13 LBNL PUB 3111 Quality Assurance Program Description.pdf

QUALITY ASSURANCE PROGRAM

DESCRIPTION

LBNL/PUB-3111, Rev. 11

EFFECTIVE DATE: December 31, 2013

Ernest Orlando Lawrence Berkeley National Laboratory

This work is supported by the U.S. Department of Energy under Contract No. DE-AC02-05CH11231 .

LBNL/PUB-3111, Quality Assurance Program Description, Revision 11 Effective Date: 12/31 /13

Approved by:

Approved by:

Approved by:

Review and Approval

Aundra Richards Manager, Berkeley Site Office Department of E ergy enn D. Kubiak Chief Operating Officer Lawrence Berkeley National Laboratory

Director, Institutional Assurance ~ wrence Berkeley National Laboratory

Preparedby: ~ elanie Gr ois

Manager, Assurance & Quality Program Office of Contractor Assurance Lawrence Berkeley National Laboratory

Date:

Date:

~ l

Date:

Date:

This document was prepared as an account of work sponsored by the United States Government. While this document is believed to contain correct information, neither the United States Government nor any agency thereof, nor the Regents of the University of California, nor any of their employees, makes any warranty, express or implied, or assumes any legal responsibility for the accuracy, completeness, or usefulness of any information, apparatus, product, or process disclosed, or represents that its use would not infringe privately owned rights. Reference herein to any specific commercial product, process, or service by its trade name, trademark , manufacturer, or otherwise, does not necessarily constitute or imply its endorsement, recommendation, or favoring by the United States Government or any agency thereof, or the Regents of the University of

California. The views and opinions of authors expressed herein do not necessarily state or reflect those of the United States Government or any agency thereofor the Regents of the University of California.

Table of Contents

RECORD OF REVISION

OBJECTIVES AND APPLICABILITY

1.0 ORGANIZATION AND QUALITY ASSURANCE PROGRAM

1.1 ORGANIZATION

1.2 GRADING ITEMS AND SERVICES AND APPL YING MANAGEMENT CONTROLS .8

1.3 PLANNING

1.4 STAFF PROFICIENCY

2.0 QUALITY IMPROVEMENT

2.1 MANAGEMENT ASSESSMENT

2.2 ASSESSMENT

2.3 CONTINUOUS IMPROVEMENT

3.0 DOCUMENT AND RECORDS MANAGEMENT

3.1 DOCUMENT CONTROL

3.2 CONSENSUS STANDARDS

3.3 RECORDS MANAGEMENT

4.0 WORK PROCESSES

4.1 DESIGN

4.2 PROCUREMENT

4.3 ACCEPTANCE OF PROCURED ITEMS OR SERVICES

4.4 INSPECTION

4.5 TESTING

4.6 MONITORING, MEASURING, TESTING & DATA COLLECTION EQUIPMENT

4.7 CALIBRATION

4.8 SAFETY SOFTWARE QUALITY ASSURANCE

ATTACHMENT A- DEFINITIONS

ATTACHMENT B- GRADED APPROACH RISK METHODOLOGY

ATTACHMENT C - QUALITY CLAUSES

Effective Date: 12/31 /13 Page 4 of 32

Record of Revision Rev. No. Date Description

3 DRAFT Rewrite of the LBL Institutional Quality Assurance (11/11/92) Program Plan, Rev. 2, dated December 21, 1988, to incorporate requirements of DOE Order 5700.6C.

3 213193 Comments incorporated. Issued to Laboratory for use.

4 6/15/94 Updated in the following areas:

-suspect/counterfeit parts program -maintenance management -DOE Order 5480.25, Accelerator Safety -total quality management -general editorial

5 1115/96 Rewrite of OAP, Rev. 4 6 1/15/98 Revise to integrate with ISMS 7 4/18/00 Updated in the following areas:

- IO CFR 830.120 and 414.1, Quality Assurance

- conduct of operations

- maintenance management

8 12/06 Rewrite of the LBNL Operating and Quality Management Plan, dated April 18, 2000, to incorporate requirements of DOE Order 414.1 C and ISO 9001-2000. Also updated to reflect current LBNL organizations and operations.

Appendix D demonstrates how QAPD addresses DOE 0

414.1 C requirements.

9 06/08 Clarified section 2.7, Document Control policy.

10 10/08 Clarified and expanded upon section 2.6.5, Software Quality

Assurance 11 12/31/13 Changed the title of this document from "Operating and

Quality Management Plan" to "Quality Assurance Program Description" (QAPD); rewrote to describe how the Lab implements QA requirements; moved policy to the RPM and removed procedural steps; aligned QAPD with the Contractor Assurance and Integrated Safety Management systems; better aligned QAPD elements with DOE 0

414.1 D and ANSI/ISO/ ASQ Q9001-2008; added definitions

and quality clauses; and revised the Graded Approach Risk Methodology.

