FARRUKH IMTIAZ

USMAN RAJPOOT
M.UMER
• HRL was established nearly 50 years ago
• Named after two brothers Mr. M Rafiq (The
Chairman) and Mr. Habib Ahmed (The MD)
• one of the largest engineering and Construction
Company of Pakistan
 Works in:
• Power & Energy Fertilizer
• Infra-Structure Chemical Plant etc
• Process Industries
• Oil Refineries
The mission is to achieve high standing for
HRL. So that it has:-
 Undisputed leadership in Engineering &
Project Management.
 Providing solutions and services with high
level of professionalism.
 Profitable growth.
 HRL QUALITY POLICY
Salient features of the policy were:

• Understanding that quality is everybody’s

direct responsibility.
• Putting our best effort every time for in-time
completion of job, not compromising on
• quality & safety.
• Continues improvement in skills and know-
how through practical experience and
• training of the people.
• Operating all our work places in a safe and
healthy environment.
• Fulfilling our promises and commitments
with the Client
 WHEN THEY STARTED
• HRL is an ISO 9001 certified company,
implementing Quality Management System
(QMS) through out the organization since
1999
 WHY THEY STARTED
The reasons of developing the Quality
Council inside the organization are
– Organizational Improvement.
– Foundation for an organized system for
Quality Assurance.
– Reduction in product rejections, reworks
and customer’s dissatisfaction.
– Survival in the Market.Better equipped to
compete.
– Gaining customer confidence.
 WHO IS RESPONSIBLE FOR
QUALITY CONTROL?

• Behram J. Pestonji is the head of quality

council in HABIB RAFIQ (PVT) LIMITED
 HOW THEY STARTED
• APPOINTMENT OF A MANAGEMENT
REPRESENTATIVE

• APPOINTMENT OF A QMS
CONSULTANT

• THE ISO TEAM

• Resistance to Change
• Lack of training regarding quality work
flow
• Implementation of time frame against
set targets
• Realizing the quality management
value
• Resistance to Change:

Employee motivation
Sharing the values of implementing the
QMS in the organization
Phased implementation approach
• Lack of training regarding quality work
flow:
Conducting employees orientation session
regarding QMS
Delegating proper trainings regarding QMS
• Implementation of time frame against set
targets:
Using proper management techniques to
ensure that implementation targets meet
the required time lines
• Realizing the quality management
value:

Operational Efficiency
Improved Productivity
Reduce Costs
Financial Ratios
• Reduce costs
• Improved productivity
• Better operational efficiencies
• Better market acceptance
• Competitive advantage
• Better quality services road maps
• Continuous improvement of the core
business processes as QMS standards.

• Establishing of QMS department which will

ensure the continuous implementations in
the organization
• ISO 9001:2000

• ISO 14001:2004

• OHSAS 18001:2007