Wharton Construction Ltd

Quality Manual

Kellaw Road
Yarm Road Business Park
Darlington
DL1 4YA
 Wharton Construction Ltd

MANUAL IDENTIFICATION

This document is a controlled/uncontrolled copy.

Copy Number:.............of......................

Issued to...............................................

Title......................................................

Holders of controlled copies will be advised of any amendments or subsequent issues.

Signed:...............................................................Quality Manager

2 February 2011
 Wharton Construction Ltd

REVISION AND AMENDMENT REGISTER

DATE PAGE PROCEDURE REVISION DETAILS ISSUE NUMBER

NUMBER NUMBER

3 February 2011
 Wharton Construction Ltd

CONTENTS

Section Description Page

1 Foreword 5
2 Quality Policy 6
3 Quality Structure 7
4 Quality management system 8
4.1 General Requirements 8
4.1.1 Quality Model 9
4.2 Documentation Requirements 10
4.2.1 Quality Manual 10
4.2.2 Control of Documents 10
4.2.3 Control of Records 12
5 Management Responsibility 13
5.1 Management Commitment 13
5.2 Customer Focus 13
5.3 Quality Policy 13
5.4 Responsibility, Authority and Communication 13
5.5 Management Review 14
6 Resource Management 15
6.1 Provision of Resources 15
6.2 Human Resources - Competence, Awareness and Training 15
7 Product Realisation 16
7.1 Planning of Product Realisation 16
7.1.1 Product Realisation Process Map 17
7.2 Customer-Related Processes 17
7.1 Design Development 18
7.4 Purchasing 20
7.5 Production and Service Provision 21
7.6 Customer Property 23
7.7 Preservation of Product 24
8 Measurement, analysis and improvement 25
8.1 General 25
8.2 Monitoring and measurement 25
8.2.1 Customer satisfaction 25
8.2.2 Internal Quality Audit 26
8.2.3 Monitoring and Measuring of Product 27
8.3. Control of Non-conforming Product 28
8.4 Analysis of Data 28
8.5 Continuous Improvement 29

4 February 2011
 Wharton Construction Ltd

FOREWORD

This Quality Manual is the means by which Wharton Construction Ltd (the Organisation) satisfies
the requirements of its customers, particularly with regard to management responsibility.

The Organisation is obliged to ensure that its Quality Policy is fully and completely understood by its
employees, and that its procedures are implemented and maintained at all times. Although not
registered under, this Quality Manual is in accordance with the requirements of BS EN ISO 9001:
2000. All of the components of the Quality Management System shall be periodically and
systematically reviewed by internal audit procedures.

The Quality Manager, appointed by the Organisations board of Directors, is responsible for the
control of all matters pertaining to the implementation of these procedures.

The assurance of quality is fundamental to all the work undertaken by the Organisation. The
procedures established shall be practised by all personnel at every level in the Organisations
structure.

The International Organisation for Standardisation has specified the following definitions for use in
Quality Management Systems:

A product is defined as the result of a process and may include any services or advice,
provided to a customer as well as physical goods.

A customer is an organisation or person that receives a product and may include clients,
purchasers, partners, stakeholders or any other party having a quality related relationship
with you and your Organisation.

A supplier is an organisation or person that provides a product. A supplier can be internal or

external to the Organisation. In a contractual situation a supplier may be referred to as a
contractor.

A process is a set of interrelated or interacting activities, which transforms inputs into

outputs.

5 February 2011
 Wharton Construction Ltd

QUALITY POLICY

Wharton Construction Ltd (the Organisation) aims to provide defect free goods and services to its
customers on time and within budget.

The management is committed to:

1. Develop and improve the Quality Management System

2. Continually improve the effectiveness of the Quality Management System
3. The enhancement of customer satisfaction

The management has a continuing commitment to:

1. Ensure that customer needs and expectations are determined and fulfilled with the aim of
achieving customer satisfaction
2. Communicate throughout the Organisation the importance of meeting customer needs and legal
requirements
3. Establish the Quality Policy and its objectives
4. Conduct Management Reviews of the effectiveness of the implementation of the Quality
Management System
5. Ensure the availability of resources

The structure of the Quality Management System is defined in this Quality Manual.

