Quality Management

Handbook

Kongsberg Maritime AS
operates as a profitable
global organisation, Vision:
focused on customer World Class – through people, technology and dedication
needs, devoted to
building lasting Mission:
partnerships and acting
We maximize marine performance by providing
with integrity, honesty
and a spirit of
co-operation with
The Full Picture
customers and staff.

W O R L D C L A S S - through people, technology and dedication

Kongsberg Maritime AS
Kongsberg Maritime AS is a
Norwegian limited liability company.
It is fully owned by the Kongsberg
Gruppen ASA.
Kongsberg Maritime AS is
organised in divisions and subsidiary
companies. Staff functions are found
in Finance and Business Support.
The company headquarters is located
in Horten, Norway, with offices in
Kongsberg and Trondheim.
The company has a number of
subsidiary companies around the
world. A more detailed presentation
of Kongsberg Maritime AS, its
divisions and products are found at
the company’s web site.
Reference: Organisation illustration
on last page.
Management team
The upper management level in
Kongsberg Maritime AS consists
of:
• 1 President
• 1 Chief Financial Officer
(CFO)
• 1 Senior Vice President QM
& Administration
• 1 Vice President Human
Resources (HR)
• 5 Executive Vice Presidents
- Operational divisions
The President is also a member
of the Kongsberg Gruppen top
management.
The CFO has the overall
responsibility for the company
finances and information systems.
The Senior V.P. QM & Admin
has the responsibility for Quality
Management, handbook and
audits, Health, Safety and
Environment (HSE), and General
Administration.
The V.P. Human Resources
has the responsibility for all
HR administrative systems
and routines as well as HR
development and training.
The Executive VPs of each
division have the overall
responsibility for the total
performance of their division.
These are the actual operational
business units in the company.
Management
responsibility
Quality Policy and Quality
Management (QM) System
The Senior Vice President has the
overall responsibility that the Quality
Critical success factors
Customer satisfaction
• The behaviour of all personnel
in Kongsberg Maritime AS.
• Always deliver to agreed
quality, time and cost
• Knowledge about our
applications and customer
needs.
• High quality customer support
world wide throughout the life
cycle of a delivered system.
• Long term view on our
customer relations.
Employee satisfaction
• Interesting and challenging job.
• Empowerment.
• Education and development.
• Career possibilities.
• A good working environment
and stimulating company
culture.
• Competitive conditions.
Owner satisfaction
• Return on capital employed.
• Growth.
• Professional management.
• Quality and implementation of
strategies.
• Contribute to the overall
performance of Kongsberg
Maritime AS.
Monitoring success
factors
Customer satisfaction
• Debrief done in delivery
projects.
• Service reports from Customer
Support gives information
about relations with Customer.
• Warranty cost.
• All attendants at our training
courses are asked to answer a
questionnaire.
• Information from exhibitions.
Employee satisfaction
• Annual climate survey. All
employees participate in this
survey. The result gives the
management information about
employee satisfaction.
• All employees shall once a
year have a personal talk with
the department manager to
reveal potential improvements.
Owner satisfaction
• Financial figures from the
financial system.
• The figures are defined by
the owner. Evaluations are
performed every month by the
management.
Page 2
Management System satisfies
external and internal requirements.
This is done in close co-operation
with the QM Managers in the
operational divisions.
Operational managers are
responsible for ensuring that the
content of the Quality Management
System is implemented, understood
and complied with, at all levels in
the organisation.
Management review
The management periodically
reviews the adequacy, suitability,
and continuing effectiveness of
Kongsberg Maritime’s policy,
procedures and performance results
vis-à-vis the requirements of the
Quality Management System and
other quality requirements to which
the company subscribes. System
amendments and improvements
are implemented when and where
appropriate.
The review evaluates fulfilment
of policy, objectives and strategy,
results from internal system audits
and improvement activities, and will
include other relevant information
regarding quality. Areas needing
improvement are identified, and
actions initiated and monitored.
The management team, as a
minimum, conducts an annual
quality system review to evaluate
that the Quality Management System
is serving its purpose.
The Senior Vice President Quality
Management documents the review
and follow up actions.
Quality audits
The effectiveness and performance
of the system are monitored through
audits of the system and projects.
The objective of the audits is to
verify that the system is understood
and implemented, and is appropriate
for its purpose, and to identify areas
of improvement. Each operational
manager has a responsibility to
follow up:
• whether deviations (from the
specified audit criteria) have been
corrected
• that selected areas of
improvement are evaluated
• that relevant actions are carried
out.
Kongsberg Maritime AS has a
common internal audit plan. This
plan is made and maintained by the
QM managers.
Quality Management System structure

