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Contents   1. Introduction     2. Normative  References       3. Terms  and  Definitions       4. Quality  Control  System       5. Management  responsibility  according  to  KTV  Group  management  model       6. Resource  Allocation       7. Execution  of  services  offshore,  industry  and  property       8. Analysis,  Measurements  and  Improvements     9. KTV  Group  work  environment  policy       Appendix  1:    

KTV Group – Quality Manual

Organizational chart    

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1.Introduction   Business  idea:   •

Supplier of  forward  looking  and  cost-­‐effective  services  to  customers  in  the  industrial,   offshore  and  property  sector   -­‐ Quality  on  time  

Vision:   • •

Norway's leading  provider  in  building-­‐  and  industrial  cleaning  and  maintenance   World  leader  in  tank  cleaning  and  inspection    

Slogan  and  core  values   Our  slogan  is  'Quality  on  Time'.  The  words  in  the  slogan  refer  to  the  core  values  of  KTV  Group  AS   (hereafter  KTV  Group).  We  write  our  slogan  in  English  because  the  industry  where  we  have  our  main   activity,  the  oil  industry,  often  use  English  as  primary  language  of  communication.  KTV  Group's  core   value  is  that  we  will  deliver  documented  quality  of  the  work  that  we  do,  and  that  the  jobs  should  be   performed  in  accordance  with  the  agreed  deadline.     Basic  rules   The  Company  shall  comply  with  the  HSE  regulations,  entered  work  agreements,  and  regulations  and   other  factors  that  regulate  the  labor  market.     Basic  processes   KTV  Group's  overarching  management  model  is  divided  into  two  phases;   1)  Planning   2)  Follow-­‐up     Phase  1  –  planning  –  is  divided  into  4  steps:   1) Clarification  of  the  strategy  for  the  coming  three  years  (taking  place  in  September  /  October   every  year)  and  is  anchored  in  the  Board  /  Chairman  of  the  Board   2) Clarification  of  the  annual  plan  /  budget  for  the  coming  year  (October  /  November)  and  is   anchored  in  the  management  team  of  the  company  /  Managing  Director  

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3) Clarification of  the  action  plan  per  section  and  department  /  function  (November  /   December)  -­‐  anchored  in  the  management  team  for  the  section  /  section  leader  and  with  the   project  manager  /  supervisor   4) Clarification  of  actions  per  employee  /  employee  conversation  (December  /  January)  -­‐   anchored  with  managers  and  staff  in  community    

Phase  2  –  Follow-­‐up  –  divides  into  6  steps:   1) Monthly  follow  up  in  the  company’s  management  team  by  result,  against  budget  and  annual   plan.   2) Quarterly  follow  up  in  the  company's  management  team  and  board  of  results  against   strategy  and  long-­‐term  budget.   3) Annual  summary  and  evaluation  /  reporting  -­‐  of  actions  at  the  departmental  and  sectional   level.   4) Annual  summary  and  evaluation  /  reporting  -­‐  of  the  total  budget  compliance  and  the   implementation  of  the  annual  plan  at  company  level     5) Annual  summary  and  evaluation  -­‐  of  overall  achievement  in  terms  of  strategy  and  long-­‐term   (occurring  in  the  same  meeting  when  the  strategy  is  rolled  or  revised)   6) Annual  summary  and  evaluation  of  the  actions  set  out  in  the  employee  conversation  (on  the   same  employee  conversation  as  when  the  actions  for  the  next  year  are  clarified)     KTV Group – Quality Manual

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The management  model  ensures  that  all  employees  are  informed  and  involved  in  status  and  in  what   will  happen  -­‐  in  the  right  time  and  in  a  manageable  way,  as  well  as  that  everything  is  being  followed   up,  summarized  and  evaluated  in  systematic  manner.     The  overall  management  model  forms  the  basis  for  the  underlying,  governing  documents  related  to   current  procedures  and  routines.     Who’s  responsible  for  the  various  processes  are  also  clarified.  This  is  also  enclosed  with  this  manual.     All  employees  receive  all  necessary  training  in  KTV  Groups  management  systems  -­‐  all  by  level  and   function.     Our  goal  is  for  the  KTV  Group's  management  model  to  contribute  to  improved  customer  satisfaction,   and  that  KTV  Group  through  this  will  be  perceived  as  the  best  provider  in  our  business  areas.     About  the  company   KTV  Group  is  an  ISO-­‐certified  service  partner  for  the  offshore  industry,  onshore  industry,  property   and  buildings.  Since  1992  KTV  Group  has  specialized  in  professional  high-­‐pressure  cleaning  and   surface  treatment,  and  our  experience  makes  us  very  versatile  and  adaptable.   Our  services  are:   • • • • • • • • • • • • • • •

Tank cleaning   Tank  inspection  /  approval   Facade  cleaning   Maintenance  agreements   Surface  treatment   Gas  Measurement  /  AQ  monitor   Fire,  entry  and  safety  guard  /  AQ  system   Rope  Access  Technique   NDT   High  pressure  jetting   Snow  clearing  /  salting   Ventilation  /  Duct  cleaning   Pipe  flushing  /  pipe  inspection   Waste  disposal  &  hazardous  waste   Consulting  &  project  management  

Our  main  office  is  located  on  Askøy,  just  outside  of  Bergen.  We  carry  out  projects  both  in  Norway   and  abroad,  but  with  a  focus  on  Norway.   KTV  Group  is  100%  owned  by  KTV  Holding  AS.   KTV Group – Quality Manual