All personnel understand the requirements of this Quality Policy and abide with the contents of the
Quality Manual.

In addition to all English and EU commercial legislation and regulations, the Organisation complies
with all legislation and regulations specifically related to its business activities.

The Organisation constantly monitors its quality performance and implements improvements when
appropriate.

This Quality Policy is regularly reviewed in order to ensure its continuing suitability.

6 February 2011
 Wharton Construction Ltd

QUALITY STRUCTURE CHART

Construction Director Quality Manager Estimating Director

Planning Management Review Tenders
Management Internal Audit Estimating
Quality Team Member Quality Team Member

Contracts Manager Contracts Director

Quality Team Management
Member Quality Team Member

Company Secretary
Administration
Accounts/Purchase Ledger
Operatives Quality Team Member
Construction
Operations

This chart establishes responsibilities and lines of internal communication within the Quality
Management System and does not necessarily portray other management structures.

7 February 2011
 Wharton Construction Ltd

4 - QUALITY MANAGEMENT SYSTEM

Purpose: To provide management with a reference for the administration of the Organisation.
To provide a benchmark for the performance of management.
To provide a reference against which the performance of the Organisation can be
measured.

4.1 General Requirements

As part of the implementation of this Quality Management System the Organisation

has identified and documented in this Manual:

1. The processes needed for the Quality Management System

2. The sequence and interaction of these processes
3. The criteria and methods used to ensure the effective operation and control of
these processes
4. The means to ensure the availability of the resources and the information
necessary to support the operation and monitoring of these processes
5. The processes used to measure, monitor and analyse these processes and
implement action necessary to achieve planned results and monitor continual
improvement

8 February 2011
 Wharton Construction Ltd

4.1.1 Quality Model

As part of the Management Review process, the Organisation reviews the Quality
Management System and, when required, makes changes in order to ensure that it
continues to meet management requirements and market conditions.

9 February 2011
 Wharton Construction Ltd

4.2 Documentation Requirements

The following documents together define the Organisations Quality Management

System and ensure the effective operation and control of its procedures:

1. The Quality Policy

2. This Quality Manual

4.2.1 Quality Manual

Management ensures that this Quality Manual includes:

1. The defined scope of the Quality Management System with any exclusions
identified and justified
2. Documented procedures or reference to them within other documents
3. A description of the interaction of processes

Effective implementation of the quality administration system is monitored, on an

informal basis, as part of the Organisations day to day operations.

The Quality Manager deals with instances where the quality administration system is
not correctly implemented.

Persistent breaches of the quality administration system are dealt with in accordance
with the Organisations disciplinary procedures.

Such breaches are taken into account when reviewing the:

1. The overall operation of the Organisations quality administration systems

2. The Quality Manual, to ensure that it is up-to-date and accurately reflects the
working practices of the Organisation
3. Staff training requirements

4.2.2 Control of documents

The Directors has approved this Quality Manual and will approve all subsequent
issues.

The only controlled copy of the Quality Manual is that held on the Organisations
computer system and is maintained by the Quality Manager.

All hard and any other electronic copies are by definition uncontrolled.

Proposed changes to the Quality Manual are identified during the day to day activities
as well as more formally during the Management Review process described in
Section 5.6.

10 February 2011
Wharton Construction Ltd

Proposed changes are reviewed and, where appropriate, adopted by the Directors
after taking into account all relevant information.

When adopted, changes are made to the controlled copy of the Quality Manual and
the appropriate personnel are notified of the change.

The Organisations computer system is regularly backed up and a copy stored

securely.
The integrity of the computer system and the data held on it is maintained by running
background virus protection software.

All quality related order/job specific, information/documentation is raised, reviewed,

updated, utilised and stored using relevant procedures detailed in this Quality Manual
Technical materials are kept in a technical library and where such items are directly
related to quality, updates on receipt or issue, are filed and the superseded items
removed. Items required to be kept for historical reference are clearly marked as
superseded. Technical reference materials may include:

Technical manuals
Relevant industry and National/International standards
Manufacturers and suppliers catalogues and price lists
Relevant legislation including Health and Safety requirements
General safety data, such as COSHH sheets
Master issues of documents, whether hard copy or in computerised form, used to
plan activities, define procedures, or record information, including training
memoranda
A Job Allocation Sheet is printed and maintained at appropriate stages.

