WBI Quality Management System

Quality Management System
Written by – Doug Francavilla
Edited by – Chad Hensley, PE
Abstract
This is the acting Quality Management System for Wayne Brothers Inc. This International
Organization for Standardization compliant system provides instruction and reference to both
craft and administrative personnel regarding their responsibilities. The enclosed elements
represent the agreed upon ideas and procedures of many. The procedures and processes found in
the Quality Manual will be defined using standard operating procedures ensuring delivery of a
complete, quality product.

Table of Contents
Abstract ........................................................................................................................................................1
Introduction ..................................................................................................................................................4
Clause 1: Scope ............................................................................................................................................5
Clause 2: Normative References ..................................................................................................................5
Clause 3: Terms and Definitions ..................................................................................................................5
Clause 4: Context of the Organization..........................................................................................................6
4.1 Understanding the Organization and its Context ................................................................................6
4.2 Understanding the Needs and Expectations of Interested Parties .......................................................6
4.3 Determination of the Scope of the Quality Management System .......................................................6
4.4 Quality Management System Associated Processes ...........................................................................6
Clause 5: Leadership ....................................................................................................................................7
5.1 Leadership and Commitment..............................................................................................................7
5.2 Quality Policy.....................................................................................................................................7
5.3 Organizational Roles, Responsibilities, and Authorities.....................................................................8
Clause 6: Planning........................................................................................................................................8
6.1 Actions to Address Risk and Opportunity ..........................................................................................8
6.2 Quality Objectives and Planning to Achieve Them............................................................................8
6.3 Planning of Changes...........................................................................................................................9
Clause 7: Support .........................................................................................................................................9
7.1 Resources............................................................................................................................................9
7.2 Competence ........................................................................................................................................9
7.3 Awareness...........................................................................................................................................9
7.4 Communication ................................................................................................................................10
7.5 Documented Information..................................................................................................................10
7.6 Document Control ............................................................................................................................10
Clause 8: Operation ....................................................................................................................................10
8.1 Operational Planning and Control ....................................................................................................10
8.2 Customer Communication ................................................................................................................10
8.3 Development of Products and Services ............................................................................................11
8.4 Control of Externally Provided Processes, Products, and Services ..................................................11
8.5 Production and Service Controls ......................................................................................................11

8.6 Release of Products and Service.......................................................................................................12
8.7 Control of Non-conforming Products and Services ..........................................................................12
Clause 9: Performance Evaluation..............................................................................................................12
9.1 Monitoring, Measurement, Analysis, and Evaluation.......................................................................12
9.2 Internal Audits ..................................................................................................................................12
9.3 Management Review ........................................................................................................................13
Clause 10: Improvement.............................................................................................................................13
10.1 General ...........................................................................................................................................13
10.2 Nonconformity and Corrective Action ...........................................................................................13
10.3 Continual Improvement ..................................................................................................................13

Introduction
This document, in its entirety, can be considered the written First Edition of the Quality
Management System. The Quality Management System (QMS) has been specifically created for
all employees of Wayne Brothers, Inc. (WBI). Company policy, objectives, activities, evaluation
criteria among other topics are addressed in this document. The Quality Manual (QM) is one
constituent of the QMS. The Quality Manual explains, in detail, the tasks that will be handled by
employees of WBI and contracted affiliates ranging from those in field positions to those in
administrative roles. The system has been modeled in such a way that is International
Organization for Standardization (ISO) compliant with the current 9001:2015 standard which
compliments the level of professionalism, quality, and completeness which Wayne Brothers
performs its services. The principles in this manual should be recognized as a foundation to
guide and improve performance and quality.
The Quality Manual is to continuously improve the quality of Wayne Brothers’ work. It will
help, guide, and teach all employees to produce work in a competent, efficient, and consistent
manner. The Quality Manual will serve as a source of reference highlighting important items and
using images and tables as aids for comprehension all with clear and easy navigation throughout.
All topics covered in the QM are followed by standard operating procedures which have been
written based on decades of experience. The manual includes specific information regarding
manpower, equipment needs, material and material quantities, tools that will be required for
individual tasks and more. WBI provides classroom and hands on training for all levels of field
employees in order to provide uniform knowledge and practices to all involved in the
constructing of projects to achieve WBI standards and exceed customer expectations.
Throughout the manual you will find activity descriptions and defined procedures used to
develop all employees regardless of status or position. These procedures will align with the
direction and expectations of our Superintendents and the content of our Training Program. Our
employees will be responsible and accountable for work performed across a broad range of
activities.
It is our goal to include and address all aspects of the business. Should scope change or an
omission be discovered within the document, it will be updated to reflect the change. Without a
doubt there will be continual evaluations of the content which will lead to modifications in
pursuit of continual improvement of the manual and system. The manual shall always serve as
our most up to date guide offering the latest standards thereby helping WBI improve its
production of work year after year.

