A81598-3 NEB Condition 9 Quality Management Plan - A5I5Z1

Trans Mountain Expansion Project
Quality Management Plan
Document # 01-13283-GG-0000-RPT-CM-0002
Rev Prepared by/ Reviewed by/ Approved by/ Accepted by/ Pages Remarks
No. Date Date Date Date Revised
T.Rath
0 P. Poos D. Safari Issued for Use
2017-1-27
B
C
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01-13283-GG-0000-RPT-CM-0002 Quality Management Plan Page 2 of 25
TABLE OF CONTENTS
1.0 Introduction ................................................................................................................... 3

2.0 Definitions and Acronyms ........................................................................................... 3
3.0 Quality Responsibility .................................................................................................. 4
4.0 Quality Reporting .......................................................................................................... 6
5.0 Lessons Learned Process ........................................................................................... 7
6.0 Engineering ................................................................................................................... 8
7.0 Purchased Equipment ................................................................................................ 12
8.0 Logistics ...................................................................................................................... 18
9.0 Module Yard ................................................................................................................ 19
10.0 Construction................................................................................................................ 20
11.0 Document Management ............................................................................................. 21
12.0 Project Quality Audits ................................................................................................ 21
LIST OF APPENDICES
APPENDIX A: QMP Dashboard .............................................................................................. 23
LIST OF FIGURES
Figure 1: TMEP Quality Management Organization ................................................................ 24
Figure 2: TMEP Quality Management Program Block Diagram............................................... 25

https://portal.kindermorgan.com/projects/tmep/Compliance/Conditions/NEB Condition 9
Quality Management Plan.docx
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1.0 Introduction
1.1 Scope of this Document
The TMEP Quality Management Plan (QMP) focusses on the responsibilities,

processes, tools, metrics and documentation that will be required during engineering,
procurement, manufacturing, logistics, construction and commissioning of TMEP to
ensure quality in all aspects of the project - including but not limited to pipe, fittings and
major component materials - is achieved the first time around.
In each subject area a definition characterizing success is shown. This success

characterization is based on:
• mega project experience of senior TMEP team members and stakeholders;

• benchmark industry practices; and
• intent and content of industry codes and standards.
This document makes general reference to suppliers’ and contractors’ established

quality management plans which form an integral part of the TMEP quality management
activities. This document describes the review and approval process for these
referenced documents. The approved supplier and contractor quality plans can be
consulted directly for specific details related to the scope of the materials and work
provided by TMEP suppliers and contractors.
2.0 Definitions and Acronyms

AML Approved Manufacturers List
APEGA Association of Professional Engineers and Geologists of

Alberta
APEGBC Association of Professional Engineers and Geologists of

British Columbia
CWP Construction Work Package
DFO Documents For Operation
FAT Factory Acceptance Testing
FEED Front End Engineering Design
IFC Issued for Construction
IFD Issued for Design
ITP Inspection and Test Plan

KPI Key Performance Indicator
LDT Line Designation Tables

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MDR Master Deliverables Register
NCR Non Conformance Report
NDE Non Destructive Evaluation
P&ID Process and Instrumentation Diagrams
PPMP Professional Practice Management Plan
QMP Quality management Plan
RFI Request for Information
SAT Site Acceptance Testing
SDR Supplier Data Register
SME Subject Matter Expert
TMEP Trans Mountain Expansion Project
3.0 Quality Responsibility

3.1 Definition of Success: Quality Responsibility
While full time quality practitioners shall be assigned to implement the requirements of
the QMP, Trans Mountain also holds each individual associated with TMEP accountable
for quality.
Success in the area of Quality Responsibility is characterized by:
• those accountable for quality management have a daily awareness that a

process is in place to achieve quality the first time around and can take real time
action to modify processes if that is not the case;
• those responsible for quality management have the required authority,
resources, training and tools to proactively achieve quality the first time around;
and
• all Project participants have an awareness of their daily impact on quality and
take actions to achieve quality the first time around.
• The quality organization maintains objectivity. Specifically as in the case of
meeting the requirements of the Onshore Pipeline Regulations (OPR) for
pressure testing and construction inspection:
25 (1) Pressure testing shall be performed under the direct supervision of the
company or an agent appointed by it.

