Qms Manual Iso 9001 2015

Chicago Maintenance and Construction Company LLC Quality Management System

QUALITY MANUAL REVISION : 04 ISO 9001 : 2015

This document is the property of CMC LLC and contains information which is proprietary. This information to be held in confidence. No disclosure or other use of this document is to be made without the prior written consent of CMC LLC.

Chicago Maintenance and Construction Company LLC Quality Management System QUALITY MANUAL Document No.

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REVISION HISTORY

Revision No.

Revision Date

Section

00

Sep 2010

--

First Issue

01

Jun 2011

All

Incorporation of Procedure Reference

02

15-May-2012 15-May-2012

All

Incorporation of Procedure Reference

03

28-Jan-2014 28-Jan-2014

All

Addition of FM, Joinery Procedures

All

Manual Revised as per ISO 9001:2015 9001:2015 revision New Document Control Procedure incorporated Design & Development Section included All sections contents reviewed and modified New procedures added

04

02-Aug-2017

Revision Description


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This QMS Manual is the property of: “Chicago

Maintenance and Construction Company LLC ”

Dubai Islamic Bank Building, 1st Floor, Office No 6 Al Quoz Industrial Area 3, P.O Box 27499 ,Dubai Phone : +971 4 341 7100 Fax : +971 4 340 3800 E-Mail : [email protected]

COPYRIGHT No part of this document may be reproduced in any form by print, photocopy, or any other means, wholly or in part or disclosed to any third party outside CMC without the expressed written consent of the Management.


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DISTRIBUTION LIST

S. No.

Hard Copy Submit to

1

CEO

3

Director - Human Resources

4

Director - Finance

5

All Department Heads – Construction Dept.

6

Procurement Head

7

Project Managers - Construction

8

Manager – IT Operations

9

Clients

10

Suppliers

Type of copy

Controlled Copy

Uncontrolled Copy 11

Sub-contractors

12

Others


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TABLE OF CONTENTS S. No.

Description SECTION 1

1.1 1.2

INTRODUCTION

Scope & Purpose Approval, Amendment & Distribution SECTION 2

COMPANY PROFILE

Page No. 07 07 07 09

2.1

Overview

09

2.2

Contact Information

09

SECTION 3

10

REFERENCES & DEFINITIONS

3.1

References

10

3.2

Definitions

10

SECTION 4

CONTEXT OF ORGANIZATION

16

4.1

Understanding context of the organization

16

4.2

Understanding the needs and expectations of interested Parties

16

4.3

Determining the scope of the quality management system

16

SECTION 5

18

LEADERSHIP

5.1

Leadership & Commitment

18

5.2

Policy

19

5.3

Organizational roles, responsibilities and authorities

19

SECTION 6

22

6.1

PLANNING

Actions to address risks & opportunities

22

6.2

Quality objectives & planning to achieve them

22

6.3

Planning of changes

23


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TABLE OF CONTENTS S. No.

Description SECTION 7

SUPPORT

Page No. 24

7.1

Resources

24

7.2

Competence

26

7.3

Awareness

26

7.4

Communication

27

7.5

Documented Information

27

SECTION 8

30

OPERATION

8.1

Operational planning and control

30

8.2

Determination of requirements for products and services

31

8.3

Design and Development

32

8.4

Control of externally provided processes, products and services

34

8.5

Production and service provision

35

8.6

Release of products & services

38

8.7

Control of non-conforming outputs

39

SECTION 9

PERFORMANCE EVALUATION

40

9.1

Monitoring, measurement, analysis & evaluation

40

9.2

Internal Audit

41

9.3

Management Review

41

SECTION 10

43

IMPROVEMENT

10.1

General

43

10.2

Non-conformity & corrective action

43

10.3

Continual Improvement

44

ANNEXURE A B C

Policy QMS Process Model Organization Chart


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SECTION 1

INTRODUCTION

This Quality Manual is the property of CMC and has been developed to comply with : ISO 9001:2015 Quality Management Systems

1.1 Scope & Purpose This document describes the Quality Management System (QMS) of Chicago Maintenance & Construction Company LLC (CMC) and provides the scope and structure of CMC's QMS - the policies, the organizational structure, responsibilities, processes, procedures as well as the controls needed to ensure quality in work processes, products, and services. The quality system requirements of this manual are aimed at achieving customer satisfaction by consistently providing conforming product and meeting customer and applicable regulatory requirements through application of the system, continuous improvement and the prevention of nonconformity. To build quality into the organization, CMC plans, implements, documents, and assesses work activities for continual improvement. CMC's goals are to ensure products, services and decisions are fit for their intended use, and that resources and processes are aligned with CMC's policies and objectives. The scope of the Quality Management System as described by this Quality Manual satisfies the Quality Assurance requirements as required in ISO 9001:2015 Quality Management System, subject to permissible exclusions and applies to all of CMC’s activities, which can be summarized as "General Contracting of Building Projects". The requirements of this Quality Manual relate to all of the Company divisions and departments and extend to all employees with responsibility for implementing and maintaining the quality system referenced in this manual.

1.2 Approval, Amendment & Distribution 1.2.1 Approval This Quality Manual is prepared by the QA/QC Manager, reviewed by the Unit Head of Construction and approved by the CEO. 1.2.2 Amendment All amendments to this Quality Manual shall be done by the QA QC Manager (Management Representative), reviewed and approved by the CEO. The revision, updating and distribution will be the responsibility of the QA QC Manager. Individual recipients will be responsible for identifying and/or destroying the obsolete copies of the manual. In case of minor changes requiring the revision of one or several pages of Quality Manual, only such page or pages shall be revised. In such case, the revision number of relevant pages will be incremented and issued. Whenever there are a large number of revisions, over a period of time, then, the entire document shall be issued incorporating all the changes.


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All employees can give their feedback for the amendment in this manual. The feedback shall be addressed to QA/QC Manager at HO. 1.2.3 Distribution of the Quality Manual Distribution of Quality Manual shall be controlled and authorized by the QA/QC Manager. Controlled copy of the Quality Manual will be issued in accordance with established distribution list approved by the QA/QC Manager. The QA/QC Manager will ensure that the controlled copies will be updated promptly by distributing all amendments of the Quality Manual to all controlled copyholders. Uncontrolled copies of the Quality Manual may be issued to the clients on demand for reference purposes. The uncontrolled copies may not be updated.

Reference Procedure / Document : CMC-QMS-P01 Control of Documents


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SECTION 2

COMPANY PROFILE

2.1 Overview Founded in 1978, Chicago Maintenance & Construction Company LLC (CMC) is a Construction Company & a Facilities Management Operator based in the United Arab Emirates. For over 35 years, CMC has built a reputation as a leading construction company specializing in providing social infrastructure in the UAE and Middle East. The approach of the company involves Customer Satisfaction, Safe Workplace, Environmental and Health Issues and also outsourcing of certain activities making it not only effective but a very resourceful company that is able to always fulfil its commitment and still adhere to the high standards of quality and service. Our dedicated team of professionals provides the impetus and is focused in offering solutions and expertise to all aspects of Residential, Commercial and Industrial Properties. Under the able leadership of all of CMC’s management team, we deliver top quality construction projects and facilities management in alignment with our vision: “TO BECOME THE LEADING SOCIAL INFRASTRUCTURE PROVIDER ”.

