Chapter 1: INTRODUCTION TO THE PROJECT
1.1 Significance of the Study
Siemens is a global leader when it comes to engineering sector. It manufactures almost all the heavy electrical devices such as from transformer to miniature circuit breaker. Siemens is well known for its stringent quality norms. It has been successful to differentiate itself from the competitors on grounds of quality. Project aimed at compiling a new quality control procedure manual from the existing manuals such as Site manual, quality manual, safety manual. So that the new manual formed would be in accordance with the international quality standards such as ISO 9001 & OSHAS18001. There were Three parts of the study: 1. Understanding the IPM department Operations for qualitycontrol:
IPM(integral Plant maintenance) department renders plant maintenance services to companies across globe when it comes to Siemens India it serves to around 33 different companies across India. Siemens have a very well defined and guided procedure for quality control. The approach used to get the know- how of the department was the primary research of Quality manual, site manual & Safety manual. The Site manual according to it’s name consisted of information regarding the site operations for e.g. Standard site operating procedures, site protocol during the project, it also comprised of information regarding the minute of the things such as for raising a scaffolding .all the manuals were written in a manner so that it couldgive a complete overview of standard operating procedure followed by the department. 2. Studying the international qualitystandards:
Quality is of great importance for the companies around the world to thrive in this competitive environment. As in this global era every company is bound to follow the different quality, environment and safety norms of all the countries where it operates. there are many standards practiced all round the world some prominent among them are ISO9001 & OSHAS 18001. Which specifies the quality, safety and environment protection practices whichmust be followed by a company all round the world 3. Formulating a new quality control procedure manual:
Main task was to study and then formulate the existing Siemens manual into a new manual which would be a combination of all the three manuals and would be in accordance with the ISO9001 & OSHAS18001. The points common to both the standards were kept as it is while those which were different were incorporated into the manual based upon the need.
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1.2 Scope of the Study
compiling a new quality control procedure manual for IPM department from the existing manuals such as Site manual, quality manual, safety manual. So that the new manual formed would be in accordance with the international quality standards such as ISO 9001 & OSHAS18001.and thereby it would be an useful tool for the management and the employees to assure quality to the customer
1.3 Objective of the Study 1. To understand the IPM department operations. 2. To analyze the current quality control procedure. 3. Study the need and compatibility and need of international standard and study them in detail. 4. Integrate the existing manual along with the global standards .
1.4 Literature Review
To go ahead with the project a detailed primary research study was required ,which would include understanding the existing quality standards at Siemens then comparing with the global standards and then finally formulating a new standard which would be in accordance with this global standards Now lets have a brief overview of the Global standards:
ISO9001:
This International Standard specifies requirements for a quality management system where an organization •
•
needs to demonstrate its ability to consistently provide product that meets customer and applicable statutory and regulatory requirements, and aims to enhance customer satisfaction through the effective application of the system, including processes for continual improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements .
All requirements of this International Standard are generic and are intended to be applicable to all organizations, regardless of type, size and product provided. Where any requirement(s) of this International Standard cannot be applied due to the nature of an organization and its product, this can be considered for exclusion. Where exclusions are made, claims of conformity to this 2
International Standard are not acceptable unless these exclusions are limited to requirements within Clause 7, and such exclusions do not affect the organization's ability, or responsibility, to provide product that meets customer and applicable statutory and regulatory requirements. The organization shall establish, document, implement and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this International Standard. The organization shall: •
• •
•
• •
determine the processes needed for the quality management system and their application throughout the organization, determine the sequence and interaction of these processes, determine criteria and methods needed to ensure that both the operation and control of these processes are effective, ensure the availability of resources and information necessary to support the operation and monitoring of these processes, monitor, measure where applicable, and analyse these processes, and implement actions necessary to achieve planned results and continual improvement of these processes.
These processes shall be managed by the organization in accordance with the requirements of this International Standard. Where an organization chooses to outsource any process that affects product conformity to requirements, the organization shall ensure control over such processes. The type and extent of control to be applied to these outsourced processes shall be defined within the quality management system. The quality management system documentation shall include • • • •
documented statements of a quality policy and quality objectives, a quality manual, documented procedures and records required by this International Standard, and documents, including records, determined by the organization to be necessary to ensure the effective planning, operation and control of its processes .
The adoption of a quality management system should be a strategic decision of an organization. The design and implementation of an organization's quality management system is influenced by its organizational environment, changes in that environment, and the risks associated with that environment, • • • • •
its varying needs, its particular objectives, the products it provides, the processes it employs, its size and organizational structure.
It is not the intent of this International Standard to imply uniformity in the structure of quality management systems or uniformity of documentation. The quality management system 3
requirements specified in this International Standard are complementary to requirements for products. Information marked "NOTE" is for guidance in understanding or clarifying the associated requirement. This International Standard can be used by internal and external parties, including certification bodies, to assess the organization's ability to meet customer, statutory and regulatory requirements applicable to the product, and the organization's own requirements
OSHAS18001
OHSAS 18001 has been developed to be compatible with the ISO 9001:2000 (Quality) and ISO 14001:2004 (Environmental) management systems standards, in order to facilitate the integration of quality, environmental and occupational health and safety management systems by organizations, should they wish to do so. This Occupational Health and Safety Assessment Series (OHSAS) Standard specifies requirements for an occupational health and safety (OH&S) management system, to enable an organization to control its OH&S risks and improve its OH&S performance. It does not state specific OH&S performance criteria, nor does it give detailed specifications for the design of a management system. This OHSAS Standard is applicable to any organization that wishes to: •
•
• •
establish an OH&S management system to eliminate or minimize risks to personnel and other interested parties who could be exposed to OH&S hazards associated with its activities; implement, maintain and continually improve an OH&S management system; assure itself of its conformity with its stated OH&S policy; demonstrate conformity with this OHSAS Standard by: making a self-determination and self-declaration, or seeking confirmation of its conformance by parties having an interest in the organization, such as customers, or seeking confirmation of its self-declaration by a party external to the organization, or seeking certification/registration of its OH&S management system by an external organization. • •
•
•
All the requirements in this OHSAS Standard are intended to be incorporated into any OH&S management system. The extent of the application will depend on such factors as the OH&S policy of the organization, the nature of its activities and the risks and complexity of its operations. This OHSAS Standard is intended to address occupational health and safety, and is not intended to address other health and safety areas such as employee wellbeing/wellness programmes, product safety, property damage or environmental impacts. The organization shall establish, document, implement, maintain and
continually improve an OH&S management system in accordance with the requirements of this OHSAS Standard and determine how it will fulfil these requirements. The organization shall define and document the scope of its OH&S management system. Top management shall define and authorize the organization’s OH&S policy and ensure that within the defined scope of its OH&S management system it: 4
• •
•
•
• •
• •
is appropriate to the nature and scale of the organization’s OH&S risks; includes a commitment to prevention of injury and ill health and continual improvement in OH&S management and OH&S performance; includes a commitment to at least comply with applicable legal requirements and with other requirements to which the organization subscribes that relate to its OH&S hazards; provides the framework for setting and reviewing OH&S objectives; is documented, implemented and maintained; is communicated to all persons working under the control of the organization with the intent that they are made aware of their individual OH&S obligations; is available to interested parties; and is reviewed periodically to ensure that it remains relevant and appropriate to the organization.
The organization shall establish, implement and maintain documented OH&S objectives, at relevant functions and levels within the organization. The objectives shall be measurable, where practicable, and consistent with the OH&S policy, including the commitments to the prevention of injury and ill health, to compliance with applicable legal requirements and with other requirements to which the organization subscribes, and to continual improvement. When establishing and reviewing its objectives, an organization shall take into account the legal requirements and other requirements to which the organization subscribes, and its OH&S risks. It shall also consider its technological options, its financial, operational and business requirements, and the views of relevant interested parties.
