Blount_Island_Command_Quality_Manual.pdf

Blount Island Command ISO 9001:2008 Quality System Manual

(BICmd Order P5000.11)

Revision D

12/28/2012

Blount Island Command 5880 Channel View Blvd, Jacksonville, FL 32226

Table of Contents Chapter 1 Quality System Scope & Structure

A. Introduction:

B. Program Overview (ISO 5.1):

C. Program Scope (ISO 1.1):

D. Program Exclusions and Outsourced Processes (ISO 1.2, 7.5.2):

E. Blount Island Quality Management Structure (B-QMS) (ISO 4.1, 4.2.1):

F. Revision History (ISO 4.2.3)

G. Approvals by Principal Staff (ISO 4.2.3)

Chapter 2 Quality Program Management (ISO 5.0)

A. Introduction:

B. Quality Vision, Mission, and Policy:

1. Quality Vision (ISO 5.2):

2. Quality Mission (ISO 5.2):

3. Quality Policy (ISO 5.1, 5.3):

C. Quality Objectives and Goals (ISO 5.4.1):

1. External Objectives and Goals (ISO 4.2, 5.4, 7.2, 7.4, 8.2, 8.4, 8.5):

2. Internal Objective and Goals (ISO 4.2, 5.4, 7.2, 7.4, 8.2, 8.4, 8.5):

3. Quality Index Metrics (ISO 5.4.1):

D. Command Structure (ISO 5.5, 5.5.1):

E. Responsibilities, Authorities & Internal Communication (ISO 5.5.1, 5.5.3):

1. Commanding Officer:

2. Deputy Director:

3. ISO Management Representative (ISO 5.5.2.):

4. Principal Staff Members:

5. Branch Heads:

6. All Employees:

F. Quality Management Structure (ISO 5.5.1, 7.2, 8.4):

1. Integrated Baseline Review (IBR):

3. Business Process and Quality Review Board (BPQRB):

4. Quality Assurance Surveillance Plan (QASP) Structure (ISO 5.4.2)

G. QASP Execution (ISO 8.2.3):

H. Quality Evaluation Methods (ISO 8.1, 8.2.3):

1. 100% Evaluation:

2. Random Sampling:

3. Periodic Evaluation:

4. Customer Input:

5. Contract Discrepancies (ISO 7.4, 8.5.2, 8.5.3):

6. Reports (ISO 8.4 & 8.2.1):

7. Voice of the Customer (VOC):

I. Documentation Requirements (ISO 4.2.3, 4.2.4.):

J. Resource Management (ISO 6.1):

1. Human Resources (ISO 6.2.1, 6.2.2):

K. Information Systems Management Office (ISMO) (ISO 4.2.4, 6.3, 7.3):

Chapter 3 Quality Process Management

A. Introduction:

B. B-QMS Process:

1. Process Interaction & Controls (ISO 0.2., 7.5.1):

2. Management Review & Process Monitoring/Measuring (ISO 5.6, 8.2.3, 8.4):

C. Quality System Planning & Control (ISO 5.4.2, 7.1, 7.5.3):

1. Overview of Planning Control:

2. Document Control (ISO 4.2.2, 4.2.3):

3. Records Control (ISO 4.2.4):

4. Communications (ISO 5.5.3):

5. Internal Auditing (ISO 8.1, 8.2.2):

6. Data Analysis (ISO 8.4):

7. Corrective & Preventative Action Request (CPARS)-(ISO 8.5.2, 8.5.3):

8. Customer Oriented Processes (ISO 7.5):

9. Contract Review (ISO 7.2, 7.2.1, 7.2.2, 7.2.3, 7.5.1):

10. Planning of Product Realization (ISO 7.1):

11. Control of Monitoring and Measurement Equipment (ISO 7.6):

D. Work Processes & Responsibilities (ISO 5.5.1, 6.4, 7.5.1, 7.5.5):

E. Monitoring and Measuring of Product (ISO 8.2.4, 8.3, 8.4):

1. Defining Non-Conforming Product for Quality:

2. Defining Non-Conforming Product for Resource Management:

F. Control of Nonconforming Product (ISO 8.3)

1. Quality Review Forms (QRFs):

2. Quality Management Challenges (QMCs):

G. Continuous Process Improvement (ISO 8.5, 8.5.1):

Appendix A: Quality System/Manual Definitions/Acronyms

Appendix B: Controls for Customer-Orientated Processes

Appendix B: Controls for Customer-Orientated Processes (Con’t)

Appendix C: Work Processes & Responsibilities

Appendix D: Master List of Marine Corps Orders & Directives

Appendix E: ISO 9001:2008 Element & Process Applicability Matrix

Table of Figures

Figure 1: Outsourced Product Realization & Management Figure 2: Mutually Supportive Quality Approaches Figure 3: Management Interaction & Control Processes Figure 4: Operational Interaction & Control Processes Figure 5: Process Interaction and Controls

Chapter 1 Quality System Scope & Structure

A. Introduction:

Quality is a measurement of excellence, or condition of being free from defects, deficiencies; and, conforming to established requirements. Quality, however, doesn’t just happen; it must be planned, coordinated, and accepted by all members having input to the process. Blount Island Command (BICmd) is not only responsible for the goods and services produced within the Command, but those that are outsourced as well. The following section will provide an overview of the BICmd Quality Management System (B-QMS), to include the Command’s quality goals and objectives. This Section will also address the Command’s commitment to quality, and the use of a systematic process to ensure quality and continual improvement.