2.2 Contact Information

Dubai Islamic Bank Building, 1st Floor, Office No 6 Al Quoz Industrial Area 3, P.O Box 27499 ,Dubai Phone : +971 4 341 7100 Fax : +971 4 340 3800 E-Mail : [email protected]

Reference Procedure / Document : CMC Organisation Chart


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SECTION 3

REFERENCES & DEFINITIONS

3.1 References The following reference documents have been used in the preparation CMC quality manual.

ISO 9000:2005

Quality Management Systems- Fundamentals and Vocabulary

ISO 9001:2015

Quality Management Systems- Requirements

ISO 9004:2000

Quality Management Systems- Guidelines for performance Improvements

ISO10001:2007

Quality Management – Customer Satisfaction – Guidelines for codes of conduct for organizations

ISO10002:2004

Quality Management – Customer Satisfaction – Guidelines for Complaints handling in organizations

ISO10003:2007

Quality Management – Customer Satisfaction – Guidelines for dispute resolutions external to organizations

ISO 10005:2005

Quality Management Systems- Guidelines for Quality Plans

ISO 10006:2003

Quality Management Systems- Guidelines for Quality Management in Projects

ISO/TR10013:2001

Guidelines for Quality Management System Documentation

ISO 19011:2002

Guidelines for Quality and / or Environmental Management System Auditing

3.2 Definitions The definitions of terms & abbreviations used in this manual are given below:

Term/Abbreviation

Definition

Audit

An audit is a systematic evidence gathering process. Audits must be independent and evidence must be evaluated objectively to determine how well audit criteria are being met. There are three types of audits: first-party, second-party, and third-party. First-party audits are internal audits while second and third party audits are external audits.


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Audit criteria

Audit criteria are used as a reference point and include policies, requirements, and other forms of documented information. They are compared against audit evidence to determine how well they are being met. Audit evidence is used to determine how well policies are being implemented and how well requirements are being followed.

Audit evidence

Audit evidence includes records, factual statements, and other verifiable information that is related to the audit criteria being used. Audit criteria include policies, requirements, and other documented information.

Audit findings

Audit findings result from a process that evaluates audit evidence and compares it against audit criteria. Audit findings can show that audit criteria are being met (conformity) or that they are not being met (nonconformity). They can also identify best practices or improvement opportunities.

Audit program

An audit program (or program) refers to a set of one or more audits that are planned and carried out within a specific time frame and are intended to achieve a specific audit purpose.

CMC / Company / We Characteristic

Chicago Maintenance & Construction company LLC A characteristic is a distinctive feature or property of something. Characteristics can be inherent or assigned and can be qualitative or quantitative. An inherent characteristic exists in something or is a permanent feature of something while an assigned characteristic is a feature that is attributed or attached to something.

Competence

Competence means being able to apply knowledge and skill to achieve intended results. Being competent means having the knowledge and skill that you need and knowing how to apply it. Being competent means that you’re qualified to do the job.

Complaint

In the context of ISO 9001, a complaint refers to an expression of dissatisfaction with a product or service and is filed by a customer and received by an organization. Whenever a customer lodges a complaint, a response is either explicitly or implicitly required.

Concession

A concession is a special approval that is granted to release a nonconforming product or service for use or delivery. Concessions are usually restricted to a specific use and limited by time and quantity and tend to specify that nonconforming characteristics may not violate specified limits.

Conformity

Conformity is the "fulfilment of a requirement". To conform means to meet or comply with requirements and a requirement is a need, expectation, or obligation. There are many types of requirements including customer requirements, quality requirements, quality management requirements, management requirements, product requirements, service requirements,


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contractual requirements, requirements.

statutory

requirements,

and

regulatory

Context of the organization An organization’s context is its business environment. It includes all of the internal and external factors and conditions that affect its products and services, have an influence on its QMS, and are relevant to its purpose and strategic direction. Continual improvement

Continual improvement is a set of recurring activities that are carried out in order to enhance performance. Continual improvements can be achieved by carrying out audits, self-assessments, and management reviews. Continual improvements can also be realized by collecting data, analyzing information, setting objectives, and implementing corrective and preventive actions.

Contract

A contract is a binding agreement between two or more parties.

Correction

A correction is any action that is taken to eliminate a non-conformity. However, corrections do not address root causes. When applied to products, corrections can include reworking products, reprocessing them, regarding them, assigning them to a different use, or simply destroying them

Corrective action

Corrective actions are steps that are taken to eliminate the causes of existing nonconformities in order to prevent recurrence. The corrective action process tries to make sure that existing nonconformities and potentially undesirable situations don’t happen again.

Customer

The owner /Employer or his representative, (Consultant)employed by owner/Employer

Customer satisfaction

Customer satisfaction is a perception. It's also a question of degree. It can vary from high satisfaction to low satisfaction. If customers believe that you've met their requirements, they experience high satisfaction. If they believe that you've not met their requirements, they experience low satisfaction.

Data

The term data is defined as any facts about an object.

Defect

Including

Engineer

A defect is a type of nonconformity. It occurs when a product or service fails to meet specified or intended use requirements.

Design and development

Design and development is a process (or a set of processes) that uses resources to transform general input requirements for an object into specific output requirements.

Determination

To determine means to find or to identify the value of a characteristic


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Documented information

The term documented information refers to information that must be controlled and maintained and its supporting medium. Documented information can be in any format and on any medium and can come from any source.

Effectiveness

Effectiveness refers to the degree to which a planned effect is achieved. Planned activities are effective if these activities are actually carried out and planned results are effective if these results are actually achieved.

Feedback

The term feedback is used to refer to a comment or an opinion expressed about a product or service or an interest expressed in a product or a service. It may also be used to refer to the customer complaints-handling process itself.

Improvement

Improvement is a set of activities that organizations carry out in order to enhance performance (get better results). Improvement can be achieved by means of a single activity or by means of a recurring set of activities.

Information system

In the context of this ISO 9001 standard, an information system is a network of communication channels used within an organization.

Interested party

An interested party is anyone who can affect, be affected by, or believe that they are affected by a decision or activity. An interested party is a person, group, or organization that has an interest or a stake in a decision or activity.

ITP

Inspection and Test plan

Management

The term management refers to all the activities that are used to coordinate, direct, and control organizations. These activities include developing policies, setting objectives, and establishing processes to achieve these objectives. In this context, the term management does not refer to people. It refers to what managers do.

MR

Management Representative The detailed activities and control of the QMS is delegated to the QA/QC Manager as Management Representative (MR) who irrespective of other responsibilities, is responsible for the QMS in its processes, their implementation and ongoing maintenance.

Measuring equipment

Measuring equipment includes all the things needed to carry out a measurement process. Accordingly, measuring equipment includes instruments and apparatuses as well as all the associated software, standards, and reference materials.

