCTV • Disabled alarm

• UPS systems • Generator • Integrated system • Heating/cooling systems • BMS Systems

2.15 Handover to Client Project Manager

On completion of all tests and the rectification of all items noted on the defects list, the project is offered to the client for acceptance. At this point a 'practical completion certificate' may be issued by the client or their agent, to confirm acceptance of the work as complete.

Evidence of the client's acceptance is confirmed by obtaining a copy of the certificate or by notice in writing from the client. This is then filed in the project file.

2.16 Finish



Appendix A - Performers Contracts Dir/Managing Dir/Project Dir

2.1 Allocate Labour/Supervisor Project Manager/QSHE Manager

2.2 Health & Safety Project Outline Project Manager

2.3 Review Working Drawings/Specification 2.8 Investigate Variation 2.9 Is Variation Authorised? 2.10 Instigate Change & Order Materials 2.15 Handover To Client

Project Manager/Admin Assistant 2.13 Prepare Record Documentation

Project Manager/Supervisor

2.4 Establishment & Setting Out 2.5 Commence Work 2.7 Are Variations Involved? 2.14 Client Demonstration

Project Manager/Supervisor/Quality Inspector 2.6 Monitoring

Supervisor/Operatives

2.11 Complete Physical Work Qualifying Manager/Project Manager/Operatives

2.12 Test No Performer




Process 9 – Service & Maintenance

Start Chart

1) Receipt of Enquiry

4) Prepare Quote

Where Required (Process 2 Enquiries)

5) Raise Job Number &

Enter Details on Service Pro &

Exchequer

8) Procurement

Process (Process 7)

6) Create Job File & Issue to Operative

10) Testing (Where

Required)

9) Operative

Completes on Site Work

12) Invoicing

11) Time & Job Sheet

Completion

13) Finish

2) Is Enquiry Internal?

7) Are Materials or Sub

Contracted Works Needed

Yes

No

Yes

No

3) Allocate Operative



1.0 Process Summary

The primary function of the service and maintenance department is a supporting role for the major core business. Responsibilities include rectifying defects, carrying out small projects, variation works and dealing with emergency call outs. The company also has 'term maintenance contracts' with established clients, providing electrical maintenance and emergency standby facilities.

2.0 Start chart

2.1 Receipt of Enquiry Service Dept Manager

Enquiries for service and maintenance work are received from either internal major works, for defects or small variations, or from known clients. These are received into the office via several routes, which might include:

• Phone • Fax • Letters • E-mail

For external clients, the company currently offer both one-off services or maintenance contracts or the facility for 'term maintenance agreements'. These involve predetermined regular site visits either weekly, monthly or quarterly, to maintain electrical services on site. This maintenance facility includes:

• Lamp replacement • Fire alarm emergency tests • Emergency lighting • General power • UPS power/generating • Site management

Also included in this service, is the replenishment of site stocks. Although the majority of enquiries are for standard service or maintenance work, the company are also able to deal with out of hour’s emergencies. A select number of clients have access to key P.I.P. staff who will deal with any problem or emergencies outside normal working hours. At this stage the person taking the details will gather the necessary information, sufficient to process the enquiry.

2.2 Is Enquiry Internal? Service Dept Manager

If No, go to 2.4 Prepare Quote Where Required (Process 2 Enquiries) If Yes, go to 2.3 Allocate Operative



2.3 Allocate Operative Service Dept Manager

In response to an internal enquiry, the service and maintenance department supervisor will firstly establish whether the job requires its own job number, or whether the work can be carried out using the existing major works job number. An operative is then allocated to the required work according to the urgency and complexity of the work involved. Once this step is complete, move to 2.9 Operative Completes on Site Work

2.4 Prepare Quote Where Required (Process 2 Enquiries) No Performer

Quotations for service work are dealt with in accordance with the process described in Process 2 Enquiries. 2.4.3 Sub Process Process 2 - Enquiries This process describes the procedure for dealing with enquiries within the company whether for the supply, installation or maintenance of electrical installations.

2.5 Raise Job Number & Enter Details on Service Pro & Exchequer Service Dept Manager/Admin

The details necessary to process a clients order are logged into the job book which will then generate a unique job number. The details logged will typically include:

• Job number • Date of instruction • Client • Site • Order number

At this stage, the job number is raised and the details are entered into the ‘New Job Entry Sheet’ and the 'servicepro' database. This will typically include:

• Call number • Customer name • Address • Customer code • Order placed by • Order number • Contract • Work required • Category • Priority • Operative allocated • Time required to carry out work • Date work required

If the enquiry is not from an existing client, invoicing details will also need to be taken at this time and entered onto the 'servicepro' database. Once the job details have been entered onto 'servicepro', the ‘New Job Entry Sheet’ is copied, one copy is filed in the job file and the other copy forwarded to the accounts credit control department who will enter the invoicing details onto the 'Exchequer' database, ready for invoicing the job once completed.



2.6 Create Job File & Issue to Operative Service Dept Manager/Admin

Once all the details have been entered onto the database, the admin assistant will create a job folder which is then filed with the current jobs. Any correspondence is also filed in the job file. On completion of the job file, the details of the job are forwarded to the allocated operative by either phone, post or in person. Where the operative is given instructions by post or in person, a job sheet is also included. However, in some cases, due to the urgency of the work, it may be necessary to issue the job to the operative at the same time as the details are entered onto the relevant database. Where minor works are carried out that are not covered by Construction, Design and Management Regulations, it is usually acceptable to produce the appropriate health and safety risk assessments and a method statement for issue to the operative and, on request, to the client or his representative. It may be necessary at this time to order materials or sub contracted specialist works.

2.7 Are Materials or Sub Contracted Works Needed? Service Dept Manager

If No, go to 2.9 Operative Completes on Site Work If Yes, go to 2.8 Procurement Process (Process 7)

2.8 Procurement Process (Process 7) Project Manager

2.8.3 Sub Process Process 7 - Procurement This process describes the procedure for purchasing and monitoring the approved suppliers list. This list contains key information for each of the acceptable suppliers. However, due to the very high level of service offered by the company, it is essential that very strong and effective working relationships are establish and maintained with its suppliers. This is imperative for the future stability of the company and to ensure that commitments given to clients are equalled by the commitment demanded of the company's suppliers. This close working relationship with suppliers is enhanced by the company's reputation for prompt payment. Without this working relationship and commitment from its suppliers, the company would be unable to provide the high level of service which is part of the company's philosophy.

2.9 Operative Completes on Site Work Operative

All on site activities will be managed by the service & maintenance supervisor and completed with the training, skill and experience of the operative or sub contractor giving due regard to any reasonable client specific requirements, for instance client security or health and safety requirements. Thereafter, the operative or sub contractor will complete all on site works in accordance with the specification of works and any plans. Once on site, should the operative require any sundry equipment, they will liaise with the office to arrange delivery of the required materials. The details of the order being recorded on the purchase order, which is then placed in the job file. The work is then completed in accordance with:



• The information provided • The goods delivered • The skill, knowledge & experience of the operative

2.10 Testing (Where Required)

Operative/Qualifying Manager As the work progresses, the project manager will instigate the testing procedure at the appropriate time in accordance with BS 7671 part 7. Prior to the commencement of testing, where the client or their representative requests to attend witness testing they will be notified that testing is due to commence and are invited to witness any element of the testing as it is carried out or the whole test process. At this stage any defects noted by the client or their agent will be recorded on a defects list and actioned accordingly. Testing is carried out in accordance with BS 7671 by suitably trained personnel and verified by the project manager and ultimately the qualifying manager. The test results are recorded on the NICEIC (national inspection council for electrical installation contracting) certificate. In addition, the project manager will arrange for external commissioning engineers to carry out commissioning and demonstration of particular items of equipment and or plant where applicable. Operatives within the service and maintenance department always carry original copies of minor works certificates, the serial numbers of which are recorded on the NICEIC office database, prior to issue. These are then completed by hand and returned to the office with the completed job and time sheets.