Clause 1: Scope
This document serves as the Quality Management System (QMS) developed specifically for
Wayne Brothers, Inc. (WBI). Included in the QMS is a Quality Manual with standard operating
procedures required for planning and executing Wayne Brothers business processes including
but not limited to the following: site development operations, concrete operations, human
resources, accounting, and other support operations. One goal of the current QMS is to identify
and integrate various internal processes into a single approach per task for consistent
performance and results that stem from proven practices. Through standardizing and
streamlining our business, we will be able to identify, measure, control, and improve every
aspect of work. This will lead to continual improvement and growth necessary for WBI to
achieve its long term goal: “TO BECOME THE #1 CONSTRUCTION SERVICES TEAM.”
The QMS defines the individual team member responsibilities by job title. Inspection processes,
checklists, as-built surveys, non-conformance reporting and follow up process improvements are
all within the scope of this document.
Clause 2: Normative References
The following documents are referenced and indispensable in the execution of our QMS: our
contract documents including contracts, project drawings and specifications, documents
incorporated by reference including building codes, American Concrete Institute specifications,
Concrete Reinforcing Steel Institute specifications, and product manufacturer guidelines. The
aforementioned documents are common normative references. National Center for Construction
Education and Research documents, WBI training manuals, American Society of Concrete
Contractor publications, and National Ready Mixed Concrete Association publications may also
be considered normative references. Standards and guidelines like those found in professional
documents throughout are referenced and linked to their full form. The latest editions of the
referenced documents are used. The terms and definitions that are not explicitly defined within
this document are given in ISO 9001:2008 and ISO 9001:2015.
Clause 3: Terms and Definitions
For the entirety of this document, the terms and definitions found in ISO 9001:2015 apply.

Clause 4: Context of the Organization
4.1 Understanding the Organization and its Context
WBI Executive Management identifies internal and external issues that impact WBI’s reputation,
productivity, financial success and strategic direction. Determining and identifying issues
directly affects the ability of the company and employees to achieve the intended results of the
QMS. Quality objectives are developed when quality issues are identified. Quality objectives
define the purpose of the QMS.
4.2 Understanding the Needs and Expectations of Interested Parties
Project specific Quality Manuals will be produced to support WBI activities specific to each
individual project. Each QM will be designed to address: the scope of the contracted work, the
known expectations of the client based on contract language and held conversations, and how the
QM relates to the overall system. Understanding the requirements of the client allows WBI to
form a proactive approach to operations and client relations. It is a tangible plan when delivered
to the client demonstrating transparency and clarifying expectations before the work commences.
Any issues the client raises can be addressed and resolved in a proactive fashion.
In addition to WBI clients, the Executive Management Team, Board of Directors, and WBI
Shareholders are also included as interested parties. The interest of these parties lies in the desire
for continuous improvement of the enterprise, increased efficiency of the operations and staff,
increased market share, enhanced reputation, and increased value of the company.
4.3 Determination of the Scope of the Quality Management System
The scope of the QMS was developed to support the strategic direction of WBI as an
organization. Internal and external issues, associated and interested parties, overall services
offered were also considered. Services range from expansive superflat concrete floors to cast-inplace
shored slabs and civil and infrastructure services to turnkey concrete projects. The QMS is
expected to become an essential tool that is available to all WBI employees. The scope also
should be recognized as being relevant to field operations and administrative/business
operations.
4.4 Quality Management System Associated Processes
WBI has established a number of standard operating procedures (SOPs) to aid employees in the
completion of tasks. Currently, the majority of the SOPs focus on field activities that are
performed by craft employees. Procedures include information regarding manpower allocation,
expected production rates, tools and material needed, best practice instructions, safety concerns,
and helpful tips for employees to pay special attention to. Procedures addressing other areas of
the business are being developed. All SOPs are reviewed by executive management prior to
inclusion into the Quality Manual for quality assurance purposes. Processes will be evaluated
during practice and any worthy changes will be implemented in order to achieve the best results.