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Quality Manual  (Dok  ID  KTVKHB01)   Our  goal  with  the  Quality  Manual  is  to  describe  the  company  and  how  it  is  managed.  The  Quality   Manual  contains  information  on  our  goals,  our  quality  policy,  environment,  health  &  safety  policy,   provides  an  introduction  to  the  company,  the  objective  of  this  document,  management  and  core   processes,  normative  references,  terms  and  definitions,  our  quality  control  system,  management   responsibility  according  to  the  KTV  Group  management  model,  resource  allocation,  implementation   of  services  in  offshore,  industry  and  property  sectors,  analyses,  workplace  environmental  objectives,   measurements  and  improvements,  as  well  as  concrete  objectives.       Our  quality  system  is  based  on  our  intranet  where  all  registrations  and  measurements  are  done.       The  management  model  with  the  underlying  quality  system  provides  improved  profitability,   customer  satisfaction,  employee  satisfaction,  quality  and  efficiency.  This  is  because  it  ensures  quality   control  of  both  management  and  core  processes  of  the  company.     We  do  quality  assurance  through  deviation  reports,  via  customer  satisfaction  surveys  and  through   our  documentation  on  jobs  (reports  and  images  related  to  each  job).  Our  quality  system/deviation   system  automatically  captures  deviations  in  customer  satisfaction,  staff,  safety,  and  economic   nonconformities.     All  deviations  are  reviewed  and  forwarded  to  the  appropriate  person  in  charge.  The  person  who   receives  the  incident  report    also  carries  out  a  cause  analysis  if  this  is  required.  Any  underlying   reasons  for  the  deviations  are  then  identified.  Not  all  deviations  requires  a  cause  analysis.     All  measurements  are  logged  and  analyzed  by  the  Quality  manager  and  subsequently  the  statistics   are  reviewed  to  see  changes  in  satisfaction  over  time.       Quality  policy   The  quality  policy  applies  to  all  processes  within  KTV  Group.   • • • • • • • • • •

Deliver products  and  services  at  the  agreed  time  and  price  and  in  compliance  with  our  core   values.   All  personnel  must  complete  necessary  internal  and  external  courses/training  for  their   specific  work.   Everyone  shows  up  at  the  agreed  time.   Machinery  and  equipment  are  in  perfect  operating  condition  at  all  times.   All  projects  are  quality  inspected  on  completion.   Measurements  are  carried  out  in  the  quality  system  in  order  to  improve  our  customer   service.   Work  is  performed  safely  and  in  compliance  with  both  the  customer’s  and  our  safety   requirements.   We  stay  up-­‐to-­‐date  on  new  technology  and  maintain  high-­‐quality  machinery  and  equipment.   We  comply  with  all  relevant  statutory  environmental  requirements.   We  have  a  customer  focus,  which  is  why  our  products  and  services  must  meet  customer   requirements  in  terms  of  quality,  environmental  friendliness,  delivery  certainty  and  price.  

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• •

All employees  must  follow  up  on  their  responsibility  areas.   All  employees  must  use  our  profiled  working  clothes  and  equipment.  

All managers  and  supervisors  are  responsible  for  ensuring  that  the  necessary  personnel  are  trained   and  motivated  to  continuously  improve  KTV  Group's  products,  services  and  work  environment.       Environmental  policy  and  environmental  goals     KTV  Group  will  focus  on  developing  and  adapting  our  services  with  respect  to  the  environment.  We   will  always  do  our  best  to  find  the  most  eco-­‐friendly  solutions  for  our  customers.   KTV  Group's  environmental  objective  is  to  develop  a  method  for  tank  cleaning  that  reduces  waste  by   50%  by  2015.     2.  Normative  References     KTV  Group’s  quality  system  complies  with  the  following  standards:     • NS-­‐EN  9001:2008   • OHSAS  18001:2007       3.  Terms  and  Definitions     The  terms  and  definitions  used  in  the  KTV  Group  management  model  comply  with  the  terms  and   definitions  of:     • NS-­‐EN  ISO  9000:2006     • NORSOK         4.  Quality  Control  System       Our  quality  control  system  complies  with  ISO  9001  and  OHSAS  18001  standards.     See  procedure  no.  53  (Registrations)  regarding  the  company’s  registrations.       Monitoring  of  documents,  procedures,  routines       We  have  established  routines  and  procedures  for  the  maintenance  and  distribution  of  documents   and  a  single  matrix  for  document  overview.  A  comprehensive  overview  of  all  relevant  documents  is   available  at  all  times  on  the  intranet  and  OnTime  project  management  tool.  New  and  updated   documents  are  posted  on  the  intranet  as  they  become  available.     All  procedures  can  be  found  on  the  intranet  under  the  ‘Procedures’  menu.  All  current  procedures  are   KTV Group – Quality Manual