Chapter 2: INTRODUCTION TO THE INDUSTRY
Engineering Engineering is the largest industrial sector in India, and now recovering from the economic crisis that adversely affected this industry, many global companies are outsourcing projects to benefit from low manufacturing costs
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Engineering is defined as the discipline of acquiring and applying technical, scientific, and mathematical knowledge to design and implement structures, machines, systems, and processes that safely realize a desired objective. It is a broad discipline which is often broken down into several sub-disciplines namely chemical, civil, electrical and mechanical engineering. With the rapid advancement of technology many new fields are fast gaining prominence and new branches are developing such as aerospace engineering, biomedical engineering, genetic engineering, nuclear engineering and robotics etc. The major end-user industries for heavy engineering goods are power, infrastructure, steel, petrochemicals, mining, railways, automobiles and textiles, etc. Meanwhile, light engineering goods are essentially used as inputs by the heavy engineering industry. Capacity creation in these end-user industries is driving growth of the engineering industry. Given the vastness of the field, the engineering industry has an enormous potential of creating new jobs. The Engineering sector is the largest of all industrial sectors in India. The sector is relatively fragmented at the top, where technological and capital requirements are high, but it is highly fragmented at the lower end. The industry can be broadly divided into 2 segments; heavy engineering and light engineering. Heavy engineering goods such as capital good and equipment account for the bulk of domestic production and leading large players are mostly focused on this segment, producing high-value products using high-end technology. The light engineering goods segment in comparison is highly competitive and dominated by small players who typically manufacture lower-value added products such as castings and bearing etc. The largest players include Larsen & Toubro, ABB and BHEL. Performance The economic crisis in 2008, ensued a volatile year for the Indian engineering and capital goods industry. The credit crisis induced a liquidity crunch and adversely affected sentiment and growth in industrial and manufacturing industries. Though there has been a pickup in activities since March 2009, many companies still remain cautious in terms of making further capital investments until greater stability is achieved. That said, the order books of most look robust and the pundits believe the industry’s prospects will resume their spectacular positive trajectory shortly.
Growth potential India is increasingly being preferred by global companies as an outsourcing destination as it enjoys lower labor cost and better designing capabilities and as they recover from the crisis,
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international demand will push forward once more. Domestic demand growth in this sector is being fuelled by increasing expenditure in core sectors such as railways, private sector investments and the rapid speed at which the projects are implemented. In addition, the government’s focus on investment and development in the power and infrastructure sectors is also having a strong impact. For example, leading players ABB and BHEL derive 60%-75% of their revenues from supplying equipment’s to the power sector. And with the government planning to add largescale generation capacities in the eleventh (2007-12) five-year plan, the potential seems huge for the engineering majors. Market leader L&T on the other hand has over 40% of its order book in 2009 accruing from the infrastructure sector. And with the focus on building roads, highways, airports etc., this opportunity seems massive as well. Finally, if India’s nuclear deal with the US is executed, it will mean big business for companies planning
to
enter
nuclear
power
generation
and
consequently
power
equipment
manufacturing. Future prospects Trained professionals with some relevant experience will have the option of working with any number of world-class companies in a range of functional and industrial silos. The job categories are primarily based on designing, manufacturing, packaging or selling engineering products while ancillary jobs include construction, building and mining, amongst others. Talented candidates can look for varied and long innings in this sector and expect to reap handsome rewards in both the medium and long-term.
Top 10 Electrical Engineering Industries •
Bajaj International Private Ltd
•
Bharat Heavy Electricals Limited (BHEL)
•
Crompton Greaves Limited (CGL)
•
Dev Denso Power Ltd
•
Info Edge (India) Ltd
•
Penguin Engineering Ltd
•
Bristol Fire Engineering
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•
Kelvin Electrical
•
Siemens Ltd
•
Wipro Lighting.
Chapter 3: INTRODUCTION TO THE COMPANY
Siemens Limited. in which Siemens AG holds 75% of the capital, is the flagship listed company of Siemens AG in India. Siemens in India including Siemens Ltd. comprises 14 legal entities, is a leading powerhouse in electronics and electrical engineering with a business volume aggregating about Rs. 12,000 core. It operates in the core business areas of Industry, Infrastructure & Cities, Energy and Healthcare. It has a nation-wide sale and service network, 21 manufacturing plants and employs about 18,500 people. 8
Siemens Ltd.’s focus is on sustainable growth, innovation and environmental solutions. The goal is to expand our manufacturing presence in India. Along with leveraging our strong presence in the high-end technology segment, we will also build on our SMART (simple-touse, maintenance-friendly, affordable, reliable and timely-to-market) base-level product strategy, expand manufacturing capacities, upgrade our factories and attract talent as an employer of choice. The company has planned to develop, manufacture and launch over 60 products, of which 50% will be in the market by 2012-13. These are high-quality products adapted to meet the needs of the domestic customers.
Siemens India The Siemens Group in India has emerged as a leading inventor, innovator and implementer of leading-edge technology enabled solutions operating in the core business segments of Industry, Energy and Healthcare. The Group’s business is represented by various companies that span across these various segments. Siemens brings to India state-of-the-art technology that adds value to customers through a combination of multiple high-end technologies for complete solutions. The Group has the competence and capability to integrate all products, systems and services. It caters to Industry needs across market segments by undertaking complete projects such as Hospitals, Airports and Industrial units. The Siemens Group in India comprises of 14 companies, providing direct employment to over 18500 persons. Currently, the Group has 21 manufacturing plants, a wide network up of Sales and Service offices across the country as well as over 500 channel partners. Today, Siemens, with its world-class solutions plays a key role in India’s quest for developing modern infrastructure.
Siemens Vision Demographic shifts, urbanization, climate change, and globalization present humankind with enormous challenges. In light of these worldwide changes, we have reformulated the goal we set ourselves, and with it our vision: Siemens is the pioneer in affordable and personalized healthcare systems, energy efficiency, industrial productivity, and intelligent infrastructure
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solutions. Our strategy is derived from this vision: to constantly tap new markets with innovative products and solutions. History of Siemens The history of Siemens in India dates back to 1867, when Werner von Siemens personally supervised the laying of the first telegraph line between London and Calcutta. The first company office was founded in 1922, and its first assembly plant began operations in 1956. In 1957, Siemens was incorporated as a company under the Indian Companies Act. Within the space of a few decades the company grew from a tiny workshop under an arch of the Mahalaxmi Bridge in Mumbai, into Siemens Ltd. one of India's largest companies in electrical engineering and electronics. Today, the company has a sales and service network that spans the country, 21 manufacturing plants, eight centers of competence and 10 R&D centers. Worldwide presence Today, Siemens is active in around 190 regions, occupying leading market and technology positions worldwide with its business activities in the Energy, Healthcare, Industry, and Infrastructure & Cities Sectors. In our ten largest country organizations alone, employees from around 140 nations are at work on innovative concepts and visionary ideas. Overall, with 360,000 employees around the world, Siemens is well positioned to offer its customers local, targeted, and tailored solutions. In addition to the more than 285 manufacturing locations worldwide, we also have office buildings, warehouses, research and development facilities, or sales offices in nearly every country around the globe.
Board of Directors as on 01.03.11 Chairman (Non Executive)
Narendra J. Jhaveri Executive Director
Anil Shankar (Whole-time Director & CFO) Non-Executive Directors
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EtienneSzivo PradipNayak D. Ragavan Company Secretary
Haresh Khilnani
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Main Sectors Siemens li mited.
Industry Sector
Integrated technologies, vertical market expertise and services for greater productivity, energy efficiency and flexibility The Industry Sector is one of the world’s leading suppliers of innovative, environmentally friendly products and solutions for industry customers. Solid market expertise, technologybased services and software for industrial processes are the levers we use to increase our customers’ productivity, efficiency and flexibility. We consistently rely on integrated technologies and, thanks to our bundled portfolio, we can respond more quickly and flexibly to our customers’ wishes. With our globally unmatched offering of automation technology, industrial control and drive technology as well as industrial software, we equip enterprises with what they need over their entire value chain – from product design and development to production, sales and service. Our industry customers also profit from comprehensive offering of services tailored for their market and their needs. Siemens Industry is able to cut the time needed for the market launch of many products in half with software and automation technology while also significantly reducing energy or wastewater costs for manufacturing companies. In this way we increase our customers‘ competitive strength and make an important contribution to environmental protection at the same time with our energy-efficient products and solutions.