2.11 Time & Job Sheet Completion Operative

The operative will fill in a job sheet for every job completed, or weekly if the job duration covers more than one working week. The job sheet(s) are then returned to the office with the time sheets on a weekly basis. The job sheet will typically include:

• Date authorised • Client order • Job no. • Client • Invoice address • Site address • Contact details • Work executed • Materials used • Operative • Date of visit • Client signature • Man-hours

On receipt of the job and time sheets, the service and maintenance department supervisor will cross check the details to pick up any actions required by the office.



The time sheets are forwarded to payroll for processing and the job sheet filed in the job files. Where the job sheet indicates that the job is complete, a check is made by the administrator to ensure that all cost details have been received. Where costs are awaited, the department administrator will liaise with the procurement department, to define the outstanding costs. Once a week the service and maintenance department will go through the 'servicepro' database to update the status of all completed jobs from 'in progress' to 'completed awaiting costs'. This information is derived from the operative's job sheets where they have indicated the job is complete.

2.12 Invoicing Service Dept Manager/Admin

Once the completed time and job sheets are received into the office and all relevant information has been entered onto the database, the relevant database invoicing field is completed. At this stage, the administrator will develop an invoice outlining the services provided and the total costs, which is then forwarded to the accounts department for raising an invoice. Any relevant test certificates are forwarded to the client with the invoice or under a separate cover.

2.13 Finish



Appendix A - Performers Service Dept Manager

2.1 Receipt of Enquiry 2.2 Is Enquiry Internal? 2.3 Allocate Operative 2.7 Are Materials or Sub Contracted Works Needed?

Service Dept Manager/Admin

2.5 Raise Job Number & Enter Details on Service Pro & Exchequer 2.6 Create Job File & Issue to Operative 2.12 Invoicing

Operative

2.9 Operative Completes on Site Work 2.11 Time & Job Sheet Completion

Operative/Qualifying Manager

2.10 Testing (Where Required) Project Manager

2.8 Procurement Process (Process 7) No Performer

2.0 Start chart 2.4 Prepare Quote Where Required (Process 2 Enquiries) 2.13 Finish




Start chart

0

Workplace Facilities

1

Register of Portable Appliances

2

Calibrated Equipment

3

Perishable Equipment Checks/Replacement

4

Company Vehicles/Garaging

5

Materials Handling

6

Health & Safety

7

Finish

8



1.0 Process Summary This process describes the company's workplace facilities and how it manages plant and equipment handling, storage and packaging. This includes portable appliance testing, managing calibrated equipment (where applicable) vehicle records and health and safety requirements.

For plant hire move to 2.8 Purchasing > 3) Sub-contract work (Process 7)

2.0 Start chart 2.1 Workplace Facilities

Directors

The company operate out of purpose built accommodation which encompasses facilities for admin, project management, accounts and CAD offices and a small amount of storage.

Office accommodation provides the facilities necessary to prepare and plan projects in sufficient detail to meet client requirements. This includes facilities for:

• Communication systems (phone & email) • Design facilities (CAD systems etc) • Plant storage and identification

• Preparation of estimates • Project management • Stores control

Office accommodation is regulated for heat, light, welfare and provides ample space for operational staff.

Where project work is carried out in the open air suitable clothing will be made available to protect personnel from the weather conditions.

The company encourage employees to make suggestions about their working environment through the continuous improvement process, which is monitored as part of the management review process.

2.2 Register of Portable Appliances Buying Dept/ Service Dept Manager/Admin

Electrical PAT testing of tools, site equipment and kitchen appliances is conducted at least annually to ensure compliance with health and safety legislation. General office equipment will be tested at least every four years. The Company hold an up to date log of all portable equipment and electrical appliances on the ‘N’ drive. The Buying Department will maintain the register for site equipment. The Service & Maintenance department will maintain the register for office equipment. This typically includes:

• Chargers • Computer hardware • Kitchen equipment • Mains hand tools

• Photo copiers • Transformers • Vacuum Cleaners

The log will typically record:

• Item • Serial number (where applicable)

• Location of item • Test date

The log is used to identify equipment and its location and is also used should an item be lost or stolen.

2.3 Calibrated Equipment Buying Dept

Where calibration is required, it will be conducted in line with the manufacturer’s instructions to ensure the accuracy and consistency of measurement of all inspection and test equipment.

Other equipment may be used for indication purposes only. This type of equipment does not require calibration to national standards. However, in order to comply with the company's health and safety policy, this equipment will be regularly inspected to ensure it remains fit for purpose.



All calibrated equipment will be traceable to national standards and all certificates are held in the calibration file. The key equipment requiring calibration includes:

• Amp probes • Earth loop impedance testers • Megger / insulation tester • Portable appliance testers

• RCD testers • Wire scopes • Test pressure gauges

These items are sent away for calibration annually. Records of all equipment and their next calibration/inspection date are retained in the calibration equipment register on the server. The use of test equipment is traceable to individual projects.

ONLY instruments positively marked as CALIBRATED can be assumed to be such. All unmarked instruments can ONLY be used for indication purposes and will NOT be used for test purposes.

Where tools, meters and / or equipment are found to be out of calibration they will be withdrawn from use. Where it is established that an instrument reading is significantly wrong, arrangements will be made for the person or persons who used the instrument previously to verify test results by reversing the sequence of testing. When the results are verified as being correct, no further verification will be required.

2.4 Perishable Equipment Checks/Replacement Buying Dept

The nature of the business is not such that attention needs to be paid to preservation of items. However, various items of equipment are used on site and details of these are recorded in the plant records.

Equipment will be visually inspected on despatch, on receipt at site and on collection from site. The Buying Department will ensure that, where necessary the equipment is PAT tested and/or calibrated. Equipment should not be transferred between sites.

Equipment that needs to be inspected and where required, serviced in order to maintain our commitment to health and safety includes:

• Electrical tools and equipment • Cable cutters • Crimping equipment • Cable jacks • Harnesses

• Conduit vices • Stepladders & ladders • Lifting tackle & slings • Mobile towers & podiums

The movement of these items is controlled by the buying dept using the 'Equipment Record of Visual Inspection and Receipt' procedure and the ‘Plant’ database folder (‘N’ drive).

All operatives are responsible for the safe condition of their tools and equipment, and may be subject to random inspection at the discretion of the supervisor.

2.5 Company Vehicles/Garaging Office Manager

The company operate a number of company owned vehicles. All vehicle records are retained by the Fenton House Office Manager. Where applicable these files will typically contain:

• Insurance details • MOT certificate (where

applicable)

• Registration documentation • Service details/records

2.6 Materials Handling Buying Dept

Purchasing for stock is not encouraged; as such the company hold very little stock in the way of materials, equipment & components. As such all items are usually ordered in direct response to an order and are delivered directly to site.



2.7 Safety, Health and Environment QSHE Manager

The company operate a safety, health & environmental policy which aims to provide safe and healthy working conditions for people, plant and equipment, the environment and systems of working. This also includes safe storage, transport and the use of aids by employees and other persons who may be affected.

In discharging the company's safety, health & environmental responsibilities management pay due regard to all relevant acts, regulations, and Codes of Practice.

The company also operate safety rules and guidance including the use of protective equipment where applicable. The company are also keen to ensure the ergonomics of its facilities meet standard requirements.

