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  • DESCRIBE EACH OF THE ELEMENTS ON THE SLIDE ONE OF THE REQUIREMENTS TO BECOME A REGISTERED LEAD ASSESSOR WITH IRCA IS TO HAVE SUCCESSFULLY PASSED A REGISTERED LEAD ASSESSOR COURSE THIS COURSE IS IN THE PROCESS OF BEING REGISTERED THERE ARE OTHER REQUIREMENTS OF COURSE AND WE WILL BE EXAMINING THESE LATER ON IN THE COURSE BUT TO PASS THE COURSE THERE ARE TWO INDEPENDENT ELEMENTS WRITTEN EXAM 70% OVERALL : 40% IN EACH OF 4 SECTIONS CONTINUOUS ASSESSMENT MARKS AWARDED FOR SOME OF THE WRITTEN EXERCISES AND FOR YOUR LEVEL OF PARTICIPATION, COMMUNICATION AND, MOST IMPORTANTLY, TEAM SKILLS DEMONSTRATED DURING THE COURSE AS WITH EXAM 70% REQUIRED TO PASS EXPLAIN RE-SIT POLICY EMPHASISE HANDWRITING & TIME KEEPING
  • DESCRIBE EACH OF THE ELEMENTS ON THE SLIDE ONE OF THE REQUIREMENTS TO BECOME A REGISTERED LEAD ASSESSOR WITH IRCA IS TO HAVE SUCCESSFULLY PASSED A REGISTERED LEAD ASSESSOR COURSE THIS COURSE IS IN THE PROCESS OF BEING REGISTERED THERE ARE OTHER REQUIREMENTS OF COURSE AND WE WILL BE EXAMINING THESE LATER ON IN THE COURSE BUT TO PASS THE COURSE THERE ARE TWO INDEPENDENT ELEMENTS WRITTEN EXAM 70% OVERALL : 40% IN EACH OF 4 SECTIONS CONTINUOUS ASSESSMENT MARKS AWARDED FOR SOME OF THE WRITTEN EXERCISES AND FOR YOUR LEVEL OF PARTICIPATION, COMMUNICATION AND, MOST IMPORTANTLY, TEAM SKILLS DEMONSTRATED DURING THE COURSE AS WITH EXAM 70% REQUIRED TO PASS EXPLAIN RE-SIT POLICY EMPHASISE HANDWRITING & TIME KEEPING
  • DESCRIBE EACH OF THE ELEMENTS ON THE SLIDE ONE OF THE REQUIREMENTS TO BECOME A REGISTERED LEAD ASSESSOR WITH IRCA IS TO HAVE SUCCESSFULLY PASSED A REGISTERED LEAD ASSESSOR COURSE THIS COURSE IS IN THE PROCESS OF BEING REGISTERED THERE ARE OTHER REQUIREMENTS OF COURSE AND WE WILL BE EXAMINING THESE LATER ON IN THE COURSE BUT TO PASS THE COURSE THERE ARE TWO INDEPENDENT ELEMENTS WRITTEN EXAM 70% OVERALL : 40% IN EACH OF 4 SECTIONS CONTINUOUS ASSESSMENT MARKS AWARDED FOR SOME OF THE WRITTEN EXERCISES AND FOR YOUR LEVEL OF PARTICIPATION, COMMUNICATION AND, MOST IMPORTANTLY, TEAM SKILLS DEMONSTRATED DURING THE COURSE AS WITH EXAM 70% REQUIRED TO PASS EXPLAIN RE-SIT POLICY EMPHASISE HANDWRITING & TIME KEEPING
  • DESCRIBE EACH OF THE ELEMENTS ON THE SLIDE ONE OF THE REQUIREMENTS TO BECOME A REGISTERED LEAD ASSESSOR WITH IRCA IS TO HAVE SUCCESSFULLY PASSED A REGISTERED LEAD ASSESSOR COURSE THIS COURSE IS IN THE PROCESS OF BEING REGISTERED THERE ARE OTHER REQUIREMENTS OF COURSE AND WE WILL BE EXAMINING THESE LATER ON IN THE COURSE BUT TO PASS THE COURSE THERE ARE TWO INDEPENDENT ELEMENTS WRITTEN EXAM 70% OVERALL : 40% IN EACH OF 4 SECTIONS CONTINUOUS ASSESSMENT MARKS AWARDED FOR SOME OF THE WRITTEN EXERCISES AND FOR YOUR LEVEL OF PARTICIPATION, COMMUNICATION AND, MOST IMPORTANTLY, TEAM SKILLS DEMONSTRATED DURING THE COURSE AS WITH EXAM 70% REQUIRED TO PASS EXPLAIN RE-SIT POLICY EMPHASISE HANDWRITING & TIME KEEPING
  • DESCRIBE EACH OF THE ELEMENTS ON THE SLIDE ONE OF THE REQUIREMENTS TO BECOME A REGISTERED LEAD ASSESSOR WITH IRCA IS TO HAVE SUCCESSFULLY PASSED A REGISTERED LEAD ASSESSOR COURSE THIS COURSE IS IN THE PROCESS OF BEING REGISTERED THERE ARE OTHER REQUIREMENTS OF COURSE AND WE WILL BE EXAMINING THESE LATER ON IN THE COURSE BUT TO PASS THE COURSE THERE ARE TWO INDEPENDENT ELEMENTS WRITTEN EXAM 70% OVERALL : 40% IN EACH OF 4 SECTIONS CONTINUOUS ASSESSMENT MARKS AWARDED FOR SOME OF THE WRITTEN EXERCISES AND FOR YOUR LEVEL OF PARTICIPATION, COMMUNICATION AND, MOST IMPORTANTLY, TEAM SKILLS DEMONSTRATED DURING THE COURSE AS WITH EXAM 70% REQUIRED TO PASS EXPLAIN RE-SIT POLICY EMPHASISE HANDWRITING & TIME KEEPING
