TOTAL QUALITY MANAGEMENT

TOTAL QUALITY MANAGEMENT

SUBMITTED BY

MONIKA SHARMA

TYBMS

2006-2007

SUMMITTED TO

UNIVERSITY OF MUMBAI

PROJECT GUIDE : PROF . BHANU KRISHNAN

GHANSHYAMDAS SARAF GIRLS COLLEGE

S.V. ROAD MALAD ( WEST )

MUMBAI - 400064

ACKNOWLEDGEMENTI 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 .INDEXSR.NOTOPICPAGE NO

1.INTRODUCTION OF TOTAL QUALITY MANAGEMENT1.

2.ROLE OF TQM2.

3.IMPLEMENTATION OF TQM3-4.

4.TATA POWER COMPANY:-

i.INTRODUCTION5-7.

ii.TATA BUSINESS EXCELLENT MODEL ( TBEM )8-9.

iii.QUALITY COST REPORT 10-14.

iv.COSTS ASSOCIATED WITH INSPECTION AND TESTING15.

v.BENEFIT THROUGH TQM16.

vi.TECHNIQUES USED FOR TOTAL QUALITY CONTROL17-18.

vii.TECHNIQUES BASED ON MALCOLM BALDRIGE REPORT ASSESSMENT YEAR 2005-2006 :-19-66

a.LEADERSHIP21-25.

b.STRATEGIC PLANNING26-27.

c.CUSTOMER AND MARKET FOCUS28-36.

d.MEASUREMENT , ANALYSIS AND KNOWLEDGE MANAGEMENT AND INFORMATION AND KNOWLEDGE MANAGEMENT37-42.

e.HUMAN RESOURCES FOCUS43-44.

f.PROCESS MANAGEMENT45-47.

g.BUSINESS RESULT48-66.

viii.NEW QUALITY MANAGEMENT SYSTEM ISO 9001: 2000 :-67-88.

a.QUALITY MANAGEMENT SYSTEM68-69.

b.MANAGEMENT RESPONSIBILTY70.

c.RESOURCE MANAGEMENT71-72.

d.PRODUCT REALISATION PLANNING OF PRODUCT REALISATION73.

e.PRODUCT REALISATION CUSTOMER RELATED PROCESSES74.

f.PRODUCT REALISATION DESIGN AND DEVELOPMENT75-76.

g.PRODUCT REALISATION PURCHASING77-78.

h.PRODUCT REALISATION PRODUCT AND SERVICE PROVISION79-82.

i.PRODUCT REALISATION CONTROL OF MONITORING AND MEASURING DEVICES83.

J.MEASUREMENT , ANALYSIS AND IMPROVEMENT 84-88.

5.EVALUATION OF TQM89-90.

6.CONCLUSION91-92.

EXECUTIVE SUMMARY

This project contain the information about the topic TOTAL QUALITY MANAGEMENT .

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 .

Total Quality Management is a continuous process of improvement for individuals , groups of people and whole organizations . To improve the process , therefore, people must know what to do , how to do it , have the right method to do it , and be able to measure the improvement of the process and the current level of achievement .

When put into practice, appropriate quality methods can rapidly give rise to quality improvement . 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 is blend of technologies focus on four concept i.e. defect prevention , continuous improvement , focusing on the customer and a philosophy that quality is not just a responsibility of an organization quality assurances department , 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 is still a philosophy emphasizing a continuous search for improvement and implementing actions to convert improvement opportunities to reality .

TQM emphasizes knowing our customer both internal and external and focusing on satisfying their needs and expectation . The continuity , stability and growth of a business depends upon its customers. TQM as an sub serves the institution goals . Returns on investments , market expansion , high employee morale and delighted customers are some of the benefits of upgrading through TQM .

INTRODUCTION

The word total stand for whole or gross . The term quality stands for degree of excellence and the word management stand for art of doing a particular work .

Therefore , TQM is art of doing the whole work in order to achieve a degree of excellence .

TQM in the organization by employee involvement or step to be taken by management to implementation TQM :-i.) Clarify the goal and objective of organization .

ii.) Decide the philosophy of management .

iii.) Follow decentralization and delegation of authorities.

iv.) Determine the quality standard and make as a rule of the organization .

v.) Involvement the worker in the system of achieving and maintaining the quality concept of kaizen , quality circle are useful in this area .

vi.) Teach the worker the concept of house keeping .

vii.) Import training to the worker to enhance their skill to maintain quality.

Benefits of TQM :-i.) Ability to be more competitive .

ii.) Increased market share .

iii.) Cost reduction .

iv.) Increased flexibility and responsiveness .

v.) Simplified processes.

vi.) Improved communications .

vii.) Less frustration and more satisfaction among the workforce .

THE ROLE OF TQM METHODTotal quality management can be implemented by putting into practice suitable TQM methods . However , 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 . TQM methods are unlikely to be useful not used properly .

When TQM is implemented in an organization , it invariably starts with a simple procedure: the setting up of teams to solve particular problems. However , total quality management deals with quality culture , which is all about culture change based on desire to satisfy the customer and eliminate existing problems permanently .

Education and training are key factors in total quality management , including the process of learning TQM method . If team start to look at quality management problem without proper training they will lose their way and become disheartened . If the quality problem is not identified accurately and the TQM method selected for solution based only on data analysis , then the problem will not be eliminated forever . In addition , the quality improvement process need to be managed by an effective leader to ensure that proper implementation is achieved . By applying TQM method properly and not fluctuating from one step to another before completion , the quality team will have a much greater chance of completing the task successfully .

The basic role of TQM methods in problem-solving for quality improvement is to help to help to meet customer requirements . The methods also help to generate possible root causes and potential solutions, and to use data and information to select the best options for managing quality . To implement total quality management , it will be necessary to apply the method in ever aspect of business life .

IMPLEMENTATION OF TQMTotal 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 :- The basic thinking is the human should not be considered as robot or machine . They should be treated with respect and consideration . An organization has number of people working for a purpose . Every person has important role to play . Organization will be the most effective if all employee work together and harmoniously , to achieve common goal .

TEI is achieved in through following methods :-

a) House keeping :- 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 . Which is organized condition and display on the notice of the organization and once he improve again the photography will the organization department . To show the different which is apparent between the photography . The different will through the light on importance of house keeping in the organization . b) Kaizen :- Kaizen is derived from two word kai & Zen . Kai - mean small , Zen - mean improvement i.e. bring small improvement where , when , why how A person who bring small improvement in himself is called as Kaizenc) Quality circle :- A group people coming together and having a brainstorm over issues to come out with good conclusion of problem or issues . 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 . 2.) Just in time :- 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 .