Every effort is also made to ensure the company maintain high standards of hygiene, cleanliness and reduce levels of noise, vibration and pollution wherever possible.

To maintain the highest levels of safety, health & environmental standards, the company have a full time QSHE Manager and Health & Safety Manager. These roles involves the monitoring of all aspects of safety, health & environmental issues, including site conditions, plant and safe working practices, both within the company's premises and on site. This role also includes:

• Assisting the project managers with the production of health & safety plans and method statements where required

• Production and maintenance of generic COSHH risk assessments • Production and maintenance of generic risk assessments • Production, maintenance and issue of the PIP Safety, Health and Environmental

Policy Booklet

2.8 Finish




2.1 Workplace Facilities QSHE Manager / Health & Safety Manager

2.7 Health & Safety Office Manager

2.5 Company Vehicles/Garaging Buying Dept

2.3 Calibrated Equipment 2.4 Perishable Equipment Checks/Replacement 2.6 Materials Handling

Buying Dept/Service Dept Manager/Admin

2.2 Register of Portable Appliances

No Performer





Start chart

0

The Improvement Process

1

Process Splits Between Analysing Measures &

Complaints & Feedback

2

Monitor Customer Satisfaction

3

Monitor/Measure Standard of Service

Provided

4

Monitor Processes (Process 14)

5

Non-Conformance

6

Complaint Received

7

Suggested Improvement

8

Recording of Problems, Complaints &

Suggested Improvements

9

Investigate Complaint & Consider Suggestion

10

Implement Corrective Action (Where

Necessary)

11

Implement Preventive Action (Where

Applicable)

12

Collate Data for Management Review

(Process 12)

13

Can Current Practices Be

Changed or Improved?

14

Implement Improvements/Changes

15

Update Manual (Process 15)

16

Advise Originator or Complainant of

Outcome

17

Communicate Details of Changes to Appropriate

Staff

18

Finish

19

BA

No

Yes



1.0 Process Summary Measurement, analysis and improvement is about finding better and more effective ways of doing things. To manage this process the company have introduced two monitoring systems. Continuous improvement, to learn from problem areas and suggestions Customer satisfaction measures, to monitor, learn and introduce improvements. Essentially there are three categories of improvements or problems:

• Facilities and resources: These are concerned with what is done and who does it; that is, are the facilities and resource adequate. Are the buildings, equipment, materials and staff levels sufficient to do the job properly?




2.0 Start chart 2.1 The Improvement Process

All employees

In all organisations there are opportunities for learning, change and improvement. If a problem is identified it should be used as an opportunity for improvement.

The improvement process also involves gathering information from staff, customers, and management meetings to provide a complete picture of the service provided.

2.2 Process Splits between Analysing Measures & Complaints & Feedback No Performer

The next figure for "A" is 2.3 Monitor Customer Satisfaction The next figure for "B" is 2.6 Non-Conformance

2.3 Monitor Customer Satisfaction Directors

The company monitor customer satisfaction levels by a series of customer monitoring processes. These typically include:

• Meetings with existing clients • Letters of commendation • Customer surveys • Focus group results

• Media reports • Management reviews • Customer complaints

Customer satisfaction survey forms are to be sent out to clients at three monthly intervals for major projects and a sample of service and maintenance contracts. These will then be reviewed on receipt and the findings discussed as part of the management meetings.

All other aspects are also analysed in order to assist the company in it's assessment of the service provided. Where weaknesses are identified, these are investigated to establish the root cause and whether improvements can be implemented.

However, this may not always be possible or cost effective, but where there is scope for effective improvement measures, these are considered for implementation.

2.4 Monitor/Measure Standard of Service Provided Directors

Customer satisfaction, standard of performance measures and continuous improvement issues are all analysed in order to determine the level of service provided and the effectiveness of current practices. This analysis will allow the management team to focus on key areas for improvement.



Analysis and evaluation will usually take place as part of the management meeting. The system for evaluation will usually depend on the type and scale of problems found/identified and is therefore difficult to define. However, the following provides examples of how an analysis may be made:

• Client responses • In house process/procedures • Audits

The principle here is to look for any possible trends or malpractices.

Where issues are identified, the contracts/project director and/or QSHE Manager will investigate to establish the root cause of the problem or the effectiveness of the proposal if it is a suggestion.

Other issues monitored to evaluate the standard of service being provided include the company's objectives and targets outlined in the business plan.

2.5 Monitor Processes (Process 14) Directors

2.5.3 SUBPROCESS


All businesses are subject to change, as such it is critically important that an organisation continually evaluates and improves the ways in which it delivers its products and services

The audit process is designed to formally appraise the processes described in the manual, ensuring that they accurately reflect current practice and offering ideas for improvement, where appropriate. The process is therefore designed to review the following issues:

The effectiveness of the quality system • "Are we doing the right things?" - a check to ensure that the procedures are appropriate

for the job • The efficiency of the quality system • "Are we doing things right?" - a check against the manual, ensuring we say what we do

and do what we say

Once this step is complete, move to 2.13 Collate Data for Management Review (Process 12)

2.6 Non-Conformance All employees

Where a specific problem comes to light as a result of something going wrong, or a potential problem is identified, the individual concerned will consider whether immediate action needs to be taken.

In either case the individual identifying the problem will need to consider whether the problem needs further investigation. For guidance, any non-conformance that is likely to recur, have a substantial financial implication or reduce the quality of the installation will need to be reported to the QSHE Manager.

If the problem does not need further investigation, refer to item 2.11.

All employees are encouraged to investigate issues whenever they encounter work related problems or difficulties or problems/ difficulties that they know others have experienced.

2.7 Complaint Received All employees

Where the issue has been identified as a genuine complaint, it will be investigated and any appropriate action noted.

The MD and/or the contracts/project director will ensure that complaints are properly and effectively addressed taking appropriate corrective and preventive action as necessary and monitoring any trends during the course of the management meeting.



2.8 Suggested Improvement All Employees

All staff are encouraged to submit comments and/or suggestions about a process or production issue that they consider could be improved.

These suggestions are raised through any of the company's normal communications methods i.e. review meetings or via sealed 'suggestion envelopes' which can be anonymous if required.

Where these are received, the MD and/or contracts/Project director will investigate where necessary to identify any areas of potential improvement.

It is company policy to provide financial incentive to any suggestions that improves the company processes or efficiency.

2.9 Recording of Problems, Complaints & Suggested Improvements All employees

Genuine problems, complaints and suggested improvements, whether received in writing or verbally, are recorded by the QSHE Manager. The QSHE Manager will then allocate the issue with a unique number and assess the severity and urgency of each issue in consultation with the project manager and if applicable the appropriate director.

Genuine issues and associated suggested improvements are then presented to the management meeting for discussion where necessary.

2.10 Investigate Complaint & Consider Suggestion QSHE Manager/Contracts/Project Director

Where complaints, problems or suggested improvements are submitted to management, these will be considered by the MD and/or contracts/project director in consultation with the appropriate manager(s) and /or individual if necessary.

The following provides a brief list of issues that might be discussed:

Written customer complaints • Suggestions and problems raised by staff or the customer • Incidents where the customer has made it difficult to meet their requirements • Incidents where suppliers have made it difficult to meet the customers requirements • Problems with goods and services

These issues are used to: • Identify preventive action • Share knowledge & experience to ensure valuable lessons are learnt • Propose new ideas and make suggestions

Issues will then be examined to establish whether there is a root cause to the issue and endeavour to find a cost effective solution.

Improvement suggestions will also be considered by the management team to identify any areas of potential improvement and/or the wider implications of any suggestions.

