Professional Documents
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Document ID CP-190
Security Unrestricted
Version 2
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i Document Authorisation
Authorised For Issue – August 2014
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ii Revision History
The following table lists the four most recent revisions to this document. Details of all revisions
prior to these are held on file by the issuing department.
Version No. Date Author Checked Scope / Remarks
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Procedure
PR-1247 Project Management of Change Procedure
PR-1029 Competency Assessment and Assurance
PR-1568 Corporate Document Management Procedure
PR-1233 Contract & Procurement Procedure
PR-1866 Quality Audit Procedure
PR-2052 Project Quality Management system Review
PR-2053 Control of Non-Conforming Product Procedure
PR-2066 Managing Deviations from Standards and Procedures
Guideline
GU-611 PDO Guide to Engineering Standards and Procedures
GU-711 Model Project Quality Plan
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TABLE OF CONTENTS
i Document Authorisation ......................................................................................................... 3
ii Revision History...................................................................................................................... 4
iii Related Business Processes .................................................................................................. 4
iv Related Corporate Management Framework (CMF) Documents .......................................... 4
v Related International Standards ............................................................................................. 5
1 Introduction ............................................................................................................................. 8
1.1 Background ....................................................................................................................... 8
1.2 Purpose ............................................................................................................................. 8
1.3 Scope ................................................................................................................................ 9
1.4 Objective ........................................................................................................................... 9
1.5 Distribution/Target Audience ............................................................................................ 9
1.6 Review and Improvement ............................................................................................... 10
1.7 Step-out and Approval .................................................................................................... 10
1.8 Terminology, Definitions and Abbreviations ................................................................... 10
Term / Abbreviation ..................................................................................................................... 10
Definition (or meaning for the purpose of this document) ........................................................... 10
2 Managing Project Quality ..................................................................................................... 13
2.1 Quality Policy .................................................................................................................. 13
2.1.1 PDO Corporate Quality Management Policy PL-15 ................................................. 13
2.2 Management Responsibility ............................................................................................ 14
2.3 Roles and Responsibilities .............................................................................................. 15
2.3.1 Head of Quality UEQ ................................................................................................ 15
2.3.2 Business Opportunity Manager (BOM) / Project Manager or Engineer (PM / PE) .. 15
2.3.3 Project Quality Manager/Asset Lead Quality Engineer ............................................ 16
2.3.4 Senior Quality Assurance Engineer ......................................................................... 16
2.3.5 Quality Assurance Engineer .................................................................................... 17
2.3.6 QC Inspectors .......................................................................................................... 18
2.3.7 Disciplines ................................................................................................................ 18
2.4 Quality Management System Structure and Documentation Hierarchy ......................... 18
2.5 Quality Management Deployment Model ....................................................................... 19
2.6 Scaling / Application of a QMS ....................................................................................... 19
2.7 Quality Planning .............................................................................................................. 21
2.8 Resource Management .................................................................................................. 27
2.9 Quality Training ............................................................................................................... 28
2.10 3rd Party Inspection Agencies ........................................................................................ 28
2.11 Measurement, Analysis and Improvement ..................................................................... 29
2.12 Audits & Reviews ............................................................................................................ 29
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1 Introduction
1.1 Background
In the majority of significant major incidents (irrespective of whether they are financial,
safety or operational by nature), investigations conclude there were often inherent
weaknesses in, and a lack of commitment to, the management of quality throughout the
business processes.
For any project to function effectively there must be a clear and well thought out
framework of business controls applied - Opportunity Realisation process (ORP),
Quality Management is one of those controls and is aimed at assuring compliance with
requirements, however the existence of good management system does not in itself
guarantee a quality product; this has to be accomplished via a combination of technical
competence and, most importantly, adherence by all contributors to the system.
1.2 Purpose
The purpose of this Code of Practice is to ensure that quality is consistently applied and
implemented in PDO projects by supporting the ORP to provide a standardised
approach to Quality Management in projects and give direction to Project Management
Teams. See Fig 1.
Code of
Practice -190
Support Processes: Risk Mgt, HSE, Procurement, Cost & Planning, Finance etc.
Related Assurance activities: FPD, DCAF, OR, AIPSM etc.
