Quality Plan

Project Quality Plan BCC_CON_FM02-03
PROJECT QUALITY PLAN
Prepared By: Reviewed By: Approved By:

Name
Signature
Position
Date
Document
Version #
Doc. Rev.
Date:
Retained By: Construction Division Manager Retention Period/ Disposition: As per Contract Requirement or 5 Years after Project Completion
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Index
1. INTRODUCTION ......................................................................................................................................
4
1.1 Purpose of Quality Plan .......................................................................................................................

4
1.2 Project Work Scope .............................................................................................................................

4
1.3 Project Organization ............................................................................................................................

4
1.4 Definition of Terms and Abbreviations.................................................................................................

5
2. QUALITY MANAGEMENT SYSTEM .......................................................................................................

7
2.1 Introduction to Built Industrial. Co Quality Management System ....................................................

7
2.2 Quality Policy .......................................................................................................................................

7
2.3 Management Commitment and Authority ............................................................................................

9
2.4 Project Management Structure and Responsibility .............................................................................

9
2.5 Quality Team Structure and Responsibility .........................................................................................

12
2.6 Quality Improvement............................................................................................................................

14
2.6.1 Management Review Meeting ................................................................................................

14
2.6.2 Interrelation between Functional Areas ..................................................................................

14
2.6.3 Key Performance Indicators ...................................................................................................

15
2.6.4 Internal Audits .........................................................................................................................

16
2.6.5 Trainings .................................................................................................................................

16
3. QUALITY PROCEDURES ...................................................................................................................

17
3.1 Project Documentation .....................................................................................................................

17
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3.2 Document Control and Distribution ................................................................................................

17
3.2.1 Project Submittals ................................................................................................................

18
3.2.2 Distribution of Documents ..................................................................................................

18
3.2.3 Document Tracking System ...............................................................................................

18
3.3 Design Coordination .........................................................................................................................

19
3.4 Planning and Progress .....................................................................................................................

19
3.5 Subcontractor Selection Process ...................................................................................................

19
3.6 Vendor/Supplier Selection Process ...............................................................................................

20
3.7 Inspection and Testing Process .....................................................................................................

20
3.8 Control of Non-Conformance ..........................................................................................................

23
3.9 Project Completion Process ............................................................................................................

24
3.9.1 Punch List .............................................................................................................................

24
3.9.2 Testing and Commissioning ...............................................................................................

24
3.9.3 As-Built Drawings ................................................................................................................

24
3.9.4 Handing Over and Records ................................................................................................

24
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4. COMMUNICATION AND TRAINING .................................................................................................

25
4.1 Over-All Project Reporting and Meeting Schedule ......................................................................

25
4.2 Method Statements and ITP ...........................................................................................................

25
4.3 System Briefing .................................................................................................................................

25
5. AMENDMENT AND DISTRIBUTION OF QUALITY PLAN ............................................................

26
5.1 Amendment .......................................................................................................................................

26
5.2 Controlled Issue and Distribution ...................................................................................................

26
6. APPENDICES ........................................................................................................................................
27
6.1 Project Meeting Schedule................................................................................................................

27
6.2 Completion Dashboard Format ......................................................................................................

28
6.3 Minutes of Meeting Format ..............................................................................................................

29
6.4 Site Daily Diary ..................................................................................................................................

30
6.5 List of Inspection and Test Plans to be Prepared ........................................................................

31
6.6 List of Project Forms and Communication Forms .......................................................................

32
HISTORY OF REVISION
Section Details Rev. No. Rev. Date
First Issue
Addition of Authorities (example)
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Section 1: Introduction
1.1. Purpose of Quality Plan
This Quality Plan forms the top tier of the Quality System for the <PROJECT NAME>. This PQP sets out how BUILT
INDUSTRIAL CO. Management team is structured and committed to accomplish the project deliverables at highest
level that will meet contractual requirements within scope, schedule, cost and quality. It defines the key processes
involved in the coordination and management of the Project, outlines the systems and responsibilities, and describes
the Quality Procedures necessary to manage the Construction of <PROJECT NAME>.
Upon approval of Client’s Representative, this Project Quality Plan shall be immediately and steadfastly implemented.
The Project Manager and Quality Control Manager shall coordinate for its management and implementation.
1.2. Project Work Scope
< DESCRIPTION OF PROJECT SCOPE>
(Example) The project consists of the construction of a bespoke glass and steel domed structure (Great Room) and
perimeter curtain wall. Also included in the scope is demolition work to existing structure, reinforced concrete works,
MEP diversions and installation, conveyance equipment installation and limited finishing works. The project is required
to achieve a LEED Gold rating.
1.3. Project Organization
(Example) Built Industrial Co. shall act as the Principal Contractor for the project and shall liaise directly with (BENOY
for Example).
Figure 1 shows the inter relations of the main parties involved in this project.
(Example only) Figure
1:
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1.4. Definition of Terms and Abbreviations

The Quality Management and related terms used in this PQP are defined below, with ISO 8402 “Quality Management
and Quality Assurance Vocabulary” as reference.
Approval: An act of endorsing or adding positive authorization.
Certification: The authoritative act of documenting compliance with the requirements.
Company: refers to Built Industrial Co. (BCC)
Compliance: An indication or judgment that the product or service meets the requirements of the
relevant specification or regulation, also the state of meeting the requirements.
Contractor: The person(s) named as contractor in the letter of tender accepted by the employer
and the legal successors in title to this person(s).
Corrective Action: Action taken to eliminate the causes of an existing non-conformity, defect, or other
undesirable situation in order to prevent recurrence.
Documentation: Any written or pictorial information describing, defining, specifying, reporting, or
certifying requirements, procedures or results.
Defect: Non-fulfillment of an intended usage requirement or reasonable expectation, including
one concerned with safety.
Consultant: The person appointed by the employer to act as CONSULTANT for the purpose of
the contract and named in the Appendix to Tender.
Hold Point: A point on the inspection and test plan (ITP) beyond which the process may not
continue until it has been approved by CONSULTANT.
Improvement: Actions taken by CONTRACTOR to increase the effectiveness and efficiency of
activities and processes in order to provide added benefits to both Contractor and its
Sub-Contractors.
Inspection: An activity such as measuring, examining, testing or gauging one or more
characteristics of an entity and comparing the results with specified requirements in
order to establish whether conformity is achieved for each characteristic.
ITP: Stands for Inspection and Test Plan. It is a quality control document which defines in
a tabulated form the inspection, test methods, procedures and acceptance criteria,
parties involved to be utilized during the execution of the work.
Inspection Agency: Organization or entity required by law or the project owner/s to make inspection to
ensure compliance with statutory.
Independent Testing A duly accredited private entity performing required test/s on materials and/or
Laboratory (ITL): systems as required in the works.
MIR: Stands for Material Inspection Report. It is a quality document which is given by
construction team or supplier to quality control inspector which serves as the
evidence that an inspection has been conducted on the delivered material
Non-Conformity: Non-fulfillment of a specified requirement.
Pre-Commissioning: Testing of system components for continuity, operability and in the case of the
process plants, their ability to withstand operating pressure prior to the introduction
of feedstock or other final products into the facility.
Procedure: A specified way to perform an activity.
Process: Set of inter-related resources and activities, which transform inputs into outputs.
Project Quality Plan (PQP): Document specifying which procedures and associated resources shall be applied by
whom and when to a specific project, product, process or contract.
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PSAQ: stands for Processes, Policies, Procedures/ System Audit/ QMS. It is a Built Industrial
Co. Department which focuses on quality assurance and the development of the
Company wide management systems, improving on practices already in place, and
consolidating and centralizing within the Department
Qualification: Characteristic or skill obtained by training or experience measured against