Nonconformity

Nonconformity is a non-fulfilment or failure to meet a requirement.


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A requirement is a need, expectation, or obligation. It can be stated or implied by an organization or interested parties. Objective

Objective evidence

An objective is a result you intend to achieve. Objectives can be strategic, tactical, or operational and can apply to an organization as a whole or to a system, process, project, product, or service. Objectives may also be referred to as targets, aims, goals, or intended outcomes. Objective evidence is data that shows or proves that something exists or is true. Objective evidence can be collected by performing observations, measurements, tests, or using other suitable methods.

Project

An awarded contract with signed by client and company

defined

completion

time,

duly

Policy

A policy is a general commitment, direction, or intention and is formally stated by top management. A quality policy statement should express top management's commitment to the implementation and improvement of its quality management system and should allow managers to set quality objectives.

Product

A product is a tangible or intangible o utput that is the result of a process that does not include activities that are performed at the interface between the supplier (provider) and the customer.

QA QC

Quality Assurance & Quality Control

Quality

The adjective quality applies to objects and refers to the degree to which a set of inherent characteristics fulfils a set of requirements. An object is any entity that is either conceivable or perceivable and an inherent characteristic is a feature that exists in an object

QMS

A quality management system (QMS) is a set of interrelated or interacting elements that organizations use to formulate quality policies and quality objectives and to establish the processes that are needed to ensure that policies are followed and objectives are achieved. These elements include structures, programs, practices, procedures, plans, rules, roles, responsibilities, relationships, contracts, agreements, documents, records, methods, tools, techniques, technologies, and resources.

Quality objective

A quality objective is a quality result that you intend to achieve. Quality objectives are based on or derived from an organization’s quality policy and must be consistent with it. They are usually formulated at all relevant levels within the organization and for all relevant functions.


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Quality policy

Risk-based thinking

A quality policy should express top management's commitment to the quality management system (QMS) and should allow managers to set quality objectives. It should be based on ISO’s quality management principles and should be compatible with your organization’s other policies and be consistent with its vision and mission. Risk-based thinking refers to a coordinated set of activities and methods that organizations use to manage and control the many risks that affect its ability to achieve objectives. Risk-based thinking replaces what the old standard used to call preventive action.

Site

Any location, Other than the company’s established premises where work is undertaken as part of a formal contact

Service

A service is an intangible output and is the result of a process that incl udes at least one activity that is carried out at the interface between the supplier (provider) and the customer.

Supplier

External organization supplying materials to the company

Subcontractor

External organization, executing part works on behalf of company, based on a specified(sub)contract

Tender Top management

Any Inquiry/Invitation to bid The term top management normally refers to the people at the top of an organization. It refers to the people who provide resources and delegate authority and who coordinate, direct, and control organizations.

Validation

Validation is a process. It uses objective evidence to confirm that the requirements which define an intended use or application have been met. Whenever all requirements have been met, a validated status is established. Validation can be carried out under realistic use conditions or within a simulated use environment.

Verification

Verification is a process. It uses objective evidence to confirm that specified requirements have been met. Whenever specified requirements have been met, a verified status is achieved.


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SECTION 4

CONTEXT OF THE ORGANIZATION

4.1 Understanding context of the organization Chicago Maintenance and Construction Company LLC (CMC) has determined the internal and external issues which have the potential to effect on achieving its intended results of its Quality Management System. CMC conducts and maintains detailed analysis by considering the external and internal issues. CMC periodically reviews this data during the management review meeting. Chicago Maintenance and Construction Company considered the positive and negative issues, which rose from external or internal origin while understanding the context. The main sources of issues from external origin identified by CMC can be classified as arising are from legal, technological, competitive, market, cultural, social and economic environments, whether international, national, regional or local. The internal issues which have been identified are related to values, culture, knowledge, structure and performance of the organization.

4.2 Understanding the needs and expectations of interested Parties Chicago Maintenance and Construction Company has determined the interested parties and their needs and expectations according to the Procedure for Determining the Context of the Organisation. This information is important to the organization due to their effect or potential effect on the organization’s ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements.

Reference Procedure / Document : CMC-QMS-P12 CMC-QMS-P13

Context of the Organization SWOT Analysis

4.3 Determining the scope of the quality management system CMC has established and implemented the QMS, which is maintained and continually improved according to the requirements of the ISO 9001:2015 standard including processes needed and their interactions. CMC is involved in the following processes needed for the QMS and t heir application through the organization.        

Business Development Process. Tendering and Estimation Process. Commercial Process. Design Control Process Planning Process. Purchasing Process. Constructions Process. Quality Control and Quality Assurance


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The Quality Management System defined applies to all types’ construction process executed by the company. This section describes the structure of the documented quality management system established and implemented by the organization. The documented quality system covers all departments in the organization except financial matters / Accounts. Following activities have been carried out to define and effectively implement the system needed to accomplish QMS requirements. All QMS processes are monitored and analysed to achieve results as per the company’s strategic business plan. The continual improvement of these processes is measured and monitored by periodic Analysis of Data, Quality audits & Management Review. All these activities are planned and implemented in the framework of ISO 9001:2015 QMS.


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SECTION 5

LEADERSHIP

5.1

Leadership & Commitment

5.1.1

General

The top management of CMC takes accountability for the effectiveness of the QMS and provides resources to ensure that the Quality Policy and Quality Objectives will be compatible with the strategic direction and the context of the organization. The top management ensures that QMS requirements are integrated into CMC processes, and that the QMS is achieving the intended results. The top management communicates the importance of an effective QMS, promotes continual improvement, a process approach, and risk-based thinking, and supports relevant management roles to demonstrate leadership to their areas of responsibility. The management is committed to deliver the promised products and services to its valued customers. To achieve this objective, adequate competent resources are ensured, processes are identified and responsibilities are delegated to various personnel who add value to processes. The quality management system established is aimed to add quality to all activities which are part of converting customer requirements into products.

5.1.2 Customer focus CMC management determines customer needs and requirements including regulatory and legal requirements and converts them into the form of defined requirements with the goal of achieving customer’s confidence. The aim of the QMS is to ensure all customer requirements as detailed in the contract, and reasonable expectations of the Client and those required by local statutory laws are complied with, thus leading to and enhancing customer satisfaction. Besides meeting contractual and client specifications, CMC conducts Customer Satisfaction Surveys to determine level of satisfaction and takes adequate actions to improve product and service offering as identified by the surveys. During execution, there is day to day interaction with client representatives and participation in meetings. Specific Client requirements are addressed and met for the best interests of the project and the client.