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(2) The agent referred to in subsection (1) shall be independent of any

contractor that carries out the pressure testing program or that constructed the
pipeline.
54 (1) When a company constructs a pipeline, the company or an agent

independent of any construction contractor retained by the company shall
inspect the construction to ensure that it meets the requirements of these
Regulations and complies with the terms and conditions of any certificate or
order issued by the Board.
3.2 Quality Organization
The TMEP quality organization has been structured to ensure that:
• accountability for quality results is documented and communicated;

• responsibilities and lines of communication are established and communicated;
and
• sufficient resources are in place to manage the QMP implementation.
The quality organization is shown in Figure 1. TMEP Quality Management Organization
Key features of the Quality Management Organization are:
• ultimate responsibility for quality lies with the TMEP Vice President, which
ensures that the management of quality processes and results has equal
attention to other Project directorship responsibilities;
• the independent third-party Director of Quality reports to the TMEP Vice
President ensuring that quality management is not influenced by other Project
drivers; and
• Quality Leads reporting to the Director of Quality are embedded in all Project
scope silos as shown in figure 2, thus enabling and ensuring effective QMP
program implementation.
3.3 Quality Plans Hierarchy
This QMP standard serves as the umbrella document for all QMPs which governs TMEP
scope, and defines the parameters and expectations for all Project component, or
specific QMPs. All sub-QMP plans will be submitted to TMEP Director of Quality for
approval to ensure the intent of and specific requirements of this umbrella QMP are met
or exceeded. Approvals will be carried out by the relevant TMEP Subject Matter Experts,
the Engineer of Record and scope specific stakeholders. These plans will be approved
at least one (1) week prior to placing equipment and materials orders or entering into
contracts for TMEP-related products and services.
The hierarchy of quality management plans across the project is shown in Figure 2.
TMEP Quality Management Program Block Diagram.

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4.0 Quality Reporting

4.1 Definition of Success: Quality Reporting
Visibility around the efforts and results achieved under the TMEP QMP will be essential
to proactively ensuring quality. A balance between leading indicators and lagging
indicators needs to be established in this reporting.
Success in the area of Quality Reporting is characterized by:
• the process to collect accurate raw data for the report in a manner that is not
onerous;
• the existence of a clear dashboard measuring progress on proactive and
reactive quality activities;
• identification of quality issues and opportunities complete with assignments and
status for resolution; and
• use of Key Performance Indicators (KPIs) to provide a measureable indication of
quality management health.
4.2 TMEP QMP Dashboard
The intent of the QMP dashboard is to create high visibility around the proactive and
reactive components of QMP execution in order to build confidence of Trans Mountain
management and other stakeholders in the effectiveness of the program. In addition the
entities accountable and responsible for QMP execution can use the dashboard to
assess the need for course corrections.
The key features of the quality management dashboard are:
• visual indication of success of program via color coding creating a clear

understanding without extensive data manipulation;
• emphasis on leading indicators rather than lagging indicators ensuring proactive
management of the QMP rather than reactive management; and
• measureable KPIs.
The KPIs include but may include but are not be limited to:
• supplier and contractor QMP approvals count to ensure that all supplier and
contractor QMPs are approved;
• Inspection and Test Plan (ITP) approvals count ensuring tactical level
documents are in place and approved by Trans Mountain to ensure equipment,
materials, and services meet TMEP codes, specifications and standards;
• Inspector Qualification approvals count ensuring that the individuals executing
quality checks understand their respective subject matter;
• Prefabrication meeting count to ensure that face to face contact occurs to
ensure quality requirements are understood and will be actioned as intended;
• Factory Acceptance Testing (FAT) testing count to ensure that FAT testing
supports early verification of equipment and materials functionality; and

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• Non Conformance Report (NCR) status metrics to ensure that immediate action
can be taken to correct quality program issues contributing to NCRs.
An example QMP dashboard is shown in Attachment 1.
4.3 Reporting Responsibilities
The TMEP Quality Lead shall generate the Quality Report. The Quality Report shall be
attached to the TMEP monthly report provided to the Trans Mountain senior
management team. The Quality Report shall contain, at a minimum,:
• the QMP Dashboard;

• an analysis of trends;
• causes and mitigation plans for all items denoted yellow or red;
• NCR highlights, status and planned mitigations;
• upcoming QMP related activities or milestones such as vendor qualification
visits, audits, FATs, SATs, major inspections and cold eye reviews; and
• lessons learned.
5.0 Lessons Learned Process

5.1 Lessons Learned
Lessons learned are root cause observations made on past actions that influence future
similar actions. They can be either negative or positive thus curtailing negative actions
while encouraging positive actions in the future. An effective lessons learned process
ensures implementation of findings before the next occurrence of the next action.
5.2 Definition of Success: Lessons Learned
Lessons learned are central to the continuous improvement of quality management

processes and tools. Unless a proactive and coordinated approach to lessons learned is
adopted, the collection of lessons learned can become an activity that occurs after the
fact and little leverage is gained.
Success in the area of lessons learned is characterized by:
• skillful, experienced and technically competent leaders at all levels contribute to

the identification and implementation of lessons learned solutions;
• lessons learned are proactively identified from similar scale and scope projects
by all stakeholders;
• during execution, lessons learned are identified at the start of each purchase
order or contract and are continuously identified until completion;
• lessons learned are “signed off” when a specific deliverable addressing the
lesson learned has been modified or created; and
• there is a current record of lessons learned which is shared among project
stakeholders.

