This page contains a Flash digital edition of a book.
QUALITY MANAGEMENT


3 The design process – The design process is put in hand after validation of the Detailed Technical Program (DTP) and comprises the performance of all of the studies enabling the call for tender file to be drawn up with a view to selecting the companies to perform the work. This task begins with the selection of the intellectual service providers to perform the design studies. It includes the monitoring by CERHUS of the sound progress of the studies and different phases of validation by the future users and internal and external partners through to production of the File for the Consultation of Suppliers. The process ends with the selection of the companies to perform the works and awarding the accompanying contracts.


of a design/implementation procedure.


4 The implementation process


– This is undertaken after the award of the contracts which concludes the design process. CERHUS monitors the performance of the various contracts involved in the implementation of the works. This mission concerns the technical aspects (management of the technical and progress meetings with the client, management of the amending works, monitoring samples and accompanying preliminary technical verifications) and calendars (verification of compliance with calendars and management of coercive measures) or administrative and financial aspects (management of sub-contractors, monitoring billing, management of insurance etc). This implementation process ends with the decision to accept the works. That acceptance enables us to: • Make sure that the requirements of the client as set out in the contracts have been taken into account.


• Make sure that variations from the contracts have been identified.


5 The handover process – This covers the period starting from the decision on acceptance through to expiry of the guarantee of perfect completion and its conclusion is formally embodied in the notification of the end of the mission. This process seeks to finalise the accompaniment and forwarding to the partners concerned of the elements enabling them to take over and operate the works.


• If necessary, arrange for the corrective works to be performed.


Figure 1: This process mapping outline shows how the conduct of an operation has been broken down into five processes.


A partially parallel process has also been created to deal with the operations required at the design/implementation stages. Each of these processes is accompanied by a checklist that describes the interfaces and interactions between CERHUS and its internal and external partners. It specifies the content of these interactions and the records put in place to keep these interactions under control. It shows the date and possible remarks concerning all of the actions that have been conducted. This system ensures the traceability and exhaustive nature of the actions to be performed within the context of the process. These ‘professional’ processes are based


on two fundamental horizontal processes: • A purchasing process which formalises the procedures for buying supplies and services, to ensure the quality of the purchases made and the conformity of the procedures with the regulations with a view to ensuring the security of the actions and reducing the risks of possible disputes.


• A process to control the documents and information which is reflected in several different procedures: • Procedure to control external documentation.


• Procedure to control records and internal documentation.


• Procedure to control the information circuit.


‘It ensures quasi-permanent mobilisation of the team thanks to the recurrence of internal audits and certification audits.’


IFHE DIGEST 2014


• Procedure to control quality documentation.


• Monitoring compliance with the regulations, standards and technical requirements.


Lastly, as is the case with any quality management approach, we find the two processes of an approach centred on satisfaction of the partners and clients: • The quality steering process by which the aims of the organisation are defined and their attainment checked.


• The measurement, analysis and improvement process, which assesses the workings of the organisation through indicators and satisfaction surveys and likewise enables its sound operation and permanent improvement to be ensured.


Benefits of this approach For CERHUS, the commitment to a quality management approach, followed by ISO 9001: 2008 certification, proved beneficial in many respects. For example: • By placing the notion of client and partner satisfaction firmly at the heart of the operation. It invites members of the team to question their practice and the hierarchy of targets so as to focus on major and strategic elements.


• This work, in which practices are thoroughly reviewed and/or ‘reengineering’ takes place, was conducted jointly and led to sustained exchanges between the members of the team, permitting a better mutual understanding of the methods and practices used by each participant. This broad involvement of all concerned enabled the best practices to


69


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100