B. Program Overview (ISO 5.1):

The BICmd Mission is to plan, coordinate, and execute the logistics efforts that support the Maritime Prepositioning Ships (MPS) Program and the Marine Corps Prepositioning Program – Norway (MCPP-N). To adequately support Marine Expeditionary Force (MEF) Commanders, BICmd has voluntarily embraced International Organization for Standardization (ISO) 9001:2008 as its quality management guidance. BICmd is certified as ISO 9000:2001 compliant and will presume ISO 9001:2008 compliance. A large part of this compliance rests in establishing goals and objectives that are in two forms: external looking, and internal looking.

As the title implies External Quality Goals and Objectives look outwardly to our customer, the Combatant Commands, and are expressed in end-of-process results-based terms: goals of 100% attainment, 100% readiness, and 100% data accuracy of prepositioned equipment and supplies. The supporting objectives are 98% attainment, 98% readiness, and 98% data accuracy.

Internal Quality Goals and Objectives are process based and focus on how efficient and effective the organization is in obtaining and sustaining the External Quality Goals and Objectives. These Internal Quality Goals and Objectives are metric based and are imbedded in our ISOs and program management status briefings and meetings. These metrics are linked to the requirements of our outsourced principal logistics support contract and are grouped into three categories: Quality, Management Effectiveness, and Cost Control. They serve not only our requirement to be fiscally responsible and good stewards of government resources, but serve another less apparent external customer. That customer is our Marine Corps staff agencies who are charged with validating our adherence to Marine Corps and DoD fiscal, contractual, and material management policies.

http://www.businessdictionary.com/definition/free.html http://www.businessdictionary.com/definition/defect.html http://www.businessdictionary.com/definition/deficiency.html

BICmd has developed this manual to define compliance to ISO 9001:2008 requirements. By implementing and certifying our B-QMS to this internationally recognized standard, we believe it can provide objective evidence of our commitment to end-to-end process management, quality, and focus on satisfying the needs of the fighting Marine. Through the use of committed management oversight and review, and continual improvement of the Command processes and quality system, we will meet our objectives and continue to approach our goals. Through systematic processes that capture and review requirements, and through the monitoring of customer satisfaction data, we ensure a customer-centered focus on all processes within the B-QMS.

The joint quality management team consisting of BICmd Principal Staff members and HTSI Senior Leadership Team members ensures this commitment by empowering the workforce and providing adequate resources to both personnel and processes. The goal of satisfying customers is communicated to all employees and is part of our basic training.

Through our Quality Policy, Quality Objectives and Management Reviews, we are able to monitor, measure, and analyze data to ensure the effectiveness of this system, and to pursue a course of continuous process improvement (CPI). Organizations that wish to obtain a copy of this Quality Manual, or to arrange a visit to see our quality system firsthand, should contact us at the address below:

USMC - Blount Island Command 5880 Channel View Blvd

Jacksonville, FL 34604 USA Phone: (904) 696-5228

C. Program Scope (ISO 1.1):

Assurance of the quality efforts of both the Command staff and the support contractors charged with planning, management, coordination, quality and product realization for the Marine Corps’ Prepositioning Programs and Technical Assistance Advisory Teams

(TAAT).

Our quality system is based on the standards and requirements of ISO/ANSI/ASQ 9001:2008 . From this point forward this will be referred to as “ISO 9001:2008.”

D. Program Exclusions and Outsourced Processes (ISO 1.2, 7.5.2):

The core mission of BICmd is to oversee the performance of an outsourced Marine Corps requirement to inspect, refurbish, and or replace Marine Corps war fighting materiel. The Command has no exclusions. Despite outsourcing, BICmd retains the overall responsibility for processes performed by external organizations. BICmd must exercise sufficient control to ensure that outsourced processes are performed according to relevant requirements of ISO 9001:2008. Product realization (ISO Clause 7.0), Production and Services Provision (ISO Clause 7.5), Control of Monitoring and Measuring Equipment (ISO Clause 7.6) are a fully outsourced process performed by our logistics support contractors as well as by our international allies, the Government of Norway (GON). This manual addresses the quality oversight and inspection activities the government employs to validate product realization in accordance with contract specifications and the Terms of Reference (TOR) associated with the GON agreement.

It is important to understand the scope of our outsourcing. An illustration of the relationship between the three operationally oriented elements of our Principal Staff (yellow column headers) and our Command’s contracted sources (green row labels) is at Table 1.

LogDiv OpsDiv MCPP- N

IMO*

HTSI

DynCorp

CGI

Portus

Gov of Norway

RBOS

*IMO is MCSF-BI

Table 1: Outsourced Program Support

A generalized explanation of the support each Principal Staff organization receives from the contractor will help frame the interdependencies BICmd has on Outsourced Product Realization through government contracting.

Logistics Division (LogDiv): Two contractors support LogDiv in attaining Product Realization; Honeywell Technical Solutions Inc (HTSI) and DynCorp. HTSI is the primary logistics services contractor. HTSI is the largest of all our support contractors in dollar value as well as personnel support numbers. This is a Cost Plus-Award Fee contract for which the Procuring Contracting Officer (PCO) is one of the Principal Staff members. This contract services a broad range of logistics support needs that revolve around the refurbishment and or replacement of Marine Corps contingency support materiel. DynCorp is contracted through the Naval Air Systems Command to provide repair and overhaul services on aviation Fleet Readiness Center Support Equipment. This contract is not controlled by the BICmd PCO. PCO responsibilities and the quality for this program are assured through the Naval Air Support Command and its Quality Assurance Surveillance Plan (QASP). BICmd receives cyclical reports on attainment and quality from LogDiv. These reports are based on the standard reports required by the contract PCO and QASP.

