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SAUDI TECHNOLOGY BASE EST.

USED LUBE OIL RE-REFINING PLANT


SPPA-T3000

4
4.1 Time Schedule

4.2 Q&HSE

Siemens AG Energy Sector Oil & Gas Process Automation Date: 05. August 2011
Bid Ref. No.: F-7554-07-O-0005  Siemens AG 2011 Chapter: 4
Subject to technical changes Cover
SAUDI TECHNOLOGY BASE EST.
USED LUBE OIL RE-REFINING PLANT
SPPA-T3000

4.1
Time Schedule

Status Issue Date Description Prepared Reviewed Approved Remarks


00 15.07.2011 Issued for bid Zeitler Arnt Gottschalk
X 01 03.08.2011 Updated for Bid Hartmann Arnt Gottschalk

Siemens AG Energy Sector Oil & Gas Process Automation Date: 05. August 2011
Bid-Ref.: F-7554-07-O-0005  Siemens AG 2011 Chapter 4.1
Subject to technical changes Page(s): 1 of 1
ID Vorgangsname Duration Start Finish September October November December January February March April May June July August September October November
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
1 Contract signing 0 dys Tue 04.10.11 Tue 04.10.11 04.10
2 Project Mobilisation 7 dys Tue 04.10.11 Wed 12.10.11