From this consultation, management will determine the best possible course of action and agree any changes to processes or procedures and the details will be communicated to all appropriate staff members as necessary.

It should be remembered that these are just examples; the objective of this procedure is to learn and improve.

Where a problem, complaint or suggestion is identified it is discussed as part of the management meeting, with any appropriate corrective and/or preventive being recorded in the minutes.

2.11 Implement Corrective Action (Where Necessary) All employees

Where solutions are identified, all staff are encouraged to take corrective action immediately. Where it is not possible to take corrective action immediately the individual will refer the issue to the QSHE Manager and/or appropriate director.



2.12 Implement Preventive Action (Where Applicable) QSHE Manager/Contracts/project Director/All employees

Once a decision has been made to change any process, to improve current practices, this will be implemented at the earliest and most convenient time.

However, in some instances it may not be possible to implement any preventive action, for instance if the problem is random. The issue may therefore be considered as complete with no preventive action having been taken.

Should the suggested preventive action NOT be taken up, the QSHE Manager or appropriate director will explain to the person who raised the issue originally, why alternative action was taken and what that action was.

2.13 Collate Data for Management Review (Process 12) QSHE Manager/Contracts/project Director

2.13.3 SUBPROCESS


Communications are an essential part of the company's processes and provide the mechanism for ensuring that everyone within the organisation is aware of the company's goals and objectives. As such, this aspect is critical to the success of the company in achieving its stated aims and forms an integral part of its operating procedures.

Specific forms of communication are outlined elsewhere in this process however; the actual method used will depend on the urgency and scope of the information needing to be communicated.

Management meetings are held every quarter to monitor the performance of the company against a number of criteria and to suggest improvements and highlight deficiencies in the workings of the company.

As such it represents the cornerstone of the management system and the continuous improvement processes which take place on three levels:

• The recording of ideas for improvement and problems that can occur • Process development, a formal review of the system designed to ensure that it is

effective and efficient • To review the company's systems, bringing together all the data, information and staff

as appropriate.

2.14 Can Current Practices Be Changed or Improved? QSHE Manager/Contracts/project Director

As a result of this process there may be a requirement to change existing practices, to prevent further recurrences where a problem has been encountered, or to improve existing processes where a suggestion has been forwarded.

If No, go to 2.17 Advise Originator or Complainant of Outcome If Yes, go to 2.15 Implement Improvements/Changes

2.15 Implement Improvements/Changes QSHE Manager/Contracts/project Director

Once these or any other changes are agreed and included in the manual, the amended processes should be explained to all members of relevant staff.



2.16 Update Manual (Process 15) QSHE Manager/Contracts/project Director

If it is decided to change existing practices the manual should then be amended in line with the proposed changes and the procedure for manual amendments in the Document Control process.

2.16.3 SUBPROCESS Process 15 - Document Control

The quality policy manual describes the company's intention with regard to the elements of the standard. The procedures are used to describe the detail of current "best practice" throughout the company.

The quality records are the forms used to provide objective evidence that the quality requirements have been met.

2.17 Advise Originator or Complainant of Outcome QSHE Manager/Contracts/project Director

Where an issue is raised, the resultant findings are then passed back to the originator with the outcome of the management investigation and any subsequent recommendations/changes to existing practices.

Where the issue was the result of a complaint, the complainant should then be advised in writing of the outcome of the investigation and any subsequent changes made to ensure no further recurrence.

2.18 Communicate Details of Changes to Appropriate Staff QSHE Manager/Contracts/project Director

Any changes to the quality management system affecting members of the operational team should be distributed to the staff through the company's usual methods of communication.

2.19 Finish




2.3 Monitor Customer Satisfaction 2.4 Monitor/Measure Standard of Service Provided 2.5 Monitor Processes (Process 14)

All employees

2.1 The Improvement Process 2.6 Non-Conformance 2.7 Complaint Received 2.9 Recording of Problems, Complaints & Suggested Improvements 2.11 Implement Corrective Action (Where Necessary)

All Employees

2.8 Suggested Improvement QSHE Manager/Contracts/project Director

2.10 Investigate Complaint & Consider Suggestion 2.13 Collate Data for Management Review (Process 12) 2.14 Can Current Practices Be Changed or Improved? 2.15 Implement Improvements/Changes 2.16 Update Manual (Process 15) 2.17 Advise Originator or Complainant of Outcome 2.18 Communicate Details of Changes to Appropriate Staff

QSHE Manager/Contracts/project Director/All employees

2.12 Implement Preventive Action (Where Applicable) No Performer




Process 12 – Communication & Management Review

Start Chart

2) Meetings

3) Schedule of half-yearly Management Reviews

5) Collate Feedback,

Satisfaction/Performance Measures & Audit

Details

6) Hold Management

Review in Accordance with Schedule

7) Conduct Meeting in

Accordance with Agenda & Assign

Actions

9) Communicate

Information from Man Review to Staff as

Required

8) Plan Implementation

of Improvements

10) Finish

1) Company

Communications

4) Setting the Strategic

Direction of the Company, Risks and

Opportunities



1.0 Process Summary Communications are an essential part of the company's processes and provide the mechanism for ensuring that everyone within the organisation is aware of the company's strategic direction, goals and objectives. As such, this aspect is critical to the success of the company in achieving its stated aims and forms an integral part of its operating procedures. Specific forms of communication are outlined elsewhere in this process however; the actual method used will depend on the urgency and scope of the information needing to be communicated. Management meetings are held every six months to review the strategic direction of the company, evaluate risks and opportunities, reviewing external and internal factors relevant to the QMS monitoring the performance of the company against a number of criteria and suggest improvements and highlight deficiencies in the workings of the company. As such it represents the cornerstone for setting the direction of the company, the management system and the continuous improvement processes which take place on three levels: • The recording of ideas for improvement and problems that can occur • Process development, a formal review of the system designed to ensure that it is

effective and efficient • To review the company's systems, bringing together all the data, information and staff

as appropriate.

2.0 Start chart

2.1 Company Communications Appropriate Director

The company communicate internally and externally via a number of sources. These typically include:

• Notice boards • Newsletters • Toolbox talks • e-mails • Memo • Company Website

• Individual letters • One to one meetings • Mobile phone • PIP Standard Specification of Site

Management and Workmanship Booklet

• PIP SHE Booklet

2.2 Meetings

Directors/Project Managers A series of meetings are held at regular intervals throughout the year. These include:

• Six monthly management review meetings • Monthly directors meetings • Director/project manager meetings

Not all meetings are minuted as the director/project managers meetings are informal, however it will identify lessons learnt and lessons identified for each project . However, both directors and management review meetings are minuted.

2.3 Schedule of Management Reviews Quality Assurance Manager/Contract/Project Director

Management meetings are held at six monthly intervals and the management meeting programme can be found as part of the audit schedule. The focus of the management meeting should be to set the strategic direction of the company, review risks and opportunities, monitor company performance and manage change or improvement where necessary. Where action needs to be taken, the completion date and the person responsible for the action will be minuted.



2.4 Setting the Strategic Direction of the Company, Risks/Opportunities Management meetings will evaluate the strategic direction of the company and the risks and opportunities the company face. These will direct the management team when making commercial decisions and the leadership decisions on the future direction of the company.