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Energy Sector
As an integrated technology company, Siemens supplies innovative solutions for utmost efficiency and productivity along the entire energy conversion chain. From oil and gas production through power generation to transmission and distribution, the Siemens Energy Sector delivers intelligent, trendsetting answers to the increasingly complex challenges faced by the energy business. Siemens is the only company in the world which spans the entire energy conversion chain and offers all businesses and technology interfaces with an integrated line of its own products, solutions, and services. Siemens supplies cutting-edge sustainable solutions that help provide reliable, affordable, and of course, environmentally compatible energy supplies for the future.
Health Care
As the world’s population continues to grow and age, healthcare providers are facing increasing challenges when it comes to providing high-quality, affordable care. By combining the most advanced laboratory diagnostics, imaging systems and healthcare information technology, Siemens Healthcare division enables clinicians to diagnose disease earlier and more accurately, making a decisive contribution to improving the quality of healthcare. The Siemens Healthcare Division is one of the largest suppliers of healthcare technology in the world. It offers solutions for the entire supply chain under one roof - from prevention and early detection through diagnosis and on to treatment and aftercare. In addition, Siemens Healthcare is the market leader for innovative hearing devices
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Infrastructure & Cities (IC)
Siemens intends to be a leading participant in the dynamic growth of cities and infrastructure investments. To achieve this, the company is founding a fourth Sector – Infrastructure & Cities – that will be comprised of selected businesses from the Industry and Energy Sectors. Infrastructure & Cities has been formed to provide expertise on sustainable urban development. Cities are among our most important customers, representing an area where we foresee strong growth. The new sector will rigorously focus on the important cities customer group, making our portfolio for cities easier to understand and more transparent. The new Sector has been formed by combining the Mobility and Building Technology Divisions from the Industry Sector and the Power Distribution and Smart Grid Applications Divisions from the Energy Sector. Corporate Departments SRE at a glance As a leading corporate real estate division, Siemens Real Estate (SAS) is an effective real estate service provider and is responsible for managing all of Siemens' real estate activities in South Asia cluster. As a Cross-Sector Services unit of Siemens Ltd, Siemens Real Estate division (SRE) manages the real estate portfolio. It carries out all Siemens-wide construction projects, operates the properties including all related services and is responsible for their utilization. This ensures that the use of resources is optimized and sustainable in terms of costs, transparency and efficiency. With innovative concepts such as “Green Building“, SRE looks forward to improve energy efficiency, reduce carbon footprint and thereby contribute to reducing greehouse effect.
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SAS SRE Functions SAS Siemens Real Estate (SRE), the real estate arm of Siemens Ltd in India and SAS Cluster offer one-stop solutions for real-estate expertise regarding development, planning and management of company’s real-estate requirement in South Asia cluster. It offers solutions and services for all real-estate requirements viz. initial consulting on-site selection including due diligence & registration through project development for new buildings to comprehensive service management for the space leased from Siemens. The spectrum covers office buildings to production plants. We meet complex challenges associated with all aspects of property development with flexibility and innovation for managing construction projects. It also develops optimally tailored solutions in close collaboration with our customers. Its guiding principle is to optimise land and floor space, operational cost or simply put support profitability with the help of know-how. We manage over 490,000 sq.metres of Siemens' operational space portfolio which comprises of 24 leased and owned office locations and 11 factories in South Asia cluster SAS IT South Asia Siemens Information Technology (SAS IT) ensures the delivery of Information Technology Services in a consistent & cost effective manner by synergizing the operating environment throughout Siemens. Our vision is to be a credible & trustworthy partner to all our stakeholders by adding significant business value through benchmarked best in class, cost competitive smart solutions and services. We play a leadership role in IT architecture development, system landscaping, business enhancement, technology advancement and infrastructure demand management. We seek to continuously optimize IT functions to support & enhance productivity, compliance & IT services &strengthen decision making based on advanced analytics derived from business applications. I sincerely hope that you find the information on our IT Intranet valuable & you are always welcome to write in to me SAS IT works under the directions & guidance of the IT Steering Board (constitutes members of senior management of Siemens India), along with the working councils (constitutes the IT partners from various sectors & managers from IT) who would support IT with effective decision making. A 3 layered model of shared services IT has been defined, which comprises of Governance, Service Management and Service Delivery. IT is responsible for the first two
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i.e. Governance and Service Management. Thus SAS IT takes the functions of Business Relations, Governance, Corporate Shared Service IT and Controlling. Business Relations •
Strategy
•
Business Relations and Decision Processes
•
People Development
Governance •
Implement and Maintain Standards
•
Roll-Out Projects
•
Topics : Business Processes, Management & Support Processes, IN & IS
Corporate Shared Services IT •
Demand Management: consolidate requirements, roll-out plan
•
Application 1st Level Support
•
Interims : Service Management Infrastructure Services
SAS Finance & Accounting SAS F&A Intranet Portal wants to guarantee both knowledge generation, reproduction and knowledge transfer by specific distribution of information. It's an entry point to financial information and applications, news and updates from the Finance and Accounting team of SAS cluster.
Corporate Legal Siemens Legal India is a business partner enabling Siemens to achieve its goals by : •
Protecting the company’s reputation for integrity
•
Mitigating risks
•
Capturing opportunities utilizing the potential of the law
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The Legal team comprises the General Counsel and 6 specialist Legal teams •
Company Secretariat,
•
Litigation & Real Estate,
•
Energy,
•
Industry,
•
Healthcare
•
Infrastructure and Cities (from 1st October 2011)
SAS HR
The new SAS HR One Intranet is our attempt to make all HR related information available to employees of all Siemens Ltd. companies within the SAS cluster within one portal. With this attempt we have brought all the policies, forms, guidelines, processes etc under one intranet - "SAS HR One". Information and links to the various HR IT Applications like 4Success, TRAiLS etc. have also been included in the intranet so as to provide ease of use for employees.
In addition to this, we have also added a new section titled "New Projects" wherein employees will be kept updated on any new projects that the HR initiates. HR Vision "To be a strategic business partner, transforming Siemens into a world class learning organization creating value for all its stakeholders."
Mission Statement
Excellent employees are one of Siemens' vital strengths. They have made Siemens what it is today and – their expertise, their capabilities and their high level of commitment – are laying the basis each and every day for the company’s continued success – in each and every country, through out the world." Concretely, this means:
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•
We want to recruit the best and brightest people in the world, continuously develop them and retain them in our company over the long term. We can achieve these aims only by being one of the world’s most attractive employers and maintaining an outstanding employer brand.
•
With our uniform worldwide HR process, we have a good starting point for developing a diverse talent pipeline of managers and technical experts to drive our businesses. We consider the diversity of our employees a unique competitive advantage.
•
Through training and continuing education at the highest level we develop key strategic capabilities and skills – a sustainable investment in the future of our company and in the individual's employability.
•
We also support health, occupational safety and environmental measures to help ensure our employees’ long-term performance and welfare.
We’re aware of our responsibility to our employees as well as to our company and cooperate closely with our employee representatives in an atmosphere of mutual trust Corporate Communications (SAS CC) Corporate Communications provides support in carrying out your communications work. We develop company wide communications concepts, provide you with suitable contacts and offer assistance in researching and preparing information. Siemens Corporate Communications provides communicators with a number of different ways to learn about current and earlier publications obtain assistance in conducting research or find contact persons.
\ Objective of CC The core mandate of CC is to sustain and enhance the company’s corporate image, brand equity and reputation in India based on the Company’s business philosophy, corporate principles and core values and support businesses to achieve their objectives through effective communication. In order to achieve this, CC is required to understand the company strategies and key initiatives and prepare a communication strategy so that it can establish regular communication channels and build long-term relationships with its internal and external target groups.
