1. technology and computing
2. networking
3. network monitoring and management

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GENERAL
0.1 – Index
GENERAL
Page
0.1
Index
1
0.2
Introduction
3
0.3
Exclusions <<ISO 9001 1.2>>
7
SECTION 4 - INTEGRATED MANAGEMENT SYSTEM
4.1
General Requirements
9
4.2
Documentation and Records
12
SECTION 5 - MANAGEMENT RESPONSIBILITY
5.1
Management Commitment
15
5.2
Client Focus
17
5.3
QHSE Policy
19
5.4
Integrated management system Planning
21
5.5
Organization and Communication
24
5.6
Management Review
30
SECTION 6 - RESOURCE MANAGEMENT
6.1
Provision of Resources
32
6.2
Competence, Awareness and Training
34
6.3
Infrastructure and Work Environment
37
SECTION 7 - PRODUCT REALIZATION
7.1
Planning of Product Realization
39
7.2
Client-related Processes
42
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7.3
Design Control
46
7.4
Purchasing
47
7.5
Operations
49
7.6
Monitoring and Measuring Equipment
54
SECTION 8 - MEASUREMENT, ANALYSIS AND IMPROVEMENT
8.1
Planning of Monitoring and Measurement
56
8.2
Monitoring and Measurement
58
8.3
Control of Nonconforming Product
63
8.4
Analysis of Data
65
8.5
Continual Improvement
67
APPENDIX 1 - Index of Operational Procedures
71
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GENERAL
0.2 - Introduction
COMPANY PROFILE
Background of Company:
The Blue Nile Processing Company is a joint venture company between the Sudanese Oil
Corporation (SPC) and the Bureau of Geophysical Prospecting (BGP). The Company is
registered under the Sudanese Laws with its Headquarters in Khartoum, St. 61 - Amarat
Block No. 11 Plot No. 1.
The Company is set-up with objective of providing qualified 2D and 3D processing services
for clients both in and outside Sudan. The annual processing capacity of BPC is up to
20,000km of 2D and 3,000 km2 of 3D. Increasing both manpower and equipment on the
actual need of the market can increase the capacity.
BPC is strongly supported technically by GRI, one of the biggest and leading processing
companies in the world, of the Bureau of Geophysical Prospecting (BGP).
Since its set-up in September 1999 till now, BPC has conducted processing of over 80,000
km of 2D. and over 16,000 sq. km of 3D seismic data. Also BPC conducted many tests on
reprocessing and new data including both 2D & 3D data. The results most of these tests were
very successful and convincing to the clients.
For the last thirteen years BPC conducted over 40 different projects for processing 2D & 3D
seismic data.
With the latest machines, rich experienced personnel, state of the art & the advanced
technology, good experience and strict management in data processing, BPC is in position to
provide excellent service to clients both nationally and internationally.
Major Company’s Shareholders:
 Name: SUDAPET
Equity Share: 67%
 Name: Bureau of Geophysical Prospecting (BGP) Equity Share: 33 %
Name/address of Company’s :
 Blue Nile Processing Company Limited
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Address: Africa St., Sudapet Building 2nd Floor
Fax: 249-155184086 E-mail [email protected]
Tel: 249-155154037
Company Scope
Seismic Data Processing, Interpretation and Consultany.
Quality Management system of BPC
The following model or diagram illustrates Quality BPC Management System
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GENERAL
0.3 – Exclusions
The integrated management system shall be relevant to the nature of our organization and
projects, and to Client and regulatory requirements. For this reason, those requirements of
ISO 9001 : 2008 that do not apply are excluded from the scope of our integrated management
system. Following rules and criteria are used for excluding irrelevant requirements:
1.
An ISO 9001 : 2008 requirement may be excluded only when both of the following
conditions are met:
 The requirement must be within ISO 9001 Clause 7, Product Realization; and
 The exclusion may not affect our ability, nor absolve us from the responsibility,
to provide service/product that meets Client and applicable regulatory
requirements.
2.
Management Representative is responsible for identifying those requirements of
ISO 9001 that do not apply to our organization or projects, and to propose
exclusions of such requirements from the scope of the quality system.
3.
Top executive management has the responsibility and authority for evaluating
whether the proposed exclusions are appropriate, and for approving them.
Evaluation and approval of exclusions are conducted within the framework of
management reviews of the integrated management system (refer to QHSE
Procedure SD-BPC-QHSE-MR , Management Review).
4.
Any exclusions taken are documented in this section of the quality manual. The
excluded requirements are precisely identified with reference to specific clauses
and/or statements in the standard. There is also a brief justification why the
exclusion is taken and why it is appropriate.
EXCLUSIONS
1.
Exclusion: ISO 9001 (2008) Section 7.3, Design and/or Development, including
all subsections
Justification: BPC does not make any design in all its operations and activities
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QUALITY MANAGEMENT SYSTEM
4.1 - General Requirements
GENERAL POLICY <<4.1>>
BPC is committed to establish, document, implement and maintain a integrated management system, and
continually improve its effectiveness, in conformance with requirements of ISO 9001 : 2008, ISO
14001:2004 and OHSAS 18001: 2007. International Standard.
PROCEDURAL POLICIES
1.
Integrated management system processes <<4.1.a, 4.1.b, 4.1.c>>
1.1
Processes needed for the integrated management system are identified in this
quality manual and in associated operational procedures and work instructions.
The documentation defines these integrated management system processes and
their sequence and interaction, and instructs on how to implement and apply
them throughout the organization.
1.2
Integrated management system documentation also defines criteria and
methods needed to ensure that the operation and control of integrated
management system processes are effective. This usually includes assignment
of responsibilities and allocation of resources for the process, instructions on
how to carry out (or operate) the process, and definition of methods for
monitoring and/or measuring the effectiveness of the process.
1.3
QHSE Procedure (SD-BPC-QHSE-DC)Document and Data Control
Procedure, explains in more detail how integrated management system
processes are defined and documented.
2.
Resources and information <<4.1.d>>
2.1
Management Representative is responsible for determining resource and
information requirements necessary to support the operation and monitoring of
integrated management system processes, and for communicating these
requirements to the top management. The top executive management is
responsible for ensuring the availability of necessary resources and information.
Section 6.1 of this quality manual, Provision of Resources, explains in more
detail how resource requirements are identified and satisfied.
3.
Monitoring and measurement <<4.1.e>>
3.1
The performance of integrated management system processes is systematically
monitored and/or measured. This is to ensure their effectiveness and identify
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opportunities for improvement.
3.2
The performance of service/product realization processes is usually monitored
by measuring process parameters and/or service/product characteristics
resulting from the process; and through the program of inspections and tests
applied to the service/product. The performance of processes required for
quality management is usually monitored through internal QHSE audits. The
overall performance of the integrated management system is monitored by
measuring Client satisfaction, monthly reports issued from the service/product,
controling & monitoring any external resourses and inspection and testing for
raw material, in process activities and finished works.
3.3
Monitoring and measuring activities are defined in Sections 8.1 and 8.2 of this
quality manual, and in the corresponding operational procedures.
4.
Conformance and continual improvement <<4.1.f>>
4.1
Integrated management system processes are regularly reviewed by the top
management to identify any possible failures or breakdowns, as well as
opportunities for improvement. Actions necessary to address actual or
potential problems and to improve the integrated management system are
implemented through corrective and preventive actions and management
improvement projects. Sections 5.6 and 8.5 of this quality manual and the
corresponding operational procedures define how management reviews and
corrective / preventive actions are used to ensure conformance and
improvement.
5.
Outsourced processes <<4.1 last paragraphs>>
5.1
When processes that affect service/product conformity are outsourced, special
controls are implemented to ensure that these processes meet specified
requirements. Such controls may include, as appropriate: evaluation and prequalification of suppliers; assessment of supplier realization processes and
integrated management system; monitoring of supplier quality performance;
requirements for inspection, testing or other records demonstrating project
conformity; or containment and verification of the supplied project. Section 7.4
of this quality manual and the corresponding operational procedures define
such purchasing control system.
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ASSOCIATED DOCUMENTS
 Quality Manual: All sections
 QHSE Procedure (SD-BPC-QHSE-DC): Document and Data Control.
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QUALITY MANAGEMENT SYSTEM
4.2 - Documentation and Records
GENERAL POLICY
Scope of the integrated management system documentation is defined. Establishment and
revision of documents, and their distribution, are controlled. New documents and revisions
are reviewed and approved prior to issue; and are identified with respect to their revision
level. Appropriate documents are available at locations where they are used. Obsolete
documents are removed from points of use. Documents of external origin are identified and
their distribution is controlled.
Integrated management system records are identified and indexed to facilitate their retrieval,
and are stored in a suitable environment to minimize deterioration. Integrated management
system records are retained for a period of time depending on the importance and nature of
the record and the requirements of ISO 9001 : 2008.
PROCEDURAL POLICIES
1.
Scope
1.1
BPC Integrated management system documentation comprises the following types of
documents:
 IMS manual
 Quality manual (including a documented QHSE policy);
 Documented statements of QHSE objectives (Management Review
Minutes of Meeting).
