Quality Management System Manual

Transcription

1 March 2017 This manual is proprietary and no part thereof shall be copied without written authorisation from Cracknell

2 Document Control Title Document Number Quality Management System Manual QM-PO-006 Revision R07 Checked by Signature: Approved Signature: Name: Eric Kainer by Name: David Cracknell Position: Quality Manager Position: Group Managing Director Date: 04/05/07 Date: 04/05/07 Change History Date Revision Description Prepared by 20 Jan 2016 R version Eric Kainer 1 Mar 2017 R07 ISO version Matthew Sullivan C Ↄ QM-PO-006 R07 March

3 Table of Contents 1.0 INTRODUCTION DEFINITIONS PRACTICE PROFILE COMPANY ETHOS PRACTICE DEVELOPMENT BUSINESS PRINCIPLES DESIGN PHILOSOPHY LEAD CONSULTANCY ENVIRONMENTAL SUSTAINABILITY COMPUTER AIDED DESIGN & BUILDING INFORMATION MODELLING QUALITY MANAGEMENT SYSTEM QUALITY POLICY QUALITY SYSTEM QMS SCOPE QUALITY OBJECTIVES CONTEXT & ORGANISATION CONTEXT DIAGRAM FUNCTIONAL FLOW DIAGRAM CRACKNELL ORGANISATION CHART ROLES, RESPONSIBILITIES, AND AUTHORITIES PLANNING RISK & OPPORTUNITIES MANAGEMENT CHANGE MANAGEMENT C Ↄ QM-PO-006 R07 March

4 7.0 SUPPORT RESOURCES COMPETENCE AWARENESS DOCUMENTED INFORMATION PROVISION OF CONSULTANCY SERVICES OPERATIONAL PLANNING AND CONTROL QUALITY ASSURANCE & QUALITY CONTROL PROCESSES REQUIREMENTS FOR SERVICES AND DELIVERABLES DESIGN AND DEVELOPMENT OF SERVICES AND DELIVERABLES CONTROL OF EXTERNALLY PROVIDED PROCESSES, DELIVERABLES, AND SERVICES PROVISION OF SERVICE AND DELIVERABLES RELEASE OF DELIVERABLES PROJECT RECORDS CONTROL OF NONCONFORMING OUTPUTS PERFORMANCE EVALUATION MONITORING AND MEASURING CLIENT SATISFACTION ANALYSIS AND EVALUATION INTERNAL AUDIT PROGRAMME MANAGEMENT REVIEW IMPROVEMENT CORRECTIVE ACTION PROCESS Appendix A : Delivery Packages RACI Matrix Appendix B : Project Delivery Checklist Appendix C : Project Submittal Quality Control Checklist Appendix D : QA/QC Design Peer Review Form C Ↄ QM-PO-006 R07 March

5 1.0 Introduction This manual is part of Cracknell s Quality Assurance System to ensure the efficient and effective planning, production and delivery of projects to consistently satisfy the requirements and expectations of its clients as well as Cracknell s own quality standards. The Quality Assurance System applies to all activities of the Company, and has been developed in accordance with the ISO 9001 Standard. C Ↄ QM-PO-006 R07 March

6 2.0 Definitions The following definitions are provided to assure a consistent understanding of terms as they are used by Cracknell for purposes of the Quality Management System (QMS). Unless otherwise defined herein, terms and definitions are to generally be in accordance with ISO 9000:2015. Audit A systematic, independent and documented process for obtaining objective evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled. Audit Programme A set of one or more audits planned for a specific time frame and directed towards a specific purpose. Board Cracknell Group executive management Board of Directors Certification The action of determining, verifying and attesting in writing to the qualifications of personnel, processes, procedures, or items in accordance with applicable requirements. Client (Customer) The entity with whom the Company enters into a commercial agreement to provide its services. Company Cracknell Landscape Investments Ltd and all its associated subsidiaries and companies. C Ↄ QM-PO-006 R07 March

7 Configuration Interrelated functional and physical characteristics of a product or service defined by requirements or other information for a product design, realization, verification, operation and support. Configuration Management Coordinated activities to direct and control configuration. Corrective Action Action or measure to eliminate or rectify the cause of a nonconformity or adverse conditions to quality and to prevent reoccurrence. Complaint Expression of dissatisfaction made to an organisation, related to its product or service, or the complaint-handling process itself, where a response or resolution is explicitly expected. Concession Permission or authorisation to use or release a product or service that does not comply to specified requirements. Customer Satisfaction Customer s (or client s) perception of the degree to which the customer s expectations have been fulfilled. Defect Nonconformity related to an intended or specified use. Document Information (meaningful data) and the medium on which it is contained. C Ↄ QM-PO-006 R07 March

8 Efficiency Relationship between the result achieved and the resources used. End-client The end-recipient of the deliverables or services provided by the Company. External Provider (Supplier) Person or organisation that provides a product or service but is not part of the Company. Feedback Opinions, comments and expressions of interest in a product, service or a complainthandling process. Inspection Examination, measurement or testing to determine conformity to specified requirements. Interdisciplinary Design Review (IDR) Design review held by different design disciplines to review one design package in conjunction with other interfacing design packages. Management Coordinated activities to direct and control an organisation. Mission The organisation s purpose for existing as expressed by top management. Monitoring Determining the status of a system, a process, a product, a service or an activity. C Ↄ QM-PO-006 R07 March

9 Non-Conformance (or Nonconformity) Non-fulfilment or failure to meet a requirement from an approved company standard or procedure. Objective Result to be achieved. Organisation Person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives. Output Result of a process. Performance Measurable result. Procedure Specified method for carrying out an activity or process. Process Set of interrelated or interacting activities that use inputs to deliver an intended result. Product Output of an organisation. (For the Company this is drawings, visual representations, feasibility studies, specifications, schedules, reports and other such documentation required for the planning or implementation of construction works. C Ↄ QM-PO-006 R07 March

10 Project Unique process consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including the constraints of time, cost and resources. Project Management Planning, organizing, monitoring, controlling and reporting of all aspects of a project, and the motivation of all those involved in it to achieve the project objectives. Project Management Plan Document specifying what is required to meet the objectives of the project. Project Programme Schedule for producing deliverables or undertaking services to be provided including key tasks and milestones with proposed durations and planned start and finish dates. Record Document stating results achieved or providing evidence of activities performed. Quality The totality of features and characteristics of a product, deliverable or service that impact its ability to satisfy a given requirement. Quality Audit A documented activity aimed at verifying by objective examination and evaluation that the applicable elements of the quality programme have been established, documented and effectively implemented in accordance with specified requirements. C Ↄ QM-PO-006 R07 March