Operations Division (OpsDiv): The OpsDiv is serviced by three contractors HTSI, CGI, and PORTUS. HTSI provides several services centered on materiel preparation and data collection required for embarkation. CGI provides support to embarkation operations through the use and management of the Marine Corps’ Logistics Automated Information System (LOGAIS). LOGAIS is used to plan for and deploy materiel aboard MPS. PORTUS is the local contractor used to perform stevedoring operations here at BICmd.

Marine Corps Prepositioning Program-Norway (MCPP-N): HTSI provides logistics support to the Norway program through providing equipment maintenance on principal end items as they cycle through the Island on their way to and from Norway. Additionally, HTSI provides supply support to the Norway operation. HTSI provides acquisition support for both materiel and materiel support items. The GON provides onsite materiel maintenance to the Marine Corps’ assets prepositioned throughout Norway. This support is governed by an international agreement and the quality of this support is validated cyclically by the MCPP-N staff through surveillance visits.

Finally, Table 1 also shows the Installation Management Office (IMO) is supported by a contract (dark gray rows and column). This contract is with CRG and is part of an omnibus Base Operations Support (BOS) contract held by Naval Facilities Command.

BICmd personnel do not oversee this contract. The personnel of the IMO oversee this contract. They are assigned to the Marine Corps Support Facility-Blount Island (MCSF- BI) and they report, through the Commanding Officer to the Commander of the Marine Corps Installations East. Infrastructure and work environment support covered in ISO Clause 6.3 and 6.4 are handled through the IMO who interfaces with the Regional Base Operations Support (RBOS) new contractor for support requirements resolution.

An outsourced process is defined as one needed for our Quality Management System (QMS), but performed by an organization external to the Command. Control over outsourced processes takes into account the responsibility of ensuring conformity to all customer, statutory, and regulatory requirements. The type and extent of control to be applied to these outsourced processes is defined by ISO Element 7.4, Purchasing.

BICmd monitors the output of these outsourced processes with an application of the requirements provided in ISO Element 5.0, Management Responsibilities.

Below at Figure 1 is an illustration of the relationship between our outsourced product realization and our oversight management responsibilities and actions. We have established a symbiotic relationship with our Prepositioning and Marine Corps Logistics Services (P&MLCS) contractor. This relationship is held together by the requirements of ISO 9001:2008. When reviewing Figure 1, first consider the left and right halves of the square. The green left side of the square represents our P&MCLS contractor who performs our outsourced product realization. This organization has the Quality Evaluation and Quality Control (QC) responsibilities inherent in Product Realization. In short our contractor has QC responsibility for the product. On the right, yellow side, are our government oversight responsibilities. Here you see Quality Assessment and Quality Assurance (QA). The common bond between these two sides of quality is the center circle of ISO 9001:2008 requirements. This circle is broken into quarters. These quarters represent the difference between Product Realization ISOs and Purchasing and Management ISOs. What is important to understand here is that the common bond of ISO 9001:2008 compliance brings these two sides together to produce materiel readiness for our ultimate customer, the warfighter. In short, ISO 9001:2008 compliance by both parties, assures the end-to-end processes of Product Realization, as well as the end-to-end processes of Quality Control and Quality Assurance are joined.

Figure 1: Outsourced Product Realization & Management

E. Blount Island Quality Management Structure (B-QMS) (ISO 4.1, 4.2.1):

The B-QMS structure consists of this Level I document (Quality Manual) which contains many of the required ISO 9001:2008 documented processes. This Manual, in its on-line form, contains links to those QMS Management Procedures (designated MGT-P-XXX) that provide more detailed management procedures. Appendix B of this Manual provides a table showing additional links to section and branch specific procedures and work instructions. Management Procedures (MPs) and Work Instructions (WIs) are typically created in accordance with document templates found in the Command ISO WIs and MPs (BEO-MGT-F-007/BEO-MGT-F-008). Records required for each documented process are contained within the procedure or work instruction.

Reference Documents:

Command Policy Letter No. 01-12, Command Business and Quality Concept Plan Management Procedure Template BEO-MGT-F-007 Work Instruction Template BEO-MGT-F-008

Outsourced Product Realization

Purchasing & Management Responsibilities

• Quality Assessment

• Quality Control

• Quality Assurance

• Quality Evaluation

ISO 9001:2008

Product Realization

Mgt Procedures

ISO 9001:2008

Purchasing & Management

Mgt Procedures

ISO 9001:2008

Purchasing & Management

Work Instructions

ISO 9001:2008

Product Realization

Work Instructions

F. Revision History (ISO 4.2.3)

Current Revision Date Description of Change

Original 13 Aug 2001 Reformatted to the ISO 9001:2000 standard changes

E 10 Nov 2001 Changed to ISO 9001:2000 format

F 25 July 2002 Document review updates

G 25 Oct 2004 Name Change & Quality Policy Change

H 17 Feb 2006 Updated page 4 positions with current personnel.

Updated new CO’s Quality Policy

I 17 Jun 2006 Numerous grammar corrections, and revisions due to entire staff review. Too many to document

J 25 Sept 2007 Updated due new Commanding Officer

K 17 March 2008 Updated due to new Deputy

Original 1 Jan 2010 New due to ISO 9001:2008 compliance & new format

A 1 Jun 2010

Implemented changes recommended by third party auditor. Clarified QMC process, quality control and quality assurance.