3.) Total quality control :- Total quality control is applicable to all the functions . Quality at work , service , information , process , divisional units, people , system and company has to be maintain at minimum cost . This process consist of evaluate actual quality performance , compare actual performance to quality goals , act on the differences.

7 QC Tools :-i.) Statistical data

ii.) Pareto diagram

iii.) Cause and effect diagram

iv.) Histogram

v.) Scattered diagram

vi.) Check sheet

vii.) Control charts. TATA POWER COMPANY

INTRODUCTIONTata power was ranked for its continuous effort to transform the 90 years old power utility through a combination of cost reduction, steady growth and change in attitude into a more consumer-friendly place in a highly regulated environment. Tata power as been selected among the top 13 best managed companies in India by business today.

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.B.E.M.] under the J.R.D. Quality values award which the tata group has instituted in the memory of MR. J.R.D. TATA

incidentally j.b.e.m is modeled on the globally accepted MALCOLM BALDRIDGE national quality award administered by department of commerce u.s.a.

Tata values

The tata has always been a value driven organization these value continue to direct the groups growth and business. 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.

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.

3] Excellence: we must constantly strive to highest possible standard in our day to day work in quality of good and services we provide.

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, always ensuring that what comes from the people goes back to the people many times over.

Quality policy of the tata power transmission and distribution division

we at transmission and distribution division of the tata power company limited are committed to:

1. provide reliable quality power at most competitive price

2. constantly strive for exceeding customer expectation

3. ensure safe and healthy environment for employees equipment and community

4. we shall comply with requirement and continually improve the effectiveness of quality management system

Quality objectives

1. maintain equipment availably higher than 99.75%

2. improve average restorations time to affect customers[C.A.I.D.I.] from 22 minute to 20 minute

3. reduce average duration of interruption per customer per year reliability index from 47 min to 35 min

4. maintain supply voltage within limits[variation of +/- 6%]

5. reduce T & D operation cost by 10%

6. continually upgrade employee skills to adapt the change

7. have concern [minimize inconvenience] for the community during execution of work

8. 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 objectivesMeasures

1. Monitoring & controlling of operation parameters

2. Ensuring heal thinness of equipment by timely detection of abnormalities

3. Increasing availability of equipment by normalization during tripping of equipment lines and outage

4. Preparation and storing of operational database

5. Ensure reliability and safety correct and safety operation

6. Continual improvement

Logged value of parameter / logging of corrective measure taken .

Defect register entries / check list entries

Measure taken during emergencies to restore normal in minimum possible time of normalization.

Availability of operational data

Accident free operation no wrong operation safety practices

Work instruction revisions

TATA BUSINESS EXCELLENCE MODEL [T.B.E.M.]

T.B.E.M. purposes

1. To help improve organizational performance and business excellence practices , capabilities result .

2. To facilitate communication and sharing of best practices information among tata organizations of all types .

3. 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.B.E.M. GOALS :

1. Delivery of ever improving value of customers , contributing to market place success

2. Improvement of overall organizational effectiveness capabilities , resulting in enhancing to all other stake other

3. Organizational and personal learning

visions of the quality

1. To be an excellent and efficient organization

2. To be a significant player in the national power sector3. To participate in adjacent infrastructure business that provide opportunity for the growth4. To be the best in the tata groupmission of the quality

Improving the quality of life

value

1. Customer driver

2. Result oriented with professional work culture3. Abide by tata code of conduct4. Earn trust through fair business practices with all stake holder5. Growth with environmental protection and enrichment6. Corporate citizenshipQUALITY COST REPORTSR.

NO.PERFORMANCE MEASUREMEANTTARGET

2004-2005ACTUAL

2004-2005TARGET

2005-2006

1.

2.

3.

4.

5.

6.

7.

DIAGNOSTING TESTING OF EQUIPMENTS

DIAGNOSTING TESTING OF PROTECTION

DIAGNOSTING TESTING OF SYSTEM PROTECTION

COMMISION OF EQUIPMENT & PROTECTION SCHEMES

F.D.R. AVILABILITY

TEST INSTRUMENT AVAILABLE

TRIPPING DUE TO HUMAN ERROR95%

95%

100%

95%

100%

98%

NIL70%

76%

79%

95%

99%

97.2%

NIL95%

95%

95%

95%

100%

98%

NIL

COST OF POOR QUALITY [C.O.P.Q.] REPORT

[C.O.P.Q.] company wide capturing format used for T.R.D.

[C.O.P.Q.] to be captured under following two major headA. cost of non conformanceB. cost of conformanceA. cost of non conformance1.1] Internal failure cause related cost rework / repairs cost due to internal causes -

For example -

a ] E.Q.A.G. relay improper co-ordination / relay maloperation

b ] Non conformance to operating instructions

c ] Non conformance to maintenance work instruction etc .

d ] Non conformance due to inadequate specification in power operation by engineering department

1.2 ] External failure cause related cost - rework

a ] O.E.M. poor quality / inadequate material , fabrication assembly , design , q.a. / q.c. Causing earlier failure

b ] O.E.M. not informing product modifications incorporated .

1.3 ] Appraisal cost -Testing / appraisal cost to attend failure / rework - example - O.E.M. engineer services etc

B. COST OF CONFORMANCE

2.1 ] Preventive cost - cost incurred to prevent recurrence of failure / fault for that station and other stations for similar equipment .

2.2 ] Appraisal cost - cost incurred to test / appraise for case where failure not occurred

[ C.O.P.Q. ] cost due to interruption / forced outageA

SR. NO.Direct cost repair rework to attend occurrence / forced outage / outage descriptionMan daysMan day

Cost Transport

CostTotal costcauses

1.

2.

3.110 kv bus fault zone -1 on 12/1/06

Tripping of 11 kv vasant utsav f1 feeder

Tripping of 11 kv vasant utsav f65

2

23000

600

600Nil

Nil

Nil15000

1200

1200External

External

External

B.Sr no OCCURRENCE /FORCED OUTAGE DESCRIPTIONLOAD MW SHUT DOWNINTERUPTIONMwh not suppliedCost/loss rate rs.

2p.u.causes

1.

2.

3.

110 kv bus fault zone - 1 on 12 / 1 / 06

Tripping of 11 kv vasant utsav f1 feeder

Tripping of 11 kv vasant utsav40

0.25

0.50.11

3

16.5

4.4

0.75

8.258800

1500

16500External

External

External

QUALITY PLANNING AND QUALITY IMPROVEMENT

QUALITY IMPROVEMENT -

1. Renew focus on growth in generation capacity

2. Restructuring of business development & project function to new growth opportunities

3. Setting target in A.B.P. which are more stretch than M.E.R.C. requirements

QUALITY PLANNING

1. Centralized control room with remote operation

2. Distribution automation of customer substations

3. Diversion of nallahs to increase hydro generation

4. 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 . In cases of branded off the shelf type of items , vendors certified by O.E.M. [ original equipment manufactures ] through their vendor authorization programs , all selected . 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 . cost of poor quality is being tracked analyze rework and defect and to minimize the cost.

