USS_George_H_W_Bush_HPAC_QASP_Attachment_2_FINAL_RFQ_N42158_18_Q_0007__08_10_2018.pdf

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

High Pressure Air Compressors

For the

USS George H. W. Bush (CVN-77)

Issued 8/10/2018

TABLE OF CONTENTS

1 INTRODUCTION

1.1 Purpose

1.2 Performance Management Approach

1.3 Performance Management Strategy

2 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

2.2 The Contracting Officer’s Technical Representative

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY

LEVELS

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

4.2 Customer Feedback

4.3 Acceptable Quality Levels

5 QUALITY ASSURANCE DOCUMENTATION

5.1 The Performance Management Feedback Loop

5.2 Monitoring Forms

6 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

6.1 Determining Performance

6.2 Reporting

6.3 Reviews and Resolution

7 PERFORMANCE REQUIREMENTS SUMMARY MATRIX

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

1 INTRODUCTION

This Quality Assurance Surveillance Plan (QASP) is pursuant to the requirements listed in the

Performance Work Statement (PWS) entitled High Pressure Air Compressors (HPAC) for the USS

George H. W. Bush. This Plan sets forth the procedures and guidelines that the Norfolk Naval

Shipyard (NNSY) Waterfront Operations Division, Code 440 will use in ensuring the required performance standards are achieved by the contractor.

1.1 Purpose

1.1.1 The purpose of the QASP is to describe the systematic methods used to monitor performance and identify the required documentation and resources to be employed. The QASP provides a means for evaluating whether the contractor is meeting the performance standards/quality levels identified in the PWS and the contractor’s Quality Control Plan (QCP), and to ensure that the Government pays only for the level of services received.

1.1.2 This QASP defines the roles and responsibilities of all members of the Integrated Project

Team (IPT), identifies the performance objectives, defines the methodologies used to monitor and evaluate the contractor’s performance, describes quality assurance documentation requirements, and describes the analysis of quality assurance monitoring results.

1.2 Performance Management Approach

1.2.1 The PWS structures the acquisition around “what” service or quality level is required, as opposed to “how” the contractor should perform the work (i.e., results, not compliance). This

QASP will define the performance management approach taken by NNSY Code C440 to monitor and manage the contractor’s performance to ensure the expected outcomes or performance objectives communicated in the PWS are achieved. Performance management rests on developing a capability to review and analyze information generated through performance assessment. The ability to make decisions based on the analysis of performance data is the cornerstone of performance management; this analysis yields information that indicates whether expected outcomes for the project are being achieved by the contractor.

1.2.2 Performance management represents a significant shift from the more traditional quality assurance (QA) concepts in several ways. Performance management focuses on assessing whether outcomes are being achieved and to what extent. This approach migrates away from scrutiny of compliance with the processes and practices used to achieve the outcome. A performance-based approach enables the contractor to play a large role in how the work is performed, as long as the proposed processes are within the stated constraints. The only exceptions to process reviews are those required by law (federal, state, and local) and compelling business situations, such as safety and health. A “results” focus provides the contractor flexibility to continuously improve and innovate over the course of the contract as long as the critical outcomes expected are being achieved and/or the desired performance levels are being met.

1.3 Performance Management Strategy

1.3.1 The contractor is responsible for the quality of all work performed. The contractor measures that quality through the contractor’s own quality control (QC) program. QC is work output, not workers, and therefore includes all work performed under this contract regardless of whether the work is performed by contractor employees or by subcontractors. The contractor’s

QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. The contractor will develop and implement a performance management system with processes to assess and report its performance to the designated Government representative. The contractor’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. This QASP enables the

Government to take advantage of the contractor’s QC program.

1.3.2 The Government representatives will monitor performance and review performance reports furnished by the contractor to determine how the contractor is performing against communicated performance objectives. The contractor will be responsible for making required changes in processes and practices to ensure performance is managed effectively.

2 ROLES AND RESPONSIBILITIES

2.1 The Contracting Officer

The contracting officer (KO) is responsible for monitoring contract compliance, contract administration, and cost control and for resolving any differences among the observations documented by the contracting officer's representative (COR), "program manager (PM) and the contractor. The KO will designate one full-time COR as the Government authority for performance management. The number of additional representatives serving as technical inspectors depends on the complexity of the services measured as well as the contractor’s performance, and must be identified and designated by the KO.

