HomeMy WebLinkAboutTown Creek Hydro-Project specific quality plan submittal 7-20-2012Town Creek Hydroelectric Project Improvements and
Repairs
Project -Specific Quality Plan Submittal
By McMillen, LLC
Version Date: July 20,2012
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
version July 20, 2012
McMillen, LL C
Quality Manual
Version: July 20, 2012
Issue Date: July 20, 2012
Approved by:
Uncontrolled Copy When Printed
rage z
McMillen
Town Creek Hydroelectric Project Improvements and Repairs
version Jury m, 2012
1. MCMILLEN
QUALITY POLICY
McMillen is committed to quality. Our objective is to safely deliver 100 percent complete construction projects
that meet all contract and customer expectations the first time, every time. Our commitment to quality means:
• Every McMillen employee is responsible for fully implementing and complying with all provisions of the
McMillen Quality Manual.
• Our quality standards meet or exceed all applicable regulations, codes, industry standards, and
manufacturer specifications as well as with our customers' contract and individual requirements.
• We stand behind our work. We inspect every phase of construction so that our projects are built right.
Should problems be found, we correct them.
• We are always improving. All employees receive regular training to make systematic improvements in
quality performance.
We conduct our work with dignity and respect for the customer, our subcontractor partners, and ourselves.
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
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B
Table of Contents
1.
MCMILLEN QUALITY POLICY.........................................................................................................................3
2.
MCMILLEN QUALITY SYSTEM OVERVIEW
......................................................................................................6
3.
MCMILLEN QUALITY SYSTEM FRAMEWORK
.................................................................................................7
4.
QUALITY SYSTEM MANAGEMENT AND RESPONSIBILITIES
..........................................................................
10
4.1 OVERVIEW........................................................................................................................................................
10
4.2 MCMILLEN QUALITY POLICY................................................................................................................................
10
4.3 MCMILLEN QUALITY SYSTEM FRAMEWORK.............................................................................................................10
4.4 QUALITY RESPONSIBILITIES
...................................................................................................................................
11
4.5 EMPLOYEE QUALIFICATIONS.................................................................................................................................
14
4.6 QUALITY SYSTEM PERFORMANCE MEASURES
...........................................................................................................
15
4.7 EXCEPTIONS
......................................................................................................................................................
15
S.
PROJECT QUALITY PLAN..............................................................................................................................17
5.1 OVERVIEW
........................................................................................................................................................
17
5.2 PROJECT MANAGER APPOINTMENTS......................................................................................................................
17
5.3 PROJECT ORGANIZATION CHART...........................................................................................................................
18
5.4 PROJECT QUALITY TRAINING PLAN.........................................................................................................................
21
6.
CONTRACT SPECIFICATIONS.........................................................................................................................24
6.1 OVERVIEW........................................................................................................................................................
24
6.2 CONTRACT TECHNICAL SPECIFICATIONS..................................................................................................................
24
6.3 CONTRACT DRAWINGS........................................................................................................................................
24
6.4 CONTRACT WARRANTY ........................................................................................................................................
25
6.5 CONTRACT REVIEW AND APPROVAL.......................................................................................................................
25
7.
DESIGN CONTROL.......................................................................................................................................26
7.1 OVERVIEW........................................................................................................................................................
26
7.2 DESIGN INPUT REQUIREMENTS REVIEW..................................................................................................................
26
7.3 PROJECT DESIGN QUALITY PLAN...........................................................................................................................
27
7.4 DESIGN REVIEWS AND INPUT................................................................................................................................
27
7.5 DESIGN OUTPUT VERIFICATION AND APPROVAL.......................................................................................................
28
8.
PROJECT -SPECIFIC QUALITY STANDARDS....................................................................................................29
8.1 OVERVIEW........................................................................................................................................................
29
8.2 REGULATORY CODES AND INDUSTRY STANDARDS.....................................................................................................29
8.3 MATERIAL AND EQUIPMENT SPECIFICATIONS...........................................................................................................30
8.4 MCMILLEN QUALITY STANDARDS...........................................................................................................................31
9.
PROJECT PURCHASING................................................................................................................................33
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9.1
OVERVIEW........................................................................................................................................................33
9.2
PURCHASE ORDER QUALITY SPECIFICATIONS............................................................................................................33
9.3
QUALIFICATION OF SUPPLIERS, SUBCONTRACTORS, AND DEPARTMENTS........................................................................34
9.4
PROJECT PURCHASE ORDER APPROVALS.................................................................................................................
34
10. CONSTRUCTION PROCESS CONTROLS.........................................................................................................35
.
10.1 OVERVIEW....................................................................................................................................................
35
10.2 TASK PREPARATORY QUALITY PLANNING............................................................................................................
35
10.3 WEEKLY PLANNING AND COORDINATION MEETING..............................................................................................36
10.4 PROCESS CONTROL STANDARDS.......................................................................................................................37
10.5 DAILY QUALITY CONTROL REPORT....................................................................................................................
38
10.6 MONTHLY QUALITY CONTROL REPORT..............................................................................................................38
11. INSPECTIONS AND TESTS............................................................................................................................40
11.1 OVERVIEW....................................................................................................................................................40
11.2 INSPECTION AND TEST STATUS.........................................................................................................................40
11.3 REQUIRED QUALITY INSPECTIONS AND TESTS......................................................................................................40
12. NONCONFORMANCES AND CORRECTIVE ACTIONS.....................................................................................44
12.1 OVERVIEW...................................................................................................................................................44
12.2 NONCONFORMANCES.....................................................................................................................................44
12.3 CORRECTIVE ACTIONS.....................................................................................................................................45
13. PREVENTIVE ACTIONS.................................................................................................................................
46
13.1 OVERVIEW...................................................................................................................................................46
13.2 IDENTIFY PREVENTIVE ACTIONS FOR IMPROVEMENT.............................................................................................46
13.3 TRAIN PREVENTIVE ACTIONS FOR IMPROVEMENT.................................................................................................47
14. RECORD AND DOCUMENT CONTROLS ..........................................
48
14.1 OVERVIEW...................................................................................................................................................48
14.2 QUALITY MANUAL.........................................................................................................................................48
14.3 RECORDS CONTROL.........................................................................................................................................48
14.4 DOCUMENT CONTROL....................................................................................................................................49
EXHIBIT A
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Town Creek Hydroelectric Project Improvements and Repairs
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2. MCMILLEN
QUALITY SYSTEM OVERVIEW
McMillen documents its Quality System by four integrated and coordinated components.
1. The McMillen Quality Framework is a brief description of key functions of the McMillen Quality System.
2. The Quality Manual documents how McMillen institutes its construction quality management process as a
company.
3. The Standard Operating Procedures document work steps and forms for recording operation of the
Quality System.
4. The Site -Specific Project Quality Plan provides details of how McMillen will apply its Quality System to
meet the unique requirements of each specific construction project.
The Quality Manager approves all Quality System documents before they are released.
McMillen bases its Quality System on ISO 9001:2008 international quality assurance standards. The system
addresses each ISO 9001:2008 policy requirement.
The McMillen Quality System conforms to The Federal Transit Administration Quality Assurance and Quality
Control Guidelines (2002) which are based on ISO 9001.
The McMillen Quality System conforms to USACE Quality Control Division 01- General Requirements (01/08).
