Derlin Construction Limited Quality Policy Manual: Document History

Derlin Construction Limited
QUALITY POLICY MANUAL

ISO 9001:2008
Copy Number_________ Issued to__________________
CONTROLLED / UNCONTROLLED
Uncontrolled manuals are current at time of issue but will not be updated.
Document history.
No Date Issue Brief description of history Apprd. by

3 March 10 QM -2006 D Revised to address ISO 9001:2008 M McC
2 May 09 QM -2006 C Revised for LUL Rule Books M McC
1 Jan 07 QM -2006 B Revised for Target Setting M McC
1 May 06 QM -2006 A Initial approved version M McC
Signed by: ________________________________ Date: ___________
Quality Manager
QM-2006 D March 2010 page 1 of 21
Derlin Construction Ltd
Quality Policy Manual QM-2006 D
CONTENTS
For ease of reference the ISO 9001:2008 section numbers are used in this manual.
Section Description page
1 COMPANY PROFILE AND SCOPE 3
2 CAPABILITY 3
3 TERMS AND DEFINITIONS 4
4 QUALITY MANAGEMENT SYSTEM 5
5 MANAGEMENT RESPONSIBILITY 9
6 RESOURCE MANAGEMENT
14
7 PRODUCT AND SERVICE REALISATION 15
8 MEASUREMENT, ANALYSIS AND IMPROVEMENT 18
APPENDIX A
List of Quality Procedures 20
APPENDIX B 21
Management Structure

1 COMPANY PROFILE
Derlin Construction is a family owned civil engineering and construction business. The
business focuses mainly on railway and tube maintenance activities. It serves several
major clients and is a main contractor to Metronet.
1.1 Scope.
The company is engaged in the provision of civil engineering, construction/refurbishment

services.
2 CAPABILITY
The majority of the works are Railway related, and a major element in the Quality System
is the conformance to and demonstration of conformance to the detailed requirements of
this (and all) customers contract terms.
The Company Quality Policy is applicable to all employees and covers all departments
and subcontractors. The Quality Policy and Objectives are defined in this manual.

3 TERMS and DEFINITIONS
Company
The company referred to in this manual is Derlin Construction Ltd.
Suppliers
Companies and sub-contractors providing general material or services to the company.
Operatives
Employees or sub-contract staff who carry site work.
Customers/Clients
Organisations such as Metronet or other clients.
The management
The Directors and managers responsible for policy decisions and quality system
implementation.
Service/Product
The terms referred to in the standard can also mean product or deliverables as
appropriate to the work concerned.
The standard
ISO 9001: 2008 –Quality Management System Requirements.

4 QUALITY MANAGEMENT SYSTEM
4.1 General Requirements

To provide a structure to enable Derlin Construction Ltd to continue to satisfy its clients
requirements and continually improve its performance, a documented quality management
system (QMS) has been implemented that satisfies the requirements of ISO 9001:2008.
The QMS addresses the 23 requirements of ISO 9001: 2008 within a structured
management system to bring about improvements in the commercial service provided to
clients, in the health and safety of staff and other parties and in the environmental impact
of the business. Railway specific Health and Safety Requirements are included in the
QMS (see PR12). However, there is a stand alone Health and Safety Policy and set of
detailed Arrangements for Health and Safety that is managed independently of the QMS
and updated by a specialist body, The Health and Safety People.
QMS requirements are arranged and managed as a system as follows in an improvement

cycle based on the PLAN, DO, CHECK, ACT principle:
Fig 1

Process links.
The way that each of these processes are controlled and monitored is described in the
relevant Quality Procedures to ensure that the inputs and outputs are consistent with
specified requirements and encompass any statutory or regulatory requirements.
A full list of Quality Management System procedures and process diagrams is given in
Appendix A of this manual.
The sequence and interaction between each of the business processes is outlined in the
flowchart below and in more detail within the operational procedures.
A detailed process map of the Quality Management System is maintained by the Quality
Manager.
Quality Management Flow Chart CP1
The diagram shown below in Fig 2 illustrates some of the main links between processes.
Each core business processes can be seen as the activities that use inputs, for example
materials, equipment and trained staff for the realization of outputs required by clients.
That is the final construction work and service provided.
Exceptions to the standard

The company does not make use of inspection, monitoring and measuring devices,
section 7.6. It has only a minimal involvement in design processes 7.3.

