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Document title: Quality Management
System for Project Delivery - Code of
Practice.
Document ID
Document Type
Security
Discipline
Owner
Issue Date
Version
CP-190
Code of Practice
Unrestricted
Quality Management
06 Aug 2014
Version 2.0
Effective: Sep -14
Page 2
Printed 16/11/16
The controlled version of this CMF Document resides online in Livelink. Printed copies are UNCONTROLLED.
Document Authorisation
ii Revision History
The following table lists the four most recent revisions to this document. Details of all revisions
prior to these are held on file by the issuing department.
Version No.
Date
Author
Checked
Scope / Remarks
1.0
Sep. 09
UEQ
UEOD
First Issue
2.0
Aug. 14
UEQ
UEOD
Business Process
ORP
Document Title
Policy
PL-15
Code of Practice
CP-117
CP-114
CP-180
CP-131
CP-129
CP-142
Specification
SP-2061
SP-1122
SP-1171
SP-2065
Procedure
PR-1247
PR-1029
PR-1568
PR-1233
PR-1866
PR-2052
PR-2053
PR-2066
Guideline
GU-611
GU-711
ISO9001
ISO9004
ISO10005
ISO10006
ISO10015
ISO19011
ISO/TS 29001
ISO/TR 10013
TABLE OF CONTENTS
i
Document Authorisation........................................................................................................ 3
ii
Revision History.................................................................................................................... 4
iii
iv
Introduction........................................................................................................................... 8
1.1
Background..................................................................................................................... 8
1.2
Purpose........................................................................................................................... 8
1.3
Scope.............................................................................................................................. 9
1.4
Objective.......................................................................................................................... 9
1.5
Distribution/Target Audience............................................................................................ 9
1.6
1.7
1.8
Term / Abbreviation..................................................................................................................... 10
Definition (or meaning for the purpose of this document)...........................................................10
2
Quality Policy................................................................................................................. 13
2.1.1
2.2
Management Responsibility........................................................................................... 14
2.3
2.3.1
2.3.2
Business Opportunity Manager (BOM) / Project Manager or Engineer (PM / PE). .15
2.3.3
2.3.4
2.3.5
2.3.6
QC Inspectors......................................................................................................... 18
2.3.7
Disciplines............................................................................................................... 18
2.4
2.5
2.6
2.7
Quality Planning............................................................................................................. 21
2.8
Resource Management................................................................................................. 27
2.9
Quality Training.............................................................................................................. 28
Appendices......................................................................................................................... 31
Introduction
1.1
Background
In the majority of significant major incidents (irrespective of whether they are financial,
safety or operational by nature), investigations conclude there were often inherent
weaknesses in, and a lack of commitment to, the management of quality throughout the
business processes.
For any project to function effectively there must be a clear and well thought out
framework of business controls applied - Opportunity Realisation process (ORP),
Quality Management is one of those controls and is aimed at assuring compliance with
requirements, however the existence of good management system does not in itself
guarantee a quality product; this has to be accomplished via a combination of technical
competence and, most importantly, adherence by all contributors to the system.
1.2
Purpose
The purpose of this Code of Practice is to ensure that quality is consistently applied and
implemented in PDO projects by supporting the ORP to provide a standardised
approach to Quality Management in projects and give direction to Project Management
Teams. See Fig 1.
CodeofPractice190
LawsandRegulations
Quality Management
Activitites
ProjectQuality
SP1122
SP1171
Front-end
Development /
Engineering
(Quality Planning)
QualityRisks
Execution
Detail
Design
Procurement Construction/
Commissioning
and Hand-over
Support Processes: Risk Mgt, HSE, Procurement, Cost & Planning, Finance etc.
Related Assurance activities: FPD, DCAF, OR, AIPSM etc.
Identify
Assess
Select
Define
Execute
Fig 1
Interfaces with other PDO related assurance activities including Flawless Project
Delivery (FPD), Operational Readiness (OR), Asset Integrity Process Safety
Management (AIPSM) and the Discipline Controls and Assurance Framework (DCAF)
have also been taken into account.
It is acknowledged that there is a degree of overlap between these activities:
A QMS provides the overall system framework within which all these activities
are effectively managed and improved.
