DO - 043 - s2019 QMS Manual Revision of DO 22 2017

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Republic
DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS
OFFICE OF THE SECRETARY
of the Philippines
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Manila
~PR 1 6 2019
DEPARTMENT ORDER ) SUBJECT: Revision of the Quality Management
System (QMS) Manual in
NO.
43 ~
)
Conformance with the Requirements
of ISO 9001:2015
Series of 201~ ""I. w,li )
In line with the Department's policy to continuously improve the delivery of its services, all
Bureaus, Services, Unified Project Management Office Clusters, Regional Offices and District
Engineering Offices are hereby required to implement the processes and mandatory procedures
in the revised QMS Manual.
Copy of this Manual (DPWH-QMSM-Revision No. 04) shall be available on the intranet website
at http://dpwhweb/QMS04/.
This Order shall take effect immediately and shall supersede Department Order No. 22 Series
of 2017.
MARK A. VILLAR
Secreta ry
11.1.3 NJM/NSP/BEY
Departrrent of Public Works and Highways

Office of the Secretary
11111" I 11111111111111111111111 111111

WIN9P01736
Q ality ~
a a ement
System ~
Department of Public Works and Highways
Issue Date: APR 2 2
Doc. Code: DPWH-QMSM
Quality Management System Manual
• Section 1.
1.1
Table of Contents
Organizational Profile
Profile
Revision No.:
Page No.
04
1 of 2
1.2 Functions
1.3 Bureaus
1.4 Services
1.5 Unified Project Management Office Clusters
1.6 Regional Offices
1.7 District Engineering Offices
Section 2. Quality Management System

2.1 Scope
2.2 Process Approach
Section 3. Leadership
3.1 Management Commitment
3.1.1 Core Values
3.1.2 Mandate
3.1.3 Vision
3.1.4 Mission
3.2 Quality Policy
3.3 Responsibility, Authority and Communication
3.3.1 Responsibility and Authority
3.3.2 Leadership
3.3.3 QMS Heads
3.3.4 Communication
3.3.5 Improvement
Section 4. Planning
4.1 Strategic Direction
4.2 Risks and Opportunities
4.3 Objectives and Targets
4.4 Planning of Changes
Section 5. Operations
5.1 Planning of Product Realization
5.1.1 Project Identification
5.1.2 Formulation of Plans and Investment Programs
5.1.3 Project Planning
5.2 Customer Related Processes
5.2.1 Determination of Requirements Related to the Product
5.2.2 Review of Requirements Related to the Product
5.2.3 Communication and Awareness
5.3 Surveys and Design Development
5.4 Production and Service Provision
5.4.1 Control of Production and Service Provision
5.4.2 Validation of Processes for Production and Service Provision
5.4.3 Identification and Traceability
5.4.4 Property Belonging to Customers or External Providers
5.4.5 Preservation of Product (Infrastructure)
BE CERTAIN THAT THIS IS THE CURRENT VERSION BEFORE USING THIS DOCUMENT
Issue Date: APR 2 2 2019
• 5.5
Table of Contents
Control of Nonconforming Outputs

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Page No.
04
2 of 2
Section 6. Support Processes

6.1 Research and Development
6.2 Procurement Management
6.3 Human Resources Management
6.3.1 Recruitment, Selection and Placement
6.4 Financial Management
6.5 Physical Resource Management
6.5.1 Facilities and Work Environment Management
6.5.2 Equipment Fleet Management
6.5.3 Survey, Laboratory and Field Testing Equipment Management
6.6 Information Management
6.7 Legal Services
6.8 Documentation Management
6.8.1 Document and Data Control
6.8.1.1 General
6.8.1.2 Document Approval and Issuance
6.8.1.3 Document and Data Changes
6.8.2 Records Control
6.9 Organizational Knowledge
Section 7. Performance Evaluation

7.1 Monitoring and Measurement
7.1.1 Stakeholder Satisfaction
7.1.2 External Stakeholders Relations
7.1.3 Internal Quality Audit
7.1.4 Monitoring and Measurement of Processes
7.1.5 Quality and Safety Assurance
7.1.6 Monitoring and Measurement of Products
7.2 Analysis of Data
7.3 Management Review
7.3.1 General
7.3.2 Review Input
7.3.3 Review Output
Section 8. Improvement
8.1 General
8.2 Nonconformity and Corrective Action
Mandatory Procedures
Control of Documents, DPWH-QMSP-01

Control of Records, DPWH-QMSP-02
Internal Quality Audit, DPWH-QMSP-03
Control of Nonconforming Output, DPWH-QMSP-04
Corrective Action, DPWH-QMSP-05
Management Review, DPWH-QMSP-06
BE C;ERTAIN THAT THIS IS THE CURRENT VERSION BEFORE USING THIS DOCUMENT
Issue Date: AP
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Section 1. Organizational Profile
1.1 Profile
The Department of Public Works and Highways (DPWH) is the state's engineering and construction
arm. As a public service agency, its primordial concern is to find the most effective and efficient
ways to serve its clientele - the Filipino people. The DPWH is one of the largest organizations in
the executive branch in terms of size and budget. It is composed of six (6) Bureaus, nine (9)
Services, 16 Regional Offices (ROs), 183 District Engineering Offices (DEOs) and five (5) Unified
Project Management Offices (UPMO) Clusters.
1.2 Functions
The Department of Public Works and Highways (DPWH) is tasked to continuously develop its
technology for the purpose of ensuring the safety of all infrastructure facilities and securing for all
public works and highways the highest efficiency and quality in construction.
1.3 Bureaus
a. Bureau of Design (BOD) conducts and evaluates results of engineering surveys and
investigation; reviews schemes, plans, design analyses and specifications, tender/contract
documents covering the technical design aspects of DPWH projects and that of other
government agencies in accordance with current guidelines, criteria and standards.
b. Bureau of Construction (BOC) formulates and maintains policies, issuances, and references
relating to cost estimation and project implementation of civil works projects. Likewise, it
prepares, reviews and evaluates programs, cost estimates, contract documents, progress
reports for civil work projects, as well as, inspects, checks and monitors construction projects
and provides technical and management assistance in the implementation of infrastructure
projects of DPWH and other government agencies.
c. Bureau of Maintenance (BOM) manages the maintenance of the country's national road
network and public works such as flood control and drainage structures and national
government-owned buildings. Relative to this, it conducts field inspections to effectively monitor
maintenance activities of the DEOs; oversees/coordinates quick response mechanisms with ROs
and DEOs in ensuring road mobility during calamities and the repair/restoration of calamity-
damaged infrastructure.
d. Bureau of Equipment (BOE) monitors compliance to standards, operation, and maintenance

of all DPWH land- and water-based equipment. It evaluates the Department's equipment
requirements and recommends equipment acquisition and allocation. It takes custody of the
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DPWH equipment including service vehicles; undertakes the maintenance of service vehicles
and equipment at the Central Office; and directs the implementation of by-administration
dredging projects.
e. Bureau of Research & Standards (BRS) undertakes research studies and pilot trials of new
materials/technologies to improve the quality of government infrastructure projects; formulates
specifications, standards and guidelines; and conducts quality testing of various construction
materials.
f. Bureau of Quality and Safety (BQS) monitors the implementation of policies to ensure
the safety of infrastructures, and secures the highest efficiency and quality in construction
through checking of compliance with approved plans and specifications. BQS undertakes the
analysis and evaluation of accident data, annual average daily traffic (MDT) data and
weigh bridge data.
1.4 Services
a. Planning Service (PS) provides technical services relating to planning, programming and
project development. It prepares the Department's Medium Term Development Plan and
Medium-Term Public Investment Program including the formulation of the Annual Infrastructure
Program (AlP) for presentation to and approval of Congress.
b. Public-Private Partnership Service (PPPS) undertakes the planning, marketing,

procurement, monitoring and management of projects as provided for under R.A. 6957 (BOT
Law) and amended under R.A. 7718.
c. Procurement Service (PrS) serves as the main support unit of the various Bids and Awards
Committees (BACs) of the Central Office and is responsible for the procurement of contract for
civil works, consultancy, and goods and services as prescribed in the DPWHAnnual Procurement
Plan (APP), as well as for the registrations of contractors.
d. Human Resources and Administrative Service (HRAS) implements the integrated human
resource management and development plan, namely: Recruitment, Selection and Placement;
Performance Management; Rewards and Recognition; and, Learning and Development. It
provides services related to human resource development, supply and property management,
security and maintenance of building facilities, cash management, records management and
library facilities.
e. Finance Service (FS) provides services related to budgeting, accounting and all financial
housekeeping matters including preparation of budget proposals, pursuing formal budget
authorizations, and undertaking budget execution and control.
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f. Information Management Service (IMS) manages and maintains the DPWH information
and communications technology (leT) resources and carries out researches on development
and future trends. It undertakes activities to institute IT-enabled process improvements;
develops and maintains the enterprise-wide and individual unit applications including the
Department's websites; plans and implements IT Training programs, and provides technical
support to IT users.
g. Legal Service (LS) supports the Department in the fields of contract letting and litigation,
legislative affairs and research, and complaints and investigation. It prepares Department
contracts and other legal instruments; reviews and interprets contracts and agreements entered
into by the Department; and evaluates legal proposals. It also performs support functions in
the acquisition of site and location of right-of-way for national infrastructure projects.
h. Stakeholders Relations Service (SRS) manages the social marketing and mobilization
programs of the Department to strengthen its relationship with external stakeholders,
specifically non-government organizations (NGOs) and Civil Society Organizations (CSOs), so
they can take an active part in governance.
i. Internal Audit Service (IAS) advises the Secretary on all matters related to management
control and operations audit. It conducts management and operations audit, review and
appraisal of systems and procedures, organization structures, assets management practices,
and reports. It analyses and evaluates management deficiencies and recommends courses of
action.
1.5 Unified Project Management Office (UPMO) Clusters undertakes the development of Master
Plans (MP), Project Identification, and Feasibility Studies (FS) of high impact projects proposed for
Official Development Assistance (ODA) financing or local funds. It coordinates with NEDA, DOF,
DBM, and other oversight agencies in securing ICC approval and funding allocations to pursue
project detailed engineering, procurement, and implementation. It provides technical support
services relating to environmental and social safeguards including Right-of-Way Acquisition Plan
(RAP) preparation and implementation to facilitate Right-of-Way (ROW) acquisition by the UPMO.
As the infrastructure arm of the Department, it supervises the overall execution, reporting and
monitoring of the projects such as roads, bridges, viaducts, interchanges, flood control system, and
special buildings, including coordination with various stakeholders, and monitoring post project
evaluation in accordance with the guidelines of the international financing institutions and the
applicable GOP laws, rules and regulations, and DPWH policies. It is composed of the following
clusters:
a. Bridges Management Cluster (BMC) undertakes project implementation, supervision and

monitoring of foreign and locally funded bridge, viaducts, interchanges, and flyover projects
requiring multi-year implementation, located nationwide until its completion, in accordance with
the approved plans and specifications. It provides technical support services relating to project
development process, planning, programming, and design of projects including RAP preparation
and implementation to facilitate acquisition of ROW for infrastructure projects.
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b. Flood Control Management Cluster (FCMC) undertakes project preparation (MP/FS/DED),