Added Appendix E.

B 9 July 2010 Updated page numbers of Appendix E

C 20 July 2010 Changes to: Control of Documents, addition of “Pilot ISO” concept, and update to Quality Index Metrics

D 30 Dec 2012 Implemented changes based on opportunity for improvements (OFIs) recommended by third party auditor.

G. Approvals by Principal Staff (ISO 4.2.3)

Signature Name Position Date

Commanding Officer

Deputy Director

Business Manager & ISO Management Rep

Director, Logistics Division

Director, Operations Division

Procuring Contracting Officer

Head Installation Management Office

Head, Norway Program Management Office

Information Technology Manager

Staff Counsel

Finance Supervisor

HQ Company Commander

ISO Program Manager

Chapter 2 Quality Program Management (ISO 5.0)

Management, by definition, is the act of handling, supervising, or controlling, but there are different levels of management, and different responsibilities at each level. The following sections define the BICmd management structure and the responsibilities associated with each position. The vision, mission, and quality policy which lay the groundwork for the Command’s quality objectives and goals are covered in this section as well. Finally, resources used to reach our quality objectives and goals, and ensure continuous process improvement are also in this section.

B. Quality Vision, Mission, and Policy:

1. Quality Vision (ISO 5.2):

Blount Island Command is the supplier of premier, global prepositioning logistics support.

In order to bring this Vision about, BICmd combines quality tools that have process improvement at their root. Figure 2 is an illustration of the mutual support forged by integrating the concepts, tools, and principals of three quality support tools. Quality management at BICmd is built around a mix of these distinct yet mutually supportive quality tools. These quality tools are ISO 9001:2008, Lean Thinking and Six Sigma.

The Marine Corps’ Continuous Process Improvement Program found in MCO 5220.12 directs the use of Lean and Six Sigma principles for process improvement. BICmd uses ISO 9001:2008 to give basic management structure to our quality program. The Six Sigma principles lend discipline to discovering root causes, corrective actions, and final resolution. Lean Thinking is the energy of change and is encouraged at all levels within our organization.

Figure 2: Mutually Supportive Quality Approaches

2. Quality Mission (ISO 5.2):

Affect continuous process improvement through positive, cost effective, and efficient change while maintaining the Internal and External Quality Goals and Objectives (see paragraphs 1C1, 1C2).

3. Quality Policy (ISO 5.1, 5.3):

We -- Marines, Sailors, Civilian Marines, and Contractors -- produce a reliable product.

When a Marine draws a prepositioning asset, he knows that he has Blount Island’s guarantee that we have given him a product that will enable him to accomplish his mission. Whether we are addressing the projection of combat capability, the readiness of individual prepositioning assets, or the rapid application of protective armor, Headquarters U. S. Marine Corps, the Operating Forces, and the Combatant Commanders all acknowledge the reliability of the equipment Blount Island provides.

This level of expected reliability comes from our deep sense of commitment to quality.

The Command quality assurance policy is “do it right the first time” and pursue “continuous improvement.” ISO, Six Sigma, and Lean Process Management Techniques are the tools which these two statements will be achieved at Blount Island Command. Principal Staff will ensure this philosophy is supported through the development, refinement, and execution of our ISO Work Procedures and Work Instructions.

ISO is the framework by which our collective success is measured -- military, government civilians, and contractors alike. ISO supports the performance evaluation process, annual performance reviews, and/or award fee determination. Our ISO

ISO 9001:2008

Structure

Six Sigma

Discipline

Lean Thinking

Energy of Change

Find Problems & Solutions

Quality

Required Continuous Process Improvement

Root Cause, Corrective Action, Resolution program defines a management structure whereby non-conformities are documented by subject matter experts, assigned a priority by a management review board structure, and tracked until resolved by a Joint Senior Leadership Team. Use this ISO management structure aggressively as a tool at every management level and work activity.

Compliance to ISO 9001:2008 is at the root of BICmd’s commitment to reach and maintain its present External 98% Attainment, 98% Readiness, and 98% Data Accuracy and Internal Quality Goals & Objectives. However, ISO 9001:2008 does not stop at compliance. ISO 9001:2008 encourages improvements by demanding process improvements that result in new goals. Everyone must identify those standards and support metrics that support our current stated External and Internal Quality Goals & Objectives. This means having our workforce of quality assurance and subject matter experts tie metrics to standards and standards to goals. This will lay the groundwork for continuous process improvements.

Implementation of this Policy is everyone’s responsibility, starting with the Commanding Officer and ending with those quality assurance experts who have eyes and hands on the production process each day. Together we can ensure that the Maritime Prepositioning Ships Program and the Marine Corps Prepositioning Program – Norway remain the premier prepositioning programs in the Department of Defense.

C. Quality Objectives and Goals (ISO 5.4.1):

From the Quality Policy, management has developed quality objectives and goals.

These are measurable criteria with which the Command monitors the effectiveness of the quality system. From the derived data, the Command makes informed, fact-based decisions to ensure continual improvement. Objectives and goals fall into two categories for BICmd; External and Internal. Below is a discussion on these mutually supportive yet distinct objectives and goals.