Planning
GENERIC SPECIFIC AND Inputs

CUSTOMER CONTRACTUAL
REQUIREMENTS REQUIREMENTS
PROCESS SUPPORT
Training, Personnel and

Information
MANAGEMENT AND
ADMINISTRATIVE Maintenance of Plant
SUPPORT and Equipment
Internal Quality Audits HEALTH AND SAFETY Environmental Practices

POLICY
Improvement and
Analysis Product & service
realization process
Quality Records ARRANGEMENTS FOR CORE BUSINESS
HEALTH AND SAFETY PROCESS
Document and Data
Control Tender and Post
Contract Review
Management Review
Management and
Inspection of Works
Procurement and
Materials Control
CLIENT CARE CUSTOMER

FEEDBACK SATISFACTION Outputs
Feedback
Fig 2
Process arrangement diagram
4.2 General
4.2.1 Documentation requirements

Quality management system documentation is fully described in this quality policy manual.
The comprehensive documented quality procedures and process flow charts referred to,
have been produced to reflect the interaction of key processes.
In addition to the mandatory procedures, other procedures have been developed and
maintained to effectively control business activities.
Documentation is focussed on common and repeated activities that can be managed as a
process, leaving managers and staff to address rare and special incidents through non
standard arrangements as appropriate. It is common for Clients to define their own
management requirements and to provide relevant standard forms and instructions.
Obviously these are adhered to for the relevant projects. A common theme within the
QMS documentation is that requirements and issues are identified according to business
risk as either high, medium or low priority. This assists management activity and reduces
bureaucracy that can result from a one size fits all approach.
4.2.2 Quality manual
The quality policy manual, has eight sections using the same references as the standard,
with sub-sections referencing quality procedures (See Appendix A for list of PRs).
Relevant working documents and forms are referenced in the procedures. Reference is
also made to the Health and Safety Policy and Arrangements. It should be noted that
these are comprehensive documents and are managed as a stand alone Health and
Safety system with the assistance of an external specialist.
4.2.3 Control of documents - general
The company recognises that essential documents and data supporting the quality
management system should be defined, controlled and maintained for ease of access and
future analysis.
All Quality Documents are identified by a revision number, approved, issued and
controlled by the Quality Manager.
Changes to controlled documents and procedures are recorded and approved before
implementation.
The Quality Manager keeps a master list of current procedures, work instructions and
associated forms and working documents .
List of Quality Documents QD1
A record of external documents received by the company is kept and maintained by the
Quality Manager.
The company practices good I.T. control over the deployment of electronic media and
observes the agreed disciplines to protect essential data.
Document & Data Control Procedure PR10

4.2.4 Control of records

Quality records are kept to demonstrate that agreed requirements and specifications have
been met throughout operational processes.
A procedure details the locations, responsibilities and defined storage times for records.
Archived records, showing conformance to procedural requirements are of value to future
reviews, influencing improvements in the system. These materials are stored in a manner
to protect them from deterioration and are readily retrievable for system audit as required.
Control of Records Procedure PR9
5. MANAGEMENT RESPONSIBILITY
5.1 Management commitment
We acknowledge the joint goals of meeting client expectations and conforming to
regulatory and legal requirements within the agreed scope of operations and this manual.
The Directors and Quality Manager are committed to conducting meaningful Quality
Management Reviews and ensuring necessary resources identified during the review for
the successful achievement of company objectives.
Other staff members are asked to attend Quality Management Review meetings at
appropriate times.
5.2 Customer focus

The company has a proactive approach to client care and obtaining feedback about
satisfaction. Client needs and expectations are evaluated to assure that these elements
are converted into requirements that can be fulfilled, to protect the companies reputation
and achieve ultimate ‘client satisfaction’.
Improvement and Analysis PR7
5.3 Quality policy

The company communicates commitment to identifying quality objectives and continual
improvement by the promotion and display of the Quality Policy Statement.
The Quality Policy Statement is displayed on the company notice boards and forms part of
the induction process of all new staff on joining the company.
The Quality Policy is signed by the Managing Director of the company, controlled and
reviewed by management for ongoing suitability.
Quality Policy Statement QD850