Changes will only occur after a review of proposed changes is accepted by executive
management.
Clause 5: Leadership
5.1 Leadership and Commitment
Executive management shall be involved in many areas of the QMS serving as guiding and
enforcing leaders. It is important for management to review recommendations from employees to
assess for alignment with the scope of the QMS and the strategic direction of WBI. This review
shall include policies, objectives, procedures, effectiveness, commitment, accountability and
more. Management is to demonstrate leadership serving as the beginning point of
communicating the importance of an effective QMS to others and enforcing its use with provided
resources in order to achieve its intended results.
Executive management has reviewed the company quality policy and believes in its purpose.
When implemented, this quality policy will support the future growth of WBI by framing quality
objectives and making them visible for all interested parties.
5.2 Quality Policy
Through standardizing and streamlining business practices across all disciplines, Wayne
Brothers, Inc. will be able to continue to safely exceed expectations while following a trajectory
“To Become the #1 Construction Services Team.”
This will be achieved through:
- Established quality objectives and defined employee responsibilities
- Identifying processes that can be taught in a single and consistent manner to achieve
regular performances
- Measuring, controlling, and improving actions and procedures
- Reducing non-conformance occurrences through the use of best practices and training
- Communicating with clients and employees to receive feedback on the WBI Quality
Management System while providing competency, empowerment, and accountability
- Active support of management through its implementation
- Maintaining a system that is ISO compliant
It will remain critical to always reflect on the above when any action is taken or any decision is
to be made. Over time with growth and support Wayne Brothers, Inc. will continue to evolve as a
sought after company by clients and employees alike due to its reputation for complete
excellence.

5.3 Organizational Roles, Responsibilities, and Authorities
Organizational roles and responsibilities associated with this QMS are assigned to appropriate
job descriptions. These assignments can be found in the Job Description folder under the Human
Resources drive. Team members also ensure processes deliver their intended results, maintain
and report on the execution of the QMS in practice, and always promote customer focus and
quality improvement.
Clause 6: Planning
6.1 Actions to Address Risk and Opportunity
WBI risks and opportunities shall be addressed when evaluating internal and external
circumstances for each project or situation. Site specific Quality Manuals shall be written to
address circumstances on each project. Standard Operating Procedures shall be implemented in
ways to most effectively address risks and opportunities.
6.2 Quality Objectives and Planning to Achieve Them
Wayne Brother’s objective in risk management is to utilize the resources at its disposal to
effectively capitalize on opportunities and minimize its risk exposure. This is considered as SOPs
are written and reviewed. Employees are encouraged to provide constructive feedback on SOPs
to highlight any inefficiency that takes away from the effectiveness of production activities. This
will help WBI resolve any internal or external issues leading to greater control over its processes.
More control leads to increased consistency thereby limiting occurrences of deviation and nonconformance.
The current Quality Objectives of WBI are found below:
- Develop a Quality Management System by mid-year that will determine root causes of
repair work or rework in the field. This shall include procedures that will lead to
decreased occurrence of errors initiating the rework and repair work
- Promote communication between employees regarding documented SOPs and other
preferred but undocumented procedures in order to ensure that SOPs published are
essential, current and practical
- Design site specific manuals that will be available to WBI personnel for reference. The
site specific manuals shall include related inspection forms which are to be completed for
100% of the applicable activities
- Share daily work plans and objectives with craft employees. Daily planning with
employees will promote employee engagement and allow each employee to understand
their work and responsibilities rather than proceeding through motions
- Develop a forum to collect, review and analyze all input from employees to improve the
existing QMS and QM

