Third party Inspection and their standards and definitions

A third-party inspection company is a business organization complying with the ISO 17020 standard. ... Based on this requirement the third party inspection agency must not be involved in design, procurement, fabrication, construction and installation.

Special Inspections (i.e., IBC Chapter 17) and Third Party Inspections (MEP, Fire, Architectural) GCC has provided traditional third-party quality assurance to the  builders. 

Special Inspections Under International Building Code Chapter 17

Overview of Special Inspections

   General program guidelines

   Special inspector qualifications

   Testing and inspection agency accreditation

   Forms, schedules and agreements

   Pre-construction meeting

   Report distribution

Soil and Foundation Inspections

   Existing soil conditions

   Site preparation

   Pile foundations

   Pier foundations

Concrete and Masonry Construction Inspections

   Concrete reinforcement

   Concrete placement, testing and inspection

   Curing concrete

   Prestressed and precast concrete

   Masonry mortar, joints and connections

   Grout and grout placement

   Masonry reinforcement

Steel Inspections

   Shop fabrication

   Welds

   Tension and slip-critical bolts

   Structural steel assemblies

   Joint and connection details

   Pre-engineered metal buildings

Wood Construction, Fire-Resistance and Exterior Insulation Inspections

   Inspection of wood structural elements: wood fasteners and connections

   Architectural wall panels

   Wood trusses

   Insulation inspections

   Fire-resistant materials

   Exterior insulation and finish systems

   Smoke control

Seismic and Wind Resistance

   Seismic requirements: inspections, tests, observations

   Wind resistance: observations

Load Testing and Material and Test Standards

ISO 17020 

ISO 17020 Quality System for Inspection Bodies

ISO 17020 Quality Manual  

This ISO 17020 Quality Manual also meets ISO 9001:2008 requirements.  It includes 22 associated procedures and 32 forms, which you customize specifically for your needs.  

What is ISO 17020?

ISO 17020  is an internationally recognized standard that applies to inspection bodies.  Its complete title is "ISO/IEC 17020:2012, Conformity assessment -- Requirements for the operation of various types of bodies performing inspection".   The standard specifies requirements for the competence of bodies performing inspection and for the impartiality and consistency of their inspection activities.  It applies to inspection bodies of type A, B or C, as defined in ISO/IEC 17020:2012, and it applies to any stage of inspection.   

There are many types of activities that can be classified as “inspection”.  The following are a few examples: design inspection, fabrication inspection, product inspection, installation inspection, crime scene investigation, forensic inspection, commissioning inspection, in-service inspection, environmental and regulatory inspection, expediting, witnessing, consignment verification, quantity surveying, modelling and classification inspection, inspection of processes, etc. 

What are the benefits of compliance? 

• Marketing advantage - increased business
• Improved efficiency and profitability
• Increased customer satisfaction
• Consistent quality and timely delivery of services
• Improved control of processes 
• Improved performance from suppliers
• Responsibilities of personnel clearly defined
• Documented system provides useful reference
• Lower error rates and operating costs
• Improved control during periods of change or growth
• Improved records in case of litigation
• One quality system to meet multiple customer quality requirements

Quality Manual

Order Quality Manual

Table of Contents

Introduction
Quality Policy Statement
1.0 Scope
2.0 References
3.0 Terms and Definitions
4.0 General Requirements
    4.1 Impartiality and Independence
    4.2 Confidentiality 
5.0 Structual Requirements 
    5.1 Administrative Requirements  
    5.2 Organization and Management
6.0 Resource Requirements 
    6.1 Personnel
    6.2 Facilities and Equipment 
    6.3 Subcontracting 
    6.4 Purchasing Services and Supplies
    6.5  Service to the Customer
7.0  Process Requirements
    7.1 Inspection Methods and Procedures     7.2 Handling Inspection Items and Samples     7.3 Inspection Records
    7.4 Inspection Reports and Inspection Certificates 
    7.5 Complaints and Appeals
    7.6 Control of Nonconforming Product/Work 
    7.7 Sampling
8.0 Management System Requirements
    8.1 Options 
    8.2 Management System Documentation 
    8.3 Control of Documents
    8.4 Control of Records
    8.5 Management Review 
    8.6 Internal Audits
    8.7 Corrective Actions 
    8.8 Preventive Actions 

INTRODUCTION

XYZ Inspection Body recognizes its responsibility as provider of quality services.  To this end, XYZ Inspection Body has developed and documented a quality management system to better satisfy the needs of its customers and to improve management of the organization.  The quality system complies with the international standards ISO/IEC 17020:2012 and ISO 9001:2008.

This manual has been prepared to define the quality system, establish responsibilities of the personnel affected by the system, and to provide general procedures for all activities comprising the quality system. In addition, this manual is utilized for the purpose of informing our customers of the quality system, and what specific controls are implemented to assure service quality.