3 Project Team Mobilisation 3 dys Tue 04.10.11 Thu 06.10.11

4 Initial contract Execution Schedule 1 dy Fri 07.10.11 Fri 07.10.11

5 Kick-off Meeting 2 dys Fri 07.10.11 Mon 10.10.11

6 Final contract Execution Schedule 2 dys Tue 11.10.11 Wed 12.10.11

7 Basic Design 78 dys Thu 13.10.11 Mon 30.01.12

8 Basic Design of Hardware & Software 75 dys Thu 13.10.11 Wed 25.01.12

9 Design Review Meeting 1 dy Thu 26.01.12 Thu 26.01.12

10 Approval of Typicals 2 dys Fri 27.01.12 Mon 30.01.12

11 Design Freeze 0 dys Mon 30.01.12 Mon 30.01.12 30.01


12 Detailed Design 26 dys Tue 31.01.12 Tue 06.03.12

13 Detailed Design Hardware 13 dys Tue 31.01.12 Thu 16.02.12

14 Detailed Design Software 20 dys Wed 08.02.12 Tue 06.03.12

15 Documentation 10 dys Wed 07.03.12 Tue 20.03.12

16 Engineering Documentation 10 dys Wed 07.03.12 Tue 20.03.12

17 Manufacturing / Procurement 118 dys Tue 18.10.11 Thu 29.03.12

18 Manufacturing of cabinets 30 dys Fri 17.02.12 Thu 29.03.12

19 Procurement of System Components 15 dys Mon 13.02.12 Fri 02.03.12

20 Procurement Electrical Equipment 20 wks Tue 18.10.11 Mon 05.03.12

21 FAT 13 dys Fri 30.03.12 Tue 17.04.12

22 Preparation FAT 3 dys Fri 30.03.12 Tue 03.04.12

23 Execution of FAT 5 dys Wed 04.04.12 Tue 10.04.12

24 Engineering LoP-List 5 dys Wed 11.04.12 Tue 17.04.12

25 Customer Training 16 dys Wed 18.04.12 Wed 09.05.12

26 Classroom Training 16 dys Wed 18.04.12 Wed 09.05.12

27 Shipment 37 dys Wed 18.04.12 Thu 07.06.12

28 Dismantling & Packing 2 dys Wed 18.04.12 Thu 19.04.12

29 Dispatch readiness notification 0 dys Thu 19.04.12 Thu 19.04.12 19.04


30 Shipment to site 35 dys Fri 20.04.12 Thu 07.06.12

31 Installation 175 dys Tue 29.11.11 Mon 30.07.12

32 SPPA-T3000 11 dys Fri 08.06.12 Fri 22.06.12

33 Site inspection 1 dy Fri 08.06.12 Fri 08.06.12

34 Installation of equipment 5 dys Mon 11.06.12 Fri 15.06.12

35 Termination of Field Cabling 5 dys Mon 18.06.12 Fri 22.06.12

36 Electrical & Instrumentation 175 dys Tue 29.11.11 Mon 30.07.12

37 Mobilization 1 wk Tue 29.11.11 Mon 05.12.11

38 Electrical Work 28 wks Tue 06.12.11 Mon 18.06.12

39 Instrumentation Work 21 wks Tue 24.01.12 Mon 18.06.12

40 Pre-Commissioning 6 wks Tue 19.06.12 Mon 30.07.12

41 Commissioning 35 dys Tue 31.07.12 Mon 17.09.12

42 System Commissioning 5 dys Tue 31.07.12 Mon 06.08.12

43 Loop Check 10 dys Tue 07.08.12 Mon 20.08.12

44 Hot Commissioning 15 dys Tue 21.08.12 Mon 10.09.12

45 On site training 3 dys Tue 11.09.12 Thu 13.09.12

46 SAT 2 dys Fri 14.09.12 Mon 17.09.12

47 As-built "Red Marked" 2 dys Fri 14.09.12 Mon 17.09.12

48 Preliminary Acceptance Certificate 16 dys Tue 18.09.12 Tue 09.10.12

49 Issue of PAC 1 dy Tue 18.09.12 Tue 18.09.12

50 De-Mobilization 1 wk Wed 19.09.12 Tue 25.09.12

51 As-built "Final" 10 dys Wed 26.09.12 Tue 09.10.12

Vorgang In Arbeit Sammelvorgang Externe Vorgänge Stichtag


SAUDI TECHNOLOGY BASE EST. Unterbrechung Meilenstein Projektsammelvorgang Externer Meilenstein
Datum: 15. July 2011
Subject to technical changes

Siemens AG Energy Sector Oil & Gas USED LUBE OIL RE-RE-REFINING PLANT Chapter: 4.1...
Bid Ref. No.: F-7554-07-O-0005 ...
SAUDI TECHNOLOGY BASE EST.
USED LUBE OIL RE-REFINING PLANT
SPPA-T3000

4.2
Q&HSE

Status Issue Date Description Prepared Reviewed Approved Remarks


X 00 15.07.2011 Issued for bid Arnt Stanelle Gottschalk

Siemens AG Energy Sector Oil & Gas Process Automation Date: 05. August 2011
Bid-Ref.: F-7554-07-O-0005  Siemens AG 2011 Chapter 4.2
Subject to technical changes Page(s): 1 of 1
Integrated Management System
Quality, Health, Safety
and Environmental Affairs
for Siemens Power Generation Group

Power Generation
Content Page
1. General Information 2
2. Power Generation Group – Organization 2
3. QHSE – Organization 3
4. Policy and Principles for Quality, Health,
Safety and Environmental Affairs 5
5. Management System 6
6. Management, Business and Support Processes 7
7. Business Execution 8
8. Improvement and Controlling of the 10
Management System
9. Documentation 12
10. Terms and Definitions 13

1. General Information 2. Power Generation Group – Organization


Siemens Power Generation Group (PG) is one of the largest The organizational structure of the Power Generation Group is
suppliers of energy solutions in the world. As a global player, described in detail in the latest versions of the organization and
we provide customers with energy solutions that give them the work plans (see Siemens Intranet: SCO).
competitive edge that they need to perform on a world stage
by offering products, systems and services that are innovative,
economical, reliable, safe and environmentally compatible.
We provide our services over the entire value-added chain from
customer to customer: in marketing and sales, development, Siemens Power Generation – The Divisions,
procurement, project administration, production, assembly, Subdivisions and Central Functions
commissioning and after-sales service. We believe that excellent
quality, health, safety and environmentally compatible design PG E – Energy Solutions
are an obligation. Through consistent customer alignment, we PG P – Products
are expanding our position further and securing our future –
PG O – Operating Plant Services
in each of the business segments within the energy industry.
PG I – Oil & Gas and Industrial Applications
Due to the competencies of our Divisions and independent
subdivisions, we are perfectly positioned to achieve our goals. PG L – Instrumentation & Controls
This is how we can offer efficient, pioneering solutions that PG R – Wind Power
ensure the sustained improvement and business results of our
customers while also improving the results in PG. SFC – Stationary Fuel Cells