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Functions Corporate Communication Organization To maintain consistency and synergy in communication, Corporate Communication (CC) resources have been pooled under a central function, which provides services for Siemens Ltd., its subsidiaries and all its group companies in India.
The Head of CC reports directly to the Managing Director, Siemens Ltd. and shall align all the activities with the Head of Corporate Communication, Siemens AG to ensure the right representation of Siemens brand and consistency of messages. The Head of CC is vested with the authority to undertake actions within the operating guidelines and limits of the approved budgets in order to fulfill the defined mandate. To carry out its mandate, the department is organized in two ways: •
Sectoral communication- with a Key Account Manager responsible for 360 degree communication requirements of the sector supported by functional experts in each team. To enable the team to understand the business better and for faster access, the Sectoral Communication teams operate out of the Sectoral Headquarters.
•
Central Team with functional specialization: The Central team carries out communication activities for Corporate Department as well as for the Management. This team comprises functional experts of: •
Marketing Communication & Events (CC/MC)
•
Media Relations (CC/MR)
•
Internal Communications (CC/IC)
•
Corporate Citizenship (CC/CorCit)
•
New Media (CC) and
•
Regional CC (CC/R)
The Central Team operates out of the company head office in Worli while the Regional CC members are located in the designated regions. SAS Strategy & Business Excellence The charter for SAS ST & BE is to: •
Support all businesses in the cluster in driving excellence and formulating strategies to collectively fulfill the cluster vision and goals.
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•
Operate as flexible centre of excellence in all matters of strategic importance for Cluster Executive Management.
•
Establish cluster’s priorities.
•
Assure consistent communication to stakeholders.
•
Manage the execution of key initiatives and execute cluster specific strategic planning.
•
Measure progress against key targets.
The unit has five core areas of operations :
Strategy, Planning & Market Intelligence : The unit acts as a partner for providing Cluster Executive Management and businesses with systematic decision support and support in strategy formulation for new initiatives and value creation. It provides framework and drives strategic planning process for all the divisions across all sectors in the cluster.
Manufacturing Strategy: The unit supports and executes process optimization projects in the existing manufacturing setups. It supports conceptualization and setting up of new manufacturing unit projects. PM@Siemens: The PM@Siemens program aims to continually improve project related processes to maximize results & minimize project risks. This unit coordinates and conducts competence enhancement program through training & workshops and provides a development path for project personnel through the certification process.
Top+: The unit coordinates and monitors the company-wide Business Excellence program Top+ which aims to drive a high performance culture.
Quality Management: The unit also coordinates and supports the activities of cluster steering committee in areas like QMS, ISO certifications, audits, training on quality tools, quality improvement projects, product safety, standardization & regulations, quality in projects, etc
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Chapter 4: Data interpretation andanalysis
22
23
The project can be divided into three parts: 1. Understanding the IPM department Operations for qualitycontrol:
24
IPM(integral Plant maintenance) department renders plant maintenance services to companies across globe when it comes to Siemens India it serves to around 33 different companies across India. Siemens have a very well defined and guided procedure for quality control. The approach used to get the know- how of the department was the primary research of Quality manual, site manual & Safety manual. The Site manual according to it’s name consisted of information regarding the site operations for e.g. Standard site operating procedures, site protocol during the project, it also comprised of information regarding the minute of the things such as for raising a scaffolding .all the manuals were written in a manner so that it couldgive a complete overview of standard operating procedure followed by the department. 2. Studying the international qualitystandards:
Quality is of great importance for the companies around the world to thrive in this competitive environment. As in this global era every company is bound to follow the different quality, environment and safety norms of all the countries where it operates. there are many standards practiced all round the world some prominent among them are ISO9001 & OSHAS 18001. Which specifies the quality, safety and environment protection practices whichmust be followed by a company all round the world 3. Formulating a new quality control procedure manual:
Main task was to study and then formulate the existing Siemens manual into a new manual which would be a combination of all the three manuals and would be in accordance with the ISO9001 & OSHAS18001. The points common to both the standards were kept as it is while those which were different were incorporated into the manual based upon the need.
PROJECT WORK 25
IPM Quality Control Procedure Handbook
1. General Information 2. IPM Business Management 3. Marketing and Sales 4. Project Management 5. Field Services 6. People/Resource Management 7. Administration 8. Health, Safety and Environment Management 9. Quality Management
9.1. Introduction 9.2. Mandatory Elements of the Siemens Quality Management 9.3. Quality Policy 9.4. Key Performance Indicators 9.5. Structure, Roles and Responsibilities 9.6. Quality Management System
9.6.1.General Requirements 9.6.2.Documentation Requirements
9.6.2.1.
Documents Required
9.6.2.1.1. Quality Policy 26
9.6.2.1.2. Safety Policy 9.6.2.1.3. ISO 9001 Certificate 9.6.2.1.4. Defined Quality Objectives 9.6.2.1.5. Quality Manual 9.6.2.1.6. Site Administration Manual 9.6.2.1.7. Maintenance Manual 9.6.2.1.8. Site Quality Plan 9.6.2.1.9. Master List of Documents/Drawings 9.6.2.1.10. Standards, Codes, Acts & Rules 9.6.2.1.11. Purchase Order and Contract 9.6.2.1.12. Contract with Sub Contractor 9.6.2.1.13. Site Organizational Chart 9.6.2.1.14. Maintenance Schedules 9.6.2.1.15. Criticality Analysis 9.6.2.1.16. Procedures and Checklists 9.6.2.1.17. Competency Matrices 9.6.2.1.18. Training Plan
9.6.2.2. Records Required
9.6.2.2.1. Quality Objectives Monitoring 9.6.2.2.2. Schedule Compliance 9.6.2.2.3. Quality Audit Report 9.6.2.2.4. Record of Corrective and Preventive Actions 9.6.2.2.5. Record of Closure of Audit Observations 9.6.2.2.6. Calibration and Test Certificates 9.6.2.2.7. Breakdown Records 27
9.6.2.2.8. Site Reports 9.6.2.2.9. Communication from HO 9.6.2.2.10. MOM’s With Client 9.6.2.2.11. Customer Complaints and Status 9.6.2.2.12. Liaison with Local Electricity Authority 9.6.2.2.13. Work Allotment 9.6.2.2.14. Statutory Licenses 9.6.2.2.15. Attendance Record 9.6.2.2.16. Payment & PF Records of contractor 9.6.2.2.17. Training Record 9.6.2.2.18. Record of Disciplinary Actions 9.6.2.2.19. Record of Employee Grievances 9.6.2.2.20. Record of Penalty levied by Client 9.6.2.2.21. Record of Site Fund & Settlement 9.6.2.2.22. Record of Material Issued by Client 9.6.2.2.23. Record Tools and Tackles 9.6.2.2.24. Tool Bag Audit 9.6.2.2.25. Stores Stock Record 9.6.2.2.26. PPE Stock Record
9.6.2.3.
Control of Documents(Refer quality at PM@IS for details)
9.6.2.3.1. Approval and Issue 9.6.2.3.2. Review and Revision of Documents
9.6.2.4.
Control of Records(Refer quality at PM@IS for details)
28
9.6.2.4.1. Retention Period
9.6.3.
Management Responsibility
9.6.3.1. Management Commitment 9.6.3.2.
Customer Focus(Refer quality at PM@IS for details)
9.6.3.3. Quality Policy
9.6.4.
Planning
9.6.4.1. Quality Objectives 9.6.4.2. Maintenance Schedules 9.6.4.3. Criticality Analysis 9.6.4.4. Procedures and Checklists 9.6.4.5. Competency Matrices 9.6.4.6. Training Plan
9.6.5.
Responsibility and authority and communication
9.6.5.1.Responsibility and authority 9.6.5.2.Authority-Delegation of authority 9.6.5.3.Management representative 9.6.5.4.Internal Communication
9.6.6.