5.0 Structural Requirements

5.2 Organization and Management

5.2.1 XYZ Inspection Body holds legal responsibility for its operation and is organized to operate in accordance with the requirements of ISO 17020, whether carrying out work in its permanent facilities or on location, at customer sites.

5.2.2 XYZ Inspection Body is not part of an organization performing activities other than inspection; therefore, there is no potential conflict of interest amongst its personnel.

The organization of XYZ Inspection Body is illustrated below in Figure 1.

7.1 Inspection Methods and Procedures

7.1.1 Validation of Methods

7.1.1.1 All standard and non-standard inspection methods and procedures are validated to ensure that such methods and procedures are fit for their intended use and are relevant to the requirements of ISO 17020, as well as, the client.

7.1.1.2 The results of such validation are recorded together with the procedure utilized and any other relevant information.  The record states whether the method or procedure is fit for the intended use.

7.4 Inspection Reports and Inspection Certificates

7.4.1 The results of each inspection carried out by the inspection body are reported accurately, clearly, unambiguously, and objectively, and in accordance with any specific instructions in the inspection methods. The results are normally reported in an inspection report report and include all the information requested by the client and necessary for the interpretation of the inspection results, and all information required by the method used. 

7.6 Identification and Control of Nonconformities

7.6.1 XYZ Company has established and maintains a policy and procedures that are implemented when there are problems with the management system, products, or with services, and activities do not conform to its own procedures or the agreed requirements of the client.

7.6.2 The policy and procedures shall ensure that nonconforming product, work, or problems that do not conform to requirements are identified and managed, to prevent unintended use or delivery of services. This procedure ensures that non-conforming product, work, or problems are corrected, where applicable, and subject to verification after correction to demonstrate conformity. Where required by the agreement, the proposed rectification of non-conforming product,  work, or problems is reported for concession to the customer, the end user, regulatory body, or other applicable authority.

7.6.3 Identification of nonconforming product, work, or problems with the quality system or with inspection activities can occur at various points within the quality system, and technical operations such as customer complaints, quality control, instrument calibration, checking of consumable materials, staff observations or supervision, inspection report checking, management reviews, and internal or external audits.

7.6.4 Where the evaluation indicates that the nonconforming product or work could recur, or that there is doubt about the compliance of XYZ Inspection Body operations with its own policies and procedures, the corrective actions procedure shall be followed to identify the root cause(s) of the problem and to eliminate this (these) cause(s).

7.6.5 The process for nonconforming work is further defined in the Control of Nonconforming Product/Work Procedure.

8.2 Management System Documentation

8.2.1 Documentation of the System

8.2.1.1 The Quality Manual is the principal document that defines the quality system at XYZ Inspection Body.

8.2.1.2 Quality System Procedures are documented to establish and maintain continuity of each activity or function affecting quality.  Quality procedures will be readily available to personnel for reference and implementation. The quality document structure contains this Quality Manual, Quality Procedures, Work Instructions, and Quality Records.

Note:  Paragraph numbering in the above sample is for illustration purposes only.  The numbering in the actual product may differ.

SAMPLE PROCEDURE
PURCHASING

PROCEDURE

1.0 Responsibility

1.1 Purchasing and Quality share responsibility for the qualification and monitoring of suppliers.

2.0 Qualification and Rating of Suppliers

2.1 Suppliers' quality capabilities are evaluated through the use of Supplier Self-Surveys and where necessary, on-site audits, before orders for supply of materials and services are placed. The effectiveness of the suppliers' quality system shall be reviewed at intervals consistent with the complexity of the items supplied and the suppliers' performance.

2.2 Quality and delivery performance of all suppliers is continuously monitored via a supplier performance rating system and a monthly supplier performance report is distributed to all concerned functions. Suppliers with inadequate performance are asked to implement corrective actions and submit a written response. Suppliers that demonstrate inadequate performance and show no sign of improvement are removed from the Approved Supplier List and discontinued from use.

3.0 Approved Supplier List

3.1 The Quality Manager maintains an Approved Supplier List which includes all suppliers whose supplies/processes affect the quality of the products/services, and who have been surveyed/audited and have demonstrated by performance, their ability to meet the specified quality requirements. Orders may only be placed with suppliers that are on the list. Emergency purchases from suppliers that are not on the list are allowed with written permission from the Purchasing Manager and the Quality Manager. An updated Approved Supplier List is printed and distributed monthly.

3.2 A file, which includes all qualification documentation and performance records, is maintained on each supplier.

4.0 Purchasing Data

4.1 All purchasing documents are prepared by Purchasing. The documents clearly describe ordered products/services. They include precise identification of the products/services, reference applicable standards and other relevant technical data, and state quality and compliance requirements. All purchasing documents are reviewed and approved by the Purchasing Manager prior to release.