  • DESCRIBE EACH OF THE ELEMENTS ON THE SLIDE ONE OF THE REQUIREMENTS TO BECOME A REGISTERED LEAD ASSESSOR WITH IRCA IS TO HAVE SUCCESSFULLY PASSED A REGISTERED LEAD ASSESSOR COURSE THIS COURSE IS IN THE PROCESS OF BEING REGISTERED THERE ARE OTHER REQUIREMENTS OF COURSE AND WE WILL BE EXAMINING THESE LATER ON IN THE COURSE BUT TO PASS THE COURSE THERE ARE TWO INDEPENDENT ELEMENTS WRITTEN EXAM 70% OVERALL : 40% IN EACH OF 4 SECTIONS CONTINUOUS ASSESSMENT MARKS AWARDED FOR SOME OF THE WRITTEN EXERCISES AND FOR YOUR LEVEL OF PARTICIPATION, COMMUNICATION AND, MOST IMPORTANTLY, TEAM SKILLS DEMONSTRATED DURING THE COURSE AS WITH EXAM 70% REQUIRED TO PASS EXPLAIN RE-SIT POLICY EMPHASISE HANDWRITING & TIME KEEPING
  • DESCRIBE EACH OF THE ELEMENTS ON THE SLIDE ONE OF THE REQUIREMENTS TO BECOME A REGISTERED LEAD ASSESSOR WITH IRCA IS TO HAVE SUCCESSFULLY PASSED A REGISTERED LEAD ASSESSOR COURSE THIS COURSE IS IN THE PROCESS OF BEING REGISTERED THERE ARE OTHER REQUIREMENTS OF COURSE AND WE WILL BE EXAMINING THESE LATER ON IN THE COURSE BUT TO PASS THE COURSE THERE ARE TWO INDEPENDENT ELEMENTS WRITTEN EXAM 70% OVERALL : 40% IN EACH OF 4 SECTIONS CONTINUOUS ASSESSMENT MARKS AWARDED FOR SOME OF THE WRITTEN EXERCISES AND FOR YOUR LEVEL OF PARTICIPATION, COMMUNICATION AND, MOST IMPORTANTLY, TEAM SKILLS DEMONSTRATED DURING THE COURSE AS WITH EXAM 70% REQUIRED TO PASS EXPLAIN RE-SIT POLICY EMPHASISE HANDWRITING & TIME KEEPING
  • DESCRIBE EACH OF THE ELEMENTS ON THE SLIDE ONE OF THE REQUIREMENTS TO BECOME A REGISTERED LEAD ASSESSOR WITH IRCA IS TO HAVE SUCCESSFULLY PASSED A REGISTERED LEAD ASSESSOR COURSE THIS COURSE IS IN THE PROCESS OF BEING REGISTERED THERE ARE OTHER REQUIREMENTS OF COURSE AND WE WILL BE EXAMINING THESE LATER ON IN THE COURSE BUT TO PASS THE COURSE THERE ARE TWO INDEPENDENT ELEMENTS WRITTEN EXAM 70% OVERALL : 40% IN EACH OF 4 SECTIONS CONTINUOUS ASSESSMENT MARKS AWARDED FOR SOME OF THE WRITTEN EXERCISES AND FOR YOUR LEVEL OF PARTICIPATION, COMMUNICATION AND, MOST IMPORTANTLY, TEAM SKILLS DEMONSTRATED DURING THE COURSE AS WITH EXAM 70% REQUIRED TO PASS EXPLAIN RE-SIT POLICY EMPHASISE HANDWRITING & TIME KEEPING
  • DESCRIBE EACH OF THE ELEMENTS ON THE SLIDE ONE OF THE REQUIREMENTS TO BECOME A REGISTERED LEAD ASSESSOR WITH IRCA IS TO HAVE SUCCESSFULLY PASSED A REGISTERED LEAD ASSESSOR COURSE THIS COURSE IS IN THE PROCESS OF BEING REGISTERED THERE ARE OTHER REQUIREMENTS OF COURSE AND WE WILL BE EXAMINING THESE LATER ON IN THE COURSE BUT TO PASS THE COURSE THERE ARE TWO INDEPENDENT ELEMENTS WRITTEN EXAM 70% OVERALL : 40% IN EACH OF 4 SECTIONS CONTINUOUS ASSESSMENT MARKS AWARDED FOR SOME OF THE WRITTEN EXERCISES AND FOR YOUR LEVEL OF PARTICIPATION, COMMUNICATION AND, MOST IMPORTANTLY, TEAM SKILLS DEMONSTRATED DURING THE COURSE AS WITH EXAM 70% REQUIRED TO PASS EXPLAIN RE-SIT POLICY EMPHASISE HANDWRITING & TIME KEEPING

Quality Management Presentation Transcript

  • 1. TQM & QMS Welcome all delegates ISO 9001:2008
  • 2. A Thought Before We Start Q
  • 3.  
