Welcome to

QUALITY
MANAGEMENT
Training Program
LONAVALA - 20th January
2015

Quality is not an Act

It is a habit
--Aristotle
Self:-
GOPAL DUTT SHARMA
Head/QA-QC, Mumbai
Monorail, L&T –Scomi
Consortium
TOTAL QUALITY CONCEPT
Customer Value & Customers Total Satisfaction
Stakeholders Value, Corporate Social Responsibility
Management Commitments
Continuous, Continual Improvement & Benchmarking
Oriented through Objectives, Goals & Achievements
Adherence to National & International Standards
Fulfillment of Regulatory & Statutory requirements
Resource Optimizations & Best Industrial Practices
Reduction in waste and wastages
Preventative measure through learnt experience.
 QMS SCOPE
ISO 9001 : 2008

TWO TIER MANUAL

CLUSTER
HQ OFFICES

PROJECT
SITES (PQP)
 QUALITY CULTURE
Every year, November is celebrated as
Quality Month to promote awareness
among Staff & Workmen towards
achieving Quality goals.
 What is Quality ?
 Fitness for Purpose - Performance
 Complying to the Specification - Conformance
 Value for money – Features
 Customer Satisfaction / Customer delight
 Doing it Right the First time and every time
 Just in time
 Reduction of Variability - Reliability
Evolution of Quality
Specifications,
QC Detection Measures &
Standards

Procedures,
QA Prevention Evidences

ISO 9000: 2005

QMS Direction ISO 9004: 2000
ISO 9001: 2008
Quality
Control ?
INSPECTION &
TESTING
Define – Quality Control

The Quality Control refers to operational techniques and

individual activities that focus on controlling or regulating
processes and materials to fulfill requirements for quality.
The focus is on preventing defective products or services from
being passed on.
 Quality Control
Determine the Customer/
Specification requirements.
Identify stages of inspection.
Define the Quality Control & Hold
Points.
Use appropriate tools & devices for
measurement.
Inspect the process & product at
defined stages.
Report the results of the inspection.
Analyse the results of the process &
product.
Use data’s for continual
improvement
 Benefits of Quality Control
 Cannot be realized immediately, but on long-term
perspective
 Benefits
 System is continually evaluated and modified to meet the
changing needs of customers and hence a mechanism exists to
rapidly modify product or process
 QC improves productivity as it reduces the scrap and rework
 QC reduces cost in the long run and helps productivity and cost
reduction go hand in hand
 Improved delivery dates, due to reduction in lead time for
producing parts and S/A are reduced
 Helps to stay competitive
Quality
Assurance ?
DOCUMENTATION
Misconception
 Quality Assurance

“It refers to all those planned

or systematic actions necessary
to provide confidence that a
product or service will satisfy
given needs”.

15
 Quality Assurance
Identify & establish procedure for
Critical Activity’s & Processes.
Establish Work Method Statements &
Work Instructions for all activities.
Educate, train & create awareness on
product quality requirements.
Implement preventative plans for
potential non-conformances.
Validate process through mock-up &
trials.
Qualify & evaluate the competency
of the workers, suppliers etc.
Plan & conduct Audits to measure
compliance of all process & product.
The Relationships:
Quality Control, Quality Assurance, Project Monitoring

Project
Monitoring

Monitoring of other project

Quality Assurance
performance metrics
(time,
money,
etc.)
Monitoring of
project quality
Quality
Control
 Quality Control vs. Quality Assurance: What’s the Difference?

