TOTAL QUALITY MANAGEMENT

SUBMITTED BY MONIKA SHARMA TYBMS 2006-2007

SUMMITTED TO UNIVERSITY OF MUMBAI

PROJECT GUIDE : PROF . BHANU KRISHNAN

GHANSHYAMDAS SARAF GIRL’S COLLEGE S.V. ROAD MALAD ( WEST ) MUMBAI - 400064

ACKNOWLEDGEMENT
I sincerely thanks my guide PROF BHANU KRISHNAN for providing necessary information and valuable guidance which help me in compiling this project in a much better manner . I would like to thank PROF SUBRAMANIUM for being there whenever I need help and provided valuable guidance in this project . I most thankful to HR Manager THAKKAR Sir and Assistant manager S.V.SHETYE of TATA POWER COMPANY Borivali branch for devoting their precious times and shared information about TQM and how it is implement in the organization without which this project would not have complete . I have tried to cover all the aspects of the project and ever care has been taken to make the project faultless . I will be looking for such type of projects in near future and do my best . This project has been complied in simple and lucid language so as to enable every reader easy to understand . I am eagerly waiting for fruitful comments and constructive suggestions are most welcome to improve upon this project . Suggestions , if any , are most welcome . THANK YOU, MONIKA SHARMA .

INDEX
SR.NO 1. 2. 3. 4. i. ii. iii. iv. v. vi. vii. a. b. c. d. e. f. g. viii. a. b. c. d. e. f. g. h. i. J. 5. 6. TOPIC INTRODUCTION OF TOTAL QUALITY MANAGEMENT ROLE OF TQM IMPLEMENTATION OF TQM TATA POWER COMPANY:INTRODUCTION TATA BUSINESS EXCELLENT MODEL ( TBEM ) QUALITY COST REPORT COSTS ASSOCIATED WITH INSPECTION AND TESTING BENEFIT THROUGH TQM TECHNIQUES USED FOR TOTAL QUALITY CONTROL TECHNIQUES BASED ON MALCOLM BALDRIGE REPORT ASSESSMENT YEAR 2005-2006 :LEADERSHIP STRATEGIC PLANNING CUSTOMER AND MARKET FOCUS MEASUREMENT , ANALYSIS AND KNOWLEDGE MANAGEMENT AND INFORMATION AND KNOWLEDGE MANAGEMENT HUMAN RESOURCES FOCUS PROCESS MANAGEMENT BUSINESS RESULT NEW QUALITY MANAGEMENT SYSTEM ISO 9001: 2000 :QUALITY MANAGEMENT SYSTEM MANAGEMENT RESPONSIBILTY RESOURCE MANAGEMENT PRODUCT REALISATION PLANNING OF PRODUCT REALISATION PRODUCT REALISATION CUSTOMER RELATED PROCESSES PRODUCT REALISATION DESIGN AND DEVELOPMENT PRODUCT REALISATION PURCHASING PRODUCT REALISATION PRODUCT AND SERVICE PROVISION PRODUCT REALISATION CONTROL OF MONITORING AND MEASURING DEVICES MEASUREMENT , ANALYSIS AND IMPROVEMENT EVALUATION OF TQM CONCLUSION PAGE NO 1. 2. 3-4. 5-7. 8-9. 10-14. 15. 16. 17-18. 19-66 21-25. 26-27. 28-36. 37-42. 43-44. 45-47. 48-66. 67-88. 68-69. 70. 71-72. 73. 74. 75-76. 77-78. 79-82. 83. 84-88. 89-90. 91-92.

groups of people and whole organizations . To improve the process . therefore. have the right method to do it . . people must know what to do . This project introduces Total Quality Management it mainly focus on Malcolm Baldrige Report and ISO 9001:2000 of “ TATA POWER COMPANY” and how it is implement in the organization and what are the strategy taken by them .EXECUTIVE SUMMARY This project contain the information about the topic “ TOTAL QUALITY MANAGEMENT” . Total Quality Management is a continuous process of improvement for individuals . how to do it . and be able to measure the improvement of the process and the current level of achievement .

e. TQM is art of doing the whole work in order to achieve a degree of excellence . defect prevention . focusing on the customer and a philosophy that quality is not just a responsibility of an organization quality assurances department . Therefore . . high employee morale and delighted customers are some of the benefits of upgrading through TQM . stability and growth of a business depends upon its customers. The continuity . appropriate quality methods can rapidly give rise to quality improvement .) Clarify the goal and objective of organization . market expansion . TQM is still a philosophy emphasizing a continuous search for improvement and implementing actions to convert improvement opportunities to reality . Choosing the right methods for development of a TQM process is one of vital roles of management process is complex and the use of some of these methods requires careful consideration and clear understanding . TQM as an sub serves the institution goals . TQM is blend of technologies focus on four concept i. Returns on investments . The term quality stands for degree of excellence and the word management stand for art of doing a particular work . Decide the philosophy of management .When put into practice. continuous improvement .) ii. TQM emphasizes knowing our customer both internal and external and focusing on satisfying their needs and expectation . but rather it is a responsibility shared by all TQM reserve our fixation on inspecting to defect and focuses on practice that identify potential defects to prevent them from occurring . TQM in the organization by employee involvement or step to be taken by management to implementation TQM :i. INTRODUCTION The word total stand for whole or gross .

THE ROLE OF TQM METHOD Total quality management can be implemented by putting into practice suitable TQM methods . Increased flexibility and responsiveness . quality circle are useful in this area .) vi. Simplified processes.) iv.) vii. When TQM is implemented in an organization .) ii. However . Improved communications . However . TQM methods are unlikely to be useful not used properly .) v.) vi. it invariably starts with a simple procedure: the setting up of teams to solve particular problems.) v. Determine the quality standard and make as a rule of the organization . Cost reduction .iii.) Follow decentralization and delegation of authorities.) vii. Teach the worker the concept of house keeping . Benefits of TQM :i. Involvement the worker in the system of achieving and maintaining the quality concept of kaizen .) iii. Increased market share . Less frustration and more satisfaction among the workforce .) iv. total quality management . Import training to the worker to enhance their skill to maintain quality.) Ability to be more competitive . adopting the right kind of method is one of the most important jobs of senior management and degree of success obtained will depend on their knowledge and understanding of these methods .

the quality team will have a much greater chance of completing the task successfully .deals with quality culture . Education and training are key factors in total quality management . The methods also help to generate possible root causes and potential solutions. If the quality problem is not identified accurately and the TQM method selected for solution based only on data analysis . it will be necessary to apply the method in ever aspect of business life . including the process of learning TQM method . The basic role of TQM methods in problem-solving for quality improvement is to help to help to meet customer requirements . then the problem will not be eliminated forever .The basic thinking is the human should not be considered as robot or machine . and to use data and information to select the best options for managing quality . To implement total quality management . By applying TQM method properly and not fluctuating from one step to another before completion . IMPLEMENTATION OF TQM Total quality management process and implementation can be divided in three parts as follows :1) Total employee involvement ( TEI ) 2) Just in time ( JIT ) 3) Total quality control ( TQC ) 1.) Total employee involvement :. . In addition . the quality improvement process need to be managed by an effective leader to ensure that proper implementation is achieved . which is all about culture change based on desire to satisfy the customer and eliminate existing problems permanently . They should be treated with respect and consideration . If team start to look at quality management problem without proper training they will lose their way and become disheartened .

Organization will be the most effective if all employee work together and harmoniously . Every person has important role to play . Quality circle by name itself we can understand where is circle of quality people having a quality brainstorm and coming out with a quality conclusion . 7 QC Tools :i.) Statistical data . Quality at work . To show the different which is apparent between the photography .) Just in time :.mean small . 2. Zen mean improvement i.An organization has number of people working for a purpose .Total quality control is applicable to all the functions .It is a concept where time management is exercise for the entire process right from procuring the raw material from the vendors till the sale of finished products to the customer . b) Kaizen :. This process consist of evaluate actual quality performance . The different will through the light on importance of house keeping in the organization . service .Only where by the departmental manager who does not follow the principle of housing keeping can be convenience by clicking the photography of it department . people . process .Kaizen is derived from two word kai & Zen . divisional units. 3. why how “ A person who bring small improvement in himself is called as Kaizen” c) Quality circle :. bring small improvement where . to achieve common goal . when .e. Kai . act on the differences. TEI is achieved in through following methods :a) House keeping :. system and company has to be maintain at minimum cost . information .“ A group people coming together and having a brainstorm over issues to come out with good conclusion of problem or issues” . Which is organized condition and display on the notice of the organization and once he improve again the photography will the organization department .) Total quality control :. compare actual performance to quality goals .

) iii.) Pareto diagram Cause and effect diagram Histogram Scattered diagram Check sheet Control charts.) vi.ii. .) iv. steady growth and change in attitude into a more consumer-friendly place in a highly regulated environment. TATA POWER COMPANY INTRODUCTION Tata power was ranked for its continuous effort to transform the 90 years old power utility through a combination of cost reduction. Tata power as been selected among the top 13 best managed companies in India by business today.) vii.) v.

4] Unity: we must work cohesively with our collogues across the group and our customer and partners around the world to build strong relationship based on tolerance and mutual co-operation. 6] Responsibility: we must continue to be responsible and sensitive to the countries communities and the environment we work.e.s. TATA incidentally j.M. Quality values award which the tata group has instituted in the memory of MR.b. the five core tata value under the way they do their business are: 1] Integrity: we must conduct our business fairly with honesty and transparency everything we do must stand the test of public scrutiny.B. always ensuring that what comes from the people goes back to the people many times over. 3] Excellence: we must constantly strive to highest possible standard in our day to day work in quality of good and services we provide.R.D. Tata values The tata has always been a value driven organization these value continue to direct the groups growth and business.While tata power fundamental have remained committed to quality and pursue of excellence now there is a definite thrust on ensuring power supply at competitive tariff to consumer of all sector for constant self-evaluation of its plants and performance tata power has adopted the tata business excellence model[T.m is modeled on the globally accepted MALCOLM BALDRIDGE national quality award administered by department of commerce u. Quality policy of the tata power transmission and distribution division .R. 2] understanding: we must be caring show respect compassion and humanity for our collogues and customer around the world and always work for the benefit for the communities we serve.a.D.] under the J.E. J.