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listed here.     We  have  mainly  four  procedures  for  document  control:     • Procedure  no.  12:  Document  control   • Procedure  no.  14:  Communication  procedure   • Procedure  no.  16:  Internal  audit   • Procedure  no.  43:  Deviation  on  delivery     The  ‘Procedures’  menu  on  the  intranet  can  be  accessed  by  all  employees  and  is  always  available   online  and  can  be  accessed  using  a  computer,  mobile  phone  and/or  PDA.       Control  with  registrations     Purpose       All  of  our  registrations  are  registered  digitally  either  on  the  intranet  or  in  OnTime.    See  procedure  no.   12  on  the  intranet.     In  principle,  the  file  retention  period  is  infinite.  All  data  is  stored  on  the  server  and  a  backup  is  taken   daily,  which  is  transferred  to  an  external  backup  service  in  an  external  area.       Registrations       See  procedure  no.  53  on  registrations.         Responsibility       The  Quality  Manager  is  responsible  for  routines  and  coordinating  and  maintaining  an  overview  of   registrations  in  the  company.  The  Quality  Manager  and/or  Managing  Director  is  authorised  to   demand  that  new  registrations  is  to  be  initiated.  Routines  and  procedures  describe  the  measures  to   be  taken  in  the  event  of  nonconformities.     The  Managing  Director  has  the  ultimate  responsibility  for  ensuring  that  registration  takes  place.  The   Quality  Manager  and  Managing  Director  act  in  accordance  with  routines  and  procedures  that   describes  the  measures  to  be  taken  in  the  event  of  nonconformities.         Action       Important  documents  are  traceable  within  the  quality  system  and  registrations  are  documented  and   saved.     Statutory  and  other  requirements       KTV  Group  uses  lovdata.no  to  identify  government  requirements  that  we  are  subjected  and  have  a   subscription  agreement  with  Lovdata  to  be  kept  updated  on  changes  on  the  legislation  and   regulations  that  is  pertain  to  our  activities.   KTV Group – Quality Manual

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Communication, participation  and  consultation   Internal  communication  and  consultation  with  employees   Internal  communication  between  management  and  employees  of  KTV  Group  takes  place  through  five   main  channels:       a) As  stated  in  the  management  model  it  is  the  Chairman  who  is  responsible  for  the  preparation   of  a  long-­‐term  strategy  plan  and  to  make  sure  that  this  is  followed  up.  Furthermore,  the   Managing  Director  is  responsible  for  the  preparation  of  an  annual  plan  and  budget  for  the   coming  year  and  that  this  also  is  followed  up.  The  section  managers  and  project  managers  /   department  managers  /  technical  managers  are  responsible  to  make  and  follow-­‐up  action   plans.   b) It  is  the  section  managers,  who  assigns  projects,  missions  or  orders  to  the  right  project   manager  /  supervisor  or  operator,  and  initiate  and  follow  up  on  these.   c) The  managers  are  responsible  for  carrying  out  operational  meetings  weekly  or  every  14th   day,  for  information,  decision  and  discussion  of  current  issues.   d) Finally,  a  major  part  of  the  communication  is  not  controlled  and  planned,  and   communication  will  happen  when  it  is  necessary  and  if  issues  accurse.  This  ensures  adequate   presence  and  flexibility.   e) Incident  report.     In  addition  to  using  the  incident  reports  as  a  tool  to  capture  HSE  nonconformities,  incident   reports  are  also  an  important  channel  for  employees  to  communicate  with  the  management   about  everything  from  job  satisfaction  and  work  environment.  All  incident  reports  are   processed  and  reviewed  by  the  management.     Apart  from  these  five  main  channels,  the  employees  also  have  a  representative  who  represents  them   in  matters  concerning  work  environment  and  wellbeing  on  the  workplace.     See  Procedure  no.  14:  Communication  procedure.         Communication  with  contractors  and  other  visitors  on  the  workplace     Primary  responsibility  for  communication  with  contractors  lies  with  the  section  manager  or  project   leader.  This  applies  to  contact  by  phone  and  follow-­‐up  by  e-­‐mail.  In  the  event  that  other  visitors  are   also  present  on  the  workplace,  the  Project  Manager/Supervisors  are  responsible  for  providing   detailed  information  and  answering  any  questions  from  the  parties  concerned.       Operational  control     We  have  established  control  systems  to  monitor  operations  in  the  following  areas:       a) Work  environment  risks   We  have  examined  and  identified  important  risk  elements  on  the  workplace  using  our  risk   analyses  on  the  intranet.  The  system  is  updated  regularly  and  serves  as  a  tool  for  making  our   employees  aware  of  important  risk  elements  on  the  workplace.     b) Inspections  of  purchased  goods  and  equipment   We  have  a  requisition  form  on  our  intranet  that  all  employees  are  required  to  use  when   purchasing  new  equipment.  Employees  are  not  allowed  to  make  any  purchases  without  first  

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submitting a  requisition  on  the  intranet.  See  Procedure  no.  24:  Registration/approval  of   suppliers.     c) Controls  regarding  contractors   We  enter  supplementary  information  in  our  ordering  system  on  every  project,  including   photo  documentation.  In  the  order  sent  to  the  client,  it  is  also  possible  to  click  through  to  our   website  to  provide  feedback  on  customer  satisfaction.  The  system  captures  deviations   automatically,  alerts  and  incident  reports  are  registered  on  the  person  responsible  for   violations  of  the  procedure  /  routine.     d) Documented  procedures   On  the  intranet  we  incorporate  procedures  for  all  tasks,  jobs  and  positions  within  KTV  Group.   All  employees  will  receive  an  e-­‐mail  when  a  procedure  concerning  to  their  work  area  is   updated.  All  supervisors/project  managers  are  responsible  for  reviewing  procedures  under   their  responsibility  area.           Emergency  preparedness  and  response     KTV  Group  has  established  a  preparedness  plan  that  is  put  into  effect  in  the  event  of  an  emergency.   This  plan  is  always  available  on  our  intranet.       Compliance  assessment     KTV  Group  has  established  a  compliance  assessment  procedure  to  identify  statutory  and  other   relevant  requirements  for  the  working  environment.  See  procedure  no.  17  on  the  intranet.   Responsibility  for  identifying  regulatory  requirements  lies  with  the  HSE-­‐Coordinator.       Inquiries  and  incidents     KTV  Group  uses  deviation  system/  incident  reports  to  identify  deviation  that  can  negatively  affect   company  safety,  the  workplace  environment,  wellbeing  or  productivity.  We  also  use  incident  reports   to  provide  positive  feedback  and  suggestions  for  changes.       See  procedure  no.  40  on  the  intranet  for  information  on  the  submitting  and  handling  of  incident   reports.       Internal  audit     KTV  Group  has  established  its  own  procedure  (procedure  no.  16)  for  audit  of  the  management   system,  for  the  work  environment  with  scheduled  intervals.       Management  review     The  internal  audit  procedure  (procedure  no.  16)  on  the  intranet  provides  guidelines  on  how  the   management  review  is  to  be  carried  out.     KTV Group – Quality Manual