This manual describes the fundamentals of the Siemens Power FG – Fuel Gasification
Generation integrated QHSE Management System. It is based on TS – Turbocare
the QHSE Policy, defined by the Group Executive Management CF – Central Functions
and explains the general requirements for all PG organizational
units. Group Executive Management promotes the development
and implementation of the Integrated Management System
through appropriate planning and setting of objectives and
targets, including the controlling of the management system
and providing initiative for further development.
The QHSE management system is binding for the Power
Generation Group and every employee.

2
Integrated Management System

Quality, Health, Safety


and Environmental Affairs

3. QHSE – Organization
For Siemens company-wide the responsibility and specialist
support for QHSE is stipulated as follows:

Structure of Responsibility and Organization

Responsibility Functional Responsibility

Managing Board of Siemens Corporate Offices for Quality and HSE


Nominated Board Members of Siemens Central Departments

PG Group Executive Management Group Offices for Quality and HSE


Members of the Group Executive Authorized PG representatives for
Management for Quality and HSE Quality and HSE

Delegated managers of Divisions Coordinators for Quality and HSE


or subdivisions or HSE managers
Quality managers, coordinators for
of the locations HSE and HSE Officers / Experts

PG Group Executive Management Authorized representatives in the PG Group for Quality


Within the framework of the Siemens corporate structure, the Management System, Health, Safety and Environmental
Power Generation Group is managed independently by Group Affairs
Executive Management. The organizational chart depicts the The Group’s representatives for Quality and HSE establish the
relevant division of work. The responsible member of the PG framework conditions. Their role in this context is to provide
Group Executive Management must specify, and ensure com- information, coordination, advice, guidance, supervision and
pliance with, the Group targets for quality, health, safety and governance. The same applies for all other quality and process
environmental affairs. The member of the executive manage- offices, management representatives, environmental protection
ment ensures that the management system is further devel- specialists, occupational health and safety experts, safety
oped and implemented and also works to constantly improve assistants as well as for other necessary officers for HSE. The
the organization’s efficiency. Group’s representatives for Quality and HSE report directly to
This includes: the Group Executive Management.

Giving managers and staff a clear direction and motivating All of the named offices support the process and product
them to work consistently in a customer-oriented manner. managers; however this in no way relieves the latter of their
The fulfillment of customer, statutory, and official require- relevant responsibilities.
ments is a priority.
Defining the management policy with the objective of
improving economic value added and increasing customer
benefits.
Performing regular management reviews to improve the
management system and thereby improve product and
process quality and the aspects of health, safety and
environmental affairs.
Securing the availability of suitable and necessary resources.

3
Division heads, process coordinators, 4. Policy and Principles for Quality, Health,
location managers
Safety and Environmental Affairs
The management teams of the Divisions and those of the
operational organizational units define the QHSE goals and the We provide the highest customer benefit by leveraging
relevant areas of responsibility and authorities. The managers leading-edge power and energy solutions powered by
of the organizational units as well as the location managers our people.
are responsible for the quality of their processes and products
and for adherence to health, safety and environmental laws Committed to Quality.
and regulations. They stipulate which measures can improve
the quality of the product and the environment and ensure the We are deeply committed to meeting our customer’s quality
health and safety of employees at the workplace. In addition, expectations that translate into differentiated competitive
they determine who is responsible for which sub-processes. advantages for our customers.