Table of Contents

RECORD OF REVISION

OBJECTIVES AND APPLICABILITY

1.0 ORGANIZATION AND QUALITY ASSURANCE PROGRAM

1.1 ORGANIZATION

1.2 GRADING ITEMS AND SERVICES AND APPL YING MANAGEMENT CONTROLS .8

1.3 PLANNING

1.4 STAFF PROFICIENCY

2.0 QUALITY IMPROVEMENT

2.1 MANAGEMENT ASSESSMENT

2.2 ASSESSMENT

2.3 CONTINUOUS IMPROVEMENT

3.0 DOCUMENT AND RECORDS MANAGEMENT

3.1 DOCUMENT CONTROL

3.2 CONSENSUS STANDARDS

3.3 RECORDS MANAGEMENT

4.0 WORK PROCESSES

4.1 DESIGN

4.2 PROCUREMENT

4.3 ACCEPTANCE OF PROCURED ITEMS OR SERVICES

4.4 INSPECTION

4.5 TESTING

4.6 MONITORING, MEASURING, TESTING & DATA COLLECTION EQUIPMENT

4.7 CALIBRATION

4.8 SAFETY SOFTWARE QUALITY ASSURANCE

ATTACHMENT A-DEFINITIONS

ATTACHMENT B - GRADED APPROACH RISK METHODOLOGY

ATTACHMENT C - QUALITY CLAUSES

LBN L/PU B-3111, Quality Assurance Program Description, Revision 11 Effective Date: 12/31 /13 Page 4 of 32

Record of Revision Rev. No. Date Description

3 DRAFT Rewrite of the LBL Institutional Quality Assurance (11/11/92) Program Plan, Rev. 2, dated December 21, 1988, to incorporate requirements of DOE Order 5700.6C.

3 213193 Comments incorporated. Issued to Laboratory for use.

4 6115194 Updated in the following areas:

-suspect/counterfeit parts program -maintenance management -DOE Order 5480.25, Accelerator Safety -total quality management -general editorial

5 1115/96 Rewrite of OAP, Rev. 4 6 1/15/98 Revise to integrate with ISMS 7 4/18/00 Updated in the following areas:

- 10 CFR 830.120 and 414.1, Quality Assurance

- conduct of operations

- maintenance management

8 12/06 Rewrite of the LBNL Operating and Quality Management Plan, dated April 18, 2000, to incorporate requirements of DOE Order 414.1 C and ISO 9001-2000. Also updated to reflect current LBNL organizations and operations.

Appendix D demonstrates how QAPD addresses DOE 0

414.1 C requirements.

9 06108 Clarified section 2.7, Document Control policy.

10 10/08 Clarified and expanded upon section 2.6.5, Software Quality

Assurance 11 7/31/13 Changed the title of this document from "Operating and

Quality Management Plan" to "Quality Assurance Program Description" (QAPD); rewrote to describe how the Lab implements QA requirements; moved policy to the RPM and removed procedural steps; aligned QAPD with the Contractor Assurance and Integrated Safety Management systems; better aligned QAPD elements with DOE 0

414.1 D and ANSI/ISO/ ASQ Q9001-2008; added definitions

and quality clauses; and revised the Graded Approach Risk Methodology.

Objectives and Applicability

The Lawrence Berkeley National Laboratory (LBNL) Quality Management System (QMS) complements, and is integrated with, the Integrated Safety Management System (ISMS) and the Contractor Assurance System (CAS).

The QMS provides processes and tools to ensure that quality, reliability and sustainability are achieved, in conjunction with the ISMS and CAS objectives. The QMS ensures compliance with contract requirements so that the expectation for safe work within controls is met. Additionally, this ensures that workers the environment and the public are reasonably protected from harm.

The QMS is designed to assist the Lab in:

a) Determining the processes needed for the quality management system and their application at all functions of business

b) Determining the sequence and interaction of these processes,

c) Determining criteria and methods needed to ensure that both the operation and control of these processes is effective

d) Ensuring the availability of resources and information necessary to support the operation and monitoring of these processes

e) Monitoring, measuring and analyzing these processes

f) Implementing actions necessary to achieve planned results and continual improvements of these processes.

In addition to the Quality Assurance Policy, documented in the Requirements and Policies Manual (RPM), the LBNL Quality Assurance Program Description (QAPD) documents the operating principles and practices used by organizations to achieve reliable, safe, and quality performance in their work activities. The QAPD is designed to:

• Describe the elements necessary to integrate quality assurance, management systems, and process controls into Laboratory operations.

• Provide the framework for LBNL administrators, managers, supervisors, and staff to plan, manage, perform, and assess their work.

The QAPD applies to all LBNL organizations. All LBNL operating units are engaged with organizing their resources, managing and ensuring the safety and quality of their processes and activities, and evaluating the results of their performance. Where the Laboratory outsources processes that affect the safety and quality of items, services and activities, it ensures that controls are in place to govern these processes.

The level of rigor in applying the QAPD principles, requirements, and practices is based on a graded approach, with consideration given to the organization's mission, its programmatic or operational significance, and its environmental, safety, and health consequences to personnel, environment, and the general public. Attachment B, Graded Approach Risk Determination, contains a methodology that is suggested to grade processes, items, and activities to determine the applicable level of control and rigor with which the control is applied.