1. External Objectives and Goals (ISO 4.2, 5.4, 7.2, 7.4, 8.2, 8.4, 8.5):

Quality Goals Quality Objective Quality Index Metrics

100% Attainment 98% Attainment Ship load requirements met

100% Readiness 98% Readiness

Operational equipment requirements met (Marine Corps Automated Readiness Evaluation System (MARES))

100% Data Accuracy 98% Data Accuracy Data Integrity Reports

Each quality objective and goal is reviewed during Quality Management Reviews and appropriate goals are set by the Command. The results are recorded in the Management Review Meeting Minutes, which are posted on the web site (http://bi/sites/BIC/beo/SitePages/Home.aspx ) to ensure all employees are aware of quality objectives and goals, current standing, and current goals.

2. Internal Objective and Goals (ISO 4.2, 5.4, 7.2, 7.4, 8.2, 8.4, 8.5):

Internal objectives are inward looking and evaluate the contractor’s performance as well as that of the GON in three distinct categories: Quality, Management Effectiveness, and Cost Control1. Each Principal Staff member within the Command shall submit an annual Quality Assurance Surveillance Plan (QASP) to the BEO Quality Manager.

Once approved the Plan shall be posted to the B-QMS by the BEO. Adjustments to this annual plan are made for each ship or quality assurance surveillance. The ship specific adjustments are briefed in the first Production Meeting for each ship and updates are continued in Production Meetings thereafter until the ship is loaded. The culmination of all Production Meeting quality plans, to include trend analysis and Quality Management Challenge (QMC) recommendations, are briefed at the End of Ship Quality Review Board and Business Process and Quality Management Review Boards (BPQRB).

3. Quality Index Metrics (ISO 5.4.1):

Internal objectives and goals are determined by applying ANSI/ASQ approved sampling plans such as ANSI/ASQ Z1.4-2008, Attributes Sampling Plans, ANSI/ASQ Z1.9-2008, Variables Sampling Plans. Sampling plans may involve Binomial, Poisson, or Hypergeometric sampling curves with Acceptable Quality Levels (AQLs), Limiting Quality Levels (LQLs) etc…. Also, an application of Operational Characteristics (OC) curves, Type I and Type II risk, and levels of acceptable nonconformance (C= Values) are determined.

D. Command Structure (ISO 5.5, 5.5.1):

The Deputy Director, through the ISO Management Representative, has ensured that responsibilities and authorities are defined and communicated within the organization.

The Command structure of the BICmd is as follows:

The GON agreement does not provide for direct assessment of Management Effectiveness and Cost

Control. The only cost involved in this program is materiel purchasing cost. Materiel purchasing is done by the MCMC; therefore, it is monitored through that mechanism.

http://bi/sites/BIC/beo/SitePages/Home.aspx

CO

BLOUNT ISLAND

COMMAND

CO

BLOUNT ISLAND

COMMAND

Deputy Dir

LOG DIV

LOG OPS

920-1

MMB

MEDICAL

SCMB

NMSB

ASMB

OPS DIV

ISMO

PORT OPS

BRANCH

PLANS

BRANCH

HQ Co

RESOURCE

MANAGEMENT

OFFICE

CONTRACT

SUPPORT

MANAGEMENT

NORWAY

PREPOSITION

MANAGEMENT

BUSINESS

ENTERPRISE

OFFICE

INSTALLATION

MANAGEMENT

OFFICE

FACILITY

SUPPORT

BRANCH

POLICE

DEPARTMENT

ENGINEERING

BRANCH

PLAN

ENG

912-1

HEALTH

SAFETY

912-2

Bold letters are Special Staff: 901, 902, 904 doted boxes are the MCSF-BI T/O

Open boxes are the BICmd T/O

The Commanding Officer is dual-hatted as the

CO, BICmd and CO, MCSF-BI.

ADMIN

900-1

Organic Supply

Support

E. Responsibilities, Authorities & Internal Communication (ISO 5.5.1, 5.5.3):

The Command staff ensures that internal communications are maintained between the various levels and functions regarding the B-QMS and its effectiveness. This is accomplished through web sites, emails, electronic media, meetings, training, internal audits, corrective and preventive actions, and Management Review meetings.

1. Commanding Officer:

The CO is ultimately responsible for all functions of the Command and approves the formulated Blount Island Command Quality Policy and B-QMS. The CO ensures resources are available to support the B-QMS and those personnel resources are properly trained and equipped to perform their quality assessment duties.

2. Deputy Director:

The Deputy Director is responsible for the formulation and execution of the B-QMS;

and, ensures the Command quality program is resourced appropriately with personnel who are trained/equipped to perform their quality assessment duties.

3. ISO Management Representative (ISO 5.5.2.):

The ISO Management Representative is appointed by the CO and is dual tasked as the Command Business Manager. In both cases the position reports directly to the Deputy Director. B-QMS duties and responsibilities include:

a) Reporting during Management Review on the status of the Quality Management System, and the need for any resources or improvement.

b) Establishing, implementing and maintaining the Blount Island Quality Management System (B-QMS) processes.

c) Communicating the status and importance of the B-QMS and the need for total customer satisfaction to employees.

d) Representing the Quality Management System to the MEFs, Higher Headquarters, regulatory authorities, and registrars.

e) Overseeing the internal audit program and the Corrective & Preventive Action process.

f) Ensures the processes needed for the QMS are established

g) Ensures the promotion of awareness of customer requirements throughout the organization.

4. Principal Staff Members:

The Principal Staff members are responsible for executing the BICmd Quality Policy.