] from 22 minute to 20 minute 3. reduce T & D operation cost by 10% 6.6%] 5.I. maintain equipment availably higher than 99. continually improve system to become an excellent organization The above objective shall be received half year the above target are at all T &D level Departmental quality objectives operation Functional quality objectives Measures . have concern [minimize inconvenience] for the community during execution of work 8. continually upgrade employee skills to adapt the change 7. reduce average duration of interruption per customer per year reliability index from 47 min to 35 min 4. constantly strive for exceeding customer expectation 3.D. ensure safe and healthy environment for employees equipment and community 4. improve average restorations time to affect customers[C. maintain supply voltage within limits[variation of +/. we shall comply with requirement and continually improve the effectiveness of quality management system Quality objectives 1.we at transmission and distribution division of the tata power company limited are committed to: 1.75% 2.I. provide reliable quality power at most competitive price 2.A.

E. 2. Ensuring heal thinness of equipment by timely detection of abnormalities 3.] T.M. 4. Monitoring & controlling of operation Logged value of parameter / logging of parameters corrective measure taken .1. .B.B. Defect register entries / check list entries taken during emergencies to 2. purposes 1. To facilitate communication and sharing of best practices information among tata organizations of all types . Continual improvement TATA BUSINESS EXCELLENCE MODEL [T. To help improve organizational performance and business excellence practices . Preparation and storing of Availability of operational data Accident free operation no wrong operation safety practices Work instruction revisions operational database 5.M. Ensure reliability and safety correct and safety operation 6. capabilities result .E. Increasing availability of equipment Measure by normalization during tripping of restore normal in minimum possible time of equipment lines and outage normalization.

To be an excellent and efficient organization 2.B. Organizational and personal learning visions of the quality 1. Growth with environmental protection and enrichment . To participate in adjacent infrastructure business that provide opportunity for the growth 4. Delivery of ever improving value of customers . Customer driver 2. contributing to market place success 2. Result oriented with professional work culture 3. Improvement of overall organizational effectiveness capabilities . Earn trust through fair business practices with all stake holder 5. To serve as working tool for understanding and managing performance and for providing guidance for planning and identification of opportunities for learning and improvement . T. To be a significant player in the national power sector 3.M. GOALS : 1.E. Abide by tata code of conduct 4.3. To be the best in the tata group mission of the quality Improving the quality of life value 1. resulting in enhancing to all other stake other 3.

NO.6. Corporate citizenship QUALITY COST REPORT SR. PERFORMANCE MEASUREMEANT TARGET 2004-2005 ACTUAL 2004-2005 TARGET 2005-2006 .

O. DIAGNOSTING TESTING OF EQUIPMENTS DIAGNOSTING TESTING OF PROTECTION DIAGNOSTING TESTING OF SYSTEM PROTECTION COMMISION OF EQUIPMENT & PROTECTION SCHEMES F.1] Internal failure cause related cost rework / repairs cost due to internal causes For example - . 100% 98% 99% 97.Q.1. 4. 2.O.O.] REPORT [C. 7.P. [C.Q.R.Q.P.R. NIL NIL NIL COST OF POOR QUALITY [C.2% 100% 98% 6.] company wide capturing format used for T.D.P. AVILABILITY TEST INSTRUMENT AVAILABLE TRIPPING DUE TO HUMAN ERROR 95% 95% 100% 95% 70% 76% 79% 95% 95% 95% 95% 95% 3. cost of non conformance B. cost of conformance A. 5. cost of non conformance 1.D .] to be captured under following two major head A.

P.G.E.rework a ] O.3 ] Appraisal cost Testing / appraisal cost to attend failure / rework . 2.2 ] External failure cause related cost . ] cost due to interruption / forced outage Direct cost repair rework Man days to attend occurrence / forced outage / outage description Man day Cost Transport Cost Total cost causes A SR. Causing earlier failure b ] O. d ] Non conformance due to inadequate specification in power operation by engineering department 1.cost incurred to test / appraise for case where failure not occurred [ C.E. fabrication assembly . .A.a.M.M.cost incurred to prevent recurrence of failure / fault for that station and other stations for similar equipment . design . NO.example .O. 1. q. engineer services etc B.c.a ] E. COST OF CONFORMANCE 2.1 ] Preventive cost .O.E. / q.2 ] Appraisal cost .Q. relay improper co-ordination / relay maloperation b ] Non conformance to operating instructions c ] Non conformance to maintenance work instruction etc .M. not informing product modifications incorporated .Q. poor quality / inadequate material .

Tripping of 11 kv vasant utsav f1 feeder 2 600 Nil 1200 External 3. 2p.1. Sr no OCCURRENCE /FORCED OUTAGE DESCRIPTION LOAD MW SHUT DOWN INTERUPTI ON Mwh not Cost/loss supplied rate rs.u. 110 kv bus fault zone -1 on 12/1/06 5 3000 Nil 15000 External 2. Tripping of 11 kv vasant utsav f6 2 600 Nil 1200 External B. causes .

75 1500 External 3.5 8.4 8800 External 2.11 4.25 16500 External QUALITY PLANNING AND QUALITY IMPROVEMENT QUALITY IMPROVEMENT 1. Tripping of 11 kv vasant utsav 0. Tripping of 11 kv vasant utsav f1 feeder 0. 110 kv bus fault zone 1 on 12 / 1 / 06 40 0.5 16.25 3 0. Renew focus on growth in generation capacity .1.

M. which are more stretch than M. Restructuring of business development & project function to new growth opportunities 3.2.R. Diversion of nallahs to increase hydro generation 4. vendors certified by O. [ original equipment manufactures .E.P. Broad band on power line COSTS ASSOCIATED WITH INSPECTION AND TESTING Vendors / contractor are selected through a well defined selection process with emphasis on quality management process at suppliers end . Setting target in A.C. Centralized control room with remote operation 2. requirements QUALITY PLANNING 1.B.E. In cases of branded off the shelf type of items . Distribution automation of customer substations 3.

I. Improvement in reliability and quality of supply at customer end . cost of poor quality is being tracked analyze rework and defect and to minimize the cost. all selected .] through their vendor authorization programs .I.A. thus doing away with the need to expend resources on certification vendor quality . Vendor rating system has been introduced for tracking the performance of the vendors . Improvement in C. BENEFIT THROUGH TATA QUALITY MANAGEMENT 1. 2.D.

C. there by reducing the dependence on the state grid and making the power withdrawal from K.T. Improvement in the availability to the customer . Reduction in cost of power to customer 5.98% 7.P.3.P. hunting load customers quires can be taken by T. to zero minimum impact of the outage to the customer TECHNIQUES USED FOR TOTAL QUALITY CONTROL FISH BONE DIAGRAM .66% to 10. Reduction in failure . Reduction in auxiliary power reduction from 12. meeting customer expectation 6.C. there by improving reliability 4.L.

Moisture from compressor is not regularly drained B. Lack of knowledge about overhaul method MATERIAL Quality of material should be improved MACHINES A. Dripping of setting of pressure switches . Failure of contactors and single phasing of switches . 3. Failure of pressure switches for starting and stopping 2. Frequent failure’s of control circuits of compressor starting and stopping 1.ROUTE COST ANALYSIS MEN METHOD S COMPRESSOR EXCESSIVE RUNNING MATERIAL MACHINE MEN A.

B. Use to find limitation TECHINQUES BASED ON MALCOLM BALDRIGE REPORT . 3. Process is define systematically . Frequent leakages from loose pipes used for air inlets of air blast circuit breakers and defective non return valves of air blast circuit breakers methods A. Conditioning monitoring is not adequate ADVANTAGE OF FISH BONE DIAGRAM 1. Several time ask the question “ why “ till they don’t get the answer 4. Simple to understand . 2. Existing maint practices not sufficient B.

LINE OF BUSSINESS TURNOVER FY05 IN PERCENTAGE 93. POWER SYSTEM DIVISION 184. STRATEGIC ELECTRONICS DIVISION 62 1.5 4. NO.7% The baldrige award examine the quality of an organization activities in several category 1. POWER BUSINESS [RS CRORE] 3674 2.ASSESSMENT YEAR 2005.6% 3. Leadership .5% 1.2006 REPORT ON MALCOLM BRIDGE FOLLOWED TATA POWER SR.

strategic planning 3.2. LEADERSHIP Highlights leaders role in setting and communicating vision . process management 7. human resources focus 6. business result 1. measurement analysis and knowledge management & information & knowledge management 5. customer and market focus 4. value and focus on customer and accomplishing organization’s objective .

A. SENIOR LEADERSHIP STAKE HOLDER DEVELOPMENT MECHANISM RECENT IMPROVEMENT RATIONAL IMPROVEMENT

CUSTOMER

1.Customer meets

Designing and implementation of customer portal Visits of customer groups during major activities at TPC like 500 MW unit overhaul To proactively satisfy

2.customer focus group

3.Customer opinion
leader’s meet

Inclusion of opinion leader communication

queries related to reliability during customer meets and building relations

4.Level of customer
contact plans

Participation of senior leader in the customer meeting cascade

5.Customer value
improvement program

SUPPLIER

Supplier meet

Supplier meet also at divisional level

Communication regarding TCOC ,TPC future plan and other area of common interest

Half yearly supplier survey Formation of complaints & together inputs on their grievances cell and vendor portal survey together inputs on as additional mechanism of

Speedy resolution of complaints

their alias of concern

access and information

Half yearly and yearly Shareholder report

Half yearly result communication introduced

Keeping shareholder informed about TPC’S future plan

Investor / forums seminars Initiated in fy05 , 2/3 meeting INVESTOR /conference interaction annually

Image building , support for growth initiative

1. Continued focus on enhancing and improving the equipment , system and network reliability refuilishment and replace programs leveraging the new technology

2.

Strategic plan for sustenance example generation capacity addition , coal block etc.

3. Focus on developing technical , managerial and leadership competencies 4. Participation by senior leaders in training program - M.D. as acted as faculty on tata group level workshop on project management 5. Participation by senior leaders in training program 6. Regular risk assessment and preparation of risk mitigation plans 7. Knowledge management 8. Environment management and C.S.R.

Forecast demand growth and address shortage B.PERODIC REVIEW OF PROTECTION SCHEMES TO ENSURE CONTINUED EFFECTIVENESS ADVERSE IMPACT PUBLIC CONCERN KEY PRACTISES MEASURES 1. Reliability of power supply A. power purchase during shortage Generation plant availability 1% Indices like CAIFI CAIDI SAIFI SAIDI Transmission line availability Loss of scale due to forces outages 2.T&D equipment E. of block outs saved / No. Design of graded load shedding scheme for minimizing power interruption to critical consumption No. Scheduling of plant / equipment / outages during low loads D. Built in redundancies . Segmentation of on consumers based impact on business and public services B. of times critical consumer got shut down No. Load shedding planned and power interruptions to partial consumer under low frequency conditions A. Continues improvement in O&M practice to ensure high reliability C. of under frequency load shedding operation .