2.5 Collate Feedback, Satisfaction/Performance Measures & Audit Details

(inputs) Quality Assurance Manager/Contract/Project Director

Attendees are required to prepare any key information relevant to their function, prior to the meeting. This might include:

• Risks and opportunities to the company

• Lessons identified • External and internal factors

relevant to the QMS

• Continuous improvement details • Customer satisfaction (including

complaints) • Performance measures • Audit results • Supplier performance • Training requirements • New or amended legislation

2.6 Hold Management Review in Accordance With Schedule

Quality Assurance Manager/Contract/Project Director The objective of the management meeting is to set the strategic direction for the company and monitor company performance and to highlight deficiencies and suggest improvements in the workings of the company. All key members of the management team are required to attend the management meeting. This would typically include:

• Managing Director • Contracts/Project Directors • Financial Director

• Quality Assurance Manager • Any other team member as

required Where necessary summary data will be prepared outside of the meeting for presentation during the meeting. If staff are unable to attend management meetings they may need to brief a member of the management team on any outstanding actions that are likely to be discussed. Other members of staff may be called into the meeting where their presence is required to solve problems and / or to confirm that problems have been eliminated.

2.7 Conduct Meeting In Accordance With Agenda & Assign Actions Quality Assurance Manager/Contract/Project Director

The meeting will then be conducted in accordance with the agenda which will typically include: 1. Minutes & matters arising 2. Review the strategic direction of

the company 3. Review risks and opportunities 4. Operational Effectiveness (incl.

Policy, objectives, legislation resources & planning)

5. Core Performance Measures (Including customer satisfaction)

6. Review of Future Developments & Continuous Improvements

7. Results of recent audits 8. Review of supplier performance 9. Review of future training and

development 10. Document management &

compliance 11. Safety, Health and Environmental 12. Any other business

Minutes of the meeting will be taken and will include any relevant management decisions and appropriate actions assigned. Any actions resulting from the meeting will be minuted for traceability.



2.8 Plan Implementation of Improvements (outputs) Quality Assurance Manager/Contract/Project Director

One of the cornerstones of quality is the necessity to improve and/or prevent repetitive failure. The MD will therefore review any planned improvements with any other relevant information, to ensure there is no possibility of the improvement adversely affecting other areas of the business. This may involve consultation with other members of the company and/or further investigative work. Once the planned improvement is considered robust, the MD will approve the alteration prior to the change being implemented. The appropriate senior manager will then arrange for implementation and communicate the change to all staff as required. The quality manager will ensure the integrity of the management system during any planned changes.

2.9 Communicate Information from Management Review to Staff as Required Quality Assurance Manager/Contract/Project Director

As a result of issues discussed and/or raised at management meetings, there may be a requirement to advise staff of any relevant issue and/or information. Where this is necessary, the relevant information will be disseminated to all staff via the company's most appropriate communication routes.

2.10 Finish



Appendix A - Performers Appropriate Director

2.1 Company Communications Quality Assurance Manager/Contract/Project Director

2.3 Schedule of six monthly Management Reviews 2.4 Collate Feedback, Satisfaction/Performance Measures & Audit Details 2.5 Hold Management Review in Accordance With Schedule 2.6 Conduct Meeting In Accordance With Agenda & Assign Actions 2.7 Plan Implementation of Improvements 2.8 Communicate Information from Man Review to Staff as Required

Directors/Project Managers

2.2 Meetings No Performer





Start chart

0

Recruitment Selection

1

Induction

2

Reward & Recognition

3

On the Job Training

4

Learning & Development

5

Evaluation of Resignations

6

Finish

7



1.0 Process Summary People processes including training and development, are an essential part of the company designed to ensure that the highest standards of service are maintained.

This procedure outlines the acquisition of training and competency skills for the company.

All training is managed against the requirements of the company and the needs of the individual.

Each director is responsible for the following elements, for people within their control: • Recruitment and selection of staff • Identifying competencies for the main requirements of the job • Measuring and monitoring staff satisfaction • Effectively implementing and properly maintaining the training and development

procedure • Reviewing training and development requirements at the management meeting

All staff are responsible for identifying their own training and development needs in consultation with their line manager.

Each director is responsible for administering the learning, training and competency functions for all staff within their control.

The process also covers staff reward and recognition, which is an integral part of the company's staff satisfaction and development programme.

2.0 Start chart 2.1 Recruitment Selection

Directors The decision to recruit new staff is taken by each director in discussion with the relevant line manager.

The selection and induction process includes: • Identifying the need and defining the roll • Agreeing the process for attracting applicants/candidates • Selecting suitable candidates for interview by reviewing CV's qualifications • Interviewing and selecting

On selection of a suitable candidate, the responsible director will produce a letter of engagement and a contract of employment for the employee who will then be employed on a probationary basis, usually three months. At this time the employee will also be given a PIP Employee starter pack.

Contracts of employment are retained with the personnel records.

2.2 Induction Directors/Quality assurance manager

During the induction phase the new employee will be requested to provide details of relevant qualifications, experience and previous training.

This will be noted on the employee qualifications record. Copies of any certificates and qualifications may also be included in the training records.

The induction process itself will be conducted in a number of stages which will typically include introductions to:

• Company staff • Health and safety policies and

procedures

• Quality procedures • General procedures

Where necessary, a copy of all new employees drivers licence is taken and placed in the vehicle insurance file, thereafter employees are directed to advise the company of any change to their circumstances.

Copies of any staff correspondence are also retained in the personnel records.

2.3 Reward & Recognition



Directors The company have a reward and recognition scheme for both management and site staff.

The management scheme is based on the individual's performance resulting in the awarding of an annual bonus. The amount of the bonus is dependent on the individuals overall performance. This might include:

• Degree of difficulty in projects throughout the year

• Client relationships • Quality of projects

• Repeat business • Profitability • Sickness levels • General attitude

However, for site staff/operatives the reward scheme revolves around an individual's ability in relation to the job competency. Each individual is assessed for the following criteria:

• Performance • General attitude

• Time keeping • Sickness record

Rates of pay are adjusted in accordance with the individual's performance.

All on site staff/operatives grades are monitored and recorded on the labour list database held on the server.

2.4 On the Job Training Directors/Project Manager/Quality assurance manager

On the job training may be provided for a number of reasons, for example

• The manager has identified a need • The employee has identified a need • The way in which the company operate changes, e.g. the introduction of:

o New activities, processes and paperwork o New products o New legislation

The extent of any on the job training will be determined by the manager in association with the individual concerned.

On the job training will be carried out specifically at the place of work and will be conducted by staff having the appropriate knowledge, experience and skills.

2.5 Learning & Development Directors/Project Manager/Quality assurance manager

The requirements for training and development are discussed during the management meetings. The actions taken may include training via a number of complementary methods:

• Company policy documentation & method statements

• External courses • Onsite training

The management team may then take decisions to train or develop various staff as required.

The procedure on communications & management meetings should be read for further information.

On receipt of training, the staff member's training record will be updated as a record of the completion and evaluation of the training received.

Training competencies are measured by monitoring the employees operational performance detailed in the reward and recognition process.

2.6 Evaluation of Resignations Directors

The relevant manager will determine the reason for an employees departure and where trends are evident, will evaluate whether the company need to amend its existing processes to encourage staff loyalty or improve working practices.

2.7 Finish




2.1 Recruitment Selection 2.3 Reward & Recognition 2.6 Evaluation of Resignations

Directors/Quality assurance manager

2.2 Induction Directors/Project Manager/Quality assurance manager

2.4 On the Job Training 2.5 Learning & Development

No Performer





Start chart

0

Schedule of Audits

1

Audit Preparation

2

The Assessment

3

Are all Procedures &

Practices Working Properly?

4

Reference Evidence & Tick OK Section

5

Can Procedures & Practices Be Improved?