Analogy: You Driving on a Freeway

Driving Quality Assurance

Before Driving: adjust seats, mirrors, temp, etc. Driving Quality Control
During Driving: Swerving to avoid deer crossing the highway
Occasional glances at: Steering to right if car is straying into left lane
- speed gage to ensure speed is not excessive Braking to avoid hitting slowed car in front
- side mirror before changing lane
- road sides to read road signs, etc.
No distractive activities (reading, eating, etc.)
These are corrective
During and After Driving: Generate/report data to prove
that necessary precautions were taken and that your measures
driving did not violate any rules
 Quality Management
Focus Customer - Receive
Customer Feedback & analyse
Establish Quality Objectives at
all levels & set goals.
Employee Motivation
Delegate Responsibility.
Management Review to
discuss:
Customer Feedback,
Performance of QMS,
Progress on Objectives,
Audit Results,
Continuous
Improvement
 Quality Management
 Co-ordinate activities to direct & control an
organization with respect to Quality
 Emphasis is on the process approach
 It involves all phases from initial identification
to final satisfaction of requirements & customer
expectations
Oriented towards the reduction, elimination
and most importantly the prevention of quality
deficiencies
Quality Management Principles
ISO 9001 – A Global
Benchmark
 FIRST PUBLISHED IN 1987, ISO 9001 HAS
BECOME THE GLOBAL BENCHMARK FOR
PROVIDING ASSURANCE ABOUT THE
ABILITY OF THE ORGANISATION TO
SATISFY QUALITY REQUIREMENTS AND
TO ENHANCE CUSTOMER SATISFACTION
IN SUPPLIER-CUSTOMER
RELATIONSHIPS.
WHAT IS ISO ?

 ISO IS DERIVED FROM “ISOS” – GREEK WORD

MEANS “EQUAL”.
 ISO MEANS- “ INTERNATIONAL ORGANIZATION FOR
STANDARDIZATION ”.
 ISO IS NON-GOVERNMENTAL ORGANIZATION
ESTABLISHED IN 1947 AT GENEVA, SWITZERLAND.
WHAT ARE STANDARDS ?

TO BE USED CONSISTENTLY AS RULES,

GUIDELINES OR DEFINITIONS OF
CHARACTERISTICS TO ENSURE THAT
MATERIALS, PRODUCTS, PROCESSES AND
SERVICES ARE FIT FOR THEIR PURPOSE.
 ISO 9000 SERIES OF STANDARDS

 ISO 9000/9001/9004 – PUBLISHED IN 1987

 ISO 9000/9001/9004 – 1st REVISION IN 1994
 ISO 9000/9001/9004 – 2nd REVISION IN 2000
 ISO 9000 – 3rd REVISION IN 2005
 ISO 9001 – 3rd REVISION IN 2008
 ISO
ISO – International Organization for Standardization

ISO is a network of the national standards institutes

of 162 countries, one member per country, with a Central
Secretariat in Geneva, Switzerland, that coordinates the
system.

ISO 9001: 2008 – Quality Management System,

Requirements

ISO 9000: 2005 - Quality Management System,

Fundamentals & Vocabulary

ISO 9004: 2000 – Quality Management System,

Guidelines for Performance Improvements
ISO 9001- THE FUNDAMENTAL
CONCEPT

SYSTEMS should be Independent of persons.

If Mr X is absent or leaves the organisation, the

organisation should run the same way it was
running when Mr X was present.

This requires SYSTEMS to be documented.

In ISO Complied Organisation , SYSTEMS make
persons redundant to a larger extent .
THE ISO 9001 MANTRA

DOCUMENT WHAT YOU WANT TO DO

DO WHAT YOU HAVE DOCUMENTED

AND

LEAVE BEHIND AUDITABLE

EVIDENCE…!
ISO 9001- THE PRIME
OBJECTIVES

Enhance customer satisfaction i.e. exceed

customer expectations or customer should
be delighted

Continually improve effectiveness of QMS

 ISO – Benefits
 Creates a more efficient, effective operation
 Increases customer satisfaction and retention
 Reduces audits
 Enhances marketing
 Improves employee motivation, awareness, and morale
 Promotes international trade
 Increases profit
 Reduces waste and increases productivity
 Sets Benchmark & continuous improvement
4.1 Identify & Control
5.3 Policy Objectives 5.4
Processes
Determine & Communicate
Identify & Control 5.2 Customer Focus Authority & Responsibilities 5.5
4.2 Documentation

5.1 Committed Review 5.6

8.2.1 Customer Satisfaction

5 Managed 6 Provide Resources
8.2.2 System
People 6.2
Measure
8.2.3 Processes 8 Analyse Buildings, Equipment ,
Improve ISO Machinery , etc
6.3
8.2.4 Product
Environment 6.4
8.3 Non Conforming Product
7 Do what has been agreed with the customer
8.4 Data and Info
Planning 7.1
8.5.1 Continual Improvement Review 7.2