S. Periodic review of protection scheme to ensure continued effectiveness systems block outs Time taken to restore supply after a block out . . Stand by power arrangement with M.B. Islanding scheme to isolate Mumbai customer from grid disturbances B.3.E. Block out [ total interruption of power supply to all consumer ] A. C.

2. Low cost generation capacity 2. CUSTOMER Reliable uninterrupted power supply at competitive rates 1. Enhancing value to customer KEY REQUIREMENT OBJECTIVES 2. INVESTOR AND SHAREHOLDER Optimum returns 1. consumer of tata power continue to enjoy uninterrupted supply of quality power ] STRATEGIC OBJECTIVE STRATEGIC STAKE HOLDER 1. Peaking power availability 3. Growth to capacity addition . [ In contrast . entry into adjacent business 2. STRATEGIC PLANNING Strategy development has been rewritten to clearly address the key aspects of strategy developing . including ability to execute the strategic planning . EMPLOYEES Employee growth and development Growth through capacity addition entry into adjacent business . Organization transformation 3.

community Good corporate citizenship 1. CUSTOMER AND MARKET KNOWLEDGE / FOCUS . initiative 3.S. C. SUPPLIER AND PATNER Growth and prosperity 1.R.Challenging work environment Organization transformation 4. Growth through capacity addition entry into adjacent business 5.

TPC’S market development process . The market department has reviewed and refine to take care of new emerging market as SEBS . . is and process in the customer value chain starting with market identification till developing new initiatives .Focus on customer complaint data and organization process for minimizing customer dissatisfaction and less of repeat business . traders open access customers and distribution circle . Customer and market knowledge has an enhanced focus on identifying current and potential customer for both existing and new products and services .

2. monthly customer coordination meeting. MDP7 5. sharing of complaint.MDP8 Complaint management Complaint escalation. coverage of wider cross section of employees in customer coordination. % of time TPC meets customer services standards added in bad measures. 3.Process no Name of process improvement 1. customer value improvement program 4. new web based system for complaint management for call centre. MDP5 New customer acquisition Manage customer a/c Targets are taken monthly and reviewed quarterly. focus group/ key a/c manager meeting (KAM) . MDP4 Develop business plans Reduce tariff to direct customer of TPC . new ht residential tariff . Customer contact plan. complaint analysis shared with other division . about 30% of sustains covered under distribution automation to reduce restoration time. MDP2 Segment market and Criteria for market attractiveness and internal customer base capabilities are clearly defined . growth potential of segment also included in the analysis . .

SEGEMENT MARKET AND CUSTOMER BASE i) .

START Market information and industry trend from MDP1 classify customer and market Customer detail from MDP5 Analyses competitors market segment tariff comparison Analyses geographical area to understand existing distribution network customer density Revised marketing segment 1.List segment 2.Segment characteristics ii) STRATEGIC TACTICAL MDP1 Develop market outlook and scenarios MDP3 Formulate actionable strategies and propose investment MDP2 Segment marketing and customer MDP4 Develop business plan .

In addition REL and BEST have provide with microwaves communication facilities to contact any of receiving station LD\ CCR . conducts business and lodge complaints. Effectiveness of the call centre and all other access mechanisms in assessed through the happy call survey and CSS . All customer are well informed about contact central control room and fault duty / maintenance engineers. TPC use multiple channels to provide access to customer to seeks information.OPERATIONAL MDP5 New customer acquisition MDP7 Manage customer a/c MDP6 Implementation and internal logistics MDP8 Complaint management MDP9 Formulate new initiatives Customer relationship and satisfaction TPC user “ Manage customer account process ” to built and strengthen relationship with customer. Customer contact requirement and gathered through direct customer interaction by the divisional service staff and feedback received through various post CSS also specifically check for customer preference on various customer contact mechanisms some example of improvement in access mechanisms are provision of additional mobile phone to O&M engineer and web based complaint management system . TPC interacts customer through many form in order to built relationship and to understand changing requirement future plans. .

All complaint whether received directly or through control room are collected at call centre for analysis . divisional control rooms or duty engineer directly due to long term relationship some customer like railway and licenses lodge written complaint as well as . DEPT PLANT LEAD 24 HRS 24 HRS 24 HRS 24 HRS OFFICE HRS 24 HRS √ √ √ √ √ √ √ √ √ √ √ √ √ √ AVAILABILITY LANDLINE MOBILE FAX TIME 24 HRS OFFICE HRS OFFICE HRS 24 HRS √ √ √ √ √ √ √ √ EMAIL √ √ √ √ VSAT WEBSITE √ √ √ √ √ √ √ √ √ √ Complaint management process TPC user “Complaint management process” is to ensure prompt and effective resolution of customer complaint.ACCESS MECHANISM STATION LICENSES AREA L.D.R. The existing software at call centre has been replaced . ENGINEERING DIVISIONAL MAINTENCE CENTRAL CONTROL ROOM CALL CENTRE YEL FAULT DUTY ENGINEER CONSUMER ENGG .C. respective CCR nodes . While the call centre is available round the clock . Each control room maintenance a complaint register and complaint are immediately recorded and to concerned authorities to takes prompt and suitable action . M. In CPP\ IPP all complaint are received by control room . bulk customer prefer to contact .

with restricted access .recent by a web based software which is accessible to all in the customer service response chain . if not 2nd escalation CR cell . The complaint data is reviewed in monthly meeting with departmental heads and suitable to avoid recurrence . upto 4 level of escalation . Review report and analyses complaint Inform customer Complaint attended If not CRR escalates. This will enable on –line monitoring of complaint status . customer complaint management process Call centre phone inform field duty engineer In case of critical complaint higher level also informed CCR nodes\ control room of receiving station CR cell (written interact with concerned department) Action by respective department Attend complaint and inform complaint attended by D\E and informed call centre If not call centre escalates complaint. Complaint attended by D\E and informed call centre Customer informed and confirm to be satisfied Call centre updates record and generates MIS Review report and analyses CR cell updates record and generates MIS.

TPC also conduct win/loss analysis feedback from opinion leaders also help to identify area of improvement findings of these surveys are converted in action plan for implementation benchmarks / comparison of best utilities. This model help to find out the satisfying and delighting attributes separately for each customer segment . TPC has this year changed the model from org’s EQ model to Metric model .e. Survey is designed to capture information on customer satisfaction and dissatisfaction . Customer satisfaction determination Customer satisfaction and dissatisfaction survey are conducted . BEST. Process use for survey is broadly same for different segment . on various attributes of product and services quality . Customer satisfaction relative to competitors Mumbai Area: CSS cover customer to all major competitors and main utilities i. However questionnaires are designed to reflect difference importance of various attributes with respect to different segment .complaint Feedback to all concerned to avoid recurrence Feedback to all concerned to avoid recurrence Review in CCM and action plan prepared Input to HR Input to engineering for design review To EQA for system reliability studies. and MSEB . Customer satisfaction survey process Qualitative discover phase (Customer requirement survey) Attribute wise questionnaires development Customer interviews . REL.

Relative rating of TPC V/S Competitor on each factor A cti on pr ep ar ati on T TATA POWER MARKET SEGMENTS A T A P O W E R M A R K E T S E G M E N T S an d de pl oy m en t pl an .Analysis of data Relative importance of each factor Satisfaction/ dissatisfaction level of TPC and competition an each factor.

Distributors (75% of power demand) Long term buyers Short term buyers SEBS L I C E N S E E REL TPTC Captives Industry (TATA STEEL) BEST MSEB KPTCL DVC TRADERS (NEW segment) Consumer High volume (21% of power demand) Public utilities Low volume (4% of power demand) Low tension / industries. commercial Lager (Industry commercial users) Exclusively service by TPC Residential Service by TPC and others Change over open access. OPINION MAKERS ARCHITECTS CONSULTANT BUILDERS .

analysis and review of organizational performance : PROCESS) . 2. Customer And complaint index added As KPM. Measurement . The measure for which are derived from strategic objective . information is aggregated and made available to senior management through “ Daily operation and statistics report”. This item also now addresses the availability of data and information in the event of an emergency . area Finance Sources /Methods Collection Departmental / SAP report Organization performance KPM reviewed Business area wise sales average tariff operation profit . cost of capital. Complaint index.no Performance parameters 1. Customer Through various report in sap. of complaint Organization performance is tracked through OPMS (ORGANISATION PERFORMANCE MEASURE drill down for better control and timely dissatisfaction Reduce complaint . Operation data . Information and knowledge management : It is a new area to address on data . MEASUREMENT . Rationale behind the improvement To monitor business area wise performance for action plans to achieve competiveness in financial performance To identify dissatisfied and resolution cycle time and no. customer surveys.4. Information and knowledge quality in recognition of challenges all organization face in this area . ANALYSIS AND KNOWLEDGE MANAGEMENT AND INFORMATION AND KNOWLEDGE MANAGEMENT It added emphasis on the purpose and use of the result of analyses and review including strategic decision for organization . Improvement carried out in FY 06 Business area wise sales. complaint management Customer satisfaction index Dissatisfaction index. ORGANISATIONAL PERFORMANCE MONITORING Sr.

3. 3SCR targets coal consumption . Growth . 4. Learning and growth Taken management PPM for future leader. Analysis to support performance review and validation of conclusion . Status /milestone achieves for generation and transmission capacity addition captive coal . Internal system Control room logs. Employees engagement index talent management PPM For future leader MBE assurances TBEM score Preserving asset base capex and reduce risk control effectiveness index added To accelerates capex job and to strengthen the governances system and proactive approach for statutory comp lances . 5. globalization And regulator management Review at leadership level . New performance parameters added. SAP report departmental reviews Availability index.TBEM assessment MBE survey . fuel cost CRS assurances . control effectiveness index . fibers regulators order and communication Employee engagement survey . For leadership development. O&M cost . To focus organization efforts on substances and Expansion activities .

current Variance . fuel Report from Reinforce cost [belga m] fuel dept. supplier interaction current business low cost generatio n Variance and cause effect monthly review Sourcing cheaper reliable fuel With continuous rise in fuel cost in international market search of alternative reliable fuel suppliers reduced transportation cost Able to source supplier who is reliable and cheaper compared to international market Fuel made available and reduce alternate 2. departmental head as mention in next page table. trend Sourcing reliable In view of falling trends from local refinery Availability of fuel for . waterfall diagram . regulatory charges . department . cost benefits. The developed action plans with result analysis and communicated to relevant division . fuel Report from Reinforce cost fuel dept. Analysis to support performance review and validation of conclusion KPMS Method used for obtaining information Strategic Analysis Action plan objective Example of improvement Result made based on review related to achieveme nt of strategic plans Reliable cost of fuel Result related achievement objectives method supporting finding 1. These analysis are presented during organizational performance review to senior leaders . working groups through leadership to enable decision making result of analysis . is carried out using different methods like variance analysis cause effect . new opportunity action plans etc are shared to suppliers and partners during customer / vendor meets and regular interaction for effective performance from them in future transaction .Analysis data and information based on KPMS .