Management Review
9.6.6.1.Quality Audit 29
9.6.6.2.Customer Satisfaction Survey Report 9.6.6.3.Monthly Reports 9.6.6.4.Improvement Plans 9.6.6.5.Key Performance Indicators 9.6.6.6.Customer Complaints
9.6.7.
Resource Management
9.6.7.1.Human Resources
9.6.7.1.1. Competence, Training and Awareness
9.6.7.1.1.1. Competence Mapping 9.6.7.1.1.2. Training requirement 9.6.7.1.1.3. Training Plan and Execution 9.6.7.1.1.4. Recording 9.6.7.1.1.5. Evaluate Effectiveness 9.6.7.1.1.6. Review
9.6.7.1.2. Infrastructure
9.6.7.1.2.1. Site Office 9.6.7.1.2.2. IT Infrastructure 9.6.7.1.2.3. Tools 9.6.7.1.2.4. Measuring Instruments
30
9.6.7.1.2.5.
Basic Amenities- Food, Drinking Water, Accommodation, Toilets
9.6.7.1.2.6. Furniture, Lockers, Cupboards, Green boards. 9.6.7.1.2.7. Transport
9.6.7.1.3. Work Environment
9.6.8.
Product realization
9.6.8.1.Planning of product realization 9.6.8.2.Customer-related processes
9.6.8.2.1. Determination of requirements related to the product 9.6.8.2.2. Review of requirements related to the product 9.6.8.2.3. Customer communication
9.6.8.2.3.1. Alignment of Maintenance Schedules 9.6.8.2.3.2. Review Meetings 9.6.8.2.3.3. Customer Complaints Register 9.6.8.2.3.4. Direct Communication 9.6.8.2.3.5. Monthly Site Report
9.6.8.3.Design and development
9.6.8.3.1. Design and development planning 9.6.8.3.2. Design and development inputs 9.6.8.3.3. Design and development outputs 31
9.6.8.3.4. Design and development review 9.6.8.3.5. Design and development verification 9.6.8.3.6. Design and development validation 9.6.8.3.7. Control of design and development changes
9.6.8.4.Purchasing
9.6.8.4.1. Purchasing process 9.6.8.4.2. Purchasing information 9.6.8.4.3. Verification of purchased product
9.6.8.5.Production and service provision
9.6.8.5.1. Control of production and service provision
9.6.8.5.2.
9.6.8.5.1.1.
Manuals, Drawings and Documents
9.6.8.5.1.2.
Work Instructions, SMP, SOP, Checklists
9.6.8.5.1.3.
Site Quality Plan
Facilities
9.6.8.5.2.1.Tools and tackles 9.6.8.5.2.2.Safety Gears 9.6.8.5.2.3.Measuring and Testing Equipment’s
9.6.8.5.3. Personnel 32
9.6.8.5.4. Validation of processes for production and service provision 9.6.8.5.5. Identification and traceability 9.6.8.5.6. Customer property 9.6.8.5.7. Preservation of product
9.6.8.6.Control of monitoring and measuring equipment
9.6.8.6.1.
Listing
9.6.8.6.2.
Schedule of Calibration
9.6.8.6.3.
Calibration
9.6.8.6.4.
Maintaining Records
9.6.9.
Measurement, analysis and improvement
9.6.9.1.Monitoring and measurement 9.6.9.2.Customer satisfaction 9.6.9.3.Internal audit 9.6.9.4.Monitoring and measurement of processes 9.6.9.5.Monitoring and measurement of product
9.6.10.
Control of nonconforming product
9.6.10.1.
Test Equipment’s Without Valid Calibration
9.6.10.2.
Broken/Worn Out Tools
9.6.10.3.
Faulty Equipment’s or Used Spares 33
9.6.10.4.
Expired consumables and Other Perishable Items
9.6.10.5.
PPE’s
9.6.10.6.
Lifting Equipment’s, Welding Machines
9.6.11.
Analysis of data
9.6.12.
Improvement
9.6.12.1.
Continual improvement
9.6.12.2.
Corrective action
9.6.12.2.1. Reviewing Non conformities :Quality Audit Observations 9.6.12.2.2. Customer Complaints
9.6.12.3.
Preventive action
9.6.12.3.1. Review of Procedures 9.6.12.3.2. Look, Listen and Feel
34
9.1 Introduction Integral Plant maintenance & Engineering and field services (EFC) is an organization unit of Siemens India which undertakes the task of engineering installation, Commissioning and After sales service of products and systems marketed by project division it also reduces at site installation & Commissioning services for PCG &PTD division Engineering and field services by virtue of the nature of jobs handled is a vital link to the customer and is responsible for ensuring specified requirements. This manual is intended to be used by Engineering & Field Services – Plant service for jobs carried out by them directly as well as through outside agencies under guidance & Supervision of EFS/IPM The objective of maintenance quality manual is to maintain high standards of quality while executing maintenance jobs. It should be realized by all that high standards of quality of services offered by IPM has to be maintained through adherence to quality procedures written in this manual we ensure satisfied customers through our continuous efforts in meeting the quality expectations
9.2 mandatory elements Of Siemens Quality manual
Mandatory elements of Siemens quality manual are. •
•
Divisional covers quality policy and principles covers all
•
Qualit 35 y Procedures, Work instructions, PM@Industry India FC & technical Circulars, Design instruction, Checklist RM
•
Core procedures Covers all clauses of ISO 9001:2008,OSHAS
•
Unit wise details of instructions
9.3 Quality policy
Siemens quality policy has been formulated, emphasizing that the consistently high quality of our products and services is essential in order to fulfill the requirements and expectations of our customers, to honor our corporate responsibilities and to discharge our business obligations. This is the only way that we shall be able to achieve our goal of supplying the customer with the products and services of excellent quality and maximum value. This quality philosophy results in satisfied customers who have complete confidence in products and service we offer we advise and provide solutions to problems via manufacture, delivery, installation, commissioning and service. The opinion of our customers is the crucial measure of quality. Our employees who know the functions, procedures and processes right down to the last detail, maintain the quality of our products and services. Our employees are not only trained in most up-to-date techniques but also are fully aware of the industrial requirements of our customers. The following principle applies: whoever performs the work is also responsible for quality. This applies to every employee the heads of the organizational units are the quality they stipulate the methods required for achieving the necessary quality standard and defining the corresponding responsibilities and resources further more all-senior personnel are obliged to encourage quality awareness for work amongst their senior staff they also ensure that necessary knowledge and capabilities are imparted for this If one organizational unit delegates partial tasks to other units within Siemens LTD., it still retains overall responsibility for quality and is therefore also responsible for the stipulation of quality and is therefore also responsible for the stipulation of quality management system measures implemented by the supplier We as accompany strive to retain performance leadership in every aspect by continual improvement of our quality management system The quality objectives are divided from our quality policy, mission statement is reviewed for continuing suitably of the business objectives.
36
A continuous effort is made to make known the quality policy and mission statement, understood and implemented by all employees in the division through training, posters, quality documents and various communication meetings.
9.3.1 Quality policy of Siemens limited
Siemens limited endeavors to deliver world class products, solutions and services in a manner that •
Is compliant to the highest ethical standards
•
Strives for continual improvement of quality through involvement of employees, suppliers, and partners
•
Offers ample scope for continuous learning and competence building
•
Adopts practices that adhere to the highest standards of environment protection, health, safety and corporate citizenship
So that we holistically meet and exceed customer expectations and offer value to share holders
9.4 Key Performance Indicators KPI are measureable parameters that indicate he on-going performance of the maintenance service; they must be realistic, achievable and objectively measurable. It is recommended that every maintenance contract agrees a set of KPIs to measure the performance – or else what happens is, that the client does it subjectively and this is usually inaccurate, wide performance of the maintenance service; they must be realistic, achievable and objectively measurable. It is recommended that every maintenance contract agrees a set of KPIs to measure the performance – or else what happens is, that the client does it subjectively and this is usually inaccurate, widely varying and not consistently based on the same parameters A recommended strategy is to initially agree a set of KPI that relate to the mobilization only such as; 37
-
Office set ups Personnel appointed Tools and equipment purchased mobilization progress against program Maintenance budget set up Reporting set up and implemented Manuals completed Continuous improvement strategy in place
Using this approach gives both parties time to agree on the ongoing KPIs and set valid targets.