Project Proposals, implementation of foreign assisted and locally funded projects in accordance
with approved plans and specifications, and technical research on water and sediment-related
disaster mitigation; formulates programs on capacity building in flood management and sabo
engineering; and evaluates the flood control system in river basins. It provides technical support
services relating to project development process, planning, programming, and design of ODA
projects including RAP preparation and implementation to facilitate acquisition of ROW as well
as operation and maintenance of completed structure and facilities of flood control projects.
c. Roads Management Cluster I (RMC-I) Bilateral undertakes the overall implementation

starting from project identification, project preparation, supervision, monitoring up to
completion and post evaluation of locally funded projects and foreign assisted projects funded
through bilateral agreements, in accordance with the approved plans and specifications. It
provides technical support services relating to project development process, planning,
programming, design and construction of projects including review/evaluation of Feasibility
Study (RAP, Social & Environmental etc.), coordination and recommendation for approval of
Detailed Engineering Design (DED Plans, Parcellary Survey Plans), Procurement of Civil Works
and Consulting Services Contracts (TOR, ABC, RFPs, REO! and other Bidding Documents),
Acquisition of Road Right-of-Way for infrastructure projects and monitor post project evaluation
in accordance with the guidelines of the funding institutions and the applicable GOP laws, rules
and regulations, and DPWH policies.
d. Roads Management Cluster II (RMC-II) Multilateral undertakes project identification

and feasibility studies of high impact projects proposed for ODA financing of Asian Development
Bank (ADB), World Bank (WB), Korean Economic Development Cooperation Fund (KEDCF),
Millennium Challenge Corporation (MCC), and Saudi Fund for Development (SFD). It coordinates
with NEDA, DOF, DBM, and other oversight agencies in securing ICC approval and funding
allocations to pursue project detailed engineering, procurement, and implementation. It
provides technical support services relating to environmental and social safeguards including
RAP preparation and implementation to facilitate ROW acquisition by the RMC-II. It supervises
the overall execution, monitoring and reporting of the project including coordination with
various stakeholders, and monitoring post project evaluation in accordance with the guidelines
of the funding institutions and the applicable GOP laws, rules and regulations, and DPWH
policies.
e. Buildings and Special Projects Management Cluster (BSPMC) provides technical

expertise in the implementation, management and supervision in the construction of various
building projects of the Department and other non-infra National Government Agencies through
Memorandum of Agreement (MOA); undertakes the monitoring of projects of other national
government agencies assigned to this office and the administration and enforcement of the
provisions of the National Building Code of the Philippines (P.D. 1096) and its IRR.
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1.6 Regional Offices (ROs)
a. Office of the Regional Director provides overall supervision and administration of technical,
financial, human resource and administrative functions of the Region and all District Engineering
Offices (DEOs) under its jurisdiction.
i. Procurement Staff manages and administers the procurement activities and processes of
the Regional Office, including provision of Secretariat and technical support services to the
Regional Bids and Awards Committee; maintains and administers the registration and
accreditation of suppliers for goods and services in the Region; and monitors compliance
with procurement processes and guidelines of District Engineering Offices.
ii. Information and Communication Technology Staff manages and maintains the wide
area network of the Region which includes network infrastructure, enterprise servers and
technology environment for both voice and data; and provides support services to Regional
web data sources.
iii. Public Affairs and Information Staff undertakes information dissemination in the
Regional Office; manages media-related activities by improving coordination, expanding
linkages and establishing network with peers in the Region, Districts and Head of Office for
quick response to issues and feedback; is also responsible for matters concerning CSO
partnerships and customer feedback management.
b. Planning and Design Division implements.pertinent laws, policies, standards, guidelines and
procedures in the planning and design of roads, bridges, flood mitigation structures, buildings
and other public works projects; reviews, updates and consolidates the annual infrastructure
program of the Region including the long and medium term infrastructure development plans.
It also reviews, updates and recommends the approved plans, Program of Work (POW), and
estimates of infrastructure projects within the Region and its District Engineering Offices; and
recommends for the approval, by the Central Office, of projects beyond the level of its delegated
authority.
c. Construction Division supervises, implements, and monitors infrastructure projects in

accordance with approved plans, specifications, construction schedule, and delegated authority
of the Regional Office. It also performs project documentation, reviews/evaluates and
processes contract-related documents and claims for civil works projects, and
assists/participates in the performance evaluation of contractors in accordance with existing
standards, policies and guidelines, and its level of delegated authority.
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Further, it also oversees, assists, inspects and monitors infrastructure projects implemented by
the District Engineering Offices, Local Government Units (LGUs) and other government agencies
- including those covered by Memoranda of Agreement - in accordance with existing standards
and guidelines, and within its approved level of authority.
d. Maintenance Division implements guidelines and procedures for the effective maintenance
of infrastructures and ensures that the annual maintenance works, programs, and performance
budget are properly implemented. It oversees, inspects, verifies, monitors and evaluates the
maintenance of infrastructure projects implemented by the District Engineering Offices in
accordance with existing standards and guidelines, and within its approved level of delegated
authority.
e. Equipment Management Division manages and monitors the use of equipment fleet in the
Regional Office for roadway maintenance and quick response activities during calamities and
emergency situations. It recommends strategic allocation, repositioning, and utilization of
equipment within the Region. It undertakes land-based and water-based equipment Preventive
and Corrective maintenance, including rehabilitation. It also carries out dredging operations and
recommends dry-docking activities.
f. Quality Assurance and Hydrology Division monitors the implementation of Quality

Assurance Program of the Region and District Engineering Offices in accordance with the quality
assurance policies of the Department. It operates and maintains the Regional Testing
Laboratory and conducts testing of construction materials for projects undertaken by the RO,
UPMO, DEOs, LGUs and other government agencies within its area of jurisdiction.
g. Administrative Division advises the Regional Director on all matters pertaining to human
resource management, human resource development, records management, cash
management, and supply and property management. It recommends the needed organizational
development for the Regional and District Engineering Offices to the Central Office.
h. Finance Division provides the Regional Office with coordinated services on budgeting,
accounting and other financial services; implements and improves Financial Management and
Internal Control System. It also prepares, analyzes and consolidates the budget proposals of
the Region, prepares management reports, and gives advice to the Regional Director and
District Engineers on matters relating to fiscal administration.
i. Legal Division prepares memoranda of agreement and other legal instruments; reviews,
interprets and comments on contract agreements and other instruments entered into by the
Region and the District Engineering Offices under its jurisdiction; and assists the Regional Office
in the acquisition of right-of-way for infrastructure projects.
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OFFICE OF THE
REGIONAL DIRECTOR
PROCUREMENT STAFF ~
INFORMATION AND COMMUNICATION

TECHNOLOGY STAFF
DISTRICT
ENGINEERING
PUBUC AFFAIRS AND INFORMATION OFFICES
STAFF
-
Planning Equipment Quality Assurance

Construction Maintenance Administrative Finance Legal
and Management and Hydrology
Division Division Division Division Division
Design Division Division Division
Figure 1.2 Organizational Chart of Regional Offices
1.7 District EngineeringOffices
a. Office of the District Engineer provides overall supervision and administration of technical,
financial, human resource and administrative activities of the District Engineering Office.
i. Procurement Staff administers the procurement activities and processes of the District
Engineering Office.
ii. Information and Communication TechnologyStaff manages and maintains the wide
area network of the District which includes the network infrastructure, enterprise servers
and technology environment for both voice and data; and provides support services to IT
end-users.
iii. Public Information Staff undertakes information dissemination in the District; manages
media-related activities by improving coordination, expanding linkages, and establishing
Issue Date: APR 2 2
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network with peers in the Region, Districts and the Head of Office for quick response to
issues and feedback; responsible for matters pertaining to CSO partnerships and customer
feedback management.
b. Planning and Design Section implements pertinent laws, policies, standards, guidelines and
procedures in the planning and design of roads, bridges, flood mitigation structures, buildings
and other public works projects; reviews, updates, and consolidates the annual infrastructure
program, and recommends the approval of plans, POW, and quantity and cost estimates of
infrastructure projects within the DEO.
c. Construction Section supervises and implements infrastructure projects in accordance with

approved plans, specifications and level of delegated authority of the DEO.
d. Maintenance Section implements guidelines and procedures for effective maintenance of

infrastructures and ensures that the annual maintenance work programs and performance
budget are properly implemented within the DEO. It manages, through its Equipment Service
Unit, the operation and maintenance of all equipment under the jurisdiction of the DEO, for
regular operations and quick response during calamities and emergency situations.
e. Quality Assurance Section monitors the implementation of Quality Assurance Program of

the DEO in accordance with the quality assurance policies of the Department.
f. Administrative Section advises the District Engineer on all matters pertaining to human
resources management, human resource development, records management, cash
management, and supply and property mana~ement.
g. Finance Section provides the DEO with coordinated services on budgeting, accounting and
other financial services; implements and improves Financial Management and Internal Control
System.
Issue Date: APR 2 2 ~Di9
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PROCUREMENT STAFf
INFORMAnON AND COMMUNICAnON

TECHNOLOGY STAFf
PUBLIC INFORMAnON STAFf
ADMINISTRATIVE FINANCE
PLANNING AND CONSTRUCTION MAINTENANCE QUALITY ASSURANCE
SECTION SECTION
DESIGN SECTION SECTION SECTION SECTION
Figure 1.3 Organizational Chart of District Engineering Offices
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Section 2. Quality Management System
2.1 Scope
Based on analysis of the issues of concern, interests of stakeholders, and in consideration of its
products and services, the DPWH has determined the scope of the management system as follows:
Public administration covering planning, design, construction, and maintenance of infrastructures,

national highways, flood control, water resources development system and other public works in
accordance with the national development objectives.
The QMS applies to all Bureaus, Services, Regional Offices (ROs), District Engineering Offices
(DEOs) and Unified Project Management Offices (UPMO) Clusters.
All requirements of ISO 9001 Standard are applicable to the DPWH QMS.
2.2 Process Approach
The DPWH has adopted a process approach for its QMS. The identification and management of
high level processes reduce the potential for nonconforming products and services found during
final processes or after delivery. Nonconformities and risks are identified and actions are taken
within each of the high level processes.
Each high level process has:

a. Quality objective
b. Applicable risks and opportunities
c. Applicable inputs and outputs
d. Responsibilities and authorities
e. Supporting resources
f. Criteria and methods used to ensure effectiveness of the process
These high level processes, their sequence and interaction are illustrated in the DPWH process
model.
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Section 3. Leadership
3.1 Management Commitment
3.1.1 Core Values
• Public Service: Anticipating and responding to the needs of all stakeholders and
satisfying their needs through quality effort, DPWH officials and employees shall deliver
the kind of facilities and services that are responsive to the needs of the Filipino people.
• Integrity: Conducting one's business in a transparent, honest, and ethical manner,