prescribed standards or examinations demonstrating the individual capability or
carrying-out specific tasks.
Quality Assurance (QA): All the planned and systematic activities implemented within CONTRACTOR'S
quality system, and demonstrated as needed to provide adequate confidence that an
entity will fulfill requirements for quality.
Quality Control (QC): Contractor employed operational techniques and activities that are used so that its
operations and services conform to the quality requirements.
Quality Policy: The overall intentions and direction of an organization with regards to quality, as
formally expressed by top management.
Repair: The process of restoring a non-conforming characteristic to condition so that the
capacity of an item to function reliably and safely is unimpaired and conforms to the
original requirement.
RFI: Stands for Request for Inspection. It is a quality document which is given by
construction team to quality control inspector which serves as the evidence that an
inspection has been conducted during the execution of the work.
Shall: Express a provision that is binding between two or more parties.
Should: Express a recommendation among other possibilities.
Specification: A written document describing the general requirements of a materials inspection
and/or process including acceptance standards.
Supplier: Any individual or organization that furnishes items or services as per a procurement
document
Test: The determination or verification of the capability of an item to meet specified
requirements by subjecting the item to a set of physical, chemical, environmental or
operating conditions.
Will: Express a declaration of purpose or intent by one party.
Witness Point: It defines a point that provides concerned parties in the ITP with the opportunity to
attend the inspection or test, at agreed frequency.
Section 2: Quality Management System

2.1. Introduction to Built Industrial Co. Quality Management System
Built Industrial Co. implements and maintains a Quality Management System which complies with the requirements
of ISO 9001:2008 and continually monitors its effectiveness.
The Company’s Quality Policy and Quality Management System will be the guiding light in the planning and execution
of all quality systems and procedures. It is designed with the following goals:
a) Adapt with Project Specifications to meet customer’s requirements with due regard to company’s already
established procedures
b) Establish and communicate clear quality control procedures for project execution in relation to other departments’
involvement
c) Plan, carry out, monitor, and adapt the service realization processes.
d) Expand the range of corporate experience & expertise by continuously developing this Quality Management Plan
e) Optimize efficiency and bring forth improvements.
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2.2. Quality Policy
In a highly competitive market where competence, quality and cost determine a Company’s position, Built Industrial
Co. strives at strengthening customer relationships by providing quality driven services primarily directed towards
customer satisfaction, especially in the fields of Construction, Operation & Maintenance.
In order to realize this policy, the Corporate Management formulates strategic quality objectives, which are periodically
measured, analyzed and reviewed to ensure their continuous suitability to the business needs. Every employee within
the organization plays a key role in achieving the set objectives, through innovation and professional conduct.
A Quality Management System, compliant with the ISO 9001:2008 Standard, has been attained and maintained to
exemplify the Management’s commitment towards the implementation of this policy. The QMS is designed to
permanently:
➢ Determine customer needs and specify them in the form of defined requirements for the organization, ➢
Determine, plan, carry out, monitor and adapt the service realization processes.
➢ Expand the range of corporate experience & expertise.
➢ Review its performance to streamline internal process, optimize efficiency and bring forth improvements. The
Management of Built Industrial Co. is fully committed to ensure that this policy is scrupulously and efficiently
communicated to all levels of the Organization and permanently applied throughout the entire Company.
Figure 3 is the Quality Policy signed by COO.
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2.3. Management Commitment and Authority
The Management of Built Industrial Co. is committed to implement this Project Quality Plan.
The Project Managers have the ultimate responsibilities for the quality of the project and shall establish and maintain
an effective quality control system in compliance with the contract requirements.
The Project Managers are responsible for ensuring that the activities which they control shall function effectively in
accordance with this Project Quality Plan. The PQP defines how every member of the staff contributes to fulfilling the
Company’s Quality Policy. The Head of each Department is responsible for establishing and identifying duties and
responsibilities of personnel who implement quality-affecting activities to meet the requirements of Quality Assurance.
The suitability and effectiveness of this Project Quality Plan and scope for improvement shall be periodically reviewed
in the Management Review meeting.
The Contractor Quality Control Manager is responsible for implementing, maintaining, updating the Project Quality
Plan on site.
2.4. Project Management Structure and Responsibility
Each project staff member is responsible for the implementation of the project quality plan as it applies to
his/her particular functions.
The Project Director has the overall responsibility for the successful delivery of the project. He will be held responsible
for the quality of work on the site. The Project Director in this context shall mean the individual with the responsibility
for the overall management of the project including planning, executing, monitoring and controlling and closing.
Adequate resources are provided based on the requirements projected by concerned department heads.
See Figure 4 for the Typical Project Prototype-Organizational Chart.
(Example) Figure 4: Typical Project Prototype-Organizational Chart
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2.4.1. Project Key Personnel Responsibilities Project