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5. Management  responsibility  according  to  the  KTV  Group  management  model     The  Board  of  Directors  at  KTV  Group  is  responsible  for  preparing  strategy  plans  and  long-­‐term   budgets,  and  for  approval  of  annual  plan-­‐  and  budget.  The  Board  has  as  many  meetings  as  necessary,   but  the  Chairman  shall  meet  with  the  Managing  Director  and  management  team  quarterly  for   following  up  and  rollover  of  strategy.       In  the  ordinary  Board  review  the  Chairman  will  get  a  review  of  the  economics,  key  figures  for  HSE,   deviations  /  incident  reporting,  measurements  of  customer  satisfaction  and  processes.  The  Board   also  evaluates  suggestions  for  measures  from  the  management  team  and  other  key  personnel.     The  Chairman  ‘owns’  the  management  system,  understood  as  the  overall  model  for  strategy  and   management  (management  platform),  for  planning  and  monitoring  the  overall  organization,  for   overall  reporting,  control  and  monitoring  and  business  culture  and  business  environment.  The   Chairman  has  delegated  the  tasks  related  to  monitoring  and  control  to  the  Managing  Director.   Changes  to  the  overarching  management  system  have  to  be  approved  by  the  Chairman.  The   Managing  Director  will  put  the  company's  strategy  within  the  budget  that  is  given  -­‐  long-­‐term  and  on   an  annual  basis.     The  Managing  Director  is  the  ‘owner’  of  the  administrative  and  managerial  tasks  and  processes  that   form  the  link  between  strategy  and  operation  (practical  service  activities).     These  tasks  and  processes  are  safeguarded  partly  by  the  Managing  Director  directly  and  partly  by  the   section  managers,  project  managers  and  department  managers.  To  assist  to  the  professional  and   administrative  leadership  the  Managing  Director  has  different  internal  experts/managers  in   marketing,  branding,  quality  /  HSE,  customer  service,  human  resources,  finance  and  administration,   as  well  as  organization  (external).     Sectional-­‐  and  project  managers  as  well  as  the  specific  business  area  managers-­‐  and  experts,  are   responsible  for  implementing  what  has  been  enacted  in  the  annual  plan  and  budget,  and  that  are   specified  in  to  the  market,  quality,  HSE  and  production,  customer  service  and  organization.  This   occurs  partly  through  action  plans  with  specific  and  detailed  measures  for  the  coming  half  year  and   quarter,  or  on  an  ad-­‐hoc  basis.     The  marketing  director  and  the  responsible  for  customer  service,  looks  at  all  measurements  to   customer  satisfaction,  and  references  from  clients.  The  HSE  and  Quality  Managers  are  responsible  for   all  views  and  deviations  in  production  areas,  and  to  analyze  and  report  all  that  applies  to  HSE,  quality   and  productivity,  as  well  as  profitability  of  orders,  missions  and  projects  -­‐  all  in  collaboration  with  the   relevant  section  managers.  The  administration  manager  is  overarching  responsible  for  employee   satisfaction  and  development  (internal  personnel),  turnover,  profitability  and  earnings,  as  well  as   balance  (external  finance),  and  for  administrative  routines  and  IT  platform  and  systems  related  to  the   administration.     Section-­‐  project-­‐  and  department  managers  are  responsible  for  the  core  processes.  This  includes   audit  of  processes,  review  and  monitoring  of  procedures,  reports  from  personnel,  all  deviations  /   incident  reports,  review  of  general  work,  and  shall  also  participate  individually  and  collectively  in  the   preparation  of  risk  assessments.  The  management  team  also  undergoes  all  measurement  results  on   customer  satisfaction.  The  management  team  together  with  the  Managing  Director  reports  to  the   Board  and  recommends  any  possible  measures.  The  Management  team  and  the  Board  meets  at  least  