Depending on contractual or regulatory requirements, certain organizations may require additional program- or facility-specific plans to ensure that relevant policies, administrative and work procedures, and technical information are provided to affected individuals. The use of national or international consensus standards is encouraged for organizations that have unique or specific work activities that require consistent results and/or conformity to specifications.

SOURCE DOCUMENTS

• 10 CFR 830, Nuclear Safety Requirements, Subpart A, Quality Assurance Requirements

• Contract 31, Clause H30 , Contractor Assurance System

• DOE 0 414.10 Admin Chgl, Quality Assurance

• DOE P 450.4A, Integrated Safety Management System Policy

• ANSI/ISO/ ASQ 9001 :2008, Quality Management Systems - Requirements

REFERENCED DOCUMENTS

• DOE 0 221. lA, Reporting Fraud, Waste, and Abuse to the Inspector General

• DOE M 232.1, Occurrence Reporting

• Engineering Process Guide

• LBNL/PUB-3140, Integrated Environment, Safety & Health Management Plan

• LBNL/PUB-3193, Design and Construction Management Procedures Manual

• LBNL/PUB-5519 ( 1), Issues Management Program Manual

• LBNL/PUB-5519 (2), Causal Analysis Program Manual

• LBNL/PUB-5519 ( 4 ), Lessons Learned and Best Practices Program Manual

• Policy 04.03.0001.000, Quality Assurance

• Procedure 10.06.001.101, Developing, Reviewing and Approving Non-Policy Institutional Documents

• Procedure 10.06.001.102, Developing, Reviewing and Approving Institutional Policies

• Procedure 04.03.001.002, Safety System Software Quality Assurance

• Requirements and Policies Manual (RPM)

1.0 Organization and Quality Assurance Program

An appropriate management structure, a proficient staff, clear roles, strong accountability and a systematic approach in planning work are key elements in sustaining a safe and high level of performance. This section describes the organizational structure and general principles that are the basis for the LBNL QA Program.

1.1 Organization

The Laboratory is organized hierarchically by divisions, departments, groups, and offices. A description of the organization is maintained for each of these levels. This information is the basis for identifying the functional responsibilities, levels of authority, and interfaces both within and among organizations. Organizational information is communicated to all affected Laboratory personnel and guests. The description of the organization includes the following information:

• The organization name

• The core function(s) or mission of the organization

• The roles, responsibilities, and authorities of manager(s) and staff, including clear and concise safety responsibilities

LBNL/PU B-3111, Quality Assurance Program Description, Revision 11 Effective Date: 12/31 /13 Page 7 of 32

The description of Laboratory organizations is found at the LBNL internet web site (http://www.lbl.gov/Workplace/organization.html). Each division is responsible for maintaining the currency of its organization chart in both printed and electronic versions.

1.1.1 Office of Institutional Assurance (OIA)

The OIA manages implementation of contractor and quality assurance and provides oversight of LBNL's management systems and operating processes to ensure that compliance, best practices, and continuous improvement are achieved at LBNL in support of excellence in science. OIA works with managers, supervisors, and staff to manage contract requirements, establish performance measures, develop assessment protocols, identify deficiencies, and implement improvements. OJA has critical oversight, feedback, and process improvement roles with respect to performance deficiencies, and maintains centralized tracking of issues/corrective actions and lessons learned/ best practices for regular reporting to relevant line managers, LBNL Management, UC Governance, and DOE.

The Director of the OIA is the senior LBNL manager who has the responsibility and authority to develop, implement, assess, and improve the LBNL QAPD.

The Director of OIA ensures that the QAPD is in conformance with the requirements of DOE 0 414.1 D, Quality Assurance, and with applicable elements of ANSI/ISO/ ASQ Q 9001-2008, the international consensus standard for quality assurance.

1.1.2 Office of Contractor Assurance

Under the Director's charge, staff from the Office of Contractor Assurance (OCA) has the day-to-day operational responsibility to ensure that compliance in support of scientific excellence, best practices, and ·continuous improvement are achieved at LBNL.

Office of Contractor Assurance (OCA, part of the OIA), is responsible for establishing and maintaining the system and processes for managing contractually-based requirements, which includes:

I . Providing a structure for oversight and assurance activities; and

2. Developing, maintaining and overseeing an institutional quality assurance program including:

a. Graded Approach: Using a risk-based approach, apply the appropriate level of conti'ol and rigor to procurement, design, development, fabrication, inspection, testing, assessment and issues management.

b. Work Processes: Designing, documenting and implementing engineered and administrative controls to ensure work performed is sustainable and reliable.

c. Continuous improvement: Performing assessments and reviews; establishing and maintaining measures to monitor DOE contract performance; establishing and maintaining an issues management program for Laboratory operations; developing and maintaining mechanisms for regular reporting to stakeholders on LBNL performance developing and maintaining a Laboratory-wide Operating Experience Program for communication within the Laboratory and the DOE complex.

OCA is an internal assurance organization, independent from line management and is authorized to have unrestricted access to personnel, records, and other information sources necessary to carry out its duties . OCA staff possesses the requisite experience, training, and skill s to manage the QA Program, as documented in staff position descriptions.

1.1.3 Management

LBNL management has overall responsibility for successfully accomplishing activities subject to this QAPD.

