Reference No: QUAL-GUD-009 Custodian: Quality & Performance Team

BBMM Area 4 Quality Management Plan

Area 4 10 Kings Hill Avenue Kings Hill Kent ME19 4AR

Rev Date Originator Checker Approver Description 2.0 18/07/2013 ___________ ___________ __________ Second Issue

1 Introduction ...........................................................................................................4 1.1 One Place........................................................................................................6 1.2 PMS………………………………………………………………………………..6 1.3 BMS………………………………………………………………………………..7 1.4 IMS…………………………………………………………………………….…..7 1.5 Quality, Environmental & Safety Systems……………………………………...7 1.6 BS EN ISO 9001:2008 (Quality) ...................................................................6 1.7 Issue, Amendment Control and Change Control of Management Documentation .........................................................................................................6 1.8 Ownership and Updates to this Quality Plan................................................8 1.9 Management Review....................................................................................8

1.10 National Highway Sector Schemes..............................................................9 2 Quality Policy & Strategy Documentation .............................................................8 2.1 Develop Area Business Strategy...................................................................8 2.2 Management and Strategy Documentation...................................................8

2.3 Strategic Meetings......................................................................................11 2.3.1 BBMM Progress Meetings & MRPR Review ..........................................10 2.3.2 Day 3 Meeting ........................................................................................10 2.3.3 Project Sponsors Meetings.....................................................................10 2.3.4 Programme Meeting ...............................................................................10 2.3.5 Executive Managers’ Meeting ................................................................10 2.3.6 BBMM Board ..........................................................................................10 2.3.7 BBMM Finance Meeting .........................................................................11 2.3.8 Early Warning Meeting ...........................................................................11 2.3.9 Compensation Events ............................................................................11

2.3.10 Network Board Meeting …………………………………………………...11 2.4 Organisational Structures...........................................................................11

2.4.1 BBMM Team...........................................................................................11 2.5 Management Responsibilities ....................................................................15

2.5.1 Direction - BBMM Vision, Needs and Values .........................................15 2.5.2 Management Philosophy ........................................................................15 2.5.3 Preparation - Contract Strategy and Objectives .....................................15 2.5.4 Implementation - Service Delivery..........................................................15 2.5.5 Enhancement – Innovation and Improvement........................................15 2.5.6 Roles and Responsibilities .....................................................................15 2.5.7 Communications (Internal) .....................................................................16

3 General Arrangements........................................................................................17 3.1 Co-ordinated Programme...........................................................................17 3.2 Financial Control ........................................................................................17 3.3 Risk Management ......................................................................................17 3.4 Environmental Management ......................................................................17 3.5 Safety Management ...................................................................................18 3.6 Resource Management ..............................................................................18

3.6.1 Roles and Responsibilities .....................................................................18 3.6.2 Collaborative Working ............................................................................18 3.6.3 Supply Chain ..........................................................................................18 3.6.4 Training and Development .....................................................................18 3.6.5 Planning..................................................................................................19

3.6.6 Calibration…………………………………………………………………….18 3.6.7 Material Checks…………………………………………………………...…18 3.6.8 Site/Depot Inspections/Audits……………………………………………...18 4 Methodology .......................................................................................................19

4.1 General.......................................................................................................19 4.2 Measurement, Analysis and Improvement .................................................19

4.2.1 PMF........................................................................................................19

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4.3 Auditing ......................................................................................................19 4.4 Non Conformance ......................................................................................20

4.5 Continual Improvement………………………………………………………...20 4.6 Process Ownership………………………………………………………….....21 4.7 Procedures, Guidance, Forms, Templates and Registers ………………...21 4.8 IT and IT Network.......................................................................................23

Tables

Table 2-1: Management Document or Systems...........................................................9

Figures

Figure 1-1: Quality Management Systems...................................................................1 Figure 4-1: Process Owner Hierarchy Diagram…………………………………………21

Appendices

Appendix A: Quality Policy Statement…………………………………………………...24

Appendix B: BBMM Contract, Vision & Strategy…………………………………….25

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1 Introduction

Balfour Beatty Mott MacDonald’s (BBMM) Quality Management Plan, sets out the approach taken to managing the Managing Agent Contractor (MAC) Contract, in accordance with the model Quality Management arrangements detailed in the ‘Service Information Annex 24 – Quality Plan Structure’ document.