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5.3 Key Lessons Learned
A workshop shall be held early in Detailed Design. The intent of the workshop will be to
record lessons learned relevant to TMEP and relevant to detailed design through to
start-up with focus on engineering, manufacturing and construction quality.
Lessons learned shall be reviewed to determine which deliverable would need to be

modified to address the lesson learned. Responsibility for modifying the deliverable shall
be assigned.
5.4 Lessons Learned Process
Lessons learned shall be included in the Quality Report. The intent is to reference
positive lesson’s learned as well as negative lessons learned. If a lesson learned may
affect remaining scope on TMEP, then responsibility for implementation shall be
established.
6.0 Engineering
6.1 Definition of Success: Engineering Quality
TMEP presents several technical challenges which must be overcome to ensure

engineering quality. These challenges include multiple service providers, wide technical
scope, geographic separation, two (2) engineering practice jurisdictions, and multiple
regulatory interfaces.
Success in the area of engineering quality is characterized by:
• verification exists that qualified entities are preparing the engineering

deliverables thus ensuring quality the first time around;
• key guiding documents such as Design Basis Memoranda and Front End
Engineering Design (FEED) packages are accurate, complete and approved
ensuring alignment on the design objectives;
• the design is based on the TMEP approved standards, specifications and
applicable codes;
• a Project specific engineering quality plan exists, and is followed by each entity
under the umbrella of the entities’ relevant provincial engineering jurisdiction’s
quality requirements;
• during the design stage construction and operations are involved in the review of
engineering deliverables ensuring that deliverables support benchmark
construction execution;
• minimal design changes occur during construction and execution phase of the
Project; and
• request for information (RFI) count from constructors is minimized as a result of
ensuring quality engineering documents to ensure cost and schedule target
achievement.
6.2 Alberta: APEGA Professional Practice Management Plan

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All engineering contractors and engineering subcontractors intending to complete scope

of work for the Province of Alberta shall have in place an APEGA Professional Practice
Management Plan (PPMP).
Plans shall be submitted for information prior to award of the engineering contract.
6.3 British Columbia: APEGBC Organizational Quality Management Program
All engineering contractors and engineering subcontractors intending to complete scope

of work for the Province of British Columbia shall have a quality management plan that is
aligned with the APEGBC Organizational Quality Management Program.
Plans shall be submitted for information prior to award of the engineering contract.
6.4 Engineer of Record
The responsibilities of the engineer of record shall be documented in the APEGA PPMP
or APEGBC Organizational Quality Management Program, as the case may be.
The engineer of record shall originate all Issued for Construction (IFC) deliverables
including Construction Work Packages (CWP).
6.5 Change Management
The engineering contractor’s change management program shall be provided to Trans

Mountain for information and shall be used to manage engineering changes.
Management of commercial and schedule effects of potential technical changes is

beyond the scope of this document.
6.6 Specifications and Standards
The specifications for the TMEP are listed in TMEP Specification List document TMEP
Engineering Standards Specifications and Procedures List KMC Doc # 01-13283-GG-
0000-TEC-EP-0005.
Each specification deviation shall be recorded and approved by Trans Mountain’s

subject matter expert (SME).
Each specification deviation shall be identified as “one time only” or “project wide”.
6.7 Engineering Holds Log
An engineering holds log shall be maintained by each engineering contractor to identify

all holds that exist on IFD or IFC drawings and engineering deliverables. The holds shall
be numbered. The holds log shall record the hold number along with number of the
affected document and the required action to remove the hold. If the engineering
contractor does not have an existing holds procedure, one shall be developed.
6.8 Engineering Cold Eyes Design Reviews
A cold eyes review of the key design deliverables shall occur. Key design deliverables
may include but are not limited to P&IDs, Design Basis Memorandum, Control
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Philosophy, Specifications, Standards and Codes, Standards. The review shall be

conducted by individuals with an employment or contractual relationship with Trans
Mountain who are not assigned to TMEP.
The scope of the cold eyes review shall be determined in advance of the review and
shall be documented in a cold eyes review charter. Each charter shall establish the
scope, timing, and resources required to conduct the review.
A cold eyes review summary report shall be issued and shall contain:
• Executive Summary
• Scope Description
• Findings
• Recommendations
• Action Plan for Resolving Recommendations
• Timing and Responsibility
• Appendices including all related documentation including the Charter
6.9 Third Party Engineering
Third party engineering services shall operate under the requirements of the engineer of
record quality program.
6.10 Mandatory Documentation and Manufacturing Process Verification
The engineering contractor’s master deliverables register (MDR) shall list all deliverables
to be provided. The MDR shall identify documents that will be required externally for
regulators, or other authorities having jurisdiction. These documents include but are not
limited to:
• line designation tables;