Reference Procedure / Document : CMC-QMS-P05 CMC-QMS-P06

Management Review Continual Improvement


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5.2 Policy The organisation’s commitment to quality is encompassed in our quality policy statement. 5.2.1 Establishing the quality Policy A Quality Policy is declared by the CEO with an objective to achieve customer satisfaction. This policy is communicated to all level of employees and stake holders in the organization to ensure their commitment to quality. The effectiveness of quality management system is evaluated periodically and analysed whether the quality policy objectives have been achieved. New goals are set and necessary improvements are made in the system to ensure effective operation. Quality Policy is controlled in the same way as other documents and it is ensured that all individuals in the organization understand objectives of the policy. 5.2.2 Communicating the quality Policy The process sequence, linkage, interrelation, interactions, method of operation & control and process criteria of monitoring & measurement are carried out as stated above in section 4 and are communicated to all employees through this document. Where the performance of one process affects the other process, concerned Managers & MR will initiate appropriate actions. Effective internal communication system is established by the following:       

Notice board Verbal communication to Staff Internal Memos E mail Display of Quality policy and objectives Management Reviews / minutes of meetings Internal training activities

Reference Procedure / Document : CMC Quality Policy

5.3 Organizational roles, responsibilities and authorities The responsibility, authority and the interrelation of all personnel who manage, perform, and verify work affecting quality has been defined and documented. The documented procedures of the company indicate the process owner who is responsible for effective operation of the process. Also the QMS Procedures detail responsibility for a given activity within the procedure. Key responsibilities and authority for effectively implementing the quality system is described below. Detailed responsibilities are defined as job descriptions and communicated to the employees.


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CEO CEO manages the Company. He will chair the management review meeting. Quality Policy statement shall be signed and validated by him. Department Heads The Department heads, within their specific areas of authority, ensure that the management of the Company’s activities follows the agreed procedures to achieve the quality specified by the Client and required by the Company. QA/QC Manager The Quality Manager shall be responsible for implementing and co-coordinating the operation, monitoring and auditing of the system to ensure that the requirements of SO 9001:2008 are fully met. Project Managers A suitably qualified person, who is normally resident on site having responsibility for all activities and processes of the project. Their quality responsibilities are the same as for Senior Managers.

ISO 9001 : 2015

CEO

HOD QA QC

Project Manager

HOD HR

HOD Procurement

Other HOD’s

P

P

S

S

S

S

P

P

S

S

S

S

P

P

S

S

S

S

P

P

S

S

S

S

4 4 4.1 4.2 4.3

Context of organization Understanding context of the organization Understanding the needs and expectations of interested Parties Determining the scope of the quality management system

5 5

Leadership

P

P

P

S

S

S

5.1

Leadership & commitment

P

P

P

S

S

S

5.2

Policy Organizational roles, responsibilities and authorities

P

S

S

S

S

S

P

P

P

S

S

S

5.4

Leadership

P

S

S

S

S

S

5.6

Leadership & commitment

P

P

S

S

S

S

Planning

P

S

S

S

NA

NA

P

S

P

P

NA

NA

P

S

P

NA

NA

NA

P

S

P

NA

NA

NA

5.3

6 6

Actions to address risks & opportunities Quality objectives & planning to 6.2 achieve 6.1

6.3

Planning changes


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ISO 9001 : 2015

CEO

HOD QA QC

Project Manager

HOD HR

HOD Procurement

Other HOD’s

7 7

Supports

P

S

P

NA

S

P

7.1

Resources

P

S

P

NA

S

S

7.2

Competence

P

S

P

NA

S

S

7.3

Awareness

P

S

S

NA

NA

S

7.4

Communications

P

NA

P

NA

P

NA

7.5


P

S

P

NA

S

S

8

Operations

P

P

P

S

S

S

8.1

Operational planning and control

P

P

P

S

S

S

S

P

P

S

S

S

S

P

P

S

S

S

8

8.2 8.3

Determination of requirements for products and services Design and Development

8.4


P

P

P

S

S

S

8.5

Production and service provision

P

P

P

S

S

S

8.6

Release of products & services

P

P

P

S

S

S

8.7


P

P

P

S

S

Performance evaluations Monitoring, measurement, analysis & evaluation

P

P

P

S

S

S

P

P

P

S

S

S

9 9 9.1 9.2

Internal Audit

P

P

P

S

S

S

9.3

Management Review

P

P

P

S

S

S

10

Improvements

P

P

P

S

S

S

10

General

P

P

P

S

S

S

10

Non-conformity & corrective action

P

P

P

S

S

S

10


P

P

P

S

S

S

10

Reference Procedure / Document : CMC-QMS-P08

Human Resources


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SECTION 6 6.1

PLANNING

Actions to address risks & opportunities

While planning the QMS, CMC considers the context of the organization, needs and expectations of interested parties, and the scope of the QMS. CMC will determine risks and opportunities related to providing assurance that the QMS can achieve intended results, enhance desirable results, prevent or reduce undesired effects, is compatible with the context of the organization, and can achieve continual improvement. Reference Procedure: CMC-QMS-P12 CMC-QMS-P13

6.2

Context of the Organization SWOT Analysis

Quality objectives & planning to achieve them

Measurable quality objectives are documented, which is consistent with the documented Quality policy. Department Managers/ Heads, in coordination with quality manager, review (and revises where needed) these measurable parameters during the Management Review/ changes in the existing product requirements. In establishing new or revised quality objectives, Management may consider information generated from sources such as customer needs & market trends. Details of quality objectives are discussed and agreed by the managers and communicated to staff. The Quality Policy forms the basis of this QMS and for drafting the Departmental objectives. Necessary Documentation, implementation and periodical monitoring are identified and implemented as per ISO 9001: 2015 requirement. For meeting the requirements of ISO 9001:2015, General Requirements, all the essential systems, practices, methods are deployed as described in the procedures and a reference to the procedures is given in this manual. Planned achievements of Quality Objectives are monitored during periodic management reviews. The suitability & integrity of the QMS is ensured by MR when QMS changes are planned and reviewed during the Management review.

Reference Procedure: CMC-QMS-P08 CMC-QMS-P06

Human Resources Continual Improvement

Chicago Maintenance and Construction Company LLC Quality Management System QUALITY MANUAL

6.3

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Planning changes

When the organization determines a need for changes to the Quality Management System, Quality Manager takes responsibility to carry them out in a planned manner. Quality Manager will plan changes to the QMS considering the following:    

the the the the

purpose of the changes and their potential consequences integrity of the Quality Management System availability of resources allocation or reallocation of responsibilities and authorities

Anyone in the organization can recommend a change. The review of the change will be done by the immediate superior of the initiator / Process Owner / Head of the Department. The approval authority lies only with the Top Management.