BENEFIT THROUGH TATA QUALITY MANAGEMENT

1. Improvement in C.A.I.D.I.

2. Improvement in reliability and quality of supply at customer end

3. Reduction in failure , there by improving reliability

4. Reduction in cost of power to customer

5. Improvement in the availability to the customer , meeting customer expectation

6. Reduction in auxiliary power reduction from 12.66% to 10.98%

7. hunting load customers quires can be taken by T.P.C. there by reducing the dependence on the state grid and making the power withdrawal from K.P.T.C.L. to zero minimum impact of the outage to the customer

TECHNIQUES USED FOR TOTAL QUALITY CONTROL

FISH BONE DIAGRAM

ROUTE COST ANALYSIS

MEN

A. Moisture from compressor is not regularly drained

B. Lack of knowledge about overhaul method

MATERIAL

Quality of material should be improved

MACHINES

A. Frequent failures of control circuits of compressor starting and stopping

1. Failure of pressure switches for starting and stopping

2. Failure of contactors and single phasing of switches .3. Dripping of setting of pressure switchesB. 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. Existing maint practices not sufficient

B. Conditioning monitoring is not adequate

ADVANTAGE OF FISH BONE DIAGRAM

1. Process is define systematically .

2. Simple to understand .

3. Several time ask the question why till they dont get the answer

4. Use to find limitation

TECHINQUES BASED ON MALCOLM BALDRIGE REPORT

ASSESSMENT YEAR 2005- 2006

REPORT ON MALCOLM BRIDGE FOLLOWED TATA POWER

SR.

NO.LINE OF BUSSINESSTURNOVER FY05 IN [RS CRORE]PERCENTAGE

1.

2.

3.POWER BUSINESS

STRATEGIC ELECTRONICS DIVISION

POWER SYSTEM DIVISION3674

62

184.593.5%

1.6%

4.7%

The baldrige award examine the quality of an organization activities in several category

1. Leadership

2. strategic planning

3. customer and market focus

4. measurement analysis and knowledge management & information & knowledge management

5. human resources focus

6. process management

7. business result

1. LEADERSHIP

Highlights leaders role in setting and communicating vision , value and focus on customer and accomplishing organizations objective

A. SENIOR LEADERSHIP

STAKE HOLDERDEVELOPMENT MECHANISMRECENT IMPROVEMENTRATIONAL IMPROVEMENT

CUSTOMER

SUPPLIER

Shareholder

INVESTOR

1.Customer meets

2.customer focus group

3.Customer opinion leaders meet

4.Level of customer contact plans

5.Customer value improvement program

Supplier meet

Half yearly supplier survey together inputs on their survey together inputs on their alias of concern

Half yearly and yearly report

Investor / forums seminars /conferenceDesigning and implementation of customer portal

Visits of customer groups during major activities at TPC like 500 MW unit overhaul

Inclusion of opinion leader communication

Participation of senior leader in the customer meeting cascade

Supplier meet also at divisional level

Formation of complaints & grievances cell and vendor portal as additional mechanism of access and information

Half yearly result communication introduced

Initiated in fy05 , 2/3 meeting interaction annually To proactively satisfy queries related to reliability during customer meets and building relations

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

Speedy resolution of complaints

Keeping shareholder informed about TPCS future plan

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. PERODIC REVIEW OF PROTECTION SCHEMES TO ENSURE CONTINUED EFFECTIVENESS

ADVERSE IMPACT PUBLIC CONCERNKEY PRACTISES

MEASURES

1. Reliability of power supply

2. Load shedding planned and power interruptions to partial consumer under low frequency conditions

3. Block out [ total interruption of power supply to all consumer ]

A. Forecast demand growth and address shortage

B. Continues improvement in O&M practice to ensure high reliability

C. Scheduling of plant / equipment / outages during low loads

D. Built in redundancies ,T&D equipment

E. power purchase during shortage

A. Segmentation of on consumers based impact on business and public services

B. Design of graded load shedding scheme for minimizing power interruption to critical consumption

A. Islanding scheme to isolate Mumbai customer from grid disturbances

B. Stand by power arrangement with M.S.E.B. C. Periodic review of protection scheme to ensure continued effectiveness Generation plant availability 1%

Indices like CAIFI CAIDI SAIFI SAIDI

Transmission line availability

Loss of scale due to forces outages

No. of under frequency load shedding operation

No. of times critical consumer got shut downNo. of block outs saved / systems block outs

Time taken to restore supply after a block out .

2. STRATEGIC PLANNING

Strategy development has been rewritten to clearly address the key aspects of strategy developing , including ability to execute the strategic planning .

[ In contrast , consumer of tata power continue to enjoy uninterrupted supply of quality power ]

STRATEGIC OBJECTIVE

STAKE HOLDERKEY REQUIREMENTSTRATEGIC OBJECTIVES

1. CUSTOMER

2. INVESTOR AND SHAREHOLDER

3. EMPLOYEES

4. SUPPLIER AND PATNER

5. community

Reliable uninterrupted power supply at competitive rates

Optimum returns

Employee growth and development

Challenging work environment

Growth and prosperity

Good corporate citizenship1. Low cost generation capacity

2. Peaking power availability

3. Enhancing value to customer

1. Growth to capacity addition , entry into adjacent business

2. Organization transformation

Growth through capacity addition entry into adjacent business

Organization transformation

1. Growth through capacity addition entry into adjacent business

1. C.S.R. initiative

3. CUSTOMER AND MARKET KNOWLEDGE / FOCUS

Focus on customer complaint data and organization process for minimizing customer dissatisfaction and less of repeat business .

Customer and market knowledge has an enhanced focus on identifying current and potential customer for both existing and new products and services .

TPCS market development process , is and process in the customer value chain starting with market identification till developing new initiatives .

The market department has reviewed and refine to take care of new emerging market as SEBS , traders open access customers and distribution circle .

Process no Name of process improvement

1. MDP2

2. MDP4

3. MDP5

4. MDP7

5.MDP8

Segment market and customer base

Develop business plans

New customer acquisition

Manage customer a/c

Complaint management

Criteria for market attractiveness and internal capabilities are clearly defined , growth potential of segment also included in the analysis .

Reduce tariff to direct customer of TPC , new ht residential tariff .

Targets are taken monthly and reviewed quarterly.