• process and instrumentation diagrams;
• safety valve datasheets;
• materials test reports;
• welding procedures;
• welding procedure qualification records; and
• certifications.
The engineering contractors supplier data requirements (SDR) form shall be used on all
purchase orders and contracts to indicate documentation which shall be submitted by
the supplier or contractor and shall further identify documents that will be required
externally for regulators, or other authorities having jurisdiction. Documents to be
identified on the SDR shall include but are not limited to:
• vendor P&IDs;
• NDE results;
• hydro test results;
• vendor weld procedures;
• factory acceptance test (FAT) and site acceptance test (SAT) test results;
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• certifications; and
• inspection and test plan (ITP).
The Constructor’s MDR shall list all documents that shall be submitted to the engineer of
record for review and or confirmation of design.
The MDR shall be reviewed by the engineer of record prior to contract award to ensure
completeness.
Documents to be identified on the constructor’s MDR shall include but are not limited to:
• NDE results;
• NCRs;
• RFIs;
• as-builts;
• specification deviation requests;
• care and preservation records;
• hydrotest records;
• installation checks (e.g. pipe flange alignment checks, machinery alignment,
loop checks etc.); and
• certifications.
6.11 Non Conformance Reporting (NCR)
The engineering contractors’ NCR processes shall be used to manage Non

Conformance Reports (NCRs) on TMEP.
Suppliers or Constructor’s NCR processes shall operate under the Engineering

Contractors’ NCR process. In practical terms, an NCR generated by a supplier or
constructor shall result in an entry in the engineering contractors NCR log. Responsibility
for ensuring the NCRs are closed lies with the engineering contractors.
The distribution of NCRs and NCR status reporting shall include but may not be limited
to Trans Mountain’s:
• Project Vice President

• Director of Engineering
• Director of Quality
• Engineering Discipline Leads.
6.12 Responding to Technical Bulletins
From time to time technical bulletins are generated by various regulators and authorities
having jurisdiction. The engineer of record shall be responsible for ascertaining the
existence of technical bulletins, determining their applicability and advising TMEP of their
implications to the Project if any.

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Approvals for implementation plans formulated in response to technical bulletins shall be

provided by:
• Project Vice President

• Director of Engineering
• Director of Quality
• Engineering Discipline Leads
7.0 Purchased Equipment

7.1 Definition of Success: Purchased Equipment Quality
Trans Mountain will directly and indirectly (through contractors) purchase materials and
equipment required to construct TMEP. A process shall be in place to ensure that these
materials and equipment meet the design requirements of Trans Mountain.
Success in the area of purchased equipment quality is characterized by:
• a process exists to ensure the accuracy of all supplier and contractor purchase
orders and contract documents with respect to technical requirements;
• all technical deviations and exceptions to the purchase order or contract
documents are identified, approved and recorded;
• all materials and services are provided in accordance with the approved
purchase order technical documents;
• all inspection and test plans are part of the purchase order;
• hold points are witnessed as called for in the ITP; and
• release of shipment certificates are issued prior to shipment.
7.2 Purchase Order Documents Technical Quality
Purchase order documents shall be reviewed and approved by Trans Mountain’s TMEP
Oversight Team Project Vice President, Engineering Design Manager, Director of
Quality and relevant SMEs.
As a minimum the review shall confirm:
• process conditions specified conform to the relevant DBM P&ID or other key
guiding documents;
• suppliers are selected through the TMEP approved manufacturers List (AML)
and the AML change process;
• scope of supply is correct;
• specification deviations are identified;
• testing and inspection requirements are correct; and
• seller drawing and data requirements are correct.
As a minimum material requisitions shall include:
• scope of work;

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• technical specifications and applicable codes

• seller drawing and data requirements
• seller quality surveillance instructions
7.3 Material / Vendor Qualification Requirements Vendor Quality
The TMEP Approved Manufacturers List (AML) doc number 01-13283-GG-0000-TEC-

PR-0001 shall be provided to suppliers and contractors. Each supplier and contractor
will submit their own AML based on the TMEP AML. Additions to the TMEP AML may
be provided in the supplier or contractors AML and may be approved if in the interests of
TMEP.
No formal qualification of vendors listed on the AML will occur until such a time that an
award is imminent but prior to issuing a purchase order or contract.
Qualifications for owner issued equipment and materials will be conducted by the Owner
in advance of vendor or contractor selection and shall:
• include a shop visit;

• be completed four (4) months or less before order placement;
• have been conducted by entities familiar with the technical subject matter
relevant to a supplier or contractor;
• have taken note of any recent NCRs issued under the supplier’s own NCR
program; and
• validate that all relevant certifications are current (e.g. ASME stamps).
Owner supplied equipment and materials includes:
• line pipe;
• line pipe coating;
• mainline pumps and motors .
The qualification of other vendors will occur via the established protocol of each supplier
or contractor. The proposed protocol shall be submitted for TMEP Team SME approval
in advance of the qualification activities. TMEP may choose to participate in some or all
of the qualification activities.
As a minimum it is expected that the supplier or contractor qualification shall:
• include a shop visit;