Management provides the necessary planning, organization, direction, control, resources and support to achieve their defined objectives . Additionally, management is responsible and accountable for establishing and

Effective Date: 12/31 /13 Page 8 of 32 implementing policies, plans and procedures that control the quality of work, consistent with the provisions of this

QAPD.

1.1.4 Employees

Employees are responsible for the quality of their work and for promptly reporting all existing, developing or potential conditions adverse to quality to the responsible management for evaluation and action.

1.2 Grading Items and Services and Applying Management Controls

LBNL uses a graded approach to determine the level of controls and the rigor with which those controls are applied to items, services or activities. The objective of the graded approach is to ensure that work activities are managed commensurate with the risks involved.

The extent of controls applied to an item or activity vary as a function of the degree of confidence needed to achieve the desired quality of the item or activity. The graded approach process provides the flexibility to design and implement controls that best suit the facility or activity. Organizations should develop their own method to determine that the defined grading process is effective.

Attachment B, Graded Approach Risk Determination, may be used by organizations to determine the risk of an item or activity, which drives the level of controls and the rigor with which quality requirements are applied.

1.3 Planning

Planning is a vital step in implementing a quality work process. It is a systematic approach used to identify, in advance, the parameters and actions necessary to execute or arrange an activity, function, or project. Good planning generally results in higher efficiency, effectiveness, safety, quality in products and services, and customer satisfaction. LBNL uses an ongoing process that begins as early as practical to allow sufficient time to address issues such as the following:

• Funding

• Organizational interfaces and authorities for those managing, performing, and assessing work

• Resource allocation

• Requirements for written procedures, instructions and drawings

• Identification of work standards and requirements

• Identification of controls

• Staff training needs

Examples of planning include:

• Strategic/Business plans

• Risk assessment meetings

• Operation and planning meetings (e.g., staff meetings, project meetings, program reviews)

• Research and program proposals that describe the work objectives and the proposed actions/steps

• Work plans or work authorizations that address work objectives, resource requirements, work hazards, and the implementation of controls

• Work or project schedule

• Operational policies and procedures

Performance measures and results

1.4 Staff Proficiency

LBNL ensures that personnel selected to perform work have the education, skills, experience and training commensurate with the work to be performed.

Effective Date: 12/31 /13 Page 9 of 32

To ensure consistent hiring practices, the Human Resources Department provides the institutional policies and procedures for personnel qualification, selection, and training. Additionally line management ensures that personnel receive indoctrination and training, including on-the job and hands-on training, as needed, to achieve initial proficiency; maintain proficiency; and adapt to changes in technology, methods, job responsibilities and implementing procedures necessary to perform work:

• Position requirements are established at the time of recruitment and selection. Each job position is analyzed to determine the task responsibilities of the position. The position requirements define the minimum education, experience, and skills necessary to fill the position. Requirements for certification and licenses are also identified at this time. Candidates' qualifications must also be verified during the hiring process.

• Training needs for each position are determined and documented based on the scope, hazards, and complexity of the job and on any institutional and regulatory training requirements

• Job orientation, required reading, and on-the-job training is completed as early as possible after the job assignment. Some training is required prior to the actual performance of work. On-the-job training is administratively controlled to ensure that such training is not allowed to adversely affect work quality or operational safety.

• Guest/visitor or affiliate training or orientation may be required based on the scope, length, hazards, and complexity of the job assignment. Training for affiliates, guests and visitors is documented.

• Periodic training and refresher training is provided to ensure continued job proficiency and to improve overall performance and safety.

• Performance evaluations are conducted at least annually for every position to ensure that job proficiency is being maintained and improved. This process is described in the Performance Evaluations Guidance issued annually by Human Resources.

• Where appropriate, professional development plans are developed to encourage staff to improve their knowledge, abilities, and skills. These plans require management approval. This process is described in the Performance Evaluations Guidance issued annually by Human Resources.

2.0 Quality Improvement

Quality improvement is a management process carried out to improve items, services, products or processes. All aspects of work that affect quality and the management system are subject to continuous improvement through assessment and feedback processes.

Assessments are performed using a graded approach, based on the risk inherent in the involved organizations, systems, and processes. Managers regularly assess their organizations and functions. As appropriate, independent internal and/or external assessments are performed to provide LBNL managers with additional insight into their operations. Results of management and independent assessments are considered collectively in improving quality.

Findings and corrective actions from all assessments, are managed in accordance with the LBNL Issues Management Program (LBNL/PUB-5519 (I). Causes of findings are determined and corrective actions are developed and tracked in the LBNL Corrective Action Tracking System (CA TS),_in accordance with the LBNL Causal Analysis Program (LBNL/PUB-5519_(2)). Findings that may benefit the Laboratory community should be considered for dissemination through the LBNL Lessons Learned and Best Practices Program (LBNL/PUB-5519 (4)).