8.5.2 Corrective Action Designing 7.3

Purchasing 7.4
8.5.3 Preventive Action
Doing It 7.5
Controlling Equipment 7.6
QMS Process - PDCA Cycle
QMS Process - PDCA Cycle
QMS Process - PDCA Cycle
QMS Process - SDCA Cycle
 MANAGING
QUALITY
or
QUALITY
MANAGEMENT
 Quality Management

 WHAT
Requirement, Specification
 HOW
Process, Sequence, Method, Resource
 WHO
Responsibility, Authority, Implement
 WHEN
Measure, Corrective Action
 QM Requirements
 Management Commitment
 Quality Policy & Objectives
 Quality Manual
 Identifying the Process
 Define Role & Responsibility
 Management Representatives
 Monitor & Measure Effectiveness
 Management Review
 Quality Objectives
 Derived from Quality Policy
 Customer Requirements
 Management Commitment
 Measurable
 For various functions & levels
 Periodicity for review
For Continual Improvement
 Quality Manual
 Compliance to ISO 9001: 2008
 As per Guideline of ISO 10005: 2005
 Scope of Quality Management System
 Establish Procedures
• Control of Documents
• Control of Records
• Internal Audits
• Control of Nonconforming Product
• Corrective Action & Preventive Action
 Justification for exclusions
 Control of Documents
 To review & approve documents for adequacy
 To review & update as necessary and re-approve
 To ensure latest version or revisions are available
at point of use
 To ensure documents remain legible & readily
identifiable
 To prevent the unintended use of obsolete
documents
 To ensure documents of external origin are
controlled.
 Control of Records
Identification, storage, protection, retrieval, retention
and disposition of records.
Control of Records
QMS Document Configuration

It portrays the over all Quality Management System

Quality Manual
developed , implemented & monitored for the Project.

Illustrates the documented procedure, scope &

Quality Procedures
responsibility for the various identified areas to
comply the requirement of ISO: 9001 2008

Defines clearly on how a job needs to be performed in

Work Instructions
a methodical and simple manner for achieving the
desired results in totality

Prepared to ensure the compliance of process at

various stages
Formats &ofRecords
the activities and after the
completion of activities.
JOB SPECIFIC QUALITY PLANS

The most critical element of all is to ensure that

Job Specific Quality Plans(JSQP) are
developed for each job to ensure 100%
application

To ensure that Quality plans are written

{
CORRECTLY and to assist in mistake-proofing the
process

Involve concerned Eng’rs/ In charge in

preparation & refer Project Tech. spec’,
Standards & codes ensure specific
acceptance criteria/ tolerances incorporated
Why JSQP? - Every Contract is Different

Areas of Variation
 Project Contract Requirements
 Work Methods
 Resource & Formwork system
{
 Type of Sub-Contracting
o Specialized Agency
o Civil Works
 PQP PREPARATION PROCESS
Inputs Process Responsibility
o ISO 9001:2008
o Model PQP Study the project specifications, Execution
o Project drawings & applicable codes Engr.
specification Identify the Activities requiring QAP -do-
o Project drawings
o Applicable codes Activity wise identify the process steps
-do-
/standards & determine the sequence and controls
o QAP, formats
issued by Develop Work methods & checklist for
-do-
customer Process control
Prepare ITP in line with specification QAQC Engr.