  • 4.
    • Quality ?????
  • 5. Quality is Fitness for Use / Purpose
  • 6.
    • Why Quality ?
  • 7.
    • The Business Spiral
    • … it is true that without QUALITY there cannot be GROWTH..
    • Without growth PROFIT is doubtful..
    PROFIT GROWTH QUALITY
  • 8.
    • Definitions
  • 9. Quality The totality of features and characteristics (attributes) of a product or service that bear on its ability to satisfy a given need.
  • 10. Quality Control Those Quality Assurance Actions which provide a means to Control and Measure the characteristics of an item, process or facility to establish requirements.
  • 11. Quality Assurance All those planned & systematic actions necessary to provide adequate confidence that an item or a facility will perform satisfactorily in service.
  • 12. Inspection The process of measuring, examining, testing, gauging or otherwise comparing one or more characteristics of a product or service with the specified requirements.
  • 13. Quality Aspects
      • Proposal
      • Design/Drafting/ Interface & Engineering
      • Equipment Procurement
      • Site Execution
  • 14. Quality System
    • The organizational structure, procedures, processes & resources needed to implement quality management.
  • 15. Development of Quality System Standards 1975 - QA-42 Developed By CEGB, UK 1977 - Quality System Requirements in Indian contracts 1979 - British Standard 5750 on Quality Systems 1981 - BS: 5750 on Quality Systems - Revised 1982 - First Indian Standard of Manual on Quality Assurance Systems was Published as IS:10201 1987 - ISO-9000 Series was issued First Time. 1994 - Revised ISO-9000 Series Issued 2000 - Revised ISO-9000 Series Issued 2008 – Current Series of ISO-9000 Issued
  • 16.
    • Projects are executed as per EPC procedures.
    • EPC division awarded ISO 9001:2000 Certificate by BVQI in Oct 2006
    • EPC division recertified as per ISO 9001:2008 in Oct 2009
    • 1 st Surveillance Audit conducted successfully in July ‘ 10
    Systems & Processes
  • 17. Quality Policy- RInfra
  • 18. “ On this day, I solemnly affirm that I will rededicate myself to the cause of providing world class quality in engineering, procurement and construction and will do my best to abide Indian and International codes, rules, regulations and procedures. I will also develop attitude and habits conducive for achieving these objectives. I fully understand that all employees are expected to do the quality work by doing the right things, right way, first time and every time. I will do everything possible to produce highest quality out puts, with continual improvements, in the interest of Society, Organization, Nation and the whole World at large.” Quality Pledge
  • 19. TERMINOLOGY & CONCEPTS degree to which a set of inherent characteristics fulfils requirements Quality
  • 20. TERMINOLOGY & CONCEPTS something aimed for, related to quality Quality Objective
  • 21. Quality????
    • What is Quality?