Fig 1
Interfaces with other PDO related assurance activities including Flawless Project
Delivery (FPD), Operational Readiness (OR), Asset Integrity Process Safety
Management (AIPSM) and the Discipline Controls and Assurance Framework (DCAF)
have also been taken into account.
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1.3 Scope
This CoP shall be applicable to all phases of a project as defined in the ORP (ORS) and
CP-117, up to and including the hand-over of the Asset.
Plant changes during the operating phase are also included, irrespective of size.
Subsurface and well engineering activities, as well as operations and maintenance
activities after project handover are excluded.
1.4 Objective
The primary objective is to set the recommended standard for project quality
management related activities by;
Providing a road map for project managers/engineers, quality managers, quality
engineers and others in determining the right level of quality to suit their
particular project.
Providing direction and outline the quality management principles and
practices; the implementation of which are important to, and have an impact on,
the achievement of quality objectives in delivering projects
In its simplest format, quality is delivered via the Deming PDCA cycle – See Fig 2.
Fig 2
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It is PDO’s policy that working practices and a Quality Management System that aligns
with the requirements of Code of Practice 190, shall be applied throughout our
organization that:
Make Quality Management an integral part of normal business activities.
Provides adequate resources throughout the organization, ensures competency
of personnel by developing and maintaining a healthy Skillpool of Quality
professionals and includes Quality performance as part of staff performance
appraisal and reward.
Ensure completed works and Assets comply with the requirements of
Engineering Design, the laws of the Sultanate of Oman and Internal Standards.
Establish Business Performance and Project Delivery quality objectives and
targets; measure, appraise and report quality performance.
Achieve continuous improvements in Business and Project Delivery
performance.
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2.3.2 Business Opportunity Manager (BOM) / Project Manager or Engineer (PM / PE)
The BoM/PM/PE has overall responsibility for quality and its implementation at every
stage of the project. The BOM/PM/PE should ensure that the project QMS is reviewed
at regular intervals ensuring its continuing suitability, adequacy and effectiveness.
Where repetitive projects (portfolio of projects) are covered within a single contract
scope, a single QMS / PQP may be developed (see sections 2.4, 2.6, 2.7), underpinned
by level 3, 4 documents / deliverables.
Suitability is judged by its ability to sustain current performance;
Adequacy is judged by its ability to deliver the project that satisfies
requirements, standards and regulations;
The review output should include decisions and actions related to the improvement of
the effectiveness of the project QMS, its processes and related resource needs.
Further responsibility and authority include;
Ensure that project quality requirements are addressed and included within the
PEP.
Establishing the budget and resource estimate for quality: ensuring that
appropriate quality resources are available within their respective project team
and contractors organisations in order to achieve PDO’s Quality Policy &
Objectives;
Establish, implement and maintain the project QMS including quality strategy
and PQP;
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Ensure that project quality requirements are included within contract documents
and that contractors, subcontractors and vendors comply with project QMS
requirements;
Team development to ensure all project personnel are aware of quality
responsibilities;
Promoting a consistency of approach & sharing learning across projects and for
promoting continual improvement within their project organisation;
Taking the appropriate action necessary to address quality issues impacting
project delivery including document reviews, and corrective and preventive
actions are completed in a timely manner;
Making use of available quality related information to evaluate options and
make decisions;
Identifying and implementing quality KPI’s and applying rewards/penalties as
applicable under established contracts.
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Provide support in developing and implementing the PQP, Transition Plan and
project specific procedures and/or work instructions;
Identifying quality shortfalls and creating training / coaching requirements;
Managing the overall project assurance, surveillance, audit and review activities
and executing project/contractor audits;
Coordinating the timely closeout of audit actions as applicable to their project;
Compile relevant quality statistics/KPI’s and implementing lateral quality
learning’s;
Providing early contribution to the contractor's ITP/QCP to identify critical hold,
witness, monitor and review points including PDO’s activities;
Reviewing contractor and manufacturer contract quality plan and relevant
procedures as per SP-1171 Specification for Quality Assurance Requirements
for Product and Service)
Ensuring the quality requirements identified in the contractor's or
manufacturer's ITP/QCP are followed;
Conducting surveillance of contractor's activities in the procurement,
fabrication, construction and installation of a facility or product by:
Reporting problem areas to the quality manager (lead project engineer if project
does not have a designated quality manager) and raising non-conformance
reports (NCR’s) or Product NCR’s to document work that fails to meet the
specified quality requirements so that remedial action can be taken;
Verifying that all NCR’s and Product NCRs have been satisfactorily resolved;
Reviewing the contractor's submission of the QC data package at completion of
the work. It is the PM’s/PE's job to see that the quality related requirements are
adhered to and that competent resources are available, in time, to assist in
achieving same (see BOM/PM/PE responsibility requirements).