 Operational procedures;
 Work instructions;
 Processing documents, including procedures, and other documents
defining service/product;
 QHSE records;
Purpose, scope, and responsibility for controlling various types of documents
are defined in QHSE Procedure( SD-BPC-QHSE-RC), Record Control.
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2.
Quality Manual <<4.2.2>>
2.1
The top level document defining the overall quality management system is the
Quality Manual. It includes:
 The scope of the quality system, including details of and justification for
any exclusions (refer to Section 0.3);
 Description of quality system processes, their sequence, and interrelation;
and
 References to documented procedures;
3.
Document control <<4.2.3>>
3.1
New documents and document changes may be initiated by anyone in the
organization, but may only be issued by an authorized function. The authorized
functions and the rules governing the issue of documents are defined in
procedures ( SD-BPC-QHSE-DC) Document and Data Control, and (SDBPC-QHSE-RC) Record Control, Integrated management system
Documentation. All documents are reviewed and approved prior to issue.
3.2
A paper document is officially issued for use when it is approved by authorized
function.
3.3
Documents are distributed to personnel and locations where they are used.
When appropriate and relevant, documents display a distribution list.
3.4
Obsolete documents are removed from points of use. Retained masters or
copies of obsolete documents are properly marked and are kept separate from
active documents.
3.5
Document changes are reviewed and authorized by the same function that
issued the original document. Revised documents are distributed with a change
brief summarizing the changes. QHSE Management Representative issuing
paper documents maintains a master list specifying the latest issues and
revisions of its documents.
4.
Control of Integrated management system records <<4.2.4>>
4.1
Integrated management system records are established and maintained to
provide evidence that:
 Materials, components, and projection processes meet specified
requirements;
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 Finished service/product conform to specifications: and
 The integrated management system is operated in accordance with
documented procedures and that it is effective.
Where required, Integrated management system records also include
traceability information.
4.2
Records are established by personnel performing the task, operation, or activity
the results of which need to be recorded. Records are dated; and identify the
project, person, or event to which they pertain.
4.3Records are indexed and grouped to facilitate their retrieval.
4.4
Records are normally stored by the same department that initially established
the record. Records are stored in dry and clean areas, QHSE records and
documents may not be stored in private desk drawers, unauthorized computer
drives, or other obscure locations that are not generally known.
4.5
Retention periods for QHSE records are determined on the basis the lifetime of
the project or the event to which the record pertains, and on regulatory and
contractual requirements.
4.6
All categories of QHSE records maintained by BPC are listed in QHSE
Procedure ( SD-BPC-QHSE-RC), Record Control. The list identifies specific
types of records for each category; their storage location; and retention period.
ASSOCIATED DOCUMENTS
 QHSE Procedure ( SD-BPC-QHSE-RC): Record Control
 QHSE Procedure ( SD-BPC-QHSE-DC): Document and Data Control
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MANAGEMENT RESPONSIBILITY
5.1 - Management Commitment
GENERAL POLICY
The top executive management is ultimately responsible for establishing, implementing,
maintaining, and improving the integrated management system. Management commitment is
demonstrated by communicating to the organization the importance of meeting requirements,
establishing the QHSE policy and QHSE objectives, conducting management reviews of the
integrated system, and ensuring the availability of necessary resources.
PROCEDURAL POLICIES
1.
Top management <<5.1>>
•
1.1 For the purpose of administrating the integrated management system, top
management is defined to include the General Manager ,Deputy Managers,
Chief Geophysicist, Team Leader, Processors, Human Resource , Financial&
QHSE.
2.
Client requirements <<5.1.(a)>>
2.1
Top management is committed to communicate the importance of meeting
Client as well as regulatory and legal requirements. Management representative
is responsible for implementing this commitment by promoting awareness of
Client requirements throughout the organization. This responsibility of
management representative is stipulated in Section 5.5, Organization and
Communication.
3.
QHSE policy and QHSE objectives <<5.1.(b), 5.1.(c)>>
3.1
Top management defines the purpose and objectives for the integrated
management system. They are documented and communicated in the form of
QHSE policy and QHSE objectives. Processes for establishing the QHSEpolicy
and QHSE objectives are defined in this manual in Section 5.3, QHSE Policy,
and Section 5.4, QHSE Planning.
4.
Management reviews <<5.1.(d)>>
4.1
Top management periodically reviews the integrated management system to
ensure its continuing suitability, adequacy, and effectiveness. The review
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evaluates current status and performance of the integrated management system
and initiates actions for further improvement of the system. The process for
conducting management reviews is defined in Section 5.6 of this manual and in
QHSE Procedure SD-BPC-QHSE-MR, Management Review.
5.
Resources <<5.1.(e)>>
5.1
Top management is committed to providing resources necessary for
establishing, implementing, and improving the QHSE management system.
Section 6.1 of this manual defines processes for identifying resource
requirements and allocation of resources for specific activities and projects.
ASSOCIATED DOCUMENTS
 QHSE Procedure SD-BPC-QHSE-MR: Management Review
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MANAGEMENT RESPONSIBILITY
5.2 - Client Focus
GENERAL POLICY
The principal objective of the Integrated Management System is to focus our organization on
the Client, and in particular, on Client satisfaction. The key to achieving high Client
satisfaction is a good understanding of Client requirements and a capability to consistently
fulfill these requirements.
PROCEDURAL POLICIES
1.
Determining Client requirements <<5.2>>
1.1
Client requirements are understood broadly to include all aspects of projects
and associated services that can influence Client satisfaction. When relevant,
this may also include Client needs and expectations.
1.2
Client requirements are determined and verified through the process of order
review. This process is defined in quality procedure SD-BPC-QP-CCR client
contract review & estimates.
2.
Client needs and expectations
2.1
When appropriate, Client needs and expectations are determined and are
incorporated into service/product requirements. General manager /Deputy
General manager. is responsible for collecting and analyzing information on
Client needs and expectations. The purpose is to gain understanding of:
 How Clients use (and misuse) service/product;
 How the service/product interfaces with Client’s other service/product
and/or operations;
 Which service/product features and characteristics are most important to
Clients, and which are perceived to be the strengths and weaknesses of the
project or service.
2.2
Information about Client needs and expectations is collected and developed
from various sources. These include:
 Trends in stated Client requirements and developments in pertinent legal
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and regulatory requirements;
 Client surveys and direct contacts with Clients;
 Expressions of Client satisfaction and dissatisfaction, including Client
complaints, and other Client feedback;
 Trade magazines, conferences, seminars, etc.; and
 Benchmarking against competitive projects.
2.3
Information about Client needs and expectations is also extracted from Client
feedback and complaints, and Client satisfaction data. Quality Procedures SDBPC-QP-CS, Client Satisfaction, and SD-BPC-QHSE-C/PA, Corrective and
Preventive Actions, define how this data is collected and used.
3.
Fulfillment of Client requirements
3.1
The whole integrated management system is designed and implemented to
ensure that Client requirements can be consistently fulfilled. Integrated
management system processes that most directly contribute to achieving this
objective are those related to the control of service/product realization
processes and to monitoring and measuring of service/product. Sections 7 and
8 of this manual define these processes.
ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC-QP-CCR: Client Contract Review &
Estimates..
 Quality Procedure SD-BPC-QP-CBP-CS: Client Satisfaction.
 QHSE Procedure SD-BPC-QHSE-MR: Management Review
 QHSE Procedure SD-BPC-QHSE-C/PA: Corrective and Preventive
Actions.
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MANAGEMENT RESPONSIBILITY
5.3 - QHSE Policy
Quality Health Safety and Environmental QHSE policy
Blue Nile processing company (BPC) is committed to high standards of quality, health,
safety and environmental practices and performance in all its’ business activities.
To achieve the above, BPC QHSE Policy:
To be compliance with all applicable laws and regulations.
To conduct all projects in a manner that promotes safe works practice and avoid risks to
our employees, surroundings and the environment.
To deliver high quality reliable services that meet clients’ requirements and
expectations.
To provide leadership and commitment, ensure legislative compliance and actively
encourage effective participation by all personnel in QHSE issues.
To ensure all risks are identified and reduced to minimum level.
To develop and maintain in key performance indicator for continual improvements in
QHSE performance by setting objectives and targets which are monitored through
periodical bases.
To ensure that QHSE are every employee’s, client’s responsibility, in order to achieve
continual improvements.
All BPC management will be committed to identification corrective / preventive of nonconformance and risks related to QHSE.
BPC requirement is that QHSE policy be effectively communicated to its interested
parties.
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QHSE policy is to be continually reviewed suitability and currency to ensure compliance
with the necessary requirements.
Do It Right the First Time Every time
Awad Osman Awad
BPC Acting General Manager
01.01.2014
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1.
Authority <<5.3>>
1.1
QHSE policy is established and approved by the top management
2.
Role of the policy <<5.3.(a)/(b)/(c)>>
2.1
The main role of the QHSE policy is to communicate the company’s
commitments and aspirations with regard to QHSE, and to define principal
objectives for the integrated management system.
2.2
The QHSE policy provides a framework for establishing specific QHSE
objectives, and provides direction for the continual improvement effort. The
use of QHSE policy in setting QHSE objectives is addressed in this manual in
Section 5.4, Quality Planning. The use of the policy to facilitate continual
improvement is explained in QHSE Procedure SD-BPC-QHSE-CI, Continual
Improvement.