On receipt of all drawings they are stamped, approved for construction and initialled
by the reviewer, the Drawing Register/Issue Sheet is updated with the relevant details
accordingly.

All incoming correspondence is stamped and initialled by the reviewer indicating the
member of staff assigned.

Where quality related material is stored on computer generated records, back up

copies are made and are either stored off site overnight or retained in a fire proof
safe. The frequency of back up copying will be reviewed from time to time according
to the nature of the information stored. Details of back up are logged in the back up
log.

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 Wharton Construction Ltd

4.2.3 Control of Records

The Quality Manager is responsible for keeping the following records for a minimum
period of 24 months or any longer period as required by legislation, regulations
and/or contractual requirements in order to demonstrate conformity to the
requirements and effective operation of the Quality Management System:

1. Management Review records

2. Quality Audit reports
3. Staff training records
4. Customer complaint/non-conformance records
5. Customers Orders
6. Completed Job Files
7. Completed Contract Files
8. Completion Certificate
9. Practical Completion Certificate
10. Certificate of Making Good Defects
11. Customer Satisfaction Letter
12. Daily Diaries
13. Snagging Lists
14. Variations
15. Approved List Of Suppliers
16. Purchase Orders
17. Computer Back Up Log

All records are maintained in a safe and secure environment, and in a manner that
facilitates ready retrieval.

12 February 2011
 Wharton Construction Ltd

5 - MANAGEMENT RESPONSIBILITY

Purpose: To define quality related responsibilities.

To ensure implementation of the Quality Management System.
To ensure that the customers quality requirements are reflected in the goods and
services provided.

5.1 Management Commitment

The Organisations Quality Policy includes a commitment from management to

develop and improve the Quality Management System by:

Communicating throughout the Organisation the importance of meeting

customers requirements
Communicating throughout the Organisation the importance of meeting
regulatory and legal requirements
Establishing the Quality Policy and its objectives
Conducting Management Reviews
Ensuring the availability of resources

5.2 Customer Focus

As a fundamental requirement of the Quality Policy, management has made a

commitment to ensure that customer needs and expectations are determined and
fulfilled with the aim of enhancing customer satisfaction.

5.3 Quality Policy

As part of the Management Review process described in Section 5.6 the Quality Policy
is regularly reviewed in order to ensure that it continues to be suited to the
Organisations activities.

In order to provide evidence of the Organisations commitment to the Quality Policy,

the Policy is regularly reviewed and any changes approved as part of the formal
Management Review proceedings. These reviews and all approved changes are
recorded in the minutes of the Management Review meetings.

5.4 Responsibility, Authority and Communication

Responsibilities and authorities, together with the identity of those responsible for
communicating them throughout the Organisation, are illustrated on the quality
structure chart in this Manual.

Management ensures that, at all times, a nominated member of management has

13 February 2011
 Wharton Construction Ltd

responsibility for implementation and ultimately overseeing all aspects of the Quality
Management System.

Channels of internal communication are illustrated on the quality structure chart in

this Manual.

5.5 Management Review

A Management Review is carried out at no greater than four monthly intervals and
addresses, in addition to general matters, the following:

1. Non-conformance records
2. Status of preventive and corrective actions
3. Management Information trend analysis
4. Follow up actions from earlier Management Reviews
5. Changes in the Organisations operational environment that could effect the
Quality Management System, including requirements for additional or revised
resources
6. The Organisations Quality Policy, objectives and goals in order to determine
whether they remain relevant to the requirements of customers and
management.
7. The overall operation of the Organisations quality administration systems in order
to determine their continuing suitability and effectiveness
8. Plans for continual improvement
9. Staff training requirements

Records made available in order to facilitate the Management Review include, but are
not limited to:

1. Results of Quality Audits

2. Feedback from customers
3. Management Information records
4. Staff suggestions
5. Previous Management Review records
6. Non-conformance records including customer complaints

