This document summarizes the management review meeting for Jindal SAW Ltd. (IPU) from July to December 2021. It discusses the status of pending points from the previous meeting, production summaries, achievement of QMS objectives, and breakdown time targets for mechanical and electrical maintenance across various departments including JCO-II, SAWH-I, and SAWH-II plants. Key details provided include production quantities, status of objectives like reducing non-conformities and customer complaints, and performance against targets to minimize breakdown times of critical equipment.
This document summarizes the minutes from a quality management review meeting at Jindal Saw Limited's Samaghogha plant covering the period of July 2022 to December 2022. It discusses the status of pending tasks from previous meetings, production and quality objectives and their achievement, and mechanical and electrical maintenance performance metrics. Key points reviewed include installation and commissioning updates, production totals, customer complaint levels, breakdown times, and consumption reduction targets.
This document provides an overview of Talbros Automotive Components Limited's 2023 work plan presented by Sonu Tyagi, Assistant Manager. It includes the agenda, company overview, key metrics for 2022, strategic pillars for improvement in 2023, and proactive measures being taken. The objectives for 2023 include reducing PPM to 50, eliminating OEM complaints, improving disruption score, and closing out audit findings within 2 months. Proactive measures outlined include process validations, tool monitoring systems, packaging improvements, and implementing firewall stations for inspection.
The document provides a performance review summary for STPP for FY 2022-2023. Some key highlights include:
- STPP was awarded best performing thermal power station in the state sector.
- STPP ranked 1st in PLF among state power sector and 7th overall in India for FY 2022-23.
- Monthly plant load factor exceeded 90% for 6 consecutive months.
- Unit 1 achieved 100.03% PLF and 100% availability for the year.
- Civil works are ongoing for flue gas desulphurization system components.
Sandeep Kumar has 12 years of experience in maintenance operations, planning, and management in automotive and paper printing industries. He currently works as Deputy Manager at Rockman Industries Ltd, earning around 9 lacs per year. Previously he held roles at various automotive component companies like Endurance Technologies and Kiran Udyog Pvt Ltd. He has a diploma in electrical engineering and seeks to work in a dynamic organization where he can contribute with a positive attitude. His skills include project planning, maintenance, commissioning, resource management, and energy savings. Some of his achievements include sustaining zero breakdowns, reducing maintenance costs, and increasing equipment reliability.
Mr. Chainarong Jirapong has worked in several engineering roles since 2007 including assistance engineering, field electrical engineering, technical engineering, and currently as a sales engineer. As a sales engineer, his responsibilities include searching for new clients, calculating quotations, negotiating contracts, offering after-sales support, and meeting sales targets. Some of his key achievements include winning projects for Skyonic Capitol Skymine in Texas and Esterification-Emery in Malaysia by providing over 200 valve sets totaling over $1.5 million. He has also won projects in Qatar, Thailand, and several others by supplying valves. His key to success is building relationships with customers.
Progress of PMDP (J&K and Ladakh) distribution projects. Key points:
- Ministry of Power sanctioned distribution projects in 2016 with additional funds sanctioned in 2021 for completion.
- Projects include rural/urban distribution strengthening and new technology projects across J&K and Ladakh.
- Meetings held to review progress of ongoing and additional sanctioned projects. Key issues discussed include land acquisition delays, release of state share funds, and expedited installation of smart meters before winter season.
- Financial progress reported, with 77% of central share and 95% of state share released for ongoing projects. Additional sanctioned projects lag behind with 28.5% central share released and no state share released.
This document summarizes the minutes from a quality management review meeting at Jindal Saw Limited's Samaghogha plant covering the period of July 2022 to December 2022. It discusses the status of pending tasks from previous meetings, production and quality objectives and their achievement, and mechanical and electrical maintenance performance metrics. Key points reviewed include installation and commissioning updates, production totals, customer complaint levels, breakdown times, and consumption reduction targets.
This document provides an overview of Talbros Automotive Components Limited's 2023 work plan presented by Sonu Tyagi, Assistant Manager. It includes the agenda, company overview, key metrics for 2022, strategic pillars for improvement in 2023, and proactive measures being taken. The objectives for 2023 include reducing PPM to 50, eliminating OEM complaints, improving disruption score, and closing out audit findings within 2 months. Proactive measures outlined include process validations, tool monitoring systems, packaging improvements, and implementing firewall stations for inspection.
The document provides a performance review summary for STPP for FY 2022-2023. Some key highlights include:
- STPP was awarded best performing thermal power station in the state sector.
- STPP ranked 1st in PLF among state power sector and 7th overall in India for FY 2022-23.
- Monthly plant load factor exceeded 90% for 6 consecutive months.
- Unit 1 achieved 100.03% PLF and 100% availability for the year.
- Civil works are ongoing for flue gas desulphurization system components.
Sandeep Kumar has 12 years of experience in maintenance operations, planning, and management in automotive and paper printing industries. He currently works as Deputy Manager at Rockman Industries Ltd, earning around 9 lacs per year. Previously he held roles at various automotive component companies like Endurance Technologies and Kiran Udyog Pvt Ltd. He has a diploma in electrical engineering and seeks to work in a dynamic organization where he can contribute with a positive attitude. His skills include project planning, maintenance, commissioning, resource management, and energy savings. Some of his achievements include sustaining zero breakdowns, reducing maintenance costs, and increasing equipment reliability.
Mr. Chainarong Jirapong has worked in several engineering roles since 2007 including assistance engineering, field electrical engineering, technical engineering, and currently as a sales engineer. As a sales engineer, his responsibilities include searching for new clients, calculating quotations, negotiating contracts, offering after-sales support, and meeting sales targets. Some of his key achievements include winning projects for Skyonic Capitol Skymine in Texas and Esterification-Emery in Malaysia by providing over 200 valve sets totaling over $1.5 million. He has also won projects in Qatar, Thailand, and several others by supplying valves. His key to success is building relationships with customers.
Progress of PMDP (J&K and Ladakh) distribution projects. Key points:
- Ministry of Power sanctioned distribution projects in 2016 with additional funds sanctioned in 2021 for completion.
- Projects include rural/urban distribution strengthening and new technology projects across J&K and Ladakh.
- Meetings held to review progress of ongoing and additional sanctioned projects. Key issues discussed include land acquisition delays, release of state share funds, and expedited installation of smart meters before winter season.
- Financial progress reported, with 77% of central share and 95% of state share released for ongoing projects. Additional sanctioned projects lag behind with 28.5% central share released and no state share released.