2.1 Management Assessment

LBNL managers at all levels regularly assess the performance of their organizations and functions to determine how well objectives and goals are being met. Assessments by line managers focus on identifying and resolving both singular and systematic management issues and problems that may hinder the organization in achieving its scientific and operational objectives. Managers assess their processes for the following:

• Planning

• Organizational interfaces (internal and external to the organization)

• Integration of management systems (e.g., safety, security, quality)

• Organizational effectiveness, including customer satisfaction

• Use of performance metrics and peer reviews

• Training and qualifications

• Supervisory oversight and support

The management assessments include an internal evaluation of such conditions as the state of employee knowledge, motivation, and morale; communication among workers; the existence of an atmosphere of creativity and improvement; and the adequacy of human and material resources. The assessments also involve direct observation of work so that the manager is aware of the interactions at a work location. The observations can be supplemented with worker and customer interviews, safety and performance documentation reviews, and drills or exercises. The results of management assessments are documented and used as input to the organization's improvement process. The documentation can include agendas and minutes of staff and operations meetings, progress reports, performance evaluations, inspection reports, and self-assessment reports.

2.2 Assessment

2.2.1 Independent Assessment

Independent assessments advise LBNL managers on the quality of products, services, and processes produced by or for the organization. The type and frequency of independent assessments are based on the status, complexity, risk, and importance of the activities or processes being assessed. The assessments are performed by technically and programmatically knowledgeable personnel within LBNL who are free of direct responsibility in the areas they assess. The lead assessors must work for organizations that have sufficient authority and independence to gain access to senior Laboratory managers capable of directing line organizations to take actions in response to the assessment results.

Independent assessments review operational effectiveness and adherence to missions, goals, and objectives.

Independent assessments are formal assessments that include established protocols for conducting assessments and providing feedback to the assessed organizations. The type and frequency of independent assessments are based on the status, complexity, risk, and importance of the activities or processes being assessed. Independent assessments provide an objective form of feedback to Laboratory management that is useful in evaluating performance and identifying performance deficiencies and noteworthy practices.

Independent assessment results are documented in an assessment report. The assessed organization is responsible for responding to the assessment findings. This includes tracking deficiencies, developing and implementing corrective actions, and communicating noteworthy practices as appropriate.

Independent assessments are performed by:

LBNL organizations that may conduct independent assessments include OCA; Internal Audit Services; and the Safety Advisory Committee.

Parties external to LBNL. These reviews may be performed by the General Accountability Office, the DOE Inspector General, regulatory agencies, DOE representatives, peers within the DOE complex, or experts from private industry. Reviews may be initiated by external regulatory agencies intent on ensuring that LBNL operations are compliant with federal, state, and local regulations. DOE headquarters and BSO representatives may also perform reviews to evaluate operations and assess implementation of applicable DOE orders and directives. Reviews may also be initiated by the Laboratory.

2.2.2 Self-Assessment

Self-assessments are internal assessments of the LBNL functions performed by functional managers, line managers, and staff. Scope, criteria, and methodology for assessments are based on the primary risks inherent in work activities.

Effective Date: 12/31 /13 Page 11 of 32

LBNL functional managers regularly assess the performance of their organizations and functions to determine how well objectives and goals are met. Self-assessments focus on identifying and resolving both singular and systematic management issues and problems that may hinder the organization in achieving its scientific and operational objectives. Management also considers any previous findings from self-assessments and independent assessments.

Assessments may involve direct observation of work, testing controls, worker and customer interviews, documentation reviews, and benchmarking against other organizations. Self-assessment results are documented and used for continuous improvement. Assessment reports identify findings, observations, and noteworthy practices.

2.3 Continuous Improvement

Continuous improvement is an ongoing process that uses feedback to manage risks; improve processes, products, and services; and prevent or minimize operational problems (i.e. contractual, legal, financial, quality, safety deficiencies). Improvement involves:

Engaging management in prioritizing risk management and improvement opportunities Learning from operating experiences and the experiences of others, and developing and disseminating the associated lessons learned and best practices within specific Laboratory organizations, Lab-wide, and/or to the DOE complex.

A quality or safety problem is a collective term that involves a deficiency in an activity, product, service, item characteristic, program or process; or with an internal or external requirement.

Managers at all levels have the responsibility to correct deficiencies and improve, whenever possible, the processes, products, and services under their supervision.

2.3.1 Issues Management

Through the Issues Management Program, LBNL promptly identifies and manages issues to:

• Determine risk and significance

• Identify causes

Develop and effectively implement corrective actions to ensure successful resolution and prevent the same or similar problems from occurring

Issues are addressed on a risk-based graded approach. Depending on significance, issues may merit corrective action plan development, causal analysis, extent-of-condition review, and verification and validation.

LBNL/PUB-5519(1 ), Issues Management Program Manual, and LBNL/PUB-5519(2), Causal Analysis Program Manual, outline these requirements.

2.3.2 Lessons Learned & Best Practices

The LBNL Operating Experience Program is designed to ensure ongoing performance improvement, prevent the recurrence of significant adverse events/trends, and communicate implementation strategies that will help LBNL successfully meet the missions and goals set forth by DOE. LBNL reviews lessons learned and best practices from external sources (e.g., DOE corporate Lessons Learned, industry notifications, etc.) for applicability to the Lab.