DPWH officials and employees shall maximize the effectiveness of the public's resources
entrusted to them, practice simple living, have the moral courage to make tough
decisions, and to do what is right for the nation. They shall do the right things the right
way.
• Professionalism: Taking pride in one's work and committed to the pursuit of

excellence, DPWH officials and employees shall act competently, ethically, diligently,
and with accountability and dignity in their areas of expertise. They shall be given
challenging assignments and training, and promotions shall be based on merit.
• Excellence: By continuously pursuing the highest quality of work in serving the public,
DPWH officials and employees shall deliver the highest quality results beyond what is
expected and required of them - on time, just in time, and all the time.
• Teamwork: Working together in an environment of trust, fairness, respect, cooperation

and communication, DPWH officials and employees shall focus their efforts to the
attainment of the vision, mission and goals of the Department.
3.1.2 Mandate
The Department of Public Works and Highways (DPWH) is one of the three departments of
the government undertaking major infrastructure projects. The DPWH is mandated to
undertake (a) the planning of infrastructures, such as national roads and bridges, flood
control, water resources projects, and other public works; and (b) the design, construction
and maintenance of national roads and bridges, and major flood control systems.
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3.1.3 Vision
By 2030, the DPWH is an effective and efficient government agency, improving the life of
every Filipino through quality infrastructure.
3.1.4 Mission
To provide and manage quality infrastructure facilities and services responsive to the needs
of the Filipino people in the pursuit of national development objectives.
3.2 Quality Policy
The DPWH Executive Committee regards its QMS as a strategic asset that will help in the continual
improvement of its systems. For this purpose, the following statement on Quality Policy is
established:
We commit to provide quality, safe, and environment-friendly public

infrastructure facilities that will improve the life of every Filipino.
We commit to comply with all requirements and to continually improve

effectiveness and efficiency in serving the public.
We endeavor to implement the RIGHT PROJECTS at the RIGHT COST

determined through transparent and competitive bidding; with the RIGHT
QUALITY, according to international standards; delivered RIGHT ON TIME
through close monitoring of project implementation; and carried out by the
RIGHT PEOPLE who are competent and committed to uphold the values of
public service, integrity, professionalism, excellence, and teamwork.
3.3 Responsibility, Authority and Communication
3.3.1 Responsibility and Authority
The present mandate of the DPWH is outlined in the approved Organizational Structure
under Executive Order 366, series of 2004.
The duties and responsibilities of DPWH officials are periodically defined and communicated
- as needed - within the organization, and further delineated in Functional Charts, Position
Description Forms (PDFs), Qualification Standards, and other QMS documents.
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3.3.2 Leadership
The Secretary provides evidence of leadership and commitment to the development and
implementation of the QMS and continual improvement of its effectiveness by:
a. taking accountability for the effectiveness of the QMS;

b. ensuring that quality policy and quality objectives are established for the QMS and are
compatible with the organization's context and strategic direction;
c. ensuring the integration of the QMS requirements into the organization's business
processes;
d. promoting the use of process approach and risk-based thinking;
e. ensuring that the resources needed for the QMS are available;
f. communicating the importance of the QMS and of conforming to the requirements;
g. ensuring that the QMS achieves its intended results;
h. engaging, directing, and supporting persons to contribute to the effectiveness of the
QMS;
i. promoting improvement; and,
j. supporting other relevant management roles to demonstrate his leadership as it applies
to his areas of responsibility.
3.3.3 QMS Heads
The Secretary designates an Overall QMS Head, an Overall Deputy QMS Head,
BureaujServicejRegional/Project Directors, and District Engineers as Office QMS Heads.
These QMS Heads have the defined authority to:
a. Oversee the overall affairs of the QMS and not only the operation of function areas;
b. Initiate the QMS activities and monitor its implementation, as a delegated task
from Top Management;
c. Ensure that processes needed by the QMS are established, implemented and
maintained;
d. Ensure the promotion of awareness of customer requirements throughout the
organization; and,
e. Act as liaison with external parties on matters related to the QMS.
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3.3.4 Communication
The Executive Committee ensures that the internal and external communications procedures
are in place. Internal and external communications, including communications regarding
the effectiveness of the QMS, are carried out in accordance with the procedure which sets
out a process to ensure that written and verbal communications are adequately recorded,
preserved, distributed, and acted upon.
Likewise, the DPWH has implemented mechanisms in communicating its programs, activities
and projects using available channels such as print, broadcast and other media.
3.3.5 Improvement
As a result of the Management Review, the DPWH Executive Committee determines and
selects opportunities for improvement and implements any necessary actions to meet
customer requirements and enhance customer satisfaction. These include:
a. Improving products and services to meet requirements as well as to address future

needs and expectations;
b. Correcting, preventing or reducing undesired effects; and,
c. Improving the performance of the QMS.
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Section 4. Planning
4.1 Strategic Direction
The DPWH reviews and analyzes the key aspects of the organization and its stakeholders to
determine its strategic direction. This involves:
a. Understanding the core products and services, and scope of the Quality Management System
(QMS).
b. Identifying stakeholders who receive products and services, or who may be impacted by them;
or those parties who may otherwise have a significant interest in DPWH. These parties are
identified in the document Relevant Interested Parties Matrix (RIPM).
c. Understanding internal and external issues that are of concern to DPWH and its interested
parties and also identified in the RIPM. Many such issues are identified through an analysis of
risks facing either DPWH or the interested parties. Such issues are monitored and updated - as
appropriate - and discussed as part of management reviews.
These information are used by the Executive Committee to determine the organization's strategic
direction. This is defined in records of management review and periodically updated as conditions
and situations change.
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4.3 Objectives and Targets
The DPWH Executive Committee ensures that quality objectives, including those needed to meet
the requirements for the delivery of projects, are established at relevant functions and levels within
the organization.
Each process has at least one objective which is a statement of the intent of the process. Each
objective is supported by at least one metric which is then measured to determine the process'
ability to meet the quality objective. The specific quality objective for each process is defined in the
scorecards.
Metrics data are measured and gathered by process owners or other assigned personnel and are
presented to the Executive Committee during Management Review. These data are analyzed by the
Executive Committee to set goals and to make adjustments for the purpose of long-term continual
improvement. Review of the performance of these objectives is recorded in the Management
Review Minutes.
When a process does not meet a goal, or problem is encountered within a process, the corrective
action process is implemented to resolve the issue.
4.4 Planning of Changes
When DPWH determines the need for changes to the QMS or its processes, these changes are
planned, implemented and then verified for effectiveness. If the change necessitates creation of a
new document or revision of an existing one, the document is changed in accordance with the
Control of Documents Procedure.
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Section 5. Operations
5.1 Planning of Product Realization
5.1.1. Project Identification
The Planning Service classifies projects by Organizational Outcome such as national road
network services, flood management services, and maintenance and construction services
of other infrastructures. It categorizes these projects under various programs (Le., roads
and bridges, flood control and drainage, water supply and sewerage, and other
infrastructures) and can be funded from local, foreign or public-private partnership funding
sources.
Project identification and prioritization are based on the outputs of planning applications
and area development surveys, master plans, regional development plans and convergence
programs. These are undertaken by the DPWH in coordination with other concerned entities
and stakeholders such as NEDA, Regional Development Council (RDCs) and other National
Government Agencies (NGAs), consistent with the national development goals and
objectives.
The DPWH established a planning process involving the use of planning tools for an
objective selection and prioritization of road and bridge projects, consistent with the
DPWH policy of implementing the right projects. This planning process starts with data
gathering conducted by the District Engineering Offices under the supervision of the
Regional Offices and the data gathered are stored in centralized databases.
For projects that require big investments, pre-feasibility (business case) and feasibility
studies are generally undertaken to verify its viability and to determine the investment and
implementation requirements. These studies consist of various investigations and analyses
to ascertain if the project is desirable in terms of the technical, economic, social,
environmental, financial and operational aspects.
5.1.2. Formulation of Plans and Investment Programs
Projects that have been selected and prioritized - based on the outputs of the planning
applications, or having passed the feasibility criteria - are considered candidates for inclusion
in the medium-term infrastructure program and budget.
Flood control projects are evaluated using the flood control evaluation criteria. The selection
and prioritization of identified and evaluated projects are based on the requirements and
needs assessment of the ROs and DEOs, the master plan on the major river basins and
principal rivers, and from the studies conducted by the Flood Control Management Division
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of the Unified Project Management Office (UPMO).
For other infrastructure projects, prioritization and selection are based on the convergence
programs of the Department with other agencies (e.g., tourism roads with Department of
Tourism, school building projects with the Department of Education, and farm-to-market
roads with the Department of Agriculture, among others).
DPWH prepares the Annual Infrastructure Program based on the Public Investment Program
(PIP) and available budgetary resources, which is submitted to the Department of Budget
and Management (DBM). This is incorporated in the National Expenditure Program (NEP)
and is submitted to Congress by the President for appropriation of funds under the General
Appropriation Act (GAA) for the following budget year.
The DPWH Annual Infrastructure Program contains the projects to be implemented by

PPP Service, the UPMOs (for foreign-assisted projects) and the ROs and DEOs (for locally-
funded projects), based on the approved levels of authority. These implementing offices are
responsible for the conduct of detailed engineering as part of project planning prior to
project implementation.
5.1.3. Project Planning
The QMS contains a documented procedure and provides a uniform process and template
for the development of project specific plans. Planning activities start with project
preparations (such as engineering surveys together with soil investigation), environmental
and social survey, and the preparation of necessary documents: Environmental Impact
Assessment (EIS), Initial Environmental Examination (lEE), Social Impact Assessment (SIA),
Resettlement Action Plan (RAP), Indigenous People Development Plan (I POP) and Gender
and Development (GAD) Plan.
Project specific plans contain the required verification, validation, monitoring, measurement,
inspection and test activities specific to the project and the criteria for product acceptance.
Project specific plans also contain records showing evidence that the realization processes
and resulting product meet requirements.
5.2 Customer Related Processes
5.2.1. Determination of Requirements Related to the Product
The implementing office shall determine the necessary project requirements based on
customer needs and the technical, financial and environmental aspects of the project. These
include delivery and post-delivery activity requirements as well as other statutory and
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regulatory requirements applicable to the project, including those not stated by the
customers but necessary for its specified or intended use.
5.2.2. Review of Requirements Related to the Product
Before the implementation of a new project, the project requirements are assessed and
reviewed to determine the accuracy of data and to verify if there are inconsistencies that
would lead to possible variations in design.
Any changes in the requirements are communicated to the responsible personnel, and
documents are amended to reflect these changes.
5.2.3. Communication and Awareness
DPWH has implemented effective arrangements for communicating with customers in

relation to the delivery of contractual obligations, customer enquiries and customer
feedback, including customer complaints.
The DPWH, through the Stakeholders Relations Service (SRS), manages the social
marketing and strategic communications of the Department in order to communicate
programs, activities and projects in a manner understood and appreciated by the public and
its internal stakeholders.
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5.3 Surveysand DesignDevelopment
The DPWH, through the Bureau of Design (BOD) and its counterpart regional and district offices,
conducts and reviews detailed engineering surveys and investigation, design analyses, and
conceptual design schemes in order to come up with the most functional, safe and cost-effective
infrastructure design; also monitors and implements the following design stages:
a. Preliminary Design Development. The stage in which the initial requirements of design are
gathered. Engineering surveys and investigation, hydrologic, hydraulic and hydrodynamic
studies, traffic study and other necessary information for design are conducted at this stage.
Design schemes, preliminary designs, and design analyses are also formulated.
b. Design Development Stage. The stage in which design plans are prepared. Design schemes,
preliminary designs, and design analyses are evaluated and analyzed until a final design is
formulated. This stage also includes the approval of plans, bill of quantities, specifications and
other contract documents for implementation.
c. Control of Design Stage. The stage in which the verification of proposed changes, if any, in the
approved design plans and the validation of their appropriateness to actual site condition are
made.
For PPPProjects, the design development is in accordance with the Concession Agreement.
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5.4 Production and Service Provision
5.4.1. Control of Production and Service Provision
Project documentation is a substantial part of project management especially in the phases

of project execution, control and closure. It establishes the quality and gives historical
details of project delivery.
A project document contains procedures for operations control to ensure that all works are
performed under planned and controlled conditions. Controlled conditions include, but are
not limited to, the following:
a. Construction Documents (approved construction plans and specifications; Approved