.99 min in FY04 Minimum interruption to consumers of fuel of fuel from fuel Monthly marketing information system report Variance effect analysis monthly review Reduction consumer interruptio n frequency and improve reliability / causes of CAIDI from duration of duratio [MIS] Information and knowledge management Data and information is made available and accessible on need to know basis to various stakeholder . O&M and strategy review Cause effect monthly review fuel imports initiated generation through alternate source Cost [for tromb ay] Consu mer interru ption n and reliabil ity Report dept. Reinforce current business low cost generatio n Reinforce current business enhance value to customer Ensure reliability and reduced fuel cost Work on new coal berth Will reduce Reduce cost started at trombay dependenc e on other contractor in coal Network modification on supply Improve in 28.[tromb ay] supplier interaction business low cost generatio n analysis / monthly divs.95 min in FY06 and reliability index from 42.50 min in FY05 to 25.47 in FY06 to 42.

Financial result. Supplier meets. portal. transmission line. new letters. customer visit Meets. meetings/reviews. Investors visit. telephone . TRANSCATION TRANSCATION Supplier Supplier meets And interaction Order information . websites feedbacks.Data and information availability for stakeholders. SAP. Web-sites . Annual report. Forecast Transactional/ Strategic TRANSCATION TRANSCATION Employees Open dialogues Focus groups. growth plans . Committee meeting. call centre . call. AGM. TRANSCATION TRANSCATION Partner Interaction Function Transactional/ Strategic Improvements carried out this are pay slips are now available in electronic format with intimation through E-MAIL. Interaction SAP. queries Operational and strategic. Vendor . TRANSCATION TRANSCATION Investor Investors meets. Quarterly result . fax Communication. Personal visits. seminar . TRANSCATION Stakeholder TRANSCATION Process of Gathering requirement Customer coordination meeting Data and information Needed Complaints. Payment quires Types Available through Customer Transactional Customer portal. Functional and administrative Functional Transaction strategic SAP. . people Power. E-MAIL. billing .

5.HUMAN RESOURCE FOCUS The item in this category have an added focus on how work system and employee learning reinforce accomplishment of organization action plans and retention of critical organization knowledge. TPC has undertaken several initiative to promote high performance work culture . Some of include :- .

Introduce PPM process to identify and groom talent . SGAS. f. e. meeting organizational needs an opportunity to individual to manage their own careers.Cross functional team are formed at two level i. Restructured performance reward policy . Reward and recognition. Quality circle . Setting goal and expectation . Issues impacting work system are identified during structured meets. basic of finance. d. These teams are empowered to suggest and drive change in work processes. Innovation is primarily driven through the 3SCR Initiative . Introduction of scientific tools to assess potential and aptitude at entry level and aptitude at entry level and ascertain job fit.TPC is an equal opportunity employer and as such the recruitment polices are directed in which organization operates .CFTS. job Rotation is linked with the PPM process and an online job posting mechanism has been introduce to encourage people from within to manage their career paths. Job Rotation.e. Finances for senior manager . In meeting these objectives .a. feedbacks and focus group discussion . Corporate level to address organizational level problems . Various training delivery options Delivery Method Lecture Case studies Training program All training programme with class room set-up. b.Job Rotation addresses objectives such as leadership development. Work systems to capitalize on diverse ideas:. WORK SYSTEM:TPC has adopted following initiative in its work system to promote co-operative . To promote improvement through team activity. Knowledge sharing session etc. c. In meeting these their own careers . Suggestion schemes and small group activities quality circle are other are mean to encourage innovation and team work. . Suggestion scheme . empowerment agility and innovation are :Migration towards a team based cultures .

MS offices. Outbound team building Industrial safety. welding Technique. as well as process for continuity of operation in case of an emergency. CFT/SGA on specific project. resources .Develop Management potential. Base level awareness session. Simulator training .Role plays Hands on training Presentation skills. . Control room training .PROCESS MANAGEMENT It has new area to address on operational planning . Develop your own potential. Design of value creation processes Design of value creation processes translates into expansion . Breaker maintenance workshops . Project management . Deputation to outage job. Simulation On the job Project based learning Distance learning Seminars and conference Outbound training Video session Mentoring Group Discussion Business simulation games . Nominations to vital seminars and conferences conducted by reputed Organizations and institutes . refurbishments . OEM training . Induction / system for new entrants (Guide for every individual) Team Building . Techniques. 6. PS awareness. K HUB. consideration for new technology. modernization and improvement and to O&M process and meeting customer requirement in these areas while designing the value creation processes efficiency and effectiveness factor such as cost cycle times. This area focus on financial planning. Knowledge portal.

strategy planning ABP Translating deliverables in location plans and review then feedback mechanism Performance measures viz. statutory. Adoptions of condition based maintenance approach as compared to periodic . Due to this capital overhaul and startup periods have been steadily reduced and luster capital overhaul period 22 days for 500MW coal fired. This was facilitated by various improvements in outage management and safety compliance. cost v/s target. Productivity and cost control O&M processes are constantly Monitoring cycle time of various sub processes such as overhaul time. T&D :i) Process of preventive maintain of 22kv Action plan identified Improved preparation before breaker is to taken out for maintenance Reduction in inspection and general cleaning time Considering the system of safety taken Benefits Cycle time reduction from 150 minutes to 120 minutes . quantity of coal receipt etc.Inputs from markets. To identity opportunity for improvement. Process/ performance improvement have been achieved through benchmarking . Example Improved productivity use in average coal receipt by critically reviewing and modifying system by the O&M team . preventive maintenances work has resulted in optimum resource utilisation and reduced equipment down time . customer. Track measures and changing requirements review and feedback mechanisms Cycle time . cycle time .

) Forced outage Action plan identified Semi annual technical audit of division Benefits Improved availability of the units.) Cycle times to attend HT (high tension/ cable to fault to increase reliability) Action plan identified Increased working hrs Resident cable ENGG at receiving station and material storage at 3 more receiving station. . ii.ii) Process of replacing and transformer to reduce down time Action plan identified Storage of spare and transformers of these more location in tested communication of status to all. HYDRO i. Benefits Target reduction in cycle times from 7 days presently to 3 days. Round the clock accessibility of spares and review of test to minimized time . Standard of transformer and relay setting Benefits Cycle times reduction to 16hrs from 36hrs. iii.) Process of daily performances review Action plan identified Improvement in aggregation and reporting mechanism for daily performance Benefits Better performance on key parameters due to renewed focus and internal competition.

) Unit start up Action plan identified Unit start up time reduced from 330 sec to 125 sec. Product and service outcome .iii. senior leadership and social responsibility results. fiscal accountability .) Product and service outcome It has been given a value of 100% to indicate the importance of product and service performance result to customer satisfaction . legal compliance and organization citizenship. ethical behavior .BUISNESS RESULT i.) Leadership and social responsibility result It addresses all governance. The item places in one location the evidence of accomplishing organization strategy . Benefits Improved response to real time load requirement. ii. 7. and long term business success. 1. loyalty .

This is achieved through installation of line fault locators.92 1. .5 2 1.83 0. 3. System average interruption frequency in frequency index in average interruption in minutes for customer served during the year has been shown improvement in SAIDI trend. automation of critical networks etc.) Commercial Complaint Index Survey and customer interaction have highlighted billing and bill payment as concern for customer in Mumbai area.48 1 year 2002 2003 2004 2005 2006 d.28 1.) SAIDI INDEX MINUTES.5 0 3 2.a.5 1 0.5 percentage ( % ) 3 2.

99 39. TPC from ORG’S EQ model to metric’s moster model . a.76 40.63 1 year 2003 2004 2005 2006 2.5 85 84. Results are presented as per the customer segmentation revised in 2005-2006.) CSI.5 86 85.5 88 87.5 89 percentage (%) 86 86 1 year b.LT Industrial 2004 2005 2006 . TPC has further refined its method by including customer requirement inputs as a part of the CSS .60 50 MINUTES 40 30 20 10 0 54. Customer focused results TPC has been conducting annual customer satisfaction survey since the year 2001 through an external agency .29 41. TPC has an external agency .) CSI ( Customer satisfaction index ) Overall based on ORG’S model. 89.5 87 86.5 89 88.

5 89 88.5 89 89 88 1 year 2003--2004 2004-2005 2005-2006 c.percentage(%) 89.Residential percentage(%) 92 90 88 86 84 1 year 2003-2004 2004-2005 88 86 90 2005-2006 d.LT Commercial 92 90 88 86 84 82 80 78 76 74 90 88 percentage(%) 80 1 year 2003-2004 2004-2005 2005-2006 .5 88 87.) CSI.) CSI.

OPINION LEADER YEAR 03-04 04-05 05-06 CUSTOMER SATISFACTION INDEX TPC REL 89 71 84 75 89 NA BEST 87 76 NA 03Larger 04 14 CUSTOMER DISSATISFACTION INDEX TPC REL 0405-06 03-04 04-05 05-06 03-04 05 9 6 10 6 6 6 5 9 0 4 10 5 41 10 NAPP 9 10 10 20 34 NAPP 11 10 10 19 34 NAPP 44 38 19 22 13 NAPP 5 7 8 BEST 04-05 27 9 NAPP 10 7 8 05-06 9 9 NAPP 17 15 2 ind/Commercial Public utility 12 Long term 16 Buyer LT Industrial LT Commercial Residential 6 6 9 (Note:.NA is not available and NAPP is not applicable.It is seen that CSI has improved for the residential . This is also seen by the increase in dissatisfaction for this segment .) 3.) Human resource result a.) Team engaged in improvement ( CFT’S + SGA + QC ) CFT’S ( Cross functional team ) . but has reduced for the LT commercial segment .