6

Develop/Improve Practice &

Implement (Process 11)

7

Reference Suggestions & Tick

Observation or Deviation Section

8

Complete Report and Update Schedule

9

Review Audit & Monitor Outcome

10

Submit Details to Management

Review (Process 12)

11

Finish

12

No

Yes

No

Yes



1.0 Process Summary All businesses are subject to change, as such it is critically important that an organisation continually evaluates and improves the ways in which it delivers its products and services.

The audit process is designed to formally appraise the processes described in the manual, ensuring that they accurately reflect current practice and offering ideas for improvement, where appropriate.

The process is therefore designed to review the following issues:

• The effectiveness of the quality system • "Are we doing the right things?" - a check to ensure that the procedures are

appropriate for the job • The efficiency of the quality system • "Are we doing things right?" - a check against the manual, ensuring we say what we

do and do what we say

2.0 Start chart 2.1 Schedule of Audits

QSHE Manager/Contracts/Project Director Each procedure will be reviewed on a frequency that is deemed to be commercially acceptable by Top Management; this will primarily depend on the following:

• The time taken to conduct the review • The risks, costs and benefits of the review process • How frequently the procedure changes as a result of the review

The frequency of planned reviews will be recorded and monitored on the audit schedule (see QMS folder)

2.2 Audit Preparation Auditor

The top line of the report is completed with the following administrative details:

Process/procedure/section • Date • Auditor/auditee etc.

Previous audits are retrieved and checked to ensure that all corrective actions have been completed.

The procedure to be reviewed is read and where statements in the text can be checked, the reference number will be noted in the reference column, any questions being noted in the question section.

The questions asked will cover the activities described in the procedures and they will seek to establish whether the procedures:

• Could be improved • Should be changed

• Have been changed • Are being followed

2.3 The Assessment Auditor

The staff member or external consultant, undertaking the review will know and understand the relevant sections of the manual, but they will not have direct responsibility for the procedure, process or department being reviewed.

The staff in the section or department being reviewed will:

• Allow access to the relevant documents and processes • Co-operate • Review and agree the findings

Any outstanding corrective actions from previous reviews, will be investigated to determine the current situation and the answers section completed with the findings.



The previously prepared questions will be asked of the staff in the section or department being reviewed or where the processes are being undertaken. Any relevant records will also be checked to ensure that the process is working effectively and efficiently.

2.4 Are all Procedures & Practices Working Properly? Auditor

If No, go to 2.6 Can Procedures & Practices Be Improved? If Yes, go to 2.5 Reference Evidence & Tick OK Section

2.5 Reference Evidence & Tick OK Section Auditor

Where procedures are working properly a note is made to reference any evidence, for instance:

• Customer order numbers • Purchase order numbers

• Dates • Client files

The result column is then ticked in the 'OK' section.

Once this step is complete, move to 2.9 Complete Report and Update Schedule

2.6 Can Procedures & Practices Be Improved? Auditor

In some instances it will be possible to improve the way in which the organisation delivers its products and services. In these instance these ideas should be noted on the report so that they can be developed.

If No, go to 2.8 Reference Suggestions & Tick Observation or Deviation Section If Yes, go to 2.7 Develop/Improve Practice & Implement (Process 11)

2.7 Develop/Improve Practice & Implement (Process 11) Managing Director

2.7.3 SubProcess


Measurement, analysis and improvement is about finding better and more effective ways of doing things. To manage this process the company have introduced two monitoring systems.

Continuous improvement, to learn from problem areas and suggestions Customer satisfaction measures, to monitor, learn and introduce improvements.

Essentially there are three categories of improvements or problems:

• Facilities and resources: These are concerned with what is done and who does it; that is, are the facilities and resource adequate. Are the buildings, equipment, materials and staff levels sufficient to do the job properly?




2.8 Reference Suggestions & Tick Observation or Deviation Section Auditor

If a procedure or working practice can be improved the 'OB' (for observation) section of the results column is ticked and details of the suggestion are added to the corrective action section of the report.

Where it is found that practices and procedures are not working properly a description of the current situation should be entered into the answer column of the report and the 'D' (for deviation) section of the results column should be ticked.

The corrective/preventive action section of the report should then be completed with the appropriate agreed action to resolve the issue and the 'by whom and date' column filled in, to confirm who will complete the action and by when.



Copies of records showing the problem may also be attached to provide evidence of the current situation.

2.9 Complete Report and Update Schedule Auditor

On completion of the audit, the report will be discussed by all parties involved, for instance: the auditor, the auditee(s) and anyone that might be responsible for any corrective action.

Where procedures are working perfectly and no observations or deviations have been identified the report can be signed off as completed by the auditor. Agreement for corrective action is obviously not necessary. The assessment is now considered closed.

Where observations or deviations have been identified it is important to ensure whoever is responsible for the corrective action signs the bottom line of the report to indicate their agreement.

The audit schedule will also be updated at this time to confirm completion of the report.

2.10 Review Audit & Monitor Outcome QSHE Manager/Contracts/Project Director/Auditor

The completed reports are then passed to the Contracts/Project director who will review the outcome with the auditor, signing off any further corrective actions as events allow.

The results of audits are also discussed during the management meeting to ensure that the corrective actions are being effectively progressed. Reports may also be signed off as actions allow.

The reports are then filed in one of two sections. One section will include all of the successfully completed reports, (closed audits) the other will include all of the reports where corrective actions remain outstanding (open audits).

All outstanding audit actions are also monitored and reviewed as part of the management meetings.

2.11 Submit Details to Management Review (Process 12) Managing Director

2.11.3 SubProcess


Communications are an essential part of the company's processes and provide the mechanism for ensuring that everyone within the organisation is aware of the company's goals and objectives. As such, this aspect is critical to the success of the company in achieving it's stated aims and forms an integral part of it's operating procedures.

Specific forms of communication are outlined elsewhere in this process however, the actual method used will depend on the urgency and scope of the information needing to be communicated.

Management meetings are held six months to monitor the performance of the company against a number of criteria and to suggest improvements and highlight deficiencies in the workings of the company.

As such it represents the cornerstone of the management system and the continuous improvement processes which take place on three levels: The recording of ideas for improvement and problems that can occur Process development, a formal review of the system designed to ensure that it is effective

and efficient To review the company's systems, bringing together all the data, information and staff as

appropriate.

2.12 Finish



Appendix A - Performers Auditor

2.2 Audit Preparation 2.3 The Assessment 2.4 Are all Procedures & Practices Working Properly? 2.5 Reference Evidence & Tick OK Section 2.6 Can Procedures & Practices Be Improved? 2.8 Reference Suggestions & Tick Observation or Deviation Section 2.9 Complete Report and Update Schedule

QSHE Manager/Contracts/Project Director

2.1 Schedule of Audits QSHE Manager/Contracts/Project Director/Auditor

2.10 Review Audit & Monitor Outcome Managing Director

2.7 Develop/Improve Practice & Implement (Process 11) 2.11 Submit Details to Management Review (Process 12)

No Performer





Start chart

0

Internal Documents

1

Amendments to Internal Documents

2

External Documents & Compliance

3

Review of External Documents

4

Maintenance of Documents, Data &

Quality Records

5

Surveillance Visits

6

Finish

7



1.0 Process Summary The quality policy manual describes the company's intention with regard to the elements of the standard. The procedures are used to describe the detail of current "best practice" throughout the company.

The documented information are the forms used to provide objective evidence that the quality requirements have been met.

2.0 Start chart 2.1 Internal Documents

Quality Assurance Manager/Contract/Project Director The issuing and amending of documents is managed as follows:

Quality policy manual and procedures are only issued to the following personnel:

• Quality Assurance Manager

The master manual is numbered, signed and dated.

At the discretion of the Managing Director, copies of the manual will be marked as "uncontrolled", usually where the manual is released to customers for marketing purposes.

