WTIA TECHNICAL NOTE 24

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1. TOTAL WELDING MANAGEMENT SYSTEM EXPLAINED

1.1

Introduction

To operate a business successfully and profitably is a major task today for small, medium
and large business enterprises. Over 50% of small and medium enterprises (SMEs) fail in
their first five years and recent experience indicates major failures and extinction of some
large businesses are almost always due to poor management.
The Australian manufacturing industry in 1999 generated $220 billion annual turnover and
$68 billion value addition and employed over I million persons or 12.2% of total employment.
It is facing intense competition from overseas imports and significant national and
international changes. The output from two of its sub-sectors, metal product manufacturing
and machinery/equipment manufacturing, is falling. This is impacting on business
performance and people and is requiring new management skills.
There has been a ground swell reaction to these trends and a call from metals manufacturers
and fabrication groups to make improvements by various means. These means have been
discussed by many organisations from industry and government, including the following:

Australian Industry Metal Manufacturing Strategies (AIMMS): Initiated by WTIA with

leaders in the "welding industry" as a part of the manufacturing, construction and other
industries;
WTIA Council, Save Money And Re-engineer with Technology (SMART) Groups and
Technical Panels, Boards and Committees;
Standards Australia International Pressure Equipment, Structures and Welding
Committees;
Australian Industry Group (AiG)
Institution of Engineers, Australia
Federal Government:
Department of Industry, Tourism and Resources (DITR),
AusIndustry,
Heavy Engineering Infrastructure Action Agenda (HEIAA),
National Infrastructure and Engineering Forum (NIEF);
State Governments:
Departments or groups providing various assistance to business at all levels, particularly
on business management for SMEs on OH&S and environmental issues.

These reviews resulted in various initiatives being taken or proposed. They all clearly
showed the need for improvement in "Total Management" i.e. to cover all of the various types
of management and take a holistic or overall view to give optimum management at all levels.
1.2

What is a Total Welding Management System?

A Total Welding Management System (TWMS) is a system which covers all those important
matters in a welding business needing management at any level (e.g. by the Managing
Director or welder) to ensure a business performs successfully.
The WTIA Expert Technology Tool (ETT), MS01-TWM-01, shows how to implement a
TWMS. (Refer to the list of WTIA ETTs).
A TWMS manual documents essential elements of the total management system. This
manual can take any form and be of any depth to suit the size and needs of the particular
organisation and its personnel.

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The WTIA TWMS model manual may be used for this purpose. Table 1 shows the
overarching role of TWMS with other detailed ETTs.
1.3

Why Have a Total Welding Management System

Such a system:
primarily aims to help organise, manage and improve business operations;
embodies the wisdom gained from successful and unsuccessful businesses and learning
from local or overseas experiences;
provides balanced working guidelines for operating a business successfully;
documents essential data in a manual (other than highly sensitive material);
integrates and coordinates various management activities by providing basic
communication;
addresses important areas where problems have or are likely to arise, i.e. interfaces
between various groups or sectors, contracts, coordination, conformity assessment,
certification and reports, complaints etc.;
provides evidence to staff and customers of the companys management capability;
is a repository for important information and feedback for continued improvement;
facilitates training and introduction of changes.

1.4

When to Have a Total Welding Management System and Manual

In all businesses there are a number of management systems in operation but in many these
systems are incomplete and not well known, coordinated or updated with latest successful
best practice. Many such systems are not suitably documented to facilitate communication
between current and future personnel and customers or to record improved methods.
Documentation of a total welding management system for a welding based organisation or
division becomes more necessary where:
there are a number of divisions, sections or people involved in operations which are interdependent and need effective communication;
operations are numerous and complex and require coordination;
there is a requirement from customers, authorities or insurance bodies for evidence and
confidence of suitable management skills. Such a manual is essential for most economic
conformity assessment;
there is a higher risk of serious litigation;
experience needs to be retained;
the business intends to be successful for a significant time;
top management believes the cost/benefit from a manual is advantageous.
The decision to develop the TWMS and the manual should not be taken lightly. Any decision
will also depend on:
how the manual is to be developed, implemented and timed. If done as suggested in
MS01-TWM-01, a manual for an SME of 20 personnel, could be developed within 40
man-hours;
the views of personnel who should be advised of what is being considered and why.
Make sure to discuss any negative views before and after making the decision;
the full input and agreement of Managing Directors, General Manager and Production
Manager and other key personnel.

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Features of a Total Welding Management System Manual

Such a manual should:

contain minimum number of words and be simple to understand and use and with
minimum paperwork;
address all significant elements of the Total Welding Management System and to a level
to suit the competency of staff. Table 1 lists most of the elements;
be suitable for presentation to customers confidentially as a non-controlled copy to
demonstrate system and basic approach of the business;
cover elements where major problems have occurred in any known organisations;
ensure, particularly for contracts, a clear understanding of the scope of work and for the
fabricator and customer communicate and to operate effectively;
provide basic information for improving personnel competence and performance;
clearly address "Conformity Assessment" i.e. the newly recognised group of activities
consisting mainly of QA, design verification and fabrication inspection, which may need to
involve the customer or external independent parties e.g. QAS, NATA, inspection bodies
or inspectors acceptable to the customer;
make provision for overall improvement and updating;
utilise the concept of welding coordination as shown in ISO 14731:1997 Welding
Coordination - Tasks and Responsibilities.