Director (PD)
o Senior level liaison with the Client and their Contract Administrator, lead in major commercial decisions,
ensuring that the project teams work together in an effective and efficient manner and have the required
resources.
o Ensure the implementation of the Quality and Safety Procedures.
o Hold meetings with Site Project Managers regarding site progress, risk mitigation and implementation of
corrective and preventive actions to keep the project progress per performance baseline.
o Reports to Construction Division Manager. He is accountable for profit and loss of his assigned area.
Site Project Manager (SPM)
o Shall be based at the construction site and will be the primary contact person with whom the Consultant
will interact regularly and will become personally involved until each problem is resolved and appropriate
corrective measures are implemented.
o Undertakes the day to day management of the project including liaison with all parties and stakeholders.
He will ensure that the works are completed on time, to budget and to the quality expected by the Client.
He shall ensure the implementation of the Project Quality Plan, all his staff are fully aware of their
responsibilities and have been briefed as required in the system and contract requirements.
Construction Manager (CM)
o Shall ensure all site activities are carried out in a structured and planned manner and meet time, cost and
quality requirements. o Shall ensure adequate manpower, equipment and materials and that sufficient
supervision and management is provided.
o Shall manage subcontractors from pre start up meetings through to final handover of documentation. o
Shall ensure that all non-conformances are investigated and resolved within the defined timescale.
Contracts Manager
o Shall be based at the construction site and be responsible to the Site Manager for all matters related to
the site administration including Finance and Accounts, Personnel & Administration Dept., Legal affairs
(main and sub-contracts), Labor and Housing. Engineering Manager
o He shall be based at the construction site and be responsible to the Site Manager for all Technical and
Contractual matters. His duties include but not limited to:
- Maintaining records of the drawings and distributing them to concerned persons.
- Ensuring that all the shop drawings and Engineering design are reviewed by discipline engineer prior
to submitting to Consultant.
- Preparing of the As‐Built drawings.
- Liaise with Technical Counterpart of Consultant for solving related technical issues - Following‐
up the material/ sub‐contractors approval requests.
- Preparing and maintaining the detailed schedule with the Site Manager and the Section Managers.
- Preparing the method statements with the Site Manager, the QC Manager, and the Safety Manager
and Subcontractors.
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Site HSE Manager

o The Site Health, Safety and Environmental Manager will coordinate directly to the Project Manager and
report directly to HSE Division Manager.
o Manage safety personnel in the implementation of occupational, safety and health procedures to avoid
the risks of accidents and injuries.
o Inform all employees of any existing Health and Safety hazards on site and at the workplace.
o Provide training and supervision for all employees to ensure that safe working practices are adhered o
Ensure that constant safety inspections are carried out by competent Safety Officers. o
Maintaining accurate accident, injury and "near miss" reports.
o Organize the weekly tool box meeting at site Procurement Management
o Shall optimize purchasing during the project, establishing rules that guarantee that the products and
services purchased meet the contract requirements, taking into account price, schedule, quality, and
overall best value.
o Responsible to produce, maintain and enforce the procurement policy.
o He will be responsible for the coordination and contract management with the Vendors, sub-contractors
and suppliers
Project QMS Representative
o Is the principal management representative who has the authority and responsibility to ensure and
maintain compliance with the QMS in a project site.
o Shall work with Site QC Manager for the development and maintenance of the Project Quality Plan and
ensure that the project team has understood and the PQP and QMS.
o Responsible to identify and analyze quality-related issues, held in preparing corrective and preventive
action, and monitor its effectiveness. Project Control Manager o Responsible to the management
of matters related to the following:
- Project Communication & Reporting
- Project Budget & Cost Management
- Project Scope Management & Change Control
- Project Schedule Management
- Project Document Control
- Project Risk Management
2.5. Quality Team Structure and Responsibility
All Quality Control staff is granted full authority within their assigned areas of responsibility to implement the quality
control programs related to materials and workmanship to ensure total compliance to contract requirements.
Quality Control personnel acts as inspectors for the Contractor and should report deficiencies through the proper
channels. They will also act as liaison between the contractor and the Consultant in matters pertaining to quality
control, inspection and testing, and generation of required documentation per inspection and test plans.
See Figure 5 for the Site Quality Control Organizational Chart.
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(Example) Figure 5: Site Quality Control Organizational Chart
2.5.1. Project QC Personnel Responsibilities
QC Department Manager (under Head Office) o

Reports directly to QC Department Director.
o Implement, manage and monitor the Built Industrial QC Strategy through its policies, processes and
procedures, ensuring that at all locations suitable and sufficient resources are in place and are achieving
the required targets. o Implement the QC strategy including policies, processes and procedures and key
performance measures and targets.
o Develop and implements comprehensive training and guidance programme to raise awareness of the QC
systems and responsibilities, with the aim of developing a strong quality culture within all levels of Built
Industrial Co.
o Maintains open communication channels with the concerned parties to ensure proper feedback and
initiate effective actions in quality related areas.
o Ensures that all aspects of the QCD policy and procedures are properly implemented and ascertains that
the work carried out by the Construction Division and the Subcontractor complies fully with the
agreedupon Contract Documents.
QC Service Manager (under Head Office) o
Reports to QC Department Manager.
o Heads and manages the operation of his Service, organize and directs its staffs to perform efficiently and
effectively.
o Supports the site QC Manager by giving technical advises and recommendations on corrective and
preventive action.
o Conducts periodic site visits and coordinates with QC responsible and Site Management.
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o Maintains communication lines with his counterparts to discuss quality status as early as possible in the
work- stage.
o He approves/rejects incoming employee (new or transferee) prior to inclusion in the roster of his trade
and maintains the effective quantity to support site operations. QC Site Manager
o Directly reports to QC Department Manager and coordinates with QC Service Managers and Site
Management.
o Ensures that the approve Project Quality Plan is understood and implemented by the Site Team and QC
Staff.
o Coordinates the quality control activities for Civil/Architectural, Mechanical and Electrical Trades.
o Represents the QC Department in any meeting with Project Management, Consultant/Client
Representative and Subcontractors. o Implement proper documentation system to ensure that all quality
control activities are logged, documented, filed and traceable.
o Follow up closely with concerned parties on prevention and closure of Non-conformances. o Administer
logistics support to QC staff in order for them to effectively fulfill their duties. Quality Control Senior
Engineer
o Directly reports to QC Service Manager and coordinates with QC Site Manager o He ensures the QC
procedures are implemented on site o Coordinates with Site Management, Consultant and
Subcontractors in clarifying ambiguities. o Verifies the Subcontractors’ compliance with the requirements
such as materials, workmanship, and functional performance.
o Coordinates with Site Management on work progress and deficiencies.
o Establishes Liaison with the Consultant’s Representative on quality related matters. o
Coordinates with Consultant for the approval of methods and practices required on site. o
Ensure that all QC Documents and Records are kept orderly, updated and easily available.
2.6. Quality Improvement
2.6.1. Management Review Meeting