) Number of knowledge sharing section 400 350 300 Number 250 200 150 100 50 0 1 year 2003 2004 2005 2006 30 183 213 359 c.250 200 Number 150 100 50 0 1 year 2003 2004 96 61 237 179 2005 2006 b.) Employee productivity .

92 90 percentage(%) 88 86 84 82 80 78 76 1 year 2004 2005 2006 81.1 d.8 No's per employee 7 6 5 4 3 2 1 0 1 year 2005 2006 4.9 81 90 e.) Training coverage percentage employees receiving training.2 7.) Training effectiveness .

15 0.82 81 percentage (%) 80 79 78 77 76 75 77 81 78 1 year 2004 2005 2006 f.1 0.2 0.08 0.) Training effectiveness segmented .02 0.11 0.05 0 1 year 2002 2003 2004 2005 2006 0.28 g.) Absenteeism rate 0.24 0.25 percentage(%) 0.3 0.

86 84 percentage (%) 82 80 78 76 74 72 70 1 Segment 79 76 80 83 85 Customer Finance Leadership 75 76 MDP 3SGA Team building Technical h.) ETD Intervention in strategic area 1800 1600 1400 Manday's 1200 1000 800 600 400 200 0 1 Intervation in strategic area 87 26 121100 59 107 501 591 931 1581 Fin Value engg QTY CIRCLE 7QC TOOL OEM Project management 492 200 EMBA TBEM Power trading DRUM Team bldg PMS 4.) Organizational Effectiveness Result .

a.72 96.5 92.44 93.9 94.05 93 91 1 year 2002 2003 2004 2005 2006 Target b.4 percentage(%) 94.) Thermal plant availability (%) 98 97 96 95 94 93 92 91 90 89 88 96.77 88.58 89.8 96.) Hydro plant availability (%) 100 95 percentage(%) 90 85 80 75 1 year 2002 2003 2004 2005 2006 Target 83.43 .

11500 11000 ACTUAL 10500 10000 9500 9000 1 year 2002 2003 2004 2005 2006 9779 10391 10374 10965 11208 11500 11000 TARGET 10500 10000 9500 9000 1 YEAR 2002 2003 2004 2005 9740 10437 10442 10708 11206 2006 .c.) Generation Due to improved availability . TPC has been able to generate and meet the increasing demand of city of Mumbai and total generation increase by 2.4% over the production .

) Sales to SEB In order to increase volume of business in licensed area and maximum utilization of assets .) Sales and Revenue (New consumer) . iii. TPC continued to peruse sales to other SEBS directly.5.) Marketing result i) Market share (Generation) TPC has maintained its leadership position in generation TPC has continue to be leader in the generation in licenses area contributes in volume from power business outsides MA (Mumbai area) ii) Market share (Distribution) Despite down trend in the HT industrial segment. TPC has maintain increasing trend in the business volume through growth in HT and LT Commercial segment business and sales to SEB directly .) Number of customers 25000 Number of customer 20000 15000 10000 5181 5000 0 1 year 1886 9110 21442 22067 17028 23488 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 b. a.

CRORES 250 201 200 150 100 50 0 1 YEAR 40 98.) Market share generation in MUS .SALES 700 SALES MILLION UNITS(MUS) 600 500 400 300 200 100 0 1 year 100 156 237 360 483 607 2000-2001 2001-2002 2002.5 60 143 230 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 C.2003 2003-2004 2004-2005 2005-2006 REVENUE REVENUE IN RS.

) MARKET SHARE (MUS SOLD) .TPC -POWER BUISNESS 16000 14000 12000 10000 8000 6000 4000 2000 0 12996 9000 12912 13283 13746 MILLION UNITS 1 YEAR 2001 2002 2003 2004 2005 TPC-MUMBAI AREA (MA) MILLION UNITS (MUS) 12000 10000 8000 6000 4000 2000 0 1 YEAR 2000 2001 2002 2003 2004 2005 9000 10032 10469 10374 11086 11246 d.

.TPC-power business MILLION UNITS (MUS) 16000 14000 12000 10000 8000 6000 4000 2000 0 12194 12500 12663 13574 9500 9500 11000 1 year 2000 2001 2002 2003 2004 2005 2006 TPC-MUMBAI AREA MILLION UNIT (MUS) 12000 10000 8000 6000 4000 2000 0 1 YEAR 2000 2001 2002 2003 2004 2005 2006 8000 8000 8500 9500 10000 10474 11066 6.) Financial result TPC has a track record of consistent improving financial performance.

a.) Profit before tax
800 700 RS IN CRORES 600 500 400 300 200 100 0 1999 2000 2001 1 2002 year 2003 2004 2005 700 500 700 700 759 659

650

b.) Profit after tax It has shown consistent rise from RS 330 in 1998- 99 RS 551 crores in 2004-2005 CAGR 8.92% ( Compounded Annual Growth )
600 RS IN CRORES 500 400 300 200 100 0 1999 2000 2001 1 2002 YEAR 2003 2004 2005 (DEC) 330 469 390 508 520 509 551

c.) Earning per share TPC has shown a consistent/ steady rise in EPS

30 RS PER SHARE 25 20 15 10 5 0 1999 2000 18.78 19.66

25.68

26.27

25.69

28.11

2001

1 2002

2004

2005 DEC

YEAR

d.) Fixed asset There is an increase in gross fixed asset in power business from RS 4938 Crores in FY 2002 to RS 5426 in FY05 ( CAGR of 3.19 )
6000 5800 RS IN CRORES 5600 5400 5200 5000 4800 4600 4400 2001 2002 2003 1 YEAR 2004 2005 DEC 4936 5000 5305 5426 5842

e.) Income from Power Business This is mainly due to reduction in average realized revenue caused by MERC ( Maharastra electricity regulatory commission) order revising the tariff downward by 9.2% and a lower FAC (Fuel adjustment chares ) resulting due to better fuel mix.
4500 4000 3500 3000 2500 2000 1500 1000 500 0 2002-2003 2003-20041 2004-2005 year 2004-2005 (dec) 4230 4043

3683 3216

7.) Governance and social responsibility result TPC participate in MBE ( Management of Business ethic ) assurances survey conducted by TQMS for obtaining feedback on the company ‘s status on implementation of various ethics policies survey for this year is being carried out. a.) Leadership effectiveness survey LEADERSHIP EFFECTIVENESS INDEX HIGHER THE BETTER 73.3% 73.5% 75% LEADERSHIP EFFECTIVENESS SURVEY RESULT 2004 2005 2006

b.) Results of Investor Survey

RS IN CRORES

) Through news item in paper /journal b.5% 64.) CRS survey result 2005 CRS SURVEY REPORT Awareness TATA POWER 99% TATA AVG GROUP 90% BEST IN GROUP 100 2004 score 84.PARAMETERS 2003 Dissemination of INFO :a.) Through cross web sites Arrangement and presentation Last AGM (Annual general Meeting) Timeliness . accuracy and 89% 97% NA 98% NA PERCENTAGE (%) FAVOURABLE RESPONSE 2004 2005 2006 NA 98% 93% 98% 94% 98% 95% 94% 95% 96% 95% 98% 97% 94% 96% Quality C.2% 69.7% .1% 76.) Through annual report c.8% 75.) CRS SURVEY RESULT 2004 ( Corporate social responsibility ) Perspective Leadership commitment Manage structure CRS strategy Review mechanism Communication and awareness Training and development d.6% 71.

TPC Medicine to village in lakh (RS) f. as applicable . No.40 2004 7.) TPC is pioneer in breeding and distributing medicine show result provided to village. The quality manual is approved by the management representation and it is mandatory for all to follow .CRS environment index Leadership committee Communication Relevance System process and support Personal committee 44% 57% 37% 38% 44% 91% 37% 49% 43% 36% 38% 86% 59% 75% 71% 59% 66% 98% e.17 2006 27 ISO .54 2005 8.79 2003 9. Hydro Jojobera Belgaum 2002 615000 19000 _ 2003 654000 5200 3000 2004 72000 1850 4000 2005 924000 1600 3500 2006 990000 1550 2000 2002 3. of tree planted.REPORT 9001:2000 (New system) Quality Management The Quality manual is the essence of the quality management system and it provides organizational directions in meeting the ISO 9001:2000 requirements . which are utilized to improve overall performance of the organization .) Tree plantation is a major activity in hydro catchments area It may be that TPC has cumulative planted more than 10 MILLION Trees. .

) Resource Management 4. .The quality policy and broad based quality objectives are established and communication to all employees .) Product realization planning of product realization 5.) Product realization design and development 7. 1. As customer driven organization . ISO 9001: 2000 IS IMPLEMENT IN THE AREA ARE AS FOLLOW:1. All efforts are made to see that these are understood and implemented by all.) Product realization customer related processes 6.) Product realization control of monitoring and measuring devices. it is necessary that the consumer requirement are determined and met with to enhance the consumer satisfaction.) Product realization product and service provision 9. We ensured that the applicable statutory and are met with and all efforts are made to go beyond these on our own as a special responsibility. We are confident that all our employees will adopt this standard ISO 9001: 2000 of the quality management system in letter and in sprit for sustainable development.) QUALITY MANAGEMENT SYSTEM The Organization has:1.) Identified the processes needed for quality management system and their application throughout T.) Quality management system 2.D&S division.) Management Responsibility 3.) Product realization purchasing 8.

6. approved and distributed to the persons concerned. Quality management system ISO 9001: 2000 ISO 9001:2000 Quality policy ( Intention of organization ) Quality manual Quality procedures manual Work instruction Format. 5.) Ensured the availability of resources and information required to support and monitor these processes . how it is being done) ( How in detail ) Control of documents The organization has established and maintained procedures to control all documents and data that affect the quality of product . reviewed and modified for their adequacy.2.) Ensured monitoring measuring and analysis of these processes. infrastructure.( Activity flow charts and given in quality management system procedures ). 4. . records ( proof of work done) ( what is being done ) ( Why .) Determined the sequence and interaction of these processes . 3. Necessary manpower. It is ensures that all documents are prepared.) Implemented actions necessary to achieve planned results and continual improvement of these processes. Technical literature to run the processes is available .) Developed effective methods for operation and control of these processes . transmission and distribution network have been provided .