        • A Destination
        • A Target
        • A Journey
        • A Fad
        • A Nice Word
        • All of the above
        • None of the above
  • 22. D ET N ORSKE V ERITAS Excellence CONTINUAL IMPROVEMENT Time
  • 23. TERMINOLOGY & CONCEPTS overall intentions and direction of an organisation related to quality, as formally expressed by top management Quality Policy
  • 24. TERMINOLOGY & CONCEPTS Inherent means existing in something Assigned Characteristic (e.g. price of product) is not a quality characteristic
  • 25. TERMINOLOGY & CONCEPTS need or/ and expectation that is stated, generally implied or obligatory Requirement
  • 26. TERMINOLOGY & CONCEPTS recurring activity to increase the ability to fulfil requirements Continual Improvement
  • 27. Continual Improvement Achieve objectives Quality Management System: support to achieve the objectives Do Check Act Plan Continual Improvement Achieve objectives Moving target
  • 28. TERMINOLOGY & CONCEPTS
    • Correction
      • Action taken to eliminate a detected nonconformity
    • Corrective Action(Reactive)
      • Action taken to eliminate the cause of a detected nonconformity or other undesirable situation
    • Preventive Action(Proactive)
      • Action taken to eliminate the cause of a potential nonconformity or other potentially undesirable situation
  • 29. TERMINOLOGY & CONCEPTS specified way to carry out an activity or a process Procedure
  • 30. Management System
    • Management System:
      • to establish objectives and to achieve Quality Policy
    • Quality Management System:
      • to direct and control an organisation with regard to quality
    • System:
      • set of interrelated or interacting elements
  • 31.
  • 32.
  • 33. TQM PHILOSOPHY Continuous Improvement. stresses systematic, integrated, consistent, organization wide perspective involving everyone and everything… Factors: Customer Orientation, Process based Management, Empowered People and Continuous Improvement…. 3XP= People, Process, Purpose..
  • 34. TQMeX Developed by Samuel Ho.. top down approach wherein organization has clear cut strategic intent and operational clarity. (People, Technology and Structure..).. Four Pillars of TQM… 1. Process Audit: what is going on within and external to the organization. Setting house in order. Tool like 5S used. 2. Process fine-tuning. Based on customer’s need identifies process which are to be changed or modified or eliminated (friendly, faster and flexible). Tool like BPR. 3. Systematizing; needs to be institutionalized. hence ISO standards… 4. Company wide Transformation: While all above, cultural changes take place (Total Productive Maintenance-TPM)
  • 35. 5-S Seiri Reorganization Throw away Seiton Arrangement Optimum Space Use Seiso Clean Up Neatness & Parsomony Seiketsu Cleanliness Clean Psycology Shitsuke Self-discipline Right Attitude (Top management Commitment and be prepared, Promotional Campaign, Keeping Records, Training, Evaluation)
  • 36. BPR Earlier-a worker to specialize in a task if he performs repeatedly. Now, customer is interested in end result-fine tuning of process for lowest cost to the desired result given the constraints .BPR. IS DEFINED AS THE FUNDAMENTAL RETHINKING AND RADICAL REDESIGN OF BUSINESS PROCESSES TO ACHIEVE DRAMATIC IMPROVEMENTS IN CRITICAL CONTEMPORARY MEASURES OF PERFORMANCE SUCH AS QUALITY COST SERVICE AND SPEED.
  • 37. TOTAL PRODUCTIVE MAINTENANACE (TPM) Total Productive Maintenance (TPM) is a maintenance program which involves a newly defined concept for maintaining plants and equipment. The goal of the TPM program is to markedly increase production while, at the same time, increasing employee morale and job satisfaction. The TPM program closely resembles the popular Total Quality Management (TQM) program. Many of the same tools such as employee empowerment, benchmarking, documentation, etc. are used to implement and optimize TPM.
  • 38. TOTAL PRODUCTIVE MAINTENANACE (TPM) Total Productive Maintenance (TPM) is a maintenance program concept. Philosophically, TPM resembles Total Quality Management (TQM) in several aspects, such as (1)total commitment to the program by upper level management is required, (2) employees must be empowered to initiate corrective action, and (3) a long range outlook must be accepted as TPM may take a year or more to implement and is an on-going process. Changes in employee mind-set toward their job responsibilities must take place as well.
  • 39. TOTAL PRODUCTIVE MAINTENANACE (TPM) TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. It is no longer simply squeezed in whenever there is a break in material flow. The goal is to hold emergency and  unscheduled maintenance to a minimum.
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46. QUALITY MANAGEMENT PRINCIPLES Comprehensive and fundamental rule or belief, for leading and operating an organisation, aimed at continually improving performance over the long term by focusing on customers while addressing the needs of all other stakeholders ISO/TC176/WG15
  • 47. What is the place of QMS in RInfra?