5.3.1 Quality policy statement

The awareness of Quality issues and the maintenance of Quality Standards is regarded
with paramount importance within the company, to enable the company’s reputation for
quality, its technical excellence and profitability to be maintained; so that the needs and
expectations of customers can be met competitively.
The policy extends throughout all administrative, procurement, installation and supporting
services, workmanship, and relationships with customers and suppliers.
All employees therefore share the responsibility for Quality.
The Quality System described herein is designed to comply with ISO 9001: 2008 which
provides a framework for definition, control, monitoring, corrective and preventive action
associated with products and services provided by the company.
It is also regarded as a Quality Objective that all procedures should be simple to
understand and implement, applying the minimum controls essential to the effective
operation of the organisation.
Quality Policy Statement QD850

There are a separate Environmental Practice and Equal Opportunity Policies. In addition
there is a stand alone set of Health and Safety documents which include a detailed Health
and Safety Policy.
Equal Opportunities and Race Relations policy QD800
Environmental Policy QD900
5.4 Planning
5.4.1 Quality objectives
The company has established quality objectives for key functions and levels, within the
company.
The objectives are both measurable and consistent with the company’s Quality Policy
commitment to continual improvement.
QMS procedures have a process structure based on defined objectives, see Appendix 1.
QUALITY OBJECTIVES
QUALITY; All Derlin’s employees shall adhere to the Quality Policy and its Objectives
COMMERCIAL; All projects to be completed within the budget costings and final accounts
to be submitted within 1 month of completion.
SAFETY; To have no reportable accidents / incidents
ENVIROMENT; All Derlin’s employees shall adhere to the Environmental Policy
PROGRAMME; All works to be completed to agreed dates with Client
COMMUNICATION; Management and employees are to strive to provide effective
feedback at all levels of the management structure
CUSTOMER SATISFACTION; Senior management are to listen to our Clients and fully
respond to all positive / negative feedback which shall be recorded on relevant forms and
have a minimum target of 70%.

Feedback from the Quality Objectives is to be fed back to the monthly management
meeting were it will be processed for improvement and trend analysis.
A major requirement under ISO 9001:2008 is the establishment and fostering of a culture
of continual improvement within all levels of the company, with a proven system to record
and monitor such improvement.
Another fundamental building block of the standard is the commitment of senior

management to Customer care and satisfaction, and how top management focuses and
strives to improve its relationship with it’s Clients.
5.4.2 Quality management system planning

The company has identified key activities necessary to achieve continual improvement in
the quality management system.
Quality Planning is an integral part of the quality management system.
Quality planning is required for all activities and is a natural part of project management
and administration.
The ethos of Quality Planning under ISO 9001:2008 is the requirement of senior
management to strive for continual improvement at all levels of the company.
Quality Planning shall be reviewed at the Monthly Management meetings.
Quality Planning for specific projects shall include the preparation of quality plans relevant
to each contract.
For projects where Derlin’s are the Principle Contractor, i.e. Local Authority and Housing
contracts, a Quality Plan shall be prepared for submission to the Client/Client
Representative, including a Method Statement, programme, and relevant Health & Safety/
Inspection Checklists as applicable, including provision for the compiling and updating of
information for the CDM Regulations.
The detailed format for Quality Plans are detailed within Management and Inspection of
the Works procedure.
Management and Inspection of Works PR3
5.5 Responsibility, authority & communication

The administration of the quality management system is outlined in this section of the
quality manual.
5.5.1 Responsibility & authority
The Flow charts, Quality Procedures, Process Sheets and Work Instructions identify
functions and responsibilities to facilitate effective quality management throughout all the
processes in the company.
Attached is a copy of Derlin Limited Organisational Chart, showing senior management and their
interactive relationship within the company.