The process coordinator, in conjunction with the leaders of the


operative units, is responsible for the attainment of the process Financial Strength.
performance goals and the steady improvement of the processes, We leverage our financial strength to provide long-term value
and to ensure that the processes correspond to business require- to all of our partners.
ments.
Every manager is responsible for the health and safety of The World’s Local Supplier.
their personnel, encouraging their employees to work in a
We are there – wherever and whenever our customers need
health-conscious manner to promote quality and respect for
us – to deliver unparalleled service that extends the life,
the environment. Furthermore, they must ensure that the
increases availability and enhances the value of our customers’
knowledge and skills required to meet this goal, are imparted
assets.
to the employees and that the necessary tools and resources
are made available to them. The executive makes sure that
the working environment has a positive influence on the Health and Safety.
motivation, satisfaction and performance of employees, thus We share an uncompromising commitment to protect the
increasing the performance of the organization. The managers health and safety of our employees and customers.
of the organizational units are responsible for all activities that
impact quality and HSE.
Environment.
Quality managers, HSE coordinators, officers and We offer products and services that are uniquely designed to
experts enhance the environmental performance and to contribute
The quality managers and the HSE coordinators of the Divisions to climate protection.
and subdivisions are selected by the head of their organization-
al units and appointed together with the head of the Group Value-Based Innovation.
offices for Quality and HSE. They are assigned directly to the
head of their organization and will report to that person and We are dedicated to maximizing customer benefits through a
to the Group offices. Their tasks are stipulated in detail. The broad portfolio of technology-based solutions, built on intelli-
quality manager is independent from the other organizational gent innovation.
structures/departments.
Quality management representatives for segments and projects
are appointed according to defined regulations.
The HSE officers and experts of the locations are appointed by
the site manager and report directly to that person and the
Group office for HSE. Their tasks and duties are defined in their
appointment.

4
Integrated Management System

Quality, Health, Safety


and Environmental Affairs

Strategic Objectives and Principles


In addition the PG Board and top management defined These strategic quality values are supported by the
the following four strategic quality values, which also principles below:
apply for HSE:

Customer orientation Continual improvement, objective setting and evaluation


We maintain long-term customer relationships We practice management related to QHSE by recognizing
by meeting customer expectations. We achieve significant aspects, identifying potentials, prioritizing improve-
this objective by ment levers, defining and deploying metrics and monitoring
progress. We measure and evaluate the output of processes,
Pursuing a clear understanding of and develop new objectives, measures, and programs as
customer needs necessary. Thereby we continually improve our business and
Including customers in setting our implement Best-Practice solutions.
quality targets
Striving for quality throughout the
organization. Promotion of competence, training and awareness
To improve the competencies of our employees we promote
Consequent Action knowledge and awareness in the fields of QHSE through edu-
cation, training and teamwork and by utilizing QHSE internal
We make decisions and rigorously execute networks.
them by
Prioritizing and focusing on clear targets Best possible use of best-in-class technology
Commitment to decisions
Measure level of execution and take sub- We make the best possible use of best-in-class technology to
sequent actions to resolve deficiencies. deliver high quality solutions which are innovative and environ-
mentally friendly – encouraging and enabling our customers
to improve their profitability.
Responsibility
We promote ownership by actively giving Open communication, sharing of information and
and taking responsibility by influence on business partners
Setting clear and ambitious targets We are engaged in an open dialogue with all parties
Fully empowering employees to achieve interested in our activities.
them We supply information to our customers about the safe
Taking into account the impact of our and environmentally friendly use of our products.
actions on others We encourage our business partners to act in accordance
Acting in compliance with the applicable with our own or equivalent principles.
legal requirements and the requirements
to which the organization subscribes.

Openness
We push for continual improvement based
on an open and trustful culture by

Sharing our experiences across the


organization
Reviewing mistakes and feedback as
opportunities for learning to improve
Continually seeking and rewarding new
and creative ideas that drive improved
performance.