Details of procedure required for storage . e-mail are operated with individual profile and password .) Maintain power supply reliability index higher than 99. MANAGEMENT RESPONBILITY The top management quality objective are smart ( specific . retrieval. protection . achievable. realistic and time bound ) .50%. 2. measurable . a. .) Maintain leadership position in customer satisfaction . SCADA system is operated with individual login name and password.All the software used in organization are controlled with password at appropriate level depending on requirement of the control EXAMPLE :SAP systems are operated with unique identify for each division with a specific password . Regular updating of revised software packages and anti-virus protection is being carried out by it department (support service) Control record The organization has identified and maintained the records required for effective implementation of the quality management system. b. retention and disposal of quality records are given in quality procedure manual.

3.) iv. Review input i.) Minimize inconvenience to the community during exestuations of work .) Maintain supply voltage within limits ( variation of + . Infrastructure. RESOURCE MANAGEMENT Resources required for implementing and maintaining effective quality management system and enchaining customer satisfaction are identified and provided.) Continually upgrade employee skills to adapt to change.) iii.6% ) e. d. j.) iv. Recommendations for improvements from all divisions. services . Review of quality objectives. Status of corrective actions and preventive actions takes. g. i. Resources required.) Control ATC loss below 12% .) Adhere to standard of performance for power supply connections. Review output Discussions and decision are recorded in MOM (Minutes of meeting ) which includes some of the following point :i. h. work environment. f.) iii.) Ensure accident free working by adhering to safety policy.) Achieve average restoration time of 20 minutes to affected customers.) ii.c.) ii.) vi.) Confirmation / follow up of previous management review. . Result of quality management system audit report. Material.) Improvement of the effectiveness of quality management system and its processes . EXAMPLE:Manpower . information system . Improvement in service to consumer. finance etc. Feedback on customer satisfaction survey customer meet and customer complaints. Action plan and agenda for next meeting.) Reduce average cost per unit ( T.) v.D& S) by 5%.

. Spare are maintenance .) Transportation Bus transport is provided to employees . f.) Work space / office Suitable workspace and officers furniture are provided for officers and staff . Backup facility is provided as centre serve. Fax machine.) Preventive maintenance This is planned as per the maintenance schedule carried out and records maintained .) Infrastructure The infrastructure required to achieve conformity to product / service requirement . SAP. provided and maintained. has been determined . Internal memos are used for written communication. The repair work is carried and records are maintained . g. Novell etc have been load in the computer for various applications.) Computer maintenance ( Hardware and software ) Computer have been provided in departments for data storage . Outlook . Mobile phones have been provide to senior officers and O &M Engineers.a. communication . Specification . windows . fiber optic telephone communication system have been provided for operation staff and senior officers . Anti-virus protection have been provided . Breakdown van is available for emergency round the clock. are maintained . annual maintenances contracts are entered in to for support equipment. Details of the equipment regarding manufactures data of purchase and installation . d. Official software package viz. Microwaves. Vehicles are provided for various sites activities maintenances and repairs vehicles are carried out regularly. e. c.) Communication Telephone to individual and department having intercom and direct dial facilities are provided . data processing and to speed up work functions. b. carries. All the software used in organization controlled with passwords and login names at appropriates levels.) Breakdown maintenance Information regarding is given to the concerned maintenance department. Adequate computer with necessary software and peripherals have been provided . drawing and major repairs done .

) Work environment Management has determined and ensured that adequate provision are available for health and safe working environment . Files are kept in filing cabinets. j. ventilation have been provided . Clean rooms.) Food Canteen facility has been provided at certain locations given breakfast lunch . Library facilities are available with technical books and periodicals so as to keep the employee in touch with the latest development. air quality . Proper lighting arrangement at work places have been made . air conditioners.) Recreation Rest room is provided to the work force. snacks . Fire extinguisher and first aids boxes are provided as a safety measures. Regular pest control is carried out in the premises.) House keeping Cleaning of the station premises is carried out . proper lighting . Various sports meets are arranged by TPC for spotting of talent and exceptional sportspersons are encourage to participate in tournament at various level. k. 4. Material in stores are stocked neatly on the racks. coffee to the employees at subsidized rates. carom and table tennis facilities are provide .h. Games rooms having gymnasium . drawings are kept in drawings are kept in drawing cabinets .) PRODUCT REALIZATION PLANNING OF PRODUCT REALISATION . In order to maintain the temperature. ventilation and air conditioners are provided to control temperature and humidity . Space provided for them . tea . I.

validation .) These process are documented and provided to meet the requirement of product realization . The required verification . i. Application forms from the customers according to schemes for providing the schemes for providing power supply to the customer one finalized . Job quality in confirmed through third party inspection .) The records are maintained to determined to demonstrate that the product meets the requirement. iii. The implementation schedule is discussed in the respective divisional co-ordination meeting . inspection and testing activities specific to the equipment have been determined and the criteria for acceptance is established by the organization .) ii. monitoring . 5. The time frame for each schedule is proportioned as per the ISLA ( Internal service level agreement ) with the respective support processes .The network infrastructures is planned base on the long term network expansion plans and load . PRODUCT REALISATION CUSTOMER RELATES PROCESSES Review of requirement related to the product :- .

T. EXAMPLE:Requirement of the customer for reduction in interruption of supply and voltage fluctuation to them by providing under ground cables in place of overhead line. increase in the capacity of power supply requirement etc. The requirement are communicated to the concerned and contract review records are maintained . Customer communication :CCR . The complaint data is complied and reviewed by concerned division for improvements. 6. focus group .) Design and development planning . Also T. EXAMPLE:A customer contact plan is prepared. T&D division takes appropriate action for the implementation .Review of the customer requirement is carried out jointly by engineering department T&D division CDD (Consumer development department ) .) PRODUCT REALISATION DESIGN AND DEVELOPMENT a.D&S division participates in the customer meets . and customer satisfaction survey .D&S division receives the report on customer satisfaction surveys for necessary action . which indicates the frequency of meeting customer by various level of personnel . where customer related issues are discussed and feedback is received. These centre receive complaints and immediately intimate working agencies who are available on telephones and monitor restoration of supply and resolving of complaint. Customer feedback is obtained through customer meets . O&M engineers and the call centre are contacted by customer for and any help required .

material specifications . cable .) Design and development output The outputs of design and development are verified against the corresponding inputs and checked prior to release .) The India electricity acts .) Design and development inputs i. iii.) Inputs from other organization and distribution licenses . to meet requirement of the customer .) Relevant India standards . safety and it ‘s proper application.) Design and development verification .) Design and development stages .Planning and control of design and development of product / services are done to determines . vi. d.) Input from customer standard design and engineering guidelines . The outputs of design are in the form of schemes . iii. site inspection and comments on similar design .) Review . drawings . iv. organizational needs . c.) Evaluate the design outputs meet the requirements as defined in the design input stage. b. iv. product acceptances criteria . ii.) The various division have interfaces to ensures clarity of responsibility and effective communication. verification and validation as appropriates to design and development . site constraints.) Responsibility and authorities for design and development . 2003.) Inputs from user departments. material procurement activity and cost estimate. EQAS and other as required . vendor input . customer division . systematic design and development review are carried out to :i. v.) Review of standard design schemes based on new technology . The participants of design process are from CED ( consumer engineering department ) . ii. e. ii. civil .) Design development review At suitable stage.) Identified any problems / deviation and proposed corresponding necessary action. vii. The records of the review and require action are maintained by CED. i.) Input from customer guidance .

iv. PRODUCT REALISATION PURCHASING a. Sample approval .) Design and development validation To ensure that the result product is capable of meeting required applications .) Purchase process i.) Control of design and development change Request for changes in design and development . drawings and material specifications. These are approved by CED before implementation. The test report copies are maintained by CED. verified and validated . The changes made are reviewed .) Comparing with performance / feedback / occurrences report for similar equipment from user department . g.) Comparing with manufactures test certificates for the equipment .The design and development verification is carried out by inspection team at the manufacture work to ensures that the output meet the requirements given in defined at the planning stages. f. inspection and testing are carried out at manufacture premises to ensure that the output as per the design requirements . 7 . validation is carried out in any of the following ways as applicable:i.) The requirement of the material is determined by concerned division and the specification are forwarded to CSG ( Corporate sourcing group ) ENGG department . ii.) Conformance with performance with latest amendments under IE ACT rules ( Indian electricity act ) .) Comparing with manufactures test certificates for the equipment . design and development validation are out by CED . whenever receive from customer development implementing agencies are incorporates after review . user division and EQAG as specified in planning stages for schemes. iii.

A list of approved suppliers is maintained by concerned external support departments ensure that purchased product conform to requirement specified in related indent. head office for requirements the division concerned carries out tender analysis before placing purchase orders. style . v. relevant technical data . grade .D&S division . Purchase orders / documents contain data that clearly describe the product / services ordered . class. Criteria have been identified for selection . iii.) The purchase process and vendor evaluation procedure for spares and consumable are carried out by CSG . c. . b. Purchase of items under late contract and purchase of low value items are done by T. process requirements .) Product Information i. evaluation and re-evaluation of suppliers who are selected on the basis of their ability to meet quality and other requirement . inspection instructions . vi. ii. The rating for service contracts is carried out by respective T.) Specification of spares and consumables to be purchased are given in the purchase requisition to CSG by the T.) Requirement are discussed in site engineering co-ordination meeting and comments on technical specifications/ drawings of the equipment to be purchased by engineering department are given by respective T. The type . ii.through purchase requisition in SAP system .) Engineering department carried out the purchase process for equipment . applicable specifications .process equipment and personnel and QMS ( Quality management system ) .) All spares and consumables are inspected at stores after receipt by concerned maintenances engineer / stores in charge to ensure that purchase specification are met.D&S division . list of approval vendors contractors .) The CSG ( Corporate sourcing group ) and engineering department carry out vendor evaluation .) Inspection and test are carried out at vendor premises at various stages of production as per the requirement mentioned in the purchase order . or other precise identification . and the rates of services are forward by T.D&S .) Verification of purchase product i. requirements for approval / qualification of products . It may include where applicable . the title . procedures . However relates external correspondences is in manual modes . vii.) Purchase of services for services common to all divisions .D&S division .D&S division .