This is the second revision of the Quality Management Plan (in line with the BMS) and it incorporates recent changes in the management structure and changes to the Quality Management Systems.

BBMM embraces the four overarching HA themes:

FAST – in terms of all work cycles.

RIGHT – in terms of outputs of all work.

LEAN – in terms of the cost of doing all work.

EASY TO DO BUSINESS WITH – in terms of BBMM structuring its operations first and foremost to meet the Highways Agency’s and its’ customers requirements.

BBMM Area 4

BMS

PMS

One Place

IMS

Fig 1-1 Quality Management Systems

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BBMM’s QMS is comprised of a Process Management System (PMS), One Place alongside the parent company’s Business Management System (BMS – Balfour Beatty Construction Services (BB CSUK)) and the Integrated Management System (IMS – Mott MacDonald (MM)) system, to operate and manage the BBMM Motorway and Trunk road network. Both PMS and One Place were developed to reflect the Annex 24 Model. PMS, BMS and IMS are available to all within BBMM via One Place. NCR’s and Audits are held within the Quality Library on One Place.

The main objectives of PMS and One Place are to accurately define the processes, procedures, guidance and roles and responsibilities for and of individuals from BBMM. The systems control documents and records with a robust approval procedure in place.

The Quality & Performance Manager is responsible for ensuring that PMS and One Place are regularly reviewed, improved and available to all users. The responsibility of the BMS and IMS sit with the Managers, responsible for Quality, of the parent companies. If a departure is required to a parent company system the responsibility sits with the owner of the process in BBMM alongside the Quality & Performance Manager.

1.1 One Place

One Place is the Core Quality Management System and the central repository for all documents and records and is the source of all controlled documents. It also holds all local procedures, guidelines, forms, templates and policies. This system is accessible to all within BBMM 4 including the client and partners.

One Place is structured in the same way as PMS by using the Annex 24 Quality Plan Structure. There are minor differences allowing departments not included in Annex 24 a place to store documents.

One Place contains documents linked to PMS which can be accessed through, hyperlinks on PMS, the One Place Annex 24 structure or the search function on MIS.

The Quality & Performance Manager has overall responsibility for the system but the Executive Managers/Senior Team Leaders are responsible for the content held within the system. Each team has a designated editor who uploads documents on behalf of the team. The documents are approved by the Quality Team, for document control, prior to publishing on One Place.

1.2 Process Management System (PMS)

PMS is the Process Management System used within BBMM. The structure used is the Annex 24 Quality Plan Structure as this enables BBMM to demonstrate service delivery to the HA. PMS sets out how different aspects of the service will be delivered and where the responsibility lies.

PMS allows for documents to be linked to the process steps, the inputs and outputs and the header at the top of the process which included contractual information and performance measures. The documents linked can be on One Place, BMS and MM IMS.

All parties involved in delivering the service within BBMM have access to PMS. This enables full visibility to the client and partners on the business. Through continual improvement each party will have a clear understanding of their objectives and responsibilities and how each core process interfaces with others.

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The Quality Manager has overall responsibility for the system but process owners are responsible for their processes and its contents. Process owners have the authority to review (every six to nine months) and continually improve their processes. Each process has a clearly defined objective, giving staff a clear focus in their work and the HA a clear interpretation in the service delivery.

1.3 Business Management System (BMS)

BMS is the Business Management Systems and is administered at the head office of BB CSUK at Wilton Road, London. It contains Policies, Procedures, forms, templates and Guidance. BBMM has adopted the system and the documents held within the BMS, unless a bespoke document is required. If this is the case a departure is submitted to the Business Stream Director from the Quality & Performance Team in BBMM.

1.4 MM Information Management System (IMS)

MM IMS is the Mott MacDonald Quality, Environment and Safety system and is administered at the head office of MM at Stoneham, Hampshire. It contains Local Office Instructions (LOI) for design and Construction Design Management (CDM) elements of the service.