-
The KPIs must be readily and regularly measureable The KPIs must be clearly defined to avoid confusion The KPIs must be realistic any KPI target must be achievable Performance against KPIs must be assessed every month Poor performance in particular area may be a means of identifying continuous improvement actions
Some possible KPIs are
-
Cost %planned maintenance Mean time between failures Mean time between repair Lost time to repair
-
Lost time injuries Production Uptime Availability Inventory levels Number of suppliers cost of sub-contractors Cost of spares per year
9.5 Structure, Roles and Responsibilities
9.5.1.1Divisional head:
•
Overall business growth and profitability.
•
Business strategy plan and budget & business development
•
Basic policy matters, technology selection etc.
•
coordinate between HO, works, units and Siemens Germany
38
•
Implementation of quality management system
9.5.1.2 Business Unit Head:
•
Business strategy and business plan
•
Business growth, development and profitability
•
Market information e.g. demand, trend, market intelligence
•
Monitoring inflow of orders and execution
•
Ensure implementation of quality management system
•
Customer relationship management
•
Employee development
•
Overall customer complaint handling
9.5.1.3 Head- Engineering & Commissioning Head- project installation:
•
Engineering, installation and commissioning of projects/system
•
Ensure implementation of quality management system
•
Compliance of statutory regulation in labor related areas
•
logistics
•
To organize material as per the requirement
•
Purchase activity including vendor development
•
Calibration of measuring and test equipment
9.5.1.4 Regional Head- Marketing:
39
•
Business forecasting, monitoring and controlling
•
Project acquisition and execution
•
Project management
•
Relationship management (Internal and external partners)
•
Employee development
9.5.1.5 Group leader Marketing
•
Offer approval, order acquisition and execution
•
Implementation of business plan
•
Project management and monitoring
•
Receivable management
•
Selection and vendor development
•
Co-ordination with internal partner, SAG, vendors, corporate function for timely execution
•
Monitoring and review of customer complaint
•
Employee development
9.5.1.6 Project Engineering Management:
•
Market intelligence
•
Estimation and offer making
•
Order acquisition and management
•
Project execution and management
•
Procurement
•
Co-ordination with internal partner, SAG, customer for timely execution
•
Payment collection
40
•
Handling customer complaints
•
Adherence to quality management system
9.5.1.7 E&C PI at HO/Region:
•
Engineering installation and commissioning of project/system
•
industrial relation at project site
•
Monitoring and review of customer complaint
•
Quality planning which include the following:
•
initiate to prevent the occurrenc e of any non-conformity relating to the product ,process and quality system
•
to insure the adherence to the product specification at incoming, in process and final inspection
•
identify the need and implement the statistical techniques
•
Failure analysis and participate in corrective and preventive actions.
•
Compliance with statutory regulation
•
Logistic at HO only
•
To organize the material as requirement
•
Store management of raw material and finished goods
•
Purchase activity including vendor development
•
Calibration of measuring and test equipment
•
Repairs of PBC modules
9.5.1.8 PI Site in Charges:
•
Site planning activity by estimating, scheduling, coordination with HO/regions to mobilize resources at site per schedule
41
•
resource planning and implementation - Mobilize resources, installation and commissioning
•
Monitor and control- Maintain statistics pertaining to site activities
•
Develop and maintain good relation with working partners of customers, government authorities
9.5.1.9Commercial In charge:
•
all commercial activities and reporting to the head of the division
•
Annual budget preparation
•
Compliance with statutory regulation
•
All commercial aspect of Cost Control
•
Asset management and receivable management
•
Employee development
9.5.1.10 Div. Personnel:
•
Human resource planning and sourcing
•
Personnel administration
•
Record and administration of employee dialogue
9.5.1.11 Management Representative(MR): •
Maintain and implement the comprehensive quality management system(QMS) as per the requirement
42
•
Represent the organization for the QMS when dealing with the outside firms, authorities and agencies
•
Development and ensure implementation of QMS
•
Plan, organize and participate in internal and external quality audits as per the requirement
•
Oversee the corrective/preventive actions
•
Organize Management Reviews. Report the performance of the QMS as a basis for improvement of QMS
•
•
•
Maintain the records of Management Reviews/Quality audits Ensuring the promotion of awareness meeting the quality system and customer requirements throughout the division Identify an participate in continual improvement of QMS
9.5.1.12 Quality Representative (QR) in Regions:
•
Implementing QMS under the guidance of MR and CQ
•
Executing Internal Quality Audits as per plan
•
Maintaining the records of quality audit
•
Follow-up for corrective/preventive action on nonconformity
•
Closing of NCRs of quality audit along with concerned department head
•
Preparing analysis of NCRs and presenting to Unit Head for corrective and preventive actions.
•
Maintaining records of management review
•
Co-ordination with MR/CQ for improvement in awareness and training in subject of quality.
9.5.2 Corporate Quality system(CQ):
•
Advising the organizational units in connection with QMS development/implementation
•
Check the divisional Quality manual as per requirement of the standard
43
•
Participating in internal and external quality audits as per the requirements
•
Development of strategy for quality improvement and conduct training.
9.5.2.1 Authority:
•
•
Authorities are defined in delegation of authority I & IS India available in I & IS When an individual is absent, normally the responsibilities are delegated to an appropriate person. Otherwise, these get wasted with the immediate superior of the individual.
9.5.2.2 Management Representative:
•
The management representative is a member of the organizations management. His responsibilities are explained in clause no 5.5.1 Head- Quality system is designated as management representative for this division and depicted in the I IS organization chart
9.5.2.3 Internal Communication:
•
•
A continuous effort is made to make the quality policy and mission statement of division known, understood and implemented by all employees in the division through awareness training, poster, quality documentation and various communication meetings. Documented QMS
•
Employee Performance is reviewed and communicated through "Employee Dialogue" system and informal review takes place in one to one and group business review meetings.
•
Major events of Siemens India and I IS division are communicated through Intranet, in house meetings.
•
Effectiveness of QMS is reviewed at various meeting at different levels
44
9.5.2.4 Management review:
The management of the organizational units conducts management review twice a year to assess the effectiveness of the quality system in fulfilling the stipulated quality policy and quality objectives. This constitutes the basis the formulation of the quantitative quality objectives and preventive action. This review pays special attention toapplication the identification of potential systematic of corrective action.or existing non-conformance and to the
The agenda for management review includes the following:
•
Status of management review action items.
•
Status an result of quality objectives and improvement activities
•
Result of audits
•
Feedback on the satisfaction of customer and interest parties
•
Market related factors such as technology, research and development, competitor performance
•
Performance of supplier
•
Financial effects on Quality related activities
•
Other relevant factors i.e. social, environmental, compliance to statutory/regulatory requirements etc.
•
Performance objectives for product and processes
•
Improvement in QMS
•
Improvement in customer satisfaction
9.6 Quality Management System
Integral Plant maintenance & Engineering and field services (EFC) is an organization unit of Siemens India which undertakes the task of engineering installation, Commissioning and After sales service of products and systems marketed by project division it also reduces at site installation & Commissioning services for PCG &PTD division 45
Engineering and field services by virtue of the nature of jobs handled is a vital link to the customer and is responsible for ensuring specified requirements. This manual is intended to be used by Engineering & Field Services – Plant service for jobs carried out by them directly as well as through outside agencies under guidance & Supervision of EFS/IPM The objective of maintenance quality manual is to maintain high standards of quality while executing maintenance jobs. It should be realized by all that high standards of quality of services offered by IPM has to be maintained through adherence to quality procedures written in this manual we ensure satisfied customers through ourcontinuous efforts in meeting ht e quality expectations Maintenance:
The function of plant maintenance is to undertake the whole of life management of an asset from its purchase to its disposal The activities involved include the following: Maintain – The equipment &the plant at the required level of performance Preserve - Equipment life Improve- Equipment & process to improve product quality & to delay or avoid new capital to be employed Repair – To get equipment running again.