The findings of every Management Review are recorded and kept in accordance with
the procedures set out in Section 4.2.4 and include details of:

1. Actions agreed to improve the Quality Management System and its processes
2. Actions agreed to improve the service that the Organisation provides to its
customers
3. Actions agreed to meet revised resource requirements
4. Corrective and preventive actions taken and planned

14 February 2011
 Wharton Construction Ltd

6 - RESOURCE MANAGEMENT

Purpose: To ensure adequate resources are provided for implementation of the Quality
Management System.
To ensure adequate resources continue to be provided for implementation of the
Quality Management System.
To ensure training needs are met.

6.1 Provision of Resources

The identification of revised or additional resources required to implement and

improve the processes of the Quality Management System takes place as part of day
to day management as well as part of the Management Review procedures described
in Section 5.6.

6.2 Human Resources - Competence, Awareness and Training

Staff training requirements are identified as part of day to day management of the
Organisation and, also as part of the Management Review process described in
Section 5.6.

Appropriate training methods are used that may include:

1. Internal training
2. External training
3. Seminars
4. Health and Safety at work

A record of training received by all members of staff is kept including such details as:

1. Date of training or event

2. Training/activities undertaken
3. Duration
4. Qualifications and/or certificates attained

15 February 2011
 Wharton Construction Ltd

7 - PRODUCT REALISATION

Purpose: To ensure efficient delivery of the goods and services offered.

To ensure effective communication with customers.
To ensure proper management of any design or development processes.

7.1 Planning of Product Realisation

New projects are subject to a project-specific review to determine planning and other
requirements relating to the work.

The work planning process involves determining and taking into account the quality
objectives and the requirements of the project.

The organisation will be responsible for preparing the Tender Programme for a
project. This programme will form the benchmark for all sub-programmes, including
procurement, construction, commissioning and close out programmes and will be
monitored in the project reports.

The organisation will adapt its project control systems to fully meet the requirements
of the Client and Design Team. Project planning will be via a computer aided critical
path analysis for which we generally use Project Commander, this will be structured
to provide a fully integrated control system, enabling efficient communication with all
participants in the project. In summary, the system will be structured to provide a
clear and co-ordinated control system as follows:-

Stage 1 Programme

Tender Programme, indicating the relationship between all activities under, and
interfacing with organisations management responsibilities and identifying key
milestones.

As designs are released the Strategy programme will be developed to reflect the latest
information.

Stage 2 Programmes

These show the agreed programmes for design production, procurement,

construction and commissioning.

Further detailed programmes showing individual sections of the project, and hotspot
programmes for high risk areas will be produced by the organisation to control and
monitor site production.
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 Wharton Construction Ltd

Detailed sub-programmes will be prepared by the subcontractors, covering design,

manufacture, installation and their own commissioning. These will reflect the overall
project objectives and will be agreed with the organisation. The approach adopted by
the organisation is that of proactive and not reactive planning.

Planning commences with the agreement of the overall programme for

reconstruction and construction activities, to meet the overall project completion
date.

More detailed construction programmes will be developed, extracts from which will
form package control programmes against which subcontractors commit to achieve.
The detailed programme for each package, including all works, whether on or off site,
will then be developed in conjunction with the subcontractors, enabling detailed co-
ordination of each contractors activities, with all others, and with the activities of the
professional team where appropriate. As the work progresses, the detailed
commissioning programmes will be developed incorporating all activities from off site
performance testing to the final witnessing of site installation and production of O&M
manuals.

7.1.1 Product Realisation Process Map

Design Procure Preconstruction Construction Completion

Mock Ups Establish protection Establish and Monitor Protection Client

requirements agree samples Familiarisation

Buidlability Proper Monitor off site Quality Audit O&M Manuals and
Input Documentation tests & production As-Built Drawings

Cost Plan Vet Contractor Proving Performance

Agree Quality Materials
Proposals and Commissioning
Standards Management

Programme Design Co- Progressive Snag

References ordination Quality of and Desnag
Information

Prelim, Method
Statement Vet Tender Lists Working
Environment

Design & Spec

Package Split Access Logistics

Establish Commence Completion

Standards Site Handover
Appoint Sub Pre -
Production Aftercare
- Con Completion

17 February 2011
 Wharton Construction Ltd

7.2 Customer Related Processes

Enquiries can be received by telephone, letter, fax, e-mail tenders or Customer visit.