LBNL/PUB 5519( 4), Lessons Learned and Best Practices Program Manual, outlines the requirements for sharing internal and external operational experiences within specific Laboratory organizations, Laboratory-wide, or with other facilities across the DOE complex.

2.3.3 Nonconforming and Suspect/Counterfeit Items

Organizations that perform inspection, testing and maintenance activities have established processes for dispositioning items and services that do not meet design requirements. Nonconforming items, including suspect/counterfeit items (S/Cls ), are uniquely identified and/ or segregated to prevent inadvertent use, and their dispositioned accordingly.

Examples of conditions that result in nonconformance include:

I. failure to meet technical or material requirements,

2. failure to meet a requirement in design documents,

3. a nonconformance cannot be corrected by continuation of the original manufacturing process or by rework, and

4. an item does not conform to the original requirement even though it can be restored to a condition such that its capability to function is unimpaired.

When nonconforming items are identified, the responsible engineer is notified to determine the disposition, which is either "use as is", "repair", "scrap", "replace". For "use as is" or "repair" dispositions, the responsible engineer reviews and approves the technical engineering justification for the disposition.

When nonconforming items are thought to be suspect or counterfeit), the OCA is notified by the organization that owns the S/CI to make the final determination regarding whether the item is suspect or counterfeit. Upon confirmation by the OCA that an item is an S/CI, the organization that owns it ensures that it is reported in the:

I. Occurrence Reporting and Processing System (ORPS) database, in accordance with DOE 0 232.1, Occurrence ReporNng; and

2. Corrective Action Tracking System (CATS) database in accordance with LBNL/PUB-5519 (I), Issues Management Program.

S/Cls are reported to the DOE Inspector General in accordance with DOE 0 221. IA, Reporting Fraud, Waste, and Abuse to the Impector General, via the ORPS database.

3.0 Document and Records Management

3.1 Document Control

Document control ensures that documents are prepared, reviewed, approved, issued, used, and revised to prescribe processes, specify requirements, establish design, or provide results of scientific or technical research and associated activities. Document control also ensures that the most current version of a document is available for those who perform work. Divisions are responsible for ensuring that documents are controlled to ensure the correct documents are being used.

LBNL organizations identify and describe the key processes used to meet the organization's scientific or operational objectives.

Core functions have descriptions, procedures, instructions, and/or drawings to direct and inform personnel how to perform the functions in an efficient and safe manner. Modification of approved procedures for core functions and other significant work processes requires use of a formal change control process if the changes impact the quality and/or safety of the activity. Change control must include approval signatures, effective date, and revision number for the changed procedure.

Notes, desk manuals, memos, operator aids, logbooks, notebooks, postings, and drawings are acceptable methods of written communication.

Oral instruction, when it is the only communication method used, is not considered sufficient for directing and/or communicating with personnel on core functions or other significant work processes.

Effective Date: 12/31 I 1 3 Page 13 of 32

Document control requirements are outlined in Procedure 10.06.001.101, Developing, Reviewing and Approving Non-Policy Institutional Documents and Procedure 10.06.001.102, Developing, Reviewing and Approving Institutional Policies.

3.2 Consensus Standards

The use of consensus standards where practicable and consistent with contractual or regulatory requirements is the preferred method on which to base a controlled work process or program. Consensus standards, for the purpose of the QAPD, include national and international standards, DOE technical standards, and standards and codes from nationally recognized professional societies. These standards, as applicable, may supplement or replace written procedures, instructions, and drawings.

ANSI/ISO/ASQ Q9000:2008 is the international consensus standard that LBNL uses for quality management.

3.3 Records Management

The Lab implements a records management process to ensure that records of policies, procedures, activities, and decisions are generated, maintained, and readily retrievable. Information and data that document the organization's research, operational, or administrative activities are retained as evidence of completed work and adherence to standards and procedures. A records or file inventory is established and maintained by the organizations. Records are transmitted to the LBNL Archives and Records Office in accordance with retention and disposition requirements.

4.0 Work Processes

Work is performed in accordance with established technical standards and administrative controls. Items are controlled to ensure their proper use and are maintained to prevent their damage, loss or deterioration. Equipment used for process monitoring or data collection is calibrated and maintained.

Personnel performing work are responsible for the quality of their work and line management is responsible for ensuring that the desired quality is achieved and improvement opportunities are identified.

4.1 Design

LBNL uses sound engineering and scientific principles and appropriate standards to develop and design items and processes. The design process includes:

1. conceptualization of the item or process being developed;

2. identification of business, technical and requirements;

3. feasibility assessment;

4. detailed design and analysis;

5. verification of the design; and

6. production.

Organizations implement configuration management procedures, techniques, and tools to manage, evaluate proposed changes, track the status of changes, and to maintain an inventory of system and support documents as the system changes. Configuration management, applied throughout the lifecycle, establishes and maintains the consistency of an item's performance, functional and/or physical attributes with its requirements, design and operational information throughout its life. A configuration management process allows management to track requirements throughout the life cycle through acceptance and operations and maintenance. As changes are inevitably made to the requirements and design, they are approved and documented, creating an accurate record of the system status.