The reporting and management structure is shown in Appendix B of this manual with
individual’s Jobs. Further responsibilities of Directors, Site Supervisors, Sub-contractors
and Operatives are provided in the Health and Safety Policy manual.
5.5.2 Management representative
The company has appointed the Quality Manager in the capacity of Management
Representative as a key member of the Management Team, supported by the Managing
Director.
Customer requirements and quality awareness are promoted throughout the company.
As shown in the attached Organisational Chart, the Management Representative is
Michael McCormack, whose responsibilities are as follows:
• ensuring that processes needed for the quality management system are
established, implemented and maintained.
• reporting to top management on the performance of the quality management
system and any need for improvement.
• ensuring the promotion of awareness of customer requirements throughout the
company.
The Management Representative shall report to senior management via the monthly
meetings, which will show and record the lines of internal and external communication.
These shall then be collated within the Half-Yearly meetings which shall provide top
management an opportunity to take an overview of the company’s present requirements
as well as setting out it’s future goals and aspirations.
5.5.3 Internal communication
We recognise the value of promoting meaningful communication between all levels and
functions in the company.
Meetings are held, when required, to identify and improve all aspects of the quality
management system. Flow charts and photographs are used to assist communication and
explain a process when required.
Departmental and individual meetings are held by the managers to continually improve
communications and update the staff.
Employees are routinely consulted about all aspects of their work, particularly with regard
to Health and Safety (See Arrangements for Health and Safety Manual – Section D).

5.6 Management review

5.6.1 General
Full Quality Management Reviews are held at least twice a year, in addition to routine
monthly meetings. The Quality Manager is responsible for convening these meetings.
The effectiveness and continuing suitability of the quality management system and
external audit requirement is reviewed in respect to the company Quality Policy and
Business Plan. This is carried out by the Managing Director and Quality Manager at
Quality Management Review Meetings.
A record of these meetings is taken by the Quality Manager or another in his absence and
circulated promptly after the meeting to those present and others who may have been
implicated during the meeting.
Management Review procedure PR8
5.6.2 Review input

The standard review agenda is structured around a plan, do, check, act approach to
quality management and is focussed on identifying improvement objectives and actions in
the following areas:
• Review actions from previous meeting.
• Audit results, both internal and external;
• Customer feedback and complaints;
• Changes to regulatory or customer requirements;
• Business results;
• Supplier and Sub-contractor performance
• Business changes that could effect the quality system;
• Recommendations / ideas for improvement;
• Status of actions to prevent possible failure or correct actual failure;
• Analysis of quality action reports;
• Other issues.
5.6.3 Review output
Corrective and preventive actions from the review are recorded and prioritised based on
standard risk criteria. Agreed actions address the following as appropriate:
• QMS and process effectiveness
• Customer requirements / satisfaction
• Training and other resource needs
Minutes of the Quality Management Review Meetings are circulated within the company
and relevant matters discussed at all levels by managers.
Management Review procedure PR8

6. RESOURCE MANAGEMENT
(UK) Ltd has grown from a small local based successful UK wide organisation of today. Our head
office, based in
6.1 Provision of resources

The company’s top management routinely identify resources needed to implement and
where possible, improve our operational and management systems and evaluate
customer satisfaction. Resource considerations include materials, equipment and trained
operatives to meet commercial demand. Resource issues are identified and addressed in
accordance with relevant operational procedures.
Procurement and Materials Control PR4
Training, Personnel and Information PR2
6.2 Human resources

6.2.1 General
During the planning of any new contracts, the company evaluates the current workload to
verify that the resource exists to undertake the work.
Contract review meetings may highlight the need to provide additional training for existing
personnel or the recruitment of additional operatives/employees or sub-contractors.
6.2.2 Competence, awareness & training
The company has identified competency levels for personnel performing activities
affecting quality output and these are shown on the operatives and staff training records.
Training needs are reviewed and, where necessary, approved internal or external training
resourced to satisfy these needs.
The effectiveness of training provision is evaluated, including Health and Safety training,
to ascertain if the need is satisfied or further training should be undertaken.
All employees and operatives are made aware of the importance and relevance of their
contribution to the overall achievement of their quality objectives.
The company maintains Job Descriptions, Competences and Training Records as part of
each employee’s development.
The records show education, experience, training and qualifications relevant to existing or
potential work in the company.
Training, Personnel and Information PR2
Health and Safety Supplement PR12
Health and Safety Policy and Arrangements
6.3 Infrastructure
All areas of the company are provided with the infrastructure required to meet client and
regulatory requirements. This includes buildings, workspace, equipment, communications
and supporting services, including those required for Health and Safety Arrangements.
Maintenance of Plant and Equipment PR5
Arrangements for Health and Safety (Section G)