Customer contact plan, monthly customer coordination meeting, sharing of complaint, coverage of wider cross section of employees in customer coordination, focus group/ key a/c manager meeting (KAM) , customer value improvement program

Complaint escalation, % of time TPC meets customer services standards added in bad measures, complaint analysis shared with other division , about 30% of sustains covered under distribution automation to reduce restoration time, new web based system for complaint management for call centre.

SEGEMENT MARKET AND CUSTOMER BASE

i)

ii)

Customer relationship and satisfaction

TPC user Manage customer account process to built and strengthen relationship with customer. TPC interacts customer through many form in order to built relationship and to understand changing requirement future plans.

TPC use multiple channels to provide access to customer to seeks information, conducts business and lodge complaints. All customer are well informed about contact central control room and fault duty / maintenance engineers.

In addition REL and BEST have provide with microwaves communication facilities to contact any of receiving station LD\ CCR .

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 .

Effectiveness of the call centre and all other access mechanisms in assessed through the happy call survey and CSS .ACCESS MECHANISMSTATION LICENSES AREAAVAILABILITY TIMELANDLINEMOBILEFAXE-MAILVSATWEBSITE

L.D.24 HRS

M.C.R.OFFICE HRS

ENGINEERINGOFFICE HRS

DIVISIONAL MAINTENCE24 HRS

CENTRAL CONTROL ROOM24 HRS

CALL CENTRE24 HRS

YEL24 HRS

FAULT DUTY ENGINEER24 HRS

CONSUMER ENGG . DEPTOFFICE HRS

PLANT LEAD24 HRS

Complaint management process

TPC user Complaint management process is to ensure prompt and effective resolution of customer complaint. While the call centre is available round the clock , bulk customer prefer to contact , respective CCR nodes , divisional control rooms or duty engineer directly due to long term relationship some customer like railway and licenses lodge written complaint as well as . All complaint whether received directly or through control room are collected at call centre for analysis .

In CPP\ IPP all complaint are received by control room . Each control room maintenance a complaint register and complaint are immediately recorded and to concerned authorities to takes prompt and suitable action . The existing software at call centre has been replaced recent by a web based software which is accessible to all in the customer service response chain , with restricted access . This will enable on line monitoring of complaint status . The complaint data is reviewed in monthly meeting with departmental heads and suitable to avoid recurrence .

customer complaint management process

Attend complaint and inform complaint attended by

CR cell

D\E and informed call centre

If not call centre escalates

If not CRR escalates, if not 2nd complaint, upto 4 level of

escalation

escalation .

Complaint attended by D\E

Complaint attended

and informed call centre

Customer informed and confirm

Inform customer

to be satisfied

Call centre updates record and

CR cell updates record and generates

generates MIS

MIS.

Review report and analyses

Review report and analyses complaint

complaint

Feedback to all concerned to

Feedback to all concerned to avoid

avoid recurrence

recurrence

Input to HR

To EQA for system reliability

studies.

Customer satisfaction determinationCustomer satisfaction and dissatisfaction survey are conducted , on various attributes of product and services quality . Process use for survey is broadly same for different segment . However questionnaires are designed to reflect difference importance of various attributes with respect to different segment . Survey is designed to capture information on customer satisfaction and dissatisfaction . TPC has this year changed the model from orgs EQ model to Metric model .

This model help to find out the satisfying and delighting attributes separately for each customer segment .

Customer satisfaction relative to competitorsMumbai Area: CSS cover customer to all major competitors and main utilities i.e; REL, BEST, and MSEB . 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.

Customer satisfaction survey process

Analysis of data

TATA POWER MARKET SEGMENTS

SEBS

Public utilities

REL

TPTC

Captives Industry

(TATA STEEL)

BEST

TRADERS

(NEW

MSEB

segment)

Lager (Industry

commercial users)

KPTCL

DVC

Exclusively service

by TPC

Service by TPC

and others

Change over open

access.

4. MEASUREMENT , 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 .

Information and knowledge management : It is a new area to address on data , Information and knowledge quality in recognition of challenges all organization face in this area . This item also now addresses the availability of data and information in the event of an emergency .

Measurement , analysis and review of organizational performance : Organization performance is tracked through OPMS (ORGANISATION PERFORMANCE MEASURE PROCESS) . The measure for which are derived from strategic objective .

Operation data , information is aggregated and made available to senior management through Daily operation and statistics report.

ORGANISATIONAL PERFORMANCE MONITORINGSr.noPerformance parameters area Sources /Methods

Collection Organization performance KPM reviewedImprovement carried out in FY 06 Rationale behind the improvement

1.FinanceDepartmental / SAP reportBusiness area wise sales average tariff operation profit , cost of capital. Business area wise drill down for sales.To monitor business area wise performance for better control and timely action plans to achieve competiveness in financial performance

2.CustomerThrough various report in sap, customer surveys, complaint management systemCustomer satisfaction index Dissatisfaction index, Complaint index. Customer dissatisfaction

And complaint index added

As KPM.To identify dissatisfied and

Reduce complaint resolution cycle time and no. of complaint

3.InternalControl room logs,

SAP report departmental reviews Availability index, control effectiveness index , 3SCR targets coal consumption , O&M cost , fuel cost CRS assurances .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 .

4.Growth , globalization

And regulator management Review at leadership level , fibers regulators order and communication Status /milestone achieves for generation and transmission capacity addition captive coal .New performance parameters added. To focus organization efforts on substances and

Expansion activities .

5.Learning and growth Employee engagement survey ,TBEM assessment MBE survey . Employees engagement index talent management PPM

For future leader MBE assurances TBEM score Taken management PPM for future leader.For leadership development.

Analysis to support performance review and validation of conclusion

Analysis data and information based on KPMS , is carried out using different methods like variance analysis cause effect , waterfall diagram , cost benefits.

These analysis are presented during organizational performance review to senior leaders , departmental head as mention in next page table.