1.5 Quality, Environmental & Safety Systems

All aspects of management, including quality, environmental and health and safety elements are incorporated in the Quality Management Systems used by BBMM.

1.6 BS EN ISO 9001:2008 (Quality)

PMS and One Place have been established to comply with the requirements of BS EN ISO 9001: 2008.

BBMM is registered to BS ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007 through BB CSUK and is currently subject to continuing assessment by Det Norske Veritas (DNV). BBMM also embraces the performance improvement philosophies as expressed in ISO 9004:2000.

1.7 Issue, Amendment Control and Change Control of Management Documentation

This Quality Plan, PMS and One Place and all other management systems (BMS and MM IMS) are accessed via SharePoint software. This software automatically controls electronic version history. Parent company version history is held centrally.

All previous versions of documents published on the system are available to users. No controlled hard copies of these documents are kept; archiving is managed by the programme team document controller.

1.8 Ownership and Updates to this Quality Plan

This Quality Plan is reviewed on an annual basis (or when significant management change occurs) by the BBMM Leadership Team and the Quality & Performance Manager. Any revisions to the plan shall be issued by republishing on One Place.

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1.9 Management Review

Management reviews are carried out annually at Network Board (NWB) and BBMM Board Level. Local reviews are carried out quarterly at contract level. This procedure is documented within the BMS.

1.10 National Highway Sector Schemes

BBMM are registered to National Highway Sector Scheme (NHSS) by DNV through BB CSUK. The sector schemes held in BBMM are 12A/B (for high speed Traffic Management), 12C (for Mobile Lane Closures), 12D (Urban & Rural Traffic Management) 2B (for Vehicle Restraint Systems), 8 (for Street Lighting & Technology), and 18 (Environmental Management).

All sub contractors used by BBMM on the Network, when engaged in NHSS activities will have NHSS certification. The Training and Development Team hold all the records of BBMM staff and the Commercial Manager holds the sub contractor’s information. All sub contractors have to provide evidence, to the Commercial Team, that they are NHSS certified before carrying out work that will affect the network.

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2 Quality Policy & Strategy Documentation

This Quality Plan supports the BBMM Quality Policy (Appendix A), Area Business Strategy (ABS) (Appendix B) and Team Business Plans. Supporting systems which have been developed within PMS, One Place, BMS and MM IMS are to be applied to all work undertaken through the MAC Contract.

The Quality Policy can be found on One Place and on the notice boards at offices and depots.

2.1 Develop Area Business Strategy

The purpose of this Quality Plan is to demonstrate BBMM’s ability to deliver the key concepts of:

Customer Service

Efficient Delivery

Safe Operations

Sustainable Operations

Assets Maintained

by adoption of the process model, process ownership and process hierarchy as prescribed in Annex 24.

Strategy and planning at the highest level will define the following principles:

Direction

Preparation

Implementation

Enhancement

of the contracted management arrangements, and product and service delivery.

2.2 Management and Strategy Documentation

Management documents to be used by HA, BBMM and their suppliers are listed below:

Management Document or System Description Persons responsible for

production

Quality Policy This policy statement confirms BBMM’scommitment to maintain a quality management system in compliance with BS EN ISO 9001: 2008 and Annex 24.

Quality & Performance Manager

Quality Plan This document sets out the broad management approach and principles to be adopted throughout BBMM.

Quality & Performance Manager

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Management Persons responsible for Description

Document or System production

Area Business Strategy Area Business Strategy which sets out BBMM’s strategy for the period documented in support of the HA’s Business Plan.

Contract Director and Network & Strategy Manager

Team Business Plans Team Business Plans which set out the individual teams objectives in support of the BBMM Business Strategy

Leadership Team

Annual Plan A BBMM programme, which sets out the service for the period documented.

Programme Manager

Health & Safety Plan A six month reviewed plan which details the Health & Safety of the contract and the Construction Phase Plan in line with HA requirements by using supporting guidance from BMS and IMS.

HSE Manager CDMc

Maintenance & Operation Environmental Management Plan

An annually reviewed plan put together by the Environmental Manager in line with HA requirements by using supporting guidance from BMS and IMS.