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2.3.6 QC Inspectors
Provide early contribution to a project in order to ensure:
Adequate inspection during fabrication / construction;
Inclusion of the asset holder requirements;
Records and evaluates the findings of manufacturer and contractor QC
activities so as to recommend improvements;
Assist in evaluating the impact of new fabrications on existing facilities and
provides recommendations on best options;
maintains records of repairs and changes in the maintenance administration
and information.
2.3.7 Disciplines
Ensure the effectiveness and efficiency of processes under their control.
NOTE: Specific requirements should be detailed in individual job descriptions.
Fig 3
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Fig 4
To facilitate deployment, the elements of the model should be grouped according to
their affinity to one another:
Managing the Project - Management Responsibility / Resource Management /
Measurement, Analysis & Improvement.
Realising Project Quality - Comprise the demand fulfilment processes, e.g.
Design / Construction / Commissioning together with the interdependent
processes, e.g. HSE, Risk Management, Work Planning & Scheduling,
Contracting & Procurement, etc.
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Table 2
Project size (millions) Identify & Assess Select Define Execute
>$ 1000
<$ 1000
<$ 200
<$ 50
<$20 (EMC/ODC)
Recommended. Mandatory
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Table 4 identifies the minimum quality management system(s) assurance and control
requirements based on Value and/or Risk See also CP-131.
Table 4
Quality Management System requirements
QMS Level 3 a. The QMS / PQP should be specifically developed for the Project, including a
&4 Quality Strategy/objectives, supporting procedures and work instructions.
PDO Corporate Quality Policy, management system and procedures shall be
used as a main reference.
b. Quality Resources, including a Quality Manager and QA Engineer(s) should
be dedicated to the project and should be progressively deployed during the
Identify & Assess phases of the ORP.
a. The Project’s QMS may be a combination of the PDO Corporate management
QMS Level 2
system and procedures and project specific procedures. The level of
documentation is to be assessed on an as-needed basis.
b. A dedicated Quality Lead should be deployed as a minimum during the
Select phases of the ORP. QA/QC resources can be shared with other
projects on an as-needed basis.
QMS Level 1 a. The Project Quality System should basically consist of a PQP that makes
reference to, and is supported by, applicable PDO standards and processes;
i.e. normally there will be no need for the Project to develop its own specific
procedures.
b. More reliance should be placed on Line Management to practice their own
responsibilities towards QA/QC activities at early phases; i.e. generally, a
dedicated quality resource will be mobilized at the Define Phase of the ORP.
c. Minimum one dedicated QA Lead Engineer, additional QA/QC resources
may be shared between more than one project through a matrix organization
or skill pool.
EMC/ODC QMS Level A2, dedicated Quality Lead full time to the project.
QMS level
For QMS Level A1, QA/QC resources may be shared between more than one
A1 & A2 project through a matrix organization or skill pool. Supply Chain Quality
Lead/Engineer, position may be covered by corporate Function.
Execution QA/QC Engineers and Inspectors, The number will vary per project
and may include both full time and call-off arrangements. The roles may also be
filled by 3rd. Party inspection agencies.
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The PQP should indicate how the required activities will be carried out, either directly or
by reference to appropriate documented procedures, or other documents (e.g. project
plan, work instruction, checklist, etc, see also Appendix 4 – PQP Narrative Checklist
Inputs that need to be considered include:
The project classification by Cost and Risk;
The requirements of stakeholders and any statutory, regulatory and industry
specifications;
The capability / experience of the project organisation and maturity of the QMS.
The Quality Characteristics that need to be controlled, assured, improved,
managed & demonstrated.
Quality Resources (both availability and capability)
If a requirement results in a deviation from the QMS, this deviation should be justified
and authorised.