3.
Communication <<5.3. (d)>>
3.1
The QHSE policy is posted throughout the company, and its role is explained
and discussed at the general orientation training provided to all employees.
3.2
The QHSE policy is also communicated to Clients, consumers and other
interested parties. For this purpose, it is displayed in the reception area and
posted on the company’s internet site.
4.
Review <<5.3. (e)>>
4.1
The QHSE policy is periodically reviewed within the framework of
management reviews of the integrated management system. This is to ensure
its continual relevance and suitability. The process for reviewing the QHSE
policy is defined in QHSE Procedure SD-BPC-QHSE-MR, Management
Review.
ASSOCIATED DOCUMENTS
 QHSE Procedure SD-BPC-QHSE-MR: Management Review
 QHSE Procedure SD-BPC-QHSE-CI: Continual Improvement
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MANAGEMENT RESPONSIBILITY
5.4 - Integrated management system Planning
GENERAL POLICY
QHSE objectives are established to support and implement the QHSE policy and continual
improvement. IMS planning includes identification and determination of integrated
management system processes (including any exclusions of ISO 9001 requirements);
priorities for continual improvement; and resources needed to achieve QHSE objectives and
to maintain and improve the integrated system. All changes carefully planned and
implemen.ted to ensure the continuing effictiviness of the IMS.
PROCEDURAL POLICIES
1.
QHSE objectives <<5.4.1>>
1.1
QHSE objectives are established throughout the organization to implement the
QHSE policy, to meet requirements for projects and processes, and to improve
integrated management system and quality performance.
1.2
QHSE objectives define the direction and priorities for continual improvement.
Use of QHSE objectives for facilitating continual improvement is explained in
QHSE Procedure SD-BPC-QHSE-CI, Continual Improvement, and SD-BPCQHSE-MR, Management Review.
1.3
QHSE objectives are classified into the following four categories:
 Policy objectives: These are principal, strategic objectives that apply to
the whole organization. They are typically included in the QHSE policy
itself, or may be communicated in memoranda from the top management.
Policy objectives are authorized by the top management
 QHSE performance objectives: These objectives set specific, measurable
targets for improving operational performance to ensure project
conformity and Client satisfaction. They apply to departments and
functions having direct responsibility for activities that require
improvement. Performance objectives are established, documented, and
monitored within the framework of management reviews of the quality
system, in accordance with QHSE Procedures SD-BPC-QHSE-MR,
Management Review.
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 Service/product QHSE objectives: These objectives pertain to
improvement of projects and associated services. service/product
objectives are established by the G.M. and top executive managers
responsible for Tendering & Contracts. and service/product development.
They can be documented in project briefs, memoranda, or minutes of
meetings; and apply to functions responsible for research, design, and
development of projects and services.
 Integrated management system objectives: These objectives pertain to
improvement of integrated management system processes and
performance. Integrated management system objectives are established,
documented, and monitored within the framework of management reviews
of the integrated system, in accordance with QHSE Procedure SD-BPCQHSE-MR, Management Review.
2.
Integrated management system planning <<5.4.2>>
2.1
Integrated management system elements and processes are planned to ensure
that the system is appropriate for its intended purpose, and that it is effective
and efficient. The purpose of the Integrated management system is:
 To achieve the QHSE policy;
 To ensure and demonstrate our ability to provide consistently project that
meets Client and regulatory requirements;
 To ensure high level of Client satisfaction;
 To facilitate continual improvement; and
 To comply with requirements of ISO 9001:2008, ISO 14001:2004 and
OHSAS 18001:2007standard.
2.2
The output of Integrated management system planning is documented in this
quality manual, in associated operational procedures, and in other referenced
documents. These documents identify and define all elements and processes of
the Integrated system.
2.3
The IMS maitains its integrity when changes are planed and implemented.
3.
Continual improvement planning <<5.4.2>>
3.1
Improvements of the integrated management system are planned within the
framework of management reviews. The output of this planning is expressed in
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the form of integrated management system objectives, as defined above in
Clause 1.3 of this section, and in QHSE Procedures SD-BPC-QHSE-CI,
Continual Improvement; and SD-BPC-QHSE-MR, Management Review.
ASSOCIATED DOCUMENTS
 QHSE Procedure SD-BPC-QHSE-MR: Management Review
 QHSE Procedure SD-BPC-QHSE-CI: Continual Improvement
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MANAGEMENT RESPONSIBILITY
5.5 - Organization and Communication
GENERAL POLICY
Functions and their interrelation within the company are defined and communicated.
Top management appoints a management representative responsible for establishment and
maintenance of the integrated system, and for reporting to the top management on the
performance of the system.
Issues regarding the integrated management system are communicated internally though
distribution of pertinent documents, meetings, training and awareness programs, and
management reviews.
PROCEDURAL POLICIES
1.
Responsibility and authority <<5.5.1>>
1.1
Departments, groups and functions within the company, and their
interrelations, are defined in the organizational chart enclosed at the end of this
section.
1.2
All departments and functions in the company are responsible for
implementing, maintaining, and improving the integrated system.
Following specific responsibilities and authorities are assigned:
 GENERAL MANAGER
A general manager oversees all aspects of operations within a company. All
departments head reports to GM. and the GM reports to BOD. The GM is typically
responsible for maintaining a smooth flow of work between departments and for
resolving interdepartmental conflicts. The most important task of a GM is to assure
that the company stays on schedule with regard to production and meets or exceeds
the goals set by BOD.
 DEPUTY GENERAL MANAGER
Usually work for or assist a General Manager, he take over when the GM is not
available and share in their responsibilities. He helps to motivate staff, handle
administrative duties, and perform human resource tasks, such as recruiting and
assessing staff performance.
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CHIEF GEOPHYSICIST
Chief geophysicist responsible for the processing Projects team, providing special
support for team leaders. he should have a thorough grounding in the processing of
seismic data, including parameters testing, processing sequence flow design,
experience in creating and using complex trace and surface attributes, AVO and elastic
and acoustic impedance attributes and volumes to ensure that relevant geophysical
aspects of the exploration, appraisal, development and management of hydrocarbon
resources are thoroughly performed within the technical guidelines of the company.
LEGAL ADVISOR
The major purpose of the Legal Adviser is to deliver legal advice to management, and
also involves drafting and vetting of various types of legal documents, agreements.
QC MANAGER
Quality control Manager is one of the most important figures in the Seismic data
processing. He overlooks the total quality of final products or services to meet Client's
expectations.
Quality control managers strive to assure quality improvement after each step in
processing sequence.
ADMINSTRATIVE MANAGER
Administrative manager Supports operations by overseeing and directing the
administrative services of an organization. he assign responsibilities to administrative staff
and ensure the facilities are equipped with the supplies and services needed. his work
encompasses a variety of responsibilities to ensure a business runs smoothly and
accomplishes its goals on a daily basis.
 HUMAN RESOURCES SH.
Human resources (HR) Section Head develop, advice on and implement policies relating
to the effective use of personnel within an organization. The aim is to ensure that the
organization employs the right balance of staff in terms of skills and experience, and that
training and development opportunities are available to employees to enhance their
performance and achieve the employer's business aims.
 MARKETING MANAGER
To be responsible for developing and maintaining marketing strategies to meet agreed
company objectives.To evaluate customer needs, market conditions, other competitors
and implement marketing plan alteration as needed.
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2.
Management representative <<5.5.2>>
2.1
BPC appoints the Management Representative. Management representative
has the authority and responsibility to:
 Ensure that the integrated management system is implemented, maintained
and continually improved;
 Promote awareness of Client requirements throughout the organization;
 Report to the top management on the performance of the integrated
system, including needs for improvement; and
 Coordinate communication with external parties on matters relating to the
integrated management system and ISO 9001, ISO 14001:2004 and
OHSAS 18001:2007 registration.
3.
Internal communication <<5.5.3>>
3.1
Internal communication regarding the integrated management system flows
two ways:
The management communicates to the organization the QHSE policy and
objectives; Client and regulatory requirements; service/productand process
specifications; verification and validation requirements; and instructions on
how to implement and use the integrated management system.
The organization communicates to the management information and data
regarding Client needs and expectations, Client satisfaction, quality
performance, the effectiveness of the integrated management system, and
opportunities for improvement.
3.2
The information is communicated through manuals, procedures, instructions, ,
specifications, QHSE records, reports, etc.; and through training, on-the-job
instruction, and meetings. QHSE Procedures SD-BPC-QHSE-DC, Document
and Data Control, and SD-BPC-QP-HR-TD, Training and Development,
regulate these activities.
3.3
Management review meetings have a special role in ensuring proper
communication between the top management and the organization. The
meeting provides the framework for the organization to report on the status of
QHSE-related issues and activities, and for the management to formulate
policies and directives to change and/or improve the integrated management
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system. This process is defined in QHSE Procedure SD-BPC-QHSE-MR,
Management Review.
3.4
Management Representative has the overall responsibility for ensuring that all
pertinent documents, reports and records are distributed to appropriate
departments and functions, and that information and data about quality
performance and the effectiveness of the integrated management system are
reported to the top management.