Compile with proper index and get

-do-
reviewed by CQM
Obtain approval from Project Manager -do-

Outputs - Approved QAP

Implementation of QAP - Model
Refer Contract Spec. and Conduct inspections & tests
relevant standards & codes as per ITP

Prepare Work Procedure as per Report/ record the lapses for

Specs, involving Site Execution necessary action

Conduct Mock-ups to tune the Ensure Corrective Action

procedure as deemed prior starting further activity

Seek approval from Customer

Re-inspect & validate process
before start of work

Identify stages of inspection & Maintain records of all

process and prepare ITP inspections & tests
 QC on Concrete - Model
Establish Site Laboratory & Identify Competent Third
Party Lab
Source concrete ingredients/ materials meeting
specifications
Conduct tests on materials and
analyse date for Concrete Mix Design

Consult with Concrete Technology Cell for Mix design

finalization

Conduct Trial Mix to validate Mix Design &

seek approval from Client (if requried)

Ensure B/P & all equipment's are calibrated before its use

Ensure routine tests are conducted as per ITP

Ensure all lab technician engaged are trained

 QC on S/C Works
Do Screening for all Subcontractors & Workmen

Evaluate Skill & Grade the Workmen

Delegate work based on knowledge & skill

Conduct job specific training before deployment

Conduct stage wise inspection, monitor performance &

workmanship quality

Conduct Product Quality Assessment & analyse lapses

Prepare corrective action for lapses and

monitor corrective action effectiveness

Retrain & motivate the workmen for improvement

QC on Specialized Agency Works
Identify trade wise specialised agency & do evaluation

Seek, review & agree on the QAP

Seek approval from Customer (if required)

Issue WO/ PO including QAP

Do inspection at Vendor Premises, if & where required

Conduct stage wise inspection as per ITP

Issue NC for any deviation & re-inspect

Do periodical performance evaluation &

give feedback for improvement.

Perform Testing & Commissioning

 AUDIT

A Systematic and independent

examination to determine whether
Quality activities and related results
comply with planned arrangements and
whether these arrangements are
implemented effectively and are
suitable to achieve objectives.
 Why to do Audits ?
• Determining system conformity against a quality
system standard

• Evaluation of the effectiveness of the system in

achieving specified quality objectives

• Evaluation or surveillance of a supplier by a

customer

• To meet regulatory requirements(e.g. Legislation)

• To provide the auditee with information to use in

improving the system
 Types of AUDITs
FIRST PARTY AUDIT
Conducted by, or on behalf of, the organization itself
for internal purposes.
SECOND PARTY AUDIT
Conducted by customers of the organization or by
other persons on behalf of the Customer.
THIRD PARTY AUDIT
Conducted by external independent organizations,
usually accredited, provide certification or
registration of conformity with requirements such as
ISO 9001.
Obser vations
A Statement of Fact based on Evidence :
– INSTANCES OF BEST PRACTICES
– INSIGNIFICANT PROBLEM
– SUSPICIOUS THAT NEED TRAILING
– FEEDBACK TO THE AUDIT CONTROLLER

Non-Conformance
A Non-fulfillment of the following (any one/
all):
– ISO
– QUALITY MANAGEMENT SYSTEM
– CONTRACT SPECIFICATION
– LEGISLATION & REGULATORY BOARD
– WORK PROCEDURES
 Corrective Action
AUDITOR AUDITEE

DETECT NC
CONFIRM
WRITE NC NC

AGREE ON COMPLETION DATE

INVESTIGATE CAUSE
RECORD RESULTS
VERIFY CA TAKEN & IDENTIFY CA
EFFECTIVENESS IMPLEMENT
CLOSE NCR VERIFY
 Management Review
 Customer Feedback & Complaints
 Results of Audit
 Process Performance & Product Conformity
 Progress on Quality Objectives
 Status of Preventive Action & Corrective Action
 Resource Requirements
 Changes that could affect the QMS
 Recommendations for Improvements
MAHATMA GANDHI ON CUSTOMER FOCUS

 A CUSTOMER IS THE MOST IMPORTANT VISITOR

IN OUR PREMISES.

 HE IS NOT DEPENDENT ON US, WE ARE

DEPENDENT ON HIM.

 HE IS NOT INTERRUPTION IN OUR WORK, HE IS

THE PURPOSE OF IT.

 HE IS NOT AN OUTSIDER IN OUR BUSINESS, HE

IS THE PART OF IT.

 WE ARE NOT DOING HIM A FAVOUR, BY

SERVING HIM, HE IS DOING US A FAVOUR BY
GIVING US AN OPPORTUNITY TO DO SO.
 - BY M. K. GANDHI