5
5. Management System The Documentation structure is described in chapter 9 ”Docu-
mentation“ of this manual. If permitted exclusions from the
The policy and principles for QHSE provide the basis for the requirements of ISO 9001, ISO 14001 and OHSAS 18001 are
elements and structure of our Integrated Management System required; these are named, substantiated and documented by
(IMS). the organizational units. Associated companies included in
For the realization of our principles we have systems in place the Power Generation organizational chart can have their own
that serve to integrate organizational, technical and personal independent management systems. The same applies to organi-
aspects. The IMS covers the topics of QHSE stipulated by the zational units whose particular business mandate requires an
ISO 9001, ISO 14001, and OHSAS 18001 standards. This independent management system.
enables us to successfully reach our targets and to achieve Regulations
our objectives.
The individual processes, including all operations and proce-
Processes within the IMS, for products and services are describ- dures, are described and implemented in the organizational
ed and implemented by means of specific manuals, processes units as regulations (for example process manuals or proce-
and knowledge databases. Realization of the IMS is accomplished dures). These exist in a structured form, preferably in the In-
using the methods and tools provided by Business Excellence tranet but also through other media. They contain important
within Siemens and the PG Group. company know-how and are thus intended for internal use only.

Implementation and review


The aim of the management system is to fulfill customer
requirements, assure compliance to regulations, and provide
health and safety for our employees as well as technical and
environmental protection.
Quality
(ISO 9001)
Furthermore, it complies with the following standards and
guidelines:
Quality management system according to ISO 9001
Environmental management system according to ISO 14001
Occupational health and safety management system
according to OHSAS 18001
Organizational units, which require SCC (Safety Certificate for
Contractors), KTA-regulation 1401 or IAEA-Norm 50-C-QA, have
Integrated regulations to ensure these standards.
Management
System
Environmental Occupational
Affairs Health and Safety
(ISO 14001) (OHSAS 18001)

6
Integrated Management System

Quality, Health, Safety


and Environmental Affairs

6. Management, Business and Support Processes


PG Reference Processes

Management Processes
Strategic Planning & Financial Planning &
Internal Audit
Controlling Controlling

Business Processes

Product Development

Project Management

Service

Support Processes
Quality, Health,
Intellectual Process & Operating
Safety and Human Financial
Capital Procurement Information Communication Rules &
Environmental Resources Management
Management Management Regulations
Affairs

Our management system involves multiple processes. The aim Process coordinators support the various sub-areas at all three
of these processes is to ensure that our products, solutions and process levels. Every individual process is planned, supervised
services completely fulfill the requirements of all those involved, and documented by these coordinators according to customer-
particularly our customers. and product-specific criteria.
These processes unfold into three, closely interrelated process The efficiency and effectiveness of the core processes are
levels that are intermeshed with one another: secured by consequentially applying process management.
Management Processes are actions that define, affect, Implemented milestones ensure that the process results fulfill
analyze, and control Business & Support Processes. They the requirements of the customers over time. If there are
are only indirectly involved in the value-added process and deviations, criteria exist to avoid improper use of defective
are primarily aligned to create competitive advantage and products /services. Furthermore, additional elements of quality
provide the respective framework. assurance are integrated into the processes, as well as environ-
mental, health, and safety management practices. Thus ful-
Business Processes are value adding processes. They fillment of customer requirements, adherence to industrial
include all steps from the initial idea to the finished product/ standards and regulations, and compliance with legal require-
solution and ensure an adequate profit for the company. ments are all guaranteed.
They focus mainly on the benefit for external customers.
Suitable methods have been initiated in the organizational units
Support Processes are implemented to provide assistance to control and monitor the core processes, for example, process
for business processes, management processes, and other indicators and key performance indicators.
support processes. They are linked to these processes via
process interfaces and via inputs/outputs and focus on the The aim is to make all processes stable and transparent and to
benefits for external customers and/or advantages for the include customers, partners and suppliers in the best manner
company. possible.