11 Quality Assurance Part of quality management involving planned and systematic procedures or actions focused on providing confidence that quality requirements will be fulfilled. Quality Control Part of quality management involving implementation of operational procedures and activities that focus on fulfilling quality requirements. Quality Management Management with regard to quality. Quality Management System (QMS) Part of the management system setting out interrelated or interacting elements of the organisation to establish policies and objectives, and processes to achieve those objectives, with regard to quality. Quality Management System Manual (This Document) A document outlining the Quality Management System and setting out the quality policies and organisation of the Company. Quality Plan or Project Quality Plan (PQP) A document setting out the specific quality practices and procedures relevant to a particular project. Quality Policy The intentions and direction of the organisation related to quality as formally expressed by its top management. C Ↄ QM-PO-006 R07 March

12 Quality Programme The total effort of development, documentation and implementation of policies and procedures in achieving and verifying quality in accordance with specified requirements. Quality Systems The organisation structure, responsibilities, activities, resources and events that together provide organised procedures and methods of implementation to ensure the capability of the organisation to meet the quality requirements. Rework Action on a nonconforming product or service to make it conform to specified requirements. Risk Risk is the effect of uncertainty on objectives, where an effect is a positive or negative deviation from what is expected or planned. Service Output of an organisation with at least one activity necessarily performed between the organisation and the Client. Specification Document prescribing the requirements with which the product or service is to comply. Strategy Plan to achieve a long-term or overall objective. Supplier (Provider) Person or organisation that provides a product or service to the Company. C Ↄ QM-PO-006 R07 March

13 Surveillance (or Monitoring) The continuing evaluation and analysis of records, methods, procedures, items and services, including verification, to assure requirements are met. Top Management (Executive Management) Person or group of people who direct and control the organisation at the highest level. Vision Aspiration of what the organisation would like to become as expressed by top management. Validation Confirmation, through the provision of objective evidence, that the requirements for a specific intended use or application have been fulfilled. Verification Confirmation, through the provision of objective evidence, that specified requirements have been fulfilled. C Ↄ QM-PO-006 R07 March

14 3.0 Practice Profile Our vision is to be at the forefront of the landscape profession globally, bringing communities to life with inspiring and socially responsible landscape designs. Mission. At Cracknell, we are proud to be responsible for shaping the external environment with landscape designs that enhance quality of life. Our strengths and abilities are built around our highly experienced, multidisciplinary, multi-cultural community of designers, who bring together the best possible mix of skills and design talent to realise our client s aspirations. We recognise our social responsibility and shall design with integrity and passion, raise questions and bring answers, add value to every landscape design challenge we undertake, and actively contribute to the evolution of the landscape profession. 3.1 Company Ethos Cracknell is a leading international landscape architecture and urban design practice. Since being founded in 1987, projects completed in the Middle East, Europe, Africa and Asia have established Cracknell s reputation for delivering world-class, unique, innovative and practical design solutions underpinning the company s ethos, which is focused on a commitment to our clients to deliver high quality projects on time and within budget. Cracknell is a privately owned limited company, which maintains a loyal workforce, encourages initiative and innovation as well as providing support for continuous training and development. The company believes that our clients should be able to relate to and communicate ideas with the designers, and we operate systems of design management tailored to our clients needs in order to achieve design excellence. At Cracknell we aspire to deliver high quality projects to our clients within agreed frameworks of cost and time through a managed design process. The Company endeavours to achieve its vision by: offering a worldwide design service for delivering high quality design projects; establishing strong client relationships for clear understanding of client requirements; providing a complete scope of services for innovative and creative design solutions; providing on-site monitoring of construction work to ensure excellence in project delivery in accordance with design intent, and to meet or exceed client expectations in terms of quality, cost and time. C Ↄ QM-PO-006 R07 March

15 3.2 Practice Development Since formation Cracknell has developed a broad range of services to complement its landscape design capabilities. The company employs a number of specialist staff in such fields as Urban Design, Architecture, Horticulture, Irrigation Design, Landscape Lighting as well as in-house Graphics and Rendering and is increasingly involved in leading and managing multi-discipline teams of consultants in the delivery of large projects. Through planned recruitment, the practice has expanded the expertise of its design team to include all fields of landscape design. With a solid business plan and careful cost control as a strong foundation, the practice has been able to grow and operate offices in Dubai, Abu Dhabi, Doha and London. 3.3 Business Principles The business aim of Cracknell is to provide a high-quality product to our clients through a quality controlled design process. To achieve this aim, a series of quality assurance procedures are implemented to assist staff and monitor production in the day to day performance of their respective roles. All projects are assigned a Project Director who is ultimately responsible for the quality of the delivered product and a Project Leader to manage the project team and the project delivery. Commercial and contractual matters are managed by the Group Managing Director, with the support of the Commercial Team to ensure contract requirements and client expectations are met. Financial aspects are controlled by the Group Finance & Operations Director, with the support of the Project Director to ensure that project delivery and payment are managed concurrently and client aspirations of quality and value are realised. C Ↄ QM-PO-006 R07 March

16 3.4 Design Philosophy We aim to provide our clients with high quality landscape and urban design solutions on time and within budget. We aim to achieve design excellence with operating systems for design and project management, which encourage innovation, best practice and costeffective value, tailored to individual client needs. 3.5 Lead Consultancy Cracknell has a multi-discipline team of landscape and building architects, horticultural and lighting specialists, structural and MEP engineers and quantity surveyors. In addition Cracknell has considerable experience as lead consultant on large projects, managing multi-disciplinary consultant teams, including building architects, MEP services engineers, structural, civil, marine and traffic engineers, quantity surveyors as well as specialist designers such as lighting, signage and wayfinding and specialist water feature designers. 3.6 Environmental Sustainability Cracknell has in-house expertise, including a number a LEED-AP designers, for environmentally sustainable design. We are able to undertake the lead consultant role for environmental impact assessment studies, and traffic impact studies, co-ordinating the input of the many and varied specialists and the preparation and presentation of final reports, enabling clients to develop proposals with confidence. 3.7 Computer Aided Design & Building Information Modelling The company uses 2D and 3D computer aided design systems as tools to achieve design goals, particularly for producing detailed layout drawings and for design visualisation. C Ↄ QM-PO-006 R07 March