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six times  a  year,  where  one  meeting  is  extended,  regarding  strategy,  and  two  more  are  also  extended   and  related  respectively  to  the  annual  plan  /  annual  budget  and  financial  statements.             Quality  goals  for  2014     • Major  improvements  in  the  quality  system  with  automatic  registration  of  deviations  and   measurements.   • Documented  control  systems  for  use  and  control  of  equipment.   • Documented  practical  training  of  personnel  on  equipment  and  processes.   • More  professional  expertise  in  surface  treatment.   • Get  started  with  the  service  of  flushing  with  robots.   • Get  started  with  an  automatic  gas  monitoring  service.   • Get  started  with  own  developed  quality  systems  to  building  cooperatives.   • Implement  new  registration  of  machinery  and  equipment.       Responsibility   The  Board  of  Directors  at  KTV  Group  is  responsible  for  setting  quality  goals  for  the  company.  The   Board  is  also  responsible  for  monitoring  and  preparing  action  plans.   The  HSE-­‐Coordinator  is  responsible  for  preparing  quality  goals  for  the  work  environment.  The  HSE  -­‐ Coordinator  is  also  responsible  for  monitoring  and  preparing  an  action  plan.   The  quality  goals  are  set  by  the  Board  in  January  of  every  year  based  on  reports  from  the  audit,   management  review  and  the  compliance  assessment.       6.  Resource  Allocation     KTV  Group's  management  model  also  includes  a  model  for  customer-­‐oriented  and  process-­‐based   organization,  where  all  customers,  services,  and  resources  are  allocated.  What  is  not  spread  out  is   added  to  the  administration  section.     To  ensure  overview,  control  and  impartiality  the  common  expenses  has  been  spread  in  two   departments;  where  what  concerns  the  overall  company  will  be  in  one  department  and  matters  that   concerns  only  the  administration  department  itself  (own  costs)  are  collected  in  a  different   department.     The  organization  is  such  that  all  standard  processes  and  services  are  added  to  the  1st  line   (Operations  section),  while  more  specialized  processes  and  services  are  subject  to  the  2nd  line   (section  for  special  services).  The  most  complex  processes  and  services  are  added  to  the  3rd  line   (section  for  development  and  new  technology,  which  takes  care  of  business  development,  etc.)  and   the  4th  line  is  the  section  for  administration  (taking  care  of  the  organization,  etc.)     KTV Group – Quality Manual

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Primary goals  of  all  processes  are  quality  and  customer  satisfaction,  but  also  to  be  able  to  give  the   customer  a  safe  and  capable  supplier  and  service  partner.  This  will  be  achieved  if  the  interactions   between  the  various  processes  are  working  optimally.       When  it  is  delivered  services  across  departments  this  will  be  coordinated  by  section  manager,  and   when  it  is  delivered  services  across  of  sections,  this  will  be  coordinated  by  the  Managing  Director  for   the  section  for  special  services  or  section  of  development  and  new  technologies.     The  management  model  will  be  under  continuous  review,  where  the  aim  is  to  develop  the  model   with  the  improvements  that  is  necessary  to  achieve  the  overarching  goal.     KTV  Group  has  its  own  education  /  training  system  for  training,  registration  of  results  and  approval  of   training  for  our  existing  and  new  fields.  The  system  is  built  into  the  intranet  and  is  therefore  available   to  all  employees  at  all  times.  The  intranet  will  also  detect  deficiencies  or  missing  parts  in  our  training   system.     A  part  of  KTV  Groups  marketing  strategy  is  to  continuous  developing  its  employees,  which  among   other  helps  to  expand  the  organization's  level  of  competence.      

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Infrastructure   KTV  Group  has  operation-­‐  and  maintenance  agreements  for  all  system-­‐critical  parts  of  the  company.   This  is  to  ensure  the  stability  of  deliveries  and  services  and  to  safeguard  us  from  major  operational   disruptions.  Operation-­‐  and  maintenance  agreements  apply  to  complete  machinery,  safety   equipment,  vehicles  and  IT  systems.     For  servicing  and  maintenance  we  have  an  agreement  with  Høytrykkservice  AS  for  the  high-­‐pressure   washers  and  machinery.  For  the  servicing  and  maintenance  of  company  vehicles,  we  have  an   agreement  with  Møller  Bil.  For  IT  operations,  including  operational  machinery,  server  operation  and   backup  services,  we  have  an  agreement  with  the  IT  company  Erik  Swiboda.  For  certified  measuring   equipment  for  measuring  gasses  and  oxygen,  we  have  an  agreement  with  Lambrechts.     In  the  quality  control  form  on  the  intranet,  all  full-­‐time  employees  must  report  weekly  on  whether  or   not  they  are  satisfied  with  the  quality  of  the  operation  and  supplier  agreements.  Deviations  are   reported  in  as  an  incident  report,  which  are  sorted  and  forwarded  to  the  relevant  individual  by  the   secretary.  All  quality  deviations  are  reviewed  during  the  management  team  meetings.  Decisions  on   measures  that  have  to  be  taken  are  made  by  the  Managing  Director  or  Quality  Manager.       Working  environment     Our  management  system  is  based  on  OHSAS  18001.   KTV Group – Quality Manual