Reference Procedure / Documents : CMC-QMS-P12 CMC-QMS-P01

Continual Improvement Document Control


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SECTION 7

SUPPORT

7.1 Resources CMS determines and provides resources needed for establishment, implementation, maintenance, and continual improvement of the Quality Management System. 7.1.1 General As part of CMC strategy, current levels of resources will be reviewed in line with company objectives and forthcoming business levels. The concept of this process is to continually improve and meet or exceed our customers’ expectations. To ensure that all personnel are adequately qualified, job related training will be in operation. Appropriate records of all such training will be maintained in accordance with the requirement of I SO 9001:2015. The company will provide training for all employees in the skills and knowledge required to carry out their duties safely, efficiently and to the desired standard. 7.1.2 People Personnel performing work affecting conformity to construction and facilities requirements shall be competent based on appropriate education, training, skills and experience. 7.1.3 Infrastructure The basic infrastructure facilities like appropriate location, work area, necessary hardware and software, building floor space, necessary utilities, communication facilities – both internal and external that are required for effective functioning of CMC are identified, provided and maintained to suit the growing and potential needs to achieve conformity to construction site and office requirements. The management team will review periodically the fol lowing:    

Buildings, workspace and utilities Process equipment - hardware and software Transportation Resources Information & Communication Technology


Human Resources Information Technology Management


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7.1.4 Environment for the operation of processes Employees are the most valuable assets for our organization. We believe any employee can contribute to quality only when he is comfortable and satisfied in his job and with their work environment. The Management reviews the suitability of the work environment needed to achieve the conformity to product requirements and to enhance the organizational capability in achieving the Quality Policy, Objectives and the Customer Satisfaction, through planned periodic Management reviews. CMC will provide a clean, safe and adequately lit working environment to achieve the desired working environment for all employees.

Reference Procedure / Documents : CMC/EHS/M/02 HSE Manual

7.1.5 Monitoring and Measuring Resources Management actively seeks the valued opinions of its customers through customer feedback, assessment and reporting during the management review. This information is collated. The survey obtains the customer’s perspective and expectations. Based on the outcome of the review, necessary corrective action is planned and implemented to enhance customer satisfaction level and to achieve continual improvement of the products / services offered by the organization. 7.1.6 Organizational Knowledge CMC fulfils requirements for the handling of organizational knowledge in the following four phases, which are analogous to the PDCA cycle: 

  

Determine the knowledge necessary for the operation of processes and for achieving conformity of products and services Maintain knowledge and make it available to the extent necessary Consider the current organizational knowledge and compare it to changing needs and trends Acquire the necessary additional knowledge

CMC always considers Organizational knowledge gained from: Internal sources

     

Intellectual property Knowledge gained from experience Lessons learned from failures and successful projects sites Capturing and sharing undocumented knowledge Experience of quality management system and project site documents Results of improvements in construction processes


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External sources

    

Standards Academia Conferences Gathering knowledge from customers or external providers Statutory & Regulatory requirement

Reference Procedure / Documents : CMC-QMS-P28

Organisational Knowledge

7.2 Competence CMC gives critical importance to ensuring that all personnel, performing activities influencing quality, have adequate qualifications. This is achieved by recruiting suitably qualified personnel and provision of adequate training. Selection of personnel is done by reviewing Curriculum Vitae (CV), comparing related Job Profile with respect to qualifications, training and experience, personal interview and review of testimonials and certificates and/or managements judgment on future potential. All new staff recruits are given induction training, while labour and skilled tradesmen are inducted on site i ncluding QHSE requirements. The induction training includes a brief discussion of the QMS, the Quality policy, the HSE policy, the organizational structure and the importance of the personnel's activity and their contribution to the achievement of Company’s objectives. Training needs of personnel are reviewed by the department managers, and based on this assessment; the plan for further training is established. In cases where it is deemed necessary and justified, CMC will hire competent external personnel and organizations from relevant fields for training for which the organization does not have adequate resources. Records of completed training and training ef fectiveness are kept by the Human Resources department . Reference Procedure / Documents : CMC-QMS-P08

Human Resources

7.3 Awareness CMC ensures that persons doing work under the organization’s control are aware of:  

The quality policy Relevant quality objectives


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Their contribution to the effectiveness of the quality management system, including the benefits of improved performance The implications of not conforming to the quality management system requirements

7.4 Communications CMC Management maintains an open internal & external communication on all levels throughout the Company which will involve managers and staff in quality improvement and attain the quality objectives. Communication takes place every day on a continuous basis. This communication can take the form of project documentation, planning meetings, progress meetings co-ordination meetings, etc. The company has also established and maintains a procedure for internal communication between various levels and functions of the organization regarding the quality management system and its effectiveness. This ensures that the quality policy, goals, procedures, and records are properly communicated to relevant persons on time to keep them fully aware. All the new information that is in the interest of all employees is displayed on the notice boards at Head Office well as all sites and other establishments.


7.5

Control of Correspondence and Technical Documents


7.5.1 General Documented information of the Quality Management System is carried out through the following documents:     

Quality Policy, Quality Objectives Quality Manual Procedure for Document and Record Control Documents, including records, required by ISO 9001:2015. Documents, including records, which CMC has determined to be necessary


Control of Documents Control of Records


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7.5.2 Creating and Updating All quality system documents and data maintained by the organization on its computer systems are regularly backed up with secure copies. Important documents and data will be reviewed and approved for adequacy prior to issue. A master set of documents is established. This control will ensure that: 



 

The correct issues of appropriate documents are available at all locations where activities essential to the effective functioning of the quality management system are performed; Obsolete documents are promptly removed from all points of i ssue or use, or otherwise assured against unintended use; Any obsolete documents retained for legal and/or knowledge-preservation purpose are suitably identified. External documents are recorded and expiry dates noted, it is the responsibility of the Management Representative to ensure that external documents are kept current.

Changes to controlled documents and data will be reviewed and approved by the same person that performed the original review and approval, unless specifically designated otherwise. The designated person will have access to pertinent background information upon which to base their review and approval. Where practicable, the nature of the change will be identified in the appropriate document attachments.

7.5.3 Control of documented information A documented procedure is established and implemented throughout the organization for control of documents in line with ISO 9001:2015, sub clause 7.5.3 Control of Documents, to ensure that: 















The documents are established and the authority / responsibility for preparation, identification, and review for adequacy, approval, re-approval and issue are defined. Legibility and clarity of QMS documents are ensured External originated documents are identified. The circulation and usage is controlled according to their importance and applicability Invalid and obsolete documents are withdrawn from all points of issue or use to prevent unintended use. Any obsolete documents retained for legal/ knowledge / historical purpose / preservation purposes, are suitably identified The MR will maintain a Master list of Procedures, Work instru ctions, forms etc. A record is maintained for documents issues mentioning the issue date, and the name of the person holding the document All approved and amended documents will be issued to the respective persons. The superseded pages shall be destroyed by the copy holder. Amendment records are maintained suitably on the documents.

CMC has established document & records control procedure that describes how quality records are identified, filed, safeguarded and maintained, either as hard or soft copies. T his is to ensure their safekeeping and subsequent ease of retrieval. Quality records are retained for a minimum period of three years, after which they may be archived or destroyed. Quality Records stored on computer file are backed up peri odically. The four levels and their hierarchy are depicted pictorially in the Figure below.


