Quality Control Plan

Gemini Tech Services, LLC approach toimplementing and managing QC is performancebased with metrics that focus performance on criticaltasks. We use audits and inspections to independently
verify compliance and identify any substandard
performance or problem areas. Our COO, Mr. Tim
Crawley, has overall responsibility for the quality andsafety of all personnel on the program. He will serveas the program’s QC Manager and is responsible for
implementing and maintaining the QC Program;
responding to customer feedback; and maintaining all
required documentation for GTS management andCustomer reviews.
With a culture of quality, safety, and environmental
stewardship established at the executive level, ourworkforce accepts the responsibility and challenge toensure that all tasks are accomplished with attention
to quality and are performed in a safe andenvironmentally-friendly manner.
GTS instills a rigorous quality culture where:
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We train, equip, and empower our employees tomanage quality in their assigned areas ofresponsibility – we engineer quality into all of ourwork processes
We set the expectation that all work is performed
in a safe, environmentally friendly manner—noexceptions
We eliminate re-work by performing all tasks toeither meet, or if possible, exceed the establishedand defined quality performance thresholds
We provide transparency to the Government
through our web-based, online reporting tool – weprovide real- and near-real time performance datafor quality, safety, budget, schedule, and risk
We train our personnel to identify nonconformances (either trends or anomalies) andopportunities for improvement, and our staff is
empowered and encouraged to recommend safety,
cost, and time savings improvement
We include continuous improvement as a corebusiness practice to reduce costs, develop bestpractices, and minimize the level of customer
oversight required

QUALITY CONTROLMEASURESGTS controls work processes by:
Identifying and documenting
customer requirements
Implementing mature SOPs andpolicies to provide repeatable
service delivery outcomes
Documenting core and supporting
processes that add value anddeliver quality services
Implementing a surveillancesystem that monitors all PWS
assigned stated services andprioritizes services in order ofmission importancePreparing and maintaining QCdocumentation and records,
including inspection results,
formal correspondence, customer
satisfaction surveys, and customer
complaints and any resulting
corrective actions
Reporting near-real- and real-time
performance data 24/7/265
Communicating regularly with ourcustomer counterparts to achieve
mission alignment, discuss statusof ongoing activities, corrective
actions, and continuous
improvement opportunities

The below illustrates the placement of Quality in our corporate and program organization. Ourline organization for Quality Management resides with the PM as the Program Quality Control
Officer; his subordinates (functional area leads) provide the quality oversight for their respective
organizations; and the first line supervisors are the next level of quality oversight. Eachemployee is responsible for ensuring that their work is performed in accordance with theestablished and customer-approved SOPs and the Original Equipment Manufacturer’s (OEM)guidelines, as applicable.

Quality Control

COO
Corporate QC
ManagerGemini Tech Services, LLC

Environmental
Compliance

CEOGray Boxes – Corporate
Oversight Positions
Dark/Medium Blue Boxes –Responsible Parties
Blue Gray Box – Functional
Compliance Areas

Health & Safety

SeaPort TOPM or QCM

Functional andBusiness Management
Performance

Corporate Quality Oversight. Our Corporate QC Manager creates a solid foundation forquality, safety, and environmental compliance and provides objective oversight to ensure
adherence to standards, regulations, and procedures.

The team receives objective oversight through periodic audits from our Corporate Quality
Control Manager, Mr. Tim Crawley, and a team of corporate or third-party subject matter
experts. We have found this structure to be highly effective in instilling the culture of ownershipand work pride and delivering high quality, repeatable outcomes.Gemini Tech Services, LLC uses the PWS as a basis for the Seaport-e Contract performancemonitoring. The below illustrates our approach to implementing and monitoring the metrics toprevent non-conformances and defects.
Establishing Performance Metrics - GTS QC Program comprises the customer-establishedperformance metrics for the assigned contract task areas, as well as environmental, health andsafety requirements assigned to a quality performing contractor. Additionally, we develop
meaningful metrics for critical business management aspects and processes including contract,
subcontracts, estimating, change management, and control management; schedule management,deliverables (quality and timeliness), document control, and government reporting. Ourperformance is reported in accordance with the specific data delivery submittal schedule

Continuous Quality Improvement Process. Our process establishes and monitors meaningful metrics,
process consistency, and standardization resulting in clear, quantitative criteria, metrics andexpectations to meet the requirements of TACOM TS3 Robotics.

requirements in our contract.
Monitoring Performance Metrics - We monitor our performance against the establishedprogram metrics at all levels throughout the organization. First line supervisors and functional
area managers are responsible for daily, weekly, and monthly monitoring to identify any
emerging trends, anomalies, or otherwise off-normal events that can or have already resulted in a
non-conformance.
Daily monitoring – our corporate ensures the sites perform their work in accordance with theirassigned task lists (e.g., work orders, actions plans, scheduled events, etc. Any gaps are tracked
to ensure they are completed within the timeframe required and any issues and approaches toresolution are discussed at the meeting and implemented at the beginning of the next work shift.
Weekly Monitoring – Using the same process as identified in the daily monitoring activities, thecorporate QC Manager is able to identify the beginning of any adverse trends or negative
performance areas. Any issues identified, if not systemic or anticipated to have adverse impacts
on the mission or other functional areas, are documented, managed, and resolved within theteam’s purview.
Our approach to aligning our Quality Management Program with the Government’s metrics
enables us to tailor our SOPs, checklists, and audit methodologies to reflect the Government’s
areas of interest and support their QA program.