PRODUCT REALISATION PRODUCT AND SERVICES PROVISION a.) Inspection and testing of major equipment are carried out at supplier ‘s premises . Payments are made to suppliers only after acceptance of product / service . factor test results ) The equipment is inspected at stores and again tested at sites prior to commissioning . 8.Critical spares are also tested at suppliers works / stores for conformity to specifications product that are not meeting the specifications are rejected .) Control of production and services provision . ii. Dispatch clearance is given by engineering department subsequent to department compliance of inspection report recommendation ( Inspection reports .

distribution and supply of power and providing service to customers . under frequency load . annunciation and automatic isolation under uncontrolled conditions .) Review of drawing pertaining to customer sub-station is done . repairs to equipment etc).) Criteria and approval of the processes :- .) Validation of processes for production and service production and services provision 1. b. ix. 2. viii.) Correction and improvements are carried out when any abnormalities are observed or when any customer complaint is received . transformers for achieving suitable voltage level for distribution and cable network of required capacity for distribution upto customers premises/ meters) .) Suitable equipment are used for transmission . v. Alarm system are installed on the equipment for intimation of any abnormality . operation check list etc. Suitable equipment are used as per requirements and operated within their limits by continuous monitoring . overload protection for currents etc and recorded in log sheet .) Correction actions are taken to avoid recurrences of defect in the equipments . and formats define the way in which these services are provided .) Document like quality procedures .) Inspection / test reports of equipment ordered are obtained to conform to specifications.) IT is ensured that the transmission and distribution of power is planned and carried out under controlled condition by providing alarms .) Monthly report serve as a control processes.) Prompt service is provided by the concerned O&M staff in case of break down or abnormalities reported by customer ( Restoration of supply .) Maintenance and testing of equipment are carried out as per maintenances and testing schedules with references to maintenance manual and EQAG guidelines . iii. EHV cable jointing. i. capacity bank for under voltage control . iv. work instruction .) Operation of electrical systems are carried out as per operation manual . vii. Test changing of high voltage and EHV ( Extra high voltage equipment) . xi. Protection is provided for safe guarding and automatically isolating the equipment during fault .i. ii. x. vi. The voltage current and frequency are monitored and controlled round the clock with the help of suitable devices SCADA .( Transmission lines of required capacity for transmission of power .

) iii.) II.) Material / Equipment in stores are stored as follows :i. The test charging procedure is unique is nature for unique in nature for each HV/ EHV equipment.) iv. unserviceable obsolete material in stored in a separate area identified for scrap material details of such material are with stores engineer .) ii. The location of the equipment is mention in the fixed asset inventory against each equipment for traceability . All equipment in service are identified by label and their details are fixed assets inventory in SAP .The validation of services worthiness of high voltage and extra high voltage equipment . The test charging of new HV/EHV equipment is done prior to commissioning as per approved test charging procedures from load dispatch department ( system controller ) / division .) Identification and traceability I.) Specific Methods:The equipment is test charged by connecting it to the existing network of power supply . Test charging of the cable is done as per approved testing procedure. Usable material is store in bin / racks properly labeled with code numbers details material / equipment are maintained in material of SAP system.mentioning details defects. High voltage test is carried out to confirm the healthiness of the joint .) Material received and awaiting inspection / testing is stored in inspection separately. iv.) Name of equipment . v.) Revalidation:The processes are periodically revalidated by load dispatch and EQAG. ii. is carried out by test charging it at rate voltage and frequency as per approved procedure .) Qualification of the personnel :The personnel implementing the processes are qualified engineers . iii.) Records :Test charging relay setting and test results. Defectives / rejected material is stored in a separate area identified for such material with proper labels / tags. The name plates on the equipment contain details such as :i. C.

nature of work etc. viii. handed over by . substation building .g. Transmission lines are provided with name plates.) Customer property :System exists to identify . money deposits etc.Release notice is used for equipment out of service .) Ratings of equipment Serial no Year of manufacture Name of manufacture All control panels in control room are labeled with equipment name and relevant details. Safety tugging system is adopted to identified the equipment out service or under work various tags as necessary are put on the control switches / equipment to indicates the status of the equipment . This files contains all records / drawing for identification and traceability . verify .) vi) VII.ii. d. v.) III. cables are covered with cement tiles with voltage and ‘ TATA’ name engraved on it . in our control are preserved in customer files are records . protect and safeguard customer property like land . caution order is used to indicate equipment is live but certain work can be carried out ) . ( e. taken over by .) Customer record with respect to the specific customer are identified by giving a unique customer number . If any customer property is cost . damage or otherwise found unsuitable for use .antic liming devices etc as identification and safety . e.) iv.) Preservation of group:- .) iv. The tag contains the details of name of the equipment . danger boards .) v. Prior to back filling .) iii.) “ Danger” sign boards with voltage level are installed wherever required . Customer ‘s drawings. This ensures safe working and easy identification by giving a unique. :. it is reported to customer and records are maintained by concerned group heads.

( e.i. etc .g. PRODUCT REALISATION CONTROL OF MONTIORING AND MEASURING DEVICES . pallet wheel tracks . fork lifts and hoists) .) Equipment received at stores are stored and preserved under controlled condition if required . The material is handled in such a way that the first received material is issued first (FIFO) .) All equipment in service and in stores are properly identified by code number .) Shelf life material are stored separately and they are disposed off after their self life as over .g. Trailers . 9. iv. name . cranes . ( e. ( For this third party checks of stores inventory are regularly carried out ) . Hot rooms for spares motors and coils and cold room for gaskets and certain rubber material . location . temp shed for monsoon protection ) . ( The information is available in SAP ) . ii.) Appropriate means of transport skilled manpower and tool are used for handling equipment . Purpose :- . iii.

Measurement . All revenue meters are identified are calibration . for voltage and frequency .) iii. Due care is taken during handling . Indicating meters are only verified by EQAG . Holograms are provide for the sealing purpose . The organization has identification the steps where monitoring and measurement and required . maintenance and storage of devices to protect from them from damage and deterioration.) All revenue meters are identified by their unique serial no . They are tested . measurement . . Analysis and Improvement The organization has planned and implemented the monitoring . ii. calibrated and commissioned by EQAG .This section describes a) The process of monitoring and measuring the parameters of the product. analysis and improvement of process to ensures conformity of the product and continual improvement of quality management system . 10. for pressure .) v.) for voltage for current for quantity of energy for reactive energy . d) Frequency meter for supply frequency . b) The method of calibration / verification of monitoring and measuring devices to ensure product conformity . Temperature meter for temperature of equipment .) Adjustment and readjustment if required is done by EQAG . All the revenue meter are sealed and protected against tampering . Following devices are used for indication :a) voltmeter b) Ammeter c) wattmeter e) MVAR meter f) g) Pressure gauge h) Recorders iv. Activies:i.

equipment defects etc .D&S .e.) Customer requirement survey is carried out once in two year with help of external agency . vi. The complaints received analyzed by concerned division .) . . contractors etc. The data is used to take corrective and / or preventative action ( Customer complaint handling ) .g. v.) Customer complaints ( call centre report . iii. customer written complaints ) . Based on these inputs . Relevant feedback received required from above mention method continual improvement in product / service by CED this report is circulates to the concerned departments.) Customer meets:Consumer relation department conduct annual customer for HT . The evaluation of this data is used to takes correctives and preventives actions .) Annual customer satisfaction survey is conducted by CRD to / collect and analyses satisfaction / dissatisfaction levels for each segment to customer and those of customer competitors . Segment wise requirements of customer are captured through the survey and action plan is prepared . Monitoring and measurement :a. Customer complaints . LT and retail customers . Implementation plans are drawn out along with the support services . Information related to customer satisfaction is gathered through the following internal and external sources :i. the continual improvement plan are addressed through customer co-ordination meets and then actions are initiated .) Market intelligence:Information about competitor and customers is acquired through opinion leader ( Builders . This provides the direct interaction between top management and the customers . ii.) Customer satisfaction T D &S division is adopting various methods for determining consumer satisfaction . iv. A verbal and written feedback is obtained from these customers.) Listening and learning methods are development by T.

) The quality management system processes are mention by tracking result .reliability index and building integrity index Processes to meet the quality objective have been established along with there measures for monitoring the data .conformities are eliminated by taking necessary corrective and preventive action by respective divisional heads .) Internal Audit :T.the data is capture in relevant document .effectiveness and efficiencies of the weak forces . non .D& S division carries out internal audit twice a year . . the result and measures wherever applicable are defined in the processes . 4) Previous audit reports / and action taken 5) Level of relationship with all interest parties The audit report contains performance measurement of OMS . utilization of resources . Management representative plan the audit .conformities and access for improvement . appoints an internal audit team ensures that the audit is carried out in an impartial internal audit is carried out as per schedules to assess the strength and weakness of quality management system .) iii. performance expectation . consumer focus . Audit team is sent to division to carry out the audit . audit report are maintained by management representative . list of non .) Key indices monitored regularly are CAIFI . ii. 3) product performance results and expectation .SAIDI . The scope of the audit includes the following :1) Effectives and efficient implementation of processes and resources.b. this takes into all scope for improvement . 2) Learning and sharing of information to extract opportunities for continual improvement . SAIFI . C ) MONITORING AND MEASUREMENT OF PROCESS :i.

) inspected on receipt at our works and tested prior to commissioning . temperature are monitored and records are maintained . current . correction and correctives actions service delivery processed only after approval by relevant authority by the customer and or by third party. The equipment are maintained are periodically tested as per laid down procedures and their records are maintained .) ii. Monitoring and measuring of product :i. .iv.) Incoming equipment identified as non-conforming equipment is segregated and stored separately with rejected. inspection of equipment at manufactures work .) v.e. vii.) Major equipment are tested at manufacture’s work by inspection team and ii. power . voltage . When planned result are not achieved.) Control of non-conforming product :i. taking in services or cutting out capacitors banks and changing transformer taps for voltage regulation ) . pressure. by respective divisional head that all mandatory regulations are complied with final delivery of the product .) Vendors supplying material / equipments and those providing services are evaluated to use their performance by CSG Control of parameters of power supply like voltage is carried out by operation engines ( eg . iii. vi.) v.) To ensures correct product is delivered . Responsible authorities for acceptance of the equipment at various stages are identified .) iv. The testing is carried out as per applicable is standard / EQAG instruction and result are recorded . electrical inspection by cross functional team are carried out for each customer installation .) It is ensured .) The parameters of the equipment i. Non-conforming equipment is either rectified by the manufactures at sites or returned to the supplier for rectification / replacement. e..

