QASP_-_Low_Boy_Trailers_Repair.pdf

QUALITY ASSURANCE SURVEILLANCE

PLAN (QASP)

Low Boy Trailers Repair

Background:

The 201st RED HORSE Squadron (201 RHS) is tasked with maintaining ready and fully operational equipment used for training of total force personnel.

Objectives:

The awarded contractor will furnish all labor and materials. All parts and supplies must be certified replacement items. Substitute or equivalent is not acceptable.

Scope of Work for Low Boy Trailers:

Low Boy Trailers

92B01400 - VIN 12HPF4237NN503834

92B01424 - VIN 12HPF4231NN503683

92B01425 - VIN 12HPF4021NN353682

92B01432 - VIN 12HPF4029NN353817

1. Remove wood decking. Remove all data plates/markings. Remove all lights. Remove auxiliary engine.

Media blast all metal surfaces, to include the undercarriage, in order to remove all existing paint and rust.

Inspect complete structure to include welds for serviceability. Repair any structural damage/welds IAW applicable D.O.T. standards. Repair/replace any faulty (rusted through, deformed) metal surfaces, such as diamond plating, discovered after media blasting. Replace any broken or damaged hardware. Inspect hydraulic system and components, repair or replace as needed.

2. Paint all metal surfaces, to include the undercarriage, with rust inhibiting primer, followed by an industry standard top coating designed for trailer applications with the appropriate mil thickness. Color shall be semi-gloss to no gloss (flat) green similar to existing color.

3. Replace all air lines/electrical wiring with new, D.O.T. approved materials. Install new service/maxi-brake chambers, s-cams/s-cam bushings and slack adjusters. Install new trunnion bushings. Install new LED lights. Re-install all data plates and markings. Replace auxiliary engine with modern diesel engine, 14 horsepower or greater with 12 volt electric start, suited to operate existing hydraulic pump. Engine must be properly installed, wired and completely operational and include an electric hour meter. Install new solid oak wood decking, oak wood decking must protrude a minimum of .375 of an inch higher than metal deck.

4. Trailer must be completely operational and road worthy upon return.

5. Pickup and delivery of vehicles is the responsibility of vendor. Vendor must be within 100 miles of Fort

Indiantown Gap, Annville PA. All work must be completed at the vendor’s location.

Deck-over Trailer

12X14760 - VIN 4ZEPH2529C1014231

1. Remove wood decking. Remove all data plates and markings. Remove all lights. Media blast all metal surfaces, to include the undercarriage, in order to remove all existing paint and rust. Inspect all structure to include welds for serviceability. Repair any structural damage/welds IAW applicable D.O.T. standards.

Repair/replace any faulty (rusted through, deformed) metal surfaces discovered after media blasting.

Replace any broken or damaged hardware.

2. Paint all metal surfaces with rust inhibiting primer, followed by an industry standard top coating designed for trailer application with appropriate mil thickness. Color shall be gloss black to semi-gloss similar to existing color.

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 .................. Error! Bookmark not defined.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

4 METHODOLOGIES TO MONITOR PERFORMANCE

4.1 Surveillance Techniques

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

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

ATTACHMENT 2: QUALITY ASSURANCE MONITORING FORM

ATTACHMENT 3: QUALITY ASSURANCE SURVEILLANCE PLAN ………………………………….8

QUALITY ASSURANCE SURVEILLANCE PLAN

(QASP)

1 INTRODUCTION

This quality assurance surveillance plan (QASP) is pursuant to the requirements listed in the Performance

Work Standard (PWS), for the Low Boy Trailer repair. This plan sets forth the procedures and guidelines the 201 RHS’s COR will use in ensuring the required performance standards or services levels 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 to identify the required documentation and the 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) if applicable, 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 the RHS 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 representative(s) 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 (CO) is responsible for monitoring contract compliance, contract administration, and cost control and for resolving any differences between the observations documented by the RHS, contracting officer's representative (COR), and the contractor. The CO 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 CO.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

The required performance standards and/or quality levels are included in the PWS.

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.

The COR shall review the generated documentation and enter summary results into the Surveillance

Activity Checklist.

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 SOW and are assessed using the performance monitoring techniques shown in Attachment 1.

5.2 Monitoring Forms

The government’s QA surveillance, accomplished by the COR, will be reported using the monitoring forms in Attachments 2. The forms, when completed, will document the government’s assessment of the contractor’s performance under the contract to ensure that the required results are being achieved.

5.2.1 The COR, 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 The COR will prepare a written report for the CO, summarizing the overall results of the quality assurance surveillance of the contractor’s performance. 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 other government personnel as deemed necessary to discuss performance evaluation. The COR, will define a frequency of in-depth reviews with the contractor, including appropriate self- assessments by the contractor;

however, if the need arises, the contractor will meet with the COR, as often as required or per the contractor’s request. The agenda of the reviews may include:

Issues and concerns of both parties

Recommendations for improved efficiency and/or effectiveness

Issues arising from the performance monitoring processes

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, 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 service levels, procedures, and metrics will be incorporated as a contract modification at the convenience of the

Contracting Officer.

ATTACHMENT 1: PERFORMANCE REQUIREMENTS SUMMARY

Required Services

(Tasks)

Acceptable

Quality

Levels

Methods of

Surveillance

Incentive (Positive and/or

Negative) (Impact on

Contractor Payments)

Compliance with Safety and Operational Standards

Contractor shall satisfy the Inspections and

Maintenance actions as outlined in the PWS.

Contractor will provide required after action/service reports for final submission to the

Low Boy Trailer repair.

100%

Random Observation

Operational review by the

COR. Review of required reports.

Physical receipt.

1st fault - Verbal

Reprimand. 2nd fault –

Written Reprimand. 3rd fault – Termination of

Contract.

ATTACHMENT 2: QUALITY ASSURANCE MONITORING FORM

SERVICE:

SURVEY PERIOD:

SURVEILLANCE METHOD (Check):

Random Sampling 100% Inspection Periodic Inspection Customer Complaint

LEVEL OF SURVEILLANCE (Check):

Monthly Quarterly As needed

PERCENTAGE OF ITEMS SAMPLED DURING SURVEY PERIOD: %

ANALYSIS OF RESULTS:

Observed Service Provider Performance Measurement Rate: %

Service Provider’s Performance (Check): Meets Standards

Does Not Meet Standards

Narrative of Performance During Survey Period:

PREPARED BY: DATE:

2d Lt Nathaniel R. Curtis 3 May 18

Attachment 3: Low Boy Trailers Repair Quality Assurance

Surveillance Plan

1. Safety Standards: Yes/No

Does the Contractor utilize safety jacks where required?

Does the Contractor wear appropriate Personal Protective Equipment when working around petroleum and solvent products?

2. Dressta Dozier Repair: Yes/No

Are repair actions completed as noted in the PWS? (replace seals & bearings, reseal between the final drive housing, reassemble, etc.)

Test run?

Check for leaks?

3. Inspection/Maintenance Reports: Yes/No

Contractor supplied COR with final analysis reports for the repair.