ABC, POW and Detailed Estimates, Contract Agreement, Notice to Proceed, Construction
Schedules, Construction Safety and Health Program, Source of Funds, Contract Related
Claims (Variation Orders, Time Extensions, Work Suspension/Resume Orders, Progress
Billings), Construction and Materials Logbook, Monthly Status Reports, Certificate of
Completion and Certificate of Acceptance, among others);
b. Documented workmanship standards where such standards were not defined in the
specification;
c. Compliance with reference standards and documented procedures;
d. Monitoring and control of operations as part of the supervision, inspection and/or audit
requirements;
e. Carrying out of special processes under pre-qualified conditions or procedures, utilizing
qualified/specialized personnel;
f. Pre-delivery services such as Final Inspection and Testing; and,
g. Post-delivery activities such as warranty period and maintenance.
5.4.2. Validation of Processes for Production and Service Provision
The Bureau of Research and Standards (BRS) and the Implementing Offices (lOs) concerned
(Le., UPMO, ROs and DEOs) conduct tests on samples of construction materials prior to use
in the projects. If the implementing offices do not have the capability to conduct such tests
due to non-availability of necessary equipment/apparatus and/or chemical reagents, or due
to voluminous samples to be tested, the samples are brought to the BRS or to duly-
accredited private testing laboratories, upon issuance of waiver by the concerned
implementing offices. This is to ensure that only materials of the highest quality are used in
the projects.
The Bureau of Quality and Safety, its Regional and District counterparts and UPMOensure
the conformance of the project to plans and specifications.
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5.4.3. Identification and Traceability
The Bureau of Construction (BOC), its Regional and District counterparts and UPMO
maintain project records to ensure adequate identification and traceability. Information on
the infrastructure projects such as project description, project component lO, contract lO
number, the contractor/s name, contract duration, start and completion dates, duration,
contract number, implementing office, the contractor/s name, contract amount, and funding
source are maintained in the database.
The QMS ensures that a procedure to positively indicate the conformance or non-
conformance of a product and/or the process with regard to inspection and tests performed
is in place.
5.4.4. Property Belonging to Customers or External Providers
The DPWH exercises care for customer or supplier property while it is under the
organization's control or being used by the organization. Upon receipt, such property is
identified, verified, protected and safeguarded. If such property is lost, damaged, or found
unsuitable for use, this is reported to the customer or supplier, and corresponding records
are maintained.
5.4.5. Preservation of Product (Infrastructure)
Infrastructure Asset Maintenance

Involves the implementation of sets of planned maintenance strategies in sustaining public
infrastructure assets, specifically: the national roads and bridges, flood control and drainage
structures, and national government-owned buildings (other public buildings), with the
primary goal of preserving and extending the service life of these long-term infrastructure
assets which are vital components in maintaining the quality of life in society and efficiency
in the economy. It consists of activities and work programs carried out to keep them in, as
near as possible, their originally constructed or subsequently improved state.
Inspectorate and Monitoring

An inspectorate body of the BOM and its Regional Office counterpart conducts field
inspection of maintenance work-in-progress and completed activities to validate that
works/activities are carried out in accordance with the maintenance policies and guidelines
and meet maintenance standards. Monitoring involves visual examination of these national
infrastructure assets for purposes of checking the quality and efficiency of the District field
offices in addressing defects and deficiencies and identified maintenance needs.
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5.5 Controlof NonconformingOutputs
DPWH's inspection and test procedure ensures that an output which does not conform to product
requirements is identified and controlled to prevent its unintended use or delivery. The Control of
Nonconforming Outputs procedure, DPWH-QMSP-04, defines the controls and related
responsibilities and authorities for dealing with nonconforming outputs.
When a nonconforming output is corrected, DPWH subjects the output to re-verification to validate
its conformity to the requirements.
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Section 6. Support Processes
6.1 Research and Development
External stakeholders who signify their intent to have their new product/technology evaluated for
accreditation shall be accommodated by the BRS.This evaluation shall be based from the submitted
comprehensive product brochures/literature with specifications/technical data for accreditation
purposes. If the submitted products passed the established theoretical evaluation criteria, a
laboratory evaluation will be conducted based on the DPWH requirements. The proponent will provide
all the materials for laboratory testing. If the results of the testing complied with specifications, small-
scale pilot trials/projects will be conducted to verify the performance of the product. After the pilot
trials have exhibited satisfactory performance, a Certificate of Conditional Approval to use the product
in DPWH Projects will be issued to the proponent.
It is the mandate of BRS to ensure accurate and efficient data thru validation and inspection on the
quality, quantity and location of all existing naturally occurring and marginal construction material
sources. Verification/validation of all naturally occurring construction material sources explored and
assessed by the DPWH Regional and District Engineering Offices, shall be in compliance to applicable
policy issuances.
Standard specifications formulation involves the gathering of data/relevant references and

preparation of specifications incorporating technical data from research studies and guidelines taken
from MSHTO and ASTM standards. Standard specifications refer to a standard set of requirements
to be satisfied by a material, design, product, or service. These established standards shall be
consolidated in the DPWH Blue Book and shall be updated accordingly.
6.2 Procurement Management
The Procurement Service and its counterpart procurement units in the Regional and District Offices
act as Bids and Awards Committee (BAC) Secretariat and provide TWG services to the DPWH's BAC
for Civil Works, Consulting Services and Goods. These offices assist the BAC of all DPWH offices by
providing advice and recommendations based on the existing laws and regulations and procurement
guidelines of funding institutions.
Preparing for procurement is an important phase, which basically involves three activities:
a. Procurement Planning where the procuring entity and its BAC schedule in advance the
procurement activities for the year through the Project Procurement Management Plan (PPMP),
which is consolidated into the Annual Procurement Plan (APP);
b. Preparation of Bidding Documents where the procuring entity ensures that all the information
provided to the bidders are accurate and comprehensively reflect the main activities of the PPMP,
and;
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c. Conduct of Pre-Procurement Conference where all the officials involved in the procurement meet
and discuss all aspects of the transaction.
For the procurement of Consulting Services, in conformity with the schedule provided in the existing
Rules and Regulations and Procurement Guidelines of foreign lending institutions, the following
activities are undertaken:
a. Advertisement
b. Receipt of Applications for Eligibility and Shortlisting and conduct of Eligibility Check
c. Shortlisting
d. Issuance of Request for Proposals (RFP)jBid Documents (BDs)
e. Conduct of Pre-Bid Conference
f. Submission and Receipt of Bids
g. Bid Evaluation
h. Negotiation
i. Post-Qualification
j. Issuance of Notice of Award
To measure the performance of consultants in their completed projects, the Consultant's

Performance Evaluation System (ConsPES) is applied. The results derived from the ConsPESis
considered as input for shortlisting and bid evaluation.
As to the procurement of Infrastructure Projects and Goods and Services, the following activities -
which,also follow the existing Rules and Regulations and Procurement Guidelines of foreign lending
institutions - are undertaken:
a. Advertisement
b. Pre-Bid Conference
c. Submission and Receipt of Bids
d. Eligibility Check
e. Bid Evaluation
f. Post-Qualification
g. Award of Contract
The Specialized Offices ensure that the goods delivered are in accordance with the specifications.
6.3 Human Resources Management
The Human Resources and Administrative Service (HRAS) and its Regional and District counterparts
ensure that applicants who get hired and employees whoare promoted have the required credentials
and qualifications for their respective positions, prescribed under the Qualification Standards (QS)
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Manual of the Civil Service Commission (CSC) as well as the Preferred Qualification Standards set
by the office where the vacancy exists.
The QMS contains procedure for the training of employees in the tasks they are expected to perform.
Training needs are assessed annually and are documented.
The HRAS formulates and implements policies, guidelines, systems, methodologies, programs and
projects on human resource development, which included capacity-building and empowerment.
These are carried out thru:
a. Competency Gap Determination and Evaluation thru Training Needs Assessment and Impact
Evaluation
b. Capacity Building and Empowerment thru Course Administration/Facilitation
c. Development of Course Design
d. Management of Training Equipment, Facilities and of Materials and Multimedia Development
e. Coordination of External Learning and Development
6.3.1 Recruitment, Selection and Placement
To ensure that employees have the competencies required by their function, the HRASand
its Regional and District counterparts carry out the following:
a. Determine the necessary skills and aptitudes of employees performing work that affects
conformity to product requirements;
b. Provide training or take other actions so that the necessary competence is acquired;
c. Evaluate the effectiveness of actions taken;
d. Ensure that employees are aware of the relevance and importance of their role and how
they contribute to the achievement of the quality objectives; and,
e. Maintain records of employees' education, training, skills, and experience.
6.4 Financial Management
The Finance Service (FS) and its Regional and District counterparts manage and administer all
finance-related matters of the Department through the following:
a. Ensure that all financial transactions and operations are being recorded in accordance with
generally accepted accounting principles and pertinent laws, rules and regulations.
b. Control allotments by maintaining a Registry of Allotments and Obligations to ensure that all
monies appropriated for function, activities, projects and programs shall be available solely for
the specific purposes for which these were appropriated.
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c. Control the Notice of Cash Allocations (NCA) to ensure that disbursements do not exceed
the NCA released based on approved Cash Program.
d. Ensure that all disbursements are supported with complete documents and that
government resources are being safeguarded through the practice of sound financial
management.
e. Keep and maintain basic financial records and books of accounts - through the e-Budget and
e-NGAS - that reflect the propriety of transactions and evidence of accountability for assets and
other resources available for use.
f. Prepare and submit financial reports containing information on past operations and present
conditions as basis for planning and budget preparation.
6.5 Physical Resource Management
6.5.1 Facilities and Work Environment Management
The DPWH ensures that a suitable environment for the operation of its processes and the
achievement of conformity of products and services are determined, provided, and
maintained. For this purpose, a quality workplace standard is implemented to ensure a
clean, organized and well-maintained workplace to promote quality and productivity.
Human factors are considered to the extent that they directly impact the quality of products
and services.
The HRAS and its Regional and District counterparts manage and ensure the maintenance
of buildings and facilities. All offices designate Building Administrators to monitor the safety
of all DPWH structures, electrical circuitry and lighting systems, cleanliness of the premises
and its surroundings, and that all pathways are free of obstruction. They also submit
recommendations to management on DPWH buildings and/or facilities that need repair,
rehabilitation or improvement.
6.5.2 Equipment Fleet Management
The Bureau of Equipment and its Regional and District counterparts ensure the safe,
environmental compliance, availability and optimum utilization of the fleet of land and
water-based equipment of the Department. The BOE and its Regional and District
counterparts ensure that the equipment life cycle stages are in accordance with the current
standards and policies.
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The matrix below shows the levels and areas of responsibilities for the equipment resources
life cycle:
Equipment Life Cycle Stage

Equipment Planning and Distribution Operations
Portfolio Demand Procurement! and and Rehabilitation DisposaP
Management Deployment2 Maintenance
Dredger and
BOE, UPMO,
Ancillary BOE BOE BOE BOE,RO BOE,RO
RO
Equipment
Road
Maintenance
BOE, UPMO, BOE, RO,
and BOE,RO BOE BOE,RO BOE,RO
RO,DEO DEO
Construction
Equipment
Central
Service Office, UPMO, BOE, RO,
BOE,RO BOE,RO,DEO BOE,RO BOE,RO
Vehicle BOE, RO, DEO
DEO
Shop Tools
BOE, RO, BOE, RO, BOE, RO,
and BOE,RO BOE,RO,DEO BOE,RO
DEO DEO DEO
Equipment
Notes:
1. Regional Offices (ROs) and District Engineering Offices (DEOs) may be allowed to procure Equipment and
Service Vehicles provided that these offices can secure Authority to Purchase from the DPWH Secretary
thru the Bureau of Equipment.
2. The Regional Directors are authorized to distribute and deploy both land and water-based equipment and
service vehicles within their areas of jurisdiction.
3. In the Disposal Process, ROs and DEOs initiate the Disposal Procedure of Equipment and Service Vehicles.
The Regional Offices, thru the Regional Disposal Committee, can dispose Equipment and Service Vehicles
holdings in their regions within their level of authority.
6.5.3 Survey, Laboratory and Field Testing Equipment Management
The matrix below shows the offices responsible for the management and maintenance of
Survey, Laboratory and Field Testing Equipment, which support the Department's Core
Processes:
Equipment/Resource Portfolio Responsible Office/s

Laboratory Equipment BRS and its Regional and District counterparts
BRS and BQS, and their Regional and District