• be less than two years old;
• have been conducted by entities familiar with the technical subject matter
relevant to a supplier or contractor;
• have taken note of any recent NCRs issued under the Supplier’s own NCR
program; and
• validate that all relevant certifications are current.
7.4 Sub Vendor Quality

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Sub vendor quality shall fall under the responsibilities and programs of the suppliers’ or
contractors’ own QMPs. In the case of TMEP, sub vendors means any supplier or
contractor that does not have a purchase order or contract directly with the TMEP
Contractor.
Specific TMEP specifications and industry codes set out scope relevant criteria for
vendor qualification which shall be addressed during initial quality audit.
7.5 Inspection Requirements
Inspection and testing requirements specific to each purchased equipment or material

shall be governed by:
• statutory requirements (for example hydrotests);

• industry standards;
• TMEP specifications and standards;
• lessons learned; and
• equipment criticality rating.
Inspection requirements shall initially be identified on the purchase order datasheet or

within the scope of work for each contract.
Ultimately each supplier or contractor shall submit an Inspection and Test Plan (ITP)
which reflects the requirements of the purchase order or contract (datasheet or scope of
work) as well as the manufacturer’s or contractor’s own standard inspection activities.
The ITPs shall be approved by the Trans Mountain Oversight Team SME.
As a minimum ITPs shall contain:
• description of the activity;

• reference to document containing the test protocol;
• reference to standards which govern the inspection;
• reference to documents that will be used to record the results of the inspection
activity;
• listing of participants in the activity indicating title and qualifications; and
• indication if the activity is a hold point, witnessed or not.
7.6 Criticality Assessment
Criticality assessment is required to ensure that the level and scope of inspection is
appropriate to the equipment or service.
The criticality level will determine the appropriate level of inspection and may include
some or all of the following depending on the inspection criticality level:
• destructive full scale test required before start of manufacturing;

• scaled tests required prior to start of manufacturing;
• full time in shop inspector;
• daily / weekly / monthly inspections; and
• inspection at time of shipment.
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The following shall be considered in determining the inspection criticality level:
• experience of the supplier;

• maturity of the design or manufacturing process /facility;
• consequences of quality issues; and
• ability and maturity of processes to detect and rectify quality issues.
The criticality level shall be approved by the Trans Mountain Oversight SME and shall be
documented in the procurement strategy document.
A scale of 1 to 4 shall be employed. The scale will reflect that “4” is the highest criticality
level and thus requires the most comprehensive inspection level while “1” would be the
lowest criticality level and would require the most basic inspection level.
7.7 Commissioning
Commissioning includes the following key activities:
• verify and document that all systems are constructed in accordance with TMEP
planned designs, specifications, codes, standards;
• verify and document that all systems function as intended; and
• identify and correct any deficiencies and document.
Commissioning stages include:
• Pre-commissioning and;
• Wet commissioning
Pre-commissioning activities will include but are not limited to:
• factory acceptance testing;

• mechanical walkdowns to ensure physical construction is complete and in
accordance with engineering deliverables such as process and instrumentation
diagrams;
• cleanliness checks in piping systems and equipment:
• Flanged connection bolting tightness checks;
• review of testing and inspection documents such as hydrotest records and x-ray
results to ensure they are complete and indicate required integrity;
• Ensure all NCRs are resolved;
• review of documentation to ensure documents for operations (DFO) are
approved and;
• review of documentation to ensure all regulatory mandated documentation is
accurate and approved.
• energization of the facility to allow testing of equipment where that can be
accomplished without process fluid being introduced;
• stroking of valves ;

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• direction of rotation checks on motors;

• verification that all instrument set points are correct and;
• verification that correct actions are taken by the control program where that can
be done without process fluid being introduced
Wet commissioning activities will include but are not limited to:
• introduction of process fluid;

• testing of equipment with process fluid;
• running equipment such as pumps in recycle where the design permits;
• checking functionality of instrumentation such as level and temperature end
devices and;
• re-check of instrument set points for initial operation with process fluid
introduced.
Facilities transfer of control from TMEP to KMC Operations occurs at the completion of
pre-commissioning.
Commissioning specific specifications and checklists are included in the TMEP

Specifications. These TMEP Specifications may be supplemented or replaced by
contractor commissioning tools or approaches where equal or superior to TMEP
specifications and checklists, as determined, reviewed and approved by those identified
in 6.12 above.
FAT testing is designed to energize the system being tested to the maximum extent
possible at the manufacturing location, before it is installed in the field. In some cases
this is done on a purpose built test stand and is governed by common industry standards
(Hydraulic Institute, API, NEMA), in other cases a project specific protocol for testing will
be developed and approved prior to FAT. The intent of the FAT is to verify that the
equipment functions as designed before it arrives in the field to the maximum extent
possible.
Depending on the equipment, an additional SAT may occur. In some cases SAT’s may
be mandatory and will need to be witnessed by authorities having jurisdiction (e.g. fire
water systems) and/ or safety codes officers (e.g. electrical installations, pressure piping
and vessels).
Items on TMEP which will be subjected to FAT testing will include but may not be limited
to:
• mainline pumps;
• mainline pump motors;
• mainline pump motor variable frequency drives;
• mainline isolation block valves;
• VRU / VCU system;
• electrical Buildings; and
• fire water / foam skid.