The Project Manager, Project QMS Representative and Site QC Manager as minimum attendees in the
meeting are responsible to review the overall system performance of general operations and the effectiveness
of the Quality Management System and Project Quality Plan.
In reference to the corporate procedure COR_QP03: Management Review Meeting, Management Review
Meeting shall be scheduled every three months. If for any reason, the meeting cannot be held on time, the
Project Director shall issue a Memo, in due time, to set a new meeting date. The following areas should be
addressed in the meeting, as a minimum:
o Internal and/or External Audit Results o Customer Feedback o Process Performance o Corrective/
Preventive Actions o Product Nonconformity
o Changes in the System
o Recommendations for Continual Improvement
2.6.2. Interrelation between Disciplines / Functional Areas

In order to facilitate Internal Communication, Built Industrial Project Team shall implement the following
measures:
a. Meetings among the disciplines / functional area managers to determine and resolve risks, issues
and project status. Meeting will be held on a regular frequency.
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b. Distribute project information effectively like letters, instruction, technical issues, approvals and others
to all concerned persons in proper channel.
c. Any problem on safety, quality and other major project constraints in the contract should be discussed
and appropriately assigned for action immediately.
2.6.3. Key Performance Indicators
Measurement and analysis are key to the effective operation of the project quality system. Central to this
measurement process is the establishment and operation of Key Performance Indicators (KPIs). The Project
Management Team and functional Departments at Site identify and agree on the necessary KPI’s. The KPIs
established are relative to the particular project being handled.
The Department Manager shall monitor the key performance indicators of all processes in a regular basis and
shall report the results to Senior Management.
The Project Manager and Project QMS Representative shall monitor the effectiveness & efficiency of their
processes and do the analysis for appropriate process improvement.
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(Example KPI Template. The measurable objectives shall be identified by Project Team at the
time of establishing the project-specific PQP)
Key Performance Indicators (KPI) of Processes Target Threshold

RFI
Total Number of RFI Presented to Client
Total Number of RFI passed w/o major comments
Document Control
Total number of correspondence received this month
Total number of drawings received this month
Engineering:
Drawing Submittals
Total number of drawings submitted to Client for Approval
Total number of submittals with reply from Client
Total number of submittals received from Client –code A
Material Submittals
Total number of material submittal to Client for Approval
Total number of submittals with reply from Client
Total number of submittals received from Client – code A
Project Management
Total number of customer letter received for response
Total number of customer letter responded
Store/ Material Management

Total number of P.O. material delivered to project site
Total number of P.O. material committed for delivery
Planning
Overall Project Completion – Actual (%)
Overall Project Completion – Planned (%)
Customer Satisfaction
Customer Satisfaction Survey Rating
Quality
Percentage of Approved Material Inspection Request
Percentage of rejected Request for Inspection 1st submittal
Percentage of rejected Request for Inspection 2nd submittal
Percentage of remaining System Handover Comments
* Contractor shall continue to add additional KPI’s suitable
To improve the project performance.
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2.6.4. Internal Audits

Built Industrial Co. shall conduct internal audits in compliance with PSAQ Quality Procedure,
COR_HSEQ_PSAQ_QP01: System Auditing, which is set to ensure the compliance of the Project Site with
the requirements described in the approved PQP, the Work Contract, and ISO 9001.
Built Industrial audits shall be carried out by trained auditors independent of the processes being audited. All
audit findings shall be documented in a standard report format which shall be registered onto a central audit
log managed by the PSAQ office. Any areas of non-compliance shall be highlighted in the report and if of a
significant level shall also be documented on a Corrective Action request Form. All findings shall be recorded
on the Audit Log and shall be tracked to their satisfactory closure, with outstanding items being raised at the
internal progress meetings
2.6.5. Training
The Organizational Development Department in Human Resource Management Division of the Company is
in-charge for giving trainings and seminars to all employees of Built Industrial to enhance their knowledge,
skills and competencies. A training calendar is prepared every year to cater the need for development of
employees. The project team members are selected when the Project Manager or even the concerned
employee sees opportunity to enhance or gather new skills for the achievement of the objectives of the project.
Section 3: Quality Procedures

3.1. Project Documentation
Built Industrial shall implement a document management system, ( Primavera for Example), throughout the project
that will facilitate smooth preparing, distributing, controlling, filing, tracking of all project documents and records. The
Document Control Office under the Project Controls Department shall serve as the control point for communicating
project documents between Client and Contractor and takes charge of communicating timely information. Examples
of these documents are the following:
- Contract Information and Project Information
- Drawings and Material Submittals and Transmittals
- Specifications and Change Requests/Orders
- Management Plan, Schedules, Quality Plan
- Minutes of Meeting
- Inspection Reports, Non- Conformances
- Records of all Non-Conformances (and their resolution)
- Personnel Qualification Records
- Consultant Authorizations
- Procurement and Cost Records
- Method Statements , ITP - Hand-over documents
Project specific information on correspondence and document control, records, client interface and liaison are added
to the documentation system as necessary. Any specific controls identified for critical supply chain members shall
also be added.
The Project Documentation System implemented in the project ensures that the Client’s requirements are fully
understood and addressed particularly in communication management. At all required stages the system defines what
permanent records are to be produced and by whom. These records are collected, referenced and filed and are used
to support the handover of the project upon completion, assuring that the Client’s requirements have been fully
satisfied.
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3.2. Document Control and Distribution

