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Quality Manual

POWER SYSTEM ENGINEERING DEPARTMENT

QUALITY MANAGEMENT
SYSTEM MANUAL

Document Number: PSED-QMS-001

Revision Date: April 24, 2022

Revision Number: 00

Document:
Power Systems Engineering Department Quality Management System Manual
(PSED QMSM)

Revision: 0 Page: 4 of 27

Issue Date: April 20, 2022

Action Position Name Signature Date

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Contents

1 Introduction…………………………………………………………………………………………………………………………………………… 6

2 PSED Quality System Profile ……………………………………………………………………………………………………………………7

3 Scope of the Manual………………………………………………………………………………………………………………………………. 7

4 Context of the Organization……………………………………………………….…………………………………………………………..8

4.1 Understanding the organization and its context……………………………………………………………………………….....8

4.2 Understanding the needs and expectations of interested parties…………………………………..……………….….. 9

4.3 Determining the scope of the quality management system……………………….……………………..………………. 10

4.4 Quality management system and its processes……………………………………………………………………………..……11

5 Leadership…………………………………………………………………………………………………………………………………………… 13

5.1 Leadership and commitment…………………………………………………………………………………………………………….. 13

5.2 Policy………………………………………………………………………………………………………………………………………………….14

5.3 Organizational roles, responsibilities and authorities………………………………………………………………………… 15

6 Planning………………………………………………………………………………………………………………………………………………. 15

6.1 Actions to address risks and opportunities …………………………………………………………………………………………15

6.2 Quality objectives and planning to achieve them………………………………………………………………………………..16

6.3 Planning of changes ……………………………………………………………………………………………………………………………16

7 Support………………………………………………………………………………………………………………………………………………….16

7.1 Resources………………………………………………………………………………………………………………………………………….. 16

7.2 Competence……………………………………………………………………………………………………………………………………… 17

7.3 Awareness………………………………………………………………………………………………………………………………………….18

7.4 Communication…………………………………………………………………………………………………………………………………. 18

7.5 Documented information………………………………………………………………………………………………………………….. 18

8 Operation…………………………………………………………………………………………………………………………………………….. 19

8.1 Operational planning and control……………………………………………………………………………………………………… 19

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8.2 Requirements for products and services……………………………………………………………………………………………. 19

8.3 Design and Development of products and services…………………………………………………………………………….20

8.4 Control of externally provided processes, products and services………………………………………………………. 20

8.5 Production and service provision ……………………………………………………………………………………………………….21

8.6 Release of products and services………………………………………………………………………………………………………. 22

8.7 Control of nonconforming outputs……………………………………………………………………………………………………. 23

9 Performance Evaluation……………………………………………………………………………………………………………………….23

9.1 Monitoring, measurement, analysis and evaluation…………………………………………………………………………..23

9.2 Internal Audit…………………………………………………………………………………………………………………………………….23

9.3 Management Review…………………………………………………………………………………………………………………………23

10 Improvement …………………………………………………………………………………………………………………………………….24

10.1 General……………………………………………………………………………………………………………………………………………25

10.2 Nonconformity and corrective action………………………………………………………………………………………………25

10.3 Continual improvement…………………………………………………………………………………………………………………..26

APPENDIXES…………………………………………………………………………………………………………………………………………….27

Appendix A Abbreviations……………………………………………………………………………………………………………………….27

Appendix B Revision Summary………………………………………………………………………………………………………………..28

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1. Introduction
The purpose of this quality manual is to serve as a framework for meeting quality system
requirements. The manual is the responsibility of Power Systems Engineering Department (PSED)
management, and thus conveys managerial commitment to quality and to the quality management
system. The quality processes described in this document have been developed and reviewed by PSED
subject matter experts (SMEs) to help the department achieve the quality requirements during
maintenance of HV electrical equipment’s.

2. PSED Quality System Profile

Power Systems Engineering Department is engaged in providing technical support for high voltage
electrical assets. In addition, Power Systems Inspection Division provides the quality assurance and
control (QA/QC) services.
Furthermore, the management has adopted a “process based and customer-oriented approach” for
the continual improvement of quality management system. A conceptual illustration of the continuous
improvement cycle is shown below.

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3. Scope of the Manual

This Quality manual is the reference document for the quality management system’s structure
established with the aim of describing the quality management system, and defining how the Power
System Engineering Department intends to comply with the requirements of ISO 9001:2015 standard.
Where required, this document can be referred to in the relevant quality procedures.
PSED does not perform design and development activities as part of its provided services. Therefore,
this clause of ISO 9001:2015 standard is excluded from the quality management system of the Power
System.

4. Context of the organization

This chapter describes the department’s compliance method related to ISO-9001:2015 clause 4, which
includes identifying the internal and external issues, identifying the interested parties and their needs,
documenting the context of the department and regular review and monitoring means.