Where changes to existing practices are made or the continuous improvement process requires an amendment to the manual, the Quality Assurance Manager, in consultation with the appropriate director’s, will be responsible for reviewing and amendment. The Managing Director will authorise changes prior to release.

Forms are either held in the master forms file or on the database and where necessary, each form is uniquely identified with:

• Form number • Issue date • Authorisation

2.2 Amendments to Internal Documents Quality Assurance Manager/Financial Controller/Contract/Project Director

Amendments are made to the appropriate document and the issue and date of the document updated accordingly, where applicable.

The amendment record (see QMS file) will then be updated with details of the change(s). The amendment record being retained by the management representative with one copy of the superseded documents, all other copies of the document will be recalled and destroyed.

Very minor amendments may sometimes be made by hand on the controlled copy of the manual and signed off by the Managing Director. Once a number of changes become necessary the manual will be reviewed by Top Management and all changes made in one update.

The manual will not be updated by a revision level for minor "typo's" and spelling mistakes.

2.3 External Documents & Compliance Quality Assurance Manager/Contract Dir/Managing Dir

Relevant standards and guidelines are retained in the library or accessed online, some may be held in PDF format. Any other standards and guidelines that might sometimes be needed will be purchased, usually after reviewing the document for relevance first.

Where appropriate, relevant abstracts will be circulated to the appropriate staff on a need to know basis.

The process for updating standards and guidelines is either through membership of BSI Plus or included in the purchase of the appropriate documentation, whereby the publisher agrees to provide amendments as necessary. Online information on the BSRIA will be the most up to date available. Typical documents relevant to the industry are listed in 2.0 Normative References > 2.1 Standards (Quality Policy Manual)



2.4 Review of External Documents Quality Assurance Manager/Contract Dir/Managing Dir

The company currently subscribe to BSI Plus, which provides automatic updates of any changes to BS standards or guidelines used by the company in the execution of its responsibilities.

Other documents will be reviewed at least once a year, the master file being updated as a result. This will be minuted as part of the management meeting.

2.5 Maintenance of Documented Information & Data Quality Assurance Manager/Contract Dir/Managing Dir

One master copy and any superseded copies of all documents and forms will be held by the Quality Assurance Manager or on the database as applicable.

Documented information are maintained in order to demonstrate the effective operation of the management system and that the required level of quality has been met.

Document storage areas should at all times remain suitable for their intended use. • Areas used to store hard copies of documents will remain free from excessive heat,

cold, water, damp and or anything else likely to cause deterioration. • Areas used to store magnetic media will remain free from all of the above and any

stray electromagnetic interference.

All stored documents, data and quality records will be identifiable, accessible, retrievable and managed so that it is possible to trace all orders as described in the operating procedures.

The management team is responsible for the allocation of document storage facilities within the company and records detailing the company's operation will only be made available to interested parties at the discretion of the management team.

Unless stated to the contrary, all documents and data are held for record, reference and analysis purposes until expiry of the company’s liabilities in terms of defects and warranties. However, operating and maintenance manuals are retained for the life of the installations. Documented information such as internal audits are retained for 3 years or from the superseded date.

The computer data is backed up on a daily basis at all main offices and the backup is taken and stored offsite. Virus checking of the whole computer software is completed automatically. Virus checks are conducted on the main server and computers. No software is installed on the system unless it has an uninstall programme. IT services for the Company are outsourced to a third party.

2.6 Surveillance Visits Accreditation Agency

Surveillance visit reports and records are retained with the quality records.

Changes made as a result of accreditation process will be managed in accordance with the above and any appropriate certification agency procedure.

2.7 Finish



Appendix A - Performers Accreditation Agency

2.6 Surveillance Visits Quality Assurance Manager/Contract/Project Director

2.1 Internal Documents

Quality Assurance Manager/Financial Controller/Contract/Project Director 2.2 Amendments to Internal Documents

Quality Assurance Manager/Contract Dir/Managing Dir

2.3 External Documents & Compliance 2.4 Review of External Documents 2.5 Maintenance of Documents, Data & Quality Records

No Performer



Issue 1 Page 1 of 2 01/05/17

Appendix 01 To: PIP QMS 9001:2015

Dated: 01/03/17

External and Internal Factors Relevant to the QMS The indicated areas will be reviewed during Management Review meetings.

External

Customer requirements Customer requirements are determined during

the tender process. Customer requirements may change during the design and construction phase of the project. This has been defined in processes 2,3,4,5,6,7,8 & 9. Customer survey results will indicate the level of customer satisfaction.

Legal requirements These are continually monitored through the membership of BSI, BESA, BSRIA and Health & Safety Tips and Advice. Solicitors will review contracts & documentation as required.

Market and competition Any changes in market trends or competition will be discussed at directors meetings. The order book will be the main indicator for this.

Economic environment Current projects and future orders will be reviewed at directors meetings. This will include required changes to the company structure due to the current economic environment.

Technological Any technological improvements to the company infrastructure or working practices will be reviewed at Directors meetings.

Suppliers Supplier performance will be constantly monitored any N/C will be reviewed.

Internal Performance Customer satisfaction survey results will be

reviewed at Management Review meetings. Targets will be set for the next six months. Customer complaints will be reviewed.

Employees Employee starters and leavers will be reviewed at Management Review meeting. Any trends identified will be discussed and investigated further if required. Employees are required to conduct themselves


Issue 1 Page 2 of 2 01/05/17

in a professional manor and follow all policies in the Employee Handbook.

Capacity Present work and future orders will be discussed at Directors meetings. A reduction or increase in capacity of resources will be identified.

Knowledge Directors meetings will discuss each project any relevant points will be documented in the minutes. Knowledge gained from quality inspections and trends identified during H&S inspections will be communicated to employees, through the PIP Newsletter and toolbox talks.


Issue 1 Page 1 of 1 01/05/17


Dated: 01//03/17

Needs and Expectations of Interested Parties

The following interested parties and their expectations have been identified.

Directors • Ensure that the business continues to function in a profitable

manner without hindrance and bureaucracy • Provide direction and guidance to employees when required • Ensure that resources are provided so that employee and

customer needs are fulfilled Employees • To arrive to work in a professional manor

• To liaise with the customer and relay requirements and information back to interested parties

• To make sure that they have the required resources to complete their work activity

Contractors • Provided the Company with timely and accurate information • Delivery of a quality product • Work within budgets and timelines

Suppliers • To provide the Company with competitive quotes when required

• To deliver materials on time and to the required location • To notify the Company of any changes to their status

including change of address and bank details Company Solicitors / Lawyers

• To provide assistance to the Company when required such as updating/review of contracts or company disputes

Governing bodies • To provide the Company with updates of the required list of legislation and standards

• To provide support when required Regulatory Bodies • To provide the Company with updates of the required list of

legislation and standards • To provide support when required

Customers • The company will provide a quality product, on time and within cost quoted