It is therefore important that the boundaries and interfaces are clearly defined and
agreed during the opportunity framing with the relevant accountabilities, responsibilities
captured in the Project Quality Plan (PQP), See SP-1122 Specification for Project
Quality Plan.
Operat
e
1.3
Scope
This CoP shall be applicable to all phases of a project as defined in the ORP (ORS) and
CP-117, up to and including the hand-over of the Asset.
Plant changes during the operating phase are also included, irrespective of size.
Subsurface and well engineering activities, as well as operations and maintenance
activities after project handover are excluded.
1.4
Objective
The primary objective is to set the recommended standard for project quality
management related activities by;
In its simplest format, quality is delivered via the Deming PDCA cycle See Fig 2.
Fig 2
1.5
Distribution/Target Audience
This Code of Practice is applicable to all PDO-staff and contractors who are involved in
the processes and activities directly related, or in support, to the delivery of a project or
modification to an existing Asset.
1.6
1.7
1.8
Term /
Abbreviation
Accountability
AI-PSM
Audit
BMS
BOM
BFD
CFDH
Change
CMF
Company
Contractor
CCMS
CoP
Code of Practice.
CQP
CSR
DCAF
DE
Decision Executive
Deviation
DRB
EMC
EPC
Term /
Abbreviation
FAT
FEED
FPD
Inspection
ISO
ITP
KPI
Monitoring
To check periodically and systematically. It does not imply that any action will
be taken.
MS
NCR
Non-Conformance Report.
NDT
Non-Destructive Testing.
OR
Operations Readiness
ORM
ORP
ORS
PAP
PCAP
PDO
PE
Project Engineer
PEP
PM
Project Manager
PQP
Project
Quality Plan
Project Team
Team involved in the project for the purpose of monitoring activities of the
Contractor in all project phases.
Procedure
PWR
QA
QC
QM
QMS
RASCI
Term /
Abbreviation
Record
Responsibility
Review
TA
Technical Authority.
TBC
To be confirmed.
TBD
To be developed.
TI
Technical Integrity.
TPI
VAR
Verification
2.1
Quality Policy
The project quality policy shall support the overall corporate and project objectives; It is
a means by which PDO and/or a project organisation is able to channel its actions in
meeting its specific objectives towards Quality.
2.1.1
Achieve continuous
performance.
improvements
in
Business
and
Project
Delivery
The impact of this policy is that there is a Quality Management System established,
maintained and continually improved that aligns with the requirements of PDO Code of
Practice CoP-190. The Quality Management System includes key matrices, which will
be used to monitor the effectiveness of the system in contributing to top quartile
performance.
The purpose of this policy is to:
Ensure Engineering Designs are clearly documented and agreed with the
Business and Project owner that address specified Asset Integrity and Process
Safety requirements.
Promote best QM practices within the Oil and Gas industry of the Sultanate of
Oman.
NOTE: Any individual project Quality objectives shall as a minimum address and
comply with PL - 15.
2.2
Management Responsibility
The achievement of the quality objectives is a management responsibility, therefore the
commitment and active involvement of PDO senior management and /or project
organisations are essential for developing and maintaining an effective QMS.
Typical actions required to demonstrate commitment:
The project top management shall nominate a quality management representative who
must have sufficient responsibility and authority for identifying and resolving quality
issues and retain a high degree of independence and objectivity.
Key performance indicators (KPIs) should (dependant of size of Project and Risk) be
developed and agreed for monitoring and steering quality performance throughout the
project (See Section 2.13).
Management shall ensure that Contractors also identify suitable quality resources which
will be subject to acceptance by the project team and/or CFDH.
Contractors management shall also define their commitment to execute the project in
accordance with ISO/TS 29001 and SP-1171.
2.3
2.3.1
Ensuring that processes needed for the QMS are established, implemented
and maintained (PDO Quality Technical Authority TA1);
Providing support and guidance to all Project Teams on quality related matters
and ensuring competent quality (QA/QC) resources are available within the
Project Teams.
UEQ is also responsible for the quality management system review: ensure its
continuing suitability, adequacy and effectiveness. Key project personnel shall be
invited to contribute to the reviews as appropriate. These reviews shall be formal, and
recorded in detail, to monitor the effectiveness of the QMS. These reviews are
described in the Project Quality Management System Review Procedure PR-2052 and
compliment the ongoing feedback and continual improvement of the QMS in its day-today implementation.