The management understands the fact that, for the successful operation and management of the
department, the system should be defined in a practical and visible manner, which leads the
organization towards the never-ending cycle of continuous improvement. Hence, the department has
defined, documented and implemented an effective quality management system with the aim of
meeting the requirements of ISO 9001:2015 standard.

4.1. Understanding the Organization and its Context

Power Systems Engineering Department (PSED) identifies, analyzes, monitors and reviews factors that
may affect its ability to satisfy the customers and stakeholders as well as factors that may adversely
affect the stability of its process, or its management system integrity.
Power Systems Engineering Department (PSED) determines external and internal issues that are
relevant to its purpose and its strategic direction and that affect its ability to achieve the intended
result(s) of its quality management system.
Power Systems Engineering Department (PSED) monitors and evaluate this information to ensure that
a continual understanding is driven and maintained. To facilitate the understanding of PSED context,
PSED regularly considers issues that influence its context during management review meetings and
are conveyed via minutes and business plans. Some of identified internal and external issues are:

Internal Issues External Issues

Employee Qualifications Customer and Suppliers
Performance Measures Technology
Values and Organizational culture Regulatory & Statutory
Innovation & Knowledge Cultural and Social
NOTE 1: Internal and/or External Issues can include positive and negative factors or conditions for
consideration.
NOTE 2: Understanding the external context can be facilitated by considering issues arising from
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Regulations, technological, competitive, market, cultural, social and economic environments, whether
international, national, regional or local.
NOTE 3: Understanding the internal context can be facilitated by considering issues related to values,
culture, knowledge and performance of the organization.
Refer to PSED OE Manual process 1.1 “Vision, Mission and Strategies” & 11.1 “Risk Management”.

4.2. Understanding the needs and Expectations of Interested Parties

Due to their effect or potential effect on the Power Systems Engineering Departments ability to
consistently provide services that meet customer and applicable statutory and regulatory requirements,
Power System Engineering Department will determine:
a. The interested parties that are relevant to the quality management system;
b. The requirements of these interested parties that are relevant to the quality management system.
Power Systems Engineering Department monitors and reviews information about these interested
parties and their relevant requirements.
Refer to PSED OE Manual process 2.1. “Identify customers, needs, and measure satisfaction”

4.3. The scope of the quality management system

Vision: By 2023, to be the hub of power engineering intelligence
Mission: Provide engineering intelligence to ensure safe, reliable and profitable electrical power supply
through competent workforce and viable technologies.
Departments intended results of its QMS:
• To demonstrate its ability to provide services that meet customers and applicable regulatory
and the international standard (ISO-9001:2015) requirements consistently.
• To enhance customer satisfaction through the:
▪ Effective application of QMS.
▪ Continual improvement of QMS.
▪ Assurance of conformity to customer and applicable statutory and regulatory
requirements.
• Enhance on-time delivery services through well-established and controlled support planning
activities.
Internal contextual issues:
• Structure of the organization.
• Roles and responsibilities within the organization.
• Clear service specifications.
• Changes to service specifications.
• On-time delivery.
• Preventive maintenance.
• Nonconformity rework, scrap and reproduction efforts.
• Availability of reliable, qualified and competent of workforce.
• Staff training levels.
• Monitoring of raw materials level.
• Provision of raw materials.
• Transportation of services to client’s site.
• Departments’ quality objectives.
• Understanding and experience in implementing ISO-9001:2015.
• Information technology.
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• Sufficient root cause analysis.

External contextual issues:

• Contractual arrangements
• Overall economic
• Standardization and certification within the industry.
• Customer consideration of bringing expertise in house – Customer audits.
• External providers’ competence and availability.
• Customer working environment.
• Customer requirement changes during installation.
• Customer feedback.
• Relationships with the external interested parties.
• External independent verifiers/audits.
• Availability of raw material.
• Availability of external service providers – Machine maintenance etc.
• Climate in the country.
Interested parties:
Due to their effect or potential effect on the Power Systems Engineering Department’s ability to
consistently provide services that meet customer and applicable statutory and regulatory requirements,
Power Systems Engineering Department will determine:
a) The interested parties that are relevant to the quality management system;
b) The requirements of these interested parties that are relevant to the quality management system.
Power Systems Engineering Department monitors and reviews information about these interested
parties and their relevant requirements.
Refer to PSED OE Manual process 2.1. “Identify customers, needs, and measure satisfaction”

4.4. Quality management system and its processes

Power systems has established a documented quality management system for the organization, which
is implemented, maintained and continually improved by the virtue of the application of its processes.
The processes needed to operate the power systems quality management system are:
• Documented information (i.e. Control of documents and Control of records).
• Management review meeting.
• Human resources management.
• Services and planning.
• Contract review.
• Requirement for Control of Non-Conformance.
• Purchase.
• Maintenance and calibration.
• Internal Audit.
• Preservation.
• Quality control.
• Risk and opportunity management
The quality management system processes are designed to satisfy the requirements of the
international standard. This includes designing the required process elements, process sequence and
interaction between processes, identifying process application criteria and methods, determining and
evaluating resources needed to apply these processes, addressing risks and opportunity, and
improvement evaluation. More details are described in the following paragraphs.