This process is discussed in greater detail below.
At a minimum, GTS will conduct workmanship, product, and administrative inspections inaccordance with prescribed inspection schedules.
Workmanship in each functional area will be randomly inspected; administrative inspections will
be conducted; and product inspections will occur when we receive shipments, conduct
inventories, and use the supplies and materials. Our workforce is responsible for performing all
work in accordance with established processes and procedures. The technicians are subject toboth scheduled and unscheduled QC inspections from the Corporate QC Manager. The QC
Manager will establish an audit plan and schedule at the beginning of each contract year and willconduct, or direct someone to conduct the inspections in accordance with the schedule. The
Corporate QC Manager will conduct scheduled annual audits at a minimum.
In the event that any adverse trends or events occur, inspections of that particular functional area
will be increased until the corrective action plan is closed. The frequency of inspections isdetermined by the service delivery summary schedule and/or the corresponding Federal, State,and Army regulations, directives or instructions.
Identifying Defects - Inspections are our primary method of identifying and preventing defects
in workmanship. We use the following types of inspection methods to monitor workmanship,processes, and goods and services to identify defects:•Visual Inspections. Visual inspections will be predominantly “walk-through.” At the onsetof the contract, our technicians conducted an initial inspection. Subsequently, our Corporate
QC Manager will conduct periodic inspections to ensure that our work conforms toestablished quality thresholds. The inspector, manager, or technician performing the walkthrough inspection will identify and note possible deficiencies and task a correction of thedeficiencies on the spot if possible, if not possible, a corrective action request will be issued
and a follow-up inspection will be conducted to ensure successful remedy. GTS personnel
are expected to review their own work prior to documenting completion of the task(s). Visualinspections often are conducted at two stages – while work is in progress and after a task iscompleted.

•Random Sampling Inspection: This is a visual inspection conducted randomly, typicallywithout prior notice or scheduling.

•One Hundred Percent Inspection: Required for sensitive, controlled, and critical materials
and processes.

•Continuous Inspection: An inspection conducted at established frequencies based on
mission impact and past performance. This is predominantly exercised at the operator levelutilizing checklists that are developed to ensure repeatable quality outcomes and consistency
in service delivery, performance and output.

•Tests. Tests will be required if a visual inspection is not definitive. For example, when
conducting modernization/restoration work under the facilities maintenance function, we willuse dry or wet film gauge test to determine if the paint application is uniform and the correct
thickness. This cannot be accurately determined by visual inspection.

•Analytical Inspections/Analysis. Analytical inspections will involve the review of
documentation to ensure that work is completed on time and meets the performance standard;
records are properly kept; and reports are provided to the Government on time. The QC
Manager is responsible for conducting analytical inspections.

Preventing Defects - To prevent recurring issues we assess the available business andoperational levels appropriate for the issue or problem. Depending upon the defects
impact to the organization, mission, or environment we select an appropriate
methodology. We place high priority on defects that could potentially impact humanhealth and safety, the environment, or the mission. The below figure illustrates GTS
approach to preventing quality defects. The various methods for preventing recurring
defects include:•Administrative controls – modifications toSOPs, work instructions, or processes andassociated training•Six Sigma – use of tools from the Six
Sigma tool box such; to help us
streamline our processes, reduce failure
points, and eliminate recurring defects

•GTS
QMS

Lean – part of our continuous
improvement process used to identify
means and methods to perform more workwith fewer resources

All of these methods comprise the major
elements of our Continuous Quality
Improvement Process (CQIP). Our CQIPGTS QMS. We engineer quality into our work
creates an environment of engagement andprocesses to minimize defects.
involvement by emphasizing individualengagement in improving processes to thatprovide predictable and repeatable outcomes at the desired quality levels.
GTS closely monitors operational performance against standards to ensure our service
delivery is in accordance with requirements and customer expectations. If a task ormeasurement is found to be outside performance tolerances, we employ our CorrectiveAction Preventive Action (CAPA) Process. The CAPA is used to document the problem,
create a timeline for remedy and method for validation.
The CAPA process may be initiated in a number of ways including; management request,
missed performance indicator, customer complaint, or internal audit. A knowledgeableindividual may complete the CAPA or, depending on the nature of the issue, we may
form a Quality Improvement Team to analyze the deficiency and recommend action.
The CAPA process uses standard forms and procedures to identify the issue/deficiency,
document root cause analysis or other investigation, track active actions, recommend
corrective or preventive actions and record results.
An important aspect of our quality approach is the inclusion of all on-site technician andcorporate staff in the process of quality management. The on-site technician will havequality objectives and will be measured and evaluated on their quality. Our quality
methodology includes multiple levels of quality reviews (scheduled and ad-hoc): Peer
Reviews, QC Manager Reviews, and Executive Management Reviews.
Our QCP is designed to support proactive quality management while supporting ourteam’s efforts to identify, prevent, and minimize or eliminate non-recurrence of defective
products/services.
We use checklists, test results, deliverables and corrective action plans to maintain records fromour QC inspections. Depending upon the task, the record will be paper or electronic.
In all cases, GTS is committed to maintaining an environment of trust and transparency and ourinspection and corrective action records will be made available to the Government upon request.