5.0 Verification of Purchased Product

5.1 In the event Quality determines that a verification of purchased products will be required at the supplier's facility, verification arrangements will be specified on the Purchase Order.

5.2 Our customers are given the right to verify purchased products at our supplier's premises. In this case, XYZ Company is not relieved of the responsibility for products meeting stated quality requirements.

6.0 Settlement of Quality Disputes

6.1 The Quality Manager and Purchasing have the responsibility and authority to settle all disputes with suppliers regarding the quality of their material/products/services or matters such as inspection and testing methods. Open communication channels with all approved suppliers will be maintained to provide for the quick resolution of quality disputes. In the event the Quality Manager and Purchasing cannot resolve a dispute, he or she will request the assistance of the General Manager. Disputes involving the rejection of material/products from a supplier shall be documented. 

Corrective Action Request

Order Quality Manual

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Quality Inspection Report (QIR) Number_______

To:                                                                               From:

Issue Date:                                                                 Effective Date:

Comments (Optional):

You are requested to review the discrepancies on the attached QIR, check related parts for potential problems and provide a written response on page 2 of this form within 10 working days of request date.

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1. Use the Team Approach (List names and titles of all personnel who participated in the problem resolution):

Response:

2. Problem Description (Provide a brief description of the problem.):

Response:

3. Containment and Short Term Corrective Action (Identify the number of parts involved and short term action taken, i.e. 50 pcs. in stock - 100% sorted - 3 pcs. scrapped, etc.):

Response:

4. Define and Verify Root Cause (Report the true root cause - not to be confused with a symptom. Ask the question "why" until a true root cause is established.):

Response:

5. Implement and Verify Permanent Corrective Action (Identify the fix and report what was done to verify the problem has been resolved, i.e. checked 50 pcs. and all were found to be within specification. If you used statistical tools, report Cp/Cpk):

Response:

6. Prevent Recurrence (Identify what prevention measures have been incorporated to ensure the problem does not re-occur.):

Response:

GCC provides comprehensive inspections for all types of construction to optimize subcontractor compliance with the approved plans, all building codes having jurisdiction, and accepted industry standards. We provide independent evaluations and verification for systems and components from building pad through fit & finish.

Our commitment is to provide quality assurance inspections on a consistent and reliable basis and to improve quality in construction which is report.   This system will provide timely information in a user-friendly format.  Open Items will be reported at the end of each site visit and will provide the Superintendent with the minimum standard which must be met. 

Our field reports are intended to alert and educate the Superintendent of areas of concern for immediate action. Our Field Consultants meet with the Superintendent/ site incharge at each visit to review the quality of construction and to discuss conforming and non-conforming items.

Root cause analysis (RCA) is a method of problem solving used for identifying the root causes of faults or problems.

Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. It seeks to identify the origin of a problem using a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can:

1. Determine what happened.
2. Determine why it happened.
3. Figure out what to do to reduce the likelihood that it will happen again.

RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing.

You'll usually find three basic types of causes:

1. Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working).
2. Human causes – People did something wrong, or did not do something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing).
3. Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid).

RCA looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause.

You can apply RCA to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed.

The Root Cause Analysis Process

RCA has five identifiable steps.

Step One: Define the Problem

• What do you see happening?
• What are the specific symptoms?

Step Two: Collect Data

• What proof do you have that the problem exists?
• How long has the problem existed?
• What is the impact of the problem?

You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your RCA, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues.

Step Three: Identify Possible Causal Factors

• What sequence of events leads to the problem?
• What conditions allow the problem to occur?
• What other problems surround the occurrence of the central problem?

During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes – you want to dig deeper.

Use these tools to help identify causal factors:

• Appreciation  – Use the facts and ask "So what?" to determine all the possible consequences of a fact.
• 5 Whys  – Ask "Why?" until you get to the root of the problem.
• Drill Down  – Break down a problem into small, detailed parts to better understand the big picture.
• Cause and Effect Diagrams  – Create a chart of all of the possible causal factors, to see where the trouble may have begun.

Step Four: Identify the Root Cause(s)

• Why does the causal factor exist?
• What is the real reason the problem occurred?

Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect.

Step Five: Recommend and Implement Solutions

• What can you do to prevent the problem from happening again?
• How will the solution be implemented?
• Who will be responsible for it?
• What are the risks of implementing the solution?

Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen.

One way of doing this is to use Failure Mode and Effects Analysis  (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need RCA in the future.

Impact Analysis  is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization.

Another great strategy to adopt is Kaizen , or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with Kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively.

Key Points

Root Cause Analysis is a useful process for understanding and solving a problem.

Corrective Actions:

“The organization shall take action to eliminate the causes of nonconformities in order to prevent recurrence.”

Preventive Actions:

“The organization shall determine action to eliminate the causes of potential nonconformities in order to prevent their occurrence.”