HSE Manager Environment & Sustainability Manager

PMS The process management system which contains BBMM’s core Annex 24 processes and links to procedures, guidelines and templates.

Quality & Performance Manager

One Place The document & record management system used by BBMM.

Quality & Performance Manager I.T. Manager

BMS BB CSUK Quality Management System. This is supported by local BBMM processes where required.

BB CSUK Head of AssuranceQuality & Performance Manager

MM IMS MM Quality Management Systems. This is supported by local BBMM processes where required.

MM Quality Manager Quality & Performance Manager

NCR’s & Internal Audits NCR’s are managed on MS InfoPath forms and Internal Audits are carried out using bespoke BBMM templates in line with the BMS.

Quality & Performance Manager

Table 2-1: Management Documents & Systems

BBMM is overseen at strategic level by a Network Board that meets quarterly or at times determined by the board. The Network Board is made up of representatives from the HA and the Joint Venture (JV) parent companies. The main functions of the Network Board are:

To review the state of the contract, the service delivery and agree high-level actions required to improve performance if concerns are raised

Review communications with stakeholders and the public

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To review network strategy and ensure the contract is delivered in line with this strategy

To agree any amendments required to the contract and BBMM’s Quality Submission

To review and agree areas of innovation

To review and agree risk and contingency planning measures

2.3 Strategic Meetings

2.3.1 BBMM Progress Meetings & MRPR Review Meetings

These are held monthly between the HA Service Manager, the BBMM Contract Director and relevant members of the Leadership team. The main purpose of the meeting is to review BBMM performance and agree on any actions required for improvement. Actions from this meeting are tracked by both the HA and BBMM and reported to the next meeting.

2.3.2 WD 3 Meeting

This meeting, usually held on the third working day of the month, reports to the HA monthly financial spend against budget profiles and accounts for variances.

2.3.3 Project Sponsors Meetings/Portfolio Meetings

This meeting discusses current and future programme of work, performance, Health, Safety, Environmental and Quality performance, and resource issues and are attended by HA Project Sponsors.

2.3.4 Programme Meeting

This is an internal meeting held each month involving the Programme Manager, Portfolio Managers, Construction, Design and Project Representatives. The main purpose is to monitor progress of all schemes against the agreed programme and budget and to agree any programme amendments and actions necessary in order to maintain the programme.

2.3.5 Leadership Team Meetings

A monthly meeting chaired by the BBMM Contract Director and attended by the Leadership Team. There is a weekly ‘catch up’ meeting held chaired by the BBMM Contract Director, this is not minuted and includes a session on Lean Visual Management (LVM).

2.3.6 BBMM Board

The BBMM board comprising directors from MM and BB CSUK, plus nominated BBMM Managers, meet at monthly intervals. The BBMM Contract Director is co-opted to the Board and implements any actions arising.

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2.3.7 BBMM Commercial & Finance Meeting

This is an Internal BBMM monthly meeting to set financial targets and review financial performance. Actions required to improve financial performance are agreed at this meeting.

2.3.8 Early Warning Meeting

Early Warning Meetings will be conducted as outlined in the MAC requirements.

2.3.9 Compensation Events

These meetings will be conducted as and when required for specific issues.

2.3.10 Network Board Meeting

These meetings are held quarterly and are attend by representatives from the HA, BB CSUK, MM and BBMM.

2.4 Organisational Structure

2.4.1 BBMM Team

The organisation structure of the BBMM Team has and will continue to change during the course of the contract due to continual improvement in Service Delivery arrangements. The current structure is maintained in One Place in 1.0 Area Strategy under the Project management Plan (PMP). The current organisation is built around the Leadership Team acting in concert with the Highways Agency Service Manager to ensure BBMM meets Highways Agency targets and develops systems for smooth service provision and delivery of contractual requirements.

Support is provided by Senior Managers responsible for specific areas of the business.

All functions of the business will be developed to ensure a process driven and project management approach to service delivery.