The Quality Management System
consists of the policies, objectives,
processes, and resources needed to
implement company policy.
The Quality Management System
meets applicable general external
requirements, and is certified
according to ISO 9001:2000.
Kongsberg Maritime is certified
according to ISO 14001. Relevant
parts of the Offshore & Marine
Division has an ATEX approval.
Quality Management
documentation
The Quality Management system is
available and maintained at Lotus
Notes. The Quality Management
documentation structure consists of:
• Kongsberg Maritime AS Quality
Management Handbook
• Kongsberg Maritime AS
common handbooks / procedures
• Division / departmental
procedures
• Project Handbooks, plans and
procedures
Quality Management Handbook
The Quality Management Handbook
describes the basic quality principles,
the Quality Management System and
the company organisation.
Common handbooks / procedures
The following areas are described in
common handbooks and procedures:
Handbooks - “what to do”
• Marketing and sales HDB 0001
• Product development HDB 0002
• Deliveries and projects HDB 0003
• Customer support HDB 0004
Procedures - “how to do it”
• Preventive action PRO 0001
• Control of documents PRO 0002
• Handling of non-
conforming products PRO 0003
• Internal audit PRO 0004
• Control of records PRO 0005
Division / departmental procedures
Kongsberg Maritime AS consists of
several divisions working towards
markets with different needs and
requirements. There is a variety in
process complexity ranging from
off-the-shelf products, to large and
complex deliveries of integrated
systems with extensive engineering.
Due to this variation there is a need
to adapt requirements to fit the nature
of the business and the external
requirements in order to achieve
optimum processes.
The results of this work are
documented in departmental
procedures. They are prepared by the
users, and subjected to a compliance
check by the Quality Management
Department.
KM Quality Management System
(QMS)
This is a database where the
approved procedures valid for the
different divisions and departments
of Kongsberg Maritime AS can be
found.

Company requirements General external requirements

Quality Common ISO

Management Handbooks / 9001:2000
Handbook Procedures

ISO 9000-3
The structure of the Quality AQAP-2110
Management System AQAP-160

documentation is ISO 14001

shown in the figure:

Specific division requirements Specific market requirements

Division Eg.
procedures Requirements
from class
societies

MED
Job EX directive
descriptions

Project requirements Customer- / contract requirements

Project
Handbook Contract

Project Agreements
Quality Plan
(Cd90000)

Alliances

Page 3
 Company
Results
quality
Quality policy
We are committed to understand
our Customers’ needs, and to Improvements
Satisfied
provide them with quality products customers
and services meeting specified
requirements and our Customers’ Personal
expectations. quality
Quality Management
The Company focuses on continued System
improvements of the Quality
Management System through
refinement of processes and the
organisation’s capabilities.
Process
Productt & S
Service quality
quality (Cd90001)

Business model
The model is presented as a • laws and regulations Business processes are those which
business process. It comprises all • regulations from standardisation create value and are directly related
important business, supporting and organisations and classification to our customers.
organisational processes. It also societies Supporting processes are those
shows the relations to our customers • technology available needed for efficient and controlled
that are involved through the • vision, goals, policies and business processes, but not directly
whole life cycle. Our processes are strategies associated with value creation and
influenced by the: • market and customer demands. customer relations.
Organisational processes are related
to management and infrastructure.

Customer

Requirements
Product Contracts Customer
management support
Manufacturing,
Delivered
projects and
product
deliveries
Specified Marketing &
Sales
product
Vision, mission, policies and strategies

Purchasing Purchased goods

(laws, regulations, technology etc.)

requirements & services

Product Purchasing
Kongsberg Maritime

development and logistics

BUSINESS PROCESSES
Environment

Quality Human
Management Finance IT/IS
Resources

SUPPORTING PROCESSES

Calibration of
Problems and Configuration
measuring
improvements management
equipment

Environment Health, safety & Resources &

activities environment infrastructure
(Cd90002)