    • RInfra’s Management Systems
    Quality Management System ISO 9001:2008 Environment Management System ISO 14001:2004 Social Accountability Management System SA 8000:2008 Organisation Health & Safety Management System OHSAS 18001:2007 IT Security Management System ISO 27001:2005 Financial Management System Energy Management System
  • 48. QUALITY MANAGEMENT PRINCIPLES
    • Customer-Focused Organisation
    • Leadership
    • Involvement of People
    • Process Approach
    • System Approach by Management
    • Continual Improvement
    • Factual approach to decision making
    • Mutually beneficial supplier relationships
  • 49. CONTINUAL IMPROVEMENT OF THE QUALITY MANAGEMENT SYSTEM C U S T O M E R C U S T O M E R R e q u i r e m e n t s S a t i s f a c t i o n Product Realisation Product Input Output Quality Management System Resource Management Management Responsibility Measurement, Analysis, Improvement
  • 50. Quality Management System Management responsibility(5.0 ) 5.1 Management Commitment, 5.2 Customer Focus, 5.3 Quality Policy 5.4 Planning, 5.5 Resp, Authorty & communication 5.6 Management Review Product realization(7.0 ) 7.1 Planning of Product realiz, 7.2 Customer-related process, 7.3 Design & Development 7.4 Purchasing 7.5 Product and Service provision 7.6 Control of monitoring and measuring devices Resource Management(6.0 ) 6.1 Provision of resources, 6.2 Human resources 6.3 Infrastructure 6.4 Work Environment Measurement, Analysis & Improvement (8.0) 8.1 General, 8.2 Monitoring and Measurement 8.3 Control of non conforming product 8.4 Analysis of Data 8.5 Improvement. Quality Management System(4.0) 4.1 General requirements 4.2 Documentation The Framework of ISO 9000:2000 Continual Improvement
  • 51. QMP 1 : CUSTOMER - FOCUSED ORGANISATION
    • Understanding customer needs and expectations
    • Balancing various needs and expectations of customers and stakeholders
    • Communicating these needs and expectations throughout the organisation
    • Measuring customer satisfaction and acting on results
    • Managing customer relationships
  • 52. QMP 2 - LEADERSHIP
    • Being proactive & leading by example
    • Establishing a clear vision of the organisation’s future
    • Providing people with required resources and freedom to act with responsibility and accountability
    • Promoting open and honest communication
    • Educating, training and coaching people
    • Implementing strategy to achieve goals and targets
  • 53. QMP 3 : INVOLVEMENT OF PEOPLE
    • Accept ownership and responsibility to solve problems
    • Actively seek opportunities to make improvements
    • Freely share knowledge and experience in teams and groups
    • Better represent the organisation to customers
    • Derive satisfaction from their work
    • Be enthusiastic and proud to be part of the organisation
  • 54. QMP 4 : PROCESS APPROACH
    • Define Processes needed to achieve desired results
    • Identify & Measure Inputs/Outputs
    • Identify interfaces
    • Evaluate risk, consequence and impact on customers
    • Establish responsibility, authority and accountability for managing processes
    • Consider methods, training, resources, etc to achieve desired result
  • 55. QMP 5 : SYSTEM APPROACH TO MANAGEMENT
    • Define & Develop processes
    • Structure the System in most efficient way
    • Understand interdependencies of processes in the system
    • Continually improve through measurement and evaluation
  • 56. QMP 6 : CONTINUAL IMPROVEMENT
    • Products, Processes & Systems
    • Incremental & Breakthrough Concepts
    • Periodic Assessment against established Criteria
    • Efficiency & Effectiveness of processes
    • Promote prevention-based activities
    • Provide training on continual improvement tools
    • measuring, verifying, and analysing results after implementation
  • 57. QMP 7 : FACTUAL APPROACH TO DECISION-MAKING
    • Measuring & Collecting Data & Information
    • Ensure accurate, reliable & accessible
    • Analyse data and information
    • Understand value of Statistical Techniques
    • Make Decisions and Take Actions on the basis of Analysis of result
  • 58. The Quality Management Principles
    • Principle 8 Mutually beneficial supplier relationships
    • An organisation and its suppliers are interdependent, and a mutually
    • beneficial relationship enhances the ability of both to create value.
  • 59. Sample Manufacturing Quality Plan Quality Assurance Approach
  • 60.
      • Erection control
            • Identification and traceability
            • Purchasing/process control
            • Document control
            • Calibration of instruments
    • Field Quality Plans (FQP):
    • To ensure Quality of Site Work & covers following stages:
        • Receipt
        • Storage
        • Erection
        • Pre-commissioning
    Quality Assurance Approach
  • 61. Sample Field Quality Plan
  • 62.
    • Quality Assurance Approach
    • DOCUMENT CONTROL IDENTIFICATION AND TRACEABILITY
    • CORRECT REVISION OF DRG AVAILABILITY 1. MARKING
    • 2. QUALITY PLAN 2. TRANSFER OF MARKING
    • 3. TESTING PROCEDURES
    • PURCHASING CONTROL CALIBRATION OF INSTRUMENTS
    • 1. VENDOR FOR MATERIAL SUPPLY 1.CHECK FOR ACCURACY OF MEASURING VERNEERS, GAUGES
    • 2. PURCHASE SPEC 2. PROCESSCONTROLINSTRUMENTS
    • 3. VERIFICATION REQUIREMENTS
    • 4. TEST CERTIFICATES REQD.