2.3.2
The review output should include decisions and actions related to the improvement of
the effectiveness of the project QMS, its processes and related resource needs.
Further responsibility and authority include;
Ensure that project quality requirements are addressed and included within the
PEP.
Establishing the budget and resource estimate for quality: ensuring that
appropriate quality resources are available within their respective project team
and contractors organisations in order to achieve PDOs Quality Policy &
Objectives;
Establish, implement and maintain the project QMS including quality strategy
and PQP;
2.3.3
Ensure that project quality requirements are included within contract documents
and that contractors, subcontractors and vendors comply with project QMS
requirements;
Promoting a consistency of approach & sharing learning across projects and for
promoting continual improvement within their project organisation;
Provide support in developing and implementing the PQP, Transition Plan and
project specific procedures and/or work instructions;
Managing the overall project assurance, surveillance, audit and review activities
and executing project/contractor audits;
2.3.4
2.3.5
Provide support in developing and implementing the PQP, Transition Plan and
project specific procedures and/or work instructions;
Managing the overall project assurance, surveillance, audit and review activities
and executing project/contractor audits;
Reporting problem areas to the quality manager (lead project engineer if project
does not have a designated quality manager) and raising non-conformance
reports (NCRs) or Product NCRs to document work that fails to meet the
specified quality requirements so that remedial action can be taken;
Verifying that all NCRs and Product NCRs have been satisfactorily resolved;
identified
in
the
contractor's
or
Reporting problem areas to the quality manager (lead project engineer if project
does not have a designated quality manager) and raising non-conformance
reports (NCRs) or Product NCRs to document work that fails to meet the
specified quality requirements so that remedial action can be taken;
Verifying that all NCRs and Product NCRs have been satisfactorily resolved;
2.3.6
QC Inspectors
Provide early contribution to a project in order to ensure:
2.3.7
Disciplines
Ensure the effectiveness and efficiency of processes under their control.
NOTE: Specific requirements should be detailed in individual job descriptions.
2.4
Quality
Management
Documentation Hierarchy
System
Structure
and
Customer /
Stakeholder
Requirements
Select
& Define
Governance &
f
ISO/TS
Extern
ISO 9001,
Business
Control
ion
Assurance
Regulations
Select
& Define
Contracti
29001,
ISO
10006
al y
Reviews: PDAB / DRB /
Strate
ng
Quality
/ BAC
Strategies,
OR
DE
gy
Strategy
Strategy
Projec
Define
Constructability
VAR / project
ESAR / Audit /
Policies,
&t Policy
Define
Supporting
In/ Country
Value
PERT
PSUA
specific:
Qualit
Assets
/
Work
(ICV)
Systems
DCAF
Plans /
Standards /
F Streams
E y Plan
Pro
Pr
/
Benchmarking
Codes
n
c/
eSystems
MoC
specific:
m ticali
D
&
AIV
Su
Construct
FPD
Project
ty
Aw
Aw
dures
Q
Procure
Fabrication,
Plan
ppli ard
ion
Specific
Ass
ard
ments
Fa
Con
Mech
Installation /
Exe
ers QA/ Contracto
Quality
QA/QC
ess bri
QA/anica
Ar
stru
Const.
cuti
QP
rs
QPs
&
Interventio me
Requirements
QC ctio QC l
Commissioning
e
Comm.,
cati
on
s
&
ITPs
n Plans
Specifications
nt on QA & Flawless
a
Hook-up
n
Com
ITPStart-up
Company) Continua
MoC
n QC
up
l
Corre
Au
Qu
Les
Benc
ctive
dits
alit Improve
son
hmar
&
y
s
king
Preve
KPI ment
Lea
&
ntive
s
rne
Healt
Action
d
h
s
Chec
ks
Fig 3
Principal contractors / sub-contractors selected to execute the work, shall (dependant
on work to be executed) develop and implement specific quality plans, associated
procedures, work instructions, and inspection and test plans. The PM/PE shall identify
which documents are subject to review by the Project Team and shall form an integral
part of the overall Project QMS.