6.4 Work environment

The working areas throughout the company are kept clean, warm and tidy with a separate
kitchen. Appropriate work environments have been considered and implemented. This
includes training and meeting areas, office space, IT utilities and support. Health and
safety and Environmental issues have been considered and appropriate steps taken to
provide safe working conditions. Section U of Health and Safety Arrangements provide
detailed guidance for the environmentally responsible and safe disposal of waste.
Environmental Practices PR11
Equal Opportunities and Race Relations policy QD800
Environmental Policy QD900
Health and Safety Policy and arrangements
7. SERVICE REALISATION
7.1 Planning of realization processes

Product and service realization processes are described in the process diagram Fig 2.
Quality planning is carried out in a variety of ways described in the Management and
Inspection of Works procedure as appropriate to the size and complexity of particular
projects and relevant client requirements.
Verification and validation of work is carried out as relevant to contract details or
documented processes. Procedures provide details of the required inspection records.
Tender and Post Contract Review PR1
Procedures per Appendix 1
7.2 Customer related processes
7.2.1 Determination of requirements related to the product/service
During contract review discussions, we determine customer specified requirements, such
as availability, signage and any subsequent support required.
We also consider any statutory or regulatory standards, legal obligations and other issues
relating to client requirements, including Health and Safety.
7.2.2 Review of requirements related to the product/service
All quotations, orders, tenders and statements of requirements received by any means are
reviewed on receipt to verify the capability of the company to meet the requirements of the
client with regards to operational specification and resources.
If a customer does not provide a documented order, we confirm any ambiguous issues
before acceptance and order processing begins.
Any subsequent amendments to originally agreed requirements are evaluated and
implemented to ensure that the company retains the ability to conform to all defined
requirements and all personnel are informed.
7.2.3 Customer communication
We review ways to improve communication with our customers regarding product and
process information.
All enquiries and subsequent contacts including customer feedback and customer
complaints are recorded and monitored.
Arrangements for Health and Safety
7.3 Design & development
Any design carried out on behalf of Derlin Construction will be carried out by an Approved
Supplier, who shall also be subject to further assessment by the Quality Manager to
confirm their competence.
Designer approval includes the provision of referees, evidence of suitable current
professional indemnity cover, qualifications, experience and membership of professional
bodies. This is obtained through the critical supplier evaluation process.
Guidance on Construction (Design and Management) regulations (CDM) in relation to
construction, repair and maintenance are given in Arrangements for Health and Safety
(Section C).
7.4 Purchasing
7.4.1 Purchasing process
The primary business critical purchasing activity involves the selection, training,
supervision and control of sub-contractors.
The performance of existing suppliers and sub-contractors is evaluated by the Office
Manager to maintain a current list of “Approved Suppliers”.
The, Quality Manager reviews the performance of suppliers and subcontractors.
Adverse quality reports about sub-contractors that give rise for concern are reported at
Quality Management Review Meetings.
Other suppliers of business critical services, material or components are identified as high
priority and reviewed.
Purchases of business critical products or services are only placed with companies or
individuals that are on the Approved Suppliers list.
The status of our suppliers and sub-contract operatives performance is reviewed and
updated annually.
7.4.2 Purchasing information
All purchase orders are sequentially numbered and are raised for the purchase of
materials and services that affect quality.
Purchase orders contain sufficient data to uniquely and clearly identify items or services
ordered including any special quality management system requirements.
Arrangements for Health and Safety (Section S) addresses Trade Contractors.
7.4.3 Verification of purchased product
A basic check of purchased items is carried out and noted for reconciliation with the
relevant delivery note and invoice.
If the company or its clients require verification of purchased products or services to take
place at the supplier’s premises or place of work, details are given on the purchase
documents.
Verification of sub-contract operatives work is done through inspection and site auditing
processes, including third party assessment of training. It is then continued through
routine supervision and management activity, including client feedback.