Additional responsibilities include:

a) Ensures conformity with appropriate orders, contract specifications,

b) Monitors execution of plans,

c) Determines statement of work and technical requirements

d) Participates in utilization plans of support facilities

e) Determines personnel requirements

f) Conducts process improvement analyses

g) Maintains inspection and audit records

h) Establishes specifications for products and other services

5. Branch Heads:

Branch heads support the Quality Policy and ensure effective implementation of B-QMS processes, procedures and work instructions with their Section team members.

Additional responsibilities include:

a) Execute supported commander’s plans

b) Establish and maintain Level II management processes and Level III work instructions

c) Identify and evaluate product and system problems that affect production, attainment and reliability

d) Maintain quality verification and audit records

e) Ensure compliance with the statement of work and technical directives

f) Conduct product improvement analyses

g) Support employees by removing barriers that prevent quality in any process

h) Determine personnel requirements

6. All Employees:

All employees at BICmd ensure that products/services meet the BICmd Quality Policy and effectively follow QMS processes, procedures and work instructions. Additional responsibilities include:

a) Immediately notify their supervisor when quality requirements are not being met

b) Monitor compliance with the applicable contract(s) Statement of Work and technical directives

c) Ensure process are consistently and continually followed and viewed for value analysis and continual improvement.

d) Perform Quality Assurance in accordance with the B-QMS.

F. Quality Management Structure (ISO 5.5.1, 7.2, 8.4):

Below is the government quality organization structure and lines of communication.

These lines of communication will typically center on the Contracting Officer’s Representative (COR) with lines of communication to the Administrative Contracting Officer (ACO) as shown below:

The government and contractor document their quality control structure in their quality manual. The contractor’s Quality Evaluation/Control (QE/QC) organization should have a direct line of communication to its corporate structure, the contractor’s program

PCO/ACO

COR

QA QA

COR

QA

manager, and the government’s CORs, COTRs and Quality Assurance Representatives.

1. Integrated Baseline Review (IBR):

There is a requirement within ISO 9001:2008 to audit the processes at an individually executed level (which produces a finite integral product). There is also a requirement to audit and cyclically report the status of contract administration; and, product and services realization to a quality management body. In the case of our P&MCLS contract, BICmd will use two joint management bodies, the IBR and the Quality Management Review Board (QMRB).

The IBR is focused on overall contract management actions that address issues such as understanding joint program risk, planning assumptions and resource constraints, expectation management, understanding of developing variances, resource allocation toward risk mitigation, and mutual commitment to and evaluation of the P&MCLS contract baseline.

2. QMRB:

A quality management review is required by ISO 9001:2008. This is the QMRB and occurs at least semi-annually and addresses all the Production Meeting reports, End-of- Ship reports, and BPQRB actions. This is also a joint meeting; therefore, the contractor will also present their quality control actions. We are also required to present training and manpower issues as well as quality program funding issues. This is the opportunity for BICmd and its logistics support contractor to summarize the state of quality for the enterprise. These reviews will serve as an integral part of the Integrated Baseline Review (IBR) required by the ACO.

3. Business Process and Quality Review Board (BPQRB):

The BPQRB is focused on overall delivery of a quality product and service at a reasonable cost. This board meets no less than twice a month. Audit results, customer feedback, process performance and product conformity, status of continuous process improvement initiatives, follow-up actions from previous BPQRBs, and recommendations for improvements are discussed and decided in this forum.

4. Quality Assurance Surveillance Plan (QASP) Structure (ISO 5.4.2)

The BICmd QASP is structured to provide a composite rating for the entire MPS program and specifically addresses five of the six outsourced logistics support organizations found in Table 1, Outsourced Program Support. The four contracts considered in the QASP are P&MCLS (HTSI), DynCorp, CGI, and PORTUS. The other remaining outsourced program support is the GON agreement. To establish the overall Command rating and each of the individual contract ratings the application of Chapter 2 Section C.3, Quality Index Metrics, is rudimentary. These metrics scores are tabulated monthly, quarterly, and annually for the IBR and QMRB. The QASP supports an assessment process designed to conduct and document evaluations, develop quantitative ratings, and compile these into monthly, quarterly, and annual performance ratings.

The composite rating is derived from combining data from three data streams; Quality Control, Management Effectiveness, and Cost Control.

a) Quality Control: The purpose of this data stream is twofold. First, to collect evaluation data to score and rate the contractor’s performance as it applies to the quality standards of the contract. The second purpose is to collect data to evaluate the contractor’s quality control program.

b) Management Effectiveness: The purpose of this data stream is to collect evaluation data to score and rate the contractor’s quality of management effectiveness. Management effectiveness judges if decisions on resource application throughout the period were sound, prudent, and cost effective.

Reports are specified in the appropriate annexes.

c) Cost Control: The purpose of this data stream is to collect information to score and rate the quality of the contractor’s cost controls for the program.

Methodology for budgets and cost targets are specified in the appropriate annexes.

G. QASP Execution (ISO 8.2.3):

COR Assignments: Execution of the QASP is best supported when a COR has responsibility for an entire commodity or staff functions. A COR, however, may be responsible for more than one component or staff function – this will be dependent on workload and staffing. Each COR shall develop a schedule to ensure evaluations are conducted at prescribed frequencies.

Frequency of Evaluation: The frequency of evaluations is established to ensure consistency in surveillance and confidence in results. There is a balance between the frequency of evaluations, the manpower available to perform the evaluations, and the need to monitor contractor operations to ensure performance.