Field Testing Equipment
counterparts
UPMO - Flood Management Cluster and BOD and its
Engineering Survey Equipment
Regional and District counterparts
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6.6 Information Management
The Information Management Service (IMS) ensures appropriate investment in Information and
Communications Technology (ICT) infrastructure and skills to effectively manage the DPWH wide
area network (WAN) and servers, and to be able to provide application and software support
services.
This is done through Information Management (1M) planning whereby strategic assessments are
conducted to identify future IT-enabled needs and Business Process Improvements (BPls), based
on the Department's Strategic Plan. The BPls are presented to the Reform Institutionalization and
Management Support System (RIMSS) Steering Committee (RSC) for approval, prioritization, and
funding. These are carried out and translated into the Information Systems Strategic Plan (ISSP) of
the Department. The ISSP is the basis of ICT activities in the Department.
The RSC holds regular meetings for activity status reporting, monitoring and evaluation of
performance improvement targets.
Application systems prioritized by the RSC are either developed in-house or outsourced with
involvement of the process owners or business experts. Upon acceptance of the application by the
process owners, training on the operation of the application system for identified end-users is
conducted, followed by deployment of the application to its proper environment.
The IMS also maintains process and data models, as well as data architecture. It monitors
compliance with data policies, procedures, operating standards and guidelines. For application
systems, a regular semi-annual review and enhancement activity is being done on top of the
application maintenance which is to address problems that impede the operation of systems as
reported to the IT Service Desk. As to hardware maintenance, the IMS and its Regional and District
counterparts conduct daily, weekly, monthly or annual maintenance tasks for all production servers
that run the enterprise-wide application systems used by the Department. It also conducts regular
and preventive maintenance activities for all voice and data communication equipment and desktop
computers.
6.7 LegalServices
The Legal Service (LS) provides legal advice, interpretation, and guidance to senior management
and officers regarding contracts, state regulatory requirements, memoranda, and other matters of
the Department that need legal opinion. Reviews all information and prepares the defense for any
legal actions or advises on prosecuting lawsuits on behalf of the Department; prepares, reviews,
evaluates and interprets contract, legal proposals and other legal instruments entered into by the
Department; and, conducts administrative investigation and recommend administrative charges
and imposition of penalties through the issuance of resolutions. It also issue legal clearances to
the officials and employees of the Department.
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Provides input to strategic decisions that affect the functional area of responsibility through active
participation in interviews, consultations, research, preparation of pleadings and motions,
examination of witnesses/evidences, and social advocacy. It also conducts researches involving
application of laws, decrees, rules and regulations prior to recommendation to the Senate and
Congress, and performs support functions for the acquisition of right-of-way for national
infrastructure projects.
6.8 Documentation Management
The DPWH's QMS documentation includes both documents and records. The DPWH documentation
may be in hardcopy or electronic form and is described in the figure below.
Level 3
Figure 6.1 DPWH Documentation Management
Level 1
The quality manual is the highest level of documentation. It describes DPWH's quality
management system.
Level 2
This level of documentation includes prescriptive documents such as Department Orders,
policies and procedures, manuals, specifications, externally-sourced documents, and the
like.
Level 3
This level includes descriptive documents providing evidence of conformity and are referred
to as records.
The organization does not use the term "documented information"; instead it uses the terms
"document" and "record" which undergo different controls as indicated herein.
Documents refer to documented information to be maintained, while Records refer to documented

information to be retained.
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6.8.1. Document and Data Control
6.8.1.1 General
a. The Quality Management System contains documented procedure to control

all essential documents and data affecting the processes within the scope of
the QMS.
b. Controlled Documents include, but are not limited to, Department Order,
Special Order, Department Memorandum Circular, Unnumbered Memorandum,
Plans, Specifications and Drawings, Quality Management System Manual,
Procedures and Forms.
6.8.1.2 Document Approval and Issuance
a. In accordance with Department Order No. 33 series of 2011, Policy Issuance

Guidelines, Department Orders shall address changes in internal procedures
in reference to laws, Executive Orders, Administrative Orders, and/or to
update existing Department Orders. DOs for department-wide implementation
shall be subjected to comprehensive review and impact analysis prior to
issuance.
b. The Records Management Division (RMD) of the Human Resources and

Administrative Service (HRAS) shall be responsible for the filing of hardcopy,
dissemination and posting in the DPWH intranet and internet websites, of
issuances for Department-wide implementation;
c. Heads of Services, Bureaus, UPMOs, Regional and District Offices shall be

responsible for the distribution/dissemination of issuances to their respective
units.
d. Issuance of Office Orders, procedures, guidelines and other documents to

be used internally by an office shall be in accordance with the Control of
Documents Procedure.
e. The designated Records Officers shall be responsible for the control and
distribution of internally generated documents.
6.8.1.3 Document and Data Changes
The QMS contains a documented Control of Document procedure, DPWH -

QMSP-01, to ensure that procedures are identified, prepared, documented and
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revised in a uniform manner in order to give users clear guidance and direction on
how to use it.
6.8.2 Records Control
a. The QMS contains a documented Control of Records procedure, DPWH-QMSP-02, for

the identification, collection, indexing, filing, access, storage, maintenance and
disposition of all records.
b. Records are maintained to demonstrate conformance to specified requirements and for

the effective operation of each facet of the QMS.
c. All incoming mails and records are attended to and processed in accordance with the
provisions of R.A. 9485 or the Anti-Red Tape Act.
d. Records are classified according to the approved file classification scheme (DPWH
Classification Guide) and are stored, filed, secured and properly labeled to guarantee
fast retrieval when needed, as well as to protect records from damage, loss and
deterioration pursuant to D.O. No. 148 series of 1992 on Records Management Manual.
Any record printed on thermal paper must be photocopied before filing.
e. The disposition of records is in accordance with the latest Records Disposition Schedule
(RDS) of the Department as approved by the National Archives of the Philippines (NAP).
f. Records can also be stored in electronic form.
6.9 Organizational Knowledge.
The DPWH determines the knowledge necessary for the operation of its processes and to achieve
conformity of products and services. This knowledge, used to achieve the organization's objective,
may be obtained from:
a. Internal sources, such as lessons learned from success and failures, feedback from subject
matter experts, intellectual property, knowledge gained from experience, research; and,
b. External sources such as standards, academia, conferences, or information gathered from
customers or suppliers.
This knowledge is maintained and made available to the extent necessary.
When addressing changing needs and trends, the DPWH considers its current knowledge and
determines how to acquire or access the additional knowledge necessary.
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Section 7. Performance Evaluation
The DPWH plans and implements the monitoring, measurement, analysis, and improvement processes
needed to:
a. demonstrate conformity to product requirements,

b. ensure conformity to the quality management system, and
c. continue the effectiveness of the quality management system.
7.1 Monitoring and Measurement
The DPWH has established benchmarks for performance, based on stakeholders requirements and
industry standards, and has a process for monitoring and measuring performance and analysis of
data.
There is a documented process for the conduct of audits, including selection criteria for the
determination of the subject of the audit. Data gathered from stakeholders' feedback, audits,
performance reviews of processes, contractors, consultants and suppliers are analyzed,
documented and acted upon - as warranted - and reported to the management and to the
stakeholder, where appropriate.
7.1.1 Stakeholder Satisfaction
DPWH has implemented effective arrangements for communicating with customers in

relation to the delivery of contractual obligations, customer enquiries and customer
feedback, including customer complaints.
The DPWH, through the Stakeholders Relations Service (SRS), offers different platforms /
channels to attend to public concerns: 24/7 Call Center 165-02, letters (direct and referrals),
DPWH website, DPWH email account, social media (DPWH official Facebook and Twitter
accounts), the President's Facebook account, walk-in, print and broadcast media, and
stakeholders management.
The SRS is closely monitoring and documenting all information provided by both internal
and external stakeholders through results of customer satisfaction surveys carried out by in-
house and/or independent survey organizations to determine whether its products or
services meet customer requirements. Gathered information is analyzed quantitatively and
qualitatively and reported to the management. The analysis of data focus on the areas of
customer satisfaction, service performance trends, external providers' performance and
effectiveness of actions taken to address the concerns.
Further, the Stakeholders Affairs Division (SAD) conducts validation of the feedback received
whenever warranted.
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7.1.2 External Stakeholders Relations
Under the DPWH Process Model, the Department has identified the customers and other
relevant interested parties as a vital component in its process model specifically in
operations through engagement such as consultations, forums, dialogues, focus group
discussion, one on one dialogue, etc., which will result in customer satisfaction.
Attending to stakeholders concerns or feedback can be a valuable source of information

that can improve the project impact and outcome which will also help the Department to
identify and control external risks.
7.1.3 Internal Quality Audit
In contrast to the functions of the Internal Audit Service (IAS) which is to conduct
management and operations audit, the Internal Quality Audit (IQA) is conducted to
provide information on whether the Quality Management System conforms to the
organization's own requirements and the requirements of the ISO 9001:2015 standards
and whether these are effectively implemented and maintained.
While both audits check the DPWH's compliance with laws, regulations, managerial
policies, and contractual obligations, the IQA primarily focuses in the implementation of
the QMS as defined within its Scope. This includes the appraisal of the plan of the
organization and all the coordinate methods and measures, the results of which are used
to recommend courses of action on matters relating to management control and operations
of the QMS.
Further, the QMS contains a documented Internal Quality Audit procedure, DPWH-QMS-
03, for planning and implementing internal quality audits. Audits are performed regularly in
accordance with a defined program, taking into account the importance and status of the
processes and risks considerations.
Audits are conducted on both procedures and systems to enable scrutiny of the interaction
between procedures. The head who is responsible for the area being audited ensures
that any necessary corrections and corrective actions are undertaken without undue delay
to eliminate detected nonconformities and their causes.
Results of audits are maintained and compliance is regularly monitored. These are also
included as inputs in the Management Review.
•
Revision No.: 04
Page No. 38 of 41
7.1.4 Monitoring and Measurement of Processes
The DPWH applies suitable methods for monitoring and, where applicable, measurement of
the QMS processes. DPWH uses the Project Monitoring System (PMS) / Project Contract
Management Application (PCMA) and the respective office scorecards in tracking the
progress of planned targets.
DPWH also uses its internal audit procedure to monitor the QMS processes. Through
this strategy, DPWH is able to gauge the effectiveness of the processes to achieve planned
results. When planned results are not attained, corrective actions are taken to ensure
conformity.
7.1.5 Quality and Safety Assurance
The DPWH, through its implementing offices, has been implementing its Quality Assurance
Program (QAP) and Road Safety Assurance Program. The Quality Assurance Program
consists of inspection, sampling and testing to assure the properties of materials and
workmanship based on requirements and generally accepted construction methodologies,
as defined in the DPWH Standard Specifications for all its infrastructure projects. The Quality
Assurance Units, composed of engineers from the Bureaus of Construction, Design,
Maintenance, Research and Standards, and headed by the Bureau of Quality and Safety,
undertake quality audits to check the effectiveness of the QAP and its results are evaluated
and used to advise top management on policy directions.
The Road Safety Assurance Program of the Department consists of road safety inspections,
audits, assessment and investigations designed to examine and report on the traffic accident
potential and safety performance of an existing road, a traffic management scheme or future
road projects thru a formal process of identification and treatment of potential safety
hazards/risks. In some cases, safety performance is monitored on worst accident locations
(blackspots) by aiming to reduce the level of accident risk/s thru systematic investigation
and treatment of predominant accident type, trends or patterns. In other cases, focus is
being given to roadwork sites to check the compliance of implementing offices to the
requirements of roadworks safety, traffic management, and construction safety and health
requirements.
The Bureau of Quality and Safety, consistent with its mandated function, conducts road
safety audits and accident blackspot investigations on all national roads. At the same time,
the Bureau of Quality and Safety heads the Roadworks Safety Assessment Team with
members composed of engineers from the Bureau of Construction, Bureau of Maintenance
and the Regional Office. Common findings, recurring safety issues and level of compliance
arising from road safety inspections, audits, assessment and investigations are being
•
Revision No.: 04
Page No. 39 of 41
analyzed and evaluated to come up with action plans and recommendations which can be
translated into policies to improve the implementation of road infrastructure safety
programs in the Department.
7.1.6 Monitoring and Measurement of Product
The DPWH regularly conducts inspection, assessment, monitoring and field/laboratory tests
to verify conformance to specification requirements of construction materials, or of the very
structure on which these were used or had been incorporated into. Sampling and testing of
materials are done at various stages of construction. For completed works and structures,
dimensions are measured to verify conformance to the approved construction plans.
Likewise, if warranted by circumstance or necessity, destructive or non-destructive tests can
be done to determine structural integrity and adequacy vis-a-vis the specified design
strength.
7.2 Analysis of Data
DPWH collects and analyzes data to demonstrate the suitability and effectiveness of the QMS,
and to evaluate where continual improvement on the effectiveness of the QMS may be applied.
Data analysis is contrasted with the Scorecard to determine changes in performance.
Trend analysis is an important aspect of the data analysis process as it provides significant
evidence of the effectiveness of the system.
7.3 Management Review
7.3.1 General
The DPWH management reviews the QMS at least once a year to ensure its continuing
suitability, adequacy and effectiveness. The review includes assessing opportunities for
improvement, the need for changes to the QMS, and the quality policy and quality
objectives. This is carried out in one of the Management Committee and/or staff meetings.
A Management Review procedure, DPWH-QMSP-07 is established to ensure the proper