- Create a system to collect and organize data from field operations, analyze trends, assign
responsibilities, develop improvement measures, and evaluate employees related to
quality
6.3 Planning of Changes
Changes to the QMS and QM will be implemented by updating relevant documents to reflect the
decisions made by management. A communication notice will be sent out to all office personnel
and employees holding a supervisory role after any updates are published. Department leaders
and field supervisors will communicate changes as necessary to their crews based on their roles.
Clause 7: Support
7.1 Resources
Wayne Brothers has appointed a Quality Manager to oversee the QMS and QMs. The Quality
Manager requests the resources needed for the implementation, performance, and improvement
of the QMS. Both internal and external needs are considered and addressed as needed.
Executive Management will review and approve the requested resources at their discretion.
WBI will determine and require participation by the necessary personnel for effective execution
of the QMS at all levels. Personnel responsible for tasks of the QMS will utilize the available
resources to perform their assigned duties.
WBI takes advantage of systems and databases that keep track of the location of resources that
have been distributed for operation needs. This includes people, mobile equipment, tools,
technology devices, vehicles, and more.
7.2 Competence
Employee competence is imperative when identifying personnel for assignment; WBI uses past
performance, skill, knowledge, and training classes to help catalogue employees. QR codes will
be used to retrieve employee information including classification, training certifications, and
other pertinent Human Resource information.
7.3 Awareness
All persons performing any procedural activity will have knowledge of and access to the
associated SOP. Any person performing work under WBI control will be aware of the Policy and
Objectives which will help them to personally understand the importance of their contribution to
the task as well as the QMS. Each employee or subcontractor will understand the ramifications
of disregarding any SOP.

7.4 Communication
WBI has established chains of communication relevant to the QMS and its components.
Communication procedures have been defined including when to communicate, who
communicates, with whom to communicate, means of communication, and what will be
communicated.
7.5 Documented Information
All required documents have been included as required by ISO 9001:2015. Additional
documentation is created when necessary as determined by the Quality Manager and WBI
management.
7.6 Document Control
Active quality management documents shall follow a uniform naming system to aid in clarity
without the need to open the document. File tree systems are to be intuitive to easily find and
place documents. Documents that are classified as private will be locked to prevent unauthorized
changes, improper use, or the loss of integrity. All active QMS and QM documents will be
reviewed at least once annually in order to keep current. Edits will produce a newer version
reflecting changes and improvements in the process and the QMS. Obsolete documents will be
deleted.
WBI will maintain operational/project documentation for any changes that deviate from the
specified contract documents or distributed drawings. Formal RFIs, change orders, received
verbal instructions, etc. will be transcribed and retained in writing to document and control
changes to work.
Clause 8: Operation
8.1 Operational Planning and Control
WBI defines operational planning processes and control measures that are conducted as standard
practice in conjunction with clauses 4-7. WBI management, supervision and the Quality
Manager will determine when additional planning processes and control measures are necessary
to ensure the desired quality is achieved.
8.2 Customer Communication
Customer communication begins with knowledge of past experiences, if any. Notes should be
retrieved which include any processes specific to the particular client, preferences, tendencies,
and more. It is necessary to recognize any requirements stated in contract documents in order to
prepare an estimate, site specific quality manual, etc. Ongoing communication should be natural
during the course of the project. Communication also includes an as-built survey or feedback

elating to completed work and services. All created and received documentation is retained as
applicable for review, referencing, comparison, etc.
8.3 Development of Products and Services
WBI has established a QMS which includes maintained SOPs to ensure planning processes are
consistent. WBI will follow applicable requirements, the project scope, applicable codes,
regulatory requirements, and all other requirements considered necessary from relatable past
experiences. WBI will make every effort to provide the most attentive and considerate proposal
for its service. WBI also ensures that it has the ability to meet all stated requirements as well
being able to adapt to changes in scope. It is the intent of WBI to adapt to changes in scope to
provide resources necessary to perform the work accordingly.
Methods and control measures are developed to ensure that services and work activities are:
clearly defined; outputs and results are directly related to inputs and expectations; inspections of
processes are conducted as needed; actions are taken; documentation retained.
The final products delivered and services completed will meet the requirements stated in the
contract documents.
As mentioned in the previous section, WBI management will retain documentation created
and/or submitted regarding methods, results, reviews, feedback, etc. Changes to established
procedures will be implemented as necessary by the Quality Manager and WBI management.
8.4 Control of Externally Provided Processes, Products, and Services
WBI will provide all external partners with appropriate project contract information including
but not limited to schedules, volumes, weights, addresses, general scope and references to
appropriate codes and standards. WBI will also provide external partners with company
expectations upfront. Selection of subcontractors and vendors will be based on the merits of past
working relationships, capacity versus job requirements, distributing location versus job location,
price, etc. Supplier evaluation will be kept to update notes on each particular supplier.
8.5 Production and Service Controls
WBI will apply SOPs and processes consistent with client/project requirements and expectations.
Reviews and verification tools will be completed to verify work is proceeding according to the
contract documents and the QMS. Non-conformance reports (NCRs) will be completed and
logged. Appropriate action will be taken as a result of the verification activities.
With regard to procurement of materials, vendors will be analyzed and rated based on their
quality of materials and service, value as a team member, cost of materials, etc. Data should be
continuously collected and retained for quick reference in order to identify performance
indicators and trends for optimal decision making.