Number of Observations: Frequencies and number of observations (samples) are based on lot size and Acceptable Quality Level (AQLs). While AQLs are prescribed in the SOW, it is necessary for the COR to determine Lot Size and then determine the appropriate number of observations

H. Quality Evaluation Methods (ISO 8.1, 8.2.3):

The methods of evaluating contractor compliance may vary depending on the tasks specified by the contract. The CORs, in concert with the Command Quality Manager, are responsible for selecting the method(s) to be used and the specific detailing of the method(s). In determining the evaluation method, the CORs should consider specific contract requirements, how performance can be observed, and if the proposed method of surveillance is adequate to assure the required level of performance has been achieved. When planned results are not achieved, correction and corrective action is taken as appropriate. The following describes alternative methods of observation:

1. 100% Evaluation:

This is the appropriate method of evaluating infrequent tasks or tasks with stringent performance requirements, e.g., ISO 14001, where environmental protection is a concern; or, the Ordnance equipment commodity area. With this method, performance is inspected/evaluated at each occurrence. One hundred percent inspection is too expensive to be used in most cases.

2. Random Sampling:

This is an appropriate method of surveillance for recurring tasks. Random sampling works best when the number of instances of the services being performed is very large and a statistically valid sample can be obtained.

Recognized ANSI sampling plans such as Z1.4 Sampling Tables (C=O) and others may be followed especially when only low levels of sampling are available.

3. Periodic Evaluation:

This method, sometimes called “planned sampling,” consists of observing tasks on a scheduled basis. It is appropriate for tasks that occur infrequently or periodically, but where 100 percent evaluation is neither required nor practicable.

A predetermined plan for inspecting part of the work is established using subjective judgment and analysis of agency resources to decide what work to inspect and how frequently to inspect it.

4. Customer Input:

Although usually not a primary method, this is a valuable supplement to more systematic methods. For example, in a case where random sampling indicates unsatisfactory service, customer complaints through the Voice of the Customer (VOC) can be used as substantiating evidence.

5. Contract Discrepancies (ISO 7.4, 8.5.2, 8.5.3):

If the contractor receives continuous low ratings in a particular area or a high percentage of reject ratings within one functional area, the COR may provide feedback to the contractor through the Quality Management Challenge (QMC) process. The QMC makes the contractor’s Senior Leadership Team (SLT) aware of the problem(s). It allows the contractor an opportunity to correct the deficiency before it becomes worse or affects the Award Fee requirements. This feedback to the contractor identifies an area not meeting full performance and should quote the specific SOW requirement and identify the deficiency. Often this may be an area not closely monitored by project management and now needs attention.

If reject ratings in the form of a QMC persist, as determined by the Business Process and Quality Review Board (BPQRB), the ACO will give the contractor a contract discrepancy report (CDR) prior to an Integrated Baseline Review (IBR). The contractor will detail any corrective actions taken to address the contract discrepancy within the B-QMS until the problem is resolved. These corrective actions shall be accepted by the responsible COR before closing the discrepancy.

6. Reports (ISO 8.4 & 8.2.1):

The COR will identify the internal reporting requirements that personnel, in each functional area, may need to comply with the QASP. Reporting which supports the COR program consists of immediate impact and monthly status Quality Index Reporting as outlined below.

a) Product & Process Quality Reporting: The acceptability of product, as determined from final inspections and tests, is tracked to measure ongoing product quality. This data point is calculated as the percent of units passed at final QA inspections.

b) Impact Reporting: Any time sensitive situation or occurrence, which poses an immediate significant program impact, will be reported to the CORs using the most expeditious manner available.

c) Status Reporting: Reports shall be provided by each COR NLT COB the fifth work day of the following month. The reports require completion of two forms. One report is for the ship’s MPS Maintenance Cycle (MMC) and the other is dependent upon the cyclical schedule described in the QASP. The period of the report is from the first to the last day of that month for the cyclical QASP reporting and should address the Contractor’s performance. The report period for the MMC is from the first day of the ship’s MMC to the last day of that month for the cyclical QASP reporting and should address the Contractor’s performance. Status reports should include the form, rating tables, and any other applicable documentation.

7. Voice of the Customer (VOC):

MEFs must register complaints through the VOC as soon as possible after either experiencing or discovering a discrepancy.

The CORs must validate the complaint by verifying that the service was required and that the contractor did not meet the standard. Once the COR is satisfied that a complaint is valid, he/she will notify the contractor of the defect; and instruct the QA to include the complaint on the appropriate functional area B-QMS. The VOC not only assists the CORs in tracking the status of the complaints but also provides a mechanism for identifying patterns and trends.

VOC complaints should not be used exclusively to rate the contractor’s performance.

VOC complaints can be very misleading since they tend to over-represent dissatisfied customers and under-represent satisfied customers who provide input less often. VOC complaints should be used only in conjunction with the monthly observations to assist the CORs in avoiding potential problems.

The ISO Management Representative provides oversight and direction for the use of the web based VOC and provide statistical analysis and presentation to Principal Staff at scheduled Management Reviews or when requested.

The Principal Staff Members and Technical Assistance and Advisory Team Officers in Charge (TAAT OICs) develop web based VOC surveys to collect customer satisfaction data. The customers are directed to the web based VOC survey, or are provided paper copies should the web based application not be available.

After exercises, during MMCs, or after other critical events TAAT OICs, Management Representatives, Division Directors, or Principal Staff Members will provide an applicable Customer Survey(s) to the customer.

The survey asks for feedback on how BICmd has performed in meeting customer expectations. The survey results are reviewed by affected Branch Heads, Division Directors, and by the Principal Staff at Management Reviews to achieve and improve customer satisfaction. Opportunities to increase customer satisfaction are identified and documented. Action plans are developed and tracked to conclusion.