The developed action plans with result analysis and communicated to relevant division , department , working groups through leadership to enable decision making result of analysis , regulatory charges , 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 to support performance review and validation of conclusion

KPMSMethod used for obtaining information Strategic objectives Analysis method Action plan supporting objective Example of improvement made based on review finding Result related to achievement of strategic plansResult related achievement

1. fuel cost [belgam]Report from fuel dept. supplier interaction Reinforce current business low cost generation Variance and cause effect monthly reviewSourcing cheaper reliable fuel With continuous rise in fuel cost in international market search of alternative reliable fuel suppliers reduced transportation costReliable and reduce cost of fuelAble to source alternate supplier who is reliable and cheaper compared to international market

2. fuel cost [trombay] Report from fuel dept. supplier interaction Reinforce current business low cost generation Variance , trend analysis / monthly divs. O&M and strategy review Sourcing reliable fuelIn view of falling trends from local refinery imports initiatedAvailability of fuel for generationFuel made available through alternate source

Cost of fuel [for trombay]Report from fuel dept. Reinforce current business low cost generation Cause effect monthly reviewEnsure reliability and reduced fuel costWork on new coal berth started at trombayWill reduce dependence on other contractor in coal supplyReduce cost of fuel

Consumer interruption duration and reliabilityMonthly marketing information system [MIS] report Reinforce current business enhance value to customer Variance / causes effect analysis monthly review Reduction of consumer interruption frequency and improve reliabilityNetwork modification onImprove in CAIDI from 28.50 min in FY05 to 25.95 min in FY06 and reliability index from 42.47 in FY06 to 42.99 min in FY04 Minimum duration of interruption to consumers

Information and knowledge managementData and information is made available and accessible on need to know basis to various stakeholder .Data and information availability for stakeholders.StakeholderProcess of

Gathering requirement Data and information

NeededTypesAvailable through

CustomerCustomer co-ordination meetingComplaints, billing ,

Payment quires TransactionalCustomer portal, call, seminar , customer visit

Meets, SAP.

SupplierSupplier meets

And interactionOrder information ,

Forecast Transactional/

StrategicE-MAIL, telephone , fax

Communication,

Vendor , portal,

Personal visits,

Supplier meets.

EmployeesOpen dialogues

Focus groups,

Committee meeting.Functional and administrative Functional

Transaction

strategicSAP, people

Power, new letters, transmission line.

InvestorInvestors meets, AGM,

Investors visit.Financial result, growth plans , queries Operational and strategic.Quarterly result ,

Annual report, websites feedbacks.

PartnerInteractionFunctionTransactional/

StrategicWeb-sites , call centre , meetings/reviews,

Interaction SAP.

Improvements carried out this are pay slips are now available in electronic format with intimation through E-MAIL.

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 :-

a. Setting goal and expectation .

b. Introduce PPM process to identify and groom talent .

c. Introduction of scientific tools to assess potential and aptitude at entry level and aptitude at entry level and ascertain job fit.

d. Restructured performance reward policy .

e. To promote improvement through team activity.

f. Reward and recognition.

WORK SYSTEM:-

TPC has adopted following initiative in its work system to promote co-operative , empowerment agility and innovation are :-

Migration towards a team based cultures - Cross functional team are formed at two level i.e. Corporate level to address organizational level problems . These teams are empowered to suggest and drive change in work processes. Innovation is primarily driven through the 3SCR Initiative . Suggestion schemes and small group activities quality circle are other are mean to encourage innovation and team work.

Job Rotation- Job Rotation addresses objectives such as leadership development, meeting organizational needs an opportunity to individual to manage their own careers. In meeting these their own careers . In meeting these objectives , 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.

Work systems to capitalize on diverse ideas:- TPC is an equal opportunity employer and as such the recruitment polices are directed in which organization operates . Suggestion scheme ,CFTS, SGAS, Quality circle , Knowledge sharing session etc. Issues impacting work system are identified during structured meets, feedbacks and focus group discussion .

Various training delivery optionsDelivery MethodTraining program

LectureAll training programme with class room set-up.

Case studiesFinances for senior manager , basic of finance.

Role playsPresentation skills, Develop your own potential.

Hands on trainingTechniques, Breaker maintenance workshops , OEM training , welding

Technique.

Simulation Business simulation games , Simulator training , PS awareness,

MS offices.

On the jobControl room training , Deputation to outage job.

Project based learningProject management , CFT/SGA on specific project.

Distance learningK HUB, Knowledge portal.

Seminars and conferenceNominations to vital seminars and conferences conducted by reputed

Organizations and institutes .

Outbound trainingOutbound team building

Video sessionIndustrial safety, Base level awareness session.

MentoringInduction / system for new entrants (Guide for every individual)

Group Discussion Team Building ,Develop Management potential.

6.PROCESS MANAGEMENT

It has new area to address on operational planning . This area focus on financial planning, resources , as well as process for continuity of operation in case of an emergency.

Design of value creation processes Design of value creation processes translates into expansion , refurbishments , 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, consideration for new technology.

Cycle time , Productivity and cost control O&M processes are constantly Monitoring cycle time of various sub processes such as overhaul time, quantity of coal receipt etc. To identity opportunity for improvement. Process/

performance improvement have been achieved through benchmarking . 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.

Example Improved productivity use in average coal receipt by critically reviewing and modifying system by the O&M team .

Adoptions of condition based maintenance approach as compared to periodic , preventive maintenances work has resulted in optimum resource utilisation and reduced equipment down 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

BenefitsCycle time reduction from 150 minutes to 120 minutes

ii) Process of replacing and transformer to reduce down time

Action plan identifiedStorage of spare and transformers of these more location in tested communication of status to all.

Round the clock accessibility of spares and review of test to minimized time .

Standard of transformer and relay setting

BenefitsCycle times reduction to 16hrs from 36hrs.

iii.) 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.

Benefits Target reduction in cycle times from 7 days presently to 3 days.

HYDRO i.) 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.

ii.) Forced outageAction plan identified Semi annual technical audit of division

BenefitsImproved availability of the units.

iii.) Unit start upAction plan identifiedUnit start up time reduced from 330 sec to 125 sec.

BenefitsImproved response to real time load requirement.

7.BUISNESS RESULTi.) 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 , loyalty , and long term business success.

ii.) Leadership and social responsibility result It addresses all governance, senior leadership and social responsibility results. The item places in one location the evidence of accomplishing organization strategy , ethical behavior , fiscal accountability , legal compliance and organization citizenship.

1. Product and service outcome

a.) Commercial Complaint Index Survey and customer interaction have highlighted billing and bill payment as concern for customer in Mumbai area.

d.) SAIDI INDEX MINUTES. 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. This is achieved through installation of line fault locators, automation of critical networks etc.

2. Customer focused resultsTPC has been conducting annual customer satisfaction survey since the year 2001 through an external agency . TPC has an external agency . TPC has further refined its method by including customer requirement inputs as a part of the CSS . TPC from ORGS EQ model to metrics moster model . Results are presented as per the customer segmentation revised in 2005-2006.

a.) CSI ( Customer satisfaction index ) Overall based on ORGS model.

b.) CSI- LT Industrial

c.) CSI- Residential

d.) CSI- LT Commercial

It is seen that CSI has improved for the residential , but has reduced for the LT commercial segment . This is also seen by the increase in dissatisfaction for this segment .