ASSOCIATED DOCUMENTS
 QHSE Procedure SD-BPC-QHSE-MR: Management Review
 QHSE Procedure SD-BPC-QP-HR-TD: Training and Development
 QHSE Procedure SD-BPC-QHSE-DC: Document and Data Control
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BPC ORGANIZATIONAL CHART
General
Manager
Legal
Marketing
Secretary
Audit
Deputy
G. Manager
QHSE Office
Admin. Manager
Chief Geophysicist
QC
HR
Accounting
Senior Processors
Store Keeper
Processors
Driver
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MANAGEMENT RESPONSIBILITY
5.6 – Management Review
GENERAL POLICY
Top management conducts periodical reviews of the integrated system. The review evaluates
the suitability and effectiveness of the system, identifies opportunities for improvement, and
considers the need for changes to the QHSE policy and QHSE objectives. Results of the
review are documented.
PROCEDURAL POLICIES
1.
General <<5.6.1>>
1.1
The purpose of management reviews is to:
 Evaluate the suitability, adequacy and effectiveness of the integrated
system;
 Consider changes to the integrated management system and to the QHSE
policy and QHSE objectives; and
 Identify opportunities for improvement of the integrated system, processes
and projects.
1.2
Management reviews are chaired by the Top management & executive manger
and are attended by General Manager ,Deputy Managers, Chief Geophysicist,
Team Leader, Human Resource , Financial & QHSE.
1.3
Management reviews are conducted at least once a year. More frequent reviews
are scheduled in periods when organizational,or other circumstances require
increased attention and input from the top management.
2.
Review input <<5.6.2>>
2.1
Input into the management reviews consists of information and data related to
QHSE performance of the organization. At a minimum, this includes:
 Results of audits,
 Relevant communication(s) from external interested parties, including
complaints, Clienter Complaints & feedback Process performance and
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project conformance data,
 A summary of nonconformity, Status of incident investigations corrective
and preventive actions Changes
 Evaluations of compliance with applicable legal requirements
 The results of participation and consultation
 Follow-up actions from earlier management reviews, and
 Recommendations for improvement.
Section 8.4 of this manual, Analysis of Data, and Quality Procedure SD-BPCQHSE-MR, Management Review, define the scope, and method of
presentation, of the input information and data.
3.
Review output <<5.6.3>>
3.1
Management reviews are concluded with actions related to improvement of the
integrated management system, and improvement of processes and
service/product to better meet Client requirements. The review also identifies
resource needs to implement these actions.
3.2
Results of management reviews are documented in minutes of the review
meeting. The minutes include improvement actions, and assign responsibilities
and allocate resources for implementation of these actions.
ASSOCIATED DOCUMENTS
 QHSEProcedure SD-BPC-QHSE-MR: Management Review
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RESOURCE MANAGEMENT
6.1 - Provision of Resources
GENERAL POLICY
Top executive management is committed to provide adequate resources for the
implementation and improvement of the integrated system, and for addressing Client
satisfaction.
PROCEDURAL POLICIES
1.
General <<6.1>>
1.1
Resources required for implementation and improvement of the integrated
system, and for addressing Client satisfaction, may include people, suppliers,
information, infrastructure, work environment, and financial resources.
2.
Determination of resource requirements <<6.1>>
2.1
QHSE manager and other management personnel involved in the integrated
management system are responsible for determining resource requirements for
the implementation and improvement of the system.
2.2
Deputy Managers &Chief Geophysicist is responsible for determining resource
requirements for addressing Client satisfaction. This is based on input from
other management personnel responsible for activities relevant to particular
aspects of Client satisfaction survay.
2.3
The principal forum for determining and communicating resource requirements
are management reviews of the integrated management system. QHSE
Procedure SD-BPC-QHSE-MR, Management Review, explains this process.
3.
Provision of resources <<6.1>>
3.1
Top executive management has the responsibility and authority for provision of
resources.
3.2
Allocation of resources for particular activities is integrated with the process of
defining and initiating the activity. It may take the form of personnel
assignments, allocation of space or equipment, training, procurement decisions,
budgets, etc.
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3.3
Allocation of resources may be documented in the quality manual, operational
procedures, minutes of meetings, memoranda, or any other form. Approvals of
resource allocations may be also communicated verbally.
3.4
Management review of the integrated management system is the principal forum
for allocation of resources for the operation and improvement of the system. All
actions initiated by the review are supported by allocation of specific resources
necessary for their implementation. QHSE Procedure SD-BPC-QHSE-MR,
Management Review, defines this process.
ASSOCIATED DOCUMENTS
 QHSE Procedure SD-BPC-QHSE-MR: Management Review
 Quality Procedure SD-BPC-QP- CS: Client Satisfaction.
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RESOURCE MANAGEMENT
6.2 – Competence, Awareness and Training
GENERAL POLICY
BPC identifies personnel training needs, provides required training, and evaluates the
effectiveness of the training provided. Personnel assigned to perform specific tasks,
operations, and processes are qualified on the basis of appropriate education, experience, or
training. Employees are made aware of the relevance and importance of their activities and
how they contribute to the achievement of QHSE objectives. Records of personnel
qualifications and training are maintained.
PROCEDURAL POLICIES
1.
Identification of training needs and awareness programs <<6.2.1, 6.2.2>>
1.1
Human Resources Section is responsible for identifying training needs and
awareness programs for company-wide participation, such as: general
orientation, rules and regulations, integrated management system, and other
company-wide systems and issues.
1.2
Departmental managers are responsible for identifying competency requirements
and training needs in their departments, and for establishing departmental
training programs. Human Resources Section is primarily focused on increasing
the level of skills in operating equipment and processes, conducting inspections
and testing, using analytical and statistical techniques, and so forth.
1.3
In addition, training needs are often identified in response to corrective or
preventive action requests (CARs), as nonconformity may be caused by
inadequate training.
2.
Awareness and training programs <<6.2.1, 6.2.2>>
2.1
BPC provides, or supports, the following categories of company-wide and
departmental training and awareness programs:
 General orientation and integrated management system awareness training
— Explains how the service/productis used and how the integrated
management system works to ensure service/productquality. Provided to all
employees.
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 Safety training — Instructs in safe working practices, use of personal
protective equipment, first aid, etc. Provided to all employees.
 External training — External seminars, conferences, and courses.
Provided to individual employees on as-needed basis.
 Self-study — Reading magazines, books, and reports. While all employees
are encouraged to broaden their knowledge through reading, in some cases
self-studying may be required as formal training.
 Skill training in processing and quality control departmental training in
specific skills. Often provided as on-the-job training.
2.2 Training and Development Procedure SD-BPC-QP-HR- TD, describes in detail the training and
awareness programs provided by the company.
3.
Effectiveness of training <<6.2.2>>
3.1
Effectiveness of training is evaluated using the following approaches:
 Follow-up performance evaluation of trained employees;
 Review of the overall performance in areas relevant to particular training
programs;.
 Consideration of competency and training when investigating causes of
integrated management system failures and service/product or process
nonconformities; and
 A global review of all training and awareness programs, conducted within
the framework of management reviews of the integrated system.
QHSE Procedures SD-BPC-QP-HR-TD, Training and Development, and SDBPC-QHSE-MR, Management Review, prescribe more specific methods for
evaluating particular categories of training and awareness programs.
4.
Training records <<6.2.2>>
4.1
Training records are established for all types of training. Records are normally
established and maintained by the department that provides the training. Human
Resources maintains as-hired qualification records, and may also have copies of
some departmental training.
ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC-QP-HR-RE: HR Recruitment
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 Quality Procedure SD-BPC-QP-HR-TD: Training and Development
 Quality Procedure SD-BPC-QP-HR-LE: Leave
 Quality Procedure SD-BPC-QP-HR-BT: Business Trip
 Quality Procedure SD-BPC-QP-HR-PA: Payroll
 Quality Procedure SD-BPC-QP-HR-LO: Loans
 Quality Procedure SD-BPC-QP-HR-ATT: Attendance
 Quality Procedure SD-BPC-QP-HR-MT: Medical Treatment
 Quality Procedure SD-BPC-QP-HR-ES: End Of Service
 QHSE Procedure SD-BPC-QHSE-MR: Management Review
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RESOURCE MANAGEMENT
6.3 - Infrastructure and Work Environment
GENERAL POLICY
Suitable infrastructure, facilities and work environment are provided as required to
achieve service/productconformity. This includes planning, provision, and maintenance
of employee facilities, workspaces, equipment, software, and associated services.
PROCEDURAL POLICIES
1.
Infrastructure and Facilities <<6.3>>
1.1
Planning of new, and/or modification of existing infrastructure and facilities is
usually conducted in conjunction with service/productor process changes;
capacity and/or work force expansions; and other such events. Facilities may
also be expanded or modified to improve projectivity and/or quality, or to
improve the work environment.
1.2
Departmental managers are responsible for
requirements for new, and/or modification of
facilities in their departments. Requests for
expansions of facilities are submitted to the top
approval.
2.
Supporting services and maintenance of facilities <<6.3>>
2.1
Maintenance of buildings and facilities is performed by SUDAPET. This
includes regularly scheduled maintenance of lighting systems, air conditioning
and heating systems, landscaping, and cleaning. Repairs of buildings and other
such facilities are contracted as needed.