This document provides details of a project to convert a steam system from using high-speed diesel (HSD) to lighter diesel oil (LDO) to reduce costs. The project is led by Sabarinath.U at Elgi Ultra Ltd and aims to reduce monthly steam energy costs by an estimated Rs. 3.47 lakhs. The project team has completed conversion work such as replacing burner rods and nozzles, fuel pumps, and connecting new diesel lines. Analysis shows LDO costs Rs. 0.0031 per kcal less than HSD, with estimated annual savings of Rs. 3.96 lakhs after recovering conversion costs of Rs. 9.85 lakhs within 2 years. Validation trials
This document provides information on energy saving projects and initiatives at Dalmia Cement's Ariyalur Plant in India. It discusses the plant's specific energy consumption over the past three years, benchmarks against competitors and national/global standards, and lists major energy conservation projects planned and implemented. Key planned projects aim to reduce electrical energy consumption by 3 kWh/MT of cement and thermal energy consumption by 28 kcal/kg of clinker. Major implemented projects over the past three years achieved total annual savings of over Rs. 1038 lakhs.
Ajay Kumar is seeking a career in modern technologies and has over 5 years of experience in electrical engineering roles. He has worked on projects involving electrical machinery procurement, erection, commissioning, and maintenance. He is proficient in PLC programming, robotics, and maintaining high plant uptime. Ajay holds a B.Tech in Electrical Engineering and has received several awards for his technical achievements.
Shobhit Rajput has over 19 years of experience in project management, contract management, costing, tendering, marketing and maintenance of electrical installations. He is currently a Senior Manager at Siemens Limited, where he manages projects including 400kV substations. Prior to Siemens, he held project management roles at AREVA T&D India Limited and GE Power Controls. He has a Bachelor's Degree in Electrical Engineering and is a Certified Project Management Associate.
This document provides a summary of Mokhtar Ben Khalifa's work experience and qualifications. It summarizes that he has over 7 years of experience in oil and gas piping design with various companies in Tunisia, including experience using CADWorx piping design software and preparing 3D models, P&IDs, and isometric drawings. It also lists his educational background and technical skills.
The document outlines the scope and planning for an energy storage system project using lithium-ion batteries with an existing wind farm on Jeju Island, South Korea. It includes a work breakdown structure, timeline with milestones, and cost estimates for the project from 1998 to 2012 to integrate energy storage and stabilize power from the wind farm. The goal is to research and select the most efficient and cost-effective energy storage system to support the wind power generation.
How to unlock productivity savings in mining operations part 2. "Show me the ...David Mallinson MAICD
Selecting the right Idler Rolls and Idler Roll management systems for your conveyor is critical.When the conveyor stops....it all stops..the mine stops - and that's millions of dollars. Read how innovative technology and the IoT is used to minimise costs improve productivity and mitigate risk.
This document provides a strategy planning report for Greka Company's wells schedule at GSS in 2011-2012. It includes a schedule and impact analysis for the Combined Main Gas Header & 5km Pipeline Projects. The report finds that project schedule, human impacts, funding risk, and funding cost are the largest impact factors, accounting for 60% of risks. It recommends focusing on supervising the schedule, especially the timing of drilling rigs and funding expenditures. Diagrams show the expected gas production levels and impact of different risk factors each month.
A short presentation on Project Controls in a Mining Environment. There are some obvious errors, as time to compile was a bit limited, but you should get the general idea.
This document provides a summary of Engro Eximp Projects from 2013. It discusses their safety statistics and improvements in Phase 1 and Phase 2. It also summarizes the Buhler modification project which improved the cleaning and drying capacities of their lines. The document lists their completed projects from Phase 1 and 2 as well as ongoing and pending projects including improvements to their steam turbine, seed plant, ash ponds, packaging systems and more.
An example of how LEAN MANUFACTURING was used in a Production Capacity Plan report to illustrate how eliminating Non-Value Add steps can increase production capacity and productivity with minimal costs.
The report was prepared within 3 days of visiting the plant without any prior knowledge of the product or production processes.
The document discusses a presentation by Jannatan Sang Adji for the Fresh Graduate Development Program at PT Kalimantan Prima Persada. It outlines her training history and career milestones, aiming to become the Plant Department Head by 2036. It also provides an overview of the company, including its vision, mission, core values and business activities in integrated mining services. Charts are presented analyzing performance and breakdown data for prime mover units from January to March 2022 at the KPP Indexim site, with the highest frequency of issues occurring in the engine component of the R580 unit.
This document provides a summary of Bharat's work experience and qualifications. It outlines his educational background which includes a PGDM/MBA in Operations Management from Prin. L.N.Welingkar Institute of Management Development and Research as well as a Mechanical (Automobile) Engineering diploma. It then details his work experience spanning over 10 years in manufacturing and operational excellence roles within the automobile industry. The document highlights some of Bharat's major achievements and projects in areas like cost reduction, new product development, process improvement, automation, and quality management.
Ravi Kumar is a mechanical engineer with nearly 20 years of experience in erection, commissioning, and team management in the oil, gas, and power industries. He is currently a manager overseeing refurbishment and construction projects in Abu Dhabi. Previously, he led teams and managed projects in Saudi Arabia, Oman, Qatar, Yemen, and India. Ravi Kumar has a proven track record of successfully executing large projects on schedule and within budget while ensuring safety and quality standards. He is seeking new managerial opportunities to utilize his skills in project management, team leadership, and process optimization.
IRJET - Recovery of Energy from Exhaust Air of Textile Industry with the ...IRJET Journal
1) The document describes a project to recover energy from exhaust air of textile industries using a vertical axis wind turbine (VAWT).
2) It aims to reduce dependence on non-renewable energy sources by utilizing the kinetic energy of exhaust air, which is currently wasted.
3) The team will analyze exhaust air characteristics, design an optimized duct to increase velocity, and integrate a Savonius-type VAWT coupled with a generator to convert the energy to electricity.
IRJET - Review of Electrical Energy Audit at Kinetic GearsIRJET Journal
This document summarizes an energy audit conducted at Kinetic Gears, an industrial company in Nagpur, India that manufactures gear boxes and transmission parts. The audit found that the company's main energy consuming loads were electric motors powering machines like mills, grinders, and lathes. It provided recommendations for reducing energy consumption through improved maintenance of motors and lighting, use of natural ventilation, and ensuring the power factor is close to unity to minimize losses. Conducting the energy audit helped identify opportunities to save up to 65-70% on energy costs through more efficient use.
This document provides the preamble and index for the Buildings Schedule of Rates (SoR) for 2013-2014 in Andhra Pradesh, India. It was approved by the Committee of Chief Engineers on August 5, 2013.
The preamble discusses the applicability of the Common SoR 2013-2014 for labor rates, materials, and other items. It also covers overhead costs and contractor profit at 14% of rates.
The index lists the various sections of the Buildings SoR covering building materials, fixtures, water supply items, electrical works, and more. It provides the page numbers for each section.