The McMillen meets the standard American Institute of Architects (AIA) MASTERSPEC Division I Section 01400
Quality Assurance and Quality Control requirements.
The McMillen Quality Manual is copyright by Caldeira Quality, LLC and McMillen
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Town Creek Hydroelectric Project Improvements and Repairs
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3. MCMILLEN
QUALITY SYSTEM FRAMEWORK
McMillen has company -wide standards to which all quality -related activities must conform. This Quality
Framework defines the standards for the key elements of the McMillen Quality System, which include the
following:
1. Quality and safety management
2. Design controls
3. Standards and specifications
4. Employee qualifications
5. Subcontractor and supplies qualifications
6. Field Inspections
7. Control of nonconformances
8. Prevention of nonconformances
The McMillen Quality System meets requirements of ISO 9000:2008, U.S. Transit Authority QA/QC guidelines, and
USACE Quality Control Requirements (01/08).
McMillen adheres to the following guidelines:
1. Quality management. McMillen fully integrates its quality management system into the organizational structure
and performance management systems for each project. We:
• Appoint a Quality Manager, Project Superintendent, and Project Manager to each project, each with well-
defined quality responsibilities and the authority to carry them out.
• Maintain a quality manual with policies and procedures that document how McMillen carries out each
item of the Quality Framework.
• Prepare a quality plan that specifies how McMillen applies its Quality System to each project and each
phase of construction within the project.
• Prepare a project communication plan of meetings and information that will be shared among project
participants to facilitate project communication and coordination.
• Ensure company -wide implementation of the McMillen Quality System. We assess conformance, address
deficiencies, and a follow-up.
• Maintain key quality records including McMillen quality standards, qualification of employees,
qualification of subcontractors and suppliers, field inspections, training activities, policy decisions,
improvement actions, and daily project activities.
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• Measure quality performance on every project, and use this information to improve the performance of
departments, employees, subcontractors and suppliers.
2. Design Controls. McMillen ensures that the designs fulfill the intended goals of all stakeholders. We:
• Ensure that designs have well defined expectations, are clearly understood, and the necessary details are
provided
• Involve stakeholders for input and feedback from stakeholders at planned milestones throughout the
design process and systematically incorporate their input into the design process
• Plan out each step in the design process and use it to control activities, persons responsible, and
deliverables
• Ensure that completed designs meet regulatory requirements and customer expectations
3. Standards and specifications. McMillen clearly defines standards and specifications that apply to each project.
We:
• Comply with all relevant codes and industry standards.
• Integrate all customer contract requirements into the project quality plan including drawings,
specifications, submittals, and addendums.
• Extend the project quality plan to include current versions of all applicable standards and specifications
including regulations, codes (including local amendments), industry standards, and product installation
instructions.
• Supplement the contract and published standards with McMillen quality standards as required to assure
the highest quality results. Company standards that deviate from published standards are approved by
the quality manager.
• Specify quality and certification requirements for materials and equipment that affect quality.
• Provide field personnel with jobsite access for all project -related quality standards and specifications.
4. Qualified employees. McMillen specifies employee qualification requirements and evaluates employee
capabilities to ensure that only knowledgeable, capable employees carry out the planning, execution, and control
of our projects. We:
• Document employee qualification requirements including licensing requirements, training qualifications,
responsibilities, and authority for each job position.
• Train field employees on construction quality standards and procedures.
• Validate employee capabilities before they are assigned to carry out qualityjob responsibilities.
• Review ongoing employee qualifications and evaluate quality performance as part of the employee
performance management process.
S. Qualified subcontractors and suppliers. McMillen specifies quality requirements for subcontractors and
suppliers and evaluates their capabilities to ensure that our subcontractors and suppliers consistently deliver
McMillen standards for quality. We:
• Specify materials that meet code requirements.
Specify subcontractor and supplier qualification requirements including licensing requirements,
compliance with specific quality standards, responsibilities, qualification of personnel and quality
improvement processes.
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• Validate subcontractors' and suppliers' capabilities to meet project requirements at planned production
levels.
• Maintain records showing validation of subcontractors' and suppliers' capabilities.
• Verify ongoing subcontractors' and suppliers' qualifications.
• Require consistent conformance to construction quality standards and procedures.
6. Inspections. McMillen inspection processes ensure that all construction activities comply with the documented
standards and specifications. We:
• Develop project inspection and test plans that identify required inspections and tests at key milestones
during construction and closeout.
• Identify required checkpoints for critical quality requirements for each inspection.
• Conduct a series of inspections for each phase of construction; before work begins, at first article
completion, while work is in process, and at completion.
• Use third party inspectors to verify conformance to critical quality standards when a re -inspection cannot
be repeated at job completion. The frequency of third party inspections is commensurate with the needs
of the project.
7. Control of nonconformances. McMillen nonconformance control processes ensure that we prevent all
nonconformances from cover-up, inadvertent use, and then correct them. We:
• Mark the nonconformance item to clearly identify it for correction.
• Document nonconformance items on an inspection record.
• Correct nonconformances in a timely manner.
• After correction: validate the correction, mark the inspection item as repaired, and document closure of
the item on the inspection record.
• Require customer and managerial approval process for accepting any nonconforming items.
7. Prevention of nonconformances. McMillen's processes for preventing recurring nonconformances ensure
company -wide quality performance improvements. We:
• Track nonconformance data found during inspections and warranty repairs.
• Identify and prioritize nonconformance items for future prevention.
• Address nonconformance causes systematically by updating standards and specifications; improving
process and employee capabilities; setting new requirements for subcontractors and suppliers; and
enhancing the effectiveness of field and third party inspections.
• Train employees, subcontractors, and suppliers on methods and procedures that prevent
nonconformances.
• Validate actions taken to prevent nonconformances and their effectiveness.
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Town Creek Hydroelectric Project Improvements and Repairs
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4. QUALITY SYSTEM MANAGEMENT AND RESPONSIBILITIES
SYSTEM OF PERSONAL QUALITYACCOUNTABILITY
4.1 OVERVIEW
Responsibilities for quality are specified not only for compliance with policies and procedures but also so that
decisions are based on principles that ensure quality.
Documented responsibilities ensure that expected behaviors are communicated throughout the company rather
than left to discretionary interpretation.
4.2 MCMILLEN QUALITY POLICY
Quality is everyone's responsibility. The President holds everyone in the organization personally accountable for
adhering to the McMillen Quality System policies and procedures.
The McMillen Quality Policy describes the McMillen commitment to quality and reinforces compliance with the
Quality System.
The President communicates the Quality Statement message throughout the company so that all employees
understand their respective quality responsibilities.
The President reviews the McMillen Quality Statement with all employees at least annually.
The Quality Manager distributes a copy of the McMillen Quality Statement to all employees and posts it in all
offices.
4.3 MCMILLEN QUALITY SYSTEM FRAMEWORK
This Quality Framework defines key elements of the McMillen Quality System to which all quality -related activities
must conform.
The Quality Manager communicates the Quality System Framework throughout the company so that all employees
understand their respective quality responsibilities.
The Quality Manager reviews the McMillen Quality System Framework with all employees at least annually.
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The Quality Manager distributes a copy of the McMillen Quality System Framework to all employees and posts it in
all offices.
4.4 QUALITY RESPONSIBILITIES
The Quality Manager defines quality -related responsibilities for keyjob positions.