The areas of team responsibility are as follows:-

___________________________________________________________

[Areas of Staff Responsibility (p11-14) redacted under sections 40 and 43]

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12

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2.5 Management Responsibilities

2.5.1 Direction - BBMM Vision, Needs and Values

These are defined within the BBMM Contract, Vision & Strategy, Be Safe, Be Profitable, Be Sustainable, Customer Satisfaction and Top PMF Performer.

2.5.2 Management Philosophy

The HA and BBMM is committed to adopting the following management philosophies:

Developing a culture of continuous improvement throughout BBMM, with all

staff given the opportunity to contribute positively through feedback to

improvement of methods of work.

The Leadership Team to adopt an open-door policy allowing all staff

reasonable access to raise concerns and issues.

A focus on process design to ensure that all staff clearly understands their

roles and responsibilities and how their work interfaces with that of others.

To consistently monitor and measure performance and use results to drive

improvement to the business.

2.5.3 Preparation - Contract Strategy and Objectives

These are defined within the BBMM Contract, Vision & Strategy and the Team Business Plans. Strategy is based upon the Area Strategy model created by the HA Maintenance Community.

2.5.4 Implementation - Service Delivery

The Contract Director acting in concert, with support from the Leadership Team, is responsible for delivery of all aspects of the service as required under the contract.

2.5.5 Enhancement – Innovation and Improvement

The Continual Improvement Manager and the Contract Director act in conjunction with all team members to develop improvements, solutions and innovations to enhance the network and the client’s service delivery in BBMM and elsewhere.

2.5.6 Roles and Responsibilities

The roles and responsibilities of staff are defined through the role profiles held within BMS and One Place. It is essential that the Leadership Team take an overview of staff roles to ensure that all service delivery work areas are adequately defined. Competency records are kept alongside PDR records.

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All staff should understand their role and responsibilities. The Leadership Team have a responsibility to ensure that adequate staff resources are provided to deliver the BBMM requirements as defined in the contract and within all the Quality Management Systems.

2.5.7 Communications (Internal)

Internal communications to staff shall be through:

BBMM Communication – the staff BBMM newsletter

Weekly BBMM Communication Bulletins

HA Service Manager Bulletins

One Place – Communications are held under 7.7 of One Place

Monthly Briefs (carried out in all depots and offices)

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3 General Arrangements

The Commercial Manager, reporting to the Contract Director, has responsibilities including:

the timely and accurate presentation of invoices

placing and administration of subcontracts

assessment of the value of work executed and forecasting for financial reporting purposes

pricing of schemes

providing contractual and commercial advice

recognising and agreeing compensation events

promoting the effective use of early warnings for the MAC

promoting the pursuit of Best Value throughout all BBMM Business activities

3.1 Co-ordinated Programme

The Programme Manager has responsibilities including:

maintaining a fully coordinated programme on Voyager

encompassing all lump sum and scheme activities including all preconstruction activities

clearly identifying all authorised schemes and status

available to all staff via One Place

managed in accordance with programme management process

3.2 Financial Control

The Finance Manager, reporting to the Commercial Manager, shall report monthly on the variance between actual costs against forecast costs for each scheme and lump sum budget heading in accordance with the financial processes.

3.3 Risk Management

The Risk Manager maintains a BBMM Risk Register in accordance with the Risk Management Framework and process.

3.4 Environmental Management

BBMM shall maintain environmental processes in relation to the delivery of discrete schemes. Environmental processes, procedures, legislation and regulations can be found on BMS with BBMM bespoke guidance on PMS and One Place. These meet the requirements of BS EN ISO14001:2004. BBMM’s ‘Environmental Policy Statement’ will be based upon:

Actively enhancing the environment

Effective use of energy and resources

Use of sustainable and non-polluting resources

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Minimising environmental impact and waste

The Maintenance & Operations Environmental Management Plan (MOEMP) will cover all aspects of Environmental Management for BBMM within BBMM.

3.5 Safety Management

Health and Safety processes, procedures, legislation and regulations can be found on BMS with BBMM bespoke guidance on PMS and One Place. Key Office Safety issues will be audited in line with parent company (BB CSUK and MM) procedures.