3.
Work environment <<6.4>>
3.1
Human Resources,Deputy Manager and departmental managers are responsible
for ensuring suitable working environment for personnel. This is to include both
human and physical factors.
identifying the need and
existing infrastructure and
significant changes and/or
management for review and
ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC-QP-MA: Maintenance
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PRODUCT REALIZATION
7.1 - Planning of Service/Product Realization
GENERAL POLICY
Planning of service/productrealization processes includes determination of quality
objectives for service/product; development of required processes and process
documentation; and establishment of service/productverification and validation
programs. The plan also defines requirements for records necessary to demonstrate
process and service/product conformity.
PROCEDURAL POLICIES
1.
Service/product quality objectives <<7.1(a)>>
1.1
Quality objectives for service/product are defined in specifications contract
documents, internal and external standards, applicable legal and regulatory
requirements.
1.2
Quality Assurance is responsible for identifying service/productquality
objectives and requirements. This may be integrated with the process of
determining Client and service/productrequirements.
2.
Product Realization planning <<7.1(b), 7.1(d)>>
2.1
Service/productrealization planning includes, as applicable:
 Definition and evaluation of operations and processes,
 Development of adequate and capable processes,
 Identification of special processes and consideration of associated risks and
consequences,
 Establishment and implementation of appropriate process control measures,
 Development of instructions and training for process operators, and
 Requirements for records necessary to demonstrate process conformity.
2.2
Service/product realization plans are established in collaboration between the
client supervisor and the leam leader. The plans are defined by setting up the
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processing sequence, work orders, control plans, quality control instructions,
process validation reports, etc.
2.3
Quality procedures related to Section 7.5, Operations, explain how outputs of
service/productrealization planning are used.
3.
Service/product verification and validation planning <<7.1(c), 7.1(d)>>
3.1
Service/product verification and validation plans determine the quality control
and testing lines for a service/project, and for materials and components
incorporated into the service/project. This includes:
 Identification of testing points/lines and quality control points,
 Acceptance criteria, and
 Requirements for records necessary to demonstrate project conformity.
3.2
Deputy Manager &Chief Geophysicist are responsible for development of
service/product verification plans. The plans are defined in various types of
documents, such as setting up the processing sequence,work orders, purchasing
documents, QC procedures, and so forth. Documents defining the quality
control and testing lines for various projects are established and maintained.
ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC-QP-PBD: Planning & Business Development.
 Quality Procedure SD-BPC-QP-PQC: Seismic Data Processing Quality
Control.
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PRODUCT REALIZATION
7.2 - Client-related Processes
GENERAL POLICY
Service/productrequirements are determined to include Client requirements and legal,
regulatory, and other necessary requirements that may not be specified by Clients.Contracts
are reviewed to ensure that service/productand contract requirements are defined and can be
met, and to resolve any incomplete or conflicting requirements. Change Orders are confirmed
before acceptance. Contract amendments and changes are likewise reviewed and are
communicated to all relevant functions. Contract reviews are recorded.
Arrangements for communication with Clients relating to service/product information,
contract handling, and Client feedback and complaints are defined and implemented. Where
appropriate, operational procedures and instructions for these activities are established and
implemented.
PROCEDURAL POLICIES
1.
CLIENT AND SERVICE/PRODUCTREQUIREMENTS
1.1
Service/productrequirements <<7.2.1, 7.2.2>>
1.1.1 For service/product, project requirements are determined and reviewed by the
General Manager ,Deputy Managers, Chief Geophysicist. This often involves
input form Contracts and Quality Assurance, depending on the nature and
complexity of the service/project, and whether a similar service/product have
been recently processed.
1.1.2 Service/product requirements are determined and reviewed with regard to
requirements specified by the Client, company requirements, statutary and
regulatary requirments (national, intrenational, codes, standards, specifications
related to the service/product), special requirements; other relevant
service/productrequirements not specified by the Client, and the company’s
capacity and capability to meet all applicable requirements. Quality Procedure
SD-BPC-QP-CCR, Client Contract Review & Estimates, instructs on how to
carry out this review.
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Incomplete or conflicting requirements <<7.2.2>>
1.2.1 Any incomplete or conflicting requirements are resolved with the Client before
acceptance of the order.
1.3
Amendments <<7.2.2>>
1.3.1 Change Orders are received and reviewed by the same functions that are
responsible for the review of the initial contracts. Change Orders are
communicated to all functions within the organization that may be affected by
the change of Client requirements.
1.5
Record <<7.2.2>>
1.5.1 Reviews of service/product requirements are recorded. For catalog
service/product, the review record is established by checking appropriate box in
the order entry form. For client service/product, it is a copy of the offer
acknowledged by relevant departments. Establishment and maintenance of
contract review records are explained in Quality Procedures SD-BPC-QP-CCR,
Client Contract Review & Estimates, and SD-BPC-QHSE-RC, Record Control.
2.
CLIENT COMMUNICATION
2.1
Service/Product Information <<7.2.3.(a)>>
2.1.1 General Manager,Deputy Manager, Chief Geophysicist is responsible for
developing the content and format for company’s brochures, catalogs, internet
site, and other forms of promotional and service/product information material.
This is based on technical specifications developed by the company.
2.1.2 Master copies and/or files of documents containing service/product information
are controlled. They are reviewed and approved before release, and are
identified by a unique code-number and a revision level. Superseded and
obsolete materials are withdrawn to prevent them from being passed or
communicated to Clients.
2.2
Inquiries and order handling <<7.2.3.(b)>>
2.2.1 General Manager &Deputy Manager is responsible for receiving Client
contracts and orders.Contracts and orders for clients service/product are
reviewed by the General Manager & Deputy Manager ,Chief Geophysicist may
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be called to assist with the review of orders for clients projects.
2.2.2 Handling of Change Orders is controlled to the same extent as the handling of
initial contracts. Amendments are reviewed to verify that the new or modified
requirements can be met, and a confirmation of acceptance is sent back to the
Client.
2.2.3 Quality Procedures SD-BPC-QP-CCR Client Contract Review & Estimates,
SD-BPC-QP-CH Change Control, Change Orders instructs how to handle
contracts and Change Orders for standard catalog projects and client projects,
respectively.
2.3
Client feedback and complaints <<7.2.3.(c)>>
2.3.1 Deputy General Manager is responsible for receiving and processing Client
feedback and complaints. All received Client communication is recorded in the
Client feedback and complaints log.
2.3.2 Client feedback and complaints are classified into categories to allow for better
tracking of trends and evaluating improvement in specific aspects. Every
complaint is communicated to relevant functions within and outside the
organization. Deputy General Manager, the responsible department, and Quality
Assurance decide how to respond to the Client and, when appropriate, what
corrective or preventive actions should be implemented internally.
2.3.3 Quality Procedure SD-BPC- QP-CS, Client Satisfaction Survay, provides
detailed instructions how to receive, process, and respond to Client feedback
and complaints.
ASSOCIATED SECTIONS AND DOCUMENTS
 Quality Procedure SD-BPC-QP-CCR: Client Contract Review & Estimates
 Quality Procedure SD-BPC- QP- CS: Client Satisfaction
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PRODUCT REALIZATION
7.3 – Design Control
BPC has not identified the need for Design Control in its operation. (Refer to 0.3Exclusions).
Where BPC identifies a need for Design Control throughout any stage of its operation, these
will be incorporated in the relevant sections of the Integrated management system Procedures
and related Documents.
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PRODUCT REALIZATION
7.4 – Purchasing
GENERAL POLICY
BPC evaluates its suppliers and purchases only from those that can satisfy quality
requirements. Quality performance of suppliers is monitored and evaluated. Purchasing
documents clearly and completely describe ordered service/product, including quality
requirements. Purchasing documents are reviewed and approved prior to release. Purchased
service/product are verified before they are used or shipped.
PROCEDURAL POLICIES
1.
Supplier evaluation <<7.4.1>>
1.1
All new suppliers, subcontractors and technician are evaluated with regard to
their quality and process capability. Purchasing establish the criteria for
selection of suppliers, and conduct supplier evaluation.
2.
Supplier quality performance monitoring <<7.4.1>>
2.1
Quality performance of suppliers is monitored. Suppliers showing inadequate
performance may be asked to implement corrective actions..
3.
Approved supplier list <<7.4.1>>
3.1
Purchasing maintains an approved supplier, subcontractors and technician lists.
Orders may only be placed with vendors that are on the list.
4.
Purchasing information <<7.4.2>>
4.1
Purchasing documents are prepared by the Purchasing Committee. The
documents clearly and completely describe ordered departments, including
precise department identification and quality requirements. Purchasing
Committee reviews and approves all purchasing documents prior to release.
4.2
The preparation, review, and approval of purchasing documents and evaluating
suppliers, subcontractors and technician are explained in Quality Procedures
SD-BPC-QP-SCE, Suppliers / Contractors Evaluation & Selection Procedure,
SD-BPC-QP-PR, Procurement Procedure, & Evaluation Procedure.
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5.
Verification of purchased product <<7.4.3>>
5.1
Purchased product are inspected by receiving clerk. This includes verification of
product identity and quantity, visual inspection and, where applicable,
verification that all requested certificates and Integrated management system
records are available.