17 Increasingly the company s computer-aided design experience is being used for Building Information Modelling (BIM) for services co-ordination exercises as it is becoming more common for other consultants to be able to transfer and integrate drawings by electronic media. C Ↄ QM-PO-006 R07 March

18 4.0 Quality Management System 4.1 Quality Policy It is our intent that Cracknell will consistently provide the highest standard and quality of work in the provision of its landscape and related consultancy services to clients, globally. By understanding the unique requirements of each project, our staff are enabled to plan and deliver services that aim to achieve client satisfaction by conforming with the client brief, programme and budget, whilst meeting our own in-house quality standards. To achieve our mission of creating exceptional landscape designs, Cracknell operates a Quality Management System (QMS) and maintains accredited certification to ISO Quality objectives are set by management teams in support of this policy, which are monitored and reviewed by the Board at regular intervals. Quality objectives, along with mandatory conformance to QMS processes and procedures, are the foundation to our commitment to continually improve our QMS, ensure adherence to applicable design standards and contractual obligations, comply with legal and regulatory requirements within the countries that we operate, and enhance our client s satisfaction with our services. At Cracknell, quality is everyone s responsibility. The Quality Policy document (QM-PO-002) is issued by top management, and signed by the Executive Chairman, Group Managing Director and Group Finance & Operations Director. C Ↄ QM-PO-006 R07 March

19 4.2 Quality System Our Quality Assurance System applies to all activities of the Company, and has been developed in accordance with the ISO 9001 Standard. The Quality Assurance System is fully documented and structured in three (3) levels: Level 1 : Quality Management System Manual This document details the Cracknell Quality Policy and Management System as well as the organisational structure of the Company and references related operating procedures Level 2 : Operating Procedures These documents describe the process and associated controls, which are applied to all activities concerned with the attainment of the quality assured services to be provided Level 3 : Quality Planning As Cracknell provides a range of services, quality standards and client satisfaction are achieved by operation in accordance with the Quality System. Client requirements are identified and documented during the contract review process. These requirements are communicated to the Project Team and achieved through the comprehensive planning of the project delivery, ensuring satisfaction of all client requirements. 4.3 QMS Scope The scope of the Quality Management System (QMS) covers the provision of landscape and small building architectural design, structural and MEP engineering design, horticulture and lighting design and consultancy services, globally. C Ↄ QM-PO-006 R07 March

20 4.3.1 Design Consultancy Services Cracknell provides a range of design consultancy services in-house and through engaging sub-consultant teams, including: In-House Consultant Team: Landscape Design Urban Design Minor Works Architectural Design Landscape-related MEP Services Engineering Design Irrigation Engineering Design Landscape-related Structural Engineering Design Landscape Lighting Design Horticultural Design Non-Specialist Water Feature Design Graphics & Rendering Quantity Surveying & Cost Planning Sub-Consultant Team: Major Works Architectural Design Civil & Structural Engineering Design MEP Services Engineering Design Specialist Water Feature Design Signage & Wayfinding Design Quantity Surveying & Cost Consultancy Specialist Graphics & Rendering Road / Civil Engineering Traffic Impact Assessment & Studies Topographical Surveys Geotechnical Investigations Environmental Impact Assessments & Studies Marine & Hydrological Engineering C Ↄ QM-PO-006 R07 March

21 4.3.2 Locations The QMS covers activities carried out and managed from our offices in Dubai, Abu Dhabi, Doha, and London Exclusions All requirements specified by ISO are applicable and implemented, with the exception of clause Measurement Traceability, as this is not considered by the organisation to be an essential part of providing confidence in the validity of measurement results. The registered Muscat office is also excluded from the QMS, as this office is currently non-operational. 4.4 Quality Objectives Quality objectives are established, documented and communicated to enable Cracknell to monitor the performance of its QMS in achieving the Quality Policy goals and to drive continual improvement. Quality objectives are set at a both a company-wide level, applicable to all staff and activities, as well as at Department level, applicable to specific disciplines, roles and activities. When setting objectives, managers are to ensure that they are: consistent with the Quality Policy; measurable; take into account applicable requirements; relevant to conformity of services and to enhancement of customer satisfaction. C Ↄ QM-PO-006 R07 March

22 Quality objectives are set using the S.M.A.R.T.E.R. principles for successful and effective implementation; accordingly, objectives are: Specific (significant, sensible) Measurable (meaningful, motivational) Agreed (attainable, achievable, acceptable, action-oriented) Realistic (relevant, reasonable, results-oriented) Time-based (time-bound, timely, tangible, trackable) Evaluate (equate, assess) Revised (re-visited, reviewed) Management, staff and sub-contractors must be aware of relevant objectives and their responsibilities in the achievement of objectives. Strategic company-wide quality objectives established by the Board are documented in QM-PO-003. These objectives are listed together with the departmental level quality objectives in the QMS Objectives & Performance Plan (QM-RG-004). C Ↄ QM-PO-006 R07 March

23 5.0 Context & Organisation 5.1 Context Diagram This business context diagram summarizes Cracknell s external boundaries and interfaces. C Ↄ QM-PO-006 R07 March

24 5.2 Functional Flow Diagram This flow diagram summarizes the high-level interactions and functions involved in the service delivery process. C Ↄ QM-PO-006 R07 March

25 5.3 Cracknell Organisation Chart Executive Chairman Group Manging Director Group Design Director Group Director Group Design & (Engineering Technical Director Post-Contract) Group Finance & Operations Director Director (Design-Regional) Director (Design-Dubai) Director (Project/Quality Management) Director (CAD / IT) Admin Design Team Design Team Lighting Graphics Present. Design Support Hort. Irrigation Eng MEP / Struct. QS Specs Post- Contract Bus. Dev. Commercial Library Phisical Project /Quality Doc. Control CAD (Core) IT Eng Mkting / & Digital Mngt. Client Asset Rel. Accounts HR Admin Snr. Associate (Design Team Associate (Project Design Team Assistan CAD Coordinator Snr Landscape Architect Landscape Architect CAD (in-team) C Ↄ QM-PO-006 R07 March