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QMS Document Structure


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SECTION 8

OPERATIONS

8.1 Operational planning and control CMC has determined the processes needed to fill customers' requirements. The processes are consistent with the requirements of this manual, the 1SO 9001:2015 standard and our QMS documentation. This planning includes defining customer objectives and requirements for the products during our contract review process and then embedding them within our Project Specific Quality Plan. Each project is unique; contractual requirements on the product quality, documentation, progress reporting, HSE requirements vary from Client to Client. Project specific quality requirements are therefore incorporated into the Project Quality Plan for all major projects and/or as per Client's specific requirements. For all other projects, all the contractual requirements are satisfied with CMC’s QMS without any further elaborated documentation. All projects are executed strictly in accordance with the contract, specifications, drawings and any other project specific requirements. Planning for product realization (Construction and Facility Management) is done at the start of each project and includes the following items: 

Quality Objectives and Requirements for the product: contractual Requirements of quality, time of completion, etc



Need for additional documentation of processes, procedures, method statements, reporting formats



Provision of Resources - Human, Plant and Equipment, Infrastructure and Work Environment



Required Verification, Validation, Monitoring, Inspection and Test Activities- generally achieved by documenting design validation/verification

requirements and

the Inspection and Test Plan which

includes acceptance criteria

Records needed to provide evidence that the realization processes and resulting product meet requirements is identified in the individual procedures and the quality plan. Refer Project Quality Plans, Inspection and Test plans, and Project Schedules, Project Management, Quality Control & HSE Management Procedures for more details.


Project Planning and Reporting Inspection and Testing


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8.2 Determination of requirements for products and services 8.2.1 Customer communication The Company has defined and implements effective liaison with customers /their representatives, with the aim of meeting customer requirements. During contract execution, the Project Manager become the focal point of all communications with the Client. All correspondence is therefore routed through the Project Manager. Co-ordination requirements/ procedure for submissions and correspondence as operated by Clients are complied with. Amendments and Variations in contracts are normally agreed in writi ng. Where verbal instruction is given, this will be confirmed in writing with the client. Customer's feedback on the Company's performance and area requiring improvement is obtained by requesting Client to complete Customer Feedback Survey Questionnaire at least once in the project or at least once in a year. Customer complaints with respect to product or system non-compliance are attended to immediately.


Estimation and Tendering Construction Operations

8.2.2 Determination of requirements related to product/service Requirements are specified by clients in the form of tender. Most of the cases drawings or specifications are supplied along with such inquiries. In addition to that, unspecified but other relevant requirements are also considered by the management, which are applicable to the type of inquired product/service. Applicable legal and regulatory requirements such as product related and local/regional regulations are taken into consideration while review of inquiries. After reviewing the enquiry, Estimation & Tendering department will prepare the estimation according to the customer provided drawings, specification and BOQ. CEO will review the estimation and forward to the customer.

8.2.3 Review of requirements related to products and services Customer requirements are reviewed for completeness and, if necessary, to gather more information the respective project manager shall initiate it. CMC understands that specification and drawings are main input for review of scope. Product and service requirements, labour requirements and other related cost are studied; quotations are prepared based on the study. Upon reviewing the inquiry, if it is felt that client’s requirements can’t be met, it is regretted.


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8.3 Design and Development CMC are not involved in the development of Design and development activities. Design & Build department manages the design and development process. CMC’s overall responsibility in the design process is the coordination between the different design consultants & ensure the design outputs meet clients expectation and delivered on a timely manner. Where design and development is required, these are either done in-house mainly architecturally or subcontracted to approved specialists / design engineering consultants. Design works generally involve developing concept, preliminary and detailed designs in coordination with the Client, Specialists and Authorities. Appropriate measures are established to ensure that design is executed, reviewed and checked in a controlled manner, in accordance with established plans and requirements. A procedure is being implemented for controlling all aspects of design processes. This procedure also defines, for each activity, the various work process phases, the information required, the documents issued, the checking and approval criteria, specifying the responsibilities, review and validation requirements.


Design and Build

8.3.1 Design and Development Planning During the Design and Development planning, the company determines with the communication of Consultant Company which is provided by the customer: a) The design and development stages, such as concept, schematic, design development and detailed design b) The review, verification and validation that are appropriate to each stage, and c) The responsibilities and authorities These activities are coordinated by the Design & Build department and it ensures that the appropriate interfaces; effective communication and clear assignment of responsibility between groups involved in design and development are defined. The necessary information related to these activities are discussed, reviewed and documented, as appropriate, as the design and development p rocesses. 8.3.2 Design and Development Inputs At the initial stage of Design and Development processes, the company gathers information related to the project requirements / regulations from Client & authorities. This information is used as design inputs and these may include : Client brief/needs on project scope and functional and performance requirements Applicable statutory and regulatory requirements/ regulations Information derived from previous design and developments Information /proposal from various specialists    


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All these information are reviewed by Design & Build department during the design and development process for its adequacy, completeness and clarity. All records relating to the determination and collection of design inputs are maintained.

8.3.3 Design and Development Outputs Design and development outputs are the result of the design process and will be in the form of drawings, specifications, schedules, relevant computation, etc These outputs will be checked by our Design Department d uring the design review to :  



Ensure that they meet input requirements Ensure that these are appropriate for the construction including procurement, inspection & testing and acceptance criteria Ensure that any safety issues connected with performance are specified

Design and development outputs will be available at each stage of design processes such as at concept design stage, design development stage and detailed design stage. Design Department will ensure these outputs are suitable to enable verification against the inputs and are approved by Client and Authorities prior to its release.

8.3.4 Design and Development Review At planned stages, CMC reviews the design and development process to ensure design works are progressing as planned, to evaluate ability of the design process to meet requirements, to evaluate results of changes and subsequent actions and to identify any problems and propose necessary corrective actions. Reviews are carried out taking into account the project objectives and the Client's requirements and needs. It also aims to identify and examine the critical aspects of the project through an analysis of the solutions adopted, the optimization measures taken and feasibility of execution within the established time and cost objectives. Design & Build Department coordinates and conducts all the reviews and records such as documented minutes of meeting or commented design documents or related correspondence are maintained. Design & Build Department will also determine the review participants which may include subcontracted specialists/ consultants, Client representative, other departments involved, etc.

8.3.5 Design and Development Verification Design verification is performed at agreed stages by Design & Build Department and specialists (during submission of deliverables to Client/ Authorities) to ensure that the design and development outputs meet the input requirements. Design verification includes performing alternate calculations, comparing with previously successful and proven designs, undertaking tests as required, and by reviewing the design stage documents. Records of design verification and subsequent action are retained. These include submission letters, marked up / commented drawings, comments from the client, minutes of meeting, resubmissions and approvals from the Client, and local Authorities.