The Quality Manager lists supplemental job positions on the Project Quality Plan when a project requires them, yet
they are not specified in the contract technical specifications.
4.4.1 President Quality Resoonsibilities
While everyone is responsible for quality, the President is the one person in the company ultimately responsible
for quality. Regardless of other duties, quality responsibilities of the President include:
• Ensuring that each employee understands his or her quality responsibilities as well as McMillen quality
policies
• Establishing company quality policies and objectives.
• Conducting management reviews of the McMillen Quality System.
• Ensuring the availability of necessary resources and information for effective operation of the Quality
System
• Demonstrating commitment to the McMillen Quality System and its integrity
• Ensuring achievement of McMillen quality objectives
• Continuously improving the Quality System
4.4.2 Quality Manager Responsibilities
The Quality Manager is responsible for ensuring the overall effectiveness of the Quality System. Regardless of
other duties, the Quality Manager is responsible for:
• Fully implementing all provisions of the McMillen Quality System and related documents.
• Ensuring company -wide effectiveness of the Quality System
• Ensuring that the Quality System is established and implemented by persons doing work that impacts
quality
• Ensuring that the Quality System is maintained
• Ensuring company -wide conformance to Quality System requirements
• Acting as McMillen liaison with parties outside the company on matters relating to quality
• Reporting to senior management on performance of the Quality System, including needed improvements
• Review and approval of all Quality System documents
• Review and approval of all Quality System records
• Review and approval of quality -related contract submittals
• Managing all project inspection and quality control activities
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Town Creek Hydroelectric Project Improvements and Repairs
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The Quality Manager has the authority to:
• Stop work when continuing work may adversely affect quality or cover up a defect
• Prevent the use of materials that may adversely affect quality or cover up a defect
• To direct the removal and replacement of any non -conforming work or material by McMillen, any
subcontractor, or any supplier.
• Suspend work and/or supply of materials by any staff member, subcontractor personnel, or supplier as
deemed necessary to assure quality results.
4.4.3 Project Manager Quality Responsibilities
The Project Manager is the one person responsible for management of a specific project. Regardless of other
duties, the Project Manager is responsible for:
• Demonstrating commitment to the McMillen Quality System and its integrity
• Ensuring achievement of project quality objectives
• Providing adequate resources for effective operation of the Quality System on the project
• Ensuring that each project employee understands his or her quality responsibilities as well as McMillen
quality policies
• Conducting management reviews of the McMillen Quality System.
• Ensuring the availability of necessary resources and information for effective operation of the McMillen
Quality System
The Project Manager has authority to:
• Stop work when continuing work adversely affects quality or cover up a defect
• Prevent the use of materials that would adversely affect quality or cover up a defect
• To direct the removal and replacement of any non -conforming work or material by McMillen, any
subcontractor, or any supplier.
• Suspend work and/or supply of materials by any staff member, subcontractor personnel, or supplier as
deemed necessary to assure quality results.
4.4.4 Superintendent Quality Responsibilities
A Superintendent verifies that work performed by subcontractors and McMillen work crews conforms to McMillen
quality standards. The President appoints one or more Superintendents for each project. Work steps for
maintaining records of the Superintendent appointments are specified in Standard Operating Procedure 5.2.1.4.
A Superintendent has specific responsibilities for:
• Ensuring that construction meets government regulatory and code requirements, customer requirements,
contract requirements, contract technical specifications, contract drawings, approved contract submittals,
and company quality standards and specifications
• Ensuring that subcontractors begin work in accordance with McMillen start -work policies
Ensuring that subcontractors receive a notice to work only when conditions will not adversely affect
quality results
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Town Creek Hydroelectric Project Improvements and Repairs
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• Conducting inspections, tests, and recording findings
• Accurately assessing subcontractor quality and on -time performance
• Ensuring that quality standards are achieved before approving subcontractor or work crew completion of
work
The Superintendent has the authority to:
• Stop work when continuing work may adversely affect quality or cover up a defect
• Prevent the use of materials that may adversely affect quality
• Direct the removal or replacement of any non -conforming work or material
• Suspend work and/or supply of materials as deemed necessary to assure quality results
4.4.5 Purchasing and Estimating Manager Quality Responsibilities
The Purchasing and Estimating Manager ensures that designs conform to customer contract requirements and
McMillen quality standards. A Purchasing and Estimating Manager has specific responsibilities for ensuring that
shop drawings and product selections meet government regulatory and code requirements, customer
requirements, contract requirements, contract technical specifications, contract drawings, approved contract
submittals, and company quality standards and specifications.
The Purchasing and Estimating Manager has authority to:
• Stop work when continuing work may adversely affect quality or cover up a defect
• Prevent the use of materials that may adversely affect quality
• Direct the removal or replacement of any non -conforming work or material
• Suspend work and/or supply of materials as deemed necessary to assure quality result
4.4.6 Design Manager Quality Responsibilities
The Design Manager is the one person responsible for designing a specific project. Regardless of other duties, the
Design Manager is responsible for:
• Performing design work and/or overseeing the work of a design subcontractor.
• Ensuring achievement of project design quality objectives
Ensuring that each design employee understands his or her quality responsibilities as well as McMillen
quality policies
The Design Manager has authority to:
• Stop work when continuing work adversely affects quality or cover up a design flaw
• Prevent the use of designs that would adversely affect quality or cover up a defect
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4.4.7 Quality Responsibilities of All Employees
All employees have quality responsibilities that include:
• Fully implementing and complying with all provisions of the McMillen Quality Manual.
• Meeting or exceeding all applicable regulations, codes, industry standards, and manufacturer
specifications as well as meeting or exceeding our customers' contract and individual requirements.
All employees have the authority to:
• Stop work when continuing work may adversely affect quality or cover up a defect
• Prevent the use of materials that may adversely affect quality
4.5 EMPLOYEE QUALIFICATIONS
4.5.1 Employee Qualification Requirements
The Quality Manager defines quality -related requirements for each job position that affects quality including:
• Scope of work
• Standards of performance
• Required credentials
• Required skills and abilities
• Required knowledge
• Training requirements
• Quality responsibilities
• Quality authority
Work steps for defining employee qualification requirements are specified in Standard Operating Procedure.
4.5.2 Employee Qualification Assessments
The Quality Manager qualifies employee capabilities to ensure that they are capable of completely carrying out
their assigned quality responsibilities.
The Quality Manager evaluates employee qualifications before assigning him or her quality -related job
responsibilities. Employee qualifications are based on demonstrated capabilities and additional requirements for
knowledge, skills, and credentials relevant to the job.
The Quality Manager also evaluates independent contractor personnel on the same standards that apply to
employees.
Work steps for maintaining personnel qualification records are specified in Standard Operating Procedure 4.5
Employee Qualification.
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
Version July 20, 2012
4.6 QUALITY SYSTEM PERFORMANCE MEASURES
Company -wide quality performance measures evaluate the effectiveness of the Quality System. The following
indicators are the primary measures of quality performance:
• Number of customer correction items at project closeout inspection
• Customer satisfaction feedback
At least annually, senior managers evaluate McMillen quality performance and set improvement goals.
4.6.1 Customer Satisfaction Performance Measures
McMillen surveys all customers 45 to 60 days after project completion on whether customer quality expectations
are being met, and to what extent.
The Quality Manager analyzes customer satisfaction data to determine opportunities for improvement. Items of
customer dissatisfaction are treated as non -conformances and addressed accordingly.