26 5.4 Roles, Responsibilities, and Authorities The following provides a summary of the principal roles, responsibilities, and authorities within the QMS. Further information on company-wide responsibilities is available from Human Resources and documented within operating procedures Quality Manager The Quality Manager is mandated by the Board as being responsible for coordinating the implementation, operation, and continual improvement of the QMS and the supporting framework, processes and procedures. Key responsibilities include: To ensure that the QMS conforms to the most current version ISO 9001 Reporting on the performance of the QMS to the Board Planning and coordination of Management Reviews and ensuring all actions from Management Review meetings are discharged as agreed Establishing and implementing appropriate QMS programmes, such as Internal Audit and QMS Awareness Programmes Monitoring and follow-up of corrective actions Ensuring that any quality related issues, whether system, service, product or contract are resolved effectively. The Quality Manager has the authority to delegate responsibility for the day to day management of any supporting QMS programmes. In doing so, the Quality Manager remains accountable for the oversight and effectiveness of the programme, as well as reporting to the Board on the programme performance. C Ↄ QM-PO-006 R07 March

27 The Quality Manager reports directly to the Project Director on issues of quality irrespective of their reporting line in carrying-out other duties Programme Managers Where a programme is established by the Quality Manager in support of the QMS, programme accountability may be delegated to a Programme Manager. The specific responsibilities of the Programme Manager will be defined and documented in the programme documentation Heads of Departments Department Heads are responsible for ensuring the effective implementation of the QMS policy and conformity to QMS processes and procedures within their respective areas of responsibility. Key responsibilities include: ensuring customer focus remains a key consideration when planning activities; identifying and highlighting QMS improvement opportunities to the Quality Manager; identifying and highlighting QMS risks to the Quality Manager; responding to nonconformities by determining and implementing corrective actions; ensuring persons under their area of control are aware of: o the QMS policy, o relevant quality objectives, o their contribution to the effectiveness of the QMS including the benefits of improved performance, and o the implications of not conforming to QMS requirements. C Ↄ QM-PO-006 R07 March

28 5.4.4 Quality Champions QMS Champions are responsible for assisting the Heads of Department in executing their QMS responsibilities, to raise QMS understanding and awareness, and to educate their team on QMS practices and initiatives. Champions are responsible for reporting to the Heads of Department and the Quality Manager on any issues or concerns relating to the implementation or effectiveness of the QMS policy and the QMS Audit Manager Cracknell employs trained auditors to conduct internal QMS Audits. The Lead Auditor is responsible to plan, conduct, manage, report, and follow-up on QMS audits in accordance with Cracknell Internal Audit Programme requirements and in coordination with the Audit Programme Manager and Cracknell auditees. The Lead Auditor is responsible to ensure the independence and competency of the audit team (where applicable) when planning and assigning audit responsibilities Internal Auditors Audit Team Members are responsible to plan their part of the audit as assigned by the Lead Auditor and to conduct the audit and report findings in a fair, unbiased and professional manner and in accordance with the directions of the Lead Auditor, to ensure the achievement of the audit objectives. C Ↄ QM-PO-006 R07 March

29 5.4.7 All Staff and Sub-consultants Staff and, where applicable, sub-consultants are responsible for adherence to QMS policies, processes, and procedures when conducting their activities. Staff are strongly encouraged to inform management of any risks that have the potential to negatively impact on Cracknell s ability to achieve its QMS policy or objectives, or opportunities to improve the QMS. When participating in a QMS audit, staff are responsible for providing evidence of conformity to QMS requirements within their area of responsibility and supporting the audit process and its outcomes Project Director Cracknell s Project Directors are very experienced, high calibre designers who are ultimately responsible for the quality of the project production and its delivery, including the following: Approval of the Quality Assurance System Management Review Design Management and Control Supplier / Sub-Consultant Selection & Procurement Contract Management & Control Staff Mentoring and Training The Project Director Reports to the Group Managing Director, Group Operations Director and Executive Chairman. C Ↄ QM-PO-006 R07 March

30 Project Leader Cracknell typically deploys a Senior Associate or Associate to lead each project, who is responsible for the management of the project delivery and the project team as well as the quality of the product, including the following: Implementation of the Quality Assurance Procedures Project Management Design Management Management and Coordination of Sub-consultants Change Management & Control Staff Mentoring and Training The Project Leader reports directly to the Project Director and Group Managing Director Landscape Architects Cracknell maintains a 4-tier structure in design experience and competency below director level, the tiers are: Landscape Architect, Senior Landscape Architect, Associate and Senior Associate, each being a professional employee who under the direction of the Project Director, works within a team of landscape architects and technicians in designing and managing projects or a substantial part of a large project, or a number of smaller schemes. Exercising at all times the appropriate level of responsibility a landscape architect will, within the scope of work defined in the job brief, carry out the following duties: Provide, for each project or part of a project, the professional services described in Schedule of Design Services of the Consultancy Agreement. C Ↄ QM-PO-006 R07 March

31 Provide any of such other services as may be allocated from time to time as specific tasks, if individually qualified and competent to provide them. Other duties within the general scope of the role and appropriate to the position may be required from time to time; changes of duties will be discussed with the individual. Implementing the Quality Management System in respect of project work under their control and for aspects of general management for which they may be responsible in part or whole Design Support Staff & Engineers Cracknell employs a variety of design support and technical staff including horticultural specialists; irrigation, MEP and structural engineers; landscape lighting designers; graphic artists; creative designers and quantity surveyors. Design Support Staff work under the direction of the Project Director, Project Leader or Landscape Architect, providing creative and/or technical design input and senior support on all matters concerning the landscape design. Duties of design support and technical staff will vary according to the type and stage of work on which they are employed. The employee will be expected to deal with a wide range of design support or technical tasks having responsibility for any or all of the following: Providing design and/or technical support. Undertaking the design (including detailed design), production information, specification and supervision of schemes of a largely technical nature. Under the direction of the Project Leader, undertake the technical management of larger or more complex schemes. C Ↄ QM-PO-006 R07 March