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7. Execution  of  services  offshore,  industry  and  property     In  KTV  Group  a  service  is  either:   a) a  small  order,  where  everything  basically  is  carried  out  and  the  whole  amount  billed  in  one   turn.   b) a  bigger  assignment  is  carried  out  over  a  longer  time,  often  with  multiple  departments   involved,  and  are  usually  billed  with  additions  /  changes.   c) a  project  that  is  both  large,  long-­‐termed,  multidisciplinary  and  runs  for  a  long  time  and  is   usually  billed  in  several  stages.     Depending  on  the  size,  the  work  will  have  to  be  organized  and  planned  differently.  Larger  projects   are  fully  resource  planned  with  a  project  budget,  progress  schedule  and  systematic  following-­‐up  and   evaluation  –  preferably  done  by  both  project  manager  and  section  manager  directly.     Small  orders  are  delegated  fully  to  the  project  manager  /  supervisor,  while  larger  assignements  come   in  an  intermediate  position.       • Offshore:  Offshore-­‐related  services  like  tank  cleaning  and  surface  cleaning.  This  is  handled  in   accordance  with  the  regulations  concerning  the  offshore  industry.   • Industry:  Cleaning  of  dry  and  wet  tanks,  surface  cleaning,  containers  (mud  boats  (SKFA,  SKFB,   FMC,  BK)),  Scomi,  rigs  and  fire  and  entry  guards.  This  is  handled  by  order  and  in  accordance   with  the  regulations  that  applies  to  the  current  customer  at  the  particular  location.   • Property:  Cleaning,  surface  treatment  and  paint  removal.  Mainly  large  industrial  buildings.   • Ventilation:  Cleaning  of  ventilation  systems.  Mainly  large  industrial  buildings.     The  purpose  of  the  processes,  from  the  customer  order  to  the  service  is  delivered,  is  to  ensure  that   we  are  able  to  meet  our  own  quality  goals  and  thereby  fulfill  the  customers’  expectations.         Control  with  monitoring-­‐  and  measuring  equipment       KTV  Group  has  a  contract  with  Lambrechts  for  the  delivery  of  certified  measuring  equipment  for   measuring  harmful  gasses  and  low  oxygen  levels  in  connection  with  tanks,  confined  spaces  and  fire   and  entry  guards.     The  measuring  tools  have  built-­‐in  data  logs  that  span  three  months  back  in  time.    The  procedure  for   using  the  measuring  equipment  is  always  available  on  the  intranet.     Executing  personnel  have  certified  course  for  use  of  the  measuring  equipment.  See  Procedure  No.  49   on  the  Intranet.       8.  Analysis,  Measurements  and  Improvements       The  intranet  has  built-­‐in  modules  that  show  us  measurements  at  all  levels  of  the  production,  and  all   the  areas  of  responsibilities  in  the  company.  The  information  is  available  to  both  the  management   and  the  Board.       KTV Group – Quality Manual

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Monitoring and  measuring   Customer  satisfaction  and  monitoring  and  measuring  of  processes     We  are  measuring  all  levels  of  the  processes.  Our  ordering  system  is  monitored  at  all  stages  with   different  states  as  new  offers,  deals  sent,  new  orders,  order  of  work,  approved  supervisor,  approved   inspector  and  approved  accounts.  All  information  as  offers  info,  job  info,  time  accounting,  checklists,   quality  controls,  images  /  before  after,  status,  are  monitored  with  applicable  rules.  An  example:  if  a   person  registers  hours  in  a  tank  cleaning  order,  the  system  recognizes  that  a  checklist  for  tank   cleaning  shall  be  done.    If  this  is  not  taken  4  hours  after  hours  registration  is  received,  the  supervisor   will  get  a  reminder  via  SMS.  Then  if  the  checklist  is  not  taken  within  an  hour,  he  gets  a  incident  report   on  him  personally  within  his  responsibility  area  of  order  reporting,  and  the  project  manager  get  a   SMS  of  the  oversight.  This  continues  all  the  way  up  to  the  Managing  Director.  We  have   measurements  and  monitoring  of  all  registrations  and  can  capture  the  slightest  deviation  in  the   processes.     KTV  Group  has  also  incorporated  customer  satisfaction  surveys  in  all  invoices  that  are  sent  to  the   customers.  On  all  invoices,  we  ask  the  customer  to  click  on  a  link  in  the  invoice  e-­‐mail  message  to   indicate  whether  he  or  she  is  satisfied  with  our  company  and  the  services  delivered.  The  customer   also  get  a  separate  mail  5  days  after  the  invoice  is  sent,  asking  for  feedback.   A  customer  Manual  satisfaction  study  is  also  conducted  among  the  major  customers,  at  least  once   every  year.  In  these  studies,  we  ask  the  customer  directly  about  how  satisfied  they  are  with  our   services.  The  results  from  both  measurements  are  registered,  logged  and  further  processed  by  the   Quality  Manager.       Internal  audit     See  procedure  no.  16  for  the  internal  audit.       Purpose       The  purpose  is  to  ensure  that  the  quality  system  functions  in  practice,  to  make  sure  that  the   company's  processes  are  measurable,  that  all  routines  are  followed,  and  to  identify  incidents  of   deviations  and  future  challenges.       Scope       Routines  for  measurements,  audit  and  actions  apply  to  the  entire  quality  system.       Product  monitoring-­‐  and  measuring   We  use  the  intranet  when  creating  a  new  order.  The  order  contains  all  necessary  information  to  carry   out  the  job.  Pictures  are  taken  before  the  start  of  every  project.  After  the  project  has  been   completed,  new  pictures  are  taken.  The  pictures  are  uploaded  in  the  order  on  the  intranet,  a  project   report  is  written  and  in  the  end  a  quality  control  is  preformed.  All  orders  are  checked  by  the   controller  in  the  intranet  before  the  documentation  is  sent  to  the  customer.  We  also  monitor  the   efficiency  and  economy,  per  order/service/department/section.       KTV Group – Quality Manual