4.7 EXCEPTIONS
Exceptions to the McMillen Quality System and customer contract requirements are tightly controlled:
Exceptions to compliance to contract specifications are approved only by the customer and the Quality
Manager.
• Exceptions to the McMillen Quality System not specified by contract requirements are approved only by
President or the Quality Manager.
Exceptions are recorded in memoranda, change orders (Section 6.4.8 Change Order), or otherwise clearly
documented.
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
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McMillen
Project Quality Plan Form
Version July
20, 2012
Project ID Project Name
Preparer Date
12-013 Town Creek Hydroelectric Project
Improvements and Repairs
Matt McDowell lI 7/20/12� `
I I y`s�
Included documents and appointments:
1.
McMillen Quality Manual
version date: July 20, 2012
2.
McMillen Ope rating Procedures
Version date: July 20, 2012
3.
Project organization chart form:
Prepared date: 7/20/12
4.
Quality Manager appointment.
Name: Loren Jalbert
5.
Project Manager appointment
Name: Jason Starner
6.
Superintendent(s)appointment
Name: Loren Jalbert
7.
Detail Leader appointment
Name: Dean clerk
R.
Quality TrainingPlanform
Prepared date:7120112
9.
Project Regulatory codes and industrystandardsform
Prepared date::?@0/12
10.
Quality Controlled Construction Tasks Form
Prepared date:: 7/20N2
11.
Project Inspection and test plan
Prepared date:: 7/20/12
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Town Creek Hydroelectric Project Improvements and Repairs
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S. PROJECT QUALITY PLAN
5.1 OVERVIEW
After McMillen is awarded a contract to carry out a construction project, the President forms a project team
consisting of a Quality Manager, Project Manager, and Superintendent.
First, the Quality Manager develops a set of project specifications that align project requirements with regulations,
industry standards, product instructions, and McMillen quality standards.
Then the Project Manager plans the construction process that the Quality Manager supplements with both a
coordinated Project Quality Plan and an Inspection and Test Plan.
The Quality Manager evaluates personnel, subcontractors, materials, and suppliers, and ensures that only those
that are capable and qualified are included on the project. Training is provided to ensure that all personnel
involved in the project understand their quality responsibilities and authorities.
The Superintendent monitors execution of the construction process through a series of inspections before, during,
and at the completion of each task. Functional tests are performed as required. Nonconformances are
systematically controlled and corrected. Improvements are made to prevent other occurrences.
5.2 PROJECT MANAGER APPOINTMENTS
The President appoints to each project:
• A Quality Manager with the job responsibilities and authority described in section 4.4.2 Quality Manager
Responsibilities.
• A Project manager with the job responsibilities and authority described in section 4.4.3 Project Manager
Quality Responsibilities.
• Superintendent with the job responsibilities and authority described in section 4.4.4 Superintendent
Quality Responsibilities
• A Purchasing and Estimating Manager with the job responsibilities and authority described in section
4.4.5Purchasing and Estimating Manager Quality Responsibilities
Prior to the appointment, the President verifies each person's capabilities as specified in Standard Operating
Procedure 4.5 Employee Qualification.
Work steps for maintaining the qualification and appointment of project managers are specified in Standard
Operating Procedure 5.2 Project Manager Appointments.
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Town Creek Hydroelectric Project Improvements and Repairs
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5.3 PROJECT ORGANIZATION CHART
The President defines the organization chart for a specific project. The organizational chart includes job titles,
names of assigned personnel, and organizational and administrative interfaces with the customer.
McMillen
Project Organization Chart Form
Version July 20, 2012
Project ID Project Name - Preparer Signature Date
12-013 Town Creek Hydroelectric Project Matt McDowell I 7/20/12
pairs Improvements and Re
° Indicates project qualification as required by Quality Manual Section 4.5 Employee Qualifications
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
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5.4 PROJECT QUALITY TRAINING PLAN
The Quality Manager ensures that all employees receive training relevant to their quality responsibilities.
The Quality Manager ensures that all subcontractors receive training on relevant elements of the McMillen Quality
System, Project Quality Plan, and quality standards.
The Quality Manger identifies the training needs of all personnel performing activities that affect quality. Training
topics may include:
• The McMillen Quality System
• The McMillen Quality Policy
• Specific operating policies identified in the Quality Manual
• Specific quality standards cited in the Quality Manual, or project documents, or records
• Specific quality standard operating procedures
• Customer operation and maintenance training
The Quality Manager identifies the topic or subset of each topic.
5.4.1 Customer training on operation and maintenance
During the project closeout phase, the Quality Manager trains customers on the operation and maintenance of the
completed project, including:
• A review of as -built drawings
• Installed product identification and warranty requirements
• A review of documentation regarding start-up, operation, and shutdown
• Normal adjustments and maintenance requirements
• Limitations on use
5.4.2 Proiect Training Records
Upon completion of training, the Quality Manager maintains a record of the training including:
• A description of the training
• Training date, start and finish time
• Names of personnel whose training effectiveness is validated
Work steps for maintaining records of project quality training are specified in Standard Operating Procedure 5.8.2
Project Training Records.
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
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6. CONTRACT SPECIFICATIONS
DEFINE CUSTOMER QUALITY EXPECTATIONS
6.1 OVERVIEW
Fulfilling customer contract expectations is a primary objective of the McMillen Quality System. To ensure that
customer expectations will be fulfilled, McMillen clearly defines the requirements for each contract before it is
approved.
The Project Manager ensures that the information in customer contracts clearly defines customer expectations
and that the necessary details are provided to set requirements for construction.
6.2 CONTRACT TECHNICAL SPECIFICATIONS
The Project Manager obtains contract technical specifications from the customer.
For each specific contract, the Quality Manager lists supplemental technical specifications on the Contract Quality
Plan when they are not otherwise specified by the contract or the approved drawings.
Superintendents have jobsite access to contract technical specifications for the construction activities they
supervise.
All McMillen activities comply with the contract technical specifications.
6.3 CONTRACT DRAWINGS
The Project Manager obtains customer supplied drawings that have been approved by local government
regulators.
Superintendents have jobsite access to approved architectural drawings for the construction they supervise.
All McMillen activities comply with the drawing details and specifications cited in the drawings.
6.3.1.1 As-builtRed-lineDrawings
As the project progresses, the Superintendent will mark the original design drawings to indicate as -built conditions
including changes to specified materials, dimensions, locations, or other features.
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6.4 CONTRACT WARRANTY
The Project manager ensures that customer contracts clearly specify warranty coverage including:
• Scope
• Starting date
• Duration
The Project Manager ensures that customer contracts also clearly specify owner responsibility for:
• Restrictions of use
• Maintenance requirements
• Exclusions for customer supplied materials or equipment
• Timely notification of problems
6.5 CONTRACT REVIEW AND APPROVAL
The President conducts customer contract reviews to ensure that:
• Customer requirements and specifications are complete
• Customer requirements and specifications are compatible with the relevant regulations, McMillen quality
standards, and Quality System requirements
• McMillen has the capability to deliver the completed project in the time allotted
Before construction begins, the President makes sure that all contract requirements are clearly understood, all
discrepancies are resolved, and all requirements are agreed upon. Once these requirements are met, the President
signs the contract.