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To begin with, the interactions between procedures are determined by establishing the input source
for each process, identifying the input elements, illustrate the activities sequence, interaction and
methods within the process, determining the output of each process and identifying the receivers of
the outputs.
Moreover, the criteria, including methods for measurements, monitoring and Key Performance
indices are established within the procedures, where applicable. With the help of applying the
predefined internal audit programs (9.2) and management reviews (9.3), these criteria are used to
facilitate the continuous improvement of the quality management system.
In addition, the resources needed to effectively apply the quality management system, including roles
responsibilities and authorities’ specifications are determined, evaluated and adjusted to best serve
the achievement of quality management system intended results.
Additionally, Power Systems Engineering Department promotes adopting risk-based thinking.
Therefore, we adopt continuous risk and opportunity assessment program (6.1). The risk and
opportunity program are designed to ensure that the quality management system achieves its
intended results, offers conforming services, enhances customers’ satisfaction, facilitates achieving
desired effects and prevents or mitigates undesired effects.
Furthermore, Power Systems Engineering Department adopts data based decision-making
methodology. In order to accomplish this, the quality management system was designed to promote
data analysis techniques, which is used as an input to evaluate and decide on the changes which stem
from the continuous improvement program. These decisions are aligned with the evaluation of
services conformity, customer satisfaction, performance of the quality management system, planning
implementation effectiveness, the performance of the suppliers and the need for quality management
system improvements (9.3).
Finally, in order to maintain the operational documentation including the documentation needed to
demonstrate proper application of the established processes, Power Systems Engineering Department
maintains the necessary documentation and retains the records needed to provide evidences of the
effective application of the quality management system.

5. Leadership
5.1. Leadership and commitment
5.1.1 General
Power Systems Engineering management is fully committed to implement quality management
system in the organization, and demonstrates its leadership and commitment as the following:
• Verifying the effectiveness of the quality management system by encouraging internal audit
programs’ application and commitment to the management reviews.
• Establishment of regular review and enhancement of the quality policy and quality objectives,
during periodic meetings, and ensuring that these two are in line with the context of the
organization and strategy.
• Ensuring that the requirements of the quality management system are applied in practice,
especially in the core departments’ processes. This is achieved by communicating the quality
policy to relevant interested parties, and commitment to internal and external audits results
evaluation.
• Promoting the use of process approach and risk-based thinking by endorsing the continuous
improvement and risk assessment meetings, and ensuring the follow up, to closure, of
relevant actions.
• Ensuring the adequacy and availability of the support and resources, together with the right
incentive scheme. This provides stimulus to achieve organization objectives and to implement
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an effective quality management system.
• Conducting periodic management reviews to evaluate the efficiency and effectiveness of the
quality management system and organization objectives.
• Communicating, to key personnel, the importance of meeting customer, statutory and
regulatory requirements, during periodic management review meetings.
• Engaging, directing and supporting people to contribute to the effectiveness of the quality
management system by chairing periodic quality objectives reviews and evaluations of its
results, with the final aim of promoting continuous improvement.
• Creating an environment, which helps promote customer-focused and customer’s satisfaction
targeted approaches within the departments and processes.

5.1.2 Customer Focus

Power Systems Engineering management is committed to achieve, maintain and enhance customers
satisfaction. Accordingly, customer satisfaction is periodically evaluated and reviewed in management
review meetings.
In order to ensure that customer requirements are determined and constantly fulfilled, the
management is committed to provide all the necessary support and resources for the effective
implementation of quality management system.
Furthermore, in order to enhance customer satisfaction, conformity of the services is one of the main
topics that are analyzed during the management review meetings.

5.2. Policy
5.2.1 Establishing the quality policy
The quality policy, which provides the framework for setting the quality objectives are regularly
reviewed by the management, for continuous alignment with Power Systems Engineering’ context and
strategy. Moreover, it includes commitment to fulfill the applicable requirements and commitment to
continually improving the quality management system.
The Power Systems Engineering Department will consistently provide engineering services that meet
our customers’ requirements. We shall achieve this through continually improving the effectiveness of
our Quality Management System

5.2.2 Communicating the quality policy

The quality policy is communicated, internally and externally, as part of the quality management
system documentation, through all available communication means in the Company. In addition,
where appropriate, the quality policy is used as a reference in awareness sessions with Power Systems’
staff.

5.3. Organizational roles, responsibilities and authorities

Power Systems Engineering Department has identified the key personnel roles, responsibilities and
authorities. These are communicated to the relevant employees as part of quality management
system documentation.
Management has the overall responsibility of ensuring the promotion of customer focus. The
management also appointed a Quality Manager, Power Systems Inspection Division Head (PSID Head)
with a premier responsibility of ensuring that the quality management system follows the
requirements of the international standard. Moreover, the Quality Manager ensures that the
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processes are delivering their intended output by the means of internal audits and interactive follow-
up with different departments. Furthermore, the Quality Manager reports the performance of the
quality management system and opportunities for improvement to Power Systems management.
These reports, generally, are used as an input to regular management reviews (9.3.2).
Departmental manager, together with the Quality Manager, ensure the integrity, update and
effectiveness of the QMS.