WBI will be responsible and accountable for all rental equipment while being used by WBI
employees or during the entire rental term. Measures will be taken to safeguard the
material/equipment from damage or theft. If the material/equipment is lost, damaged or found to
be unsuitable for use, notification will be given to the provider and to WBI asset management.
8.6 Release of Products and Service
At appropriate stages (foundation ready for concrete, turn-over process, etc.), responsible WBI
employees will verify that the latest requirements have been met and will communicate progress
to the client or supervisor. WBI will release possession and responsibility for areas of work as
necessary to allow activities by other trades to proceed. This release will transpire with approval
from the client or supervising entity. Documentation of release and approval shall be retained.
8.7 Control of Non-conforming Products and Services
Non-conforming products will be identified, documented, and corrected if possible to prevent the
introduction of any unsatisfactory elements into the work. This also applies to external services
such as delivery of materials and equipment to a job site. A root cause analysis should be
executed when errors are made in the field that result in repairs or rework.
Clause 9: Performance Evaluation
9.1 Monitoring, Measurement, Analysis, and Evaluation
WBI Quality Manager will determine the circumstances and frequency that monitoring and
measurements should take place for various activities. The observations taken may affect the
frequency of future monitoring. For instance, when poor performance is observed, the frequency
of the future monitoring should be increased. Conversely, if excellent performance is observed,
the frequency may be decreased. WBI will retain documentation of the observations for future
reference. Observations of poor performance in any area are unacceptable and must be addressed
by the project team. An evaluation shall be conducted to determine the cause of poor
performance when necessary and corrective measures shall be taken to improve the results.
In keeping with the quality policy and scope of the QMS, the satisfaction of WBI customers is
paramount to the success of the company. WBI will constantly monitor customer satisfaction
ensuring needs are fulfilled and all reasonable expectations are met. WBI will determine
customer satisfaction levels through communication, surveys, reviewing past information, and
more.
9.2 Internal Audits
Internal audits will be planned and conducted at intervals as needed to provide insight on the
targeted sections of the QMS. Audits will conform to ISO 9001:2015 standards while following
the QMS and SOPs. The conclusions drawn from the internal audit may result in changes to the

established processes including reporting, correcting, or maintaining. Audit documentation will
be retained for evidence and note referencing.
9.3 Management Review
WBI Quality Manager will periodically analyze information received from monitoring,
verifications, communications, and reports. It will be the responsibility of all WBI employees to
monitor the effectiveness of the QMS. When opportunities for improvement are discovered by
any WBI employee it will be the duty of the employee to report the opportunity for improvement
so that an improvement evaluation process is initiated. In order to evaluate compliance with the
QMS and QM, areas for improvement will be assessed including customer satisfaction, adequacy
of resources, and effectiveness of the QMS, internal and external performances.
Clause 10: Improvement
10.1 General
Opportunities for improvement will be considered and implemented in all areas of the QMS as
deemed necessary including but not limited to:
- Improving services to meet contract requirements, meet client expectations, and address
the future trends of the industry
- Correcting, preventing, or reducing undesirable results
- Improving the effectiveness of the Quality Management System
- Re-writing standard operating procedures to produce improved results
10.2 Nonconformity and Corrective Action
Non-conforming work includes work that does not meet or exceed the requirements of the
contract. Wayne Brother’s protocol for addressing non-conforming work is as follows:
- Complete the root cause analysis procedure
- Plan corrective action
- Review and document the effectiveness of corrective action
- Update standard operating procedures to reduce the probability of non-conforming work
- Update the QMS as needed
Documentation will be retained for evidence and note referencing.
10.3 Continual Improvement
Wayne Brothers will continually improve its Quality Management System thereby continually
improving the work it performs for its clients. All employees are encouraged to contribute to the
company’s continuous improvement by being accountable for its evolution. Developing
proactive solutions that improve our processes is everyone’s responsibility. New ideas are
always encouraged and assured to be evaluated for their merit. When new ideas are proven to be

an improvement to Wayne Brothers efficiency and/or quality and the results outweigh the cost of
the effort, Wayne Brothers is committed to adopting the changes.