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Quality control  of  products  (including  services  delivered)  with  deviations     Routine  for  deviation  handling       See  procedure  no.  40  on  the  submitting  and  handling  of  incident  reports.  All  employees  report   deviation  incidents  directly  by  means  of  incident  reports.  When  a  deviation  incident  is  reported,  it  is   handled  and  forwarded  by  the  Section  Manager.  If  necessary,  the  person  receiving  the  incident   reports  also  conducts  a  causal  analysis  that  identifies  any  underlying  causes  of  the  deviation.     The  handling  process  for  a  deviation  incident  is  intended  to  result  in  measures  to  be  taken  and/or  a   conclusion.  It  is  not  possible  to  archive  an  incident  report  that  is  not  fully  processed.       Scope/Definitions   We  use  the  incident  report  system  to  indentify  both  positive  and  negative  incidents.  Incident  report   is  used  to  identify  following-­‐up  of  responsibilities  on  the  employees,  all  processes,  and  delivering  of   products.  50  %  of  all  incident  report  registrations,  the  system  captures  automatically  by  rules  that  is   set  in  the  intranet.             Responsibility       KTV  Group  employees  are  required  to  report  all  incidents  that  do  not  conform  to  our  standard  and   that  make  our  quality  goals  vulnerable.  Our  standard  is  defined  and  explained  through  employee   meetings,  mandatory  internal  courses,  information  on  the  intranet  and  during  meeting  with  the   Section  Manager.  All  employees  complete  weekly  checklists  in  the  quality  control  form  on  the   intranet.       The  Section  Manager  is  responsible  for  classifying  and  forwarding  all  deviation  incidents  to  the   relevant  individuals.  The  person  handling  the  incident  report,  reports  the  analyses,  measurements,   handling  and  measures  taken  to  the  Quality  Manager.  The  Quality  Manager  reports  to  the  Managing   Director  and  the  Board  of  KTV  Group.     The  Board  of  KTV  Group  has  the  supreme  responsibility  to  verify  that  the  processing  of  deviations  is   performed.  The  Board  monitors  the  Quality  Manager.       The  Quality  Manager  is  responsible  for  preparing,  implementing,  updating  and  monitoring  the  use  of   deviation  handling  routines.     All  personnel  are  responsible  that  the  deviations  are  registered  and  processed  in  accordance  with  the   adopted  routine.     Action       Our  quality  control  system  on  the  intranet  is  used  to  register,  handle,  follow  up  and  reporting  of   identified  deviations.  The  intranet  is  web-­‐based  and  can  be  accessed  by  all  employees  at  all  times.       KTV Group – Quality Manual

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Data analysis     Using  measurements  and  classifications  of  quality  deviations  issues,  we  store  and  sort  all  incoming   data  from  the  intranet’s  incident  report  form,  customer  satisfaction  studies,  workplace  environment   studies  and  quality  checks  in  order  to  analyse  the  results  of  all  measurements.  The  results  are  posted   schematically  on  the  intranet.     Although  the  management  carries  out  analyses  continuously,  it  is  also  fixed  points  on  the  agenda  of   all  KTV  Group  Management  team  and  Board  meetings.  The  analyses  enable  us  to  monitor  the   functioning  and  effectiveness  of  the  quality  system,  and  to  make  relevant  measures,  and  to  do   improvements  where  it  is  necessary.       Improvements     The  KTV  Group  management  model  covers  all  deviations  and  measurements  processes.  The   Management  team  and  Board,  organise  meetings  at  least  six  times  a  year.  The  Quality  Manager  and   management  team  will,  when  necessary,  implement  measures  to  resolve  the  causes  of  deviations   and  continuously  make  changes.       Purpose       To  ensure  that  corrective  measures  are  established  and  implemented.  The  processes  and  routines   shall  have  the  focus  on  removing  the  causes  of  deviations  in  order  to  prevent  recurrence.       Responsibility     The  Management  is  responsible  for  updating  processes,  routines  and  procedures.           Corrective  measures         Action       Meetings  are  held  continually  for  all  employees,  with  the  Section  Manager,  where  deviations  issues,   including  customer  complaints  (also  internal  customers),  are  discussed.  Before  a  deviation  report  can   be  completed,  a  decision  is  first  made  as  to  whether  or  not  to  carry  out  a  cause  analysis.  Not  all   deviations  require  a  cause  analysis,  but  in  those  cases  this  is  necessary,  possible  underlying  causes   are  analysed  to  enable  us  the  opportunity  to  influence  future  incidents  and,  if  necessary,  implement   the  relevant  corrective  measure.     If  the  cause  analyses  show  that  it  is  possible  to  influence  the  result,  the  next  step  is  to  implement   corrective  measures.     Corrective  measures  are  described,  initiated  and  implemented.  The  status  of  previously  initiated   measures  is  checked  and,  if  measures  have  been  implemented,  closed  status  is  given.       KTV Group – Quality Manual

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Preventative measures     All  employees  are  required  to  carry  out  weekly  quality  controls.  Quality  controls  and  checklists  of  all   orders,  in  addition  to  risk  analyses,  help  us  prevent  recurrences.  The  company  also  has  advanced   statistic/monitoring  tools  that  take  a  series  of  different  measurements  in  processes.  These   measurements  are  updated  daily.       9.  KTV  Group  work  environment  policy   KTV  Group  is  required  to  comply  with  all  government  requirements  and  make  continuous   improvements  to  its  work  environment.   KTV  Group’s  financial  results  and  goals  are  achieved  through  ensuring  a  good  work  environment.  It  is   important  that  all  employees,  including  the  management,  maintain  a  constructive  dialogue  about  the   work  environment.  All  employees  are  responsible  for  creating  a  good  work  environment  in  KTV   Group.   The  Management,  the  management  team  and  the  supervisors  of  KTV  Group  have  particular   responsibility  for  acting  as  the  driving  force  behind  a  good  work  environment.  The  work  environment   is  created  in  collaboration  with  the  health  and  safety  department,  employee  representatives  and   committees  specially  established  to  create  and  safeguard  the  work  environment.   KTV  Group  aims  to  strengthen  its  competitive  position  by  offering  jobs  that  give  satisfaction  and   motivation  of  all  employees.   The  work  environment  must  be  one  in  which  all  personnel  are  treated  with  respect  and  dignity  and   shown  consideration  from  both  the  management  and  colleagues.  Managers  are  responsible  for   ensuring  that  all  personnel  are  given  both  responsibility  and  trust.   The  work  environment  should  be  characterized  in  that  there  is  room  for  differences  and  to  promote   overall  diversity.   To  create  a  good  working  environment,  it  is  important  to  have  a  good  company  culture  as  a  platform.   It  is  a  common  responsibility  of  the  management  and  employees  to  create  and  develop  a  common   company  culture.    It  is  the  particular  responsibility  for  the  managers  and  supervisors  to  be  the  driving   force  that  enables  this.   The  mandatory  meetings  with  the  management  are  an  important  arena  in  which  the  management   and  supervisors  together  work  on  resolving  issues  involving  the  work  environment  and  health  &   safety.   The  Management  and  safety  representative  at  KTV  Group  shall  together  contribute  to  safeguarding  a   good  working  environment  by  acting  in  an  enthusiastic  and  pro-­‐active  manner,  and  by  working  in  an   unambiguous  and  goal-­‐oriented  method.   The  quality  system  at  KTV  Group  must  be  accessible  and  user-­‐friendly,  and  through  quality  checks,   checklists  and  internal  controls  must  ensure  that  the  management,  supervisors  and  all  personnel   comply  with  all  policy  requirements  and  agreements  designed  to  safeguard  a  good  work   environment.  