5.2
QC inspection or testing may not be necessary when product are supplied with
records or certificates demonstrating conformity; or when the supplier is
qualified based on their integrated management system certification or supplier
audits, and a satisfactory quality performance history.
5.3
Purchasing is responsible for selecting appropriate methods for purchased
service/product verification and acceptance.
ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC-QP-SCE: Suppliers / Contractors Evaluation &
Selection
 Quality Procedure SD-BPC-QP-PR: Procurement Procedure
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PRODUCT REALIZATION
7.5 – Production and service provision
GENERAL POLICY
Service/productand process information and appropriate work instructions are established
and are communicated to relevant personnel. Operations and Service/ Product processes are
monitored and controlled, and are validated where appropriate. Machines and equipment
used in projection and for monitoring and measurement activities are maintained. Methods
for Service/product release and delivery are defined.
Materials, components, parts, subassemblies, and finished Service/product are identified.
When required, traceability of materials and processes is recorded and maintained.
Inspection and test status of Service /Project is identified to ensure that only
Service/productthat has passed the required inspections is used, installed, or dispatched.
Appropriate handling, storage and preservation methods are implemented to prevent product
damage or deterioration. Receipt and dispatch to and from storage areas are controlled.
PROCEDURAL POLICIES
1.
CONTROL OF PRODUCTION AND SERVICE PROVISION
1.1
Service/productand process specifications <<7.5.1. (a)>>
1.1.1 Information specifying service/product characteristics is communicated in form
of setting up the processing sequence, work orders, control plans, quality
control instructions, and project-specific templates and other tooling. This
information is controlled in accordance with QHSE Procedure SD-BPC-QHSEDC Document and Data Control Procedure.
1.1.2 Service/product and process information required by process processer is
communicated through the work order or is included in work instructions.
1.2
Work instructions <<7.5.1. (b)>>
1.2.2 Work instructions and workmanship standards may be in the form of manuals,
procedures, sheets, posted signs, or samples. They instruct on how to carry out
a process or perform an operation or task. The need for work instructions is
evaluated on the basis of criticality, importance and complexity of the process;
the ability to verify results of the process; operator qualifications; and history of
quality problems associated with the process.
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Equipment maintenance <<7.5.1. (c)>>
1.3.1 Key process equipment, machines, hardware, and software are regularly
maintained in accordance with maintenance plans specified by equipment
manufacturers or departmental managers responsible for the equipment.
1.4
Measuring and monitoring equipment <<7.5.1. (d)>>
1.4.1 Requirements for measuring and monitoring equipment are determined by GJSS
System Monitor. This is in accordance with process control and service/product
verification programs defined in Service/product realization planning (refer to
Section 7.1 of this manual).
1.5
Process monitoring and control <<7.5.1. (e)>>
1.5.1 Processes are monitored and controlled through variety of approaches, activities
and techniques. The system is designed to control:
 Information, material and human (processer) input into the process;
 Technology, tools and equipment used;
 Process environment and performance; and
 Process output.
Process monitoring activities are further defined in Section 8.2 of this manual.
1.6
Service/productrelease and delivery <<7.5.1. (f)>>
1.6.1 Service/product are released for delivery only after all specified activities have
been satisfactorily completed and conformity of the service/product has been
verified.
2.
IDENTIFICATION AND TRACEABILITY
2.1
Service/product identification <<7.5.2>>
2.1.1 Purchased service/products are identified with unique numbers, codes, or
names. The identification is the same as, or is cross-referenced with, the
designations used in specifications, bills of materials, parts lists, purchase
orders, etc. Purchased service/products are identified by marking, labeling, or
tagging the service/products or their packaging, or by identification of the area
where the service/products are held.
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2.1.2 During all stages of processing, service/products are usually identified by work
orders and other documents that accompany them through the processing cycle.
Parts and components may also be identified by labels or tags, or the containers
in which they are held.
2.1.3 Final service/products are identified by their name, which is labeled or marked
on service/products.
2.2
Traceability <<7.5.3>>
2.2.1 When required by contracts, laws and regulations, or voluntary standards
traceability is implemented to the extent specified. Traceability may also be
implemented for internal reasons, to facilitate corrective action.
2.2.2 As required, traceability may apply to materials, components, parts, ,
service/product processes, environmental conditions, inspection and testing, and
personnel responsible for processing and verification of , service/products.
2.3
Inspection status identification <<7.5.2>>
2.3.1 Following every inspection or test, service/product are identified to indicate
whether they have passed or failed the inspection. This is to prevent
nonconforming , service/product from being used or dispatched. Physical
location of , service/product can only be used as inspection status identification
when the location is designated and contained, and in automated projection
transfer processes.
3.
CLIENT PROPERTY
3.1
The organization should handle and store the Client properties in proper way to
prevent them from damage.
3.2
Quality Procedure SD-BPC-QP-CS, Client Supplied Properities, governs the
operation of storage, staging and handling Client property.
4.
PRESERVATION OF PRODUCT
4.1
Storage <<7.5.4>>
4.1.1 Storeroom, staging and holding areas are controlled by the department that
brings in new stock.
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When special storage conditions are specified (for example, temperature or
humidity), products are stored in special rooms or boxes where the specified
conditions can be continuously maintained. These special conditions are
monitored to ensure that they are maintained without interruption and that the
service/product is not compromised at ant time.
4.1.3 Quality Procedure SD-BPC-QP-MSC, Material Handing, Storage & Control ,
governs the operation of stockrooms and storage, staging and holding areas.
5.
VALIDATION OF PROCESSES <<7.5.2>>
5.1
Processes where the resulting output cannot be verified by subsequent
measurement or monitoring are designated as special processes.
5.2
Special processes are validated and controlled by applicable methods, such as
destructive testing of service/product samples, equipment and personnel
qualification, and work instructions and process procedures.
5.4
QC are responsible for selecting and implementing appropriate process
validation and control measures for each special process. At a minimum, all
special processes are documented in work instructions.
ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC-QP-PQC: Seismic Data Processing Quality Control
 Quality Procedure SD-BPC-QHSE-DC: Document and Data Control
 Quality Procedure SD-BPC-QP-CS: Client Supplied Properities
 Quality Procedure SD-BPC-QP-MSC: Material Handing, Storage & Control
 Quality Procedure SD-BPC-QP-MA: Maintenance
 Quality Procedure SD-BPC-QHSE-NC: Control of Non-Conforming Product
 Quality Procedure SD-BPC-QP-IT: IT &Technical Services
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PROJECT REALIZATION
7.6 - Measuring and Monitoring Equipment
GENERAL POLICY
Appropriate measuring and monitoring instruments are maintained and selected to ensure
that measurement capability is consistent with the measurement requirements. Equipment
used for assuring service/product conformity is calibrated using calibration standards
traceable to the national standard. Measuring equipment is properly maintained and its
placement and use are controlled.
PROCEDURAL POLICIES
1.
Controlled and uncontrolled equipment <<7.6>>
1.1
The scope of the calibration control system extends to the measuring and test
equipment, comparative reference hardware (such as gauges and templates),
and test software used for:
 Setup and monitoring of service/product processes;
 Monitoring of environmental conditions;
 Verification of service/product conformity; and
 Operations where defined accuracy of a measurement is required to assure
service/product conformity.
2.
Measurement identification and selection of equipment <<7.6>>
2.1
Identification of measurements to be made and the tolerance of the measured
characteristics are documented in control plans and/or in service/product
specifications.
2.2
Instruments, and other measuring and monitoring equipment are selected on the
basis of their capability to provide the necessary accuracy of the measurement.
3.
Validation of software <<7.6>>
3.1
In-house developed inspection, test, and monitoring software is validated before
it is used for project assurance or verification. Commercial software is
purchased with validation certificates where available. Software is revalidated or
recertified when conditions for which it was initially validated are materially
changed.
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ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC-QP-IT: IT &Technical Services
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MEASUREMENT, ANALYSIS AND IMPROVEMENT
8.1 - Planning of Monitoring and Measurement
GENERAL POLICY
Measurement and monitoring activities required to assure service/product conformity, and to
achieve improvement, are planned and defined. When applicable, statistical techniques are
used for analyzing measurement data.
PROCEDURAL POLICIES
1.
Planning <<8.1>>
1.1
Measurement and monitoring activities to assure and verify service/product
conformity are defined in seismic data processing project, inspection and testing
procedures, and process control procedures. These activities are further defined
in this manual in Section 8.2, Measurement and Monitoring, and in several
operational procedures referenced at the end of this section.
1.2
The effectiveness of the integrated management system is monitored by internal
audits and by measuring QHSE performance and Client satisfaction. Results of
these activities are reported to the top management and are used to identify
opportunities for improvement. Activities related to internal audits and to
measuring Client satisfaction and QHSE performance are further defined in this
manual in Sections 8.2.
2.
Statistical techniques <<8.1>>
2.1
Statistical techniques may be applied to:
 Set up of process equipment;
 Testing and validation of processes;
 Establishment of sampling plans for inspections and testing;
 Evaluation of measurement systems; and
 Analysis of quality performance and other company-level data.