  • 63.
    • The testing processes are of two types:
    • Destructive testing:
      • Test carried out on sample
      • Measurements are direct & reliable
      • Quantitative measurements
    • Non-Destructive testing
      • Test carried out on actual product
      • Measurements are indirect
      • Only Qualitative measurements
    Types of Testing
  • 64.
      • Some most common Destructive tests adopted in Power Industry
        • Tensile Test
        • Elongation Test
        • Bend test
        • Impact Test
    Destructive Testing
  • 65.
      • Some most common NDT testing adopted in Power Industry
        • Visual Testing
        • Eddy Current Testing
        • Dye (Liquid) Penetration Testing
        • Radiography Testing
        • Ultrasonic Testing
    Non Destructive Testing
  • 66. Visual Testing
  • 67. Eddy Current Testing
  • 68. Dye (Liquid) Penetration Testing
  • 69. Dye (Liquid) Penetration Testing
  • 70. Dye (Liquid) Penetration Testing
  • 71. Dye (Liquid) Penetration Testing
  • 72. Radiography Testing
  • 73. Radiography Testing
  • 74. Ultrasonic Testing
  • 75. Ultrasonic Testing
  • 76. Ultrasonic Testing
  • 77. Ultrasonic Testing
  • 78. Trade Testing
  • 79.
    • Uniform Systems and Practices Across EPC Sites
    • Trade Tests have been enforced for the following trades:
    • Civil:
    • Trade Test for Mason, Vibrator Operators, Carpenters, Scaffolder, Bar Bender
    • Mechanical:
    • Pipe Welder, Structural Welder, Fitter (Pipe & Structural), NDT Operator, Painter, Painting Inspector
    • Electrical:
    • General Electrician, Building Wiring Electrician, Cable Termination
  • 80.
  • 81. RAW WATER RESERVIOR
  • 82. COOLING TOWER IDCT TYPE
  • 83. COOLING TOWER
  • 84. WATER CLERIFIER
  • 85. WATER INTAKE
  • 86. BOILER UNIT -1 & ESP
  • 87. WAGON T IPPLER
  • 88. TRACK HOPPER
  • 89. POLYTHENE BAGS & CUTTING PLANTS BOUHINIA PURPURIA A DEVELOPED LAWN AREA PLUMERIA ALBA
  • 90. MIMUSOOPS ILENGI OVERVIEW OF NURSERY
  • 91.
  • 92. Name: - Rajnath Yadav Trade: - Fitter Experience: - 38 years Company: - Paharpur Cooling Tower ltd . Working With: - Rainbow Engineers Awarded for: - Excellent workmanship in CT piping and Tee fabrication for raw water Intake.
    • Name : Dhurander Prasad
    • Trade : Mason
    • Experience : 15 Years
    • Company : M/s Envirad Project Pvt. Ltd.
    • Working in : DM Plant Building, Chemical House, fuel Oil Control Building.
      • Awarded for : Best Workmanship in Brick Work,Plastering and Concreting.
  • 93. Certificates distributed by Project Director. Nominal award money of Rs. 500 given with certificates.
  • 94. SANTOSH KUMAR GUPTA QC ENGINEER BATCHING PLANT M/S JAGDISH SARAN
  • 95. QUS: - HOW IS THE QUALITY OF CHIMNEY? ANS:- THE QUALITY OF CHIMNEY IS VERY HIGH AND IN MY OPENION IT CAN COMPETE ANY WORLD CLASS STRUCTURE . QUS:- IN YOUR OPENION , HOW IS THE QUALITY OF OTHER WORK? ANS:- EVEN THE QUALITY OF OTHER WORK IS VERY GOOD. QUS:- ANY SUGESSTION OF ANY FURTHER IMPROVEMENT? ANS: CURING TO BE DONE MORE REGULARLY & FOR BETTER WORKMANSHIP MORE MANPOWER TO BE DEPLOYED AT SITE. MRS. ZHU XIAO GING LIFT OPERATOR CHIMNEY WORK NPCGC.
      • प्रश्न : आप क्वालिटी के बारे में क्या जानते है ?
      • उत्तर : मेरे विचार से अपने कार्य में उच्च मापदंड रखना ही क्वालिटी होता है .
      • प्रश्न : आप अपने कार्य में क्वालिटी लाने के लिए क्या करते है ?
      • उत्तर : १ .) ड्राइंग के अनुसार कार्य करना .
      • २ .) काम के वक़्त अच्छा कंक्रीट सीमेंट इस्तमाल करना .
      • ३ .) और अच्छे से तराई करते रहना .
