tqm final project11

8/9/2019 TQM Final Project11

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ARMY PUBLIC COLLEGE OF MANAGEMENT & SCIENCES

REPORT ON

PRESENETED TO

MR. KHURRAM SHEHZAD

PRESENTED BY:

M.UMER

FARRUKH IMTIAZ

USMAN RAJPOOT


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INTRODUCTION:

Habib Rafiq (Pvt.) Limited has come a long way to symbolize commitment,

distinction and professional Excellence by meeting the stringent, demanding andextra ordinary work requirements of high engineering, national and international

importance involving civil, electrical and mechanical works for the last 50 years.

The ever increasing efforts towards attaining better and new business ventures

have exposed the company to multitude of engineering disciplines. Now it is

company's prerogative to be working in infrastructure, housing, design and

environmental areas other than its strong standing in industrial projects for

power, chemicals, petro chemicals, roads, Motorways and buildings.

HRL boasts and claims to have a reputation of company delivering the projects

ahead of schedule. This has consolidated trust and confidence with our business

entrepreneurs. The repetition of orders we have been getting from the clients is a

touchstone of their reliance in HRL and clear emblem of the comfort extended by

us.

HRL enjoys the reputation of being a trend setter in the ever expanding arena of

housing and infrastructure in the last 10 years and has earned a respect and

reputation of being most recognized name in the market. The biggest name in

real estate development are proud to have HRL associated with them, HRL has

added value through a useful engineering contribution towards the concept of

development of housing and infrastructure vis--vis other disciplines

Construction related activities

Project Management

ConstructionEngineering

Manufacturing

Procurement

Erection

E & I Installation

Commissioning & Turnarounds

Operation & Maintenance

Today we stand tall and firm over the strong foundation of reputation and trust with ahigh value and numbers of human and electromechanical resources which gives us a

distinctive edge over the competitors in the market. The company involves itself inthe following


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The main construction areas being:

Power & Energy

Infra-Structure

Process Industries

Oil Refineries

Fertilizers

Chemical Plants etc

HRL QUALITY POLICY:

The HRL Quality Policy was declared by the Board-of-Directors clearly andconcisely. The policy words were so chosen as to depict internal and externalcustomer

satisfaction and QMS principals:Salient features of the policy were:

Understanding that quality means complete conformance to agreed customer

requirements & standards.

Understanding that quality is everybodys 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 experienceand

training of the people.

Operating all our work places in a safe and healthy environment. Fulfilling our promises and commitments with the Client

It was also vouched that the company should be dedicated to this mission; Ourreputation depends on all of us working as a team to satisfy and retain the singlemostimportant person in our business, that is OUR CLIENT.

This policy was translated by our top management into clear aims andobjectives, toresult in:

Organizational Improvement.

Foundation for an organized system for Quality Assurance.

To set course for TQM.

Reduction in product rejections, reworks and customers dissatisfaction.

Survival in the Market.

Better equipped to compete.


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Gaining customer confidence.

Have an edge in the market.

1. WHEN THEY STARTED:

HRL is an ISO 9001 certified company, implementing Quality ManagementSystem (QMS) through out the organization since 1999.

2. HOW THEY STARTED:

APPOINTMENT OF A MANAGEMENT REPRESENTATIVE

The QMS program needed organizing and steering for which the managemententrusted this responsibility to the senior most General Manager to act as theManagement Representative (MR).By virtue of his clout in the company he spearheaded the QMS implementation

conforming to ISO 9001, 1994(E) standard, covering Engineering, Procurement&Construction activitiesAPPOINTMENT OF A QMS CONSULTANT

Not much was known and understood by the company management about ISO9001 standard and the way to proceed with QMS implementation in thecompany.Therefore, the appointment of a suitable consultant was agreed upon. After dueconsideration for experience, expertise, knowledge and economy a consultantwascontracted to help advise, guide and implement the program.

THE ISO TEAM

For executing the program, MR formed an ISO team from within the staff to actas ISO co-coordinator. The ISO team in conjunction with the consultantsprepared thefirst draft of the Quality Manual (later called the Corporate Quality Manual). Themanual philosophy was based on making Work Procedures pertaining to each ofthe20 clauses of the ISO 9001 standard.Some months passed before it was realized that for a construction company ofthe

size and diversity of sites, needed a full time Quality Assurance and QualityControldepartment to handle QMS implementation and control the quality of products atsites.

3. WHY THEY STARTED:

The reasons of developing the Quality Council inside the organization are given below.

Organizational Improvement.


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Foundation for an organized system for Quality Assurance.

To set course for TQM.

Reduction in product rejections, reworks and customers dissatisfaction.

Survival in the Market.Better equipped to compete.

Gaining customer confidence.

Have an edge in the market.

4. WHO IS RESPONSIBLE FOR QUALITY CONTROL?:

Behram J. Pestonji is the head of quality council in HABIB RAFIQ (PVT)

LIMITED

5.

PROBLEMS & CHALLENGES: Resistance to Change

Lack of training/ orientation regarding quality work flow.

Implementation Time Frame against set targets

Realizing the quality management VALUE

o Overcoming the problems

Resistance to Change

Employee motivation

Sharing the values of implementing the QMS in their

organization

Phased implementation approach

Lack of training/ orientation regarding quality work flow

Conducting employees orientation session regarding

QMS

Delegating proper trainings regarding QMS

Implementation Time Frame against set targets

Using proper change management techniques to

ensure that implementation targets meet the required

time lines


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Realizing the quality management VALUE

measuring the following against previous records & industry Standards

Operational Efficiency

Improved Productivity

Reduce Costs

Financial Ratios

6. Benefits after ISO implementation

Improved productivity

Reduce costs

Better operational efficiencies

Better market acceptance

Competitive advantage

Better quality services road maps

7. Future Plans

Continuous Improvement of the core business processes as per

QMS standards and procedures

QMS road map towards advance ISO standards such as ISO 2000,

14000 etc

Establishing of QMS department which will ensure the continuous

implementations/ implementation in the QMS procedures within the

organization


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RECOMMENDATIONS

We would like to recommend HRL to further improve their strategies and plans from the

perspectives of employee satisfaction, Participation and teamwork must be

encouraged in the company to bring about a transformation in companys

culture. In this context, the role and participation of the H.O and site teams be

emphasized. Their positive contributions should be recognized and encouraged

tqm final project11

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