2.2
Departmental managers are responsible for identifying the need for using
statistical techniques in their departments and in other activities for which they
are responsible. Quality Assurance may be called upon to assist other
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departments in selecting and documenting specific techniques.
ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC- QP- CS: Client Satisfaction
 QHSE Procedure SD-BPC-QHSE-AU: QHSE Audit
 Quality Procedure SD-BPC-QP-PQC: Seismic Data Processing Quality
Control
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MEASUREMENT, ANALYSIS AND IMPROVEMENT
8.2 - Monitoring and Measurement
GENERAL POLICY
Client satisfaction is the principal objective of the quality system, and the level of Client
satisfaction is the most important measure of the effectiveness of the system. Client
satisfaction is measured by collecting and analyzing direct Client feedback, and by measuring
secondary indicators of Client satisfaction. Client satisfaction data is used by the top
management to identify opportunities and priorities for improvement.
Integrated management system processes are monitored to ensure that they achieve planned
results. Relevant service/product characteristics are measured through inspections, tests, and
other service/product verification activities, as specified in control plans. Evidence of
service/product conformity is recorded. Service/product are released for delivery only after
all specified activities have been satisfactorily completed and verified.
PROCEDURAL POLICIES
1.
CLIENT SATISFACTION
1.1
General
1.1.1 Deputy General Manager is responsible for developing suitable indicators of
Client satisfaction, and for defining methods for collecting and analyzing the
pertinent information.
1.1.2 Information and data pertaining to Client satisfaction are collected from several
sources.
1.1.3 Quality Procedures SD-BPC-QP-CS, Client Satisfaction, and SD-BPC-QHSEC/PA, Corrective / Preventive Action, define the system for collecting and
analyzing the pertinent information and data, and for reporting results to the top
management.
2.
INTERNAL AUDIT
2.1
Planning and scheduling <<8.2.2>>
2.1.1 QHSE Management Representative establishes an internal audit plan and
schedule in accordance with QHSE Procedure SD-BPC-QHSE-AU, QHSE
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Audit. Every activity and area is audited at least once a year. Selected activities
are audited more frequently, depending on their importance and quality
performance history.
2.2
Audit team and preparation for audit <<8.2.2>>
2.2.1 Only personnel independent of the audited activities are assigned to conduct
internal audits.
2.2.2 Auditors prepare for audits by reviewing applicable standards and procedures,
analyzing quality records, and establishing questionnaires and checklists.
Selection of auditors and preparation for the audit are explained in QHSE
Procedure SD-BPC-QHSE-AU, QHSE Audit.
2.3
Conducting the audit <<8.2.2>>
2.3.1 Conducting the audit, auditors seek objective evidence indicating whether the
audited activities comply with the requirements of the documented integrated
management system , and whether the integrated management system is
effective. The evidence is collected by observing activities, interviewing
personnel, and examining records.
2.3.2 Nonconforming conditions are documented and recorded using the audit
nonconformity report form. A model of the form and instructions on how to use
it are provided in Procedure SD-BPC-QHSE-C/PA.
2.3.3 Audits are conducted in a way that minimizes disruption of the audited
activities.
2.4
Corrective action and follow up <<8.2.2>>
2.4.1 When nonconforming conditions are identified, the manager responsible for the
affected area or activity is requested to propose and implement a corrective
action. Implementation and effectiveness of the action are verified by a followup audit. The audit nonconformity report form is used for monitoring and
recording the implementation of the corrective actions.
2.5
Reporting <<8.2.2>>
2.5.1 When the auditing cycle is completed, all nonconformity reports established
during the cycle are compiled and analyzed, and are presented at the
management review meeting.
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3.
MONITORING OF INTEGRATED MANAGEMENT SYSTEM
PROCESSES
3.1
Process monitoring <<8.2.3>>
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3.1.1 Integrated management system processes are monitored by variety of
approaches and techniques, as appropriate for a particular process and its
importance. These include:
 Reporting from all processes to top management and analysing these reports;
 Monitoring trends in corrective and preventive action requests;
 Analyzing project conformity and other quality performance data and
trends;
 Measuring and monitoring Client satisfaction;
3.2
Response Actions
3.2.1 When a integrated management system process does not conform with
requirements, QHSE may request the manager responsible for the process to
implement a corrective action, in accordance with QHSE Procedure SD-BPCQHSE-C/PA, Corrective and Preventive Action.
4.
MONITORING AND MEASUREMENT OF PRODUCT
4.1
Service/productverification <<8.2.4>>
4.1.1 Inspection and testing program for a service/productis defined in various types
of documents, such as project specifications, projection work orders,
purchasing documents, inspection and testing procedures, and so forth.
Documents defining the inspection and testing program for a project are
collectively referred to as control plans. Section 7.1 of this manual defines the
process for establishing control plans.
4.1.2 Verification of purchased service/product: All purchased service/product are
subjected to a visual inspection by the receiving clerk, and then some designated
projects are subjected to a more detailed and technical QC inspection.
4.1.3 In-process inspections: In-process inspections may be in the form of
first article inspections, operator or QC inspections, continuous project
verification by automated inspection equipment, The focus is on defect
prevention rather than detection. In-process inspection activities are
regulated by Quality Procedures SD-BPC-QP-PQC, Seismic Data
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Processing Quality Control .
.
4.1.4 Final inspection: Finished service/product are subjected to the final QC
inspection. First, inspectors verify that all specified receiving and in-process
inspections have been carried out satisfactorily. Then they perform the
remaining inspections and tests necessary to complete the evidence of
service/product conformity. Only service/product that pass the final inspection
can be delivered.
4.2
Inspection, test and monitoring records <<8.2.4>>
4.2.1 Results of inspections and tests are recorded and maintained as per and SDBPC-QP- PQC, Seismic Data Processing Quality Control.
4.3
Service/product release <<8.2.4>>
4.3.1 Service/product are released for delivery only after all specified activities have
been satisfactorily completed and conformity of the service/product has been
verified. Only personnel performing final service/product inspections and tests
have the authority to release service/product.
ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC- QP-CS: Client Satisfaction
 QHSE Procedure SD-BPC-QHSE-AU: QHSE Audit
 Quality Procedure SD-BPC-QP-PQC: Seismic Data Processing Quality
Control
 QHSE Procedure SD-BPC-QHSE-C/PA: Corrective and Preventive
Actions
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MEASUREMENT, ANALYSIS AND IMPROVEMENT
8.3 - Control of Nonconforming Product
GENERAL POLICY
Nonconforming product is identified, documented, evaluated, and prevented from being used
or shipped. Repaired or reworked projects are reinspected. Appropriate actions are taken
when service/product nonconformity is identified after delivery. When appropriate, corrective
and preventive actions are implemented to prevent recurrence of identified nonconformities.
PROCEDURAL POLICIES
1.
Identification and documentation <<8.3>>
1.1
BPC identifies and documents all service/product nonconformities, regardless
of how insignificant they seem to be or how easily they can be repaired or
reworked. Service/product nonconformity records are invaluable for tracking
performance and trends, and for identifying areas where corrective or
preventive actions should be implemented.
1.2
Nonconforming service/product are documented using a nonconformity report.
It describes the nonconformity, documents the disposition decision, and records
close-out of follow-up activities (reinspection, concessions, corrective actions,
etc.). The use of nonconformity report and its processing are explained in
Quality Procedure SD-BPC-QHSE-NC, Control of Non-Conforming Product.
2.
Nonconformity review and disposition <<8.3>>
2.1
QC inspectors and project supervisors may make the disposition decision for a
nonconforming service/product when it is obvious that the service/product must
be scrapped or regraded, or when it can be repaired by a simple process without
affecting its quality or appearance. In all other cases, Quality Assurance
together with Project and, when required, Processing are responsible for making
disposition decisions.
2.2
The disposition decision may be: Rework or Repair, Accept As-Is, Regrade, or
Scrap.
2.3
Detailed rules for nonconformity review, for making the disposition decision,
and for recording these activities are provided in Quality Procedure SD-BPC-
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QHSE-NC, Control of Non-Conforming Product.
3.
Re-verification of repaired or reworked service/product <<8.3>>
3.2
Repaired or reworked service/productare reinspected in accordance with
applicable procedures and instructions
4.
Service/productreturns and recalls <<8.3>>
4.1
When service/product nonconformity is detected by the Client after delivery or
use has started, the Client is instructed to return the service/ project, or a part.
4.2
When service/product nonconformity is detected internally after delivery or use
has started, Clients are informed and instructed what to do with the project. In
situations when the nonconformity may create a safety or other hazard, the
service/product may be recalled. Only the General Manager of the company is
authorized to make recall decisions.
ASSOCIATED DOCUMENTS
 Quality Procedure SD-BPC-QHSE-NC: Control of Nonconforming
Product
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MEASUREMENT, ANALYSIS AND IMPROVEMENT
8.4 - Analysis of Data
GENERAL POLICY
BPC collects, compiles and analyzes information and data required for evaluating the
suitability and effectiveness of the integrated management system and for identifying
opportunities for continual improvement.
PROCEDURAL POLICIES
1.
General <<8.4>>
1.1
Data and information recorded in Integrated management system records are
compiled and analyzed periodically to determine trends in the performance and
effectiveness of the integrated management system and to identify opportunities
for improvement.