7.5 Production & service provision

7.5.1 Control of operational services
The company demonstrates its commitment to continuous improvement within the quality
management system by planning and controlling Works operations.
When operational requirements are identified, adequate training for correct safe handling
and behaviour is given to the relevant personnel.
7.5.2 Validation of processes for service provision
Process validation is integral to the end to end management of business operations and
the audited quality management system. Where possible Works processes are
demonstrated to clients, who have the opportunity to provide feedback and make
improvements. These can be contract specific or business wide, in accordance with the
Management and Inspection of Works procedure.
7.5.3 Identification and traceability
All operational activities are traceable to relevant operational records. Daily records of site
activity provide traceability of staff involved in carrying out work or inspection.
7.5.4 Customer property
If any customer’s property is found to be damaged, a report is made and the customer is
advised.
7.5.5 Preservation of product
The company is committed to preserving the conformity of our product/service to customer
requirements, throughout all operations and ultimate delivery. The document control
procedure addresses the preservation of contract documents and data.
As part of this commitment; identification, handling, packaging, storage of related Section
H of Arrangements for Health and Safety provide specific procedures for handling of
substances.
Document and Data Control PR10
7.6 Control of monitoring & measuring devices

The company does not have any measuring or test equipment.

8. MEASUREMENT ANALYSIS & IMPROVEMENT
8.1 General
The contract review and planning processes ensure that the company defines, plans and
prepares implementation of any test or inspection activities to be undertaken to assure
conformity to agreed processes and achieve improvements. This is in addition to routine
inspection and feedback of site activities by the Operations Manager.
The use off statistical techniques is limited to an analysis of key improvement indicators
for management review.
8.2 Monitoring and measurement

8.2.1 Customer satisfaction
Quality action forms and client satisfaction forms are used to record details of customer
feedback. Each customer or site meeting is viewed as an opportunity to capture
improvement data, whether positive or negative. Also feedback from independent auditors
and consultants is captured as it can have a significant impact on the risks to the business
and its ability to improve.
8.2.2 Internal audit
The effectiveness of the Quality system is maintained by scheduled internal quality system
audits. Audits are carried out with a focus on business risk and benefit with regard to
Business Plan aims and objectives.
Internal Audit PR6
All sections of ISO 9001: 2008 are audited by a trained auditor at least annually but more
often when required.
The Quality Manager is responsible for allocating a trained person to carry out internal
audits.
Independent audits are carried out on those activities that are the direct responsibility of
the auditors as far as practicable with the size of company.
Audit reports are reviewed at management review meetings to monitor the effectiveness
of actions and identify any adverse trends.
The company recognise the need for timely corrective action where non-conformances
are discovered during audits.
Management Review PR 8
8.2.3 Monitoring & measurement of processes
The company applies suitable measurement and monitoring methods to confirm our
continuing ability to satisfy and ultimately meet our customer requirements.
8.2.4 Monitoring & measurement of services
The company monitors results against client requirements to verify that all requirements
are met.
Operational records are kept and indicate the authorised personnel responsible for Works
operatives’ performance. This is monitored and any incidents of concern noted and acted
upon.

8.3 Control of nonconforming product/service

The Quality Reporting processes record nonconforming incidents, inappropriate
behaviour, defective materials, repair or construction occurring within our operational
activities. Incidents or failure records are investigated and corrective/preventive actions
instigated. This is carried out in liaison with the client, taking in to account any agreed
concessions or workarounds. Agreed corrective and preventive actions are subject to re-
verification activities.
Company and site emergency procedures are detailed in Section M of the Arrangements
for Health and safety.
8.4 Analysis of data

The company collects and analyses Improvement Reports, Complaints, claims, both valid
and invalid, client feedback, long term trends and sub-contractor performance to evaluate
ongoing effectiveness of the quality management system and to identify potential area of
improvements.
8.5 Improvement
8.5.1 Continual improvement
All elements of the quality management system support continual improvement based on
the application of a plan – do – check - act approach to process change and control.
Corrective and preventive actions resulting from audit results, Quality Action reports and
measurement data analysis contribute to this.
8.5.2 Corrective action
The company implements appropriate corrective action in response to risks, process
gaps, defective materials, work and adverse incidents to ensure that causes are traced
and eliminated where possible.
8.5.3 Preventive action
The company further identifies possible preventive action to eliminate the causes of
potential future risks, process gaps and adverse incidents that could occur in our system.
Preventive actions are evaluated for cost benefit and appropriateness before applying to
the potential problems they are proposed to eliminate.
The company is committed through the measurement and monitoring of key activities to
evaluate success and analyse failure throughout end to end processes.
The company are committed to a programme of Internal Auditing that tests ongoing
conformance and effectiveness of our quality management system.
All members of the company are encouraged to use Quality Action Reports to bring
attention to examples of future risks, process gaps and adverse incidents or Health and
Safety hazards in addition to complaints, and suggestions for improvements in operational
processes.
Health and Safety Supplement PR12