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7. DESIGN CONTROL
7.1 OVERVIEW
McMillen ensures that the designs have well defined specifications, stakeholders have input as the designs
progress, qualified personnel carry out the design work, and final designs are verified to meet all contract and
regulatory requirements. Design control applies to architectural and engineering design. Construction process
controls apply to approved designs that have additional detail provided by shop drawings, product selections, or
requests for information.
7.2 DESIGN INPUT REQUIREMENTS REVIEW
The Design Manager ensures that the information in design inputs clearly defines customer expectations and that
the necessary details are provided to set requirements for design.
The Design Manager obtains design specifications from the customer and conducts a customer design input review
to ensure that:
• Customer design input requirements and specifications are complete
• Design process review milestones are specified when necessary
• Customer design output requirements and specifications are complete for review milestones as well as
the completed design
• Customer design requirements and specifications are compatible with the relevant regulations, McMillen
quality standards, and Quality System requirements
• McMillen has the capability to deliver the completed design in the time allotted
The Design Manager lists supplemental design specifications that supplement customer specifications when they
are needed to ensure a quality design.
Before design work begins, the Design Manager makes sure that all design requirements are clearly understood, all
discrepancies are resolved, and all requirements are agreed upon. Once these requirements are met, the Design
Manager approves the design input.
Work steps for recording Design Manager approvals are specified in Standard Operating Procedure 7.2 Design
Input Requirements .
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7.3 PROJECT DESIGN QUALITY PLAN
Before design work begins, the Design Manager prepares a project -specific plan that includes:
• A listing of key project personnel specific design responsibilities and authority (see Section 5.2 Project
Manager Appointments) and the qualification of key design personnel to perform assigned design
responsibilities (see Section 4.5 Employee Qualifications).
• Who will verify and approve the design input specifications before design work begins (see Section 7.2
Design Input Requirements ).
• A listing of company and customer stakeholders, reviews they will participate in, and how their input will
be used to amended design requirements. The project organization chart Includes interfaces between
various groups and personnel for producing and reviewing the design (see Section 5.3 Project
Organization Chart)
• Design output specifications, including required drawings, and engineering calculations (see Section 7.5
Design Output Verification and Approval)
• A listing of who will perform design output verification activities and the criteria they will use.
• The sequence of design work tasks and schedule
The Design Manager reviews the design process project plan with the customer and other interested parties. The
customer approves the plan after any discrepancies are resolved and the plan is agreed upon. Design work may
begin only after the customer approves the plan.
Work steps for preparing and approving a Design Process Quality Plan are specified in Standard Operating
Procedure 7.2 Design Input Requirements .
7.4 DESIGN REVIEWS AND INPUT
The Design Manager holds review meetings with interested parties at key design milestones. The Design Manager
identifies the key design milestones, the design output required for the review, and a list of reviewers.
Two design reviews are required: one is a pre -design review and the other is the final design review. The Design
Manager identifies other design reviews necessary to ensure a quality result. Design reviews may be specified at
the completion or design work tasks, site assessments, preliminary engineering, preliminary design, percentage
completion stages, and on a calendar schedule.
The Design Manager lists customer and company reviewers appropriate for each design milestone. Reviewers may
include persons that have a stake in any of the following: quality, safety, constructability, scheduling, maintenance,
purchasing, estimating, or cost control.
Work steps for recording review participants are specified in standard operating procedure 7.4 Design Reviews and
Input.
At each review, the Design Manager records reviewer recommendations for amendments to the design
specifications. The Design Manager submits selected design amendments for customer approval (see 6.4 Contract
Submittals). Customer approved design amendments are design requirements.
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Work steps for recording participant review recommendations are specified in standard operating procedure 7.4
Design Reviews and Input.
7.5 DESIGN OUTPUT VERIFICATION AND APPROVAL
The Design Manager ensures that design output documents are verified by qualified personnel independent of the
person performing the work. The person responsible must verify:
• The completed design meets requirements specified by the design input
• The completed design meets approved design amendments
• Engineering calculations are correct
• Completeness of records per the Design Quality Plan including inputs, reviews, communications, and
verification activities.
Work steps for recording verification and approval are specified in standard operating procedure 7.5 Design
Output Verification and Approval.
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8. PROJECT -SPECIFIC QUALITY STANDARDS
APPLICABLE REGULATIONS, INDUSTRY, AND COMPANY STANDARDS
8.1 OVERVIEW
McMillen personnel and subcontractors are accountable for compliance to standards -based written specifications.
To achieve expectations reliably and consistently, specifications are clearly spelled out not only for results but also
for processes. Specifications apply to materials, work steps, qualified personnel and subcontractors, safe work
rules, and environmental work conditions.
Standards ensure that materials, methods, and results are specified rather than left to discretionary practices.
8.2 REGULATORY CODES AND INDUSTRYSTANDARDS
All McMillen construction activities comply with the relevant regulations. The Quality Manager identifies
regulatory requirements applicable to the jurisdictions served, including:
• Applicable Federal regulations
• Applicable State regulations
• Applicable building codes and local addenda to building codes
• Applicable Fire Code
• Applicable Fuel and Gas Code
• Applicable Mechanical Code
• Applicable Plumbing Code
• Additional regulations specified by the customer contract
The Quality Manager lists regulatory requirements that apply to a specific project on the Project Quality Plan.
8.2.1 Industry Quality Standards
All McMillen construction activities comply with generally accepted good workmanship practices and industry
standards.
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The Quality Manager lists supplemental requirements for industry standards that apply to a specific project on the
Project Quality Plan when it is not otherwise specified by the contract, contract technical specifications, or
approved drawings.
8.3 MATERIAL AND EQUIPMENT SPECIFICATIONS
The Quality Manager identifies materials that affect quality and sets requirements for each type of material so that
only quality materials are purchased and used on a project.
8.3.1 Controlled Tvoes of Materials and Equipment Specified
The Quality Manager ensures that all types of materials and equipment that affect quality are identified
The Quality Manager lists supplemental requirements that apply to a specific project. The Quality Manager
identifies specification requirements for each controlled type of material or equipment identified in section 0. The
Quality Manager ensures that specifications for material and equipment define requirements for their intended
use including:
• Compliance to contract requirements
• Compliance to code and industry standards and listing requirements
• Structural integrity
• Performance
• Durability
• Appearance
• Product identification for traceability
Work steps for maintaining controlled material records are specified in Standard Operating Procedure 8.3 Material
and Equipment Specifications.
8.3.2 Tools and Equipment Specification Requirements
The Quality Manager evaluates and approves tools and equipment specifications for use on a project by evaluating
their expected performance for their intended use.
The Quality Manager lists supplemental material requirements that apply to a specific project on the Project
Quality Plan when it is not otherwise specified by the contract, contract technical specifications, contract drawings,
or approved submittals.
Only approved materials are used in the construction process. Only approved materials are specified in purchase
and/or subcontracts.
Work steps for maintaining controlled material records are specified in Standard Operating Procedure 8.3 Material
and Equipment Specifications.
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8.4 MCMILLEN QUALITY STANDARDS
McMillen quality standards supplement contract requirements when they are necessary to ensure quality.
The Quality Manager lists supplemental requirements for McMillen Quality standards that apply to a specific
project on the Project Quality Plan.
When McMillen quality standards differ from industry standards or product manufacturer instructions, the Quality
Manager justifies that the standard reliably achieves quality results and then documents the justification.