1.2
QHSE is responsible for coordinating these activities, and for reporting
conclusions and trends to the top management. This is usually done within the
framework of management reviews of the integrated management system, in
accordance with QHSE Procedure SD-BPC-QHSE-MR, Management Review.
2.
Scope <<8.4>>
Following categories of information and data are recorded, compiled and analyzed:
2.1
Characteristics of processes and projects.
2.2
Conformance to Client requirements.
2.3
Suppliers Performance.
2.4
Client satisfaction and dissatisfaction.
2.5
Integrated Management System:
 Effectiveness of training.
 Effectiveness of Integrated Management system.
ASSOCIATED DOCUMENTS
 QHSE Procedure SD-BPC-QHSE-MR: Management Review
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 QHSE Procedure SD-BPC-QHSE-CI: Continual Improvement
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MEASUREMENT, ANALYSIS AND IMPROVEMENT
8.5 – Continual Improvement
GENERAL POLICY
BPC deploys continual improvement philosophy throughout the entire organization. The
improvement effort is driven by goals defined in the QHSE policy and QHSE objectives.
Improvement opportunities are identified by analyzing QHSE performance data and
information. Improvement service/product are defined and implemented through the system of
corrective and preventive actions and management review actions.
Causes of identified nonconformities are investigated and, where appropriate, corrective
actions are implemented to ensure that nonconformities do not recur. Preventive actions are
implemented to eliminate the causes of potential nonconformities. Corrective and preventive
actions taken are recorded and are followed up to ensure that they have been properly
implemented and that they are effective.
PROCEDURAL POLICIES
1.
CONTINUAL IMPROVEMENT
1.1
Opportunities for improvement <<8.5.1>>
1.1.1 Opportunities and priorities for improvement are identified by comparing
present QHSE performance to objectives defined in the QHSE policy and
QHSE objectives.
1.1.2 QHSE performance is determined by analyzing information about Client
satisfaction, records of service/productand process nonconformity, results of
internal audits, HSE Statistics: vehicle accidents, near miss incidents, personal
heath Check up percentage as per policies, hazards due to environment for
period on a quarterly basis and review of risk assessments specially for new
products and other data and information relevant to QHSE performance.
Section 8.4, Analysis of Data, defines the scope and system for collecting and
analyzing such information.
1.1.3 QHSE performance is evaluated by management reviews of the Integrated
Management system. Where QHSE performance falls short of a defined
objective, the management review identifies specific improvement actions to
reach the objective. When a QHSE objective is reached, the management review
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may set a new, higher objective in this area and specify new improvement
actions for reaching it.
1.1.4 This process of facilitating continual improvement though the use of QHSE
policy, objectives, and analysis of data, is defined in QHSE Procedures SDBPC-QHSE-CI, Continual Improvement,
and
SD-BPC-QHSE-MR,
Management Review.
1.1.5 In addition to management reviews, departmental managers identify
improvement opportunities continually, based on daily feedback form their
operations and other activities. Employees are also encouraged to come forward
with ideas for improving service/product, processes, systems, projectivity, and
working environment. These improvement opportunities are evaluated and
prioritized by QHSE and, where appropriate, are implemented though the
system of corrective and preventive actions.
1.2
Implementation of improvement service/product <<8.5.1>>
1.2.1 Improvement projects are usually implemented through management review
actions and through corrective and preventive actions. Where appropriate,
improvement projects may be also initiated by management directives, such as
policy statements, announcements, memoranda, and so forth.
2.
CORRECTIVE AND PREVENTIVE ACTION
2.1
Preventive versus corrective action <<8.5.2, 8.5.3>>
2.1.1 Preventive actions are requested and implemented when there are trends of
decreasing quality capability and/or effectiveness of the integrated management
system that create a risk for a potential nonconformity. Corrective actions are
used when an actual nonconformity is identified.
2.1.2 Recognizing this difference, BPC has separate systems for identifying the need
for corrective and preventive actions. However, once the need is identified, a
common system is used to process both types of actions. Forms, logs and other
documents and records for processing of corrective and preventive actions are
the same.
2.2
Corrective actions <<8.5.2>>
2.2.1 The need for corrective action is determined on the basis of identified actual
nonconformities. Corrective action requests are typically triggered by such
events as a failed inspection, Client complaint and/or project return,
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nonconforming delivery from a supplier, or a integrated management system
audit finding.
2.3
Preventive actions <<8.5.3>>
2.3.1 The need for preventive action is determined on the basis of information and
data regarding capability and performance of processes, project nonconformity
rates, post-projection experience feedback, service records, Client complaints,
and integrated management system audit findings. Such information and data
are collected and analyzed to detect unfavorable trends that, if not checked, will
increase the risk of nonconformities. The system for collecting and analyzing
QHSE performance information and data is defined in Section 8.4 of this
manual.
2.4
Processing of corrective and preventive actions <<8.5.2, 8.5.3>>
2.4.1 Preventive and corrective actions are initiated, processed and followed up using
a CAR (Corrective Action Request) form. The form documents the
unsatisfactory condition and the corrective or preventive action to be taken, and
is used to record the verification and closure of the action. Open CARs are
reviewed regularly to ensure that the actions are implemented and followed up
in a timely manner. QHSE Procedure SD-BPC-QHSE-C/PA, Corrective/
Preventive Action, explains how to use the CAR system.
2.5
Continual improvement <<8.5.2, 8.5.3>>
2.5.1 Continual improvement actions are often defined as corrective and preventive
actions. This is especially true for preventive actions. QHSE Procedures SDBPC-QHSE-CI, Continual Improvement,
and
SD-BPC-QHSE-MR,
Management Reviews, explain how the corrective and preventive action system
is used for facilitating continual improvement.
ASSOCIATED SECTIONS AND DOCUMENTS
 QHSE Procedure SD-BPC-QHSE-MR: Management Review
 QHSE Procedure SD-BPC-QHSE-CI: Continual Improvement
 QHSE Procedure SD-BPC-QHSE-C/PA: Corrective /Preventive Action.
BLUE NILE PROCESSING CO. LTD.
QUALITY MANUAL
Date1/ 9 / 2013
Rev.: 1/0
Doc.No.SD-BPC-QHSE-QM
Page 63 of 64
Index of Operational Procedures
NO.
PROCEDURE DESCRIPTION
PROCEDURE NO.
1
Document and Data Control Procedure
SD-BPC-QHSE-DC
2
QHSE Audit Procedure
SD-BPC-QHSE-AU
3
Corrective / Preventive Action Procedure
SD-BPC-QHSE-C/PA
4
Management Review Procedure
SD-BPC-QHSE-MR
5
Control of Non-Conforming Product Procedure
SD-BPC-QHSE-NC
6
Record Control Procedure
SD-BPC-QHSE-RC
7
Procedure Writing Procedure
SD-BPC-QHSE-PW
8
Objective targets and Program Procedure
SD-BPC-QHSE-OTP
9
Continual Improvement Procedure
SD-BPC-QHSE-CI
10
Risk Assessment and Control Procedure
SD-BPC-QHSE-RAC
11
Waste Management Procedure
SD-BPC-QHSE-MW
12
SD-BPC-QHSE-CPC
13
Communication, Participation and Consultation
Procedure
Emergency Response Plan Procedure
14
Environmental Management Procedure
SD-BPC-QHSE-EM
15
Incident Investigation procedure
SD-BPC-HSE-IIP
16
Legal Requirement Procedure
SD-BPC-QHSE-LR
17
Management of Change Procedure
SD-BPC-QHSE-MOC
18
SD-BPC-QHSE-MME
19
Measurement, Monitoring, Evaluation and Compliance
Procedure
Operational Control Procedure
20
Seismic Data Processing Quality Control Procedure
SD-BPC-QP-PQC
21
Client Supplied Properities Procedure
SD-BPC-QP-CS
SD-BPC-QHSE-ER
SD-BPC-QHSE-OC
BLUE NILE PROCESSING CO. LTD.
QUALITY MANUAL
Date1/ 9 / 2013
Rev.: 1/0
Doc.No.SD-BPC-QHSE-QM
Page 64 of 64
22
Maintenance Procedure
SD-BPC-QP-MA
23
Planning and Business Development Procedure
SD-BPC-QP-PBD
24
Client Satisfaction Procedure
SD-BPC- QP- CS
25
Procurement Procedure
SD-BPC-QP-PR
26
SD-BPC-QP-SCE
27
Suppliers / Contractors Evaluation & Selection
Procedure
Training and Development Procedure
28
Leave Procedure
SD-BPC-QP-HR-LE
29
Business Trip procedure
SD-BPC-QP-HR-BT
30
Payroll Procedure
SD-BPC-QP-HR-PA
31
HR Recruitment Procedure
SD-BPC-QP-HR-RE
32
Loans Procedure
SD-BPC-QP-HR-LO
33
Attendance Procedure
SD-BPC-QP-HR-ATT
34
Medical Treatment Procedure
SD-BPC-QP-HR-MT
35
End Of Service Procedure
SD-BPC-QP-HR-ES
36
Client Contract Review & Estimates Procedure
SD-BPC-QP-CCR
37
IT & TS Procedure
SD-BPC-QP- IT
SD-BPC-QP-HR-TD