2.5
Fig 4
To facilitate deployment, the elements of the model should be grouped according to
their affinity to one another:
2.6
Table 2
Project
(millions)
size
Identify
Assess
>$ 1000
<$ 1000
<$ 200
<$ 50
<$20 (EMC/ODC)
&
Select
Define
Execute
Recommended.
Mandatory
Table 3
>$ 1000
QMS Level 3
QMS Level 4
QMS Level 4
<$ 1000
QMS Level 2
QMS Level 3
QMS Level 4
<$ 200
QMS Level 1
QMS Level 2
QMS Level 3
<$ 50
QMS Level 1
QMS Level 1
QMS Level 2
<$20 (EMC/ODC)
QMS Level A1
QMS Level A1
QMS Level A2
Risk Category:
Low
Medium
High
Low Risk: Conventional projects that involve limited engineering scope and only
few vendor interfaces, typically single discipline such as pipeline and overhead line
projects, or single vendor package, standard materials, no prototype, low risk
impact, limited brown field scope.
Table 4 identifies the minimum quality management system(s) assurance and control
requirements based on Value and/or Risk See also CP-131.
Table 4
Quality Management System requirements
QMS Level 3 a. The QMS / PQP should be specifically developed for the Project, including a
&4
Quality Strategy/objectives, supporting procedures and work instructions.
PDO Corporate Quality Policy, management system and procedures shall be
used as a main reference.
b. Quality Resources, including a Quality Manager and QA Engineer(s) should
be dedicated to the project and should be progressively deployed during the
Identify & Assess phases of the ORP.
QMS Level a.
2 The Projects QMS may be a combination of the PDO Corporate management
system and procedures and project specific procedures.
The level of
documentation is to be assessed on an as-needed basis.
b. A dedicated Quality Lead should be deployed as a minimum during the
Select phases of the ORP. QA/QC resources can be shared with other
projects on an as-needed basis.
QMS Level 1 a. The Project Quality System should basically consist of a PQP that makes
reference to, and is supported by, applicable PDO standards and processes;
i.e. normally there will be no need for the Project to develop its own specific
procedures.
b. More reliance should be placed on Line Management to practice their own
responsibilities towards QA/QC activities at early phases; i.e. generally, a
dedicated quality resource will be mobilized at the Define Phase of the ORP.
c. Minimum one dedicated QA Lead Engineer, additional QA/QC resources may
be shared between more than one project through a matrix organization or
skill pool.
EMC/ODC
QMS Level A2, dedicated Quality Lead full time to the project.
QMS level
For QMS Level A1, QA/QC resources may be shared between more than one
A1 & A2
project through a matrix organization or skill pool. Supply Chain Quality
Lead/Engineer, position may be covered by corporate Function.
Execution QA/QC Engineers and Inspectors, The number will vary per project
and may include both full time and call-off arrangements. The roles may also be
filled by 3rd. Party inspection agencies.
2.7
Quality Planning
In order to achieve project quality objectives, it is necessary to manage and control the
project processes and activities by means of Project Quality Plan (PQP). Where
relevant, the PQP should be supported by lower tier quality plans, procedures and/or
work instructions specific to discrete parts of the project, see SP-1122 and SP-1171 for
specific details.
Quality Planning should commence at the Identify / Asses phase of the ORP (Fig 5) and
be continually updated as and when project requirements become more clearly defined
until final project delivery and hand-over to Operation.
To guide development of the PQP the primary quality activities and quality deliverables
associated with each ORP phase, What you do, are illustrated in the Quality Activity
and Deliverable Roadmap, see section 3 Appendix 2.
An outline of project QA/QC activities and deliverables in various ORP-phases of
Identify/Assess, Select, Define, and Execute respectively is provided in the Project
Quality Delivery Plan (PQDP), see section 3 Appendix 3.
The PQP should indicate how the required activities will be carried out, either directly or
by reference to appropriate documented procedures, or other documents (e.g. project
plan, work instruction, checklist, etc, see also Appendix 4 PQP Narrative Checklist
Inputs that need to be considered include:
The capability / experience of the project organisation and maturity of the QMS.
If a requirement results in a deviation from the QMS, this deviation should be justified
and authorised.
The depth and breadth of the PQP should be determined by the overall project / quality
characteristics and associated risks to be mitigated (RE: Section 2.6).