Checklist for Cost Control Dept in Contracting Companykashif khawja
This document provides a summary of costs by work breakdown element (WBE) for a construction project. It shows the quantities, unit costs, and total costs for various materials used in each WBE. The total cost for all reported WBEs is over 7.5 million. It also provides subtotals by project and an overall grand total for all projects. The cost report is broken down by material to track spending on items like cement, rebar, aggregates and other construction materials across different elements of the work.
The document provides a project report for MM Aqua Technologies Ltd's investment plan for 2014-15 and 2015-16. Key points:
- MM Aqua aims to invest Rs. 20.53 crore to enhance production capacity and develop new products through installing a 4-roll calender line, vacuum forming machine, test cooling tower, and automated cutting system.
- The power, refinery, and water treatment industries in India are expected to grow significantly in the coming years, increasing demand for MM Aqua's cooling tower components and products.
- The investment plan aims to allow MM Aqua to manufacture new product designs internally and boost production capacity to better capture market opportunities and compete against new international competitors entering
1) The document discusses the impact of COVID-19 on the Indian power sector and Tata Power. It saw a decline in electricity demand and impact on liquidity due to delays in bill collections and discom payments.
2) Tata Power's operations continued at benchmark levels to provide uninterrupted power supply. Some project delays occurred initially but work has restarted. It ensured availability of safety equipment for employees.
3) Key highlights for Tata Power included highest ever solar EPC order book, adding 312 MW of solar projects, launching a microgrid business, and acquiring a distribution company in Odisha. Financial performance saw increased revenue and EBIDTA.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
This document provides details of a project to convert a steam system from using high-speed diesel (HSD) to lighter diesel oil (LDO) to reduce costs. The project is led by Sabarinath.U at Elgi Ultra Ltd and aims to reduce monthly steam energy costs by an estimated Rs. 3.47 lakhs. The project team has completed conversion work such as replacing burner rods and nozzles, fuel pumps, and connecting new diesel lines. Analysis shows LDO costs Rs. 0.0031 per kcal less than HSD, with estimated annual savings of Rs. 3.96 lakhs after recovering conversion costs of Rs. 9.85 lakhs within 2 years. Validation trials
This document provides information on energy saving projects and initiatives at Dalmia Cement's Ariyalur Plant in India. It discusses the plant's specific energy consumption over the past three years, benchmarks against competitors and national/global standards, and lists major energy conservation projects planned and implemented. Key planned projects aim to reduce electrical energy consumption by 3 kWh/MT of cement and thermal energy consumption by 28 kcal/kg of clinker. Major implemented projects over the past three years achieved total annual savings of over Rs. 1038 lakhs.
Ajay Kumar is seeking a career in modern technologies and has over 5 years of experience in electrical engineering roles. He has worked on projects involving electrical machinery procurement, erection, commissioning, and maintenance. He is proficient in PLC programming, robotics, and maintaining high plant uptime. Ajay holds a B.Tech in Electrical Engineering and has received several awards for his technical achievements.
Shobhit Rajput has over 19 years of experience in project management, contract management, costing, tendering, marketing and maintenance of electrical installations. He is currently a Senior Manager at Siemens Limited, where he manages projects including 400kV substations. Prior to Siemens, he held project management roles at AREVA T&D India Limited and GE Power Controls. He has a Bachelor's Degree in Electrical Engineering and is a Certified Project Management Associate.
This document provides a summary of Mokhtar Ben Khalifa's work experience and qualifications. It summarizes that he has over 7 years of experience in oil and gas piping design with various companies in Tunisia, including experience using CADWorx piping design software and preparing 3D models, P&IDs, and isometric drawings. It also lists his educational background and technical skills.
The document outlines the scope and planning for an energy storage system project using lithium-ion batteries with an existing wind farm on Jeju Island, South Korea. It includes a work breakdown structure, timeline with milestones, and cost estimates for the project from 1998 to 2012 to integrate energy storage and stabilize power from the wind farm. The goal is to research and select the most efficient and cost-effective energy storage system to support the wind power generation.
How to unlock productivity savings in mining operations part 2. "Show me the ...David Mallinson MAICD
Selecting the right Idler Rolls and Idler Roll management systems for your conveyor is critical.When the conveyor stops....it all stops..the mine stops - and that's millions of dollars. Read how innovative technology and the IoT is used to minimise costs improve productivity and mitigate risk.
This document provides a strategy planning report for Greka Company's wells schedule at GSS in 2011-2012. It includes a schedule and impact analysis for the Combined Main Gas Header & 5km Pipeline Projects. The report finds that project schedule, human impacts, funding risk, and funding cost are the largest impact factors, accounting for 60% of risks. It recommends focusing on supervising the schedule, especially the timing of drilling rigs and funding expenditures. Diagrams show the expected gas production levels and impact of different risk factors each month.
A short presentation on Project Controls in a Mining Environment. There are some obvious errors, as time to compile was a bit limited, but you should get the general idea.
This document provides a summary of Engro Eximp Projects from 2013. It discusses their safety statistics and improvements in Phase 1 and Phase 2. It also summarizes the Buhler modification project which improved the cleaning and drying capacities of their lines. The document lists their completed projects from Phase 1 and 2 as well as ongoing and pending projects including improvements to their steam turbine, seed plant, ash ponds, packaging systems and more.
An example of how LEAN MANUFACTURING was used in a Production Capacity Plan report to illustrate how eliminating Non-Value Add steps can increase production capacity and productivity with minimal costs.
The report was prepared within 3 days of visiting the plant without any prior knowledge of the product or production processes.
The document discusses a presentation by Jannatan Sang Adji for the Fresh Graduate Development Program at PT Kalimantan Prima Persada. It outlines her training history and career milestones, aiming to become the Plant Department Head by 2036. It also provides an overview of the company, including its vision, mission, core values and business activities in integrated mining services. Charts are presented analyzing performance and breakdown data for prime mover units from January to March 2022 at the KPP Indexim site, with the highest frequency of issues occurring in the engine component of the R580 unit.
This document provides a summary of Bharat's work experience and qualifications. It outlines his educational background which includes a PGDM/MBA in Operations Management from Prin. L.N.Welingkar Institute of Management Development and Research as well as a Mechanical (Automobile) Engineering diploma. It then details his work experience spanning over 10 years in manufacturing and operational excellence roles within the automobile industry. The document highlights some of Bharat's major achievements and projects in areas like cost reduction, new product development, process improvement, automation, and quality management.
Ravi Kumar is a mechanical engineer with nearly 20 years of experience in erection, commissioning, and team management in the oil, gas, and power industries. He is currently a manager overseeing refurbishment and construction projects in Abu Dhabi. Previously, he led teams and managed projects in Saudi Arabia, Oman, Qatar, Yemen, and India. Ravi Kumar has a proven track record of successfully executing large projects on schedule and within budget while ensuring safety and quality standards. He is seeking new managerial opportunities to utilize his skills in project management, team leadership, and process optimization.