conduct and recording of the review process.
7.3.2 Review Input
The input to management review may include any or all of the following:
a. project status reports
b. results of audit since last Management Review
Issue Date: APR 2 2 ~~19
•
Revision No.: 04
Page No. 40 of 41
c. status of corrective actions

d. customer feedback
e. status of objectives and targets
f. follow up actions from last management review
g. changes that could affect the QMS
h. opportunity for improvement
i. changes in external and internal issues that are relevant to the QMS
j. performance of external providers
k. adequacy of resources
I. effectiveness of actions taken to address risks and opportunities
7.3.3 Review Output
The outputs from management review include decisions and actions related to any need
for changes to the QMS and its processes, improvement of operations/services related to
customer requirements and resource needs.
•
Page No. 41 of 41
Section 8. Improvement
8.1 General
The DPWH determines and selects opportunities for improvement and implements necessary
actions to meet customer requirements and enhance customer satisfaction. These include:
a. improving products and services to meet requirements as well as to address future needs and
expectations;
b. correcting, preventing or reducing undesired effects; and,
c. improving the performance of the QMS.
8.2 Nonconformity and Corrective Action
The QMS contains a documented Corrective Action procedure, DPWH-QMSP-OS,to ensure that
nonconformities in performance and product are corrected. The procedure also provides a system
for determining the cause/s of nonconformities and implementing appropriate corrective actions to
ensure that nonconformities will not recur or occur elsewhere.
Reviewed by: Approved by:
~ al':r\~"~ €.\6i\
B. ·Eti~H'-'E. V4PrPh.D., CESO II
Assistant Secretary for Support Services
Overall Deputy QMS Head
Q ality -
a agement
System
Issue Date:
Department of Public Works and Highways -
Doc. Code: DPWH-QMSP-Ol
•
1.0 Purpose
Control of Documents Procedure
Revision No.:
Page No.
To provide a guide for an effective method of controlling internal documents used in the
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implementation of DPWH's Quality Management System (QMS).
2.0 Definition of Terms
Internal Documents refer to documents generated within the confines of DPWH such as Quality
Management System Manual, Department Orders, Special Orders, Department Memorandum
Circulars, National Building Code Development Office (NBCDO) Memorandum Circulars, Office
Orders, and unnumbered Memoranda.
External Documents refer to documents used in the implementation of DPWH's QMS which
originate from outside the agency. These may include customer specifications, technical manuals,
regulations, and other information used as references. These are disseminated through Department
Memorandum Circulars.
Records Office refers to the office that handles the filing and safekeeping of the master copies of
documents. The Records Officer (RO) is the custodian of documents. The Central RO keeps the
master copies of department-wide documents. Bureaus, Services, UPMO, Regional, and District
Offices shall designate their respective RO to keep master copies of documents originating from
their respective offices.
Master Copy refers to the original document that has to be always controlled. These are filed at
the Records Office and should not be taken out from there. Writing on and/or any form of erasure
and/or unauthorized changes on these copies are strictly forbidden.
Controlled Copy refers to the copy of docum~nts issued to all Heads of DPWH offices and
published in the DPWH website. This also includes Office Orders issued to specific recipients in a
given bureau/service/office. In cases of revisions, the RO need to furnish a revised copy of the
document for updating.
Uncontrolled Copy refers to the printed copy of documents that are published in the DPWH
website and are disseminated for information and/or reference purposes only. In cases of revisions,
the RO need not furnish a revised copy of the document for updating.
Obsolete Copy refers to the copy of documents that have become outdated due to revisions.
Although no longer valid for use, the master copy of obsolete documents should be kept in
accordance with the prescribed retention period in the Records Disposition Schedule (RDS).
•
3.0 Procedure
Control of Documents Procedure
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Process Flow Responsible Details
Concerned Office Create or revise internal document

Determine the need
based on the need of a concerned
to create/revise
internal documents office, unit or customer; or as a
result of audit, the concerned office
shall.
Concerned Records Every five (5) years, the Records

Create/revise the Officer Officer (RO) shall prepare a
document reminder memorandum for all
offices to review existing documents
in order to determine adequacy and
suitability. The Memorandum shall
be signed by the Overall QMR.
For Department Orders and Special

Orders, refer to Department Order
No. 33 Series of 2011 - Policy
Issuance Guidelines.
Head of Concerned The head of office shall discuss the

Office contents of the document in a
meeting with concerned personnel
before signing.
When amending a document, attach

all documents to be superseded.
Ensure proper Concerned Records Approved documents shall be

management of Officer forwarded to the designated
document Records Officer for proper
management.
( End)
• Control of Documents Procedure
The Records Officer shall:

Revision No.:
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04
30f4
a. Log the document in the Masterlist.

b. Assign document code for DPWH QMS manual, procedures and related forms, as follows:
Manual and Procedures:
DPWH-XXXX-L
Series Number
Type of Document*
Name of Organization
* QMSM - QMS Manual

QMSP- QMS Procedure
Forms:
Revision Number
Series Number
Document Code
For other documents, the Records Officer of the concerned office shall be responsible in ensuring
that all issued documents are current.
Reproduce the document. Refer to the DPWH Classification Guide when assigning codes.
For documents to be implemented department-wide: scan the controlled hard copy and post in
the DPWH internet and intranet websites; for standardized forms: coordinate with the IMS to
make it downloadable from the DPWH websites.
Distribute copies of document to concerned offices through electronic-mail blast facility of the
IMS. Controlled hard copies distributed to concerned offices shall bear the classification code.
Documents intended for internal use shall be disseminated through a memorandum (for specific
personnel/unit); or through office order (for office-wide implementation) signed by the head of
office.
Documents posted in the intranet and internet websites of the Department are considered
controlled copies, while printed copies from the websites are considered uncontrolled copies and
Issue Date: APR 2 2
• Control of Documents Procedure

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the date the document was printed. Documents published in the websites are backed-up daily by the
IMS and back-up copies are stored onsite and off-site.
Superseded documents are removed from the document Masterlist, stamped "Obsolete", filed
separately, and retained in accordance with the Control of Records Procedure, DPWH-QMSP-02.
Superseded documents in the DPWH websites shall have the remarks "Superseded by "
Other copies of obsolete documents shall be disposed based on the National Archives of the
Philippines Guidelines. For external documents, refer to Department Order No. 126 Series of 2015.
4.0 References
DPWH Quality Management System Manual, DPWH-QMSM
PNS ISO 9001:2015 Standards
Control of Records Procedure, DPWH-QMSP-02
Department Order No. 33 Series of 2011
Records Disposition Schedule
National Archives of the Philippines Guidelines
DPWH Classification Guide
5.0 Records
Policy Impact Analysis
Document MasterlistjLogbook
Administrative Issuance Form
Prepared by: Reviewed by:
-0
OLA 0 r./ A'
ONE
~I
B.
q~~ifi @'. \hi)
Eri~"H~, Ph.D., CESO II
~
Chief, RecordS~anagement Division, HRAS Assistant Secretary for Support Services
Overall Depu QMS Head
Undersecreta
Issue Date: APR 2 2 in19
Doc. Code: DPWH-QMSP-02
•
1.0 Purpose
Control of Records Procedure
Revision No.:
Page No.
To define a system for maintaining DPWH's Quality Management System (QMS) through complete
03
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and reliable records control.
Record refers to a document stating results achieved or providing evidence of activities

performed.
Retention Period refers to the length of time a record is kept in a particular location as defined
in the Department Memorandum Circular No. 47 Series of 2012.
Records Disposition Schedule (RDS) refers to a document that contains the list of records
and indicates, as applicable, the record's identification such as document code and title, location,
retention period, and disposition schedule.
3.0 Procedure
Concerned Personnel Identify the record. It can be in

Identify the record any form or type of media
(electronic, hardcopy, etc.) and
are identified through any or
combination of the following:
• Title
• Date
• Name and/or Signature of
the originator and/or
approving person
• Code
• Control Number
Maintain the
Records Officer Maintain a Records
Records Disposition Disposition Schedule (RDS)
Schedule (RDS) that provides the list of records
and indicates, as applicable, the
record's identification such as
code and title, location,
retention period, and
disposition schedule.
BE CERTAIN THATTHIS IS THE CURRENT VERSION BEFORE USING THIS DOCUMENT

Issue Date:
• Control of Records Procedure
Process Flow Responsible

Revision No.:
Page No.
Details
Refer to current RDS, as

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required by the National

Archives of the Philippines
(NAP), to determine if there is
an existing file or record, and to
update the list for additional
records.
Concerned Personnel A supplemental QMS RDS

File in corresponding Form, DPWH-QMSP-02-
location FOI, is used for new records
especially generated from the
established QMS.
Generally, records are with the

Records Officer - although
some records are maintained
by the process owners
themselves.
Provide a numbering system to

all filing cabinets and cabinet
shelves. Proper labeling is
likewise established for
boxfiles, folders, envelopes,
etc. to easily locate needed
records.
Records can be numerically,

alphabetically, or
chronologically.
Concerned Personnel Records are kept in a place

where it can be protected from
Protect records
physical deterioration, damage,
loss, and data tampering.
To prevent unauthorized
amendments on the recorded
data, the following are
observed:
• Liquid eraser, etc. for
correcting data is
prohibited .
• Only permanent blue or
black ink pens are used to
fill out forms.
Issue Date: 9
• Process Flow
Control of Records Proced ure
Responsible
• All
Revision No.:
Page No.
Details
corrections
03
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are
countersigned by the issuer
and/or authorized
personnel.
Electronic records are backed-

up regularly.
Concerned Personnel Records are retained for a

Retain record period specified in the Records
Disposition Schedule (RDS).
Retention is in accordance with
the provision of the National
Archives of the Philippines
(NAP) and other applicable
statutory and regulatory
requirements.
Concerned Personnel Disposition of records is in

Dispose records accordance with the provision
of NAP and other applicable
statutory and regulatory
requirements.
Disposed records are properly

documented with appropriate
proof, e.g., Certificate of
Disposal issued by NAP.
4.0 References

National Archives of the Philippines (NAP) Rules and Guidelines
Department Memorandum Circular No. 47 Series of 2012
Department Memorandum Circular No. 16 Series of 2014
Issue Date:
Doc. Code:
• Control of Records Procedure

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5.0 Records
NAP Records Disposition Schedule (RDS)
NAP Certificate of Disposal
Records Disposition Schedule (RDS)
~1 ~ ~. UaJ)
B. ELIZABETH E.~;tPh.D., CESO II
Approved by:
.. ~~
••• ••
•
~."..•
•
~
• Department of Public Works and Highways D PWH -QMSP-02 -F01-Rev .03
QMS Records Disposition Schedule (RDS)

Supplemental to the NAP RDS
Office: Records Officer:
Active Inactive
Code Mode of
(as Record Title and Description No. of No. of location
applicable) location Disposal
Years Years
Prepared by: Reviewed and Approved by:
Records Officer Office Head
Page 1 of 1
Issue Date: AP 1
•
1.0 Purpose
Internal Quality Audit Procedure
Revision No.:
Page No.
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1 of 5
To define a system for planning and executing internal quality audit and follow-up audit activities,
reporting results and monitoring the actions taken, and to ensure that the Quality Management
System (QMS) is effectively implemented and maintained.