6. Planning
6.1. Actions to address risks and opportunities
Power Systems Engineering (PSED) has established risk and opportunity management program
imbedded in each Department’s Operational Excellence (OE) elements. The risks and opportunities
were practically identified based on Enterprise Risk Management process and in line with each
department vision, mission and objectives. For effective risk and opportunity management, risk and
opportunity analysis results are reviewed by management on periodical basis.
The context of the risk and opportunity management is in line with the international standard. Hence,
its main objectives are to ensure the efficiency of the quality management system, minimize undesired
collateral damages, enhance the possibility of wanted potentials and finally achieve improvements.
With these objectives in mind, the risk program evaluates any risks and opportunities related to the
contextual issues of the PS’ departments and concerned parties’ requirements.
The output of risk analysis is a Risk Management Plan (RMP) document that contains a concise
description of risk management activities to be performed with timelines and activity owners. several
KPIs have been set and monitored to track identified risks and associated required actions. In addition,
the efficiency of these actions is being evaluated through management review meetings, internal
audits, customer surveys and, where relevant, data analysis. Refer to OE Process 11.1 Risk
Management process for more details.

6.2. Quality objectives and planning to achieve them

The management sets high expectation on establishing, communicating, updating and achieving
quality objectives that are relevant to the key departments’ objectives and in line with the quality
policy. Therefore, the quality objectives are linked with the KPI monitoring activities used by the
management to evaluate the effectiveness in accomplishing its intended results. In fact, monitoring
and evaluating the achievements of the quality objectives are important input to the continuous
improvement program adopted by the organization.
Equally important, the quality objectives’ related activities are aligned with the requirements of the
international standard. They are SMART and relevant to the conformity of PSED’s services.
Furthermore, when establishing the quality objectives, Power Systems determine the responsibility,
resources needed, target dates, analysis frequency, and results evaluation. This is done as part of
management reviews activities and maintained as a part of the quality management system
documentation.

6.3. Planning of changes

When Power System Engineering Department determines the need for changes to the quality
management system, the changes are carried out in a planned manner. Power System Engineering
Department considers:
a) The purpose of the changes and their potential consequences;
b) The integrity of the quality management system;
c) The availability of resources;
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d) The allocation or reallocation of responsibilities and authorities.
Refer to PSED OE Manual process 10.1.” Management of Change”.

7. Support
7.1. Resources
7.1.1 General
Power Systems Engineering is committed to provide all types of resources necessary for establishing,
implementation, maintenance and continuous improvement of the Quality Management System, for
achieving its intended results. Refer to OE process 6.1 - Efficient Resource Utilization for more details.

7.1.2 People
In order to operate and maintain an effective quality management system, resources capabilities and
constrains are determined. Moreover, through management review meetings, internal audits and
interactive follow up, external provision acquiring are planned when needed.

7.1.3 Infrastructure & Environment

The management recognizes the necessity for providing an adequate and suitable infrastructure to
achieve and maintain service conformity and customer satisfaction. Furthermore, to keep all the
personnel of the organization motivated, the management has provided suitable supporting facilities.
This includes, infrastructure required to maintain service conformity, equipment, materials, hardware,
software, workplaces, storage area, transportation means and associated utilities. Where applicable,
these resources are evaluated in regular management reviews, internal audits, and corrective-
preventive action related processes, with the aim of providing the necessary environment for the
operation of the quality management system and for services conformity achievement.

7.1.4 Monitoring and Measuring Resources

7.1.4.1 General
Power Systems Engineering Department has established the necessary procedure, to identify,
maintain and monitor the status of the measuring and test resources required to verify and
demonstrate the conformance of services to the specified requirements. In fact, these resources are
verified for suitability, and distributed to the relevant departments depending on the nature of the
required verification. Moreover, the relevant departments maintain these resources for ensuring
fitness for accurate measurements at all times.
For proper documentation purposes, Power Systems Engineering retains the necessary documentation
as an evidence of fitness of the monitoring and measuring tool.

7.1.4.2 Measurement traceability

For traceability purposes, measuring the test resources is tagged with unique identifiers with the aim
of maintaining and monitoring the status of these resources.
Maintenance team identifies the monitoring and measuring resources, which are calibrated regularly,
according to the calibration plan maintained by the team. In principle, the calibration activities are
performed internally or externally by a recognized international-standard accredited agency.
Moreover, the records of the calibration results, such as, validity period and next calibration dates are
being retained in accordance with procedure. Test equipment shall be calibrated by an approved
agency with ISO/IEC 17025 accreditation. Calibration shall be maintained and monitored on a regular
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basis.
Furthermore, the procedure describes the control measures needed, including verification of previous
measurements, in case of measuring and monitoring resources found damaged or unfit for its
purpose.