32 Specialising in one or more matters relevant to landscape design e.g. horticulture, irrigation, lighting, quantity surveying. Other duties within the general scope of the role and appropriate to the position may be required from time to time; changes of duties will be discussed with the individual. The level of responsibility exercised will be appropriate to the experience and qualifications held by the individual and will be reflected both in the degree of complexity of the work and the amount of supervision necessary. Implementing the Quality Management System in respect of project work under their control and for aspects of general management for which they may be responsible in part or whole CAD Technicians CAD Technicians undertake the computer aided design and drafting of production drawings for the project, under the direction of a CAD Team Leader who works with and reports to the Project Leader and landscape designers deployed on the project. The duties of a CAD Technician will vary according to the type, and stage of work on which they are employed. The technician will be expected to deal with and resolve a wide range of technical issues having responsibility for any or all of the following: Providing technical support. Undertaking design resolution and detailing, production drawings, specification and annotation of drawings. Specialising in one or more matters relevant to Computer Aided Drafting Other duties within the general scope of the role and appropriate to the position may be required from time to time; changes of duties will be discussed with the individual. C Ↄ QM-PO-006 R07 March

33 The level of responsibility exercised will be appropriate to the experience and qualifications held by the individual and will be reflected both in the degree of complexity of the work and the amount of supervision necessary. Implementing the Quality Management System in respect of project work under their control. C Ↄ QM-PO-006 R07 March

34 6.0 Planning 6.1 Risk & Opportunities Management Risk management refers to the coordinated set of activities and methods that are used to direct the organisation and to control the risks ( the effect of uncertainty on objectives ) that can affect the ability to achieve objectives. Cracknell assesses both risks and opportunities when planning to achieve its QMS objectives. In determining the risks and opportunities to be addressed, the Board considers both its internal and external issues, and any quality requirements to: give assurance that the QMS can achieve its intended results; enhance desirable effects; prevent, or reduce, undesired effects; achieve improvement. In planning actions to address risks and opportunities, the Board ensures that planned actions are integrated into QMS processes and determine how to evaluate the effectiveness of actions taken. Planned actions are proportionate to the potential impact on the conformity of services and deliverables. Risks and opportunities are regularly reviewed and updated, as appropriate, during the monthly management meetings and documented in the Risks and Opportunities Register (QM-RG-002). C Ↄ QM-PO-006 R07 March

35 6.2 Change Management Operational Change Management To ensure the organisation and staff can effectively and efficiently assimilate and adapt to operational change initiatives, the following are required: Comprehension - Information, knowledge and training necessary to assimilate the change in order to complete the work expected. Adaptability - Ability to learn and practice new approaches to work quickly and effectively. Direction - Clear direction about what activities staff should or shouldn t focus on. Support - Strong relationships for collaborating and getting support. Outcome Expectations - The ability to accurately predict the outcomes and implications of their decisions When changes are carried out which affect the QMS, the following are considered: purpose of the changes and their potential consequences; integrity of the QMS; availability of resources; allocation or reallocation of responsibilities and authorities. Before proposed changes to controlled processes, procedures and documentation are implemented, they are carefully evaluated in terms of the criteria noted above, first by the change initiator and the relevant departments affected by the change, and then by the brand manager if relevant to customer or market considerations and then quality manager for consequences to the QMS, then finally by management for implementation approval. C Ↄ QM-PO-006 R07 March

36 Master copies of the revised documents are retained as records of the changes and renewed as necessary to ensure clarity Production Change Management Change management protocols and procedures are employed during the production of project deliverables and/or the delivery of services, to ensure the organisation and staff effectively and efficiently identify and process changes to the project scope or contract requirements resulting from either direction received from the client or due to other factors outside Cracknell s control. For larger or complex projects, a Change Register is maintained to record, track and manage changes in terms of time and/or cost impact. Four (4) change categories are identified and reported to the client: 1) No Time or Cost Impact to the Project 2) Time Impact but No Cost Impact to the Project 3) No Time Impact but Cost Impact to the 4) Time and Cost Impact to the Project In the event of either or both time or cost impact occurring, a formal Change Request (CM-TP-002) is submitted to the client advising the quantified time and/or cost impact for confirmation and approval. Upon client approval and agreement, the contract fees and/or delivery programme is adjusted. C Ↄ QM-PO-006 R07 March

37 7.0 Support 7.1 Resources The Board continually review the company's resources to ensure that adequate staff, equipment and materials are available for project delivery and to meet client requirements and QMS objectives. 7.2 Competence Staff Training & Continuing Professional Development The policy of the Company is to ensure that all personnel are trained and experienced to the extent necessary to undertake their assigned activities and responsibilities effectively. The Company procures and recruits employees capable of meeting the technical, skill, experience and educational requirements of the Company's activities. Senior staff are responsible for recommending the training needs of junior staff, to assist executive management in determining and ensuring that all employees allocated specific tasks are suitably qualified and experienced to execute those tasks. Once training needs are identified these are provided under the responsibility of the Directors. Cracknell maintains a Company Handbook, which is communicated and made available to all staff. The Company Handbook outlines Cracknell s organisation and operational provisions, protocols, procedures, facilities and benefits. Full records are maintained of all training undertaken by employees. C Ↄ QM-PO-006 R07 March

38 7.3 Awareness All staff and sub-contractors involved in activities that can have an impact on client satisfaction and the achievement of quality objectives, must be aware of the Board s commitment to quality management in order to support it. An awareness programme has been established and implemented with the intent being to continually improve Cracknell s internal culture with regard to quality. The awareness programme aims to raise awareness through communications, training, and other activities to ensure that staff remain: aware of the Quality Policy and relevant objectives; aware of their contribution to the effectiveness of the QMS, including benefits of improved performance; alert to the implications and possible impacts of not conforming with quality requirements. Cracknell s QMS Awareness Programme (QM-PO-004) outlines methods and scheduling, in further detail. C Ↄ QM-PO-006 R07 March

39 7.4 Documented Information All documentation utilized within the Company related to the management system itself, or to the execution of individual client contracts is controlled to ensure that it is issued and available to the appropriate personnel; under the correct level of authority; is revised and reissued as necessary; and all obsolete versions are removed from the point of use. Such documentation typically includes: Client Directions, Plans / Drawings, Specifications, QMS Manual / Operating Procedures / Policies / Programmes Document and Drawing Templates, National/ International Standards, Local Authority Regulations and Codes of Practice. The QMS Manual, Procedures and Quality Plans are maintained by the Quality Manager who ensures that the appropriate items, at the correct revision levels, are issued to all who need them within the Company. National / International Standards, Local Authority Regulations, Codes of Practice are maintained by the Support Engineers and Technical Staff who ensure that appropriate documents are available within the Company, and are issued at the correct revision levels. External suppliers of documentation are contacted regularly to ascertain and confirm that the documents held remain current. The distribution of standard documents is controlled and recorded on Document Transmittals and Distribution Lists, which also show the current issue status. The Distribution Lists are reviewed and updated as changes occur. Each appointment/ contract for consultancy services has a Job File, which contains all relevant information and records. Job Files are held on the Company's computer system server for ease of access and handling. C Ↄ QM-PO-006 R07 March