Audit refers to the systematic, independent and documented process of obtaining evidence and
evaluating to objectively determine the extent to which requirements are fulfilled.
Auditee refers to the person being audited.

Auditor refers to the person who has the competency to conduct the audit.
Nonconformity (NC) refers to non-fulfilment of a requirement.
Correction refers to action taken to eliminate the detected nonconformity.
Corrective Action refers to action taken to eliminate the cause/s of the detected nonconformity,
thus preventing its recurrence or occurrence elsewhere.
3.0 Procedure
( Start )
Overall QMS Head . Preparethe Internal Quality Audit

Prepare the audit Internal Quality Audit Program, DPWH-QMSP-03-F01, taking
program/plan (IQA) Chairperson into consideration the audit scope,
IQA Leader frequency and methodologies.
Auditors are selected from the pool of

qualified auditors; auditors from the Central
Office shall conduct IQA within the CO; and
auditors from different regions shall have
rotating audits across the regional offices
and district offices. Auditors must have
attended the seminar/training on IQA and
ISO 9001:2015 Quality Management
System.
The IQA Plan shall be approved by the

Overall QMS Head.
Issue Date: APR Z 7 2ar~
•Process Flow
Responsible
Revision No.:
Page No.
Details
04
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Overall QMS Head Prepare an Internal Quality Audit Plan,

Prepare the audit IQA Chairperson DPWH-QMSP-03-F02, containing the
plan IQA Team Leader names of auditors and auditees assigned to
them. The IQA Plan shall be approved by
the Overall QMS Head.
Audit Team Leader Prepare Internal Quality Audit

Itinerary, DPWH-QMSP-03-F03, for the
Notify the auditee
whole year as the schedule should be
flexible that is set by the auditors,
considering their availability to conduct
IQA, duly signed by the IQA Leader and
Chairperson. Once approved, the auditor
shall prepare the Audit Notification and
audit checklists. Audit Checklist Form,
DPWH-QMSP-03-F04.
Conduct Audit Audit Team Conduct audit and include follow-up on the
Proper Activities previously agreed action plans and the
effectiveness of implementation.
Issue Date: APR 2 7 7@1q
•Process Flow
Responsible
Revision No.:
Page No.
Details
04
3 of 5
Prepare Summary of
The findings are summarized to show
Auditors
Findings conformities, opportunity for improvement
and nonconformities. Use IQA Summary
Report Form, DPWH-QMSP-03-FOS.
The findings are discussed to the auditee.
Accomplish the first part of CAR Form,
DPWH-QMSP-OS-FOl for non-
conformities.
Auditors Once the team deliberated their findings,

Issue IQA Summary the IQA Summary Report and CAR, if any,
Report and CAR, if is issued to the auditee after the closing
any, to auditees meeting
Process Owner Action planning is done by Process Owner's

Prepare Corrective
Group and -where necessary- all the
Action Plan
affected areas, to arrive at possible
solutions.
Process Owner The concerned process owner will

Implement Action accomplish the second part of the CAR
Plans Form.
Auditors/Audit Team The auditee returns the CAR Form within

Follow-up Action
Leader ten days from receipt, for monitoring of
Plans
action plans. The auditors may conduct
follow-up audit to check if action plans are
being implemented and are effective.
Issue Date: APR
• Internal Quality Audit Procedure

Revision No.:
Page No.
04
4 of 5
Auditors/Audit Team After the conduct of all audits, the auditors

Submissionof
consolidatedIQA Leader consolidate all IQA Summary Reports per
SummaryReports Region, along with the pertinent
and other attachments, and submit them to the IQA
documentsto the Chairperson for their review and
IQA Committee formulation of report/analysis which will be
pitched during the Management Review.
IQA Chairperson and IQA Chairperson reports to Overall QMS

ReviewAudit
Overall QMS Head Head the results of audit including results
Results
of follow-up activities.
Management Management reviews the results of audit to

Identify improvements identify the processes, services, product, or
on processes/services system that need improvement, as
reflected in the Management Review
Procedure, DPWH-QMSP-07.
Monitor/measure Process Owners If the action plan is effective, existing

improvements documents may be revised or new
document may be created following the
Control of Document Procedure,
DPWH-QMSP-Ol.
Issue Date: APR· 2 2 7019
•
4.0 References
Revision No.:
Page No.
04
S of S
DPWH-QMS-Manual, Quality Manual

DPWH-QMSP-07, Management Review Procedure
DPWH-QMSP-01, Control of Documents Procedure
5.0 Records
DPWH-QMS-03-F01, Audit Program
DPWH-QMS-03-F02, Audit Plan
DPWH-QMS-03-F03, Audit Itinerary
DPWH-QMS-03-F04, Audit Checklist
DPWH-QMS-03-F05, Audit Summary Report
DPWH-QMS-05-F01, Corrective Action Request (CAR)
Audit Notification/Memorandum
MEm!&!.~AN
IQA Leader
GLIRICI
Director IV,
I
~
C. TUMALIUAN-ALI, CESO III
ternal Audit Service
.IQA Chairperson
Approved by:
DPWH-QMSP-03-F01-Rev.04
• Department of Public Works and Highways (Use Official DPWH Letterhead)
INTERNAL QUALITY AUDIT PROGRAM

FOR CY _
I. Objective
1. To determine conformance to the DPWH requirements for its quality management system;
2. To provide information whether the quality management system is effectively implemented
and maintained;
3. To verify compliance, adherence to quality policy and achievement of objectives and targets;
and
4. To determine areas for improvement on all processes.
II. Scope and frequency of audit
All the processes described in the DPWH QMS Manual being performed by the Bureaus, Services,
Regional Offices, District Engineering Offices and Unified Project Management Offices, shall be
audited at planned interval i.e., at least once a year.
III. Audit Schedule
Area Process/ es Audit Schedule

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
IV. Audit Criteria
Criteria for audit are as follows:
1. ISO 9001:2015 Standards

2. DPWH Quality Management System Manual and Procedures
3. Quality Objectives / Balanced Scorecard
4. Quality Plans
Page 1 of 2
5. Operations Manual
6. Department Orders
7. Statutory and Regulatory Laws Affecting the DPWH Operations
V. Audit Methodology
Auditors may use the following audit methodologies:
1. IQA Procedure
2. Audit Checklist
3. Question-Observe-Check (Q-O-C) Method
4. Others (as applicable)
VI. Selection and Evaluation of Auditors
Auditors were selected on the basis of education, training, skills and experience. The auditors
must have at least attended seminars on ISO 9001:2015 and IQA training.
VII. Reporting
Results of audits shall be presented during the closing meeting. Final audit report shall be
submitted 10 days after the conduct of each audit.
VIII. Verification of Previous Nonconformities(NC}/Foliow Up Actions
All NCs still open shall be verified on the next audit.
In order to advocate independence as an audit principle, cross posting of auditors will be

implemented. In no case will any auditor be assigned to audit his/her own work or division.
Internal Quality Audit Leader Internal Quality Audit Chairman
Approved by:
Undersecretary for UPMOOperations and Technical Services

Overall QMS Head
Page 2 of 2
DPWH-QMSP-03-F02-Rev. 04
• Department of Public Works and Highways (UseDPWH Letterhead)
INTERNAL QUALITY AUDIT PLAN

FOR CY _
Purposes:
1. To determine conformance to the DPWH documented Quality Management System and to the
requirements of ISO 9001:2015;
2. To verify legal compliance, adherence to quality policy and achievements of objectives and targets;
and
3. To determine areas for improvement on all processes.
Area Process/es Criteria Auditor I s Audit Schedule
Internal Quality Audit Leader Internal Quality Audit Chairman
Approved by:
Undersecretary for UPMO Operations and Technical Services

Overall QMS Head
Page 1 of 1
~
~ ~ Department of Public Works and Highways DPWH-QM SP-03-F03-Rev.04
~~.'1'~
INTERNAL QUALITY AUDIT ITINERARY
FOR CY _
Bureaul Service/RO/DEO: Date Covered:
Process Scope:
Leadership; Planning; Operations; Performance Evaluation; Procurement Management; Human Resource
Management, Financial Management, Physical Resource Management; Information Management; Legal Services,
if applicable; and Documentation Management
Criteria:
Revised DPWH QMS Manual, Latest DPWH QMS Registers, Clauses & Sub-Clauses of ISO 9001:2015, Issuances
and other pertinent Rules and Regulations, Statutory and Regulatory Requirements
Datel nme Activity Areal Divisionl Unit Auditor Is
Audit Team Leader Internal Quality Audit Leader
Noted by:
Internal Quality Audit Chairman
Page 1 of 1
DPWH-QMSP-03-F04-Rev.04
Issue Date: APR

• INTERNAL QUALITY AUDIT CHECKLIST Revision No: 04
Pa e No. 1 of 1
Process Scope: Area(s)/Office(s):
Criteria:
Reference/ISO QMS SCORE

Remarks/ Notes
9001:2015 Items/ Questions
C NC OFI (Evidence Collected)
Clause
IQA Team Member IQA Team Leader
Noted by:
IQA Chairman
Page 1 of 1
DPWH-QSMP-03-F05-Rev.04
Republic of the Philippines
•
Internal Quality Audit Summary Report
Office: Date Audited:
Auditors: Auditees:
Notes! Remarks:
Conformities Total No.
Opportunity for Improvement (OFIs): Total No.
Nonconformities: Total No.
Deadline of Submission of Accomplished

CARs:
Prepared by: Reviewed and

Approved by:
(Name and
Signature of (Name and
Auditors/T earn Signature of Audit
Members) Team Leader)
Page 1 of 1
Issue Date: APR 2 2 7.019
•
1.0 Purpose
Control of Nonconforming
Procedure
Outputs
Revision No.:
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1 of 2
To define a system for identifying nonconforming outputs and applying the necessary control to
prevent its unintended use or delivery.
Nonconforming Output refers to an output that does not meet requirement.
Disposition refers to action taken concerning the detected nonconforming output.
3.0 Procedure
Identify Concerned Nonconforming output may be

nonconforming Personnel detected during receipt, storage, or
output internal processing.
Concerned Upon detection of nonconforming

Apply disposition Personnel outputs, apply any of the following:
• eliminate the detected
nonconformity
• preclude its original intended
use
• take action when found after
delivery or use has started
Where applicable, accomplish the

Concerned CAR form, DPWH-QMSP-OS-
Determine cause of Personnel F01, in accordance with the
nonconformity Corrective Action Procedure,
DPWH-QMSP-OS or appropriate
form designed by the concerned
office.
Issue Date: APR 2 l 7n19
• Control of Nonconforming
Process Flow
Procedure
Responsible
Outputs
Revision No.:
Page No.
Details
03
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Gather data and, where needed,