7.1.4.3 Organizational knowledge

Power Systems Engineering Department defines the organizational knowledge as the content of the
externally generated documents, knowledge gained by monitoring and analyzing the quality targets,
which takes forms of data analysis charts and tables and references such as standards and service
catalog, etc. Depending on the nature of the knowledge, Power Systems maintains the organizational
knowledge by means of Company server and hardcopy materials.

Refer to OE process 12.5- Knowledge Management and OE process 12.7 – Knowledge Transfer for more
details.

7.2. Competence
Power Systems Engineering Department relies greatly on the skills and competence of its personnel,
who have a direct impact on the quality of the services. Therefore, the competency needed to operate
the quality management system is determined and maintained, for each key position, as part of the
quality management system-documentation.
The required competence is used as a key criterion during the hiring process, with the aim of ensuring
that the key personnel are equipped by the needed skills. Furthermore, Power Systems Engineering
has established a documented system where the competency documents are retained for each
employee. Personnel training program to increase technical competency is part of Human Resources
initiative. A comprehensive training plan is implemented for personnel’s technical skill development.
The training needs of personnel are identified based on their past work experience, qualification,
continuous improvement processes, for the specific requirement and following the nature of the job.
Refer to OE Manual element 3 “Human Resources” for more details.

7.3. Awareness
The management reinforces the value of involving key personnel in the continuous improvement of
the QMS. Hence, it sustains the significant ingredient of achieving this value, by consolidating the
awareness of the quality policy (5.2), relevant quality objectives (6.2), staff contribution of the
effectiveness of the QMS and the implications of not conforming to the relevant standards
requirements. This is achieved through management reviews, and regular interaction with the
organization personnel.

7.4. Communications
Power systems quality management system is designed in a way that illustrates the communications
means internally and externally for each process (7.4), namely, what to be communicated (with
reference to quality forms where applicable), sequence of communications, responsibilities for each
communication step and communication methods.

Refer to OE Manual process 8.1 “Communication understanding of Policies” & OE process 9.1
“Communication of information” for more details.

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7.5. Documentation
7.5.1 General
In order to achieve the process approach principle effectively, Power Systems Engineering has
established a documented QMS that is implemented, maintained and continually improved by the
virtue of the application of its processes. In order to facilitate that, the QMS is structured in three
levels as following:
• Quality Manual including Quality Policy and Quality Objectives.
• Quality Procedures.
• Work Instructions, records, external documents and standards.

7.5.2 Creating and updating

The management has identified the documented information, required to satisfy the international
standard requirements, as quality formats, quality procedures, annexure and work instructions.
Moreover, the documented information takes a media of electronic forms uploaded to the Company
server, which is accessible to all relevant personnel. On the other hand, the filled in formats, which is
used as an evidence of conformity, is preserved as hard materials in the Power Systems Engineering
storage cabinet.

7.5.3 Control of Documentation

The documented information is, electronically, stored in the Company server, which is accessed by the
all authorized PSED employees.
On the other hand, the quality records (filled in hardcopy formats) are stored in a safe location to
avoid deterioration and unintended alteration, and are retrievable whenever required. Furthermore,
retention period is defined by the respective owner.
Besides safe storage and controlled access permissions, the documented information change
management is well established within the department.
Refer to OE Manual process 9.1 “Communication understanding of Policies” for more details.

8. Operation
8.1. Operation planning and control
Power Systems Engineering Department has established, implemented and maintained the
procedures, required/recommended by the international standards (4.4), which include the
procedures needed to meet the requirements of provision to implement the necessary activities to
meet the quality objectives and address risks and opportunities (6). The following paragraphs describe
how the Power Systems Engineering intends to meet the international standard requirements in this
context.

Regarding the process control, in addition to the activities planned in the quality control procedure
the control activities are integrated within each procedure, where appropriate. Moreover, Power
Systems inspection and test plans (ITP) are described in Power Systems verification and validation
strategy. Taking into consideration the services criteria are mainly customer focus and following
relevant standard requirements, acceptance criteria for processes and services are defined within the
quality control formats, where relevant.
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With respect to process management, the quality management system complies with the
international standard by defining the criteria, where relevant, for each procedure, namely, source of
inputs, inputs, sequence of activities, outputs and receiver of the outputs. In order to maintain the
confidence that the processes have been carried out as planned, and in order to demonstrate the
conformity of the services to their requirements, all key activities are recorded, and the records are
retained by the department (4.4).

Power System Engineering Department QMS ensures that outsourced processes are controlled as per
Section 8.4 in this manual.