Fig 5
Table 5 identifies the minimum quality activities and controls that should be addressed
within the PQP, irrespective of the QMS scaling (details of corporate Codes of Practice,
Specifications, Procedures and Guidelines are provided for reference, refer to LiveLink
for latest copy).
Table 5
QMS Requirement
Design & Development
Quality Management
(Front-end Engineering &
Detailed) including
Technical Integrity.
(CP-117, CP-185, SP-1122,
SP-1134, SP11-71, SP2061, PR-1232, PR-1247,
PR-1358, PR-1151, PR1561, PR-1729, PR-1741,
PR1727, PR1734, PR1735, PR-1761, PR-1768,
GU-603, PR1772, PR1759).
PQP Activity
The design quality assurance process is key in enabling the
project to achieve its objectives and therefore must be effectively
controlled.
The following steps should to be addressed and reviewed:
Interface Control
(Project specific document)
(CP-162, CP-111, PL-13,
GU-435)
QMS Requirement
Risk Management
Control.
(CP-131)
PQP Activity
The projects should have a risk management procedure:
QMS Requirement
Construction Quality
Assurance and Control.
(SP-1122, SP-1171,
PR1483, PR-1561)
PQP Activity
The PDO project team should ensure that a Construction Quality
Plan and Quality Audit plan is available. It should cover the
construction and installation quality activities and that any audits
and reviews are planned in a methodical manner to assure that the
construction work meets the requirements of the contract and
project specifications.
Participation in contractor quality audit plans is an effective way to
monitor implementation and effectiveness of construction and site
QA/QC activities.
The extent of quality monitoring should be dependent upon the
technical criticality of the work and contractor/subcontractor work
scopes.
Key areas to check are
Systems Handover
Quality Control.
(SP-1131, PR-1000, PR1150, PR-1612)
Commissioning Quality
Control & tools Project
Completions
Management System
(CCMS).
QMS Requirement
PQP Activity
handover; and outstanding inspection activity.
2.8
Resource Management
Within the QMS attention shall be given to the activities in the personnel-related
processes to assure the competence of suitable resources to manage quality. The
processes should ensure:
The establishment of the project quality organisation structure (both for the
project and principle contractors)
A summary of key quality related responsibilities is provided in section 2.3 and shall be
reflected in the tasks and targets of the project team roles.
The Quality Manager/Engineer should report direct to the PM / PE or most senior
individual who has been given responsibility of assuring that quality and technical
integrity requirements are compliant. Quality functionality remains with UEQ.
It is recommended that RASCI Charts (Responsible, Accountable, Support, Consult and
Inform) are used to define who should do what quality activities on the project.
An indicative QA/QC resources required across projects is shown in Table 6:
Table 6
Position
Comment
Quality Manager
Project Quality
Assurance
Lead/Engineer
Supply Chain
Quality
Lead/Engineer
Construction
Quality
Lead/Engineer
Execution QA/QC
Engineers and
Inspectors
As
reqd
As
reqd
.
As
reqd.
As
reqd
.
Position
ODC/EMC
Project QMS
Level
A1
A2
will
vary
Comment
Execution QA/QC
Engineers and
Inspectors
As reqd.
As reqd.
The above table is indicative, should the project involve a shift rotation, the quality
resources may increase significantly. The number of quality resources may also be
influenced by the type of contractual arrangements and the role of the Principle
contractor.
These resources should be planned across the ORP, ideally with the Quality
Manager/Lead identified at the end of the Select / start of Define phase.
2.9
Quality Training
Project personnel should be adequately familiar with project quality system
requirements and their specific role in the system for the performance of their assigned
tasks.
Initial quality system induction training is therefore required at the start of each (phase
of a) project, followed by sustained training e.g. covering specific quality topics.
Specifically for the construction and commissioning phase QMS training is important as
usually a large part of the supervisory staff are hired-in on short-term contracts and may
not be familiar with PDOs, Contractor/Subcontractor standard procedures and systems.
See also PR-1029 Competence Assessment & Assurance.
Auditing;
The Project Quality Audit and Review plan shall include audits of all key project
controls, prime contractors and areas identified as at risk that may require a certain
level of Quality intervention to assure compliance to project requirements.