CUSTOMER SATISFACTION INDEX

OPINION LEADERYEARTPCRELBEST

03-04897187

04-05847576

05-0689NANA

CUSTOMER DISSATISFACTION INDEX

TPCRELBEST

03-0404-0505-0603-0404-0505-0603-0404-0505-06

Larger ind/Commercial149541201922279

Public utility12691034341399

Long term

Buyer16 100NAPPNAPPNAPPNAPPNAPPNAPP

LT Industrial6649114451017

LT Commercial66101010387715

Residential965101019882

(Note:- NA is not available and NAPP is not applicable.)3.) Human resource result

a.) Team engaged in improvement ( CFTS + SGA + QC ) CFTS ( Cross functional team )

b.) Number of knowledge sharing section

c.) Employee productivity

d.) Training coverage percentage employees receiving training.

e.) Training effectiveness

f.) Absenteeism rate

g.) Training effectiveness segmented

h.) ETD Intervention in strategic area

4.) Organizational Effectiveness Result

a.) Thermal plant availability (%)

b.) Hydro plant availability (%)

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 .

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 .

iii.) Sales to SEB In order to increase volume of business in licensed area and maximum utilization of assets , TPC continued to peruse sales to other SEBS directly.

a.) Number of customers

b.) Sales and Revenue (New consumer)

C.) Market share generation in MUS

d.) MARKET SHARE (MUS SOLD)

6.) Financial result TPC has a track record of consistent improving financial performance.

a.) Profit before tax

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 )

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

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 )

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.

7.) Governance and social responsibility resultTPC 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 SURVEY RESULT

LEADERSHIP

EFFECTIVENESS

INDEX HIGHER THE

BETTER200420052006

73.3%73.5%75%

b.) Results of Investor Survey PARAMETERSPERCENTAGE (%) FAVOURABLE RESPONSE

2003200420052006

Dissemination of

INFO :-

a.) Through news item in paper /journal

b.) Through annual report

c.) Through cross web sites

NA

98%

NANA

98%

95%93%

98%

94%94%

98%

95%

Arrangement and presentation

Last AGM (Annual general

Meeting)97%96%95%98%

Timeliness , accuracy and Quality89%97%94%96%

C.) CRS SURVEY RESULT 2004 ( Corporate social responsibility )Perspective2004 score

Leadership commitment84.2%

Manage structure69.8%

CRS strategy75.6%

Review mechanism71.5%

Communication and awareness64.1%

Training and development 76.7%

d.) CRS survey result 2005CRS SURVEY REPORTTATA POWERTATA AVG GROUPBEST IN GROUP

Awareness 99%90%100

CRS environment index44%37%59%

Leadership committee57%49%75%

Communication37%43%71%

Relevance 38%36%59%

System process and support44%38%66%

Personal committee91%86%98%

e.) TPC is pioneer in breeding and distributing medicine show result provided to village.

TPC20022003200420052006

Medicine to village in lakh (RS)3.799.407.548.1727

f.) Tree plantation is a major activity in hydro catchments area It may be that TPC has cumulative planted more than 10 MILLION Trees.

No. of tree planted.20022003200420052006

Hydro61500065400072000924000990000

Jojobera190005200185016001550

Belgaum_3000400035002000

ISO - REPORT 9001:2000 (New Quality Management system)

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 . The quality manual is approved by the management representation and it is mandatory for all to follow , as applicable .

The quality policy and broad based quality objectives are established and communication to all employees . All efforts are made to see that these are understood and implemented by all.

As customer driven organization , it is necessary that the consumer requirement are determined and met with to enhance the consumer satisfaction.

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. ISO 9001: 2000 IS IMPLEMENT IN THE AREA ARE AS FOLLOW:-

1.) Quality management system

2.) Management Responsibility

3.) Resource Management

4.) Product realization planning of product realization

5.) Product realization customer related processes

6.) Product realization design and development

7.) Product realization purchasing

8.) Product realization product and service provision

9.) Product realization control of monitoring and measuring devices. 1.) QUALITY MANAGEMENT SYSTEM

The Organization has:-

1.) Identified the processes needed for quality management system and their application throughout T,D&S division. 2.) Determined the sequence and interaction of these processes .( Activity flow charts and given in quality management system procedures ).

3.) Developed effective methods for operation and control of these processes .

4.) Ensured the availability of resources and information required to support and monitor these processes . Necessary manpower, infrastructure, transmission and distribution network have been provided . Technical literature to run the processes is available .

5.) Ensured monitoring measuring and analysis of these processes.

6.) Implemented actions necessary to achieve planned results and continual improvement of these processes.

Quality management system ISO 9001: 2000

ISO 9001:2000

Quality policy

( Intention of organization )

Quality manual

( what is being done )

Quality procedures manual ( Why , how it is being done)

Work instruction

( How in detail )

Format, records

( proof of work done)

Control of documents

The organization has established and maintained procedures to control all documents and data that affect the quality of product . It is ensures that all documents are prepared, reviewed and modified for their adequacy, approved and distributed to the persons concerned.

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 ; e-mail are operated with individual profile and password ; SCADA system is operated with individual login name and 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.

Details of procedure required for storage , protection , retrieval, retention and disposal of quality records are given in quality procedure manual. 2. MANAGEMENT RESPONBILITYThe top management quality objective are smart ( specific , measurable , achievable, realistic and time bound ) .

a.) Maintain leadership position in customer satisfaction .

b.) Maintain power supply reliability index higher than 99.50%.

c.) Achieve average restoration time of 20 minutes to affected customers.

d.) Maintain supply voltage within limits ( variation of + - 6% )

e.) Adhere to standard of performance for power supply connections.

f.) Control ATC loss below 12% .

g.) Reduce average cost per unit ( T,D& S) by 5%.

h.) Ensure accident free working by adhering to safety policy.

i.) Continually upgrade employee skills to adapt to change.

j.) Minimize inconvenience to the community during exestuations of work .

Review input i.) Confirmation / follow up of previous management review.

ii.) Result of quality management system audit report.

iii.) Feedback on customer satisfaction survey customer meet and customer complaints.

iv.) Status of corrective actions and preventive actions takes.

v.) Recommendations for improvements from all divisions.

vi.) Review of quality objectives.

Review outputDiscussions and decision are recorded in MOM (Minutes of meeting ) which includes some of the following point :-

i.) Improvement of the effectiveness of quality management system and its processes .

ii.) Improvement in service to consumer.

iii.) Resources required.

iv.) Action plan and agenda for next meeting.

3. RESOURCE MANAGEMENTResources required for implementing and maintaining effective quality management system and enchaining customer satisfaction are identified and provided.