7
7. Business Execution 7.3. Supplier management
We maintain long-term relationships with audited suppliers,
7.1. Product development who we think of as partners. They are assessed, evaluated and
Product planning and development are customer-oriented, in promoted by a thorough selection and qualification procedure.
line with the market and under consideration of valid regula- Suitable suppliers are listed in the approved supplier database.
tions. Studies and surveys are performed in advance to ensure Suppliers are generally involved in the development process
this. The product requirements at least meet the requirements from an early stage, in order to produce innovative and high-
of the customer. quality products that incorporate the principles of quality,
In order to fulfill these requirements and to prevent errors health, safety and environmental protection. Joint quality,
from an early stage, preventive quality measures and other health, safety and environmental standards are coordinated
techniques are planned and implemented in a targeted fashion. and stipulated in specific agreements and technical documents.
These may include: review techniques, failure mode and effects Specific release and acceptance processes are defined on a
analyses (FMEA), quality function deployment (QFD), safety product-by-product basis.
and reliability studies, trials / tests, evaluation of environmental 7.4. Commissioning
aspects, etc. Qualified and experienced employees ensure
systematic error prevention. These methods are also applied Plants, modules and components are inspected and tested on
during the construction / project execution phase. the basis of a test plan. The scope of testing for commissioning
encompasses the contractual customer specifications including
7.2. Project execution the requirements defined by official bodies and recognized
All steps of the project execution are planned, documented in standards. The proof of the performance and reliability of a
work and test plans, and specified for the various processes and turnkey system is recorded in documents that are relevant for
operations. Changes resulting in product and process require- acceptance.
ments are controlled and documented. Back-up tests, such as
screening and system tests, are integrated into reproducible
process steps as required. Targeted quality assurance measures
run through the entire production, assembly and erection
process. Components and parts as well as products supplied by
the customer are marked as required to maintain the necessary
level of traceability. The functions of all safety- and reliability-
relevant components are tested before they are installed.
Products with nonconformance issues, including customer
products, are evaluated to determine whether they are suitable
for their intended use and disposed accordingly. Acceptance
tests are planned and performed in accordance to the agree-
ment with the customer. During project execution the HSE
procedures established within Siemens will be applied.

8
Integrated Management System

Quality, Health, Safety


and Environmental Affairs

7.5. Service When procuring products, released specifications and other


technical documents are issued to qualified suppliers. Defined
Our range of services covers long term service agreements,
tests and other suitable measures are used to monitor that the
maintenance and operations, modernization, spare parts
supplied products comply with the procurement requirements.
procurement, training and documentation. These services are
also subject to a detailed planning process in order to ensure We plan and implement manufacturing, assembly, commission-
that individual customer requirements are fulfilled. To this end, ing and service under controlled conditions, including targeted
quality tools are deployed for preventative purposes as well as monitoring, measuring and testing procedures. The use of all
throughout the solution creation process. The results of sched- required supervision and measuring equipment is ensured –
uled maintenance activities are checked using state-of-the-art as is the use of appropriate calibration and tracking systems.
techniques to ensure the agreed-to level of availability and safe- The procedure described above serves to systematically secure
ty. In accordance with specific contracts, we deliver information product quality. Preventive measures along with supervisory
and training to our customers through highly qualified experts and testing activities are factored in over the entire value added
to assure systematic knowledge transfer. process and are implemented and documented accordingly.
7.6. Operation 7.8. Health, Safety and Environmental Affairs
Operations in our manufacturing facilities is performed in As early as the planning phase, we assess and consider the
accordance with QHSE requirements, and the necessary data is impact our products and services will have on people and the
ascertained, recorded and documented. environment. In this process, we take the entire life cycle of the
products into consideration. We devote particular attention to
7.7. Quality
the promotion of the health of our employees, the prevention
Product requirements are determined, evaluated and contract- of accidents, particularly on our construction sites and in our
ually stipulated in close contact with the customer. All of the factories as well as to the process and product related resource
development, engineering and project processing activities are efficiency. We also attempt to minimize the environmental
planned on this basis. impact of our manufacturing and our products and consider
From the project specifications functional and technical feedback from interested parties.
solutions are derived in accordance to defined processes and
described for realization in specifications (for example: product
concept catalogue or contract documents). The results are
reviewed, verified and validated as required.