40 8.0 Provision of Consultancy Services 8.1 Operational Planning and Control Cracknell provides a range of services, achieving client satisfaction and quality standards through operation in accordance with the documented QMS. Client requirements are identified, agreed and documented during the contract review process, then communicated to and undertaken by the project team, ensuring client satisfaction. C Ↄ QM-PO-006 R07 March

41 8.1.1 Review RFP, Prepare Proposal and Issue Proposal Upon receipt of a Request for Fee Proposal (RFP) from a client, the workflow we follow for reviewing the RFP, preparing and issuing the proposal is generally as indicated in the flow chart below: The procedure, documentation and performance evaluation metric for preparing a fee proposal is set out in Table 8.1 below: C Ↄ QM-PO-006 R07 March

42 Table 8.1 Procedure for Review of RFP, Preparing and Issuing Fee Proposal Input Receive RFP from client. Procedure Responsible Expected Output Guidelines 1 Save copy of RFP into project file subfolder Bid team Saved copy of RFP RFP to be saved and made available to others as required A2.3 2 Read and review RFP document to determine and understand project scope Bid team Deliverables Schedule (Complete list of deliverables and services to be provided) A detailed understanding of the project scale, scope and client requirements is essential for project delivery to achieve client satisfaction 3 Schedule planned date for submission of Fee Proposal Bid team Fee Proposal Submission Master Schedule Client deadline (if applicable) and planned submission dates are to be scheduled and tracked 4 Prepare Fee Proposal Bid team Draft Fee Proposal for internal Reviewers will depend on project size and complexity 5 Commercial Director and/or Project Director to review and check proposal Metric for Performance Evaluation Time taken to finalise and issue proposal Commercial Director / Project Director review Finalised Fee Proposal for issue to client Director to sign off fee proposal cover letter when proposal is approved for issue. Signed cover letter and fee proposal to be saved in sub-folder A1.1. Supporting Documents Document No. Location Fee proposal schedule CM-RG-001 H:\Office Admin\Fee Proposals & Agreements\General Fee proposal cover letter template CM-TP-010 H:\_Controlled Docs\Forms & Templates\Commercial Fee proposal template(s) CM-TP-005 / CM-TP-006 H:\_Controlled Docs\Forms & Templates\Commercial Fee proposal calculator template CM-TP-007 H:\_Controlled Docs\Forms & Templates\Commercial Record Location Retention Copy of RFP Saved in A2.3 folder within project folder 12 years from date of project completion Copy of signed fee proposal Saved in A1.1 folder within project folder 12 years from date of project completion Communications When With Whom How Responsible Performance summary for preparing fee Annually Group Managing Director Annual review Group Managing Director proposals C Ↄ QM-PO-006 R07 March

43 8.1.2 Convert Awarded Project to Current & Handover to Project Team When converting a new project to a current appointment, the workflow is as shown in the flow chart below: The procedure, documentation and performance evaluation metric for converting an awarded project to current and handing over to a project team is set out in Table 8.2 below: C Ↄ QM-PO-006 R07 March

44 Table 8.2 Procedure to Convert Awarded Project to Current and Handover to Project Team Input Contract Awarded Procedure Responsible Expected Output Guidelines 1 Commercial Team to liaise with Frontline Director to assign and brief Project Team. Commercial / Bid Team Assignment of Project Team, (Project Director, Team Leader and Project Leader), advised to and recorded by Commercial Team. Frontline Director to liaise with Team Leaders to determine and assign a Project Director, Team Leader and Project Leader 2 Convert project to Current Commercial Project status updated in system Record change of status on Current Job List and Timesheet System 3 Hold commercial handover meeting Commercial Project Team briefed and engaged to commence services Metric for Performance Evaluation Time taken for commercial handover Project team to understand bid history, risks, scope, fees/invoicing, client contacts, contract terms and conditions Supporting Document Document No. Location Commercial handover meeting agenda CM-TP-019 H:\_Controlled Docs\Forms & Templates\Commercial Records Location Retention Occurrence of commercial handover Current Job List 12 years from date of project completion Communication When With Whom How Responsible Performance summary for commercial Annually Group Managing Director Annual review Group Managing Director handovers C Ↄ QM-PO-006 R07 March

45 8.1.3 Undertaking Design Services When undertaking design services on a new project, the workflow is as shown in the flow chart below: Cracknell s design service delivery process will generally adopt the project stages and steps as outlined below; however, this may vary depending on specific project requirements. It is common for appointments to include only some of the stages and /or partial services from Table 8.3 below. The procedure, documentation and performance evaluation metric for the commencement of design services is set out in Table 8.4 below: C Ↄ QM-PO-006 R07 March

46 Table 8.4 Procedure for Undertaking of Design Services Input Commercial Handover Procedure Responsible Expected Output Guidelines 1 Prepare a project plan / programme Project Leader Completed project plan/ programme Key tasks, deliverables and delivery milestones are scheduled with start and finish dates, typically using MS Project Gantt Chart 2 Plan resources using Task Resource Schedule (TRS) 3 Approve TRS Group Managing Director Project Leader Completed TRS TRS to show planned deployment of resources for all deliverables/ work tasks, within the approved budget for the services. Updated team dashboard Information from the approved TRS is added to team project dashboard. Project Leader maintains and updates TRS for fortnightly review with Team Leader and team dashboard updates. 4 Undertake Design Services Project Leader Stage Design Package As per design stages overview in Table 8.3 below. QAQC Peer Reviews during design process as per Section Final QAQC Check Project Leader Approved design package ready for issue to client Refer Section 13.2 below C Ↄ QM-PO-006 R07 March