ORGANISATIONAL PROCESSES

Page 4
Business processes
Marketing and sales
The Marketing & Sales Division
has a special responsibility for
assuring that our strategy regarding
customer focus is understood and
implemented.
Information from the market will be
used to improve our products and
services.
The selection of market possibilities
shall be based on the strategic plan.
All activities regarding request for
proposals, proposals and contracts
with any later additions, shall be
documented.
Product management and product
development
The product development process
transforms ideas and requirements
to approved and verified products or
modules for use in our deliveries.
The product shall satisfy:
• customer’s needs regarding
function, operation, usability,
availability, reliability, safety and
maintainability
• need for simplicity in production,
inspection, test, operation and
maintenance
• laws and regulations
• regulations from standardisation
organisations and classification
societies
• environmental regulation and
considerations.
New idea,
requirements 1 2 3 4
Phase I Phase II Phase III Phase IV
idea planning implementation evaluation
Improvement
suggestion / Phase III Phase IV
Phase II
(Cd90003)
problem report report report
report
Development process
Manufacturing, projects and Customer support
deliveries The customer support process
The delivery process succeeds comprises support activities towards
the marketing and sales process. installed systems until phase-out and
Contractual requirements are removal. Our objective is to provide
transformed into delivery-, the customer with excellent support
purchasing- and production- during the whole life cycle so that
specifications, and systems are the delivered systems continuously
manufactured and delivered. fulfil the customer’s needs.
When the delivery is accepted the Customer support comprises the
responsibility for support of the following processes:
system is transferred to the Customer • Order processing
Support function. • Telephone assistance
The main goal for our deliveries • Service visits (planned and on
shall be to satisfy the customer request)
with a system delivered on time, • Upgrading and updating of
with functionality and quality in systems
accordance with requirements • End user training;
and expectations, and according to • Handling of warranty claims;
project budget. • Handling of maintenance
agreements
Purchasing and Logistics • Life-cycle end disposal
The main logistic activities in • Updating of configuration status
Kongsberg Maritime AS are files.
illustrated in the logistic chain
below. The activities are described in
division / departmental procedures.
Logistic chain
Page 5
 Supporting processes
Quality Management
The Quality Management
department is Kongsberg
Maritime AS’s staff within quality
management.
The main responsibilities of the
Quality Management are to:
• Establish and maintain a
suitable and efficient quality
management system in co-
operation with the divisions
and staff.
• Verify that the quality
management system is
practised by co-ordinating and
carrying out quality audits.
• Participate in and facilitate
improvement projects by
having knowledge of efficient
tools and methods.
• Prepare statistics for defined
key performance indicators;
• Assist the projects in specific
quality activities.
• Establish and maintain
systems and tools for reporting
and handling of problems,
deviations and improvement
suggestions.
• Contact with the certification
bodies.
• Contact with classification
societies to ensure that products
and solutions comply with
defined requirements.
The QM Managers are appointed
as the management representatives
in the divisions and report to the
Senior Vice President QM:
They have the defined authority,
responsibility and organisational
freedom to ensure that the quality
management system requirements
are implemented and maintained.
Further they have the authority
to make decisions concerning the
quality of products and deliveries
from the divisions.
Finance
Finance has the responsibility for
the financial processes, such as to
establish budgets together with
the divisions and staff managers,
accounting and preparation
of financial status reports and
preparation of the annual report.
Human Resources
Human Resources department
coordinates and advises the other
departments on HR related matters,
processes, rules and regulations.
Employees shall have the
qualifications necessary to correctly
perform their assignments. All
employees have a responsibility for
maintaining and developing own
competence.
Management shall analyse and
monitor the competence needs in
their respective areas. The long-range
need for competence development
shall be evaluated and aligned with
the strategic plans.
IS / IT
The department has the responsibility
to prepare and maintain the
Company’s IS / IT strategy, to
implement and maintain the
Company’s IS / IT infrastructure,
and to provide the divisions with
administrative and technical support.
Organisational
processes
Configuration management
The system for configuration
management ensures that our
products are unambiguously
identified, changes are controlled and
the configuration status is updated
throughout the life cycle of the
product.
The configuration management
process is tailored to conform to
product complexity and safety
requirements. The following
activities are covered:
• Planning of configuration
management
• Identification of configuration
items
• Change control
(configuration control)
• Configuration status accounting
• Configuration audits.
Page 6
The purpose of the change control
process is to make sure that:
• Changes are sufficiently described
and traceable to the product and
documentation.
• Changes and their consequences
are analysed and evaluated
by qualified personnel before
implementation.