The Quality Audit and Review Schedule shall detail the outline scope and frequency of
all audit /reviews against each project control, contractor, sub contractor, supplier.
The status of audits/reviews and associated findings should be summarized and
included in Project Reports issued to the PM Team. The review of Quality Audit
/Review reports should be the primary method used in measuring achievement of the
stated Project Quality Objectives.
Lagging follows the event. The importance of a lagging indicator is its ability to
confirm that a pattern is occurring or is about to occur.
The leading indicators should focus on the effectiveness and efficiency of the QMS from
a system, organisational, and process viewpoint. This should apply both internally
(within the project team) and externally (critical contractors and suppliers).
The lagging indicators should be QA/QC focused, and aligned with Flawless Project
Delivery objectives to avoid duplication.
Examples of both Leading & Lagging Indications are shown in Section 3 Appendix 5.
2.14
Non-conformities
Projects shall ensure the control of all nonconformities by one or more of the following
ways:
Records of the nature of nonconformities (NCR) and any subsequent action taken,
including concessions obtained, shall be maintained by the project.
See also PR-2053 Control of Non-Conforming Product Procedure.
Appendices
Risk
Rated
Justification for
Risk selection
Rating definition
Individual Rating: H = 15, M = 10 & L = 5
Technical Risk
Subsurface
Uncertainty
Risk
Surface
Complecity
Risk
Project Execution
Risk
Novel Technology
Risk
Ecomonic Risk
Commercial Risk
Organisational Risk
Business
Environment
Risk
Risk of Team
Capability to
Deliver
Quality System/
DCAF Maturity
Risk
Environmental /
Social
Perfromance Risk
Risk Summary
L< 75
M = 75 to 125
H>125
Assess
Select
Define
Pre-FEED
DG /VAR
Key Activities
1
Provide outline
strategy for Quality
Assurance against
identified opportunity
risks.
3
Refine strategy for
Quality Assurance
against identified risks
and QA resource need.
FEED
(opt)3a
Updated strategy for
Quality Assurance
against identified
risks.
4
Updated strategy for
field/site Quality
Assurance against
identified risks.
Update and set
equipment and
material criticality
ratings and quality
intervention levels
critically rating.
Update QA and QC
resource need.
Determine special
skills and/or training
requirements.
Implement project
specific PQP, and
review periodically.
Align and approve
QMS for FEED
contractor.
Establish/implement
Change
management.
Populate DCAF for
the project monitor
and measure
implementation.
Conduct quality
audits and peer
reviews.
Continual
Improvement, Nonconformance
reporting, Corrective
& Preventative
Action, and trend
analysis, implement
KPIs,
Surveillance of
contractors PQP &
suppliers QA/QC
systems and
performance.
Identify
Assess
Select
Define
Pre-FEED
DG /VAR
Key
Deliverables
Strategies.
Aligned Quality Policy
and Objectives.
Identified resource
requirements.
Draft Audit plan / PAP
DCAF MOX
Risk Register
3
Preliminary Project
Quality Plan.
FEED
(opt)3a
Project Quality Plan.
4
Updated Project
Quality Plan.
Quality learning,
measurement and
trend analysis report.
Project Team and
Contractor Audit &
Review and
Surveillance reports.
Change registers.
PQP Part 1
Content
1.
Introduction:
3.
Project QMS
5.
Resource
Management
7.
Measurement Analysis
& Improvement
PQP Part 2
Guidance
8.
Contents
Risk Management
Quality Assessment of
Contractors / Suppliers
Inspection Test & Surveillance
Plan
Co-ordination of Inspection
Agencies
9.
12. Information
Management &
Document Control
Quality Records,
Certification
Hand-over dossiers
PS15 Information
Quality Toolkit
Management
2.
Management Responsibility,
3.
Resource Management,
4.
5.
Objective/activity
Agree on the objectives and scope of the activity to develop performance indicators
Exploration of the evidence the main stakeholders require to address their concerns, i.e.
appropriate and useful indicators. Selection of relevant stakeholders, concerns and indicators
Exploration of how the results of the performance measurement against the chosen indicators
are going to be used for improving performance, and by whom
Exploration of the data required, the practicalities associated with collecting it and using the
output, e.g. how this activity may link with the other measurement or monitoring activities taking
place
Good practice examples of key performance indicators are shown below. They should be used
across each ORP phase, reported using existing project management tools, and adjusted to
meet the needs of an individual project.