All McMillen construction activities conform to the company quality standards.
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McMillen
Project Regulatory Codes and Industry Standards Form
Version July 20, 2012
Project ID
Project Name J _ Preparer Date
12-013
Town Creek Hydroelectric Matt McDowell I 7/20/2012
Project Improvements and j
Repairs !I
Reference Code or Version Date or Number Notes
Regulation
Regulation
Applicable Federal
EPA -Environmental
regulations —)
Protection Agency
Applicable State
AEA -Alaska Energy
regulations
Authority
SHPO-State Historical
Preservation Office
Applicable building
I Not Applicable
codes
J
I Not Applicable
Local addenda to
building codes
Not Applicable
Applicable Fire Code
Applicable Fuel and Gas
Not Applicable
Code
Applicable Mechanical
Not Applicable
Code
Applicable Plumbing
Not Applicable
Code
Contract specified
Not Applicable
regulations
Other applicable codes
Not Applicable
or regulations
erslon Date or Numbe hoWlWiptie
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9. PROJECT PURCHASING
SPECIFYAND VERIFYSUPPLIER AND SUBCONTRACTOR QUALITY CAPABILITIES
9.1 OVERVIEW
McMillen verifies the qualifications of subcontractors and suppliers to ensure that they are capable of completely
carrying out their assigned responsibilities. Quality requirements are defined, verified, and documented before
they are approved for a project.
9.2 PURCHASE ORDER QUALITY SPECIFICATIONS
The Project Manager holds subcontractors and suppliers to the same quality requirements that must be met by
McMillen. The Project Manager ensures that subcontracts and purchase orders clearly specify quality requirement
expectations including:
• Conformance to the McMillen Quality System or the subcontractor's own quality program as long as it
meets McMillen Quality System requirements.
• Conformance to contract specifications (Section 6 Contract Specifications)
• Conformance to project quality standards (Section 8 Project -Specific Quality Standards)
• Quality Management practices including
— Performance of self -inspections.
— Control of quality non -conformances and responsive corrections
— Prevention of non -conformances
— Controls that ensure completion of post -construction service work
— Participation in quality training
• Preparation of submittals
• Participation in project planning meetings
• Participation in task planning meetings
• Handling, storage, packaging, and delivery, as applicable
• Product or material identification for traceability
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9.3 QUALIFICATION OF SUPPLIERS, SUBCONTRACTORS, AND DEPARTMENTS
The Project Manager assesses each subcontractor's and supplier's capabilities to fulfill each subcontract or
purchase order specification before approving and signing the contract or purchase order.
For critical components, the Quality Manager determines if a source inspection is necessary to validate supplier
quality and delivery capabilities.
Subcontractors and suppliers must meet all Quality System requirements by either 1) working under the McMillen
Quality System or 2) operating their own quality program as long as it meets McMillen Quality System
requirements.
The Project Manager qualifies McMillen operating departments that carry out construction tasks or provide
materials to the same qualification requirements, policies, and procedures as subcontractors and suppliers.
Work steps for maintaining subcontractor and supplier qualification records are specified in Standard Operating
Procedure 9.3 Qualification of Suppliers, Subcontractors, and Departments.
When the subcontractor qualification assessment identifies minor nonconformances to the subcontract
requirements, the Project Manager may approve a provisional subcontract. The provisional subcontract
supplements the subcontract with requirements for actions that address correction of the nonconformances. All
nonconformances must be corrected before work in the affected area begins.
9.4 PROJECT PURCHASE ORDER APPROVALS
The Project Manager ensures that contracts and purchase orders are issued only to qualified subcontractors and
suppliers. The Project Manager must review, approve, and sign each purchase order.
The supplier or subcontractor must agree to the purchase order terms and specifications, and then sign the
contract or purchase order.
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10. CONSTRUCTION PROCESS CONTROLS
How work is carried out
10.1 OVERVIEW
A construction process plan defines how project work is to be done and approved for the overall project. The
construction process plan is communicated to all key personnel, subcontractors and suppliers in a preconstruction
meeting. As the project proceeds, task work plans provide additional details of how each individual task is carried
out. Task planning meetings are used to communicate expectations of the task plan to key personnel responsible
for carrying out the task.
10.2 TASK PREPARATORY QUALITY PLANNING
10.2.1 Task Preparatory Quality Plan Requirements
In preparation for the start of an upcoming construction task, the Superintendent reviews an integrated and
coordinated set of documents that collectively define quality requirements for the task including:
• Objectives and acceptance criteria of the task
• Quality standards that apply to the task
• Work instructions, process steps, and product installation instructions that apply to the task
• Tools and equipment necessary to perform the work
• License, certification, or other qualification requirements of personnel assigned to work
• Required inspections, process controls, and tests
• Required records of the process and resulting product
• The subcontractor contracted to perform the work, if applicable
• Customer contract requirements (Section 6)
• Required inspections and tests (Section 5.4)
• Method for clearly marking nonconformances to prevent inadvertent use
• Location of quality system records and documents
• Verify field measurements
• Completion of prior work
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The Quality Manager evaluates the quality requirements of each task and determines if relevant task -specific
documents consolidated into a task plan package is required to assure quality results. When required, The
Superintendent documents the task quality plan.
Work steps for the Quality Manager to record required task quality plans and preparation of the task quality plan
are specified in Standard Operating Procedure 10.3.1 Task Preparatory Quality Plan Requirements.
10.2.2 Preparatory Task Plannin¢ Meetines
Prior to the start of a construction task, the Superintendent conducts a meeting with key company and
subcontractor personnel responsible for carrying out, supervising, or inspecting the work. During the meeting, the
Superintendent communicates the task quality requirements and reinforces heightened awareness for critical
requirements. Topics for a task quality plan meeting include:
• Task quality requirements
• Contract specifications
• Contract drawings
• Shop drawings
• Work procedures and installation instructions
• Inspection and test plan
• Availability and receiving inspection status of required materials
• Conflicts that need resolution
• Required quality documents and a verification of availability to personnel carrying out, supervising, or
inspecting the task
• Record keeping requirements and the availability of necessary forms
• Review methods and sequences of installation
• Special details and conditions
• Standards of workmanship
• Heightened awareness of critical quality requirements
• Quality risks
• Testing and quality control requirements
• Job organization
• Task inspection form
Work steps for the Superintendent to maintain task preparatory quality plan meeting records are specified in
Standard Operating Procedure 10.3.3 Preparatory Task Planning Meeting.
10.3 WEEKLY PLANNING AND COORDINATION MEETING
The Superintendent conducts a meeting with key company, supplier, and subcontractor personnel responsible for
carrying out, supervising, or inspecting the work. The customer is invited to participate in the meeting.
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The meeting is held on a nominal weekly schedule. During the meeting, the Superintendent facilitates
coordination among the participants, communication among the participants, and reinforces heightened
awareness for critical requirements.
The Superintendent maintains a record of the meeting event on the Daily Quality Control Report (see section 10.6
Daily Quality Control Report ).
10.4 PROCESS CONTROL STANDARDS
10.4.1 Job -ready Start Work Control Standards
Work at each phase of construction starts only when conditions do not adversely impact quality, comply with
government regulations, contract technical specifications, industry standards, or product installation instructions.
The Quality Manager lists supplemental start -work requirements that apply to a specific project on the Project
Quality Plan when it is not otherwise specified by the contract, contract technical specifications, or approved
drawings.