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Items on TMEP which will be subjected to SAT testing will include but may not be limited
to:
• fire water pumps;

• fire water foam systems;
• SCADA;
• mainline pump motors (rotation direction check, uncoupled run);
• mainline isolation block valves; and
• VRU / VCU systems.
The scope for each of the FATs and SATs will be developed and approved at least six
(6) weeks in advance of the test.
A FAT/SAT plan shall be developed in spread sheet form indicating what FAT/SATs are
planned along with other relevant details such as:
• approximate schedule and duration of the FAT;

• location;
• contacts;
• participants along with title and qualifications;
• list of required vendor support staff;
• list of items the vendor is responsible to provide including testing equipment;
• document number and title of test protocol has been submitted for review and
approved (this shall occur at least two weeks in advance of the scheduled
FAT/SAT); and
• actual completion date of the FAT/SATs.
The FAT/SAT plan shall be updated periodically as driven by project needs. Once FATs
start the intent would be to update on a weekly basis.
7.8 Quality Control and Assurance of Pipe Fittings and Components
The quality of pipe fittings and components shall be achieved by the same processes
outlined in 7.2 through 7.7 above.
7.9 SCADA
The Supervisory Control and Data Acquisition (SCADA) system which will be in service
for TMEP is Clear SCADA. Redundant servers are located in Edmonton, Alberta and
communicate with existing ControlLogix PLCs at each site via primary and backup
Ethernet Wide Area Network (WAN).
FAT shall be executed during the final part of the detailed design engineering phase.
FAT shall include PLC Test by loading each individual program. FAT shall be done at
Edmonton control room by using SCADA Test Bed. SAT shall be done at site and
verified from Edmonton.
The purpose of FAT/SAT is to review and verify configuration, graphics, alarms, status,
commands and communication links of PLCs, LOIs and SCADA.

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The following documents are required for the FATs and shall be IFC and stamped by a
professional engineer:
• P&IDs;
• SCADA data map; and
• graphic displays hard copy.
7.10 Inspector Competency Training and Qualifications
Inspectors shall be suitably qualified as follows:
• trade school, college or university training relevant to the ITP item for which they
are responsible;
• minimum of 15 years experience directly applicable to the ITP item for which
they are responsible;
• previous inspection activities completed at the selected manufacturing site or of
the selected constructor; and
• holds up to date certifications specific to the inspection activities as mandated by
relevant industry and regulatory body regulations and codes.
Inspectors shall not be assigned multi discipline scope unless they meet the above
requirements in all disciplines relevant to the ITP item for which they are responsible.
For example an inspector qualified in welding inspection shall not be given electrical
installation ITP scope unless he is also suitably qualified for electrical scope inspection.
7.11 Punch Listing
Prior to shipping inspected materials and equipment, the Inspector shall generate a
punch list. The punch list shall identify all items that are not in compliance with the
purchase order or are otherwise classified as discrepancies. The documentation
package associated with the scope of work shall also be reviewed. Each punch item
shall be accompanied by a rough (+-30%) cost estimate indicating the cost to rectify the
discrepancy in the field by others.
The supplier or manufacturer shall be given the option of:
• rectifying the discrepancy at the manufacturing facility if schedule allows;

• rectifying in the field at supplier or manufacturer expense; or
• accepting back charges in accordance with the (+-30%) cost estimate for
resolution in the field by others.
The decided path forward and financial agreements shall be documented on the punch
list.
8.0 Logistics
8.1 Definition of success: Logistics Quality

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TMEP faces unique logistics challenges including the wide geographic separation and
remote nature of delivery points as well as the worldwide sourcing of components.
Success in the area of logistics quality is characterized by:
• release of shipment executed by TMEP representative prior to loading ex-works;

• no loads damaged in transportation;
• documented lift and loading / unloading plans for non-standard loads;
• on time pick-up and delivery;
• correct documentation accompanies load;
• all required permitting is obtained;
• no incidents on public roads or construction sites occur; and
• documented pre shipping and receiving inspections.
8.2 Logistics Quality
The logistics quality shall be governed by the logistics companies’ quality plans. These
quality plans shall be submitted to Trans Mountain for approval where logistics are
arranged by Trans Mountain directly. Where logistics are arranged by contractors, it may
be approved under the requirements of the contractors’ quality plan.
As a minimum it is expected that the logistics companies’ quality plans address:
• certification of all equipment including rigging and tie-downs;