EXAMPLE:- Manpower , Material, services , Infrastructure, work environment, information system , finance etc.

a.) Infrastructure

The infrastructure required to achieve conformity to product / service requirement , has been determined , provided and maintained.

b.) Preventive maintenanceThis is planned as per the maintenance schedule carried out and records maintained . Spare are maintenance , annual maintenances contracts are entered in to for support equipment.

c.) Breakdown maintenanceInformation regarding is given to the concerned maintenance department. The repair work is carried and records are maintained . Details of the equipment regarding manufactures data of purchase and installation , Specification , drawing and major

repairs done , are maintained . Breakdown van is available for emergency round the clock.

d.) Work space / office Suitable workspace and officers furniture are provided for officers and staff . Adequate computer with necessary software and peripherals have been provided .

e.) Computer maintenance ( Hardware and software )Computer have been provided in departments for data storage , communication , data processing and to speed up work functions. Official software package viz. windows , SAP, Outlook , Novell etc have been load in the computer for various applications.

Anti-virus protection have been provided . All the software used in organization controlled with passwords and login names at appropriates levels. Backup facility is provided as centre serve.

f.) Transportation Bus transport is provided to employees . Vehicles are provided for various sites activities maintenances and repairs vehicles are carried out regularly.

g.) Communication Telephone to individual and department having intercom and direct dial facilities are provided . Microwaves, carries, fiber optic telephone communication system have been provided for operation staff and senior officers . Mobile phones have been provide to senior officers and O &M Engineers. Fax machine, Internal memos are used for written communication.

h.) Work environment

Management has determined and ensured that adequate provision are available for health and safe working environment . Clean rooms, proper lighting , ventilation and air conditioners are provided to control temperature and humidity . Fire extinguisher and first aids boxes are provided as a safety measures. In order to maintain the temperature, air quality , air conditioners, ventilation have been provided . Proper lighting arrangement at work places have been made .

I.) House keeping Cleaning of the station premises is carried out . Material in stores are stocked neatly on the racks. Space provided for them . Files are kept in filing cabinets. drawings are kept in drawings are kept in drawing cabinets . Regular pest control is carried out in the premises.

j.) Food Canteen facility has been provided at certain locations given breakfast lunch , snacks , tea , coffee to the employees at subsidized rates.

k.) Recreation Rest room is provided to the work force. Games rooms having gymnasium , carom and table tennis facilities are provide . Library facilities are available with technical books and periodicals so as to keep the employee in touch with the latest development. Various sports meets are arranged by TPC for spotting of talent and exceptional sportspersons are encourage to participate in tournament at various level. 4.) PRODUCT REALIZATION PLANNING OF PRODUCT REALISATIONThe network infrastructures is planned base on the long term network expansion plans and load . Application forms from the customers according to schemes for providing the schemes for providing power supply to the customer one finalized . The implementation schedule is discussed in the respective divisional co-ordination meeting . The time frame for each schedule is proportioned as per the ISLA ( Internal service level agreement ) with the respective support processes . Job quality in confirmed through third party inspection .

i.) These process are documented and provided to meet the requirement of product realization .

ii.) The required verification , validation , monitoring , inspection and testing activities specific to the equipment have been determined and the criteria for acceptance is established by the organization .

iii.) The records are maintained to determined to demonstrate that the product meets the requirement.

5. PRODUCT REALISATION CUSTOMER RELATES PROCESSES

Review of requirement related to the product :-Review of the customer requirement is carried out jointly by engineering department T&D division CDD (Consumer development department ) . T&D division takes appropriate action for the implementation .

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 , O&M engineers and the call centre are contacted by customer for and any help required . These centre receive complaints and immediately intimate working agencies who are available on telephones and monitor restoration of supply and resolving of complaint.

The complaint data is complied and reviewed by concerned division for improvements. Customer feedback is obtained through customer meets , focus group , and customer satisfaction survey . T,D&S division participates in the customer meets , where customer related issues are discussed and feedback is received. Also T,D&S division receives the report on customer satisfaction surveys for necessary action .

EXAMPLE:-

A customer contact plan is prepared, which indicates the frequency of meeting customer by various level of personnel .6.) PRODUCT REALISATION DESIGN AND DEVELOPMENT

a.) Design and development planning Planning and control of design and development of product / services are done to determines .

i.) Design and development stages .

ii.) Review , verification and validation as appropriates to design and development .

iii.) Responsibility and authorities for design and development .

iv.) The various division have interfaces to ensures clarity of responsibility and effective communication.

b.) Design and development inputs i.) Input from customer standard design and engineering guidelines .

ii.) The India electricity acts , 2003.

iii.) Relevant India standards .

iv.) Review of standard design schemes based on new technology , vendor input , site inspection and comments on similar design .

v.) Inputs from user departments.

vi.) Inputs from other organization and distribution licenses .

vii.) Input from customer guidance .

c.) Design and development output The outputs of design and development are verified against the corresponding inputs and checked prior to release , to meet requirement of the customer , organizational needs , site constraints, material procurement activity and cost estimate. The outputs of design are in the form of schemes , drawings , material specifications , product acceptances criteria , safety and it s proper application. d.) Design development review At suitable stage, systematic design and development review are carried out to :-

i.) Evaluate the design outputs meet the requirements as defined in the design input stage.

ii.) Identified any problems / deviation and proposed corresponding necessary action.

The participants of design process are from CED ( consumer engineering department ) , civil , cable , customer division , EQAS and other as required . The records of the review and require action are maintained by CED.

e.) Design and development verification 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.

Sample approval , inspection and testing are carried out at manufacture premises to ensure that the output as per the design requirements . The test report copies are maintained by CED.

f.) Design and development validation To ensure that the result product is capable of meeting required applications ; design and development validation are out by CED , user division and EQAG as specified in planning stages for schemes, drawings and material specifications, validation is carried out in any of the following ways as applicable:-

i.) Comparing with manufactures test certificates for the equipment .

ii.) Conformance with performance with latest amendments under IE ACT rules ( Indian electricity act ) .

iii.) Comparing with manufactures test certificates for the equipment .

iv.) Comparing with performance / feedback / occurrences report for similar equipment from user department .

g.) Control of design and development change Request for changes in design and development , whenever receive from customer development implementing agencies are incorporates after review . The changes made are reviewed , verified and validated . These are approved by CED before implementation. 7. PRODUCT REALISATION PURCHASINGa.) Purchase process i.) The requirement of the material is determined by concerned division and the specification are forwarded to CSG ( Corporate sourcing group ) ENGG department through purchase requisition in SAP system . However relates external correspondences is in manual modes .

ii.) The purchase process and vendor evaluation procedure for spares and consumable are carried out by CSG . Purchase of items under late contract and purchase of low value items are done by T,D&S division .

iii.) Engineering department carried out the purchase process for equipment .

v.) Inspection and test are carried out at vendor premises at various stages of production as per the requirement mentioned in the purchase order .

vi.) Purchase of services for services common to all divisions , list of approval vendors contractors , and the rates of services are forward by T,D&S , head office for requirements

the division concerned carries out tender analysis before placing purchase orders.

vii.) The CSG ( Corporate sourcing group ) and engineering department carry out vendor evaluation . The rating for service contracts is carried out by respective T,D&S division . Criteria have been identified for selection , evaluation and re-evaluation of suppliers who are selected on the basis of their ability to meet quality and other requirement . A list of approved suppliers is maintained by concerned external support departments ensure that purchased product conform to requirement specified in related indent.

b.) Product Information i.) Specification of spares and consumables to be purchased are given in the purchase requisition to CSG by the T,D&S division .

ii.) 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,D&S division . Purchase orders / documents contain data that clearly describe the product / services ordered . It may include where applicable .