Appropriate details are recorded such as:

1. Date
2. Customers name
3. Customers address
4. Customers contact names
5. Customers telephone numbers
6. Customers fax numbers
7. Required delivery date
8. Required delivery arrangements
9. Delivery address
10. Quantities
11. Site requirements
12. Any special details

Where appropriate, the Customer is asked to provide further information to define

fully their requirements. Site visits may be made in order to fully understand the
complexities, drawings, specifications and samples may be received, details of which
are recorded on the Survey Sheet and are retained in a unique file.

The enquiry is allocated a unique number. The enquiry details are further reviewed to
assess the Organisations ability and desire to fulfil them.

Where appropriate, the Customer is supplied with copies of the Organisations

literature together with any testimonials if required.

Quotations are prepared using the Organisations costing system, reference being
made to suppliers and sub-contractors for price/availability as necessary.

Quotations are always submitted in writing to the Customer, together with an

Acceptance Form and the Organisations terms and conditions. Where quotations are
to be submitted in the form of a tender, details are reviewed to ensure the tender and
all necessary supporting documents are enclosed. The tender list is updated
accordingly.

Pricing is based on market conditions prevailing at the time.

Customer queries about the quotation are discussed until they are resolved and
documented accordingly. If an amended quotation is required the original is marked
superseded and filed.

The Customer places their order by appropriate means and may supply their own
order reference that is recorded with the initial enquiry details. Where appropriate,
the Customer Acceptance Form is forwarded to the customer for signing and
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 Wharton Construction Ltd

returning if it has not been done previously.

The Customers order/instruction is reviewed to establish the Organisations ability to

meet the Customers requirements the Customer is informed in writing of the
Organisations acceptance.

Orders to be processed are assigned a unique job number from the computer system
and details of the job number and the Customers name recorded on the job numbers
list.

7.3 Design Development

The organisations Design Co-ordinator, will manage the technical
interface between the respective designers, the organisations technical staff, supply
chain members and sub contractors. The master control documents will be the
information required schedule, design and Procurement programmes, produced by
the organisation, reflecting both the Design and Construction requirements. Any area
requiring adjustment will be achieved by discussion and agreement, not
confrontation.

Design drawings will be issued to all interested parties in the first instance for
comment and co-ordination by the Project Team, prior to being signed off as
construction issue. These comments being transmitted to the designers for inclusion
in the revised drawings for subsequent re-submission. The organisation is aware that
this will be a repetitive process and will ensure that all comments are incorporated on
the first run.

Meetings will be held at regular intervals with the designers to monitor the design
process to ensure that they have all the information they require to complete the
process. Any trade interface co-ordination must be identified at the drawing approval
stage to eliminate errors on site.

The organisations role is to provide the environment and focus for the designers.
Managing the process of design requires:-

A project brief that clearly defines the clients objectives so that the developing
design can be properly evaluated against those objectives

A process of Design and Value Engineering that is focused and directed to ensure
that the clients objectives are met by the most cost effective design.

The organisation control of the design process ensures the final design:-

Reflects the clients objectives and needs and has been audited for this
Is buildable and has been properly thought through and is complete
Provides value for money

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Wharton Construction Ltd

DRAWING PREPARATION WHARTON

SCHEDULE OF REVIEW &
SUBMITTED DRAWINGS VERIFY
COMPLIANCE

WHARTON LEAD SUB

DISTRIBUTE CONSULTANT CONSULTANTS
COMMENT COMMENT
APPROVE APPROVE

WHARTON SUB CON THE WORKS

DISTRIBUTE TO APPROVED OR
SUB CON FOR AMENDED
ACTION TO CONFORM

20 February 2011
 Wharton Construction Ltd

7.4 Purchasing

A regularly updated schedule of approved suppliers and sub-contractors is

maintained.