• High health and safety performance by the company • Accurate information in a timely manner • Post handover servicing and maintenance for products if

required

G PASCOE MANAGING DIRECTOR

Electrical

CONTRACTS ESTIMATING PURCHASING CAD SAFETY, HEALTH & ENVIRONMENTAL

ADMIN

OPERATIVES

PROJECT MANAGERS

SITE SUPERVISORS

ENGINEERS FINANCE

QUALITY

SERVICE & MAINTENANCE

MANAGER

SERVICE ENGINEERS

ESTIMATORS BUYERS

CAD OPERATORS

CAD MANAGER

SHE MANAGER

QUALITY MANAGER

SECRETARIAL ACCOUNTS OFFICE

FINANCIAL CONTROLLER

FINANCE

S BREWER MANAGING DIRECTOR

Building Services

Company Structure and Resource

QUALITY INSPECTOR

SERVICE & MAINTENANCE

DESIGN

M HAYES PROJECT

DIRECTOR Electrical

J WARD PROJECT

DIRECTOR Electrical

W PHILP PROJECT

DIRECTOR Mechanical


Dated: 01/03/17

Procedure for Equipment Issue and costing

1. Establish requirements for equipment 2. Project Manager and/or Purchasing will initiate the three part ‘Equipment Record of visual Inspection and receipt’ Form No. 027 by completing the following information:

a. Description of the equipment required b. Identification number c. Destination d. Contact name e. Contact telephone number f. Job number g. Date required

3. When despatching, the equipment is to be checked for serviceability. If satisfactory the ‘checked on despatch boxes’ will be completed prior to despatch of the equipment. 4. On delivery the recipient will confirm the check for serviceability and complete the ‘checked on receipt’ boxes. 5. The white copy will remain with the recipient. The blue and pink copies will be returned to the purchasing office for distribution as follows:

a. Pink copy to the project manager for reference. b. Blue1

copy to be held in the purchasing equipment file.

6. When the equipment is to be returned the project manager will notify purchasing to arrange collection by completing Form No. 027 (Where this is not practical the Purchasing Department may complete Form No. 027).

7. On collection the ‘checked on collection’ boxes are completed. 8. The white copy will remain on site with the dispatcher. The blue and pink copies will be returned to the purchasing office for distribution as follows:

a. Pink copy to the project manager for reference. b. Blue2

9. The Purchasing Manager will remove the Blue copy to be filed in the purchasing equipment file.

1,

10. The cost is entered onto the ‘Stock Transaction Sheet’ and the Bluedetermine the length of time the equipment has been on site and calculate the cost to the project.

1

11. The blue copy. (When all lines are completed The ‘Stock Transaction Sheet’ is forwarded to accounts office)

1

copy is then retained in the Project File.

Equipment collected Signature obtained

Equipment to be

returned

Form No. 027 Raised by Project Manager or Purchasing

White: To recipient of equipment on site

Pink: To Project Manager

Equipment Delivered

Signature obtained

Equipment Requirement

Identified

Blue1: Filed in project file

Example of completed form ‘Office to Site’

Example of completed form ‘Site to Office’

Purchasing File

Blue1 retained in file until

Blue2 inserted; Blue1 then

removed for costing.

Form No. 027 Raised by Project Manager or Purchasing

Pink: To Project Manager

Calculate cost to project and

record on blue1

White: To dispatcher on site

When fully completed the

stock transaction sheet passed to

accounts

Details transferred to stock

transaction sheet

Blue1: Purchasing File

Blue2: Purchasing

Blue1: Purchasing File

Note: i. If at any stage the equipment is found to be defective or parts are missing the details must be entered in the

comments box and the equipment return to the office for repair or replacement. ii. Equipment must be returned to the office after a period of six months for inspection and PAT testing where

necessary.

Appendix 04 To: PIP QMS 9001: 2015

Dated: 01/03/2017

Issue 1 01/03/2017

Project Manager CAD Administration Buyer O&M Administrator Qualifying Supervisor

No

No

No

No

No

Yes

Yes

Yes

Yes

Yes

Yes

0 START

Order Material

1 Technical info

Required?

1 Tick box on

Filemaker Req.

4 Create schedules

sections 0, 2, 5, 6, & 7

5 Create narrative

section 1

9 Issue marked up

drawings

10 Produce record

drawings

6 Type narrative

12 Issue drawings

11 Approve

drawings?

7 Approve typed

narrative?

2 Copy requisition

3 First

requisition?

3 Create file on ‘P’

3 Save to file on ‘P’

drive under project number

8 Save PDF test

certificate/s To file

13 Create and issue

draft O&M

14 Approve draft

O&M?

16 Copy approved

draft O&M & save to draft folder

17 Issue draft O&M to client for comment

18

Client approval?

20 Final format O&M

21 Final approval

23 Issue required O&M copies

24 Archive within the

project folder

25 Issue O&M to client with email or covering letter

FINISH

22 Amendments to

sections as required

19 Amendments to


O & M Manual Procedure. The procedure detailed below is to be followed for the production of Operating and Maintenance Manuals. Each person is responsible for ensuring that the duties to be performed by them are carried out in a timely manner and to a high standard. The Project Manager is overall responsible for the finished product.

Action

1) When ordering materials where technical literature will be required for the O &M Manual, tick the relevant box on the material requisition on Filemaker.

PM

2) Pass copy of requisition to O&M Administrator. 3) If a project folder has not already been created the project folder

will need to be created on ‘P’ drive. The template O&M manual is to be saved in the project folder under section 1 and is to be titled the O&M manual. The obtained technical literature will be saved to project file on ‘P’ drive, section 1, O&M manual. The above process will repeat itself for every item of material ordered, which requires technical literature.

O&M

4) Produce narrative for First Page, Section 0, 2, 5, 6, & 7– Note, sequence of manufacturers’ items to follow that detailed in the Standard Manual.

PM

5) Write narrative for Section 1 and issue to Administration for typing

PM

6) Type, check grammar, spelling and layout to ensure presentation is pleasing to look at.

ADMIN

7) When complete and checked, issue word document to O&M, save on ‘P’ drive.

PM

8) When complete and signed by all relevant parties, copy test certificates to ‘P’ drive from Tysoft Easycert software.

QS

9) Issue marked up construction drawing to CAD to produce record drawings.

PM

10) Produce record drawings from marked up copies of construction drawings and issue to PM’s for approval

CAD

11) Check and approve drawing PM 12) Issue drawings and save to ‘P’ drive CAD

13) The draft O & M Manual, incorporate narrative, test data, record drawings or in progress set of test results and drawings. Health and safety, preventative maintenance, fault diagnoses and all other standard files. Issue draft O&M to Project Managers for checking. Draft O&M must clearly state ‘Draft’ on the disc and cover.

O&M

14) Approve draft O&M for issue by email. This process will repeat itself until the draft manual is complete and correct.

PM

15) Amend, if necessary, return to O&M. If approved inform and forward to O&M.

PM

16) Produce a copy of the approved draft for issue and inform the Project Manager(s).

O&M

17) Issue draft O&M to client, inviting comments, under cover of a email stating when comments are required.

PM

18) If comments not received by date requested, communicate with the client stating that O&M Manuals will deemed to be approved and issued in 7 working days if comments are not received.

PM

19) If approved forward to O&M, otherwise comments to be reviewed and actioned or responded to dependent upon the nature of the comment. Assuming comments to be acceptable, the comments will be implemented as follows: PM’S – Section 1, 2, 3, 4 and other specific sections added at client request O&M – Section 5 QS – Section 6 CAD – Section 7

PM PM O&M QS CAD

20) Move folder into final format manuals once signed and issued. Once all comments are incorporated the O & M Manual will be given to the Project Managers for approval.

O&M

22) Amend, if necessary, return to O&M. If approved the Project Manager will inform the O&M and may request the quantity of paper manuals.

PM

23) O&M to produce number of copies required and issue to Project Managers

O&M

24) The O&M manual will be held within the project folder and archived with the project folder.

O&M

25) Project Manager to issue as necessary with email/covering letter. Project Managers remain responsible for O & M Manual issue in accordance with the dates required by the contract or 4 weeks from Practical Completion whichever the sooner.

PM

15 Amendments to


Yes

No

Appendix 05 TO: PIP QMS 9001:2015

Dated: 01/03/2017