APPENDIX A
Quality System Procedures and Policy documents
CORE PROCESSES
PR1 Tender and Contract Review
PR2 Training, Personnel and Information
PR3 Management and Inspection of Works
PR4 Procurement and Materials Control
PR5 Maintenance of Plant and Equipment
PR6 Internal Quality Audit
PR7 Improvement and Analysis
PR8 Management Review
PR9 Quality Records
PR10 Document and Data Control
PR11 Environmental Policies
PR12 Health and Safety Supplement
QD1 List of Quality System Documentation
QD800 Equal Opportunities Policy
QD850 Quality Policy Statement
QD900 Environmental Policy
Section One Health and Safety Policy
Section Two Arrangements for Health and Safety

APPENDIX B Derlin Construction Limited
ORGANISATION CHART
Dated – January 2007
Managing Director
John McCormack (Snr.)
Director of Works QS Manager

Plant Manager
John McCormack Jnr John Corbett
Benny Tulley
Administration
Director of HSEQ
Michael
McCormack









Accounts
Rajni Jagpal
Health &
Safety
The Health &

Safety People
Supervisor
Site Supervisor
Site

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Derlin Construction Limited

QUALITY POLICY MANUAL

Copy Number_________ Issued to__________________

No Date Issue Brief description of history Apprd. by

Signed by: ________________________________ Date: ___________

Section Description page

1 COMPANY PROFILE AND SCOPE 3

3 TERMS AND DEFINITIONS 4

4 QUALITY MANAGEMENT SYSTEM 5

7 PRODUCT AND SERVICE REALISATION 15

8 MEASUREMENT, ANALYSIS AND IMPROVEMENT 18

QM-2006 D March 2010 page 2 of 21

The company is engaged in the provision of civil engineering, construction/refurbishment

QM-2006 D March 2010 page 3 of 21

3 TERMS and DEFINITIONS

QM-2006 D March 2010 page 4 of 21

4 QUALITY MANAGEMENT SYSTEM

4.1 General Requirements

QMS requirements are arranged and managed as a system as follows in an improvement

QM-2006 D March 2010 page 5 of 21

Exceptions to the standard

QM-2006 D March 2010 page 6 of 21

GENERIC SPECIFIC AND Inputs

Training, Personnel and

Internal Quality Audits HEALTH AND SAFETY Environmental Practices

CLIENT CARE CUSTOMER

4.2.1 Documentation requirements

QM-2006 D March 2010 page 8 of 21

4.2.4 Control of records

5.2 Customer focus

5.3 Quality policy

QM-2006 D March 2010 page 9 of 21

5.3.1 Quality policy statement

Quality Policy Statement QD850

QM-2006 D March 2010 page 10 of 21

Another fundamental building block of the standard is the commitment of senior

5.4.2 Quality management system planning

5.5 Responsibility, authority & communication

QM-2006 D March 2010 page 11 of 21

QM-2006 D March 2010 page 12 of 21

5.6 Management review

5.6.2 Review input

QM-2006 D March 2010 page 13 of 21

6.1 Provision of resources

6.2 Human resources

QM-2006 D March 2010 page 14 of 21

6.4 Work environment

7.1 Planning of realization processes

7.3 Design & development

Procurement and Materials Control PR4

7.5 Production & service provision

7.6 Control of monitoring & measuring devices

QM-2006 D March 2010 page 17 of 21

8.2 Monitoring and measurement

QM-2006 D March 2010 page 18 of 21

8.3 Control of nonconforming product/service

8.4 Analysis of data

QM-2006 D March 2010 page 19 of 21

Copy Number_ Issued to__________

Signed by: ______________________ Date: _