The Corrective and Preventive Action process also captures customer complaints and negative feedback. Such feedback is used by the applicable branch/division and by the

Management Review process to identify ways to increase customer focus and satisfaction.

The TAAT OIC will include the VOC results in the TAAT After Action Report (AAR) to the Principal Staff. Should the web based application not be available, the OIC will collect the completed hard copy of the Customer Satisfaction Surveys. They will input the data into the VOC upon return to the command via the impersonation application.

I. Documentation Requirements (ISO 4.2.3, 4.2.4.):

All surveillance activities must be documented in the B-QMS to provide the required audit trail to justify award fee determinations.

COR Documentation Responsibility: The CORs’ entire observation and evaluation effort must be fully documented in clear, understandable language. CORs shall develop surveillance schedules based on the surveillance plan applicable to each COR’s area of responsibility. These plans must be submitted to the BEO for approval2. This is important because variations from the schedule can bias a sampling/surveillance plan.

Surveillance results must be recorded as well as any contacts with contractor personnel to avoid misunderstandings. Documentation must be timely and dated, i.e., reports with surveillance observations must be written concurrently or immediately thereafter. This is most often accomplished through the Quality Review Forms (QRFs). This will preclude inaccurate information that could be contested in a dispute.

Documentation Files: All surveillance documentation is made a permanent part of the contract file. The COR must keep the documentation files during the term of the contract. Either monthly or as directed by the ACO transfer the files to the ACO for inclusion in the official contract file. It is the responsibility of the CORs to establish and maintain this information. This responsibility is facilitated by the QMS.

J. Resource Management (ISO 6.1):

1. Human Resources (ISO 6.2.1, 6.2.2):

Each Branch Head has the ultimate responsibility to ensure that personnel are capable of performing assigned tasks in line with the Command’s quality system requirements and in meeting conformity to contract requirements. Section Heads share in this responsibility by ensuring the capability of each of their respective reporting individuals, and where applicable, provide training or take actions to achieve the necessary competence. In order to manage this effort, the following controls are employed:

This requirement is an integral part of the annually submitted QASP. It is not a separate tasking.

a) Orientation: All new hires shall undergo initial orientation that includes training on the Command policies; i.e., B-QMS, safety, and Anti- Terrorist/Force Protection. This training shall be conducted as soon as practical and at a minimum quarterly, and shall be documented as completed in the employee’s training folder.

b) Position Competencies & Requirements: Management defines the basic requirements and minimum competencies for each position through development of Position Descriptions maintained by Branch heads. (These Position Descriptions define basic requirements, and do not cover all of a position’s expected assignments.)

c) Performance Appraisals: Department management shall determine an individual’s job tasks and ensure proper on-the-job training is given on associated processes, procedures and work instructions. New hires shall undergo an initial performance evaluation at approximately 90 days. The 90 day evaluation is an informal evaluation which, if no problems exist, does not require documentation. Employees will undergo an annual performance appraisal. The annual performance appraisal shall be documented. The appraisal will allow management to gage the employee’s ongoing abilities and qualifications relative to the assigned job tasks. Management can also assign new tasks or growth objectives as desired, to develop employees.

d) Training: Personnel performing any task within the quality system can directly or indirectly affect conformity to B-QMS process requirements.

It is for this reason that both on-the-job and external training are critical parts of our operation.

Based on the results of Performance Appraisals or personnel qualifications, follow-on training and qualification may be conducted. Training may also be given to specific employees when documented processes are implemented or revised. If outside training is conducted, third party certificates or acknowledgements may be used. All such records are filed and maintained by Management.

K. Information Systems Management Office (ISMO) (ISO 4.2.4, 6.3, 7.3):

The Information Systems Management Office (ISMO) ensures adequate computer and information systems support by providing oversight to an outsourced contractor, HTSI.

Hardware and software services are provided. Files are backed up daily to ensure protection of data. Workplace requirements are determined by Principal Staff members to ensure employees are capable of meeting job requirements. The condition of critical equipment will be assessed periodically during internal audits and discussed at QMRBs, as necessary.

Chapter 3 Quality Process Management

Understanding process management can be a daunting task, because its scope is so large. It is much easier to comprehend when broken down into its functional parts.

Very few employees need to know every facet of process management, but each must know their role and how it affects quality. Process management has a synergistic effect, meaning the value of the process, as a whole, is greater than the sum value of each part. The following sections define the processes, the analysis, and the control measures needed for continual improvement and production of quality goods and services.

B. B-QMS Process:

1. Process Interaction & Controls (ISO 0.2., 7.5.1):

The Command has adopted a “process approach” to managing the B-QMS. By this we mean that the processes employed have been identified and are controlled to ensure the quality, effectiveness and efficiency of products and services.

Each identified process has one or more “control methods” that are used to ensure the effectiveness of that process. The use of corrective & preventive actions, internal audits, and management review act as universal control methods for all processes.

The processes are tiered into three levels, as illustrated below:

Management Processes

Governs all processes within Command

Customer Oriented Processes

Govern processes related to product & service realization

Work Instruction

Govern detailed processes related to work requirements

2. Management Review & Process Monitoring/Measuring (ISO 5.6, 8.2.3, 8.4):

a) Management Processes: The management processes are illustrated by the five steps in Figure 3.

Figure 3: Management Interaction & Control Processes

This is the series of meeting/briefings at which non-conformances are addressed.

There are several…