The type , class, style , grade , or other precise identification , the title , applicable specifications , process requirements , inspection instructions , relevant technical data , requirements for approval / qualification of products , procedures ,process equipment and personnel and QMS ( Quality management system ) .

c.) Verification of purchase product i.) All spares and consumables are inspected at stores after receipt by concerned maintenances engineer / stores in charge to ensure that purchase specification are met. Critical spares are also tested at suppliers works / stores for conformity to specifications product that are not meeting the specifications are rejected . Payments are made to suppliers only after acceptance of product / service .

ii.) Inspection and testing of major equipment are carried out at supplier s premises . Dispatch clearance is given by engineering department subsequent to department compliance of inspection report recommendation ( Inspection reports , factor test results )

The equipment is inspected at stores and again tested at sites prior to commissioning .

8. PRODUCT REALISATION PRODUCT AND SERVICES PROVISION

a.) Control of production and services provision i.) IT is ensured that the transmission and distribution of power is planned and carried out under controlled condition by providing alarms , annunciation and automatic isolation under uncontrolled conditions . Suitable equipment are used as per requirements and operated within their limits by continuous monitoring . Alarm system are installed on the equipment for intimation of any abnormality . Protection is provided for safe guarding and automatically isolating the equipment during fault . The voltage current and frequency are monitored and controlled round the clock with the help of suitable devices SCADA , under frequency load , capacity bank for under voltage control , overload protection for currents etc and recorded in log sheet , operation check list etc.

ii.) Operation of electrical systems are carried out as per operation manual .

iii.) Maintenance and testing of equipment are carried out as per maintenances and testing schedules with references to maintenance manual and EQAG guidelines .

iv.) Suitable equipment are used for transmission , distribution and supply of power and providing service to customers .( Transmission lines of required capacity for transmission of power , transformers for achieving suitable voltage level for distribution and cable network of required capacity for distribution upto customers premises/ meters) .

v.) Correction and improvements are carried out when any abnormalities are observed or when any customer complaint is received .

vi.) Correction actions are taken to avoid recurrences of defect in the equipments .

vii.) Prompt service is provided by the concerned O&M staff in case of break down or abnormalities reported by customer ( Restoration of supply , repairs to equipment etc).

viii.) Document like quality procedures , work instruction , and formats define the way in which these services are provided .

ix.) Inspection / test reports of equipment ordered are obtained to conform to specifications.

x.) Review of drawing pertaining to customer sub-station is done .

xi.) Monthly report serve as a control processes.

b.) Validation of processes for production and service production and services provision 1. Test changing of high voltage and EHV ( Extra high voltage equipment) .

2. EHV cable jointing.

i.) Criteria and approval of the processes :-

The validation of services worthiness of high voltage and extra high voltage equipment , is carried out by test charging it at rate voltage and frequency as per approved procedure . The test charging procedure is unique is nature for unique in nature for each HV/ EHV 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 . High voltage test is carried out to confirm the healthiness of the joint . Test charging of the cable is done as per approved testing procedure.

ii.) Qualification of the personnel :- The personnel implementing the processes are qualified engineers .

iii.) Specific Methods:-

The equipment is test charged by connecting it to the existing network of power supply .

iv.) Records :- Test charging relay setting and test results.

v.) Revalidation:-The processes are periodically revalidated by load dispatch and EQAG.

C.) Identification and traceabilityI.) Material / Equipment in stores are stored as follows :-i.) Material received and awaiting inspection / testing is stored in inspection separately.

ii.) Usable material is store in bin / racks properly labeled with code numbers details material / equipment are maintained in material of SAP system.

iii.) Defectives / rejected material is stored in a separate area identified for such material with proper labels / tags- mentioning details defects.

iv.) unserviceable obsolete material in stored in a separate area identified for scrap material details of such material are with stores engineer .

II.) All equipment in service are identified by label and their details are fixed assets inventory in SAP . The location of the equipment is mention in the fixed asset inventory against each equipment for traceability . The name plates on the equipment contain details such as :-

i.) Name of equipment

ii.) Ratings of equipment

iii.) Serial no

iv.) Year of manufacture

v.) Name of manufacture

III.) All control panels in control room are labeled with equipment name and relevant details.

iv.) 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 . ( e.g. :- Release notice is used for equipment out of service , caution order is used to indicate equipment

is live but certain work can be carried out ) . The tag contains the details of

name of the equipment , handed over by , taken over by , nature of work etc.

v.) Danger sign boards with voltage level are installed wherever required .

vi) Transmission lines are provided with name plates, danger boards ,antic liming

devices etc as identification and safety .

VII.) Prior to back filling , cables are covered with cement tiles with voltage and

TATA name engraved on it . This ensures safe working and easy identification by giving a unique.

viii.) Customer record with respect to the specific customer are identified by

giving a unique customer number . This files contains all records / drawing for

identification and traceability .

d.) Customer property :-System exists to identify , verify , protect and safeguard customer property like land , substation building , money deposits etc. Customer s drawings, in our control are preserved in customer files are records . If any customer property is cost , damage or otherwise found unsuitable for use , it is reported to customer and records are maintained by concerned group heads.

e.) Preservation of group:-

i.) All equipment in service and in stores are properly identified by code number , name , location , etc . ( The information is available in SAP ) . The material is handled in such a way that the first received material is issued first (FIFO) .

ii.) Appropriate means of transport skilled manpower and tool are used for handling equipment . ( e.g. Trailers , pallet wheel tracks , cranes , fork lifts and hoists) .

iii.) Equipment received at stores are stored and preserved under controlled condition if required . ( e.g. Hot rooms for spares motors and coils and cold room for gaskets and certain rubber material , temp shed for monsoon protection ) .

iv.) Shelf life material are stored separately and they are disposed off after their self life as over . ( For this third party checks of stores inventory are regularly carried out ) . 9. PRODUCT REALISATION CONTROL OF MONTIORING AND MEASURING DEVICES .

Purpose :-This section describes

a) The process of monitoring and measuring the parameters of the product.

b) The method of calibration / verifica