Concerned use appropriate techniques, e.g.
Identify action plan Personnel brainstorming, cause and effect
analysis, and the like.
1
Implement action
Concerned
Personnel
Use CAR Form to show action
plans.
plan Refer to Corrective Action

Procedure, DPWH-QMSP-05.
4.0 References

Corrective Action Procedure, DPWH-QMSP-05
5.0 Records
Corrective Action Report (CAR) Form, DPWH-QMSP-05-FOl
~,al~ r.~~
B. ELlmETH.
~
, Ph.D., CESOII
Assistant Secreta or Support Services
Issue Date: APR 2 2 ?n19
Doc. Code: DPWH-QMSP-OS
•
1.0 Purpose
Corrective Action Procedure
Revision No.:
Page No.
04
1 of 3
To define a system for identifying nonconformities, determining the cause/s of nonconformities,

and providing action to ensure that nonconformities do not recur.
Nonconformity refers to non-fulfilment of a requirement.
Correction refers to the action taken to eliminate the detected nonconformity.
Corrective Action refers to an action taken to eliminate the cause/s of detected nonconformity
to prevent recurrence.
Corrective Action Report (CAR) Form, DPWH-QMSP-OS-F01, refers to the form used to
document the detected nonconformity, its causes, and the necessary correction and corrective
action.
3.0 Procedure
Concerned Nonconformity may be identified

Identify
Personnel through, but not limited to, the
nonconformity
following:
• Customer feedback and complaints
• Conduct of internal quality audit
• Day-to-day operation where there
is nonfulfillment of QMS
requirements
Use CAR form, DPWH-QMSP-OS-

FOI or appropriate form designed
by the concerned officel
personnel.
Review Concerned Review the nonconformity and

nonconformity and Personnel determine the possible cause/s using
determine cause appropriate techniques, e.g.
brainstorming, cause and effect
analysis, and the like.
Issue Date:
•
Revision No.: 04
Page No. 2 of 3
Prepare correction Concerned Document and review the correction

and corrective Personnel and corrective action plans thoroughly
action in coordination with other personnel
involved to ensure effectiveness.
Seek approval of concerned head.
Approve the proposed action plans,

Approve the Concerned Unit otherwise will be returned to improve
proposed action Head on the corrective action proposed. For
plan CAR forms issued through Internal
Quality Audit, copies are kept by IAS.
For other forms, copies are kept by
the concerned office.
Implement the approved action plans.

Implement Concerned Unit Oversee the implementation of the
correction and Head action plans. For CAR forms issued
corrective action through audit, verification of
effectiveness of actions taken is done
through the follow-up audit. For other
forms issued outside audit,
verification is done by the concerned
office.
Also, revisit and update the Risk and

Opportunities Register, if necessary.
If the action plan is effective, existing

Determine if the Concerned documents may be revised or new
action plan is Personnel document may be created following
effective
the Control of Document
Procedure, DPWH-QMSP-Ol.
Otherwise, if there is no need to

create or revise the document, the
concerned unit head auditors shall
monitor the implementation
• Process Flow
Responsible
Revision No.:
Page No.
Details
04
3 of 3
Document the results of action taken

Concerned as part of the continual improvement
Create/revise
Personnel program.
document
Summarize results of corrective action

Concerned Unit for Management Review.
Monitor
Head
implementation
Auditors
4.0 References

Control of Documents Procedure, DPWH-QMSP-01
Management Review Procedure, DPWH-QMSP-O?
5.0 Records
Corrective Action Report (CAR) Form, DPWH-QMSP-05-F01
~.~ ~.~
B. ELIZABETH E.~PxPh.D., CESO II
Republic of the Philippines
• OFFICE OF THE SECRETARY
Corrective
Manila
Action Report (CAR)
Section 1 - Details of Nonconformity (To be accomplished by the Auditor/Initiator)

DPWH-QMSP-OS-FOI-Rev.03
Date: References: (manuals, procedures, policies, CAR Number:

ISO clauses, ete.)
Auditor/ Nonconformity (Non-fulfillment of
Initiator: requirement)
Issued To : Initiator:
Details: (As a result of) Office:
D Internal Quality Audit D Service Realization D Other (Pis. specify)

Issued by : Issued to: (Office Head)
Signature over Printed Name Signature over Printed Name
Description of the Nonconformity/OFI: (Include evidence)
Acknowledged by:
Section 2 - Necessary Action(s) (To be accomplished by the Auditee/Process Owner)
Correction: Target Completion Date:
Root Cause Analysis: Analyzed By:
Descri bed the necessa ry Corrective Action(s):
Approved By : Target Completion Date:
Note: Submit to IAS within 10 days upon receipt.

Section 3 - Verification of Effectiveness (To be accomplished by the Initiator)
Results of Action(s) Taken Remarks
Verified By : Verification Date :
Acknowldeged By : Next Verification Date:
Results of Action(s) Taken Remarks
Verified By : Verification Date :
Acknowldeged By : Next Verification Date:
Page 1 of 1
Department of Public Works and Highways Doc. Code: DPWH-QMSP-06
•
1.0 Purpose
Management Review Procedure Revision No.:
Page No.
To provide a guide for reviewing the DPWH Quality Management System (QMS) to determine
04
Page 1 of 3
its suitability, issue courses of action and provide resources for its improvement.
Management Review refers to the meeting conducted by the Management Committee to
assess the quality management system and to introduce necessary actions for its continual
improvement.
Overall QMS Head refer to the designated Management Committee members responsible
for the conduct of Management Review in order to ensure continual improvement of the QMS
in the Department. The designation is done through the issuance of Special Order (SO).
(Please refer to SO No. 21, Series of 2019)
3.0 Procedure
START General
Management Review of the QMS is
held at least once a year for
Department level, and at least twice
a year for the specified groupings -
Planning and PPP, SRS, Technical
Services, Support Services, UPMOs,
Luzon Operations, and Visayas and
Mindanao Operations.
Overall QMS Head Initiate the review

Initiate the review Department Level
Discuss the agenda with the Group
QMS Heads.
Respective Group QMRs Group Level
Discuss the agenda with the Office
QMS Heads.
Included in the agenda for review
but not limited to the following are:
(a) project status reports
(b) results of audit since last
Management Review (MR),
(c) status of corrective action,
(d) customer feedback
(e) status of objectives and targets
BE CERTAIN THAT IT IS THE CURRENT REVISION BEFORE USING THIS DOCUMENT

IssueDate: APR Z 2 2019
Department of Public Works and Highways Doc.Code: DPWH-QMSP-06
• Management
Process Flow
Review Procedure
Responsible
(f)
RevisionNo.:
PageNo.
Details
04
Page2 of 3
follow up actions from last

management review,
(g) changes that could affect the
QMS, and
(h) opportunity for improvement
(i) changes in external and
internal issues that are relevant
to the QMS,
(j) performance of external
providers,
(k) adequacy of resources, and
effectiveness of actions taken
to address risks and
opportunities
Overall QMS Head/ Overall Notify committee members of the

Notify members Deputy QMS Head schedule of the review meeting
through a memorandum containing
the agenda. Notification is done at
least 3 working days before the
scheduled date.
Overall QMS Head with the Conduct the Review

Conductreview Group QMS Heads and The review is conducted as follows:
IQA Chairman 1. Discussion of the agenda.
2. Presentation of respective
Group QMS Head with reports.
Office QMS Head and IQA 3. Evaluation of the QMS.
Chairman 4. Agreement and approval of
proposed actions.
5. Recording. See Management
Review Minutes.
All concerned Implement agreed resolutions.

Implement agreed Resolutions may involve revision of
resolutions existing policies/ procedures or
creation of new one. Follow the
QMS Procedures on Internal Quality
Audit, Control of Nonconforming
Outputs, Corrective Action as
appropriate
BECERTAINTHATIT ISTHECURRENT
REVISIONBEFORE
USINGTHISDOCUMENT
Issue Date: APR 2 2 ?n1g
Department of Public Works and Highways Doc. Code: DPWH-QMSP-06
• Process Flow
Management Review Procedure
Responsible
Revision No.:
Page No.
Details
04
Page 3 of 3
Overall QMS Head/ The Overall QMS Head exercises

Monitor
Group QMS Head/ overall authority with regard to the
implementation
Office QMS Head implementation and monitoring of
the QMS. Proper monitoring is
supported by signed commitment
among the parties involved.
Status of monitoring and results are
discussed in the next management
reviews.
4.0 References

Internal Quality Audit Procedure, DPWH-QMSP-03
Control of Nonconforming Products, DPWH-QMSP-04
Corrective Action Procedure, DPWH-QMSP-05
5.0 Record
Minutes of Management Review
~~nt-«? €2~
B. 'aiZAiETH E Y ,Ph.D., CESO II
Assistant Secretary or Support Services
BE CERTAIN THAT IT IS THE CURRENT REVISION BEFORE USING THIS DOCUMENT

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Departrrent of Public Works and Highways

11111" I 11111111111111111111111 111111

Section 2. Quality Management System

Control of Nonconforming Outputs

Section 6. Support Processes

Section 7. Performance Evaluation

Control of Documents, DPWH-QMSP-01

Section 1. Organizational Profile

d. Bureau of Equipment (BOE) monitors compliance to standards, operation, and maintenance

b. Public-Private Partnership Service (PPPS) undertakes the planning, marketing,

a. Bridges Management Cluster (BMC) undertakes project implementation, supervision and

b. Flood Control Management Cluster (FCMC) undertakes project preparation (MP/FS/DED),

c. Roads Management Cluster I (RMC-I) Bilateral undertakes the overall implementation

d. Roads Management Cluster II (RMC-II) Multilateral undertakes project identification

e. Buildings and Special Projects Management Cluster (BSPMC) provides technical

1.6 Regional Offices (ROs)

c. Construction Division supervises, implements, and monitors infrastructure projects in

f. Quality Assurance and Hydrology Division monitors the implementation of Quality

INFORMATION AND COMMUNICATION

Planning Equipment Quality Assurance

Figure 1.2 Organizational Chart of Regional Offices

1.7 District EngineeringOffices

c. Construction Section supervises and implements infrastructure projects in accordance with

d. Maintenance Section implements guidelines and procedures for effective maintenance of

e. Quality Assurance Section monitors the implementation of Quality Assurance Program of

INFORMAnON AND COMMUNICAnON

PUBLIC INFORMAnON STAFf

Figure 1.3 Organizational Chart of District Engineering Offices

Section 2. Quality Management System

Public administration covering planning, design, construction, and maintenance of infrastructures,

2.2 Process Approach

Each high level process has:

3.1 Management Commitment

3.1.1 Core Values

• Integrity: Conducting one's business in a transparent, honest, and ethical manner,

• Professionalism: Taking pride in one's work and committed to the pursuit of

• Teamwork: Working together in an environment of trust, fairness, respect, cooperation

3.2 Quality Policy

We commit to provide quality, safe, and environment-friendly public

We commit to comply with all requirements and to continually improve

We endeavor to implement the RIGHT PROJECTS at the RIGHT COST

3.3 Responsibility, Authority and Communication

3.3.1 Responsibility and Authority

a. taking accountability for the effectiveness of the QMS;

3.3.3 QMS Heads

a. Improving products and services to meet requirements as well as to address future

4.1 Strategic Direction

4.3 Objectives and Targets

4.4 Planning of Changes

5.1 Planning of Product Realization

5.1.1. Project Identification

5.1.2. Formulation of Plans and Investment Programs

of the Unified Project Management Office (UPMO).

The DPWH Annual Infrastructure Program contains the projects to be implemented by

5.1.3. Project Planning

5.2 Customer Related Processes

5.2.1. Determination of Requirements Related to the Product

5.2.2. Review of Requirements Related to the Product