Refer to ID OE Manual element 9 “Information and Documentation Management”, and process 10.1.”
Management of Change”, and element 7 “External Services”

8.2. Requirements of Services

8.2.1 Customer communication
Power Systems Engineering Department has developed a system for the implementation of an
effective customer communication, including services related information, inquiries and request
handling, feedbacks and complaints.
Customer feedback in terms of suggestions or complaints is handled through corrective/preventive
actions procedure where relevant, and is reviewed periodically in management review meetings.
Moreover, all complaints go through predefined procedure. All concerned personnel are qualified and
experienced and have in-depth knowledge of our services to satisfy any customer queries/complaints.
Refer to OE Manual element 2 “Customer Focus” for more details.

8.2.1 Determining the requirements for services

Power Systems Engineering Department considers determining and reviewing service requirements a
very important stage in its services life cycle. Therefore, service, statutory, regulatory and any other
relevant requirement are clearly defined and reviewed prior to providing services to the customer.

8.3. Design and development for products and services (Excluded)

This Clause is excluded from QMS because Power Systems Engineering Department (PSED) in not
involved in any design and development activities, that is affecting its services. Power Systems strictly
oversees manufactures standard and customized products according to customer drawings and
specifications.

8.4. Control of externally provided processes, and services

8.4.1 General
Externally provided services and services that are directly affecting the final services or being released
to the customers, are being well-controlled using predefined procedures. In order to provide
evidences of requirements conformity, the departments retain documented information including the
criteria for evaluation, selection, monitoring for performance and re-evaluation. Furthermore, when
needed, the supplier performance status is used as an input to the management review, i.e. any action

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stemming from the review will be recorded using the management review related documented
information.

Refer to OE Manual element 7 “External Services” for more details.

8.4.2 Type and extent of control

In order to ensure the suppliers that could directly affect the quality of the services are capable of
providing materials and services with the required quality, PS has established suppliers/vendors
evaluation system. The suppliers/vendors are evaluated on the basis of past experience, and quality
of services.

8.4.3 Information or external providers

Power Systems Engineering has established a well-defined procedure, that manages purchase
activities, including the activities related to ensuring the adequacy of requirement information, which
well be shared with the suppliers, where applicable. The requirement information, where appropriate,
includes the following:
8.4.3.1 Appropriate purchasing documents clearly describing specifications (drawing of products
if applicable) of materials, including, where necessary, process requirement, inspection
instructions and other relevant data.
8.4.3.2 Terms and conditions, and approval/release requirements for the purchased products and
services.
8.4.3.3 Where applicable, the requirements for competence and required qualification of persons
or product/service relevant standard compliance.
8.4.3.4 Department contact information and delivery criteria such as delivery date and destination.
8.4.3.5 As the approved suppliers are being evaluated on yearly bases, Power Systems believes
that it is appropriate to communicate the evaluation criteria with the suppliers. Therefore,
the supplier evaluation work instruction is shared with the suppliers at least once.
8.4.3.6 In the cases where organization or its customer intends to perform verification at the
supplier’s premises or at the project site, the intended verification arrangements and
method of product release is defined in the purchasing information.

8.5. Service Provision

8.5.1 Control of service provision
Service providing Managers ensure that provided services are performed according to the documented
procedures, quality plans and work instructions (where appropriate). The controlled conditions
include the following, as applicable:
• Proper information on customer requirements/services characteristics are provided by
engineering to deliver the products that comply with the applicable requirements.
• All written and controlled procedures and work instructions are available wherever required
for reference.
• The provided services are controlled, using suitable monitoring and measuring methods, at
subsequent stages by the trained and experienced team. Furthermore, these resources are
regularly maintained and calibrated/verified using a documented system, and the relevant
records are retained by the services manager.
• In order to verify the services processes, Power Systems Engineering Department has adopted
a verification and validation strategy in which the output of each key services’ process is being
verified. This is performed in a controlled manner and the relevant records are retained.
• To ensure proper services are provided and associated risks are mitigated, qualification of
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people, process and equipment is ensured for the provided services through the following:
o Qualified Power Systems’ Engineers and technicians (Qualification & Certifications).
o Work Instructions / Specific Methods.
o Effective Machinery, Test Equipment, tools and infrastructure.

• The validation of the process’s outputs, where the verification cannot be done by personnel,
is achieved by the means of continuous monitoring of the process parameters and product
characteristics.

8.5.2 Identification and traceability

Power Systems Engineering uses suitable means to identify outputs when it is necessary to ensure the
conformity of products and services.

Power System Engineering identifies the status of outputs with respect to monitoring and
measurement requirements throughout production and service provision.

Power Systems Engineering controls the unique identification of the outputs when traceability is a
requirement, and retains the documented information necessary to enable traceability.

Division Heads, through Supervisors and Group Leaders have overall responsibility for establishing and
maintaining identification throughout all stages of service delivery. This may include maintenance
records, reports, analysis, project name or BI/JO number, facility name and/or number, purchase order
number, or contract number.

8.5.3 Property belonging to customers or external providers

Power Systems Engineering exercises care with dealing with the customer property. This includes
identification, verification, protection and safeguarding customer property provided for use or to
support the provided services. If any customer property is lost, damaged or otherwise found to be
unsuitable for use, Power Systems Engineering will report this to the customer, maintain records and
take necessary action.