      • प्रश्न : प्लांट में बाकि जगह पर चल रहे काम की क्वालिटी के बारे में आप का क्या कहना है ?
      • उत्तर : बाकि जगह भी काम अच्छा ही चल रहा है मगर कुछ जगह में काम की क्वालिटी में और भी सुधार लाया जा सकता है .
      • Vijay Kumar
      • Mason
    • KK Construction, Cooling Tower II
  • 96. Now all the Tension, Flexural & Compression tests can be done at site only, like, Rebar, Wire Rope , Waterproofing Membrane, Steel Plates, Rubber Sheets etc.
  • 97. May-09
  • 98. June-09
  • 99.
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  • 124. Survey Check Using Total Station Verticality & Depth Check of Pile Load Test of Pile Using LVDT
  • 125. Concrete Cube Testing Vacuum Test of Fuel Oil Tank CBR Check of Road Concrete Slump Check
  • 126. Hydraulic Test of ACW Pipe Spectrum Analysis of Boiler Weld Joint Ultrasonic Test of Weld Joint Boiler Column Verticality Check
  • 127. Laser Beam Check for Chimney Verticality Compaction Check by Core Cutter Method Rapid Moisture Meter for Moisture Content Holiday Testing on Wrapping of Pipe
  • 128.
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  • 140.  Vertical formwork to columns, walls, beams  Soffit formwork to slabs (Props to be refixed immediately after removal of form work)  Soffit formwork to beams (Props to be refixed immediately after removal of form work  Props to Slabs ◦ Spanning up to 4.5m ◦ Spanning over 4.5m  Props to beams and arches: ◦ Spanning up to 6m ◦ Spanning over 6m  16 - 24 h  3 Days  7 Days  7 Days  14 Days  14 Days  21 Days
  • 141.
  • 142. Project Quality Organisation
    • Single Point Coordiation with Project Team (PD / EM / CM)
    • Coordination with Client / Contractor
    • Coordination with Core Quality
    • Coordination with Field Quality
    • Facilitation of Resolution of Critical NCRs
    • Facilitation of Requisite Document / Data
    • Surveillance Audit of all Works
    Roles and Responsibilities
  • 143. Core (Supply) Quality Organisation
    • Pre-bid Tender Evaluation & Finalisation of Quality
    • Vendor Evaluation
    • Preparation of Standard QPs / FQPs
    • Finalization of QPs / FQPs
    • Development of Work Instructions / Formats
    • Establishing trade test system
    • Witnessing of Critical Checks & Issue of NCRs
    • Resolution of Critical NCRs
    • Surveillance Audit of all Works
    • Coordination with outside Inspection Agencies / Labs
    • Coordination with Engg. / C&C / Project
    • Manning of 24x7 Help Line to Field Quality
    • Standardization of Quality Requirements / QPs / FQPs / Formats
    • SAP – Quality Module Implementation
    • Internal QA Audit & Helping IMS Certification
    • Implement total quality
    Roles and Responsibilities
  • 144. Field Quality Organisation
    • Witnessing of Critical / A Checks
    • Surveillance of Major / B Checks
    • Implementation of Work Instructions
    • Issue of NCR’s & its Compliance
    • Setting of FQA lab by RIL / agencies
    • Witnessing of Tests at Labs (including outside labs)
    • Surveillance Audit of all Works
    • Quality certification of Bills
    • Conducting Trade Test / Welder Qualification
    • Internal QA Audit & Helping IMS Certification
    Roles and Responsibilities
  • 145. S.M.A.R.T Objectives
    • SPECIFIC- clear statement of what needs to be achieved
    • MEASURABLE- success can be objectively validated
    • ACHIEVABLE-can be done, we have the resources
    • RELEVANT-based on the quality policy and appropriate to the purpose of the process.
    • (Many also call it REALISTIC)
    • TIME BOUND-has a clear target date for achievement
  • 146. Quality Management Principles
    • The eight quality management principles were a key input to the development of ISO 9001:2008.
    • “ To lead and operate an organization successfully, it is necessary to direct and control it in a systematic and transparent manner. Success can result from implementing and maintaining a management system that is designed to continually improve performance while addressing the needs of all interested parties.” ISO 9000:2005
    8. Mutually beneficial supplier relationships 4. Process approach 7. Factual approach to decision making 3. Involvement of people 6. Continual improvement 2. Leadership 5. System approach to management 1. Customer focus
  • 147. What is Quality? (An explanation)
    • Doing the right things,
    • the right way,
    • first time,
    • and
    • every time.
    “ In short, Consistently!”
  • 148. What is Quality? (as per ISO 9000:200 5 )
    • Quality: “Degree to which a set of inherent characteristics fulfills requirements.”
    • ( “ Inherent Characteristics ” is permanent distinguishing features)
    • Requirement: Need or
    • expectation that is
    • stated , generally implied
    • or obligatory .