47 Metric for Performance Evaluation Delivery within agreed programme Delivery within agreed construction budget Level of customer satisfaction Adherence to client brief Level of quality against internal quality rating Supporting Documents Document No. Location MS Project Programme Template PM-TP-005 H:\_Controlled Docs\Forms & Templates\Project Mngt Task Resource Schedule PM-TP-006 H:\_Controlled Docs\Forms & Templates\Project Mngt Project Performance Dashboard(s) PM-RG-001 / -006 H:\_Controlled Docs\Forms & Templates\Project Mngt Project Delivery Checklist PM-CL-001 H:\_Controlled Docs\Forms & Templates\Project Mngt Design Peer Review Form QM-FM-002 H:\_Controlled Docs\Forms & Templates\Quality Mngt Record Location Retention MS Project Programme [Project Folder]\L2 12 years from date of project completion Progress Reports (as required) [Project Folder]\L8 12 years from date of project completion Communications When With Whom How Responsible Progress Reports As stipulated or agreed with Client Client Report or Dashboard Project Leader Project Status Dashboard Updates Fortnightly Commercial Dashboard Project Leader Programme Updates Design Stage Milestones Sub-consultants MS Project Programme Project Leader C Ↄ QM-PO-006 R07 March

48 Table 8.3 Design Consultancy Services - Stages # Stage Scope of Services A Inception & Data Collection - Identification of client s needs and objectives, business case and possible constraints on development. - Preparation of feasibility studies and assessment of options to enable the client to decide whether to proceed B Developed Brief - Development of initial statement of requirements into the Developed Brief by or on behalf of the client confirming key requirements and constraints. - Identification of procurement method, procedures, organisational structure and range of consultants and others to be engaged for the project C Concept Design - Implementation of Developed Brief and preparation of additional data. - Preparation of concept design including outline proposals for structural and services systems, outline specifications and preliminary cost plan. - Review of procurement route. - 2-Stage delivery comprising initial Sketch Concept Design conveying design intent followed upon approval by Final Concept Design including concept development and production of graphics and visual presentation D Design Development - Development of approved Concept Design to include structural and services systems, updated outline specifications and cost plan. - Preliminary Design package including schematic general arrangement layouts, key cross sections details - Application for planning permissions if applicable E Detailed Design - Preparation of technical design(s) and specifications, sufficient to co-ordinate components and elements of the project and information for statutory standards and construction safety. - Preparation of production information sufficient to enable a tender or tenders to be obtained. - Application for statutory approvals if applicable - Preparation of further information for construction required under the contract. F Tender Documentation - Preparation and/or collation of tender documentation in sufficient detail to enable a tender or tenders to be obtained for the project. G Tender Services - Identification and evaluation of potential contractors and/or specialists for the project. - Responding to tender queries and providing tender clarifications. - Obtaining and evaluating tenders and submission of recommendations to the client. C Ↄ QM-PO-006 R07 March

49 8.1.4 Undertaking Supervision Services When undertaking supervision services on a new project, the workflow is as shown in the flow chart below: The procedure, documentation and performance evaluation metric for the commencement of supervision services is set out in Table 8.5 below: C Ↄ QM-PO-006 R07 March

50 Table 8.5 Procedure for Undertaking Monitoring Services Input Project Handover Procedure Responsible Expected Output Guidelines 1 Determine construction programme and deployment requirements Project Leader Deployment Programme Forecast construction timeline with proposed resource deployment and inputs 2 Allocate supervision team Project Leader Monitoring team briefed on input allowances and contract Team to be allocated based on the approved programme and resource schedule. 3 Deploy team on project Project Leader Team on site 4 Undertake monitoring services Project Leader Monitoring services Administration and/or monitoring of the landscape works contract to Practical Completion. Provision to the contractor of further Information as and when reasonably required. Review of information provided by contractors 5 Attendance during the Defects Liability Period Project Leader Completion of services Metric for Performance Evaluation Time for responding to contractor submittals Time for responding to inspection requests Supporting Documents Document No. Location Inspection Request Form PC-FM-001 H:\_Controlled Docs\Forms & Templates\Post Contract Non-Conformance Report Form PC-FM-002 H:\_Controlled Docs\Forms & Templates\Post Contract Request For Information Form PC-FM-003 H:\_Controlled Docs\Forms & Templates\Post Contract Site Observation Form PC-FM-004 H:\_Controlled Docs\Forms & Templates\Post Contract Minutes of Meeting Form PC-TP-002 H:\_Controlled Docs\Forms & Templates\Post Contract Records Location Retention Documents above [Project File]\F 12 years from date of project completion Communications When With Whom How Responsible Progress Reports As per contract Client Written Report Project Leader Minutes of Site Meetings As per contract Client & Contractor(s) Minutes of Meeting Project Leader C Ↄ QM-PO-006 R07 March

51 8.1.5 Issue of Invoices When issuing invoices for deliverables and services provided, the workflow is as shown in the flow chart below: The procedure, documentation and performance evaluation metric for issuing invoices for deliverables and services provided is set out in Table 8.6 below: C Ↄ QM-PO-006 R07 March

52 Table 8.6 Procedure for Issuing Invoices Input Commence Services Procedure Responsible Expected Output Guidelines 1 Notify accounts when each project Project Leader Instruction to invoice invoicing milestone is achieved for applicable invoice to be raised 2 Issue invoice upon achieving appropriate milestone Accounts Invoice to be issued to Client 3 Log invoice on Tally and Invoicing Accounts Record of invoice module on timesheet system 4 Follow up with client regarding payment Accounts Payment received from client Metric for Performance Evaluation Invoicing accuracy Supporting Documents Document No. Location Statement of Account FN-TP-001 H:\_Controlled Docs\Forms & Templates\Financial Invoice Template FN-TP-002 H:\_Controlled Docs\Forms & Templates\Financial Records Location Retention Copies of Invoices [Project File]\A years from date of project completion Copies Payment Receipts [Project File]\A years from date of project completion Communications When With Whom How Responsible Statement of Accounts 30 days after Invoice Client attachment Accounts Expiry Date C Ↄ QM-PO-006 R07 March

53 8.1.6 Processing Sub-Consultant Invoices When processing sub-consultant invoices, the workflow is as shown in the flow chart below: The procedure, documentation and performance evaluation metric for processing subconsultant invoices is set out in Table 8.7 below: C Ↄ QM-PO-006 R07 March