10.4.2 Work in Process Control Standards
Work is conducted only when conditions do not adversely impact quality, comply with government regulations,
contract technical specifications, industry standards, or product installation instructions.
The Quality Manager lists supplemental work in process requirements that apply to a specific project on the
Project Quality Plan when it is not otherwise specified by the contract, contract technical specifications, or
approved drawings.
10.4.3 Protection of Completed Work Control Standards
When necessary to maintain quality after work is complete, completed work is protected from damage.
Requirements for preventing damage to completed work comply with government regulations, contract technical
specifications, industry standards, or product installation instructions.
The Quality Manager lists supplemental protection requirements that apply to a specific project on the Project
Quality Plan when they are not otherwise specified by the contract, contract technical specifications, or approved
drawings.
10.4.4 Controlled Use of Materials
The Project Manager ensures that contracts and purchase orders are awarded only to subcontractors and suppliers
qualified to perform the construction task and/or supply materials as required for the specific project.
Only approved materials are used in the construction process. Only approved materials are specified in purchase
and/or subcontracts.
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Materials that are defective, deteriorated, damaged, or not approved are not used. The Superintendent clearly
marks such materials for non-use or otherwise holds them aside.
When customer -supplied materials are lost, damaged, or otherwise found unsuitable for use, the Superintendent
reports such findings to the customer.
When subcontractor —supplied materials are damaged or otherwise found unsuitable for use, the Superintendent
reports such findings to the subcontractor.
The Project Manager ensures that contracts and purchase orders are awarded only to subcontractors and suppliers
qualified to perform the construction task and/or supply materials as required for the specific project.
The Superintendent ensures that construction uses only materials specified in the contract technical specifications,
contract drawings, and approved submittals. Substitutions are made only by agreement of the customer and
documented by a change order (see section 2.1.3.6).
10.4.4.1 Controlled Product Use and Installation
McMillen construction activities conform to manufacturers' product use and installation instructions that apply to
the construction process.
When installing a product, the Superintendent has access to all applicable product installation instructions.
10.5 DAILY QUALITY CONTROL REPORT
The Superintendent records a summary of daily construction activities. The report will include:
• Schedule Activities Completed
• General description of construction activities in progress.
• Problems encountered, actions taken, problems, and delays
• Meetings held, participants, and decisions made
• Subcontractor and Company Crews on site
• Visitors and purpose
• General Remarks
• Improvement Ideas
• Weather conditions
Work steps for maintaining daily quality control report records are specified in Standard Operating Procedure 10.6
Daily Quality Control Report.
10.6 MONTHLY QUALITY CONTROL REPORT
The Superintendent records a monthly status report. The report includes:
• A summary of work completed and work in progress
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• Outstanding issues
• Issues resolved during the reporting period
• Outstanding potential change orders
• Project status with current project costs and estimated completion date
• A cost analysis summarizing actual costs to date and estimated future costs
• Project pictures as appropriate
Work steps for maintaining monthly quality control report records are specified in Standard Operating Procedure
10.7 Monthly Quality Control Report.
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11. INSPECTIONS AND TESTS
PROCESS CONTROLS ENSURE COMPLIANCE
11.1 OVERVIEW
Inspections are necessary to verify that work processes and results conform to both contract requirements and
McMillen quality standards (specified in Section 2, STANDARDS).
Qualified personnel inspect every project throughout the construction process. Additional reviews validate the
accuracy of the field inspections and ensure that the quality standards apply uniformly.
An inspection and test plan defines the inspections and tests required for a specific project.
Personnel may only inspect construction activities for which they are have been qualified by the Quality Manager.
11.2 INSPECTION AND TEST STATUS
The status of each inspection or test is clearly marked by paint, tape, tag, or other easily observable signal to
ensure that only material or work that has passed the required inspections and tests is accepted.
11.3 REQUIRED QUALITY INSPECTIONS AND TESTS
A series of inspections are required for each construction task.
Construction projects may be divided into several phases, in which case inspections are required for each phase
and task. Each inspection is identified on the inspection and test plan referenced in section 5.4.
The Quality Manager ensures that inspections and tests that apply to a specific project are clearly identified.
Material Inspections and Tests
Material inspections and tests ensure that purchased materials meet purchase contract quantity and quality
requirements. The Superintendent inspects or ensures that a qualified inspector inspects materials prior to use for
conformance to contract requirements, the requirements of McMillen quality standards, contract technical
specifications, contract drawings, approved shop drawings, approved product submittals, approved allowances
and unit prices, and product identification requirements.
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The Superintendent ensures that construction activities that use the material proceed only when all McMillen
quality standards are met.
11.3.1.1 Source Inspections
Source inspections are required when quality characteristics cannot or will not be verified during subsequent
processing. The Quality Manager determines if a source inspection is necessary to validate supplier quality before
delivery to the project jobsite.
11.3.2 Initial Job -Ready Inspections
A Superintendent or a qualified inspector performs job -ready inspections to ensure that construction activities
begin only when they should begin. Job -ready inspections verify that conditions conform to contract requirements,
the company's start -work policies, and the requirements of McMillen quality standards.
11.3.3 Follow-up Work in Process Inspections
The Superintendent or a qualified inspector performs an initial work in process inspection when the first
representative portion of a work activity is completed.
The Superintendent or a qualified inspector performs ongoing work in process inspections to ensure that
construction activities continue to conform to:
• Contract requirements
• Requirements of McMillen quality standards
• Contract technical specifications
• Contract drawings
• Required inspection and tests
• Approved submittals.
11.3.4 Task Completion Inspections
The Quality Manager or a qualified inspector inspects the completion of each task to verify that work conforms to
contract requirements, the requirements of McMillen quality standards, contract technical specifications, contract
drawings, required inspection and tests, approved submittals, resolution of nonconformances.
Completion inspections are performed for each construction task. Completion inspections are conducted before
starting other construction activities that may interfere with an inspection.
The inspector signs the inspection form indicating that the inspected work meets McMillen Quality System
requirements.
11.3.5 Project Closeout Inspection
After completion of the last task for a project, The Quality Manager performs a project closeout inspection to
verify that the completed project conforms to contract requirements and McMillen quality standards.
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Before delivery of the project phase to the customer and inspection is performed by, the Project Manager, another
Superintendent, or other qualified personnel independent of production.
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Town Creek Hydroelectric Project Improvements and Repairs
Venion,wy 20, 2012
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12. NONCONFORMANCES AN
12.1 OVERVIEW
DRRECTIVE ACTIOI
Should a nonconformance be found, there is a systematic method to control the item, correct it, and ensure that
project quality is not adversely impacted by the event.
A nonconformance is any item that does not meet the McMillen Quality System requirements.
12.2 NONCONFORMANCES
12.2.1 Marking of Nonconformances
When the Quality Manager, Superintendent, inspector, or customer identifies a nonconformance, the
nonconformance is quickly and clearly marked by paint, tape, tag, or other easily observable signal to prevent
inadvertent cover-up.
12.2.2 Control the Continuation of Work
After the nonconformance is marked, the Superintendent determines if work can continue in the affected area:
• CONTINUE WORK: When continuing work does not adversely affect quality or hide the defect, work may
continue in the affected area while the disposition of the nonconforming item is resolved. The
Superintendent may place limitations on the continuation of work before a stop work order becomes
effective.