f.) To eliminate non-conformities on services quality .Vendor analysis is done by CSG . 4) Supplier :.Quarterly this scheduled and actual targets of the performances are reviewed every quarter and appropriates action plan is prepared for implementation .) Improvement :- . g. 3) Characteristics and trends of the processes and products :. call centre report . iv.) Equipment in services that is detected as non-conforming is rectified / repaired and retested engineer during monitoring or routine works and are rectified by them .Yearly this is carried out by the customer relation department and action plan is prepared by division .TPC has an effectives complaint management system .) Analysis data :The data required for demonstrating the suitability . v. MIS report . customer contact plan . flow chart .iii. The analysis of data provides information are about :1) Customer satisfaction :. The MIS is generates at the end of the every month is analyzed and corrective action taken to prevent recurrence of the same . histogram etc and analyzed action are initiated based on the analysis . daily report . Data is presented in the form of bar chart . suitable alternate arrangement is in corporate in the distribution network design . Reference is made to various report likes . 2) Conformity of product requirement :.) Regarding elimination of services non-conformity during a break down in power supply . effectiveness and continual improvement of quality management system is determined and gathered in various formats ( quality format / records ) .The daily parameters of power supply and equipment are monitored . monthly report . graph .

defects are carried out to determine preventives actions maintenance information notes is generated and circulated in system . CAPA and taking a feedback from internal / external audit report .) Corrective actions :. occurrences . ii.) Analysis of CSS . consumer complaint or internal audit are handle by maintenance engineer .i. Other division then implement similar actions to avoid occurrences in their area in relation to the effect of potential causes . consumer complaint analysis . marketing survey from customer through existing relationship mechanisms .) Continual Improvement :- It is achieved by using quality policy . EVALAUTION OF TOTAL QUALITY MANAGEMENT . suggestion schemes and adopting new technologies . Reports of product related non-conformity arising out of condition monitoring .) Review of the preventive actions taken are maintained. management review . objectives . b.) Preventive action :.The division takes action to eliminate the cause of non-conformities to prevent recurrences . Record are maintained by respective divisional head .The division determines action to eliminate the causes of the potential non-conformity to prevent their occurrences a. finances audit report . They investigate the root causes and report system relates major non-conformity arising out of management review and external audits and initiate the corrective action review of the corrective action taken is carried out in divisional meeting . iii.

3) Product planning :. work-in-process . prepare wok standards . such as cost reduction committee . plant capability and product compatibility studies . power . load planning . i. purchase . cost accounting and cost control . material handling scrap and rework analysis and shipping . customer services and technical support . budgets and budgetary controls . material development .It consist of function area such as current and long range planning . quality circles . condition and maintenance of plant and equipment . process development . . 6) Manufacturing:. 4) Marketing :-The main functional area to be looked after in marketing are marketing strategy . product identification and market forecasts. production improvement committee . customer feedback analysis and follow-up . personnel . laying down technology for production . product diversification and product range modification . ii. fuel oil .This section may consist of following functional areas. 5) Material Management :. execution and control such as finance . pricing . 1) Organization :.Design and manufacture of dies and tools. process layout planning . manufacturing engineer . manufacturing and research and development and ( b. safety committee .It consist of ( a. new or expanded facilities planning . water .) Facilities utilization:layout and arrangement . it is essential to carry out evaluation of the entire quality system from time to time and take corrective measures overcome the deficiencies in the system .The major area to be provided are : inventory control and purchase . sale management .) Constitution of committee to assist in conducting all the operations smoothly . marketing . sales promotion and publicity. availability of supplies . etc. etc. such as compressed air .) Constitution of functional departments to look after various responsibilities concerning planning .) Manufacturing engineering :. corporate financial planning . each of which must be given due attention for achieving high performance.This section consist of major function area like function control and report generation . receiving and warehouse. rejection control committee . 2) Finance:.With increasing emphasis on the need to enhance productivity and quality of manufacturing units .

maintaining production standards . planning and method .use of new technology . maintaining record of inspection and quality assurances . ensuring high level of performance from workers and other employees.Implementation of production schedules and control of delays.) Quality control :. calibration and control of gauges . CONCLUSION . general house keeping in all production level . control of production operation for maximum efficiency.) Production :. management information system and report generation for marketing . instruments and inspection / testing equipment . trouble shooting and customer analysis .Defect analysis . iii. use of statistical analysis for material and process control . co-ordination with research and development . iv. third party inspection co-ordination .

These have been identified as leadership . resulting in marketplaces success . The ISO model for quality system can be applied to design . serving . and improvement of overall company performance and capabilities . and preference may be influences by many factors throughout the customer overall purchase . I would like to conclude that Malcolm baldrige report is help to improve performance practices and capabilities . ISO 9001:2000 :. value . and loyalty . including a process to develop strategic objectives . action plans. assigning authorities . It serve as a working tool for managing performance . confidences .It involve in making decision about going ahead with ISO certification . All product and service characteristics that contribute values to customers and lead to customer satisfaction and preference must be focus of a company management system . production . planning .final inspection and testing of any product or services . The organization will also have to approach the markets for new talent as strategically as the customer markets and have to develop the same market strategy development process for both customer markets and talent markets .Thus . Duly . These factors include the company relationship with customer that help built trust . installation . and initiating the work by defining the scope for certification example entire company . single location . To facilities communication and sharing of best practices information among and within organization of all types based upon common understanding of key performances requirements . satisfaction . a people focus . and relates plan for how to attack and to keep talented individual. process optimization and organizational performance . a customer focus . and assessment The criteria was to design to help companies enhance their competitiveness through delivery of ever – improving value to customers . and a supplier focus . carrying out a detailed analysis of the company ‘s activities and performance . development . planning for improvement . and service experiences . project setting up project team to take care of the work . ownership . training . Customer judge quality . defining the responsibilities .

accredited certifying agencies are available and these issue ISO certificates after carrying out necessary check and verifications . The intensely competitive global and domestic markets have created enormous pressure on total quality . For assistance in the implementation of the ISO:9000 . Total Quality Management is receiving considerable attention . Therefore . It is receiving increasing significance in modern organization . consultancy services of external agencies specialized in this work can be obtained . designing and adopting suitable documentation and providing training . BIBLOGRAPHY . Thorough preparation and training of people at all level is necessary before applying for the certificate . Adoption of quality management system and holding quality certification can be extremely useful in procuring new markets and building confidence in the customers about quality of products .

BOOKS REFEREDS:1) METHOD OF TOTAL QUALITY MANAGEMENT _ GOPAL K.) TATA POWER COMPANY INDUSTRIES VISITED :TATA POWER COMPANY . BORIVALI (EAST) – 400066 . KANJI _ _ SITE VISITED :1) WWW. NEAR MAGATHANE BUS DEPOT.COM COMPANY REPORT ( TATA POWER ) :1) QUALITY COST REPORT 2) TECHNIQUES USED FOR TOTAL QUALITY CONTROL 3) COST ASSOCIATED WITH INSPECTION AND TESTING 4) MALCOLM BALDRIGE REPORT ASSESSMENT YEAR 2005-2006 5) NEW QUALITY MANAGENT SYSTEM ISO 9001-2000 ARTICLE :1. APHALE 2) QUALITY CONTROL AND TOTAL QUALITY MANAGEMENT 3) PRODUCTIVE AND QUALITY MANAGEMENT ABBREVATION FOR TATA POWER . TATAPOWER . PL JAIN S.D. SAILESH NAGAR .

Balance score card . ABT . CAPEX .Customer average interruption duration index.Automatic voltage regulator . ABP . BIS .Corporate citizenship index . BM .Business excellence .Business today . BRC . AT&C . ATR .Availability based tariff . BU / SBU . BD .Action taken report .Business review council .Capital expenditure .Bench mark .Mumbai municipality corporation .Business development . CCI .Central board of irrigation and power.Customer average interruption frequency index .Business intelligence .Aggregate technical and commercial . CBI .Beuro veritas quality institute . BE .Annual business plan . CBIP . CAM . CAGR . AVR .Speedy significant and sustainable cost reduction .3SCR .Compounded annual growth rates .Annual revenue requirement . ARR . AOP . BT . BDO . BPSU .Bhira pumped storage unit .Annual operating plan .British institute of standards .Bharat petroleum corporation Ltd .Bandra kurla complex .Computer based training .Customer account manager . BSC . BVQI .Business unit / strategic business unit . MMC .Business development officer BI . BKC . . BPCL . CAIFI . CAIDI .

PB . CEI .Operational expenditure . CESC .Engineering co-ordination meeting .Calcutta electricity regulator commission . KHUB . CDD .Profit after tax .Knowledge hub .CCM . ETD . CED .Power business .Central electricity regulatory commission . CEA . training . ISLA . KAM . CDM .Original equipment manufacture .Control effectiveness index .Electrical quality assurances group .Customer development department .Education .Knowledge management. KM . and development . . ECM . OEM . EMBA .Key performance measures .Internal service level agreement .Independent power plant .Customer coordination meeting . KWHR . CG . KPM .Central control room .Personal projection equipment .Key result area . PBT .Kilo watt hr. PPE . CCR .Key success factor . IPP .Core group .Clean development mechanism authority .Cross functional team .Profit before tax . CERC. OPEX .Customer engineer department . ESP . KRA . EQAG .Electro static perception .Central electricity authority.Executive MBA . PAT .Key account manager . CFT . KSF .

Quality assurances plans .Statutory regulatory requirement . PWS .Supply chain management .Supervisory control and data acquisition .Securities and exchange board of India SED .Strategic business unit .Personal planning meeting .State electricity board .Price warehouse cooperation.System average interruption frequency index . QAP . TNI . TNCI . TCOC . TEI .Total productive maintenances . SEB .Software application . TPM . SEBI . TLP . SSSC .PPM . SCM .State electricity regulator commission .Technical information notes .Power system division . PSD .Training need compliances index . SAIFI . TIN .System area network .TATA consulting engineer . SCADA .Strategic electronic division .TATA code of conduct .Power trading co-operation .Strategic planning process .Strategy and business development . SAN . SERC . SRR .System average interruption duration index .Training effectiveness index. SBU . QMS . SAP .Turbine generator. TG . TCE . S & BD .Time of the day .Supervisory surveillances of customer . PTC .TATA Leadership practices .Quality management system . SPP . . SAIDI . TOD .Training need identification .

Total suspended solid TSGM . XLPE .Tones per day . VSAT .Very small aperture terminal . TSS .Western region forum . WBT . TPC .TATA POWER COMPANY .Yashmun engineers Ltd.Western region electricity board .Web based training .Value creation process .Cross linked poly ethylene.Virtual private network . YEL . VPN .TPC . VCP . WIFI .TATA Strategy management group . WREB .Wireless fidelity . WRF . .

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