Record generation is integral to all tiers of the system documentation and provides the objective evidence of conformity
to requirements and the effective operation of the management system. Referencing, storage and disposal of these
records shall be carried out in a defined consistent and controlled manner.
Based on successful operation and management of <Primavera, for example>, our Document Control Team shall
work closely with Site Management to set up a central project communication and distribution system. The structure,
coding and document/work flows are documented in a comprehensive <Primavera, for example>, instruction
document.
<Primavera, for example>, shall be used to record all incoming and outgoing documents including but not limited to
the following:
- Drawings (For Construction, For Information, As Built, Shop Drawings)
- Submittals
- Specifications
- Reports
- Schedules
- Calculations
- Minutes of Meetings
- RFI
- Method Statements
- Quality Assurance and Control documents
- Contract information
All letters are stamped received (hard copies), scanned and uploaded to <Primavera, for example>, for distribution
and record purposes. Original letters (hard copies) shall be filed.
All outgoing letters shall be reviewed and signed by the Project Director or his authorized representative, then routed
through document control. The letters will be scanned into <Primavera, for example> for record and distribution.
Correspondences from Built Industrial to Consultant shall be directed to the Project Manager and all correspondence
from Consultant to Built Industrial will also go through Project Director.
<The numbering system shall be established by document control Office during establishing of project-specific PQP
in agreement with the consultant when applicable.>
3.2.1. Project Submittals
An overall schedule of submittals shall be drawn up and submitted to the Project Management Consultant for
review. Adherence to this schedule shall be monitored and reported.
Submittals shall be made through the various workflows set up within <Primavera, for example>, and shall be
tracked by Document Control. Where physical samples are to accompany a submittal these shall be cross
referenced and accompanied with a hard copy of the related <Primavera, for example> documentation.
All documentation accompanying a submittal shall be stamped and signed as being checked, reviewed and
approved by the originating organization including subcontractors, manufacturers and suppliers. Submittals
shall be scheduled to allow sufficient time for the required review process.
Request for Information
A Request for Information process is set up within <Primavera, for example> to provide a quick and
documented route for questions and clarification that may arise during the project execution. A Request for
information shall be tracked through <Primavera, for example> and outstanding responses shall be
highlighted at the weekly progress meetings.
Material Submittals
Submittals shall be made for the materials that are to be incorporated into the permanent works and require
Project Management Consultant review. The Material Submittal shall include the information about the
selected materials, manufacturer and supplier and the supporting technical document and certificates if
required samples shall also be included in <Primavera, for example> system . Where alternative materials
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or suppliers are proposed a Request for Change (RFC) shall be raised to assess cost/time impacts along with
the normal material submission documents.
Drawings Submittals
The <Primavera, for example> Project Instruction document defines the numbering system for submittals of
drawings. This must be followed by all parties and shall be checked by Document Control prior to placing in
the workflow.
The Shop Drawings, As Built Drawings and any other type of drawings issued by Built Industrial or any of their
subcontractors shall be accounted in the <Primavera System> for ease of control and tracking. All submittals
shall be registered and tracked throughout the approval process and if a submittal is rejected it shall be revised
and resubmitted as the next revision.
A Drawing Production Program shall be drawn up to monitor progress.
3.2.2. Distribution of Documents
All technical documents shall be distributed by Document Control in accordance with the document distribution
matrix which will be prepared through <Primavera System, for example>. The distributed documents shall be
stamped with original stamp identifying its status.
All superseded documents shall be promptly removed from all points of use and shall be archived. Document
Transmittals shall be used for distribution of any hard copy documents internally and or to subcontractors.
The documents transmittals shall be numbered sequentially and shall be registered and controlled by
Document Control.
3.2.3. Document Tracking System
Workflows shall be set up for identified document streams. These shall include agreed timescales for action
or response. Adherence to these workflows timescales shall be monitored by Document Control who shall
produce regular reports of overdue or outstanding responses to ensure this important area is closely
monitored and managed.
Outstanding and/or overdue responses to submittals shall be highlighted by Document Control and shall be
raised at the weekly progress meetings.
The filing of hard copy document and records shall be done in accordance with the <Primavera System>
Instruction for consistency.
3.3. Design Coordination
Built Industrial Engineering Department shall provide technical support to the project at the planning and execution
stages. The extent of support in the design depends on what is stipulated in the contract documents. These supports
include but are not limited to the following:
- Review, coordination and preparation of all construction, field engineering, fabrication and erection drawings;
- identify design inconsistencies and deficiencies that will affect constructability, cost, or schedule;
- make sure that project specification requirements are sufficiently indicated on the drawings and such
requirements are clearly understood and communicated;
- expedite all drawings and engineering approvals, including design calculations, special tools, spare parts
packages and data generated by vendors requiring Client’s review;
- Make sure that the drawings are properly updated and such updates are speedily distributed to all concerned
parties.
All submittals from Engineering Department shall be in accordance to procedures in <Primavera System, for
example>.
A drawings catalogue or log shall be maintained by the department.
3.4. Planning and Progress
A contract baseline programme shall be developed in line with the agreed delivery and other milestone dates for the
project. Once reviewed by the Project Management Consultant the programme shall be used to report progress on a
monthly basis.
17 Apr 2023 Page 18 of 36 Ver: 1.0
A more detailed 4-week look-ahead programme shall also be produced on a weekly basis for discussion at the internal
and Client weekly progress meetings. Details on actual versus planned production rates for key construction elements
shall be presented as part of the weekly/monthly report. Overall progress against programme shall be measured as
one of the project monthly KPIs.
3.5. Subcontractor Selection Process

The Procurement Department of Built Industrial plays a very important role in the success or failure of any project
endeavor. As such, the Procurement Department has the ultimate responsibility to get the best resources with the
most advantageous returns for the project and hence to the company. This responsibility is conscientiously and
transparently being carried out by the department.
Subcontractors shall be selected through Built Industrial procurement Process. Evaluation shall be carried out through
applying the Built Industrial Procurement Procedure PROD_TND_QP03: Subcontractor Evaluation.
Prequalification documents shall be forwarded to the Project Management Consultant for their review. Once selected
and prior to commencement the subcontractor shall attend a Pre-commencement Meeting chaired by the Project
Manager and as a minimum attended by the Quality Control Manager, HSE Manager and Contracts/Procurement
Manager. The meeting shall be documented and the agenda shall cover, as a minimum, the following:
- Scope of Work- clear definition of scope and interfaces with Built Industrial.
- Specification - clear definition of specification requirements, highlighting difficult/ unusual/ critical elements.
- Method Statements - definition of procedures, what is needed and who will do.
- Schedule/Programme - explanation of programme, interface with others, key dates and critical items.
- Status of design/approvals - explanation of approval process
- Quality Assurance Requirements/Documentation –explanation of documentation requirements, inspection,
material receipt and non-conformance processes.
- Health, Safety and Environment Requirements/Documentation – explanation of documentation requirements,
site rules, induction and surveillance processes.
- Completion and Acceptance Requirements – explanation of snagging process, as built requirements/process
and Acceptance of deliverable.
When required, subcontractors shall produce trial/ mock up works to verify specification compliance and set the
benchmark for workmanship.
Regular meetings shall be held with the subcontractors to monitor and discuss progress and to raise/resolve any
issues.
3.6. Supplier Selection Process
Suppliers shall be selected through Built Industrial purchasing process or as specified in the contract. Prequalification
documents shall be forwarded to the Project Management Consultant for their review. All materials and suppliers shall
be evaluated and approved first by Built Industrial through the submission of procurement documents and samples
when necessary. Once approved, the Prequalification documents shall be forwarded Project Management Consultant
for review and approval. When alternative suppliers or materials are proposed, they shall be forwarded to the Project
Management Consultant for review in accordance to project specific procedure. All submittals workflow shall be in
accordance to Document Control established system.
(Example) Figure 6: Supplier Selection Process
17 Apr 2023 Page 19 of 36 Ver: 1.0
3.7. Inspection and Testing Process