3.6 Resource Management

3.6.1 Roles and Responsibilities

These are defined within PMS processes, with organisational charts located in 1.0 on One Place. It is the responsibility of the Contract Director and Leadership Team to ensure that there are sufficient resources available to meet process requirements.

3.6.2 Collaborative Working

BBMM and the HA are committed to working as ‘one team’. PMS demonstrates the joint approach to working together effectively as one team from the HA Area Team through BBMM and on to suppliers and sub-contractors. The relationship management programme is joint initiative by the HA and BBMM to improve the collaboration across the area.

3.6.3 Supply Chain

Integration of the supply chain into the processes on PMS is a key objective. Innovation shall be driven into scheme designs by using the expert advice available from specialist suppliers and sub-contractors at an early stage in scheme development.

3.6.4 Training and Development

Both the HA and BBMM’s parent companies have achieved Investors in People(IIP) certification, and both operate personal development review programmes for each member of staff/production staff which set training and development targets each year. The Training and Development team keep a record of BBMM operative’s compliance with NHSS certification.

Training of BBMM managers and staff will include:

Cross-functional training

Use of existing BBMM internal specialised training facilities

National Highways Sector Schemes for Quality Management in Highway Works (NHSS) training

100% CSCS registration for operational staff as an on-going target (allowing for staff turnover)

Personal development training

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3.6.5 Planning

BBMM will establish and maintain a co-ordinated programme regularly updated to indicate the status of all schemes and lump sum activities against agreed programme. This programme will be made available to all BBMM and HA staff via One Place.

3.6.6 Calibration

BBMM ensures all plant and equipment is calibrated to the legal requirements and standards. This is coordinated by the Plant & Fleet Manager alongside the Depot Managers/Supervisors and relevant Team Leaders.

3.6.7 Material Checks

Material checks are carried out on site by Site Engineers and Depot Supervisors. Any issues raised will be fed back to the Commercial Management Team (Supply Chain Team and Quantity Surveyors).

3.6.8 Site/Depot Inspections/Audits

Site inspections/audits are carried out by the Health, Safety & Environment Team and the Quality & Performance Team. Records are kept at the depots, site offices and One Place in the Quality Library.

Depot inspections are carried out by Depot Managers/Supervisors, HA staff, Health, Safety & Environment Team and the Quality & Performance Team. These records are kept within the depot files and in the Quality Library on One Place.

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4 Methodology

4.1 General

To ensure a common approach, BBMM has adopted the Annex 24 Process Model and have structured the Quality Plan and Quality Management Systems (One Place & PMS) to align with this.

The following hierarchy of work has been applied to the development of the PMS and One Place:

Process

Sub Process

Procedure

All procedures relevant to the processes and sub processes are linked from One Place, BMS or IMS to PMS.

4.2 Measurement, Analysis and Improvement

Monthly reporting against PMF is undertaken. These monthly performance reports shall be subject to joint monthly review by the HA Service Manager and the Contract Director at the Monthly Review Progress Report meetings. These are chaired by the Quality & Performance Team.

4.2.1 PMF

Performance Management Framework is a measurement toolkit from the HA. BBMM currently use version 8.2 and it contains 49 levers that are scored monthly, white, red, amber and green. If a lever scores white or red, or three consecutive ambers then a non conformance should be raised unless agreement with the HA is reached for BBMM not to do so.

PMF is used to benchmark all MACs and ASC’s against each other give an overall performance to the HA.

4.3 Auditing

BBMM conducts internal auditing in accordance with the audit schedule, which is maintained by the Quality & Performance Team, and reports NCR’s, major and minor and Improvement findings to the BBMM Leadership Team. BBMM are committed to five internal audits a month as per the Quality Promises at tender. The internal audit programme is risk and process based and is carried out by the Lead Auditor with assistance from the Quality & Performance Team and trained internal auditors. Internal audits shall be undertaken to check compliance with the contract, processes (local and parent company owned) and with OHSAS 18001:2007 ISO 14001:2004 and ISO 9001:2008. High level audits of the Contract are carried out in accordance with the requirements of the three standards by an independent audit resource (DNV).