IRJET - Recovery of Energy from Exhaust Air of Textile Industry with the ...IRJET Journal
1) The document describes a project to recover energy from exhaust air of textile industries using a vertical axis wind turbine (VAWT).
2) It aims to reduce dependence on non-renewable energy sources by utilizing the kinetic energy of exhaust air, which is currently wasted.
3) The team will analyze exhaust air characteristics, design an optimized duct to increase velocity, and integrate a Savonius-type VAWT coupled with a generator to convert the energy to electricity.
IRJET - Review of Electrical Energy Audit at Kinetic GearsIRJET Journal
This document summarizes an energy audit conducted at Kinetic Gears, an industrial company in Nagpur, India that manufactures gear boxes and transmission parts. The audit found that the company's main energy consuming loads were electric motors powering machines like mills, grinders, and lathes. It provided recommendations for reducing energy consumption through improved maintenance of motors and lighting, use of natural ventilation, and ensuring the power factor is close to unity to minimize losses. Conducting the energy audit helped identify opportunities to save up to 65-70% on energy costs through more efficient use.
This document provides the preamble and index for the Buildings Schedule of Rates (SoR) for 2013-2014 in Andhra Pradesh, India. It was approved by the Committee of Chief Engineers on August 5, 2013.
The preamble discusses the applicability of the Common SoR 2013-2014 for labor rates, materials, and other items. It also covers overhead costs and contractor profit at 14% of rates.
The index lists the various sections of the Buildings SoR covering building materials, fixtures, water supply items, electrical works, and more. It provides the page numbers for each section.
Checklist for Cost Control Dept in Contracting Companykashif khawja
This document provides a summary of costs by work breakdown element (WBE) for a construction project. It shows the quantities, unit costs, and total costs for various materials used in each WBE. The total cost for all reported WBEs is over 7.5 million. It also provides subtotals by project and an overall grand total for all projects. The cost report is broken down by material to track spending on items like cement, rebar, aggregates and other construction materials across different elements of the work.
The document provides a project report for MM Aqua Technologies Ltd's investment plan for 2014-15 and 2015-16. Key points:
- MM Aqua aims to invest Rs. 20.53 crore to enhance production capacity and develop new products through installing a 4-roll calender line, vacuum forming machine, test cooling tower, and automated cutting system.
- The power, refinery, and water treatment industries in India are expected to grow significantly in the coming years, increasing demand for MM Aqua's cooling tower components and products.
- The investment plan aims to allow MM Aqua to manufacture new product designs internally and boost production capacity to better capture market opportunities and compete against new international competitors entering
1) The document discusses the impact of COVID-19 on the Indian power sector and Tata Power. It saw a decline in electricity demand and impact on liquidity due to delays in bill collections and discom payments.
2) Tata Power's operations continued at benchmark levels to provide uninterrupted power supply. Some project delays occurred initially but work has restarted. It ensured availability of safety equipment for employees.
3) Key highlights for Tata Power included highest ever solar EPC order book, adding 312 MW of solar projects, launching a microgrid business, and acquiring a distribution company in Odisha. Financial performance saw increased revenue and EBIDTA.
Similar to MRM (July-2021 to December- 2021).ppt (20)
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
2. PREVIOUS MEETING PENDING POINTS STATUS
Sr.
No.
DEPART
MENT
DESCRIPTION STATUS Remarks
1
SAWH-2
(Mech. Maint.)
Crane No. 8 Operator cabin & staircase extension
to be done
Service PR (PR No. 1320023137) has been releases and waiting
for PO confirmation.
New Target Date -
OCT-2021
2
SAWH-1
(Elect. Maint.)
Flux recovery system HMI, PLC program to be
in-house developed with Siemens make.
Complete Material has been received.
50 % of work has been completed for up gradation of PLC
program and rest is under progress.
New Target Date
October-2021
3
New X,Y & Z slide installation with Auto Laser
tracking at tack welding system for Mill up to
speed 10 meters/min.
Under Process.
Material received, installed & cold trial taken successful. Since
mill is in ideal condition, final trial will be taken during mill runs.
New Target Date –
December-2021
4
Flux Recovery System Modification With S7, 300
PLC.
PLC program up gradation work completed 20 percent & rest
work under progress from 200 To 300 series.
.
New Target NOV-
2021
5
Mill Trolley Welding Slide Motor And Drive To
Be Replaced With SBM Series.
Drives and motors are received. Gear box received. Motor &
gear box assembly work done.
New Target Sep-
2021
6
SAWH-2
(Elect. Maint.)
New DC 1500 Elmatech power source
installation & commissioning to be done as a
Master/ Slave combination with Existing system
for increase mill speed up to 10 meters/min.
Under Process.
M/s Elmatech Germany is not confirm plan for site visit due to
COVID-19
New Target Date -
December-2021
7
SAWH-1& 2
(Elect. Maint.)
New Bead grinding machine electrical installation
& commissioning to be done.
SAWH-2 - Work completed - December 2020
SAWH-1 - Under Process for spiral-1
New Target Date for
SAWH 1 - December-
2021
8
JCO-2
Electrical
Maintenance
3MVA & 5MVA transformer painting of JCO &
IBM work to be done.
M/S Laxmi electrical will execute the painting work.
New Target Aug-
2021
JINDAL SAW LIMITED (IPU) SAMAGHOGHA
2
JULY-2021 -DEC-2021
3. PRODUCTION SUMMARY
(July-2021 – December-2021)
Month
CRA Welded pipe
(Mtr.)
IBM (Nos.)
SAWH 1
(Mtr.)
SAWH 2
(Mtr.)
July-2021
August -2021
September-2021
October-2021
November-2021
December-2021
Total
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
3
JULY-2021 -DEC-2021
4. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 - December-2021)
Sr.
No.
Depar
tment
Objective
Key
Performance
Indicator
July-21
Aug-
21
Sep-21 Oct-21 Nov-21 Dec-21
JCO-II
QA/QC (JCO-II)
1
JCO
(QA/QC)
Controlling field non-
conformities.
“0” field non-
conformities
Customer complaints not
more than 3 (other than
product/field non
conformity)
≤3 Customer
complaints
2
3
Certification of ISO 9001
for Seamless CRA pipe
100%
PRODUCTION (JCO-II)
3
JCO
(Production)
Pipe Production
As
per
monthly
Production
Plan
Production
Planning (MT)
Achievement
(MT)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 4
JULY-2021 -DEC-2021
5. QMS OBJECTIVES ACHIEVEMENT REPORT
(JULY-2021 -DEC-2021)
Sr.