9.6.8 Product Realization:
9.6.8.1 Planning of Product Realization:
I IS management identifies process needed to realize products to satisfy the requirements of the customer and interested parties. To ensure product realization, consideration is also given to support processes
46
•
An operating plan is defined to manage the processes including the following:
•
Input and output requirements in terms of specification of products and resources needed.
•
Identification of activities within the processes
•
Analysis of processes i.e. process capabilities
•
Method of verification and validation of product and processes
•
Documentation support within QMS including preparation of quality plan
The support processes considered at the time of planning include the following:
•
Training / competence of people
•
Marketing inputs
•
Management of data and information.
9.6.8.2 Customer Related Processes:
9.6.8.2.1 Determination of Requirements Related tothe Product
Tenders, orders and contracts are reviewed to ensure that the customer requirements, including delivery and post-delivery activities can be fulfilled. This also allows for customer expectation that have not been explicitly mentioned. Also, all statutory and regulatory requirements are applicable and any other additional requirements required by the organization are determined.
47
9.6.8.2.2 Review of Requirements Related to Products:
The review is conducted according to the following criteria:
•
It verifies adequate definition documentation of the performance requirements, checks thatthe they are complete and and technically unambiguous. Any differences are resolved with the customer •
in the case of orders that have been placed verbally, an agreement is reached with respect to the requirements of the orders and a system is available to the documents the same.
•
Order/contracts that are placed in response to a tender are reviewed on the basis of the applicable tender.
•
The capability to meet the performance requirements of the order/contract is ascertained.
•
If necessary, the customer's requirements with respect to the products and services are forwarded to the organizational units, which are to perform the work or manufacture the product.
•
In case there are factored products supplied as part of the project and which are not covered under the scope of certification of Siemens ltd, the customer will be kept informed in advance.
9.6.8.2.2.1 Amendment to a Contact:
Amendment to tenders/orders is treated according to the same procedure as the original tenders/orders and supplementary tenders are drawn up if required. The organization’s QMS takes in to account the changes brought into the contract and their translating into relevant documents and communicating to concerned personnel.
9.6.8.2.2.2 Records:
48
Records of contract reviews are kept with the order/contract documents in accordance with the project management guidelines and / or the requirements of the contract.
9.6.8.2.3 Customer Communication:
The organization’s QMS has established effective communication relating to: •
Ascertaining the needs of the customer and our capability to meet his requirements
•
Agreement with the customer requirements
•
Establishing agreement to supply: what. when, and on what terms
•
Product information/ training
•
Any interim changes in this Agreement
•
Order processing -activity/time schedule
•
communication of work progress
•
customer feedback
•
Handling of complaints
9.6.8.3 Design And Development:
Design and development work is performed within the frame work of customer orders/projects. In I IS division, design/development takes the form of activities involved in the concept preparation, draft design, planning, implementation and installation. Such projects are broken down into planning, implementation and installation, test/service process stages, which terminate in specific, verifiable result. All significant draft designs calculation, analysis and decision are recorded.
9.6.8.3.1 Design and Development Planning: 49
The planning documents define the activities, areas of competence and responsibilities for implementation as well as the time schedule. Authorized, qualified personnel, processing groups or representative handle all orders/projects. They have complete sets of the relevant documents -including job definition, contractual requirements, specification, regulation, standards and guidelines at their disposal for this the planning documents are updated in the course of the project and reflect the current progress status.
9.6.8.3.2 Organizational and TechnicalInterface:
The organizational and technical interface between projects groups or processing groups are defined and stipulated for complex projects and the necessary exchange of information is documented and reviewed.
9.6.8.3.3 Design and Development Inputs:
Design input and requirements relating to the product are stipulated in the form of a written specification, including any statutory and regulatory requirements of the country of destination, such as those on the power supply ratings, marking and labeling of packages, and health, safety and the environment. Any specialist departments involved in the projects contribute towards this. The requirements and specification are reviewed again beforehand to check that they are unambiguous and feasible and that all relevant results from the contract review have been taken into consideration. Incomplete, ambiguous or conflicting requirements are resolved with the respective partner and the results are recorded.
9.6.8.3.4 Design and Development Output: 50
Design output is recorded in the form of specification, calculation, analyses, development and test reports, drawings, data sheets and product specific documents. These technical documents specify all of the data and activities required for verification against design input (procurement specification/performance specification and external/internal specification). The design output is reviewed with respect to fulfillment of design input requirement, e.g.:
•
Stipulated and contractual requirements
•
Relevant statutory, regulatory and safety requirement
•
features that are relevant to function
Design characteristics that are crucial to the safe and proper functioning of the product and the entire service life of the product, including operation, storage, preservation, handling, maintenance, disposal information and inspection and acceptance criteria.
9.6.8.3.5 Design and Development Review:
Reviews of the design results are planned and conducted for critical design stages, to ensure that the product fulfills the specification. Participant includes representative and other specialist personnel for assistance. The design review is based on the requirement of the procurement specification / performance specification and internal/external specification. The records of such design reviews are kept.
51
9.6.8.3.6 Design and Development Verification:
Design verification is performed at appropriate stages of design to supplement the design reviews and to confirm the correctness of the design. Design verification may include the following activities, for example: •
Alternative calculation to confirm the srcinal calculation and analysis
•
Trials on models(simulations) or demonstrations using prototypes with defined reproducible inspection and test programs,
•
Comparison with proven designs from similar projects
•
Formal review of design stages documents prior to release
•
Independent Review in the form of design /product review
Records are kept of the activities and results of design verification
9.6.8.3.7 Design and Development validation:
Design validation, which verifies that the final product fulfill specified requirements and/ or customer/user needs, may be planned and conducted in the form of
•
System tests with existing system components and or simulated operational environment, or responsibility to provide acceptable product nor precludes subsequent rejection on the part of customer
9.6 Measurement, Analysis and Improvement: 52
9.6.1 General:
The organization plans, monitor analyses and improves processes for:
•
Products(project/services) evaluation
•
Process evaluation
•
Customer satisfaction
•
Quality objectives
Use of appropriate statistical and other techniques is used to measure and control variations.
9.6.2 Monitoring and Measurement:
9.6.2.1 Customer satisfaction:
Measurement and monitoring of customer satisfaction is based on monitoring of customer perception: Examples of monitoring customer perception may include
•
Customer and user survey
•
Feedback on product (project/services)
•
Customer complaints/compliments 53
•
Warranty claims
•
Lost order analysis
The organization has the system for requesting, measuring and monitoring of customer perception by way of feedback, and providing the basis for continual improvement. This will carried out at least once in a years.
9.6.2.2 Internal Audits:
The internal quality audits play a key role in the continuous improvement process. Conducted at regular intervals, with additional audits as required, they provide an objective assessment of products, process and functions. This method is used to determine whether quality activities and the associated results comply with planned arrangements. This enables the prompt discovery of false development and the exploitation of potential of continuous improvements
9.6.2.2.1 Audit frequency
Internal quality system audits are conducted twice in a calendar year, about 6 months apart. Product and process audits are conducted as required
9.6.2.2.2 Audit Planning & Scheduling
The activities include Preparing audit plan, time schedules and functions to be audited based on status and importance. Appointing auditing personnel, who are not directly responsible for the functions to be audited
9.6.2.2.3 Audit Execution 54
•
Performing of audits and prepare non-conformance reports
•
Analysis and reporting of the results of audits to the concerned functional heads for corrective actions
•
Initiating necessary corrective actions within the agreed period the heads of functions are responsible for rectifying the deficiencies found the implementation and effectiveness of such action are subject to monitoring and recorded in subsequent audit
•
Conducting the management reviews
•
Follow up audit activities verifies and records implementation of and effectiveness of corrective action taken
9.6.2.2.4 RECORDS
•
Records of audit are maintained which comprise of
•
Audit plan and schedule
•
Quality audit reports
•
Minutes of management review meetings
9.6.3 Monitoring and Measurements of processes
Depending on the impact each process has in meeting customer requirements and its effectiveness on the QMS, the organization applies suitable methods for measurement6s and monitoring of processes to satisfy its intended purpose. Measurements results are used to maintain and/or improve those processes e.g.