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The depth and breadth of the PQP should be determined by the overall project / quality
characteristics and associated risks to be mitigated (RE: Section 2.6).
Fig 5
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Table 5 identifies the minimum quality activities and controls that should be addressed
within the PQP, irrespective of the QMS scaling (details of corporate Codes of Practice,
Specifications, Procedures and Guidelines are provided for reference, refer to LiveLink
for latest copy).
Table 5
QMS Requirement PQP Activity
Design & Development The design quality assurance process is key in enabling the
Quality Management project to achieve its objectives and therefore must be effectively
controlled.
(Front-end Engineering &
Detailed) including The following steps should to be addressed and reviewed:
Technical Integrity.
Setting Quality objectives for the design process;
(CP-117, CP-185, SP- Submission of a Design Quality Plan (which should include
1122, SP-1134, SP11-71, requirements for assuring technical integrity.
SP-2061, PR-1232, PR-
1247, PR-1358, PR-1151, Quality measures for indicating achievement of these design
PR-1561, PR-1729, PR- quality objectives;
1741, PR1727, PR1734, A defined sequence of design processes, procedures, or tasks
PR-1735, PR-1761, PR- that transform the design inputs into design outputs;
1768, GU-603, PR1772,
Essential QA/QC requirements set out in project specifications;
PR-1759).
Checking, verification and approval procedures for establishing
that the process is achieving its objectives (internal and
external);
Design change control is properly managed (internal external);
Processes for improving the effectiveness of the design
process.
Auditing effectiveness of the Competence Assurance process
Drawing Office quality controls and associated procedures
should be available.
All work should also be undertaken in accordance with the relevant
Technical Integrity Framework and/or DCAF and other applicable
Project Standards / Guides.
Where an Independent Verification Body is required to verify a
design in order to comply with any prevailing regulations and
legislation (e.g., Pressure Vessel Directive, Lifting Reg’s, etc), the
requirement should be specified in the PQP and should identify
both the internal Technical Authorities (TA) and 3rd parties
required to review and approve the relevant documentation.
Interface Control The project should have and implement an interface control
procedure.
(Project specific document)
Establish and implement an effective communication system /
(CP-162, CP-111, PL-13,
process that address all project interfaces including
GU-435)
internal/external Meetings, communications, reporting,
correspondence etc.
This should be subject to audit and included in the Audit plan.
Alternative arrangements to manage interfaces should also be
addressed as a scope item in the Audit plan.
Change and Deviation Management of Change and the Deviation processes should be
Controls subject to audit and included in the Audit plan. The audit scope
should assure all technical deviations are approved by designated
(PR-1247, SP-2061, PR- Technical Authorities, and that deviations are managed and
1001x, PR-1029, PR-2066) controlled. The deviation register should be audited.
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The above table is indicative, should the project involve a shift rotation, the quality
resources may increase significantly. The number of quality resources may also be
influenced by the type of contractual arrangements and the role of the Principle
contractor.
These resources should be planned across the ORP, ideally with the Quality
Manager/Lead identified at the end of the Select / start of Define phase.
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2.14 Non-conformities
Projects shall ensure the control of all nonconformities by one or more of the following
ways:
By taking action to eliminate the detected nonconformity;
By authorising its use, release or acceptance under concession by a relevant
authority;
By taking action to preclude its original intended use or application.
Records of the nature of nonconformities (NCR) and any subsequent action taken,
including concessions obtained, shall be maintained by the project.
See also PR-2053 Control of Non-Conforming Product Procedure.
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3 Appendices
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Appendix 2 Quality Activities and Deliverable Guideline Road Map
Identify Assess Select Define Execute Operate
Pre-FEED FEED
DG /VAR 1 2 3 (opt)3a 4 5
Key Activities Provide outline Frame strategy for Refine strategy for Updated strategy for Updated strategy Approved strategy for Provide input into Close-
strategy for Quality Quality Assurance Quality Assurance Quality Assurance for field/site Quality Construction/Commissioning out report and Lessons
Assurance against against identified risks against identified risks against identified Assurance against Quality, Technical Integrity and Learned.
identified opportunity and QA resource need. and QA resource risks. identified risks. Flawless delivery against
risks. Establish Policy / Goals need. identified risks.