No
Depa
rtme
nt
Objective
Key Performance
Indicator
July-21
Aug-
21
Sep-21 Oct-21 Nov-21 Dec-21
5
JCO-2
(Produc
tion)
Control over consumption
of welding consumables
during TIG-Plasma
welding process and ID
TIG welding process (for
square butt weld groove)
As
per
updated
Norms
of
year
2021
Planning
(kg/m)
Achievement
(kg/m)
6
To minimize the total
weld repair length
(Straight welding, Plate
joining and
Circumferential welding)
≤ 0.4% of total weld
length
7
To minimize the rejection
of Bend
0% of Total Production
Bend
Mechanical Maintenance (JCO-II)
8A
JCO-2
(Mecha
nical
Mainte
nance)
JCO Press:
Breakdown time shall
not exceed 95 minutes
per month (30 days).
Base Line: 100
minutes (for 30
working days)-Year
2020 target
Maximum
breakdown
time 95
minutes per
Month (30
days)
Plant running
days in a month
Actual target vs.
plant running
days (Minutes)
Breakdown Time
(Minutes)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 5
JULY-2021 -DEC-2021
6. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
Sr.
No.
Depar
tment
Objective
Key Performance
Indicator
July-21
Aug-
21
Sep-21 Oct-21 Nov-21 Dec-21
8B
JCO
(Mechanica
l
Maintenanc
e)
Edge Miller: Breakdown
time shall not exceed 53
minutes per month (30
days).
Base Line: 55 minutes (for
30 working days)-Year
2020 target
Edge Miller:
Maximum
breakdown
time 53
minutes per
Month (30
days).
Plant running
days in a month
Actual target vs.
plant running days
Breakdown Time
(Minutes)
8C
Welding (TIG Plasma):
Breakdown time shall not
exceed 38 minutes per
month (30 days).
Base Line: 40 minutes (for
30 working days)-Year
2020 target
Maximum
breakdown
time 38
minutes per
Month (30
days).
Plant running
days in a month
Actual target vs.
plant running days
Breakdown Time
(Minutes)
8D
End Facer (1&2):
Breakdown time shall not
exceed 90 minutes per
month (30 days).
Base Line: 95 minutes (for
30 working days)-Year
2020 target
Maximum
breakdown
time 90
minutes per
Month (30
days).
Plant running
days in a month
Actual target vs.
plant running days
Breakdown Time
(Minutes)
Expander (1&2):
Breakdown time shall not
exceed 28 minutes per
month (30 days).
Base Line: 30 minutes (for
30 working days)-Year
2020 target.
Maximum
breakdown
time 28
minutes per
Month (30
days).
Plant running
days in a month
8E
Actual target vs.
plant running days
Breakdown Time
(Minutes)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 6
JULY-2021 -DEC-2021
7. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
Sr.
No.
Depar
tment
Objective
Key Performance
Indicator
July-
21
Aug-
21
Sep-
21
Oct-21
Nov-
21
Dec-
21
9
JCO
(Mecha
nical
Mainten
ance)
2% reduce monthly
consumption of Hydraulic Oil
-68 in JCO plant as compared
to previous year KPI.
Base line- Previous year
(Year 2019) 588
Liters/Month
monthly consumption of
Hydraulic Oil-68 in JCO plant
576 liters/month
10A
IBM 1&2: Breakdown time
shall not exceed 160 minutes
per month (30 days).
Base Line: 165 minutes (for
30 working days)-Year 2020
target.
Maximum
breakdown
time 160
minutes per
Month (30
days).
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown Time
(Minutes)
10B
IBM Hydro tester:
Breakdown time shall not
exceed 48 minutes per month
(30 days).
Base Line: 50 minutes (for 30
working days)-Year 2020
target
Maximum
breakdown
time 48
minutes per
Month (30
days).
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown Time
(Minutes)
Electrical Maintenance (JCO-II)
11A
JCO
(Electric
al
Mainten
ance)
JCO Press: Breakdown time
shall not exceed 238 minutes
per month (30 days).
Base Line: 250 minutes (for
30 working days)-Year 2020
target
.
Maximum
breakdown
time 238
minutes
per Month
(30 days).
Plant running days
in a month
Actual target vs.
plant running days
Breakdown Time
(Minutes)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA
7
JULY-2021 -DEC-2021
8. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
Sr.
No
.
Depart
ment
Objective
Key Performance
Indicator
July-21 Aug-21
Sep-
21
Oct-21
Nov-
21
Dec-
21
11B
JCO
(Electrical
Maintenan
ce)
Edge Miller: Breakdown
time shall not exceed 333
minutes per month (30 days).
Base Line: 350 minutes (for
30 working days)-Year 2020
target
.
Maximum
breakdown
time 333
minutes per
Month (30
days).
Plant running days
in a month
Actual target vs.
plant running days
Breakdown Time
(Minutes)
11C
Welding (TIG Plasma):
Breakdown time shall not
exceed 613 minutes per
month (30 days).
Base Line: 645 minutes (for
30 working days)-Year 2020
target
Maximum
breakdown
time 613
minutes per
Month (30
days).
Plant running days
in a month
Actual target vs.
plant running days
Breakdown Time
(Minutes)
11D
Expander (1&2): Breakdown
time shall not exceed 100
minutes per month (30 days).
Base Line: 105 minutes (for
30 working days)-Year 2020
target
Maximum
breakdown
time 100
minutes per
Month (30
days).
Plant running days
in a month
Actual target vs.
plant running days
Breakdown Time
(Minutes)
11E
Hydro tester: Breakdown
time shall not exceed 109
minutes per month (30 days).
Base Line: 115 minutes (for
30 working days)-Year 2020
target
Maximum
breakdown
time 109
minutes per
Month (30
days).
Plant running days
in a month
Actual target vs.
plant running days
Breakdown Time
(Minutes)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA
8
JULY-2021 -DEC-2021
9. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
Sr.
No
.
Depa
rtme
nt
Objective
Key Performance
Indicator
July-
21
Aug-
21
Sep-21
Oct-
21
Nov-
21
Dec-
21
12
JCO-2
(Electrica
l
Maintena
nce)
2% Reduction in
consumption of electrical
power in non production
area (Store, Admin, Plant
light and office light) as
compared to year 2020
Power consumption in
year 2020 = 171490 KWh
Maximum power
consumption in non
production area 168060 KWh
for the year 2021
13A
IBM 1&2 :Breakdown time
shall not exceed 100
minutes per month (30
days).
Base Line: 105 minutes (for
30 working days)-Year
2020 target
Maximum
breakdown
time 100
minutes per
Month (30
days).
Plant running
days in a
month
Actual target
vs. plant
running days
Breakdown
Time
(Minutes)
13B
IBM End Facer:
Breakdown time shall not
exceed 119 minutes per
month (30 days).
Base Line: 125 minutes
(for 30 working days)-Year
2020 target
Maximum
breakdown
time 119
minutes per
Month (30
days).