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The audit schedule is agreed at the start of the year by The Contract Director, Quality & Performance Manager and the HA. The schedule is flexible to allow for processes, sites and depots to be moved depending on their critical level. To avoid duplication and to act as a LEAN service, where external auditors cover areas of the internal audit schedule the Quality & Performance Manager may deem that element of the schedule is covered.

Independent audits shall also be conducted on supply chain resources (upon request) to ensure the effectiveness of their quality systems and plans, and compliance with National Highways Sector Scheme requirements where appropriate. CAR audits are carried out on behalf of the HA every twelve months in accordance with the MAC contract.

Site/Depot Audits are carried out using a 1-5 scoring mechanism which translates to Major, Minor and Improvement findings.

4.4 Non Conformance

Non conformances can be raised by any employee in BBMM. They can be raised as a result of internal/external audit reports; results of the monthly performance reports; any area of non compliance within the business and by the client (HA).

They will be maintained within a ‘live’ register maintained by the Quality & Performance Team. Completed non conformances are stored within One Place for reference and analysis purposes. Open non conformances are monitored weekly for progress to ensure actions are completed within the proposed timescales. BBMM have, three working days to raise an NCR and seven working days to complete an action plan to correct the non conformance, these guidelines are contained within QUAL-PRD-003 Procedure for Non-conformance on One Place. BBMM have three days to raise an NCR from identification and seven days to put in place an action plan to rectify the NCR from identification.

4.5 Continual Improvement

BBMM has adopted the latest version of Annex 14 (Continual Improvement Process) to deliver continual improvement as part of the MAC contract. Actions to continually improve performance shall be driven through a number of management tools including:

External auditing (HA, CAR and DNV)

Internal Auditing (by HA, BBMM and Sub Contractors)

Process Review and improvement undertaken by PMS Process Owners

Risk Management Actions monitored by the Rick Manager.

Other Business Improvement Initiatives lead by the Continual Improvement Manager.

Leadership Team (BBMM and HA) Review of monthly performance measures (PMF)

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4.6 Process Ownership

Each process within PMS has Process Owners. Process Owners have a key role to play in ensuring the success of the BBMM business. The processes have Executive Process Owners (EPO) these are at BBMM board level, Local Process Owners (LPO) these are at Executive Management level and Implementation Process Owners (IPO) these are Senior Team Leaders.

Each owner signs a pro forma to accept the duties and responsibilities of either an EPO, LPO or IPO.

EPOs are accountable for the design, implementation, effectiveness and improvement of their allocated core process. The EPOs are not involved in the day to day delivering of the process but are involved in the 6 to 9 monthly reviews. The Quality & Performance Manager electronically approves the processes on PMS on receipt of a signed process from the EPO.

The LPOs are responsible for the design of their allocated process or sub process. They ensure the process complies with the contract requirements, including inputs and outputs, appropriate controls in place (Hold Points and Stage Gates) with release mechanisms.

The LPO is also responsible for improving the design and effectiveness of the process or sub process. This includes improving the performance levels associated with the process; improving the efficiency the process delivers and testing, piloting and implementing any changes to the process.

IPOs are responsible for the operation of the process or sub process. They must ensure the process or sub process is implemented as designed. The IPO should report any ineffective or inefficient parts of the process to the LPO.

Implementation Process Owner (IPO)

Local Process Owner (LPO)

Executive Process Owner (EPO)

Fig 4-1 Process Owner Hierarchy Diagram

4.7 Procedures, Guidance, Forms, Templates and Registers

A list of procedures, guidance, forms, templates and registers can be found in the One Place Document Register. The register is used for document

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control purposes as it contains all the document information for the items published on One Place. A new document can receive a document reference ID from here prior to publishing on One Place.

4.8 IT and IT Network

The IT Network set up on BBMM is graphically illustrated in the IT network topography information in the BBMM I.T. Standard Operating Procedures (SOPs). This consists of a main server located off site with Northgate and a series of Virtual Private Network (VPN) routers and connections to external depots.

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Appendix A QUAL-POL-001-Quality-Policy-Statement

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Appendix B BBMM Contract, Vision & Strategy