2.2 The Contracting Officer’s Representative

The contracting officer’s representative (COR) is designated in writing by the KO to act as his or her authorized representative to assist in administering a contract. COR limitations are contained in the written appointment letter. The COR is responsible for technical administration of the project and ensures proper Government surveillance of the contractor’s performance. The COR is not empowered to make any contractual commitments or to authorize any contractual changes on the

Government’s behalf. Any changes that the contractor deems may affect contract price, terms, or conditions shall be referred to the KO for action. The COR will have the responsibility for completing QA monitoring forms used to document the inspection and evaluation of the contractor’s work performance. Government surveillance may occur under the Inspection of

Services clause for any service relating to the contract.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY

LEVELS

The required performance standards and/or quality levels are included in the PWS. If the contractor meets the required service or performance level, it will be paid the monthly amount agreed on in the contract.

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

In an effort to minimize the performance management burden, simplified surveillance methods shall be used by the Government to evaluate contractor performance when appropriate. The primary methods of surveillance are:

Random monitoring, which shall be performed by the COR designated inspector.

100% Inspection – Each month, the COR shall review the invoices and enter summary results into the Surveillance Activity Checklist.

Periodic Inspection – COR typically performs the periodic inspection on a monthly basis.

4.2 Customer Feedback

The contractor is expected to establish and maintain professional communication between its employees and customers. The primary objective of this communication is customer satisfaction.

Customer satisfaction is the most significant external indicator of the success and effectiveness of all services provided and can be measured through customer complaints.

Performance management drives the contractor to be customer focused through initially and internally addressing customer complaints and investigating the issues and/or problems but the customer always has the option to communicate complaints to the KO and COR, as opposed to the contractor.

Customer complaints, to be considered valid, must set forth clearly and in writing the detailed nature of the complaint, must be signed, and must be forwarded to the COR. The COR will accept those customer complaints and investigate as deemed necessary.

Customer feedback may also be obtained either from the results of formal customer satisfaction surveys or from random customer complaints.

4.3 Acceptable Quality Levels (AQL)

The Acceptable Quality levels (AQLs), Performance Requirements Summary, for contractor performance is structured to allow the Contractor to manage how the work is performed.

5 QUALITY ASSURANCE DOCUMENTATION

5.1 The Performance Management Feedback Loop

The performance management feedback loop begins with the communication of expected outcomes. Performance standards are expressed in the PWS and are assessed using the performance monitoring techniques mentioned in paragraph 4.

5.2 Monitoring Forms

The Government’s QA surveillance, accomplished by the COR or PM will be reported using the standard monitoring forms. The forms, when completed, will document the Government’s assessment of the contractor’s performance under the contract to ensure that the required results or service are being achieved.

5.2.1 The COR or PM will retain a copy of all completed QA surveillance forms.

6 ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

6.1 Determining Performance

6.1.1 Government shall use the monitoring methods cited to determine whether the performance standards/service levels/AQLs have been met. If the contractor has not met the minimum requirements, it may be asked to develop a corrective action plan to show how and by what date it intends to bring performance up to the required levels.

6.2 Reporting

6.2.1 At the end of each month, the COR will prepare a written report for the KO summarizing the overall results of the quality assurance surveillance of the contractor’s performance. This written report and the completed Surveillance Performance Report and the Contract Discrepancy

Report will become part of the QA documentation. It will enable the Government to demonstrate whether the contractor is meeting the stated objectives and/or performance standards, including cost/technical/scheduling objectives.

6.3 Reviews and Resolution

6.3.1 The COR may require the contractor’s project manager, or a designated alternate, to meet with the KO or PM and other Government IPT personnel as deemed necessary to discuss performance evaluation.

6.3.2 The COR must coordinate and communicate with the contractor to resolve issues and concerns regarding marginal or unacceptable performance.

6.3.3 The COR, KO or PM and contractor should jointly formulate tactical and long-term courses of action. Decisions regarding changes to metrics, thresholds, or service levels should be clearly documented. Changes to performance standards, procedures, and metrics will be incorporated as a contract modification at the convenience of the KO.

7 Performance Requirements Summary Matrix

SERVICE PWS PARAGRAPH

NUMBER

STANDARD ACCEPTABLE

QUALITY LEVEL

SURVEILLANCE

METHOD

Delivery of Three (3) High

Pressure Air Compressors,

3.1 Submission as required

by the PWS

100% Inspection upon receipt by Technical Point of

Contact via COR.

