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JCI at a Glance Quality Control
Quality Control PDF Print E-mail

1.    Objective

The quality control system was set up to ensure superior quality and timely execution of various types of work at the Jaroslav Černi Institute for the Development of Water Resources (JCI). The system was designed to meet professional requirements, adhere to applicable laws and standards, and fulfill client needs, while enabling ongoing development of JCI.

2.    Scope and Applicability

Quality control addresses:

  • The development of plans and design, tender, legal and other documents;
  • Engineer oversight of capital projects;
  • Other consulting services;
  • Field investigations and measurements;
  • Laboratory tests and measurements;
  • Engineering tasks;
  • Scientific, educational and development tasks; and
  • Promotional tasks.

Quality control includes planning, guidance, verification and recording activities, which are generally implemented within various departments of JCI, or at the JCI level, based on prescribed procedures.  In addition to this system, individual departments may also implement supplemental quality control procedures, as required.

3.    Task Categories and Quality Controllers

For quality control purposes, tasks are classified into two categories based on their level of complexity and importance to JCI operations:
(I)    Tasks of normal importance and/or complexity, and
(II)    Tasks of high importance and/or complexity.

In principle, quality control is implemented within the functional department which performs the task. Category II tasks are subject to review at the JCI level.

At the departmental level, task performance and quality control are the responsibility of:

  • the department manager;
  • designated chief designers/analysts; and
  • others, as required.

At the JCI level, task performance and quality control are the responsibility of:

  • the Director General of JCI (DG);
  • the project manager/coordinator;
  • the designated reviewer(s); and
  • the Technical Council.

The project manager, chief designer, reviewer, and Technical Council member functions are not permanent; they are assigned separately for each specific task.

4.     Quality Control Procedure

Category I tasks are performed and quality control is implemented in the following sequence:

  • Appointment of project team

Following the signing of a contract, the DG appoints the project manager and the chief designers.   

  • Development of project implementation program

The project manager prepares a Project Implementation Program, which contains, inter alia, an overview of contractual requirements, an assessment of required resources, and a project implementation and billing schedule. The Program is approved by the respective department manager and then by the DG.

  • Project implementation

The department manager directs project implementation and quality control as outlined in the Project Implementation Program, arranges project progress briefings for the DG, and ensures that the Finance Department is apprised of project milestones for billing purposes.

  • Preparation of deliverables

The project manager, chief designers, and department manager sign the final report (design, study, etc.), thereby certifying that appropriate quality control procedures have been implemented. The signed final report is forwarded to the DG for approval prior to its submission to the client.

  • Review

As and when required, the DG appoints project reviewers at the JCI level, and/or requests a presentation of the project, and/or convenes a review session of the Technical Council.  

  • Delivery to client and archiving

The DG signs the final report and approves its submission to the client. The final report is archived in the respective department and its library form is archived in the JCI database. As and when required, the entire final report is also archived in the JCI database.

A similar procedure applies to project implementation and quality control for Category II tasks, where project management/coordination and quality control are performed at the JCI level, in the following sequence:

  • Appointment of project team

Following the signing of a contract, the DG appoints the project manager, chief designers, and reviewers.

  • Development of project implementation program

The project manager prepares a Project Implementation Program, which contains an overview of contract requirements, an assessment of required resources, an estimate of the degree of participation required from various functional departments, and a project implementation and billing schedule, and addresses any outsourcing requirements of the Technical Council and other relevant matters. The Program is then approved by the DG.

  • Project implementation

Department managers manage project implementation and quality control within their respective departments, as outlined in the Project Implementation Program and in cooperation with appointed reviewers; they also schedule regular briefings with the project manager who, in turn, keeps the DG updated on project progress and keeps the Finance Department apprised of project milestones for billing purposes.

  • Preparation of deliverables

The project manager, chief designers, and respective department managers sign the final report (design, study, etc.), thereby certifying that appropriate quality control procedures have been implemented. The signed final report is forwarded to the DG for approval prior to its submission to the client.  

  • Quality control at the JCI level

Appointed reviewers prepare review reports and submit these reports to the DG. The DG invites the involvement of the Technical Council and requests project presentations, as needed.

  • Delivery to client and archiving

The DG signs the final report and approves its delivery to the client. The final report is archived in the files of the respective departments, and both the library form and final report are archived in the JCI database.

In addition to the above, interim Technical Council briefings may be held, as needed.  Members of the Technical Council may include outside consultants.

 
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