Quality Indicator
Measure
Quality Resources
ORP
Phase
Threshold
Review
Frequency
Report
Format
All
>90%
Quarterly
Statistic /
Trend
No. of resources
Vs
No. of positions
established
All
>90%
Quarterly
Statistic /
Trend
Closure of NCRs
No. raised
Vs
No. closed
All
> 90%
Quarterly
Statistic /
Trend
Management system
Procedures per
function/discipline
No. of documents
delivered late
Vs
No. required by
schedule / MDR
All
< 5%
Monthly
Statistic /
Trend
Quality Indicator
Measure
Management review
meetings
HAZOP actions
outstanding
ORP
Phase
Threshold
Review
Frequency
Report
Format
All
>90%
Yearly
Statistic /
Trend
No. cleared
Vs
Targeted
Select,
Define
and
Execute
> 90%
Monthly
Statistic /
Trend
Holds outstanding
No. design
issues / queries
closed Vs
Targeted
Select,
Define
and
Execute
> 90%
Monthly
Statistic /
Trend
No. raised
Vs
No. cleared
Select,
Define
and
Execute
> 90%
Monthly
Statistic /
Trend
Design deliverables
No. of document
delivered late
Vs
No. required by
schedule / MDR
Select,
Define
and
Execute
< 5%
Monthly
Statistic /
Trend
No. raised
Vs
No. closed
Execute
> 90%
Monthly
Statistic /
Trend
Holds outstanding
No. of Holds
cleared
Vs
Targeted
Execute
> 90%
Monthly
Statistic /
Trend
Correctness and
completeness of the
procurement documents
Correct TA level
Approval for
Material
Requisitions
Vs
Technical
Specifications of
POs (along with
respective PE
Signature) issued
for criticality level
CR1 & CR2 Items.
Execute
100 %
Monthly
Statistic /
Trend
Document turnaround
compliance
(vendor/contractor/PDO)
Material
Requisitions /
Technical
Specifications,
Drawings & ITPs
approved in ten
(10 Working days)
for criticality level
CR1 & CR2 Items.
Execute
> 95
Monthly
Statistic /
Trend
(An auditable
Spread sheet
shall be
developed
and
implemented)
Quality Indicator
Measure
ORP
Phase
Threshold
PGSC compliance
Execute
100 %
Execute
CR/ITP compliance
(approval and H/W
points)
Inspection visit
performed for
Hold or Witness
points as per ITP
for criticality level
CR1 & CR2 Items.
Material delivery
compliance
(documentation &
Technical)
Review
Frequency
Report
Format
Monthly
Statistic /
Trend
< 5%
Monthly
Statistic /
Trend
Execute
100% for
H&
95%for W
Monthly
Statistic /
Trend
Material /
Equipment
inspected and
accepted prior to
dispatch to sites
for criticality level
CR1 & CR2 Items.
Execute
100 %
Monthly
Statistic /
Trend
No. of documents
delivered late
Vs
No. required by
schedule / MDR
Execute
< 5%
Monthly
Statistic /
Trend
Vendor / supplier
materials / equipment
No.of recorded
material /
equipment
traceability /
identification
issues.
Vs
No of materials /
equipment items
received
Execute
< 5%
Monthly
Statistic /
Trend
Execute
< 5%
Monthly
Statistic /
Trend
No. cleared
Vs
No. raised
Execute
> 90%
Monthly
Statistic
Quality Indicator
Measure
ORP
Phase
Threshold
Review
Frequency
NCRs
No. closed
Vs
No. raised
Deviations /
Concessions
Report
Format
Execute
> 90%
Quarterly
Statistic /
Trend
No. cleared
Vs
No. raise
Execute
> 90%
Monthly
Statistic /
Trend
No of joints
rejected
Vs
No of joints tested
Execute
< 3%
Weekly
Statistic /
Trend
No of joints
rejected
Vs
No of joints tested
Execute
< 5%
Weekly
Statistic /
Trend
Hand-over
documentation
No. of documents
delivered late
Vs
No. required by
schedule / MDR
Execute
< 5%
Monthly
Statistic /
Trend