9
8. Improvement and Controlling With methods such as the 6-step procedure, Six sigma projects,
and quality cockpits, we improve the quality, health and safety
of the Management System of our employees, and contribute to the protection of our
environment. This benefits our customer and strengthens our
8.1. top+ Program cost position in the process.
top+ is the company-wide improvement program. 8.2. Ideas, Impulses and Initiatives (3i)
top+ represents clear goals, concrete measures, and
unambiguous consequences. We live on the engagement of our executives and employees.
Therefore we promote and actively use their ideas, impulses
The top+ Quality initiative is focusing on following aims: and initiatives (3i). To this end we have set up a corresponding
Reduce non-conformance costs idea management suggestion program. All suggestions are
Increase customer benefit judged and awarded in case of realization in accordance with
Establish Quality Culture internal regulations.
The top+ Quality initiative provides a toolbox containing The aim of 3i is to:
methods and tools based on existing best practices. Find and share best practices
Intermediate targets, and corrective and preventive measures Support for 3i IT tools and implementation
are aligned permanently with the overall target of the enter- Identify improvement initiatives and methods
prise in accordance with continuous improvement. The targets
are concrete, measurable and periodically agreed to as well as
updated in the organization units. Executives follow, review,
improve and report on the degree of fulfillment of the targets.

Product
& Process
1 Define improve- Quality
ment objectives
Increase of customer benefit
2 Define main
problem area
3 Identify improve-
ments levers Results in
4 Define actions
5 Implement actions Systematic improvement process
6 Monitor progress (6-step procedure)

Support

Management Qualification Application of the supporting


attention Transparency & Training success factors

The 6-step procedure is a systematic concept


applied in order to carry out sustainable improvements.

10
Integrated Management System

Quality, Health, Safety


and Environmental Affairs

8.3. Benchmarking results of the MRs shall then be an integral part of the strategic
business planning process and selected top+ Quality projects.
Benchmarking is helping us to stay competitive by analyzing our
The necessary improvement measures shall be then derived
competitors‘ products and analyzing the competitors‘ strategy,
from the results and realized. The measures are then checked
processes, organization and innovation roadmap. This is also
for their effectiveness. Best practice solutions shall then be iden-
used to improve the performance of HSE.
tified, communicated and realized according to a knowledge
8.4. Value Generation Program transfer process.
To ensure long-term sustainability, the Value Generation 8.7. Target discussions
Program was established to:
Targets and objectives for quality and HSE are set and communi-
Facilitate defining the value gap and setting ambitious cated by the PG Group Executive Management. They are broken
targets to close the gap in order to compete at industry down into relevant structures by the organizational units and
leader levels locations. Follow up of the targets is performed by the PG
Identify opportunities and integrate plans to close the Group office for Quality and HSE as well as by the coordinators
value gap and representatives of the organizational units and locations.
Provide the methodology and systems to measure the
implementation of our value gap closure actions 8.8. Customer satisfaction
Track the effectiveness of our value gap closure actions We gather customer-related information both actively and
vs. the real business performance passively including customer complaints. This information is
evaluated and utilized to develop plans and strategies for
8.5. Audits
boosting customer satisfaction.
Audits are used to evaluate and maintain the management
system and its processes. Audits are carried out on all Division 8.9. Continuous improvement
levels and for all locations. The authorized representatives As a benefit of the interaction of all these management
for the PG Group of Quality and HSE have the governance for instruments and to targeted controlling, we have established
the overall audit planning and the effectiveness of the audit a continuous improvement process, which encompasses
process. The audit process is controlled by using a common all levels of our company and is wholly aimed at achieving
internal audit database. Trained auditors are selected so that Business Excellence to improve the IMS and to ensure the
the objectivity and impartiality of the audit process is ensured. realization of the QHSE targets and objectives.
8.6. Management Review
The purpose of Management Reviews (MRs) is to evaluate the
suitability, adequacy, effectiveness and efficiency of the Inte-
Continual improvement of the management system
grated Management System (IMS). The management system
for QHSE is reviewed regularly by the management within the
Feedback