• adherence to governing transport regulations;
• weight control;
• permitting; and
• pre-trip and post-trip condition assessment.
Detailed requirements for preservation and preparation for shipment are contained in
equipment specific TMEP specifications and manufacturer supplied documentation.
9.0 Module Yard

9.1 Definition of Success: Module Yard Quality
Components such as pipe spools, electrical modules, pipe modules, and equipment
modules that will be assembled offsite must leave the module yard and arrive at site in a
state which minimizes site construction hours, minimizes site testing, is complete with all
required documentation, has the appropriate care and has preservation measures
implemented.
Success in the area of module yard quality is characterized by:
• correct materials are used to assemble module;

• correct processes are used to assemble module (ie weld procedures);
• dimensional tolerances are achieved;
• projected module weight is achieved;
• preparation for shipment and preservation has been applied; and
Date: 2017-1-27
Revision No.: 0
• the required documentation accompanies the module.
9.2 Module Yard & Pipe Shop Quality Plan
The constructors’ quality plans governing their module yard and pipe shop scope shall
apply. The constructors’ quality plans shall be submitted to Trans Mountain for approval.
As a minimum it is expected that the module yard and pipe shop quality plans address:
• materials receiving, labelling;

• traceability to MTR’s approved by the engineer of record and available on site
for all materials;
• overage, shortage and damage process;
• care and preservation process;
• certifications;
• approved welding WPSs and PQRs;
• rigging and lifting plans and equipment;
• weight control;
• In yard/shop inspection;
• NDE;
• NCR process;
• repair / rework log;
• documentation including required submissions to the authorities having
jurisdiction; and
• loading and unloading.
10.0 Construction
10.1 Definition of Success: Construction Quality
TMEP faces numerous unique construction challenges. These include remote and
difficult terrain, multiple construction sites, construction at operating facilities and multiple
construction contracts.
Success in the area of construction quality is characterized by:
• correct materials are used and traceable;

• correct processes are used (i.e. weld procedures);
• construction matches engineering deliverables;
• the construction change management process achieves approval before
execution, implementation, and documentation of site initiated changes; and
• all NCRs and punches resolved prior to turnover to commissioning.
The constructors’ quality plans governing the module yard and pipe shop scope shall
apply. The constructors’ quality plans shall be submitted to Trans Mountain for approval.
As a minimum it is expected that the quality plans address:

Date: 2017-1-27
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• materials receiving, labelling;

• traceability to MTR’s approved by the engineer of record and available on site
for all materials including tank plate;
• overage, shortage and damage process;
• care and preservation process and records;
• certifications;
• process for obtaining API 650 Certification Letter and API Monogram for API 650
tankage;
• approved welding WPSs and PQRs;
• rigging & lifting plans and equipment;
• weight control;
• in yard/shop inspection;
• NDE;
• repair / rework log;
• as built process;
• RFI process;
• NCR process; and
• documentation including required submissions to the authorities having
jurisdiction .
11.0 Document Management

11.1 Definition of Success: Document Management Quality
Document management will play a critical role in retaining records which indicate that
TMEP has been designed and constructed to the required standards, commitments and
authorizations.
Success in the area of document management is characterized by:
• records are current;

• the review and approval of documents is facilitated; and
• the records required for commissioning and future operation are complete and
available.
11.2 Document Management Quality Plan
All supplier and contractor documents shall be submitted in accordance with scope
specific specifications in TMEP Engineering Standards Specifications and Procedures
List KMC Doc # 01-13283-GG-0000-TEC-EP-0005.
Supplier and contractor document management standards shall be submitted for review
along with any exceptions to the relevant specifications.
12.0 Project Quality Audits

12.1 Definition of Success: Project Quality Audits
Date: 2017-1-27
Revision No.: 0
Project quality audits will form an integral part of the overall QMP and span all TMEP
scope and activities. The primary purpose of project quality audits shall be to pre-empt
project quality issues. In some cases project quality audits may also be conducted as an
after action activity.
Success in the area of Project Quality Audits is characterized by:
• audits are primarily pre-emptive in nature;

• audits are prioritized to address high risk or consequence activities;
• audits are conducted by independent reviewers;
• audits are conducted by each supplier and contractor on their respective scope;
• audits identify and address potential areas of improvement and accountability
are assigned for resolution;
• findings resolution is timely;
• audit results are documented;
• audits and audit results are connected to lesson’s learned process; and
• audits address any quality related KPI trends or issues.
Each supplier and contractor shall conduct at least one (1) quality audit per quarter. The
scope and methodology shall address the success factors above. Trans Mountain’s
Oversight Team may participate in any of the TMEP quality audits.
Scope for proposed quality audits shall be provided in confidence to the TMEP Director
of Quality for approval prior to executing the quality audit.
Quality audit reports shall be forwarded to the TMEP Director of Quality and as a
minimum shall contain:
• executive summary;
• scope description;
• findings;
• recommendations;
• action plan for resolving recommendations;
• timing and responsibility; and
• appendices including all related documentation.
A quality audit log shall be maintained by the TMEP Director of Quality, indicating all
quality audits planned, quality audits completed, findings and status of resolution.
The quality audit log shall be attached to the monthly report.