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The work  environment  must  be  one  in  which  workplace  accidents  are  avoided  and  work-­‐related   illnesses  prevented.  The  work  environment  at  KTV  Group  must  be  inclusive,  also  for  those  employees   who  experience  health  problems  and  reduced  working  capacity.     Responsibility   The  Board  of  Directors  at  KTV  Group  is  responsible  for  setting  quality  goals  for  the  company.  The   Board  is  also  responsible  for  monitoring  and  preparing  an  action  plan.   The  HSE-­‐  Coordinator  is  responsible  for  preparing  quality  goals  for  the  work  environment.   The  HSE-­‐  Coordinator  is  also  responsible  for  monitoring  and  preparing  an  action  plan.     Work  environment  goals  for  2014  

 

• • • • • • •

Solution for  publication  of  the  deviations.   Easier  system  to  make  risk  analyzes.   Improved  efficiency  at  work  for  the  facade  clenaing  and  surface  treatment.   Better  training  on  section  leaders,  project  managers  and  supervisors.   New  system  for  registration  of  equipment.   Incoming  invoice  via  intranet  in  2014.   Buddy  system  for  all  employees.  

Plans of  action  for  work  environment   The  plan  of  action  defines  four  priority  areas:  Psychosocial  Work  Environment,  Quality  System  &   Quality  Checks,  Materials  &  Equipment,  and  High-­‐Risk  Work  Environment.     These  four  priority  areas  help  us  by  providing  a  direction  to  enhance  the  quality  of  health,  the   environment  and  safety,  as  well  as  our  quality  work.    The  Managing  Director  has  primary   responsibility  for  implementing  the  plan  of  action.   The  plans  of  action  show  the  path  towards  our  goals.     1. Psychosocial  workplace  environment     -­‐ By  the  end  of  2014  all  employees  must  have  understanding  for  the  new  functionalities  on   the  intranet,  and  to  use  this  actively  to  retrieve  information,  and  create  improvements   for  own  work  situation.           2. Quality  system  and  quality  controls     By  the  end  of  2014     KTV Group – Quality Manual

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-­‐

Automatic deviations  /  incident  reports  must  be  registered  on  all  processes  and   responsibility  areas  in  the  company,  both  positive  and  negative.    

  3. Materials  and  equipment   By  the  end  of  2014,  the  KTV  Group  must  have:     -­‐ Implemented  QR-­‐codes  on  machinery  and  equipment.     -­‐ Given  necessary  training  and  project  information  to  all  employees  before  new  jobs  is   commenced.       4. High-­‐risk  workplace  environment   By  the  end  of  2014,  the  KTV  Group  must  have:     -­‐ Have  great  attention  to  introduction  of  procedures,  routines,  knowledge  and  attitudes  in   risky  work  environment.  Introduction  of  new  procedure  system  with  photos  and  video.     -­‐ Automatic  deviation/incident  reports  in  the  intranet  must  have  continuous  control  and   monitoring  to  make  sure  that  all  employees  follow  all  procedures  and  routines,  and  show   good  attitudes  to  risky  work  environment.       The  quality  system  in  the  intranet  and  the  project  management  software,  OnTime,  are  tools  that  are   available  and,  when  and  if  necessary,  will  be  further  developed  in  order  to  enable  us  to  achieve  our   quality  and  work  environment  goals.  Both  systems  are  web-­‐based.     All  employees  are  provided  with  laptops/PDAs  with  online  access  and  mobile  broadband  to  enable   them  to  actively  follow  up  on  procedures  and  routines,  carry  out  quality  controls,  fill  out  checklists   and  find  all  necessary  information  for  achieving  our  goals.     Workplace  environment  risk  analyses   The  risk  analyses  are  carried  out  in  the  intranet.  The  system  is  web-­‐based.   For  our  risk  analyses  we  have  established  fixed  values  for  probability.  

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All outcomes  with  a  value  over  3  are  considered  risky.  The  Quality  Manager  evaluates  and  carries  out   all  further  handling  of  evaluated  risks  with  the  incident  report  reporting  system.       Work  environment  risk  analyses     We  carry  out  work  environment  risk  analyses  by  means  of  an  annual  environment  study,  and  all   personnel  are  required  to  carry  out  the  analyses  once  each  year.  We  also  do  at  least  one  annual   employee  review  (conversation)  and  meetings  with  the  safety  representative  and  employee   representative.     In  addition,  we  conduct  risk  assessments  of  all  of  our  processes.            

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