All suppliers and sub-contractors are selected from the approved supplier list.

Approval of suppliers and sub-contractors is based on a number of criteria, which may

include, as appropriate:

1. Historic performance
2. Availability
3. The Organisations quality evaluation of sub-contractors including skills required
and demonstration of relevant experience where necessary
4. Customers requirement
5. Cost
6. Availability
7. Market demands
8. Ability to meeting British/International/Local Standards
9. Ability to meet legislative requirements

Orders are raised to meet specific job requirement and to maintain stocks of key,
quality related equipment and consumables.

Orders are confirmed in writing according to the size and nature of the order and the
suppliers requirements.

The purchase is assigned a unique purchase order number from the purchase order
pad/database as appropriate.

The supplier is provided with full order details such as:

1. The unique purchase order number

2. Required delivery date
3. Required delivery arrangements
4. Delivery address
5. Quantities
6. Descriptions
7. Colours
8. Any special details

Where major items are ordered, the order may be documented in letterform, or on
the supplier's documentation as appropriate.

Where an order is not confirmed in writing or by inspection as point of sale, the

supplier is asked to read back the order details if they have not already done so.

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7.5 Production and Service Provision

All staff carry out their work reflecting:

1. The agreement with the Customer

2. The written quality policy
3. Appropriate legislation i.e. Health and Safety
4. Codes or practice and guidelines issued from time to time by the Environment
Agency
5. National Federation of Builders
6. The skills, training, experience and qualifications of the work force

Therefore documented generic work instructions are not considered appropriate

Order acceptance forms are received, reviewed and accepted using the procedures in
Section 7.2.

The job specifications are reviewed to determine the requirement for:

1. Design and development

2. Labour
3. Equipment
4. Materials
5. Sub-contract services
6. Quality assurance documentation

A start date is confirmed by the customer either at a pre start meeting or in writing as
appropriate. Staff is assigned to the job based on skills required, workload and
availability.

Any design or development requirements are undertaken by an approved sub-

contractor listed on the approved list of suppliers.

Purchase orders/stock reservations are raised/placed based on any other

requirements determined in 7.5.5 above and are placed using the procedures in
Section 7.4 Purchasing.

Work programmes, schedules, site plans, building and material specifications, may be
produced defining/depicting the site, preparation and general facilities as
appropriate.
Equipment and materials are inspected, and if accepted identified, stored and
transported using procedures as stated below.

After any in house preparation, materials, equipment and staff are transported to the
site, the equipment and staff are deployed for the relevant job tasks and all necessary
site preparation commenced.

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The allocated staff are continually briefed regarding the job requirements and Health
and Safety implications throughout the job and any additional written or verbal
instructions are given to the site staff immediately.

Any queries are referred to the Small works Director, the Quality Manager and,
ultimately, the customer.

All work is carried out using the skills, experience and training of the respective
jobholder. Note: As a result, documented work instructions are not considered
necessary but staff may make reference to technical facilities where appropriate.

At appropriate stages, inspections are carried out to ensure compliance with the
order/job requirements, by the small works director and customer using Section 8.2.4
Monitoring and Measurement procedures. Details of which are recorded in file note
form where appropriate.

The Organisations equipment is monitored in use by the operators and any defects
are immediately reported to the relevant supervisory staff and investigated. If quality
or operator/third party safety is at risk, the equipment is withdrawn from use until
the defect is rectified, meanwhile being tagged to define the existence and nature of
the problem.

In addition, the Organisations equipment including its vehicles are regularly inspected
and maintained, according to the requirements of a pre-planned schedule. The
results of the inspections are documented on the schedule and, if appropriate,
supporting documents.

Personal protective equipment is the responsibility of the user who shall report any
defects in accordance with the Organisations Health and Safety procedures.
On receipt of written instruction of award of the contract a Contracts Manager is
allocated.

The contract, specifications, drawings are reviewed against the tender; any
discrepancies are discussed until resolved and confirmed in writing.

A pre-contract meeting is arranged with the Customer, Customers representative. A

programme of works is issued and an agreed start date/completion date confirmed.
Any changes as a result of the meeting are documented in minute form and are either
received or issued.