As quality of the whole project is the responsibility of the whole project team, Built Industrial Quality Control Department
shall take an active role in the implementation of the Inspection and Testing Process and the monitoring of compliance
of this Project Quality Plan. The Project Quality Control Site Manager shall ensure that the inspection and test status
of each part of the work is evident at all stages of construction. The implementation of Inspection system shall ensure
a pro‐active participation of the Quality Personnel during the project execution. This will also promote confidence to
client on compliance to quality requirements and mitigating project constraints like schedule delay and cost issues.
Inspection and Testing scope by Quality Control Personnel may include onsite and off-site depending on the
requirements of Project Specifications. Quality Control tools shall be applied during the project execution and All QC
Personnel are required to be acquainted with these documents as stated and briefly explained below.
- Project Specifications: This is the ultimate guide of the project team. QC Engineers shall monitor
its implementation and to update himself if there are additional approved specific requirements.
- Inspection and Test Plans (ITP): Inspection and Test Plan shall be prepared and agreed by
Construction Team, Quality Control Team and Consultant. The purpose of the ITP is to determine
the inspection requirements for particular work package.
- Method Statements: The Method Statement shall describe the procedures, tools, equipment, and
manpower to be employed for the successful completion of the work. This is prepared by
Construction team and QC Engineers shall monitor its implementation.
- Materials Inspection Requests (MIR): This is the reference document that materials
incorporated in the permanent works were inspected and approved. The Construction
team/supplier/subcontractor prepares the request based on ITP and QC Engineers verify that the
material has the corresponding approved submittal and that the actual delivery is the same with
the approved submittal.
- Request for Inspection (RFI): This is the reference document that the workmanship and work
package were inspected and approved. The Construction team/subcontractor prepares the
17 Apr 2023 Page 20 of 36 Ver: 1.0
request based on ITP and QC Engineers verify that the workmanship has been executed based
on approved drawings and project specification.
- Notice of Non‐Compliance (NNC): Whenever there is an item of work, material or workmanship,
which does not comply with the quality requirement, this document shall be issued by the QC
Engineer to the Construction team for appropriate action.
The overall Inspection process is outlined in Figure 7a and 7b:
Figure 7a: Inspection Process
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Figure 7b: Material Inspection Process
17 Apr 2023 Page 22 of 36 Ver: 1.0
3.7.1. Control of Monitoring and Measuring Devices

Constant testing of materials and workmanship will be performed on the project site as per required frequency.
For satisfactory and reliable results, it is but necessary to ensure that test equipment and devices are in good
working condition and accurate.
Built Industrial and Subcontractors shall establish, maintain, and implement a written program to identify, control,
and calibrate measurement and monitoring devices used to assure conformity of work as required by the contract.
Built Industrial QC Personnel shall check and control the calibration certificate of all equipment and tools in order
to keep them calibrated for the site use. Specific tools and equipment shall be identified to make and perform tests
in the field with instructions for their use, calibration, and storage, it shall be identified and traceable.
Calibration shall be performed every six months unless specified otherwise by project specification. Specific
attention shall be given to NDT equipment, theodolites (transits) and lasers, weld rod, and flux ovens, and pressure
gauges.
3.8. Control of Non-Conformance

The prime aim of Built Industrial quality management system is to prevent nonconformance, but due to the nature of
the construction process, it is inevitable that issues will occur and it is therefore important that a defined process is in
place and understood so that issues can be captured, investigated, responded and measures are taken to prevent
recurrence.
Built Industrial shall control Built Industrial and Sub‐contractor supplied materials and fabricated assemblies and
workmanship that do not conform to project Requirement and Approved submittals. Controls to restrict further
processing or execution of non‐conforming or defective items, pending decisions on disposition shall be established
and maintained.
Built Industrial QC Department shall issue Internal Notice of Non-Conformance (NNC) for all violations and most likely
violations by the Built Industrial, Sub‐contractors, manufacturers and/or supplier to ITP’s, Project Specifications,
Approved Procedures and Submittals. This is a pro-active action by Built Industrial to prevent Non Conformance
Report (NCR) from the Consultant. Built Industrial shall maintain a summary of the open NNC’s, and submit it at the
regular project progress meetings. The closure of non-conformances is tracked through all stages of the process and
is reported as one of the project key performance indicators. The process is outlined in Figure 8.
When a non-conformance report (NCR) is issued by the Project Management Consultant, Built Industrial Project
Management team shall treat it with importance. Site Project Team shall investigate the nature of deviation, root cause
and the corrective and /or preventive action. Upon approval of Consultant, Contractor shall implement the corrective
actions after which Quality Control Personnel and Consultant shall verify.
17 Apr 2023 Page 23 of 36 Ver: 1.0
Figure 8: Notice of Non Conformance Process
3.9. Project Completion Process