/ Objectives / KPI’s / Finalise Project Update and set
Procedures. Appoint Quality lead, Quality Plan. equipment and Update critically rating.
determine Quality material criticality
Determine level of resource Establish and set ratings and quality Finalise QA/QC resource and
rd
Quality monitoring / requirements, conduct equipment and intervention levels 3 party inspection need.
surveillance / quality training. material criticality critically rating.
manpower / ratings and quality Implement project specific PQP
competency shortfalls / Draft Preliminary intervention levels. Update QA and QC procedures and review
Risks. Project Quality Plan. resource need. periodically.
Provide Quality inputs Establish QA Determine special
Initiate Quality Audit into Job descriptions resource need. skills and/or training Conduct Quality awareness and
plan and requirements. training sessions.
Populate DCAF for Populate DCAF for
improvements. the project, monitor Align and approve QMS and
Establish and maintain the project, monitor Implement project
and measure and measure specific PQP, and PQP for EPC contractor.
action tracking system. implementation.
implementation. review periodically. Populate DCAF for the project,
Confirm applicable Periodic quality monitor and measure
QMS and work within it. Periodic quality Align and approve
management review management review QMS for FEED implementation.
Populate DCAF for the of the project within of the project within contractor.
the defined Conduct Quality Audits and
project, monitor and the defined QMS. Peer Assist. Maintain action
measure QMS/PQP. Establish/implement
Conduct quality audits Change tracking.
implementation Conduct quality
and peer reviews. management. Continual Improvement, Non-
Establish and follow-up audits and peer
Provide Quality reviews. Populate DCAF for conformance reporting,
Lessons learned Corrective & Preventative
Assurance input to the project monitor
project execution Continual and measure Action, and trend analysis.
strategy including improvement, non- implementation.
conformance Surveillance of contractors
contracting strategies PQP, and performance &
reporting, corrective Conduct quality
& preventative audits and peer suppliers QA/QC systems, ITP’s
action, and trend reviews. and performance.
analysis. Prepare monthly QA reports
Continual
Surveillance of LL Improvement, Non- and analysis.
contractors & conformance Conduct quality Health-check.
suppliers QA/QC reporting,
systems and Corrective &
performance. Preventative Action,
and trend analysis,
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Pre-FEED FEED
DG /VAR 1 2 3 (opt)3a 4 5
implement KPI’s,
Surveillance of
contractors PQP &
suppliers QA/QC
systems and
performance.
Key Strategies. Preliminary Project Project Quality Plan. Updated Project Final Project Quality Plan.
Deliverables Quality Plan. Quality Plan.
Aligned Quality Policy Updated Project Agreed (EPC) contractor
and Objectives. Project Audit & Audit & Review Plan Agreed FEED Project Quality Plan.
Review Plan + + tracking register. contractor quality
Identified resource tracking register. plans. QA/QC Resource Plan.
requirements. Quality Criticality
Project Team Audit & Rating and Quality Updated Quality Updated Quality Criticality
Draft Audit plan / PAP Review reports. Intervention Criticality Rating Rating and Quality Intervention
schedule. and Quality schedule for construction.
DCAF MOX
Intervention Third party inspection reports.
Risk Register Project Team and schedule.
Contractor Audit & Quality learning, measurement
Review and Updated Project and trend analysis report.
Surveillance reports Audit & Review
/ trend analysis. Plan + tracking Project and Contractor Quality
register. Audit & Review and
QA/QC Resource Surveillance reports.
Plan. Quality learning,
measurement and Quality certification records and
trend analysis hand-over documentation.
report.
Quality health-check report.
Project Team and
Contractor Audit &
Review and
Surveillance
reports.
Change registers.
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Appendix 3 Project Quality Delivery Plan
PDO_Project Quality
Delivery Plan-TEMPLATE_R02.xlsx
Intervention Strategy
6. Risk Management Reference to procedures, process PS20 Risk Management
and risk registers.