Where appropriate, method statements are prepared; if required by CDM regulations

a construction phase Health and Safety plan is prepared.

Orders are placed for sub-contractors and materials for the site using Section 7.4
Purchasing Procedures.

On the day of commencement, the site foreman is issued with a Site File, Record
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Sheets, Day Work Sheets, Purchase Order Pad, Daily Dairy etc. and briefed regarding
the contract specifications and Health and Safety requirements.

Work commences in accordance with the contract specifications and Commencement

Sheet. The site foreman is responsible for the day to day running of the site and
liaison with the Customer/Representative. Any problems requiring further
clarification are referred to the Contracts Manager or Construction Director.

Throughout the term site visits are undertaken at predetermined dates and times and
the minutes recorded.

Verbal Customer/Architects instructions are documented in the Daily Diary signed by

the Architect or Customer or recorded on a verbal instruction to Contractor Sheet.

Formal Architects instructions are received at Head Office and placed within the
Contract File.

On receipt of snagging lists, work is carried out and re-inspected to the Customers
satisfaction.

The receipt of a practical completion certificate verifies completion of a contract.

7.6 Customer Property

All data and information provided by customers is treated as confidential in

accordance with the requirements of the Data Protection Act 1998 and is protected
using suitable physical and electronic protection methods.

Customers are notified of any loss, corruption or other damage to their data or
information.

Material supplied by customers for use at the site is checked for compliance with
agreed specification, quantity, transit damage and fitness including, where
appropriate, safety considerations. The customer is advised, in writing if necessary, of
any potential problems, a Non-conformance Report is raised, and the materials are
held using the procedures in Section 8.3.

Where Organisation staffs find deficiencies in standards relating to the construction

site, including work done by other contractors, or any failure to meet contractual or
safety obligations on behalf of the customer, or other contractors, they are drawn to
the attention of the customer, his agent, or main contractor, as appropriate, and the
advice may be confirmed in writing. The Quality Manager is informed and the job or
affected phase may be postponed pending resolution of the problem.

Where any additional or alternative works are to be carried out on site, the Customer
is required to confirm these using an appropriate Confirmation of Verbal Instruction
Form.
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 Wharton Construction Ltd

7.7 Preservation of Product

Where handling storage, packaging, preservation and delivery are required,

appropriate materials and procedures are employed so as to minimise damage such
as:

1. Manufacturers original packing

2. Manufacturers recommended procedures
3. Suppliers original packing
4. Suppliers recommended procedures i.e. COSHH, Health and Safety
5. Procedures and materials defined during training
6. Accepted good industry working practices

Where practical and appropriate, materials and components are stored at Head Office
and transported to site in the suppliers original packaging.

Handling and packaging equipment is not deemed necessary at this moment in time
due to the robust nature of products and materials used.

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8 - MEASUREMENT, ANALYSIS AND IMPROVEMENT

Purpose: To provide management with the feedback required to ensure continual improvement
in the Quality Management System.
To provide an auditable record of the implementation of the Quality Management
System.

8.1 General

The Organisation monitors, measures, analyses and improves its processes in order
to:

1. Demonstrate conformity of its activities

2. Ensure conformity to the Quality Management System
3. Continually improve the effectiveness of the Quality Management System

8.2 Monitoring and Measurement

8.2.1 Customer Satisfaction

All personnel monitor levels of customer satisfaction by one or more of the following
methods:

1. Maintenance of close relationships with each customer

2. Independent monitoring by IBE Partnership an independent specialist organisation
3. Other appropriate methods selected by senior management

All observations received, whether positive or negative, are recorded on a

Management Information Report and subsequently administered accordingly.

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8.2.2 Internal Quality Management System Audit

A Quality Audit programme is maintained by the Quality Manager ensuring that each
section of the Quality Management System is verified at least annually.

More frequent Quality Audits may be organised by the Quality Manager depending on
the importance of the activities being audited.

Internal Quality Audits are carried out according to the following procedures:
At the beginning of each month, the Quality Manager consults the Quality Audit
programme and establishes which, if any, parts of the Quality Management
System are to be audited during the coming month.