The final transition from construction to maintenance is seen critical to the successful closure of the project. Our
approach embedded throughout the design and construction phases shall ensure the handover process is carried out
in a smooth structured manner. The following sections cover the various activities that make up project completion.
3.9.1. Punch List Process
Controlled by the QC team, the Punch List process shall be carried out in a structured, planned and
documented manner as the works are completed and presented by the Construction Manager. QC Procedure
QP05 shall be given reference to this process. After requested inspections, the QC team shall draw up a
detailed list of outstanding, incomplete and/or defective works, including the referencing of any open
nonconformance reports. This list shall be entered into a central punch list database by the QC team. Each
subcontractor shall be formally issued with a copy of the punch list related to his works, this will include a
defined time period to rectify for closure inspection. Once rectified/completed the subcontractor shall formally
notify the QC team using a Request for Inspection form. The QC team shall re-inspect and sign off the snags
and the database shall be updated accordingly. Once an area has been cleared for punch lists, it shall be
offered to the Client’s Representative.
3.9.2. Testing and Commissioning
This process is managed by Commissioning Manager assigned by Site Management and shall be carried out
in a systematic, controlled and documented manner. The Commissioning Manager shall coordinate closely
with QC Mechanical and Electrical Service Managers.
The MEP subcontractors, in coordination with Commissioning Manager, shall prepare a Commissioning Plan
and associated method statements detailing how the Testing and Commissioning process shall be carried
17 Apr 2023 Page 24 of 36 Ver: 1.0
out, the timeframe, who is responsible at each stage and details of how these works interface with each
system. Typically this will be in three stages Pre-commissioning, Commissioning and Trial Operation. These
documents will be approved by Built Industrial Management and Project Management Consultant prior to
implementation.
Assigned Mechanical and Electrical QC Engineers shall monitor and track the Testing and Commissioning
process and provide regular reports to the Commissioning Management. Once a section of work has been
successfully tested and commissioned the subcontractor shall prepare a Testing & Commissioning Report in
an agreed format and agreed reporting system as stated in Commissioning Plan.
Upon final commissioning of the works, a Final Commissioning Report along with the required Operation and
Maintenance Manuals shall be completed for submission to the Project Management Consultant.
3.9.3. As-Built Drawings
Contractor and Subcontractors will be responsible for red-lining construction drawings in the field as
preparation for as-built drawings. The original design drawings will be marked up by the Contractor or
Subcontractor as the project progresses to indicate as-built conditions. Where there was a change to a
specified material, dimensions, location, or other features, the as-built drawing will indicate the work
performed.
QC Engineer shall make sure that red-line record drawings are maintained regularly throughout the
construction process. Upon the completion of the as-built red-line drawing, the Contractor or Subcontractor
shall submit the red-line mark-up drawing to the QC Team for verification. Once reviewed, these field records
shall be used to create CAD As-Built drawings by the Engineering Department.
These As-Built drawings shall again be reviewed by the QC team. All as built document shall be marked
ASBUILT in a conspicuous manner and shall be stored separately from active documents.
The QC and Engineering team shall maintain a register of the agreed field record and As-Built drawings which
shall be updated with progress and reported on. As-built drawings shall be handed over to the Project
Management Consultant prior to completion of the works
3.9.2 Handing Over and Records
As the Project draws to completion and handover, a Handover/Commissioning Manager shall be appointed
to coordinate, monitor and report on all aspects of the handover process. He shall produce on a weekly basis
a “dashboard” form showing the status of all the handover/completion elements. This will be used by the
project management to focus resources and effort into areas of slow progress ensuring that this final stage of
the project is concluded in a controlled and effective manner. See Appendix for example Dashboard form.
Section 4: Communication and Training

4.1. Over-All Project Reporting and Meeting Schedule
Clear and defined communication and reporting channels are central to a successful project. The project team shall
meet formally on a weekly basis with the Project management Consultant and shall issue weekly and monthly
progress report when required. Internal progress meetings shall be held also on a weekly basis with functional
departments and subcontractors. The preparation of regular project meetings and reporting schedule are
responsibility of Project Manager. Meeting schedule is shown in Appendix 1. Format of Minutes of meeting is provided
in Appendix 3.
It is expected that a Site Daily Diary is available with the Construction Manager giving an overview of site activities,
events and resource usage. Format of Site Daily Sheet is shown in Appendix 4. This Diary is prepared and completed
by Construction team. It shall be considered as a formal record of the daily progress of the works including any
events which may have affected the progress and quality of the finished works. The Site Engineer shall prepare the
Daily Diary and forward to Construction Manager or SPM for approval.
The Site Engineer shall maintain a note book to log all site instructions. The site instructions log shall contain
handwritten notes with necessary sketches for illustrative purposes and signed by the person who has prepared the
instruction.
All verbal instructions given on the spot shall be logged later on in the Site Instructions Log and signed by the person
who has given the verbal instruction.
17 Apr 2023 Page 25 of 36 Ver: 1.0
4.2. Method Statements and ITP

Inspection and test plans (ITP) are the principal quality control documents and are compiled for each major element
of the works based on standard company requirements together with any additional items identified from the project
documentation review. These shall be prepared jointly between the Project Manager and the Project QC manager
using an approved layout. Sequential stages are broken down into work element (pre and post construction) defining
the inspection points, tests needed, who is responsible, what criteria and where the results shall be recorded.
Columns are available to include the Clients’ own surveillance activity. By including all parties’ requirements these
plans ensure no items are overlooked and that there is no duplication of effort. The content of these plans is briefed
to all personnel involved prior to commencing the work they cover.
Project Method statements shall be the responsibility of Operations staff to prepare using a standard format to control
specific work elements and tasks. The QC team may also be consulted on the preparation of these documents.
Method Statements are required for all subcontractors especially those doing specialized work. All method
statements shall be reviewed by HSE and QC and be approved by the Project Manager. They take account the work
procedure, the workforce and their job responsibilities, plant and equipment needed, emergency procedures,
inspections and tests required to ensure the quality of the product and the safety measures. The Project Manager
shall ensure these are prepared and approved prior to the commencement of activities.
The supervisor of each team shall make it familiar with his team all controlling documentation such as method
statements and inspection and test plans. It is the duty of the supervisors to ensure that the defined controls, identified
risks, workmanship standards, inspection requirements etc. are highlighted and that all defined requirements shall
be carried out in full.
4.3. System Briefing
The induction is just the first stage in the training and awareness programme. All managers shall be given a briefing
on the Built Industrial Quality Management System and Project Quality Plan by the Project Quality Management
Representative and Quality Control Manager. This briefing shall focus on the project specific requirements, how the
project quality system is structured and where the key responsibilities lie.
Following this briefing, the manager shall be issued with an Acknowledgement and Understanding Sheet and is
required to cascade the training down to his staff, highlighting in particular areas that directly apply or affect their
work. This training shall be recorded and the manager shall maintain the completed staff signature list and forward
a copy to the QMS Representative and QC Manager. When new staff joins, the manager shall repeat this process
adding their name to the sheet.
Section 5: Amendment and Distribution of PQP

5.1. Amendment
Prior to issue, this Quality Plan shall be approved by the Project Director, whose authorization is noted by his signature
on the cover page.
The Project Quality Control Manager is responsible for ensuring that this Quality Plan and associated documents are
periodically reviewed by the Management team to re-affirm their adequacy and conformity to the requirements of Built
Industrial, Project specifications and to remain consistent with the project objectives.
Any additions to or amendments of this Project Quality Plan shall be approved by the Project Director prior to issue
and shall be listed in the history of revision.
5.2. Controlled Issue and Distribution
The quality system documentation is available electronically via the Project network. All files are “read only” and
are maintained by the Project Quality Control Manager. This is the prime route for access and reference and is
explained as part of the system briefing.
There shall also be two types of hard copy issue of PQP; “controlled" and "uncontrolled". All "controlled" copies
are kept up to date and receive every revision and amendment, whereas "uncontrolled" copies are issued on a
one-time basis only and will not be maintained thereafter.
The distribution of "controlled" copies is undertaken by the Project Quality Control Manager and is listed below.
Controlled documents may be issued separately and held as personal copies or may be issued as a compiled set
to be used as a reference copy within an organization, section or department.
17 Apr 2023 Page 26 of 36 Ver: 1.0
LIST OF “QUALITY PLAN” CONTROLLED COPY HOLDERS