54 Table 8.7 Procedure for Processing Sub-Consultant Invoices Input Sub-consultant invoice Procedure Responsible Expected Output Guidelines 1 Forward invoice to Accounts team Invoice recipient Sub-consultant invoice for approval 2 Check validity of invoice against the sub-consultancy agreement 3 Check that sub-consultant has completed the work against which they are invoicing. 4 Check back-to-back payment terms, payment received from end-client and ability to pay 5 Finance Director to sign-off invoice for payment Accounts Accounts approved invoice If invoice amount is correct, log invoice on accounts system, then send copy to project team for project team approval. If amount is incorrect, return invoice to subconsultant stating reason for rejection Project Team Project Team approved invoice If work is completed, sign invoice and return to accounts for processing. Accounts then save copy in A3.2 folder. If work not completed, return to accounts stating reason why work is rejected. Accounts then return invoice to sub-consultant stating reason for rejection. Accounts Finance Director Confirmed conditions for payment Payment released to subconsultant 6 Update accounts records Accounts Updated records Metric for Performance Evaluation Time for signing off sub-consultant invoices Supporting Documents Document No. Location (Accounting System Generated) - - Records Location Retention Copy of sub-consultant invoice A3.2 folder in project folder 12 years from date of project completion Communications When With Whom How Responsible Invoice Status Report Upon stage Sub-Contractor Statement of Account Accounts Manager completion Summary C Ↄ QM-PO-006 R07 March

55 8.1.7 Project Close Out When closing out a project, the workflow is as shown in the flow chart below: The procedure, documentation and performance evaluation metric for project close-out is set out in Table 8.7 below: C Ↄ QM-PO-006 R07 March

56 Table 8.8 Procedure for Project Close Out Input Submission of Final Deliverables / Services Procedure Responsible Expected Output Guidelines 1 Meet with client to close out any final Project Leader / BD Client feedback items and capture client feedback on performance Manager 2 Collect final payments Accounts Close project Metric for Performance Evaluation Time for conducting client close out meeting Supporting Documents Document No. Location Customer Satisfaction Survey Form BD-FM-001 H:\_Controlled Docs\Forms & Templates\Business Dev Records Location Retention Customer Satisfaction Survey Form 12 years from date of project completion Communications When With Whom How Responsible Post-project follow-up Within 30 days Client Meeting Business Development Post-project C Ↄ QM-PO-006 R07 March

57 8.2 Quality Assurance & Quality Control Processes Cracknell s goal as a design practice is to achieve a consistent high standard of design and technical quality in deliverables. The objectives of our Quality Assurance processes, guidelines, audits and checklists are to ensure delivery of consistently high quality products and services as well as to assist in the continuing professional development of staff. Everyone working on a project is expected to understand his or her role and duties and to undertake assigned tasks effectively and efficiently to ensure that Cracknell s standard of deliverables and services is maintained and to optimise the company s commercial performance Quality Reviews & Audits Reviewing, refining and checking all work during its execution is integral to the Quality Assurance (QA) and Quality Control (QC) processes. Following the procedures and guidelines and using the QMS checklists will help to ensure Quality Assurance is achieved and signed-off at the designated milestones. Achieving this goal is helped by learning from previous experience, collective knowledge and expertise shared through project workshops and design reviews. To this end each project starts with a collaborative, inspirational Concept Design Charrette followed by periodic reviews and formal audits as shown in the project work flow cart and outlined below. To facilitate the process, a Project Delivery Checklist (PM-CL-001 refer Appendix B) is used to provide guidance on the sequence of typical project tasks and what should be included and what needs to be completed for each deliverables submittal. C Ↄ QM-PO-006 R07 March

58 Refinement of procedures and checklists is an on-going process to both improve the work flow and to address and incorporate lessons learned from completed projects. Quality Assurance is part of every project. QA/QC reviews by the project team are undertaken at regular intervals (typically weekly or fortnightly) and QA/QC checks are undertaken by the QA/QC Peer Review Team at design stage milestones. A programme will be developed for every project by the Project Leader and distributed to the project team and also maintained on the Cracknell Master Programme. The programme will include the key milestones such as submittal dates, Pre-Concept Design Charrette date and the QA/QC Review dates. An initial project design review and subsequent QA/QC Audits will typically take place at the following milestones: 1. Pre-Concept Design Charrette (project inception stage) 2. Concept Design Submission (before final graphics) 3. Preliminary Design Submission (after first CAD run) 4. Frozen Design Stage (post Preliminary Design / Initial Detail Design) 5. Detailed Design Final CAD (Buildability Review) The Pre-Concept Design Charrette will be a formal workshop attended by least two Design Directors, Design Associates or Design Support team members and senior or key design team members as required, dependant on project size, complexity and significance. Subsequent QA/QC Peer Reviews will be formal reviews attended by the Project Director and/or Project Leader (Design Manager), key project team members and at least two other Design Directors from the Peer Review Team. C Ↄ QM-PO-006 R07 March

59 8.2.2 Staff Responsibilities The Project Leader will schedule the initial Design Charrette on a date agreed with the Project Director and relevant parties. Design reviews will be scheduled at the appropriate milestones during design development and ideally at least two weeks prior to a milestone submission dates to allow enough time for review comments and red-lines to be addressed and for any corrective action to be taken in revising drawings for submission. The Project Leader will be responsible for managing the delivery programme to ensure that timely QA/QC Peer Reviews take place as well as regular reviews of work-inprogress design drawings with the Project Director. The pro forma QA/QC Project Review form (QM-FM-002- refer Appendix D) is used to document all review comments as well as actions taken in response to the review comments. The Project Leader will then implement all necessary design and drawing changes prior to submission to the client QA/QC Protocols Deliverables will be released for issue to the client only after the Project Director s review and sign-off documented on the Project Submittal QC Checklist (QM-CL-002 refer Appendix C) QA/QC Review Forms are kept in the Project File and a Review Register is maintained for each project as a record. This ensures all reviews are completed and accounted for, with required actions documented along with the current status of each approval. C Ↄ QM-PO-006 R07 March

60 Review records are periodically checked by the QA/QC team and lessons learned are reported back to the design teams to improve work flow efficiency and effectiveness. To ensure an effective QA/QC process, all staff members are responsible for checking their work before it is submitted to the Project Leader for review. Design Team members will use the Project Delivery Checklist (PM-CL-001 refer Appendix B) as a guide when working on projects. Each Project Delivery Checklist must be filled out by the Project Leader and included with each project to review, together with the red-lined drawings or action lists from previous reviews. This will enable those on the QA/QC Team to identify what has previously been reviewed, what is to be reviewed and what will be reviewed later Quality Assurance in the Workflow The Landscape Design Project QA/QC Workflow shown in the chart below represents the work stages and milestones for a typical project with Quality Control checks shown for both Project Team and QA/QC Peer Review Team. C Ↄ QM-PO-006 R07 March

61 C Ↄ QM-PO-006 R07 March