NOTE: A customer’s or external provider’s property can include materials, components, tools and
equipment, premises, intellectual property and personal data.

8.5.4 Preservation
Power Systems Engineering provides the suitable means for the preservation of service and also
maintains its record to the extent necessary to ensure conformity to requirements.
Power Systems Engineering provides maintenance services which require handling and storage of
electrical test equipment, spare parts, maintenance materials, heavy equipment and trucks, electrical
safety equipment, etc.
NOTE: Preservation can include identification, handling, contamination control, packaging, storage,
transmission or transportation, and protection.

8.5.5 Post-delivery activities

Power System Engineering has an overall accountability to ensure provided services meets required
quality level. Hence, Power Systems ensures the fulfillment of relevant statuary and regulatory
requirements, and customer requirements within Power Systems scope. Moreover, in case of conflict,
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Power Systems supports its customers in service delivery versus requirements matching and, where
applicable, installation support. Furthermore, Power Systems receives, analyzes and monitors
customer satisfaction by the means of customer feedback analysis.

8.5.6 Control of changes

Power Systems Engineering emphasizes the importance of change management, therefore, and where
applicable, the changes associated with the service provision are reviewed and authorized prior to
proceeding with service provision. Hence, the change management is integrated to all provided
services’ related procedures in order to ensure continuing conformity to Company standards and
customer requirements. In fact, the organization retains a documented information that describes
the review results, person authorizing the changes and actions arising from the review, if any.

Refer to OE Manual Process (10.1) “Management of Change” for more details.

8.6. Release of products and services

Power Systems Engineering has established- and implemented the necessary procedures to verify the
product and service conformity to the standard requirements at different stages.
In order to verify the conformance of the purchased materials and products, verification is performed
at incoming stage by the Store in-charge or quality control personnel. Criteria for the inspection are
defined and properly documented.
During provided services’ processes, the inspection and verification activities are performed by
maintenance and QC personnel. The verification is performed in accordance with pre-designed
procedures.
Finally, the services provided by Power Systems will not be released to the customer prior to series of
specific verification by maintenance, operation and QC personnel. Otherwise, special approval process
including management of change is implemented. Similar to previous stages, documented information
defining conformity evidences and person authorizing the release are retained.

8.7. Control of nonconforming outputs

Power Systems Engineering Department has installed the necessary measures that handle the
nonconforming outputs. This includes identifying, segregating, investigating, applying the necessary
correction actions, reverification of the nonconforming outputs after applying the correction,
obtaining authorization for acceptance under concession if applicable, and informing the customer in
case of nonconforming products were already released.
Power systems Engineering has established and implemented a designated procedure to deal with the
nonconforming outputs, which refers to the necessary retained documented information that
describes the nonconformity, the actions taken, any concession obtained and identifies the authority
deciding the correction action(s) and concession related to the nonconformity.

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9. Performance evaluation
9.1. Monitoring, measurement, analysis and evaluation

9.1.1 General
Power Systems Engineering determines:
a) What needs to be monitored and measured;
b) The methods for monitoring, measurement, analysis and evaluation needed to ensure valid results;
c) When the monitoring and measuring is performed;
d) When the results from monitoring and measurement is analyzed and evaluated.
Power Systems Engineering evaluates the performance and the effectiveness of the quality
management system.

Power Systems Engineering retains appropriate documented information as evidence of the results.
These activities include assessment of customer satisfaction, conduct of internal assessments, and
process monitoring and measurement.

Refer to OE process 12.4 “Performance Monitoring”

9.1.2 Customer satisfaction

The management lays great emphasis on the importance of maintaining and enhancing customer
satisfaction. Thereby, customers’ perceptions of the degree to which their needs and expectations
have been fulfilled are monitored, measured, analyzed and evaluated by the means of obtaining,
analyzing and evaluating the customer returns and customer surveys which includes specific
predesigned criteria to evaluate customer satisfaction.

Refer to OE process 2.1 “Identify Customers, Needs and Measure Satisfaction” for more details.

9.1.3 Analysis and evaluation

On regular bases, the Power System Engineering management evaluates and determines the indexes that
needed to be analyzed and evaluated, which depends on management interest, current market
situation and the international standard requirements. In light of that, and as part of management
review process, the analysis results are used to evaluate the following:
9.1.3.1 Customer returns, Internal NCRs and observations.
9.1.3.2 Customer surveys and feedback analysis.
9.1.3.3 Internal audits results.
9.1.3.4 KPI analysis and any change recommended to the quality management system.
9.1.3.5 Risks and opportunity related actions effectiveness.
9.1.3.6 Supplier evaluation results and NCRs related to the suppliers, if applicable.
9.1.3.7 Area of improvements related to the quality management system.

Refer to OE process 12.4 “Performance Monitoring” for more details.