DESIGNATION COMPANY LOCATION
QA/QC Management CONTRACTOR Head Office
Engineering Management CONTRACTOR Project Office
Project Manager CONTRACTOR Project Office
Project QC Manager CONTRACTOR Project Office
Procurement Manager CONTRACTOR Project Office
Document Control Manager CONTRACTOR Project Office
Project Management CONTRACTOR Head Office
Project QMS Representative CONTRACTOR Project Office
Division QMS Representative CONTRACTOR Head Office

CONSULTANT
Project Management CONSULTANT
OFFICE
Notes: Copies shall be distributed to authorized copy holders upon approval and stamped “APPROVED.”
17 Apr 2023 Page 27 of 36 Ver: 1.0
Section 6: Appendices
6.1. Appendix 1: Project Meeting Schedule
(Example)
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6.2. Appendix 2 : Completion Dashboard Format
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6.3. Appendix 3: Minutes of Meeting (Form Cor_FM03-02)
17 Apr 2023 Page 30 of 36 Ver: 1.0
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6.4. Appendix 4: Site Daily Diary
17 Apr 2023 Page 32 of 36 Ver: 1.0
17 Apr 2023 Page 33 of 36 Ver: 1.0
6.5. List of Inspection and Test Plan (ITP)
CIVIL WORKS ELECTRICAL WORKS (HCU)

Excavation Conduits
Backfill Cable Tray Race Way
Bituminous membrane waterproofing Wiring / Cabling
Concrete blinding Lighting
Cast-In place concrete Lighting Control
Concrete repair
Building Structure Ground Ring
Pre-cast concrete erection
Lightning Protection
Slab on grade
LV Panel Board
Structural steel erection
UPS
Concrete masonry unit (CMU)
Portland cement plaster MV Switchgear
Ceramic tile work Diesel Generator
Gypsum board system ATS
Aluminum works MV Transformer
Resilient flooring
Wooden Carpentry
Painting
Suspended ceiling
Landscape MECHANICAL (PLUMBING-HVAC)
Pipe, Valve, & Support Installation
Pumps Tanks
Equipment Water Heater
ELECTRICAL WORKS (LCU)
Fire Pumps
Conduit and Raceways
Security & Access Control system FM 200
CCTV Wet Firefighting system installation
IP Telephony Exhaust Fan
TV Disc FCU Split
CATV Network Distribution Public Package unit
Address system Hydronic Piping
Structures Cabling Network Testing & Air Balancing
Master Clock System Building Management system
Fire Detection & Alarm system
17 Apr 2023 Page 34 of 36 Ver: 1.0
6.6. Project Forms

<Place corporate forms. When only required by Consultant, additional project-specific forms shall be
added.>
17 Apr 2023 Page 35 of 36 Ver: 1.0

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Project Quality Plan BCC_CON_FM02-03

PROJECT QUALITY PLAN

Prepared By: Reviewed By: Approved By:

1.1 Purpose of Quality Plan .......................................................................................................................

1.2 Project Work Scope .............................................................................................................................

1.3 Project Organization ............................................................................................................................

1.4 Definition of Terms and Abbreviations.................................................................................................

2. QUALITY MANAGEMENT SYSTEM .......................................................................................................

2.1 Introduction to Built Industrial. Co Quality Management System ....................................................

2.2 Quality Policy .......................................................................................................................................

2.3 Management Commitment and Authority ............................................................................................

2.4 Project Management Structure and Responsibility .............................................................................

2.5 Quality Team Structure and Responsibility .........................................................................................

2.6 Quality Improvement............................................................................................................................

2.6.1 Management Review Meeting ................................................................................................

2.6.2 Interrelation between Functional Areas ..................................................................................

2.6.3 Key Performance Indicators ...................................................................................................

2.6.4 Internal Audits .........................................................................................................................

2.6.5 Trainings .................................................................................................................................

3. QUALITY PROCEDURES ...................................................................................................................

3.1 Project Documentation .....................................................................................................................

3.2 Document Control and Distribution ................................................................................................

3.2.1 Project Submittals ................................................................................................................

3.2.2 Distribution of Documents ..................................................................................................

3.2.3 Document Tracking System ...............................................................................................

3.3 Design Coordination .........................................................................................................................

3.4 Planning and Progress .....................................................................................................................

3.5 Subcontractor Selection Process ...................................................................................................

3.6 Vendor/Supplier Selection Process ...............................................................................................

3.7 Inspection and Testing Process .....................................................................................................

3.8 Control of Non-Conformance ..........................................................................................................

3.9 Project Completion Process ............................................................................................................

3.9.1 Punch List .............................................................................................................................

3.9.2 Testing and Commissioning ...............................................................................................

3.9.3 As-Built Drawings ................................................................................................................

3.9.4 Handing Over and Records ................................................................................................

4. COMMUNICATION AND TRAINING .................................................................................................

4.1 Over-All Project Reporting and Meeting Schedule ......................................................................

4.2 Method Statements and ITP ...........................................................................................................

4.3 System Briefing .................................................................................................................................

5. AMENDMENT AND DISTRIBUTION OF QUALITY PLAN ............................................................

5.1 Amendment .......................................................................................................................................

5.2 Controlled Issue and Distribution ...................................................................................................

6.1 Project Meeting Schedule................................................................................................................

6.2 Completion Dashboard Format ......................................................................................................

6.3 Minutes of Meeting Format ..............................................................................................................

6.4 Site Daily Diary ..................................................................................................................................

6.5 List of Inspection and Test Plans to be Prepared ........................................................................

6.6 List of Project Forms and Communication Forms .......................................................................

Addition of Authorities (example)

1.4. Definition of Terms and Abbreviations

Certification: The authoritative act of documenting compliance with the requirements.

Company: refers to Built Industrial Co. (BCC)

Qualification: Characteristic or skill obtained by training or experience measured against

Section 2: Quality Management System

2.2. Quality Policy

Figure 3 is the Quality Policy signed by COO.

2.3. Management Commitment and Authority

(Example) Figure 4: Typical Project Prototype-Organizational Chart

2.4.1. Project Key Personnel Responsibilities Project

Site HSE Manager

(Example) Figure 5: Site Quality Control Organizational Chart

2.5.1. Project QC Personnel Responsibilities