1.6

Implementation of a Total Welding Management System

Implementation, including development, can be by any method, preferably like any normal
project. To do it more profitably, the following sequence is recommended:
Preliminary Stage
the Board/MD/GM and Production Manager must be in full agreement and set the
example to all;
a brief "develop and implement program" should be agreed with flexibility provided;
time the preparation and implementation when some resources, staff, time and money
are available e.g. in between major jobs;
use the model TWMS Manual (Ref: MS01-TWM-01) as a first draft;
select a leader to manage the overall process and leaders for each section with detailed
knowledge of that section and with ability to use available help from colleagues;
different sections can be tackled at different times;
identify your organisation structure, positions, responsibilities and authorities;
then use these to replace those in the model TWMS manual;
use the CD that has been designed (Ref: MS01-TWM-01) to simplify changes to the
model manual to suit your requirements.
Review Draft
issue the second Draft Manual for review by nominated leaders;
use, as far as possible, your existing forms and procedures - a list of these should be
made to assist. These are critical documents. During review, improvements or
simplifications might become clear and can be timed to suit;
any desired change in content, style and presentation should be agreed early to reduce
later revision. Avoid change for change sake;
tackle first those sections which cover matters of immediate importance and can be
completed quickly;
remember to keep words and staff time to a minimum;

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review the second draft while trying the system for about 3 to 6 weeks to indicate the
changes needed to the manual;
involve interested personnel and adopt useful comments in revising the manual;
the Knowledge Resource Bank shown at the end of each section of the sample manual
can provide you with the technical support you may need to implement your TWMS.

Revise Manual
if you are confident, then formally introduce the manual for implementation to an agreed
program
if using external consultants, get clear evidence of their competence in terms of achieving
the final output economically
after approximately 6 months, revise the manual to make any changes to reference forms
and procedures where necessary
1.7

Recommendations

1. Since almost all problems, their resolution and continuing improvement involve
management at various levels, it is strongly recommended that a TWMS be adopted
where justified.
2. The model manual and above information should be used to document the essential
elements of your system in a TWMS manual
3. Development and implementation of the total system should aim at minimum cost, time,
effort and paperwork
4. The TWMS manual is not an end in itself but a powerful tool to help progress a business

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Table 1: WTIA TOTAL WELDING MANAGEMENT SYSTEM supported by KNOWLEDGE RESOURCE BANK

KNOWLEDGE RESOURCE BANK

TOTAL WELDING
MANAGEMENT SYSTEM
MANUAL

i.e. resources for the Total Welding Management System (Notes 1 and 2)

ETT: MS01
(Including Welding Quality
Management System)

ETTs:
MANAGEMENT
SYSTEMS

ETTs: OTHER
RESOURCES

ETTs:

ELEMENTS:
1.

Introduction

2.

References

3.

Management System

4.

Management Responsibilities
(incl. Risk Management)

5.

Document Control

6.

Production Planning

7.

Contracts

8.

Design

9.

Purchasing (incl. Sub-contracting)

AS/NZS ISO 9001

AS/NZS ISO 3834
TN19 Cost Effective Quality Management
AS 4360

10. Production & Service

Operations

TN6 Control of Lamellar Tearing

TN8 Economic Design of Weldments
TN10 Fracture Mechanics
TN12 Minimising Corrosion
TN13 Stainless Steels for Corrosive
Environments
TN14 Design & Construction Steel Bins

AS 4100
AS 1210
BS 7910

TN1 Weldability of Steels

TN2 Successful welding of Aluminium
TN4 Hardfacing for the Control of Wear
TN5 Flame Cutting of Steels
TN9 Welding Rates in Arc Welding
TN11 Commentary on AS/NZS 1554
TN15 Welding & Fabrication Q&T Steels
TN16 Welding Stainless Steels
TN17 Automation in Arc Welding
TN18 Welding of Castings
TN21 Submerged Arc Welding
Videos Welding Parts A & B
PG02 Welding Stainless Steel

AS/NZS 1554

AS 1988

TN19 Cost Effective Quality Management

11. Identification and Traceability

ISO 14731

12. Welding Coordination

13. Production Personnel
14. Production Equipment
TN1 The Weldability of Steel
TN9 Welding Rates in Arc Welding
TN19 Cost Effective Quality Management
TN3 Care & Conditioning of Arc Welding
Consumables

15. Production Procedures

16. Welding Consumables

AS 4458

17. Heat Treatment

18. Inspection and Testing

19.

PG01 Weld Defects

AS 2812

TN20 Repair of Steel Pipelines

AS 2885

Inspection, Measuring and Test

Equipment

20. Non-Conforming Product

21. Corrective Action
22. Storage, Packing and Delivery
TN19 Cost Effective Quality Management

23. Company Records

24. Auditing
25. Human Resources
26. Facilities
27. Marketing
28. Finance
29. OHS&R

30. Environment

MS02 OHS&R Managers Handbook

MS03 OHS&R Procedures
MS04 OHS&R Work Instructions
MS05 OHS&R Forms & Records
MS06 Environmental Improvement MS

TN7 Health & Safety in Welding

TN22 Welding Electrical Safety
Fume Minimisation Guidelines
Video Fume Assessment
TN23 Environmental Improvement
Guidelines for Welding

31. Information Technology

32. Innovation, Research and
Development
NOTE 1:

Examples of ETTs listed are not all-embracing and other ETTs within the global
information supply can be added. ETTs can be formatted in a range of media.

NOTE 2:

Dates and titles for the ETTs listed can be obtained from WTIA or SAI.

33. Security
34. Legal

AS 4804

AS/NZS 14001

STANDARDS