Effective Date: 12/31 /13 Page 14 of 32

Additional requirements for design may be found in the Engineering Process Guide and LBNL/PUB-3193, Design and Construction Management Procedures Manual.

4.2 Procurement

LBNL ensures that procured items and services meet established technical, quality and business requirements, and that they perform as intended. Prospective suppliers are evaluated and selected based the supplier's capability to provide items or services in accordance with technical, quality and business requirements. The responsible organization verifies that suppliers continue to provide acceptable items and services.

Items known to have been suspect or counterfeit in the past (e.g., Grades 5 and 8 high-strength bolts, circuit breakers, and other S/Cis listed on the DOES/CI web site), particularly items intended for use in safety systems or critical applications, are be procured from qualified or dedicated suppliers. These types of items are purchased directly through the Procurement Department and specific supplier submittals such as Certificates of Conformance (CoCs) and/or Certified Material Test Report (CMTRs) are requested by the end user of the supplier to ensure the end user received what he/she requested.

The Procurement Department's suite of Standard Practices outline specific requirements for procuring items and services.

4.3 Acceptance of Procured Items or Services

To ensure that items and services meet specified technical and quality requirements prior to use, the purchaser or designee accepts them through verification methods. Verification includes inspection and testing of components, structures or systems to acceptance criteria. Verification methods include:

• Source Inspection

• Receiving Inspection

• Post Installation Testing

• Supplier Certificate of Conformance

4.3.1 Control of Supplier Nonconformances

The purchaser and supplier establish a process for dispositioning items and services that do not meet procurement document requirements. Nonconforming items are uniquely identified and/ or segregated to prevent inadvertent use. Examples of conditions requiring a report of nonconformance include:

1. failure to meet technical or material requirements,

2. failure to meet a requirement in supplier documents that have been approved by the purchaser,

3. a nonconformance that cannot be corrected by continuation of the original manufacturing process or by rework, and

4. an item that does not conform to the original requirement even though it can be restored to a condition such that its capability to function is unimpaired.

When nonconforming items are identified, the purchaser works with the supplier to determine the disposition (e.g.

"use as is", "repair", "scrap", "replace").

4.3.2 Commercial Grade Items

Commercial grade items are identified in an approved design output document, such as a drawing, specification, or other document translated from a design input document. An alternative commercial grade item may be applied as long as the responsible design organization provides verification that the alternative commercial grade item performs the intended function and meets design requirements that are applicable to both the replaced item and its application.

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Commercial grade items may be specified in the procurement document by the manufacturer's published product description. After receipt of a commercial grade item, the purchaser may perform inspections to ensure that:

I. damage was not sustained during shipment;

2. the item received was the item ordered;

3. inspection or testing is accomplished, to the extent determined by the purchaser, to ensure conformance with the manufacturer's published requirements; and

4. documentation, as applicable to the item, was received and is acceptable.

4.4 Inspection

Inspection is performed during the manufacturing or construction process of items or equipment. The extent of inspection is a function of the relative importance, complexity, and quantity of items or services. Inspections are performed by technically competent personnel are documented.

In some instances, hold points are used to control work that should not -proceed without the specific consent of the organization placing the hold point. The specific hold points are indicated in appropriate documents (e.g.

inspection plans, manufacturing travelers). Only the organization responsible for the hold point may waive the hold point.

There are various types of inspections that used to determine whether the system, structure, component or service performs as intended. Such as:

1. in-process inspections and monitoring,

2. final inspections, and

3. in-service inspections.

Documented inspection results are retained in accordance with Section 3.0, Document and Records Management.

Nonconforming items, including S/Cls, are identified and dispositioned in accordance with Section 2.3.3, Nonconforming and Suspect/Counterfeit Items.

4.5 Testing

LBNL performs testing to determine the capability, reliability and sustainability of an item against specified requirements by subjecting the item to a set of physical, chemical, environmental, or operating conditions.

Examples of such tests include prototype qualification tests, production tests, proof tests prior to installation, construction tests, and pre-operational tests.

Test results are documented and their conformance with acceptance criteria is evaluated by a qualified individual within the responsible organization to ensure that all test requirements have been satisfied. Documented testing results are retained in accordance with Section 3.0, Document and Records Management. During testing activities, if nonconforming items, including S/Cis are identified they are dispositioned in accordance with Section 2.3.3, Nonconforming and Suspect/Counterfeit Items.

4.6 Monitoring, Measuring, Testing, and Data Collection Equipment

Measuring and Testing Equipment (M&TE) includes inspection and test equipment, measuring and data collection equipment, equipment (either hand-held or installed) used for data indication, and other equipment used for data indication, collection, or evaluation. Calibration and control measures may not be required for rulers, tape measures, levels, and other such devices, if normal commercial equipment provides adequate accuracy.

Organizations that use M&TE are responsible for establishing and documenting a system to control the use and calibration of M&TE. This system includes a process to recall for calibration or removal from service M&TE that:

I. has exceeded its calibration interval;

2. has broken calibration seals;

3. has been modified, repaired, or has had components replaced; or

4. is suspected to be malfunctioning because of mishandling, misuse, or unusual results.

Additionally, an assurance mechanism is included in the process to evaluate the adequacy of the calibration system.