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9.2. Internal audit

In order to verify the efficiency and effectiveness of the quality management system, Power systems
adopted and effective internal audit program with predetermined audit criteria and scope.
The planning of the internal audit program is carefully conducted considering the importance and
changes effecting the target process group, and results of previous audits.
Furthermore, the auditors are carefully selected considering objectively and impartiality of the audit
process.
As for the post audit activities, the quality manager communicates the audit results to the relevant
managers and follow up to ensure the effective implementation of the agreed on corrective actions.
The quality manager also ensures retaining the appropriate documented information of the audit
results.

9.3. Management review

9.3.1 General
The Power System Management has adopted a management review scheme in a form of management
review regular meetings, at least once a year. Mainly, the purpose of the management review
meetings is, in one hand, to review the quality management system with the aim of ensuring
sufficiency, effectiveness and alignment with Power System Engineering Strategy
The Power System Inspection Division is responsible for arranging the meetings, and the key
departments’ managers or their substitutes are invited to these meetings depending on the agenda
of the meetings.

9.3.2 Management review inputs

The management meetings review and evaluate, where applicable, the following topics:
9.3.2.1 The status of actions previous management reviews
9.3.2.2 Changes to the external and internal issues.
9.3.2.3 Data analysis evaluation on the following topics:
9.3.2.3.1 Customer surveys analysis and any feedback from suppliers, management and employees.
9.3.2.3.2 Key performance indexes analysis.
9.3.2.3.3 Internal audits results analysis.
9.3.2.3.4 Nonconformity, internal nonconformity and observations analysis.
9.3.2.3.5 Suppliers performance and evaluation related issues including relevant Nonconformity’s, if
exist.
9.3.2.4 Resources status for the coming period.
9.3.2.5 Risk and opportunity analysis session including evaluating the effectiveness of previously
agreed on actions.
9.3.2.6 Area of improvements and recommendations.

9.3.3 Management review outputs

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The output of management review meetings is expected to be in a form of management review
minutes of meeting, which includes brain storming and evaluation results and decision related to area
of improvements, and changes to the quality managements system and resources needed to
effectively implement the quality management system.
For documentation purpose, the quality manager is responsible for retaining documented information
of the results of the management review meetings.

10. Improvement
10.1. General
Power Systems Engineering has established, implemented and maintained a scheme for continuous
improvement by the means of the following:
• Establishing and communicating its quality policy
• Effective implementation of the internal audit program
• Sufficient implementation of corrective actions and risk assessment sessions
• Establishing and implementing flexible continual improvement plan, which provides the
framework for setting and monitoring the quality objectives.
• Conducting management review meetings at defined periods to evaluate the quality
management system and decide on the continuous improvement actions

Refer to OE process 12.1.” Innovative Idea Generation, Development and Implementation”, OE process
12.3. “Benchmarking”, OE process 12.6.” Continuous Improvement” and OE process 12.4.
“Performance Monitoring”.

10.2. Nonconformity and corrective action

In case of the identification of a non-conforming output at any stage of the process, the power system
QA/QC engineer will raise a corrective/preventive action request, to the responsible department, with
a clear description of the nonconformity. The responsible department, then, prioritizes implementing
correction action, and verifies the existence of similar nonconformities when dealing with the
nonconformity in accordance with procedure.
Depending on the nature of the nonconformity, the responsible department, together with the quality
department, evaluate the need for further root cause analysis, including actions to determine and
eliminate the root cause. Eliminating the root cause is achieved by determining and implementing the
appropriate corrective action(s), which is performed by the concerned person and evaluated for
relevancy and effectiveness by the quality manager.
The data from the nonconforming outputs, including the nonconformity description and corrective
actions descriptions, is retained as a documented information and, furthermore, analyzed by the
quality manager or relevant department manager, and then evaluated during the management review
meetings, which could lead to changes in the quality management system. When appropriate, the
nonconformity data analysis will be used as an input to the risk sessions during the management
review meetings.
Refer to OE Manual process 12.2 “Root Cause Analysis” for more details.

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10.3. Continual improvement

The design of the Power System Engineering department’s quality management system facilitates and
encourage the implementation of the continual improvement program by the virtue of effective
implementation of the internal audit program, customer feedback analysis, quality objectives
achievement analysis, effective implementation of the corrective and preventive actions and
management review meetings. Consequently, Power systems ensures adequacy, suitability and
effectiveness of the quality management system at all times, moreover, it continually maintains and
enhances customer satisfaction.

Refer to OE process 12.6.” Continuous Improvement” and OE process 12.4. “Performance Monitoring”.

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APPENDIX A: ABBREVIATIONS

GI – General Instruction
NCR - Non-Conformance Report
OE: Operational Excellence
QMS – Quality Management System

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APPENDIX B: REVISION SUMMARY

Date of Revision Revision Statement

April 24, 2022 Quality Manual has been reviewed and
revised to be aligned with the up-to-date
ISO 9001:2015

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