7. Cost Estimating, Cost Reference to procedures, process PS03 Capital Cost Estimating + PS04
Control and Planning and, plans and reports. Scheduling
8. Contracting and Quality Assessment of PS05 Contracting & Procurement
Procurement Contractors / Suppliers Strategy Realisation + Quality Toolkit
Inspection Test & Surveillance
Plan
Co-ordination of Inspection
Agencies
9. Information Quality Records, PS15 Information Management +
Management & Certification Quality Toolkit
Document Control Hand-over dossiers
10. Construction & Construction Site Quality PS17 Construction + FPD/OR + Quality
Installation, Activities. Toolkit
Commissioning Inspection and Test Plans
11. Start-up Flawless Delivery Interface
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Its primary purpose is to benchmark how mature an organisation’s processes are, how well they are embedded
in their culture and to identify where the gaps are so that action can be identified to improve.
The questionnaire is not a replacement for independent third party certification, nor does it address all aspects of
ISO9001: 2008. Its focus is on those elements of a QMS viewed by PDO as essential to successful project
delivery.
The questionnaire has been divided into 5 elements which align with ISO9000 and ISO10006:
1. Quality Management System,
2. Management Responsibility,
3. Resource Management,
4. Product (Project) Realisation and Measurement,
5. Analysis and Improvement,
These are further broken down into sub-elements (example for Quality Management system sub-element 1, is
shown below). For each sub element there are statements that characterise different levels of maturity. The five
levels range from the most elementary stage (level 1) that indicates that the arrangements are under
development and incomplete through to level 5 where systems are fully implemented, checked and personnel
are constantly looking for ways to improve the system and performance.
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Stage Objective/activity
1 Agree on the objectives and scope of the activity to develop performance indicators
2 Development of a deeper understanding by workshop attendees of the main stakeholders in the
activity and their concerns.
3 Exploration of the evidence the main stakeholders require to address their concerns, i.e.
appropriate and useful indicators. Selection of relevant stakeholders, concerns and indicators
4 Exploration of how the results of the performance measurement against the chosen indicators
are going to be used for improving performance, and by whom
Exploration of the data required, the practicalities associated with collecting it and using the
output, e.g. how this activity may link with the other measurement or monitoring activities taking
place
Good practice examples of key performance indicators are shown below. They should be used
across each ORP phase, reported using existing project management tools, and adjusted to
meet the needs of an individual project.
Quality Management KPI’s:
No. closed
Management system No. of documents All < 5% Monthly Statistic /
Procedures per delivered late Trend
function/discipline Vs
No. required by
schedule / MDR
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Vs and
Targeted Execute
Design Changes and/or No. raised Select, > 90% Monthly Statistic /
Deviations Vs Define Trend
No. cleared and
Execute
Design deliverables No. of document Select, < 5% Monthly Statistic /
delivered late Define Trend
Vs and
No. required by Execute
schedule / MDR
Closure of Supply Chain No. raised Execute > 90% Monthly Statistic /
NCR’s Vs Trend
No. closed
Holds outstanding No. of Holds Execute > 90% Monthly Statistic /
cleared Trend
Vs
Targeted
Correctness and Correct TA level Execute 100 % Monthly Statistic /
completeness of the Approval for Trend
procurement documents Material
Requisitions
Vs
Technical
Specifications of
POs (along with
respective PE
Signature) issued
for criticality level
CR1 & CR2 Items.
Document turnaround Material Execute > 95 Monthly Statistic /
compliance Requisitions / Trend
(vendor/contractor/PDO) Technical (An auditable
Specifications, Spread sheet
Drawings & ITPs shall be
approved in ten developed
(10 Working days) and
for criticality level implemented)
QKPI 03 – Quality in Supply Chain
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No. required
Field Trouble Reports No. cleared Execute > 90% Monthly Statistic
Vs
No. raised
NCR’s No. closed Execute > 90% Quarterly Statistic /
Vs Trend
No. raised
Deviations / No. cleared Execute > 90% Monthly Statistic /
Concessions Vs Trend
No. raise
Weld repair rate (Piping) No of joints Execute < 3% Weekly Statistic /
rejected Trend
Vs
No of joints tested
Weld repair rate No of joints Execute < 5% Weekly Statistic /
(Pipeline) rejected Trend
Vs
No of joints tested
Hand-over No. of documents Execute < 5% Monthly Statistic /
documentation delivered late Trend
Vs
No. required by
schedule / MDR
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