Each compressor shall independently supply a Free Air

Delivery (FAD) of at least 85

SCFM of air at a pressure of

5,000 psig.

3.1.1 Submission as required

by the PWS

100% Inspection upon receipt by Technical Point of

Contact via COR.

Shall be a five (5) stage compressor capable of running

24 hours/day, 7 days a week

3.2.2 Submission as required

by the PWS

100% Inspection upon receipt by Technical Point of

Contact via COR.

Inspections will occur weekly.

Unit will be in continuous use outdoors, and will be directly exposed to everyday weather and salt water air. All exposed components must be weather resistant. All components must meet or exceed NEMA Type 4 for outdoor use.

3.2.6 Submission as required

by the PWS 100%

Inspection upon receipt by Technical Point of

Contact via COR.

Inspections will occur weekly.

Pressure gauges shall be in calibration to manufacturer standards and shall bear labels showing calibration which will not expire during the contract period.

3.2.15 Submission as required

by the PWS and

Manufacturer

100% Inspection upon receipt by Technical Point of

Contact via COR.

Inspections will occur weekly.

Performance Requirements Summary Matrix

SERVICE PWS PARAGRAPH

NUMBER

STANDARD ACCEPTABLE

QUALITY LEVEL

SURVEILLANCE

METHOD

Provide start up training for compressed air system on-site at

Norfolk Naval Shipyard, Portsmouth VA. Training shall include how to operate the system and the basic monitoring/visual checks that are required on a daily basis.

Training shall require no more than one instructor and shall last no longer than one workday.

5.5 Submission as required

by the PWS

100% Technical Point of Contact, Temporary Service Zone

Manager and COR.

Shall operate the compressed air system and supply air meeting the specified dew point and oil content for at least one continuous hour. Government sampling and laboratory testing shall validate the dew point and oil content. Air and fluid leaks and all mechanical failures shall be corrected by the contractor prior to acceptance by NNSY.

5.6 Submission as required

by the PWS

100% Inspection upon receipt by

Technical Point of Contact via COR.

Shall supply a written procedure for any cartridge/filter change-outs if necessary specifying the number of hours and how to accomplish the same and shall deliver the compressor with sufficient cartridges/filters to permit one complete cartridge/filter change-out.

5.7 Document shall be

accurate, complete, and free of grammatical and spelling errors.

100% Inspection upon receipt by

Supply replacement cartridges/filters, compressor oil, antifreeze, and/or other consumables required for proper operation throughout the rental period at no extra cost.

5.8, 5.9 Submission as required by the PWS 100%

Inspection upon receipt by

Technical Point of Contact via COR. Inspections will occur weekly.

Provide 24 hour a day, seven-day a week on-call repair service during the rental period at no additional charge.

Initiate repairs on-site, at

Norfolk Naval Shipyard, within

24 hours of verbal or written notification that the equipment has malfunctioned at no additional charge. Replace the malfunctioning unit or component if the compressed air system cannot be returned to

5.13 Submission as required

by the PWS

100% Inspection upon receipt by service within 72 hours of being notified of the original malfunction at no additional charge. Provide all parts requiring repair or replacement under circumstances of normal equipment wear and tear at no additional charge.

Submit invoices

DFARS 252.232-7006,

Wide Area Workflow

Payment Instructions

Invoices shall be accurate, current, and complete.

100% Invoice Certifier will work with the COR prior to certifying the invoice for services rendered.

SURVEILLANCE PERFORMANCE REPORT

1. CONTRACT NUMBER and NAME:

2. Prepared by: Name of COR

3. Date and time of observation:

4. Observation:

Examples of items to include in a report are:

- Method of surveillance.

- How frequently you conducted surveillance.

- Surveillance results.

- Number of observations.

Signature – Contracting Officer’s Representative Date

CONTRACT DISCREPANCY REPORT (CDR)

1. Contract Number and Name:

2. TO: Program Manager

3. FROM: Name of COR

4. Date and time observed discrepancy:

5. DISCREPANCY OR PROBLEM:

Describe in detail. Identify any attachments

5. Corrective action plan:

A written corrective action plan is / is not required.

If a written corrective action plan is required include the following. The written Corrective

Action Plan will be provided to the COR and Program Manager not later than three (3) days after receipt of this CDR.

Signature – Contracting Officer’s Representative Date

Received by:

Signature – Program Manager Date