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8.3.6 Design and Development Validation Design and development validation is performed in accordance with planned arrangements (section 8.3.1) by our Design & Build Department. For a project, validation is progressive and full validation is possible only when construction is fully completed, handed over and no major complaints arose thereafter. Prior validation is possible before the execution of the design by comparing similar successful design in existing structures. Some of the input criteria are not practical to validate for example, full plant load conditions, 100% load on building, or extreme wind loads, etc. We will also do the design validation through verification of the final inspections, testing and commissioning reports, snag lists/defects, client/ occupant complaints, feedbacks from client, etc. 8.3.7 Control of Design and Development Changes Design changes may result from the Client requirements or possibilities identified during the design stages, changes to the regulatory/ statutory requirements, from problems encountered during execution, etc. All these changes affecting design are recorded, reviewed, verified and validated as appropriate by our Design Department. Our Design Department will control the design changes by :  

  

8.4

Identifying, recording and tracking changes Assessment of overall impact, other design packages, procurements, schedules, and on-going constructions Approval of change from Client before implementation Communication of changes to all affected parties Maintaining modified drawings, related correspondence because of changes and subsequent actions


8.4.1 General CMC ensures that effective and efficient procurement processes are defined and implemented for the evaluation and control of suppliers, subcontractors and purchased products, in order that purchased products satisfy our needs and requirements. We evaluate and select suppliers/ sub-contractors based upon their ability to supply product and/or services based on client requirements/approval, past performance, previous experience and ability to meet the company's requirements, quality and HSE system compliance and competitive prices. Evaluation, re-evaluation and selection process for suppliers/ sub-contractors are established and maintained. Where processes are outsourced, Procurement/Commercial Department is responsible for communicating quality requirements to the contractor including control & acceptance requirements. The type and extent of control is dependent on the effect of the purchased product and /or service(s) upon final product. Reference Procedure / Documents : CMC-QMS-P01 CMC-QMS-P02 CMC-QMS-P26 CMC-QMS-P27

Control of Documents Control of Records Hiring, Monitoring & Processing of Invoices for Operatives from Labour Suppliers Hiring, Monitoring & Processing of Invoices for Operatives from RMC Suppliers


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8.4.2 Type and extent if control if external provisions Our Procurement documentation will contain information clearly describing the product and/or service(s) ordered. The Procurement department reviews and approves purchasing documents for adequacy with the specification requirements prior to release. Records of purchasing activities are maintained. If there is only single source to provide such service or there is any legal requirement to avail service from specific sources, a feedback about the service is provided, once in a year to maintain quality of service.

8.4.3 Information for external provider We determine and implement the inspection or other activities necessary for ensuring that purchased product /service meets the specified requirements. Generally, subcontracts are made in such a way that the client/contract requirements are made applicable back to back to the Subcontractors. The LPO's and LOI’s/subcontracts include where applicable, inspection requirements at source and any verification requirements by the Client, compliance to Company operated QMS and HSE System by the Subcontractor. For all purchased materials, there will be an inspection by our receiving personnel comparing LPO & DO information, material approvals, product types, quantity and other conditions as required. All permanent materials used in the projects will be inspected and verified by our Quality Control Engineers/ Project Engineer prior to use in construction. All the sub-contractor's work will also be inspected as per the Inspection & Test Plans prior to acceptance. When discrepancies are found for any material/ work, non-conformity procedures will be followed. Where the company or the company's customer proposes to perform verification activities at the supplier’s premises, the company specifies the required verification arrangements and method of product release in the purchasing documentation.

8.5 Production and service provision We plan and carry out the construction and service provision activities under controlled conditions. In every project, we will make sure that: 





The latest copy of spec1ficat1ons, BOQ, R.F.I, Drawings and any other contracts amendments that define the characteristics of the product is available w1th the Construction/ Facility management team The approved Quality and HSE plans, Method Statements/Work Instructions and Inspection & Test Plans are available and works are carried out as per these procedures Criteria for workmanship are set up where necessary










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Works are executed as per the construction program/ works schedule, progress and cost are monitored and program is adjusted to take care of slips Suitable equipments and materials are being used by our Construction Team Availability and use of calibrated testing, measuring and monitoring equipments Inspection and testing are carried out at agreed stages; including at Manufacturers premises or by Third Party Agency as per contract requirements



Corrective and preventive actions are taken when there is a non-conformance



Implementation of defined processes for hand over and post-handover activities

Reference Procedure/ Document : CMC-QMS-P17

Project Mobilization

CMC-QMS-P16

Project Planning & Reporting

CMC-QMS-P18

Construction Operations

CMC-QMS-P22

Project Closeout & Defect Liabilities

CMC-QMS-P21

Management & Control of Customer Property

CMC-QMS-P19

Work Productivity Planning & Monitoring

CMC-QMS-P26

Hiring, Monitoring & Processing of Invoices for Operatives from Labour Suppliers

CMC-QMS-P27

Hiring, Monitoring & Processing of Invoices for Operatives from RMC Suppliers

8.5.1 Control of production and service provision Our construction processes/ methods are mostly based on the international standards, approved and monitored by third party agency (Consultant) and best practices of the industry. So the validation of our construction processes / methods is not necessarily required. But in all our projects, we do mock-up for every activity / areas / subcontractor work to verify the final product and resolve any co-ordination issue. We also determine and validate any processes where the resulting output cannot be readily or economically verified by subsequent monitoring, inspection or testing. This includes any product where processing deficiencies may become apparent only after product is in use or the service has been delivered. Depending on contract requirements as applicable, the Company ensures that all processes which need validation have:  

Defined criteria for review and approval Approval of Equipment & Personnel


  

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Method Statement and Procedures or reference to standards Record requirements Revalidation as may be required

Reference Procedure / Documents : CMC-QMS-P23 CMC-QMS-P24 CMC-QMS-P25

Inspection and Testing Control of Non-Conforming Products Control of Inspection, Testing and Measuring Equipments

8.5.2 Identifications and traceability All received components and materials are identified within the projects by utilizing the manufacturer's identification. Traceability, when required will ensure an item equipment is easy to trace back to the point of origin through the purchasing /store receipts and test records. All traceability documents like Mill Certificates, Manufacturers Test Certificates, Delivery Notes, etc. are retained on site. We satisfy traceability requirements in accordance with the demands of any given project as required by the client.


Inspection and Testing Store Control

8.5.3 Property belonging to customers or external providers CMC takes necessary measures to ensure that any customer property which is under our control or being used or incorporated in our products or services is properly safeguarded. The control measures include identification, verification, segregation, protection and safeguarding customer property provided for use or services. In case of loss or damage to customer property, it is immediately reported to customer and related records are maintained. Reference Procedure : CMC-QMS-P22

Management & Control of Customer Property

8.5.4 Preservation The company ensures that during the construction process and final handing over of product to client, the conformity of product with requirements is maintained. This includes product identification, protection of completed works during construction, safe and undamaged storage/ preservation/ handling.


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When handling project material or equipment or during transportation within/ between site, the manufacturers handling recommendations, good engineering practice and appropriate safety precautions are followed to avoid damage to materials. Suitable methods for protecting the material/manufacturer's recommendations are followed for materials within the store, to prevent damage or deterioration. The Company operates a documented system to correctly store, handle and protect materials and equipment’s, while being transported, during storage and when installed.

8.5.5 Post-delivery activities Product and service provided on customer’s sites will be handed over in compliance with customer’s requirements.