• Required actions to implement
the change are identified with
person responsible and due date.
• Changes are approved by
authorised personnel before
implementation.
Health, safety and
working environment
Kongsberg Maritime AS are
focusing on potential hazards,
and shall provide a safe and
healthy working environment
and shall take adequate steps to
prevent accidents and injury to
health arising out of, associated
with or occurring in the course
of work, by minimising, so far as
reasonably practicable, the causes
of hazards inherent in the working
environment.
The President of Kongsberg
Maritime AS has the overall
responsibility for working, Health,
Safety and Environment. The
Senior Vice President Human
Resources has been appointed as
the management representative
responsible for the health and
safety politics, and accountable
for the implementation of the
HSE elements. This shall not
limit the individual division’s
manager responsibility for own
staff’s health, safety and working
environment.
The product managers have the
responsibility that our products
comply with laws and regulations,
and that they do not expose
personnel to health and safety
hazards during installation,
operation and maintenance.
Resources and infrastructure
Resources and infrastructure in
Kongsberg Maritime AS are spread
on several locations in Norway
and abroad, each one adapted to
the location’s specific purpose and
function in the Kongsberg Maritime
network. However, common IS / IT
systems support all operations.
Calibration of measuring
equipment
Kongsberg Maritime AS controls
the accuracy of measuring
equipment by employing a system
for calibration and maintenance
that satisfies the requirements of
ISO 10012-1.
The need for calibrating measuring
equipment is considered when
such equipment is acquired.
Kongsberg Maritime AS uses
an external approved calibration
laboratory.
Problems and improvements
Kongsberg Maritime AS
continuously improve processes,
products and services.
Kongsberg Maritime AS
systematically:
• report and correct problems
• plan and carry out necessary
activities to implement
improvements
• follow up the results.
Employees have a responsibility to
report problems and improvement
suggestions. These shall be reported
and processed using standardized
procedures.
Larger improvement initiatives are
organized as projects with defined
goals.
Environmental activities
Kongsberg Maritime AS consider
environmental aspects during product
development. Kongsberg Maritime
AS has also traditionally focused on
protecting the environment through
recycling of goods and saving
energy.
As a Norwegian company,
Kongsberg Maritime AS shall live up
to Norwegian laws and regulations.
In addition the company has an
obligation to future generations to
protect the environment. Kongsberg
Maritime AS therefore wishes to find
the best solutions in short and long
term perspective.
Divisions
Kongsberg Maritime AS is divided in
five Divisions:
• Marketing & Sales are
distributed in all locations
• Process Automation are located
in Kongsberg and Horten
• Subsea and Marine IT are
located in Horten
• Offshore & Marine is located
in Kongsberg, Horten and
Trondheim.
The divisions, through the
leadership of their Executive Vice
Presidents, have the responsibility
of implementing the strategic plans,
achieving the planned goals and
financial results.
The Executive Vice Presidents carry
out the quality process in cooperation
with the Quality Management by:
• Communicating and
implementing the quality policy.
• Τailoring the Quality
Management System to their
own Divisions, with regard to
market, product and customer
requirements, and providing
effective implementation.
• Εnsuring that projects and
activities conforms to relevant
laws and regulations.
• Εncouraging the employees
to provide inputs to improve
the quality process, within the
Division and on Company level.
• Εstablishing goals for achieving
improvement within the
Divisions.
Page 7
Marketing & Sales Division
The Marketing and Sales
Division has the responsibility
for marketing, sales and customer
relation management.
Process Automation Division
Process Automation Division
is responsible for development,
delivery and support of process
control systems, safety systems
and dynamic process simulators.
Subsea Division
Subsea Division has the
responsibility for development,
delivery and support of
hydroacoustic instrumentation
products and data processing
systems for seabed mapping
and underwater navigation. The
Division uses manufacturing
resources from Marine Electronics
(Simrad AS).
Marine IT Division
Ship Simulation Department has
the responsibility for development,
delivery and support of type
approved ship simulators. The
simulator systems are based on
highly detailed simulation models.
Offshore &Marine Division
Offshore & Marine Division
has the responsibility for
development, delivery and support
of system solutions for Merchant
Automation, Integrated Control
Systems, Dynamic Positioning
& Manoeuvring and Navigation.
The Technology Base department
develops basic hardware and
software components to some of
the other divisions.
 Kongsberg Gruppen ASA

Kongsberg Business Kongsberg Defence &

Kongsberg Maritime AS
DevelopmenT *) Aerospace AS *)

Finance B usiness support

- HR
- QM/HSE/IPR/Admin
- IS/IT systems
Business
development

Marketi ng & Process Subsea

Offshore & Marine Marine IT *)
Sales Automation

Marine Vessel Traffic

Electronics Systems/Port IT
(Simrad AS) *) (Norcontrol IT) *)

Satelitte
Positioning, A IS Ship Simulators
(Seatex AS) *)
(Cd90005)
*) These companies are not covered by this Handbook.

HDB-0000
Rev Date Written by Checked by Approved by
1 05.01.04 ØF FHK TK
2 14.06.05 RA FHK TK

Kongsberg Maritime AS
Strandpromenaden 50 Telephone: +47 33 03 41 00
P.O.Box 111 Telefax: +47 33 04 44 24
N-3191 Horten, www.kongsberg.com
Norway