•
Cycle time(execution Time) reduction for projects
•
Reduction in engineering time and cost 55
•
Personnel performance measured through achievement of goals set an annually
•
Productivity improvement e.g. Business Volume per head
•
Reduction in quality cost
•
Evaluation of effectiveness QMS through internal quality audits
9.6.4 Monitoring and measurement of product
Inspection and tests are conducted to determine whether our products/systems fulfill the previously defined quality requirements these procedures comprise receiving inspection and testing the inspections and tests to be concluded are stipulated in documented procedures, inspection and test instruction or quality plans.
Records of conformity to defined quality requirements re maintained clearly indicating the person authorizing the release of product to customer
9.6.4.1 Receiving inspection and testing
Incoming products are only released for use if they comply with the stipulated quality characteristics fulfillment of these requirement is verified by inspection and tests, which are described in corresponding instruction or plans. If products are accepted for use or processing without verification of compliance with the specified requirement, they are identified in a traceable manner to enable the implementation of suitable measures for the event that they do not fulfill the specified requirements Incoming products whichseparately have not been released for further processing are marked unambiguously or stored In order to prevent their further processing
56
9.6.4.2 In process inspection and testing
is conducted in accordance with instruction or quality plans in the course of the project. The product is only released for the next stage of work after the inspection and tests have been recorded. In the event of nonconformity with the specifications, the product may only be released for further processing under positive-recall conditions if the product is suitably and unambiguously identified in a traceable manner
9.6.9.4 Final inspection and testing
Final inspection and testing is conducted in accordance with prescribed instruction or quality plans to determine whether the product/system as a whole complies with the required characteristics prior to dispatch/hand-over/delivery. The product is only dispatched when the following satisfactory completion of all specified inspections and tests
•
All previous inspections and tests have been carried and results confirm to specification
•
The equipment or product bears the correct identification part number or serial; number etc.
•
All recorded nonconformity has been resolved and remedial action have been taken and verified
•
Appropriate authorities have approved all concession
57
•
All documentation to be delivered with the product or systems has been produced and conforms to specified requirements
9.6.10 Control of nonconforming product
The nonconforming product is prevented from further use and the units concerned are notified the control extends from purchasing or beginning of the manufacturing process right through to maintenance and service Depending upon the severity of the nonconformity the following activities may be necessary •
Recall of products that have already been delivered
•
Assessment as to whether the detect could also occur in other products
•
Preventive action to avoid a repetition of the nonconformity
The activities that are associated with nonconforming products are:
9.6.10.1 Identification and sorting out
Nonconforming products are identified and stored separately and handled in such a way to prevent further Un-intentional use the identification may take form of marks on the product itself or in the associated documentation Ensure only conforming materials meeting specifications are used during processing
9.6.10.2 Review
Concerned departments review non-conformance reports and the appropriate actions are decided the actions maybe as follows •
Use as is (without affecting quality and functional requirements) 58
•
Use as in the existing condition
•
Use in the condition for alternative applications the products are identified accordingly to distinguish them from other products their properties are recorded in accordance with their actual characteristics
9.6.10.3 Reworking •
Eliminating the nonconformity
•
Products are reworked or repaired by qualified personnel and re-inspected and tested according to the same criteria as the srcinal article
•
Further use by concession:
The decision to release a nonconforming product by concession is made by an authorized member of staff. Such products are identified accordingly to prevent confusion with conforming products. Records are kept of the deviating characteristic and any repairs that have been carried out Where required by the contract, the proposed use or rework of product, which does not confirm to specified requirements, the consent is obtained from the customer or his reprehensive Records of reworked activities are to be maintained.
9.6.10.4 Control Of Reworked Product
Records are maintained, the data is analyzed based on occurrence and severity of failures, and actions are defined to prevent/minimize the failures 9.6.11 Analysis of Data
The organization collects and analyses data obtained from its various sources to assess performance against plans, objectives and other defined goals and identifies the areas for improvement for the benefit of interested parties. The analysis of data is basically focused on achieving information: •
Customer satisfaction
•
Product characteristics
•
Suppliers(vendors)
•
Success of its performance in improvement projects 59
The organization deploys valid analysis methods using appropriate statistical techniques to determine: •
Trends
•
Customer satisfaction and other interested parties
9.6.12 Improvements
Organization has a system to initiate projects to improve the effectiveness and efficiency of the process and quality management system
9.6.12.1 Corrective Action
A regular assessment of the quality data from product monitoring, process sequences and system audits provide valuable information concerning actual or potential system-specific fault sources. The cause of faults are realized in order to implement corrective action The necessary information may be taken from the following sources: •
Evaluation of the process quality
•
Results of inspections and tests
•
Evaluation of returned items and complaints
•
Commissioning reports
•
Audit reports
•
Management reviews
9.6.12.1.2 Process of corrective Action
The results of the analysis are recorded and passed to the responsible departments for the corrective action The corrective action is discussed and coordinated at joint meetings steps are taken to implement remedial measures •
Corrective actions are taken by incorporating changes, where necessary, in process, procedure, technical documents, drawings, work instructions, purchase order on subsupplier etc. 60
•
The effectiveness of the corrective action is verified by analyzing the inspection reports and suitable quality records
9.6.12.1.3 Preventive Actions
Periodic reviews are made to analyze the records of nonconformity for investigating the potential causes of nonconformity in products, processes and systems On the basis of these investigation appropriate preventive actions are initiated where such action is expedient and reasonable The effectiveness of implemented measures is monitored and assessed by the management
Chapter 6: CONCLUSIONS, LIMITATIONS AND SUGGESTIONS 61
CONCLUSIONS:
Siemens being an industry leader the quality norms of the company are quiet stringent and efficient. The company follows the world class quality procedures hence while composing the manual there were hardly any amendments with existing quality control procedure. Which made the task of writing the quality manual quiet easy and helped saving time required for field work. And beginning everything from scratch.
LIMITATIONS:
•
Composing a quality control manual for such a vast organization is a huge task since it requires to cover a vast functional area. Hence due to the shortage of time only quality part of the manual was considered for the project.
•
Next major limitation of project is actual implementation of manual was not monitored due to time constraints.
•
Project also bears a limitation since all the work is done based on existing printed literature no field work was involved.
SUGGESTIONS:
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Establish and maintain procedure to ensure employees are aware of •Importance of conformance to – Quality policy and procedure – The requirements of the Quality management system •The Quality manual consequence, actual or potential, of their work activities, and the manual benefits of improved personnel performance •Their roles and responsibilities in achieving conformance to – – –
Quality policy and procedures The requirements of the quality management system Emergency preparedness and response requirements
•Potential consequence of departure from specified operating procedure.
Which require a proper grooming to be done among the employees from top management to down the line. Which requires a proper induction to be done, which would cover all the above aspects.
6.1 BIBLIOGRAPHY: Primary data was accumulated from existing Siemens manual as listed below. 63
SIEMENS IPM Safety manual SIEMENS IPM Quality manual SIEMENS IPM Site manual SIEMENS IPM ISO9001 Manual SIEMENS IPM OSHAS 18001 manual Following websites were referred to accumulate further necessary information. www.ghallabhansali.com http://en.wikipedia.org/wiki
www.google.com www.colgate.co.in
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