A member of staff, wherever possible independent of the activity to be audited, is

appointed by the Quality Manager.

The auditor refers to the Quality Manual and determines the activities to be
audited.

The auditor selects a representative number of records to be audited on a random

basis.

The auditor advises any personnel concerned that a Quality Audit is being
undertaken and answers any questions they may have regarding the audit.

The auditor examines the records selected in order to determine whether the
activities identified above have been carried out correctly.

The auditor keeps a record of the process and the findings of the Quality Audit.

The Quality Audit record and all other documents relating to internal audits are
passed to the Quality Manager.

The Quality Audit record and all other documents relating to internal Quality
Audits are retained for inspection by any client or future external auditors.

All issues arising from the internal Quality Audit requiring immediate attention are
discussed with the appropriate personnel and a record kept on a Quality Audit Report
or Management Information Report as appropriate.

The Quality Manager ensures that the Quality Audit results are discussed at the next
Management Review.

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 Wharton Construction Ltd

8.2.3 Monitoring and Measurement of Product

Quality related, materials, and equipment delivered to Head Office or to site are
checked for type, compliance with the agreed specification, quantity, transit damage
and fitness for purpose including, where appropriate, safety considerations.
Reference may be made to the suppliers delivery documents (including any required
quality assurance documentation) and the Organisations copy of the purchase order.

Non-conforming items identified are documented and dealt with using the
procedures in Section 8.3.

During the contract/job the quality of workmanship and compliance to the

contract/job specifications are checked by any of the following:

1. Tradesmen
2. Site Foreman
3. Small Works Director
4. Contracts Manager
5. Construction Director
6. Customer
7. Customers Representative.

Non-conforming items are held in accordance with procedures in Section 8.3 pending
a resolution of the problem.

On completing the job, a final inspection and test is carried out and the result
recorded as follows by the completion of a completion certificate signed by the
Customer and inspector for small works.

On completion of certain contracts the following may be received:

1. Certificate of making good defects

2. Certificate of practical completion

If the above are not relevant a Customer satisfaction letter is completed and
submitted together with the final account.

In all cases a copy is retained by the Organisation as part of the quality records.

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 Wharton Construction Ltd

8.3 Control of Non-conforming Components and Product

All non-conforming materials/components and product are clearly identified as such

by marking, labelling or retention a clearly defined segregation/quarantine area as
appropriate.

All non-conformances are:

1. Recorded on delivery notes, and/or by amendment of the approved suppliers list,

and/or a non-conformance/customer complaint report forms, as appropriate
2. Investigated, and the results documented as above for review at management
meetings

Records of all non-conformances are retained in accordance with Section 4.2. In

addition to site non-conformances recorded in the site Daily Diary.

8.4 Analysis of Data

Management Information is systematically analysed by the Quality Manager in order

to identify trends.

Any trends identified are addressed during the Management Review process
described in Section 5.6.

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 Wharton Construction Ltd

8.5 Continuous Improvement

The effectiveness of the Quality Management System is continually improved through

the utilisation and application of the:

1. Quality Policy
2. Quality objectives
3. Quality Audit results
4. Analysis of data
5. Corrective and preventive actions
6. Management Review

On receipt of a serious complaint from a Customer, the complaint is investigated to

determine the cause of the problem and discussed with the member of staff
responsible to prevent recurrence.

A record is kept on the Customer Complaint Log of serious Customer complaints

including details of the date and nature of the complaint and the action taken.

A record is kept on the Non-conformance Log of significant non-conformances

including details of the date and nature of non-conformance and the action taken.

The non-conformance is investigated to determine the cause of the problem and

discussed with the member of staff responsible to prevent recurrence.

New or revised procedures are developed as appropriate. Where appropriate, the

Customer is advised of the relevant factors causing the complaint or non-
conformance (staff members to remain confidential) and the actions taken.

The collective actions taken to prevent recurrence of non-conformances, and those

records and reports generated, are regularly reviewed at Management Review
Meetings to identify any trends and determine the effectiveness of the preventive
measures taken.

30 February 2011