When M&TE is found to be out-of-calibration, an evaluation of the validity of previous inspection and test results and the acceptability of related items, data collected, and processes are monitored.

M&TE schedules, calibration records and other records are maintained by the organizations that own the M&TE.

Records of calibration include:

1. a description or identification of the item,

2. calibration interval,

3. date calibrated,

4. identification of the calibration source,

5. calibration results (data and status),

6. calibration action taken (e.g., adjusted, repaired, new value assigned), and

7. evaluation and corrective action taken in response to out-of-calibration conditions.

M&TE is labeled to indicate the calibration status, the date calibrated, the calibration due date or usage equivalent, and the identification of any limitations. When it is impractical to apply a label directly to an item, the label may be affixed to the instrument container or some other suitable means may be used to reflect calibration status.

M&TE is handled, stored and transported in a manner that does not adversely affect the accuracy of the equipment. Due consideration is given to temperature, humidity, lighting, vibration, dust control, cleanliness, electromagnetic interference, and any other factors affecting the results of measurements.

4. 7 Calibration

M&TE requiring calibration is calibrated at periodic intervals established and maintained to ensure acceptable reliability. Reliability is described as the probability that M&TE will remain in tolerance throughout the interval.

Intervals are established for M&TE requiring calibration unless the equipment is regularly monitored through the use of check standards in a documented measurement assurance process. Check standards closely represent the item parameters normally tested in the process, and the check standard is verified periodically. Where intervals are used to ensure reliability, the interval setting system is systematically applied and states reliability goals and a method of verifying that the goals are being attained. Intervals may be based on usage or time since last calibration.

Exemptions from periodic calibration may be approved. The recall system may provide for the temporary extension of the calibration due date for limited periods of time under specified conditions that do not unreasonably impair the satisfaction of task objectives.

If M&TE is found to be significantly out-of-tolerance during the calibration process, the cognizant organization notifies the appropriate personnel of the out-of-tolerance condition, and provides them with the associated measurement data so appropriate action can be taken.

4.8 Safety Software Quality Assurance

The LBNL approach to Safety Software Quality Assurance is based on the principle that software which is part of a system where degradation of the confidentiality, integrity, or availability of the software can have a foreseeable, Effective Date: 12/31 /13 Page 17 of 32 significant impact on human safety, taking into account compensating controls, must be appropriately controlled and tested.

Software that forms part of a safety chain in high-risk facilities, but for which adequate non-software controls exist to prevent a degradation of the software from impacting worker safety may adopt a subset of these controls at management discretion, but is not covered by this document directly.

The SSQA approach sets four core requirements:

1. The process owner must consider the system as a whole in considering the risks, taking into account software and non-software components.

2. The Software must be documented to a level where users, developers, and those providing oversight can understand its functions.

3. Tests must be created and executed which clearly show that the software is performing as intended across a range of operating conditions. These tests must be repeated at any time that the environment or the software changes in a way that could create differences in behavior.

4. Changes to the software must be approved, documented, tested, and archived to provide for rigorous, continuous oversight.

Safety software includes:

1. safety system software, safety and hazard analysis software and design software,

2. safety management and administrative control software;

3. software that performs a safety function as part of a system, structure or component (SSC); and

4. software that is cited in either a DOE-approved safety analysis document (SAD) or a Lab Directorate approved hazard analysis document (HAD).

Procedure 10.01.003 .03, Safety Software Quality Assurance Requirements, contains the expectations for safety system software quality assurance including the evaluation of software, graded approach, types of software, configuration management, and documentation.

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ATTACHMENT A- Definitions

Acceptance The documented determination by the receiving organization that an item, service or work project is suitable for the intended purpose

Administrative Controls Provisions relating to organization and management, procedures, recordkeeping, assessment and reporting necessary to ensure safe operation of a facility.

Assessment, Management Periodic assessment by managers at every level of their organizations and functions to determine how well they meet customer and performance expectations and mission objectives, identify strengths or improvement opportunities, and correct problems. Assessments should address the effective use of resources to achieve the organization's goals and objectives.

Assessment, Self Periodic assessment by the line of their programs, processes or functions, or elements therein to determine how well they are performing to established requirements, identify strengths or improvement opportunities and correct problems.

Calibration The set of operations which establish, under specified conditions, the relationship between values indicated by a measuring instrument or system, and the corresponding standard or know values derived from the standard.

Certificate of Conformance A document signed or otherwise authenticated by an authorized individual certifying the degree to which items or services meet specified requirements.

Certification The act of determining, verifying and attesting to, in writing the qualifications of personnel, processes, procedures, or items in accordance with specified requirements.

Commercial Grade Item An item that is 1) not subject to design or specification criteria unique to a LBNL program or facility, 2) used in applications other than the nuclear industry and 3) ordered from the manufacturer or supplier on the basis of specifications set forth in the manufacturer's published product description.

Configuration Management The process of identifying and defining the configuration items in a system, controlling the release and change of these items throughout the system life cycle, and the recording and reporting of the status of configuration items and change requests.

Corrective Action An action that eliminates a deficiency and/or a cause…