STOP WORK ORDER: When continuing work can adversely affect quality or hide the defect, work must
stop in the affected area until the disposition of the nonconforming resolved. The Superintendent
identifies the limits of the affected area. The Superintendent quickly and clearly marks the stop work
area.
12.2.3 Correction of Nonconformances
The Superintendent verifies that corrective actions eliminate the nonconformance to the requirements of the
original specifications or as instructed by the disposition of the nonconformance report, and then removes,
obliterates, or covers the nonconformance marker.
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Furthermore, the Superintendent ensures that previously completed work is reinspected for similar
nonconformances and corrective actions are taken to avert future occurrences (see section 12.3 Corrective
Actions).
12.3 CORRECTIVE ACTIONS
12.3.1 Control of Corrective Actions
When a nonconformance is found, the Superintendent ensures that:
• Previously completed work is reinspected for similar nonconformances
• Corrective actions are taken to avert future occurrences
The Quality Manager identifies requirements for corrective actions with respect to frequency, severity, and
detectability of quality nonconformances items found during and after completion of construction activities.
When a solution requires changes to McMillen quality standards, the Quality Manager makes modifications as
necessary by making changes to:
• Material specifications
• Personnel qualifications
• Subcontractor qualifications
• Company standards
• Inspection processes
12.3.2 Corrective Action Training
The Superintendent initiates corrective action training to address quality nonconformances. Personnel and
subcontractors performing or inspecting work participate in the training.
Heightened awareness during inspections verifies and documents compliance with the corrective action improve-
ment items. A qualified Superintendent inspects corrective actions during regular inspections and records
observations on the inspection form.
The Superintendent notifies affected subcontractors of selected preventive action training requirements.
The Superintendent evaluates the effectiveness of the improvements. The Quality Manager reviews improvement
results recorded on inspection records and monthly field reviews. When the Quality Manager determines that the
improvement actions are effective, the item is no longer treated as a preventive action.
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13. PREVENTIVE ACTIONS
PREVENT NONCONFORMANCES
13.1 OVERVIEW
Fixing problems found during inspections is not sufficient. Systematic prevention of recurrences is essential for im-
proving quality.
McMillen makes changes to solve the problem. Solutions may involve a combination of enhanced process controls,
training, upgrade personnel qualifications, improved processes, or use of higher -grade materials.
Follow-up ensures that a problem is completely resolved. If problems remain, the process is repeated.
13.2 IDENTIFY PREVENTIVE ACTIONS FOR IMPROVEMENT
The Quality Manager identifies preventive action improvement priorities with respect to frequency, severity, and
detestability of quality correction items found during and after completion of construction activities. The Quality
Manager also reviews company quality performance and customer feedback.
More specifically, the Quality Manager assesses:
• Customer corrective items
• Superintendent inspection results
• Code official inspection results
• Post -construction service
• Management field reviews
• Annual system review
• Customer satisfaction surveys
The Quality Manager documents quality items requiring preventive action improvement.
The Quality Manager leads the company in finding solutions to address the causes of problems.
When a solution requires changes to McMillen quality standards, the Quality Manager makes modifications as
necessary by making changes to:
• Material specifications
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• Personnel qualifications
• Subcontractor qualifications
• Company standards
• Inspection processes
13.3 TRAIN PREVENTIVE ACTIONS FOR IMPROVEMENT
The Quality Manager initiates preventive action training to address quality improvement items. Personnel and
subcontractors performing or inspecting work participate in the training.
Heightened awareness during inspections verifies and documents compliance with the preventive action improve-
ment items. A qualified Superintendent inspects hotspots during regular inspections and records observations on
the inspection form.
The Quality Manager notifies affected subcontractors of selected preventive action training requirements.
The Quality Manager evaluates the effectiveness of the improvements. The Quality Manager reviews improvement
results recorded on inspection records and monthly field reviews. When the Quality Manager determines that the
improvement actions are effective, the item is no longer treated as a preventive action.
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14. RECORD AND DOCUMENT CONTROLS
14.1 OVERVIEW
McMillen ensures that quality related documents and records are created, complete, and stored properly.
14.2 QUALITY MANUAL
The Quality Manager maintains the McMillen Quality Manual describing major elements of the McMillen Quality
System and lists the titles of personnel responsible for each related activity. The Quality Manager maintains,
improves, and updates the manual as necessary.
The Quality Manager ensures that the Quality Manual and documents related to a work task are accessible to
personnel performing the work. Standards Update
At least annually, the Quality Manager determines if updated versions of standards and product installation
instructions are available. If so, the Quality Manager updates the Quality System documentation accordingly.
14.3 RECORDS CONTROL
The Quality Manager verifies records for conformance to the Quality System Requirements and approves all
Quality System records.
Documentation demonstrating conformance with and operation of the Quality System is retained for at least five
years. The Quality Manager verifies records for conformance to the Quality System Requirements and approves
14.3.1 Proiect Records Control
The Quality Manager verifies the completeness, accuracy, and retention of project -specific Quality System records
including:
• Field reviews
• Daily log reports
• Incident reports
• Redline drawings
• Qualified personnel approvals
• Qualified subcontractor approvals
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
Version Jury 20, 2012
• Lists of approved materials
• Quality improvement records
• Project Quality records specified by customer contract, or contract technical specifications
The Quality Manager assigns record control responsibilities and document location that apply to a specific project..
14.4 DOCUMENT CONTROL
The Quality Manager ensures that records of the distribution of Quality System documents are kept. When new
versions are distributed, obsolete versions are destroyed or controlled to prevent inadvertent use.
The Quality Manager maintains a list of all project documents, each with a version identifier.
14.4.1 Document Control of System Documents
The Quality Manager controls documents related to the McMillen Quality System including:
• Quality System Manual
• Quality System Procedures
• Project Management Procedures (including interface and coordination with Customers and regulatory
agencies with jurisdiction overjobsites)
• Government regulations
• Industry standards
• Procurement specifications
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
vemmn July zo, zmz
Exhibit A
Quality Controlled Construction Tasks Form &
Project Contact List
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
Version Jury 20, 2012
_ McMillen
Quality Controlled Construction Tasks Form
Version July 20, 2012are
Project ID
Project Name Prepr Signature Date
12-013
_ �__1
Town Creek Hydroelectric Matt McDo_well__ 7/20/2012
Project Improvements and
Repairs
Project Task /
Contract Section
Description of Task Notes-----]
1
— —
Diversion Dam -Demolition —�
2
East Diversion Dam -Construct new dam w/new 8" HDPE
3
Stabilize existing soil — Upstream of East Diversion Dam
4
Construct New Trail Switchback
5
Penstock Intake and Pipe Improvement
6
Modify Existing Spillway System to Install Piping &Pipe
System
7
Remove Crest Cap & Install w/ New
8
Construct New Rock Spillway Outlet
9
Repair Existing Roadway
10
Construct New Emergency Spillway
11
Repair/Replace Sluice Box and Valves
12
Re -grade Existing Reservoir
13 —�
Refurbish/Repair Valve
14
West Diversion Dam No.2—Demolition --�
15
Replace Existing 8" Knife Gate Valve with?
16 —�7
Install New 10" Knife Gate Valve
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McMillen
Town Creek Hydroelectric Project Improvements and Repairs
Version July 20, 2012
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