Plant running
days in a
month
Actual target
vs. plant
running days
Breakdown
Time
(Minutes)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 9
JULY-2021 -DEC-2021
10. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
Sr
.
N
o.
Depart
ment
Objective
Key Performance
Indicator
July-21
Aug-
21
Sep-21 Oct-21 Nov-21 Dec-21
SAWH-Unit (Spiral I & Spiral II)
QA/QC (SAWH)
14
SAWH
(QA/QC)
To ensure No
Customer Complaint
with regards to
Product Quality
Zero (0) customer
Complaints
SAWH-1
SAWH-2
15
No Non Conformity
in a month by Third
Party Inspection
Agency (TPIA)
during Final Visual
and Dimensional
Inspection stage.
No non conformity
by TPIA during
final visual and
dimensional
inspection stage.
SAWH-1
SAWH-2
16
X-Ray film
Consumption due to
RT and DRT shall
not exceed 1.38%
during API order
X-Ray film
consumption on
A/C of RT &
DRT= 1.38 %
maximum.
SAWH-1
SAWH-2
JINDAL SAW LIMITED (IPU) SAMAGHOGHA
10
JULY-2021 -DEC-2021
11. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
Sr.
No.
Depar
tment
Objective
Key Performance
Indicator
July-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21
PRODUCTION (SAWH)
17
SAWH
(Produc
tion)
Pipe Production
As per
monthly
Production
Plan
SAWH-1
SAWH-2
28
To reduce the
milling inserts
consumption
0.12
insert/MT
SAWH-1
SAWH-2
19
To reduce the weld
repair length
0.006 % of
total weld
length
produced
SAWH-1
SAWH-2
20
To reduce the
consumption of
beveling inserts
0.017
insert/MT
SAWH-1
SAWH-2
JINDAL SAW LIMITED (IPU) SAMAGHOGHA
11
JULY-2021 -DEC-2021
12. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
Sr.
No.
Depart
ment
Objective
Key Performance
Indicator
July-21
Aug-
21
Sep-21 Oct-21 Nov-21 Dec-21
MECH. MAINTENANCE (SAWH)
For SAWH-1 Plant (Monthly Breakdown Time)
21A
SAWH-
1
(Mech.
Mainten
ance)
Forming Mill: Breakdown
time shall not exceed 480
minutes per month (30
days).
Base Line: 490 minute (for
30 working days)-Year 2020
target
Maximum
breakdown
time 480
minutes per
Month (30
days).
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown
Time (Minutes)
21B
Welding (ID/OD 1 +
ID/OD 2 + ID/OD 3):
Breakdown time shall not
exceed 275 minutes per
month (30 days).
Base Line: 290 minute (for
30 working days)-Year 2020
target
Maximum
breakdown
time 275
minutes per
Month (30
days).
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown
Time (Minutes)
21C
Hydro tester: Breakdown
time shall not exceed 320
minutes per month (30
days).
Base Line: 335 minute (for
30 working days)-Year 2020
target
Maximum
breakdown
time 320
minutes per
Month (30
days)
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown
Time (Minutes)
JULY-2021 -DEC-2021
JINDAL SAW LIMITED (IPU) SAMAGHOGHA
12
13. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 13
Sr.
No.
Depart
ment
Objective
Key Performance
Indicator
July-
21
Aug-
21
Sep-
21
Oct-21
Nov-
21
Dec-
21
For SAWH-2 Plant (Monthly Breakdown Time)
21
A
SAWH-
2
(Mech.
Mainte
nance)
Forming Mill: Breakdown
time shall not exceed 960
minutes per month (30 days).
Base Line: 980 minute (for
30 working days)-Year 2020
target
Maximum
breakdown
time 960
minutes per
Month (30
days).
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown Time
(Minutes)
21
B
Welding (ID/OD 2 + ID/OD
3 + ID/OD 4): Breakdown
time shall not exceed 720
minutes per month (30 days).
Base Line: 760 minute (for
30 working days)-Year 2020
target
Maximum
breakdown
time 720
minutes per
Month (30
days).
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown Time
(Minutes)
21
C
Hydro tester: Breakdown
time shall not exceed 585
minutes per month (30 days).
Base Line: 600 minute (for
30 working days)-Year 2020
target.
Maximum
breakdown
time 585
minutes per
Month (30
days)
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown Time
(Minutes)
22
Hydraulic oil consumption is
reduced to 520 liters for year
2021 (Reduced by 30 liters)
Base line-550 liters (Year
2020 target)
Maximum
consumption
of Hydraulic
oil 520 liters
per month
SAWH-1
SAWH-2
JULY-2021 -DEC-2021
14. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
Sr.
No.
Depart
ment
Objective
Key Performance
Indicator
July-21
Aug-
21
Sep-21 Oct-21 Nov-21 Dec-21
ELECTRICAL MAINTENANCE
For SAWH-1 Plant (Monthly Breakdown Time)
23A
SAWH-1
(Elec.
Maintena
nce)
Forming Mill: Breakdown
time shall not exceed
1164minutes per month (30
days).
Base Line: 1225 minutes (for
30 working days)-Year 2020
target
Maximum
breakdown
time 1164
minutes per
Month (30
days)
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown Time
(Minutes)
23B
Welding (ID/OD 1 + ID/OD
2 + ID/OD 3): Breakdown
time shall not exceed
637minutes per month (30
days).
Base Line: 670 minutes (for
30 working days)-Year 2020
target
Maximum
breakdown
time 637
minutes per
Month (30
days)
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown Time
(Minutes)
For SAWH-2 Plant (Monthly Breakdown Time)
23A
SAWH-2
(Elec.
Maintena
nce)
Forming Mill: Breakdown
time shall not exceed 172
minutes per month (30 days).
Base Line: 175 minutes (for
30 working days)-Year 2020
target
Maximum
breakdown
time 172
minutes per
Month (30
days)
Plant running
days in a
month
Actual target
vs. plant
running days
Breakdown
Time (Minutes)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 14
JULY-2021 -DEC-2021
15. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
Sr.
No.
Depart
ment
Objective
Key Performance
Indicator
July-21
Aug-
21
Sep-21 Oct-21 Nov-21
Dec-
21
23B
SAWH -2
(Elec.
Maintenance)
Welding (ID/OD 2 + ID/OD 3
+ ID/OD 4): Breakdown time
shall not exceed 1188 minutes
per month (30 days).
Base Line: 1250 minutes (for 30
working days)-Year 2020 target
Maximum
breakdown time
1188 minutes
per Month (30
days)
Plant running
days in a month
Actual target vs.
plant running
days
Breakdown
Time (Minutes)
24
2% Reduction in Non
Production Area Power
Consumption (Store, Office
Building, High Mast Tower &
Street Light) from previous year
(year 2020) actual consumption
Spiral-1 Plant - Base Line =
42640 kWh
Spiral-2 Plant - Base Line=
153990 kWh
Maximum
power
consumption in
non production
area for the year
2021
Spiral-1 Plant
– 41787 kWh
Spiral-2 Plant
– 150910 kWh
SAWH-1
SAWH-2
DISPATCH
25
Dispatch
Damages in Pipe and Bend on
the account of product handling.