  • 149. Processes are effective & efficient. Product / Service is as per specifications, on-time, intact and demonstrated All customers satisfied with Product/Services Quality  Quality of Services as per ISO 9001:2008 Q
  • 150. QUALITY does not have a starting point and ending point. Right from Contract review to Customer satisfaction, Quality is to be built in. In other words QUALITY HAS NO HOLIDAY Quality Management Quality Management is a Team Effort
  • 151. SAFETY & QUALITY are two sides of the coin Quality & Safety First: Concept of ‘Right first time & every time Quality & Safety Matters: Defines attitudinal aspect of Quality & safety Quality & Safety Leads: Quality & Safety as a leadership vehicle Quality & Safety Delights: Focuses on customer delight SAFETY saves LIFE QUALITY protects JOB
  • 152. Work Instructions- DO’s & Don’t Below Practices Leads to Poor Quality & Unsafe Condition Blunt Tools Beyond Safe Limit Loose Dress Without Safety Gears Touch Live Electrical Parts No Harness at height Machine without Guard Wrap/Hold Live Wires Combustible Material at work Place Welding near Flammable Material Welding without Protective Gears Unsafe Practice Leads to Fatalities
  • 153. Unsafe Practices
  • 154. Thank You
  • 155. Thanks Jan, 2011 6x660 MW Ultra Mega Power Project, Sasan Project “JOSH”
  • 156. QUALITY MANAGEMENT PRINCIPLES Q
  • 157. Quality Management Principles
    • The
    • Eight
    • Quality Management Principles
    • form the b asis of the
    • ISO 9000:2000
    • series of standards
  • 158. The Quality Management Principles
    • Principle 1
    • Customer focus   Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.
    • (Basically
    • To identify and understand customer needs
    • To satisfy customer requirements
    • To meet customer expectations)
    •  
  • 159. Customer Focus Organisation interacting with customers to find out their requirements and enhance their satisfaction Q
  • 160. The Quality Management Principles
    • Principle 2
    • Leadership  
    • Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives.
    • (Basically, Leaders establish
    • Unity of purpose
    • Direction of Organisation
    • Internal Environment of organisation
    • Establish the context in which staff gets involved.)
  • 161. Leadership (Unity of Purpose & Direction) Q
  • 162. The Quality Management Principles
    • Principle 3
    • Involvement of people   People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.
    • (Basically, involvement of staff implies
    • Full involvement of staff at all levels for the benefit of the organisation.)
  • 163. Involvement of people Q
  • 164. Involvement of people Coordination between Teams???
  • 165. Team Work……Better for All
  • 166. We must remember
    • “ Quality is everybody’s job”
    • Dr A.V. Feigenbaum
    • Quality Guru
  • 167. The Quality Management Principles
    • Principle 4
    • Process approach  
    • A desired result is achieved more efficiently when activities and related resources are managed as a process.  
    • (Basically, Process Approach
    • Managing resources
    • Managing processes and activities
    • To achieve desired results.)
  • 168. Process Approach
  • 169. The Quality Management Principles
    • Principle 5
    • System approach to management   Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.
    • (Basically, Systems Approach Management implies
    • Understanding a system of inter-related processes
    • Managing the system of inter-related processes
    • For contributing to the organisation’s effectiveness and
    • For contributing to the organisation’s efficiency.)  
  • 170. System Approach Process Output Input Supplier Customer Services Resources Feedback
  • 171. Traffic Lights System Q
  • 172. Multi Level Flyover (eg Dhaula Kuan, Delhi) Q
  • 173. A typical model of a TPP
  • 174. The Quality Management Principles
    • Principle 6
    • Continual improvement   Continual improvement of the organization's overall performance should be a permanent objective of the organization.  
    • (Basically, Continual Improvement
    • Is mandatory and not a choice of the organisation
    • Must become the organisations permanent objective.)
  • 175. Continual Improvement A permanent objective is to continually improve PDCA CYCLE Q
  • 176. The Quality Management Principles
    • Principle 7
    • Factual approach to decision making   Effective decisions are based on the analysis of data and information.
    • (Basically, Decision making based on facts implies
    • Factual Approach to decision making
    • Documented approach to decision making
    • All decisions must be effective and hence based on analysis of data, information and indicators.)
  • 177. Factual approach to decision making Q
  • 178. The Quality Management Principles
    • Principle 8
    • Mutually beneficial supplier relationships An organisation and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value.
    • (Basically, relationship wit suppliers/vendors
    • Must be mutually beneficial
    • Should be a WIN-WIN situation and not a WIN-LOSE situations
    • Has to be a long lasting relationship and not a one-tine affair.
    • Allows both parties to create value)
  • 179. Mutually beneficial supplier relationships Q