Project Closeout and Defect liability

8.5.6 Control of Changes CMC reviews & control changes for production or service provisi on in compliance with customer’s requirements. Reference Procedure/Document: CMC-QMS-P14

Variation

CMC-QMS-P02

Control of Records

CMC-QMS-P03

Control of Correspondence & Technical Documents

8.6 Release of products & services CMC has implemented planned arrangements, at appropriate stages, to verify that the product and service requirements are met. The release of products & services to the customer shall not proceed until the planned arrangements have been satisfactorily completed, unless otherwise approved by relevant authority and, applicable, by the customer. Reference Procedure/Document: CMC-QMS-P22

Project Closeout & Defect Liability


8.7

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CMC ensures that the product which does not conform to requirements is controlled to prevent unintended use or delivery. The controls and related responsibilities and authorities for dealing with non-conforming products are defined and documented Control over Non-confirming products procedure. Material / equipment non-conformity found during the inspection stage are kept isolated from use. Items are labelled if necessary. Non-conforming materials are not used or incorporated on the project site, unless allowed and approved by client. Non-Conforming work activity, as soon as it is identified is stopped and immediate corrective actions as directed by the Client are taken. Where a work activity non-conformance is given in writing by the client, the proposed corrective and preventive actions are agreed with the client and after completion, the non-conformity issue is closed out. Following actions may take in the event of non-conforming material / product identification:  



Eliminate the detected nonconformity Authorize its use, release or acceptance under concession by the relevant authorities Preclude its original intended use or application

Records of nature of non-conformity and any subsequent actions taken are maintained. Any non-conforming product that has been corrected is subjected to re-verification to ensure conformity to the requirements. Any non-conformance detected after delivery will be handled according to the potential effects of the nonconformity and shall be recorded under corrective action procedure. Appropriate actions will be taken based on the magnitude of the problem.

Reference Procedure: CMC-QMS-P24

Control over Non-Confirming Products


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SECTION 9

PERFORMANCE EVALUATION

9.1

Monitoring, measurement, analysis & evaluation

9.1.1

General

Top management and Line managers in CMC define what will be monitored and measured, as well as the methods and timing for monitoring and measuring. Results of the monitoring and measuring will be evaluated at appropriate levels and functions in the organization and the top-level management will evaluate the performance of the QMS during the management review.

Reference Procedure / Documents : CMC-QMS-P16 CMC-QMS-P23 CMC-QMS-P24 CMC-QMS-P04

9.1.2

Project Planning and Monitoring Inspection and Testing Control of Non-Conforming Products Internal Audit

Customer satisfaction

The company has determined and established processes for monitoring customer satisfaction and/or dissatisfaction and to assess whether the company has met the customer requirements. Customers are surveyed on an annual basis. Construction Manager and Management Review meetings review customer satisfaction based on these surveys and may take action as appropriate to improve our quality system and customer satisfaction. The methods and measures for obtaining this information and its use are defined in the relevant procedures. Reference Procedure / Documents : CMC-QMS-P06

9.1.3


Analysis & evaluation

The data is collated from the monitoring and measurement activities defined within the quality management system. Analysis techniques such as statistical process control are applied selective Appropriate statistical analysis of data is prepared by the concerned Manager / Quality Manager and reviewed in the Management Review. Analytical data are prepared in line with the defined Quality Objectives. The data may include information related to any or all of the following:  

Customer satisfaction / dissatisfaction and their trends Conformance to customer requirements


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Quality audit data Appropriate actions against the non-conformances Characteristics and trends of processes and products including opportunities of preventive action Supplier performance monitoring and the rating Sub- Contractor Performance Project Progress.

  

9.2

Internal Audit

The quality management system is fully audited twice in a year to ensure that current practices conform to the policies set out in the quality manual. Audits are carried out systematically, on a predetermined frequency as per audit plan and with due regard to the status of and importance of the activity. Audits are prepared and planned by trained auditors. The procedure ensures that in all cases the auditor(s) will be independent of the function or area being audited. All non-conformities discovered during audit are recorded and an audit report is prepared. The results of audits are communicated to respective managers who are responsible for defining and timely implementing corrective and preventive actions. Corrective actions are monitored to ensure their effectiveness; through this process the organisation continuously improves and refines its quality management system. Re-audits are carried out to verify that all non-conformities identified have been addressed. Findings of audits are presented and reviewed during management review meetings. This information is evaluated to help assess the effectiveness of the Quality System in satisfying the Customer, the requirements of ISO 9001:2015, the quality policy, and to determine if any improvements in the system are required.


Internal Audit

9.3 Management Review 9.3.1 General The Management review is carried out annually, following the internal audit carried out by qualified internal quality auditors. This demonstrates the commitment and method for   

Review of the implemented system Review of continuing suitability and effectiveness Determining the frequency of review and audit


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Review Inputs and Outputs Records of evidences

Participants of the Management Review will consist of top management and respective department heads.

9.3.2 Management Review Inputs The efficiency and effectiveness of QMS is evaluated by considering the customer needs and organizational expectations. The inputs considered for Management Review are as follows:   

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The status of actions from previous management reviews Changes in external and internal issues that are relevant to the quality management system Information on the performance and effectiveness of the quality management system, including trends in: o Customer satisfaction and feedback from relevant interested parties The extent to which quality objectives have been met o o Process performance and conformity of products and services Nonconformities and corrective actions o o Monitoring and measurement results Audit results; o o The performance of external providers The adequacy of resources The effectiveness of actions taken to address risks and opportuni ties (refer section 6.1) Opportunities for improvement

9.3.3 Management Review Outputs Management review outputs as a minimum will consist of the following:   

Improvements of the effectiveness of the QMS and the processes Service improvements related to customer requirements Resource needs and their management

The copy of the minutes will be circulated to all participants / concerned.


Management Review


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SECTION 10

IMPROVEMENT

10.1 General The defined quality management system is aimed at continuous improvement in all processes, achievement of customer satisfaction and growth of the organization. Various control mechanisms used for measuring the performance are aimed to identify the weakness in the system and hence for improvements. Procedures are established for corrective actions and preventive actions (improvement actions), which are communicated throughout the organization.

10.2 Non-conformity & Corrective Action CMC will handle nonconformities in order to control and correct them and deal with the consequences. CMC will establish a corrective action system to investigate and document the root cause and actions to correct supplier, internal, and customer reported nonconformities. Corrective actions will be assigned to a responsible individual and tracked by number and completion date. Corrective action is used as a tool for improvement. The significance of the problem is evaluated and the root cause is determined. Suitable corrective actions are planned and implemented. A documented procedure is established and implemented detailing the following: 

Review of non-conformities arising from all areas

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Determining the cause of non-conformities and suitable corrective action.

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Evaluation of the proposed action to ensure that the non-conformance will not recur.

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Implementation strategies

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Review and verification of action initiated

When any non-conformance within the quality management system, including customer complaints, is identified, the cause is determined and eliminated with appropriate corrective action as per defined procedure. Corrective actions are reviewed to monitor their effectiveness and are subject of regular management reviews. All corrective actions are recorded and periodically analysed to establish the need for any preventative actions.

Reference Procedure / Document : CMC-QMS-P04 CMC-QMS-P23 CMC-QMS-P24

Internal Audit Inspection & Testing Control of Non-conforming Products

Qms Manual Iso 9001 2015

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