0
26
TPI/QC complaint on the
account of pipe handling.
0
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 15
JULY-2021 -DEC-2021
16. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 16
JULY-2021 -DEC-2021
Sr.
No
.
Depart
ment
Objective
Key
Performanc
e Indicator
July-21
Aug-
21
Sep-
21
Oct-21 Nov-21 Dec-21
HR (Human Recourse)
27
HR (Human
Recourse)
To impart minimum 8800 man hours
of Technical & System related
training in the current year
Minimum 8800
man hours in
year 2021
Stores
28
Stores
Conversion of material gate entry
into SAP Goods receipt
(MIGO) within 48 hours – 95 %
95 %
29
Availability of material require
planning (mini – max items) and
safety items
99.5%
Purchase (Non Raw Material)
30
Purchase
(NRM)
PROCUREMENT CYCLE
TIME: 94% of total approved line
items, having detailed information to
be converted into purchase
order/work order within 30 days.
94%
31
REJECTION LEVEL/QUALITY
OF ITEMS PROCURED - Quality
of items purchased must be in line
with user requirement which is to be
reflected via rejection. Rejections
level (cumulative average) should be
as low as 2% of total items received
(monthly).
<2.0%
17. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 17
Sr.
No.
Depart
ment
Objective
Key
Performance
Indicator
Achievement in Q1-Q4 of FY 2021-2022
Purchase Raw Material (For Financial Year 2021-2022)
32
Purchase
(Raw
Material)
Upgrade at least one Steel Supplier for a
higher Grade
100%
33
Add at least one Steel Mill for API Grade
(Non Sour/Sour) during the assessment
year
100%
Marketing (For Financial Year 2021-2022)
34
Marketing
(SAWH and
IBM)
Aiming to obtain orders from new
customer.
6
35
Aiming to achieve customer satisfaction
index FY 2021-22
9.25
36
Aiming a total revenue generation in FY
2021-22 in large diameter business..
Approx. 4000
Crores
JULY-2021 -DEC-2021
18. QMS OBJECTIVES ACHIEVEMENT REPORT
(July-2021 – December-2021)
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 18
Sr.
No.
Depart
ment
Objective
Key
Performance
Indicator
Achievement in Q1-Q4 of FY 2020-2021
Purchase Raw Material for CRA Pipe
37
Purchase
(Raw
Material-
CRA Pipes)
Add at least one foreign vendor of CRA
Steel (Coil/Plate) during this assessment
year ( April 21 to March 22)
100% on
Successful
evaluation as
per our
procedure
38
To Develop at least one Welding
Consumable supplier for CRA steel
during this assessment year (April 21 to
March 22)
100% on
Successful
evaluation as
per our
procedure
Marketing _ CRA Welded pipe (For Financial Year 2021-2022)
39
Marketing
(CRA
Welded pipe)
Aiming to achieve average Customer
Satisfaction index
4.5
40 Order booking
2000 Ton
Minimum
41 Developing New Customers 5 new customers
42 Grade and Size Enhancement with EIL 100%
JULY-2021 -DEC-2021
19. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
19
JULY-2021 -DEC-2021
Data analysis for Dimensional, Mechanical & Chemical requirement, refer
project histogram (attached as separate file).
28. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
28
JULY-2021 -DEC-2021
IBM 1 & 2: BREAKDOWN ANALYSIS (Mechanical Maintenance)
IBM Hydro tester
29. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
29
JULY-2021 -DEC-2021
JCO PRESS & EDGE MILLER : Breakdown Analysis (Electrical Maintenance)
JCO PRESS EDGE MILLER
WELDING TIG PLASMA
EXPANDER(1&2)
HYDROTESTER
30. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
30
JULY-2021 -DEC-2021
2% Reduction in consumption of electrical power in non production area
(Store, Admin, Plant light and office light)
31. DATA ANALYSIS
JINDAL SAW LIMITED (IPU) SAMAGHOGHA
31
JULY-2021 -DEC-2021
Breakdown Analysis (Electrical Maintenance) END FACER , IBM 1&2
IBM 1&2 END FACER
32. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
32
JULY-2021 -DEC-2021
SR
NO.
DATE
B/D
(MIN)
M/C PROBLM CAUSE OF PROBLEM ACTION TAKEN
1
Major Breakdown Summary and Action Taken
33. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
33
SAWH 1&2 (QA/QC) :
Data analysis for Dimensional, Mechanical & Chemical requirement - refer project histogram
attached as separate file.
JULY-2021 -DEC-2021
SAWH 1 SAWH 2
35. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
35
SAWH 1&2 (QA/QC) :
JULY-2021 -DEC-2021
No non conformity by TPIA in a month (JULY 2021 – DEC 2021)
36. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
36
SAWH 1&2 (QA/QC)
X-Ray Film Consumption due to RT & DRT shall not exceed 1.38% for API Orders
JULY-2021 -DEC-2021
37. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
37
SAWH 1&2 (QA/QC)
RAW MATERIAL YIELD (%) (JULY 2021 – DEC 2021)
JULY-2021 -DEC-2021
38. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
38
SAWH 1&2 (QA/QC) JULY 2021 – DEC 2021
JULY-2021 -DEC-2021
Reason of Achieved Low Yield (SAWH-1 & 2)
39. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
39
SAWH 1&2 (Production) JULYUARY 2021 – DEC 2021
JULY-2021 -DEC-2021
OBJECTIVE :- 100% Pipe Production as per monthly Production Plan
SAWH 2
SAWH 1
40. DATAANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
40
JULY-2021 -DEC-2021
SAWH 1&2 (Production – Forming)
OBJECTIVE :- Reduce the consumption of Milling inserts up to 0.12 Insert/MT
41. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
41
JULY-2021 -DEC-2021
SAWH 1&2 (Production – Finishing)
OBJECTIVE :- Reduce the consumption of Beveling inserts up to 0.017 Insert/MT
SAWH 2
SAWH 1
46. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
46
JULY-2021 -DEC-2021
DISPATCH
Damages in Pipe and Bend on the account of Product Handling
47. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
47
JULY-2021 -DEC-2021
DISPATCH (JULY-21 TO DEC-21)
TPI/QC Complaint on the account of pipe handling
48. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
48
JULY-2021 -DEC-2021
Human Resources (JULY-21 TO DEC-21)
Minimum 8800 man hours of Technical & System related training in current year
49. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
49
JULY-2021 -DEC-2021
HR Dept. (JULY-21 TO DEC-21)
Minimum 8800 man hours of technical & System related training in current year
Total Training (Technical & System) Performance Report
(JULY’2021– DEC’2021)
S. No. Month MCS Staff Worker
Total
Participants
Total
Man
hours
Cumulative
Man hours
1
2
3
4
5
6
Total
Note :
50. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
50
JULY-2021 -DEC-2021
STORE - (JULY 2021 TO DEC 2021)
Objective: Conversion of Material Gate Entry into SAP Goods Receipt
(MIGO) within 48 hours
51. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
51
JULY-2021 -DEC-2021
Note : Due to Corona Virus (Covid -19) all trainings cancelled from March’21
Objective: Availability of Materials requires planning (Min – Max items) and Safety items
STORE - (JULY 2021 TO DEC 2021)
52. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
52
JULY-2021 -DEC-2021
PURCHASE (NRM) (JULY 2021 TO DEC 2021)
Objective: Minimum 94% of total approved line items, having detailed
information to be converted into purchase order/work order within 30 days.
53. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
53
JULY-2021 -DEC-2021
MARKETING (IBM & SAWH Pipes)
Hit Rate Analysis (Q1 ~ Q4 of FY 2021-22)
54. DATA ANALYSIS
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
54
JULY-2021 -DEC-2021
MARKETING (IBM & SAWH Pipes)
Hit Rate Analysis (Q1 ~ Q4 of FY 2021-22)
55. DATA ANALYSIS
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 55
JULY-2021 -DEC-2021
MARKETING (IBM & SAWH Pipes)
LOSS INQUIRY ANALYSIS – EXPORTS (Q1 ~ Q4 of FY 2021-22)
56. DATA ANALYSIS
JINDAL SAW LIMITED (IPU) SAMAGHOGHA 56
JULY-2021 -DEC-2021
MARKETING (IBM & SAWH Pipes)
Statistical analysis for reasons of Loss of projects
(Q1 ~ Q4 of FY 2021-22)
59. CUSTOMER FEEDBACK, COMPLAINT & SATISFACTION
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
59
JULY-2021 -DEC-2021
No customer complaint received in CRA Welded pipe, SAWH & IBM
unit during JULY’ 2021 – DEC’2021.
60. PRODUCTION & REJECTION REPORT
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
60
JULY-2021 -DEC-2021
CRA Welded Pipe
Month Pipes Produced (Mtr.)
Rejection
(Full Pipe Rejection + End
Cut/Off) (Mtr.)
Remarks
July-2021
August -2021
September-2021
October-2021
November-2021
December-2021
Total
61. PRODUCTION & REJECTION REPORT
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
61
JULY-2021 -DEC-2021
SAWH -1 (JULY 2021 – DEC 2021)
Month Pipes Produced (Mtr.)
Rejection
(Full Pipe Rejection + End
Cut/Off) (Mtr.)
Remarks
July-2021
August -2021
September-2021
October-2021
November-2021
December-2021
Total
62. PRODUCTION & REJECTION REPORT
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
62
JULY-2021 -DEC-2021
SAWH-2 (JULY 2021 – DEC 2021)
Month Pipes Produced (Mtr.)
Rejection
(Full Pipe Rejection + End Cut/Off)
(Mtr.)
Remarks
July-2021
August -2021
September-2021
October-2021
November-2021
December-2021
Total
63. PRODUCTION & REJECTION REPORT
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
63
JULY-2021 -DEC-2021
HOT INDUCTION BEND (IBM)
Month
Bend Produced
(Nos.)
Bend Rejected (Nos.) Remarks
July-2021
August -2021
September-2021
October-2021
November-2021
December-2021
Total
64. JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
64
STATUS OF PREVENTIVE ACTION
JULY-2021 -DEC-2021
Ref .
Potential NC
Description of
Potential non
conformance
Root cause Preventive Actions Responsibility Status
-- -- -- -- -- --
65. JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
65
Status of Corrective & Preventive Action
JULY-2021 -DEC-2021
Ref . Non
Conformance
Department
Description of Detected /
Potential non conformance
Root cause Actions Taken Remarks
Objective was not
achieved in month
May- 2021
66. JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
66
Status of Corrective & Preventive Action (Product NC)
JULY-2021 -DEC-2021
Ref . Non
Conformance
Departmen
t
Description of
Detected/Potential non
conformance
Root cause Actions Taken Remarks
67. JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
67
Status of Corrective & Preventive Action (Internal
Audit NC Nov-2021)
JULY-2021 -DEC-2021
Ref . Non
Conformance
Departmen
t
Description of
Detected/Potential non
conformance
Root cause Actions Taken Remarks
68. Risk Assessment
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
68
Information for Risk Assessment & Contingency Planning has been reviewed
in month of December 2021.
JULY‘21 TO DEC'21
69. List of Revised/New Procedure for Quality Management System
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
69
Sr. no. Procedure Description Document No. Version Effective Date
JULY‘21 TO DEC‘21
71. Status of Improvements Planned in Previous MRM
Sr.
No.
Department Description Status New Target Remark
1
SAWH-2 (Electrical
Maintenance
ID/OD-1 (OLWS) new machine Installation
& commissioning.
Procurement 20% material received &
electrical panel will be received end of the
July month.
Aug-2021
2
JCO-II Electrical
maintenance
JCO Hydro tester High Pressure Pump 100
HP Driven By VFD Variable Frequency
Drive.
VFD (Variable Frequency Drive)
installation is postponed due to pressure
is control through control valve.
3
JCO-2 Electrical
Maintenance
JCO-2 11KV HT Breaker Replacement With
ABB VD4
Work Is Under Progress. July-21
4 JCO-2 Substation PCC Panel Painting Work. Work Is Under Progress. July-21
5 IBM Substation PCC Panel Painting Work.
Work Is Under Progress.
July-21
6
TR-3 FEED,MTB DC Drive To Be Replaced
With 6RA80
Work Is Under Progress.
September-21
7
40 NOS 150W LED Shed HIBAY Light To Be
Replaced With HPSV Light
Work Is Under Progress. August-21
8
SAWH 2 (Mech.
Maint)
EOT Crane Bay Platform Installation
Raw Materials Are Received. Service Po
Pending
Oct-2021
Depends On
Plant Idle
Time
9
EOT Crane No-8, Cable Carrier Side Platform
Installation
Raw Materials Are Received. Service Po
Pending
Oct-2021
Depends On
Plant Idle
Time
JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
71
JULY'21 TO DEC'21
73. JINDAL SAW LIMITED (IPU)
SAMAGHOGHA
73
JULY'21 TO DEC'21
Changes Applicable to Petroleum, Petrochemical and Natural Gas Industry
Standards
S. No Standard/
Specifications
Key Changes Remark