organizational units. MRs shall be performed at the Division, Management


location and Group levels. The Divisions and locations shall Feedback
responsibility
supply input data for the MRs to the Business Excellence
organization in accordance with an established time line. The
Feedback
Customer requirements

Customer satisfaction

Measurement
Resource analysis,
management improvement

Product realization

Input Product

11
9. Documentation Management of documents and records
Document management ensures that documents, records
Siemens Power Generation Group (PG) and data are checked, released and/or enforced according to
This manual contains general statements on the management a specific procedure. The same applies to their distribution,
system of the Siemens Power Generation Group. It is supple- archiving, modification or deletion, as well as their listing in
mented by process regulations that apply Group-wide and directories, in accordance with their relevant status. The control
specific details that are generally applicable to the processes of documents and the control of records and data is regulated
of the management system. in central procedures.

Divisions, locations, Central Functions, sales regions Process documentation


The management system is documented in a concrete fashion The Siemens Process Framework (SPF) maps all possible pro-
in these units. These regulations describe the individual proce- cesses, which are described as mandatory target processes. The
dures and processes – if required, down to the employee level. SPF thus builds the basis for the mapping of business-specific
processes at PG. Additional information and instructions are
stored in the document management system, and connections
Integrated from the process house are maintained.
Management
System

Siemens QHSE
policy & principles policy
principles

Integrated
management
manual

Process descriptions
Management Processes
Strategic Planning & FinancialPlanning &
Internal Audit
Controlling Controlling

Business Processes

Product Development Process


Process
Project Managment@PG
content
Service

Support Processes

Intellectual Process & Operating


Human Financial Communi-
QHSE Capital Procurement Information Rules &
Resources Management cation
Management Management Regulations

Link Link
eQMS - databases
Additional
Applications & tools QHSE
content

12
10. Terms and Definitions
Terms and definitions according to ISO 9000 / 9001,
ISO 14001 and OHSAS 18001

IMS Integrated Management System; Manage-


ment system integrating management
systems covered by ISO 9000 / 9001,
ISO 14001 and OHSAS 18001
QHSE Quality, Health, Safety and Environmental
Affairs
HSE Health, Safety and Environmental Affairs
also includes radiation protection, transpor-
tation of dangerous goods, fire protection
and industrial disaster prevention
KTA 1401 Regulation for general requirements for the
quality assurance for nuclear power plants
in Germany
IAEA International Atomatic Energy Agency
IAEA 50-C-SG-Q IAEA Safety Series: Quality assurance for
safety in nuclear power plants and other
nuclear installations
SPF Siemens Process Framework
MR Management Review
BE Business Excellence

13
Published by and copyright © 2007:
Siemens AG
Power Generation
Freyeslebenstrasse 1
91058 Erlangen, Germany

Siemens Power Generation, Inc.


4400 Alafaya Trail
Orlando, FL 32826-2399, USA

Order No. A96001-G90-B123-X-4A00


Printed in Germany
1391 184800M WS 06071.5

Edition: May 2007

All rights reserved.


Subject to change without prior notice.
Printed on paper treated with chlorine-free bleach

Trademarks mentioned in this document are


the property of Siemens AG, its affiliates, or their
respective owners.

The information in this document contains general


descriptions of the technical options available, which
may not apply in all cases. The required technical
options should therefore be specified in the contract.

www.siemens.com/powergeneration