Date: 2017-1-27
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APPENDIX A: QMP Dashboard
TMEP QMP Dashboard

Date: By:
Period Project
Comments
Planned Actual Planned Actual
Quality Plan Approvals 10 9 20 20
ITP Approvals 10 1 20 14
Inspector Qualification
Approvals 10 6 20 23
Prefab Meetings 4 4 8 7
Inspection Hours 100 50 200 130
FAT tests 2 2 10 10
New NCRs Period 2 5
NCRs closed Period 10 10
Open NCR's 0 20

Date: 2017-1-27
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Figure 1: TMEP Quality Management Organization
TMEP Vice President TMEP Director

of QualityNote 2
TMEP Director of TMEP Director of TMEP Director of

Terminals Engineering Pipeline
Pipeline Spreads 1&2 Pipeline Spreads 5A&6

EPC Edmonton
Terminal & Pump TMEP Chief
EPC Lower Mainland Electrical Engineer EPC Pipeline Project Manager Project Manager
Stations
TMEP Chief I&C Quality Lead Quality Lead
Project Manager Project Manager Project Manager Note 1 Note 1
Engineer
Pipeline Spreads 3&4 Pipeline Spread 5B

Quality Lead Quality Lead TMEP Chief Quality Lead
Note 1
Note 1 Note 1
Mechanical
Engineer Project Manager Project Manager
Supplier Quality Supplier Quality TMEP Chief Supplier Quality

Leads Leads Process Engineer Leads Quality Lead Quality Lead
Note 1 Note 1
Spread 7 TMEP Chief

Pipeline Engineer
Note 1: Quality leads are independent and under the
Contractor Project direction of the Director of Quality.
Manager TMEP Document Note 2: Responsible for Quality Auditing.
Control Manager
Quality Lead Pipeline Engineer
Note 1

Date: 2017-1-27
Revision No.: 0
Figure 2: TMEP Quality Management Program Block Diagram

Note 1


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Trans Mountain Expansion Project

Quality Management Plan

1.0 Introduction ................................................................................................................... 3

Quality Management Plan

The TMEP Quality Management Plan (QMP) focusses on the responsibilities,

In each subject area a definition characterizing success is shown. This success

• mega project experience of senior TMEP team members and stakeholders;

This document makes general reference to suppliers’ and contractors’ established

2.0 Definitions and Acronyms

APEGA Association of Professional Engineers and Geologists of

APEGBC Association of Professional Engineers and Geologists of

CWP Construction Work Package

DFO Documents For Operation

FAT Factory Acceptance Testing

FEED Front End Engineering Design

IFC Issued for Construction

IFD Issued for Design

ITP Inspection and Test Plan

LDT Line Designation Tables

Quality Management Plan

MDR Master Deliverables Register

NCR Non Conformance Report

NDE Non Destructive Evaluation

P&ID Process and Instrumentation Diagrams

PPMP Professional Practice Management Plan

QMP Quality management Plan

RFI Request for Information

SAT Site Acceptance Testing

SDR Supplier Data Register

SME Subject Matter Expert

TMEP Trans Mountain Expansion Project

3.0 Quality Responsibility

Success in the area of Quality Responsibility is characterized by:

• those accountable for quality management have a daily awareness that a

Quality Management Plan

(2) The agent referred to in subsection (1) shall be independent of any

54 (1) When a company constructs a pipeline, the company or an agent

3.2 Quality Organization

The TMEP quality organization has been structured to ensure that:

• accountability for quality results is documented and communicated;

The quality organization is shown in Figure 1. TMEP Quality Management Organization

Key features of the Quality Management Organization are:

3.3 Quality Plans Hierarchy

Quality Management Plan

4.0 Quality Reporting

Success in the area of Quality Reporting is characterized by:

4.2 TMEP QMP Dashboard

The key features of the quality management dashboard are:

• visual indication of success of program via color coding creating a clear

Quality Management Plan

An example QMP dashboard is shown in Attachment 1.

4.3 Reporting Responsibilities

• the QMP Dashboard;

5.0 Lessons Learned Process

5.2 Definition of Success: Lessons Learned

Lessons learned are central to the continuous improvement of quality management

Success in the area of lessons learned is characterized by: