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

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

PAGE NO
1.
2.
3-4.
5-7.
8-9.
10-14.
15.
16.
17-18.
19-66

ASSESSMENT YEAR 2005-2006 :LEADERSHIP

STRATEGIC PLANNING
CUSTOMER AND MARKET FOCUS
MEASUREMENT , ANALYSIS AND KNOWLEDGE MANAGEMENT

21-25.
26-27.
28-36.
37-42.

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

43-44.
45-47.
48-66.
67-88.
68-69.
70.
71-72.
73.
74.
75-76.
77-78.
79-82.
83.

MEASURING DEVICES
MEASUREMENT , ANALYSIS AND IMPROVEMENT
EVALUATION OF TQM
CONCLUSION

84-88.
89-90.
91-92.

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 METHOD

Total 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 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 :- 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 Kaizen
c) 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

INTRODUCTION
Tata 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 objectives

Measures

1. Monitoring & controlling of operation Logged value of parameter / logging of

corrective measure taken .

parameters

2. Ensuring heal thinness of equipment

by timely detection of abnormalities

Defect register entries / check list entries

3. Increasing availability of equipment Measure

taken

during

emergencies

to

by normalization during tripping of restore normal in minimum possible time of

equipment lines and outage
normalization.

4. Preparation

and

storing

of Availability of operational data

operational database

5. Ensure reliability and safety correct

and safety operation

6. Continual improvement

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 sector
3. To participate in adjacent infrastructure business that provide opportunity for the
growth
4. To be the best in the tata group
mission of the quality
Improving the quality of life
value
1. Customer driver
2. Result oriented with professional work culture
3. Abide by tata code of conduct
4. Earn trust through fair business practices with all stake holder
5. Growth with environmental protection and enrichment

6. Corporate citizenship

QUALITY COST REPORT

SR.
NO.

PERFORMANCE
MEASUREMEANT

TARGET
2004-2005

ACTUAL
2004-2005

TARGET
2005-2006

1.

DIAGNOSTING TESTING OF
EQUIPMENTS

95%

70%

95%

DIAGNOSTING TESTING OF
PROTECTION

95%

76%

95%

3.

DIAGNOSTING TESTING OF
SYSTEM PROTECTION

100%

79%

95%

4.

COMMISION OF
EQUIPMENT &
PROTECTION SCHEMES

95%

95%

95%

F.D.R. AVILABILITY

100%

99%

100%

6.

TEST INSTRUMENT
AVAILABLE

98%

97.2%

98%

7.

TRIPPING DUE TO HUMAN

ERROR

NIL

NIL

NIL

2.

5.

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 head
A. cost of non conformance
B. cost of conformance

A. cost of non conformance

1.1] 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 outage

SR.
NO.

Direct cost repair rework Man days

to attend occurrence /
forced outage / outage
description

Man day
Cost

Transport
Cost

Total cost

causes

1.

2.

3.

B.

110 kv bus fault zone

-1 on 12/1/06

3000

Nil

15000

External

Tripping of 11 kv
vasant utsav f1 feeder

600

Nil

1200

External

600

Nil

1200

External

Tripping of 11 kv
vasant utsav f6

Sr
no

OCCURRENCE
/FORCED OUTAGE
DESCRIPTION

LOAD MW SHUT
DOWN

INTERUPTI
ON

Mwh not Cost/loss

supplied rate rs.
2p.u.

causes

1.

2.

3.

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

40

0.11

4.4

8800

External

Tripping of 11 kv vasant
utsav f1 feeder

0.25

0.75

1500

External

Tripping of 11 kv vasant
utsav

0.5

16.5

8.25

16500

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

METHOD
S
COMPRESSOR
EXCESSIVE
RUNNING

MATERIAL

MACHINE

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 switches

B. 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.

LINE OF BUSSINESS

NO.

TURNOVER
FY05 IN

PERCENTAGE
93.5%

1.

POWER BUSINESS

[RS CRORE]
3674

2.

STRATEGIC ELECTRONICS

62

1.6%

184.5

4.7%

DIVISION

3.

POWER SYSTEM DIVISION

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
HOLDER

CUSTOMER

DEVELOPMENT

RECENT

RATIONAL

MECHANISM

IMPROVEMENT

IMPROVEMENT

1.Customer meets

Designing and implementation of

customer portal

2.customer focus group

Visits of customer groups during

major activities at TPC like 500
MW unit overhaul
To proactively satisfy

3.Customer opinion

Inclusion of opinion leader

queries related to

leaders meet

communication

reliability during customer

meets and building

4.Level of customer
contact plans

5.Customer value

relations
Participation of senior leader in
the customer meeting cascade

improvement program

SUPPLIER

Supplier meet

Supplier meet also at divisional

Communication regarding

level

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

Shareholder

their alias of concern

access and information

Half yearly and yearly

Half yearly result communication

Keeping shareholder

report

introduced

informed about TPCS

future plan

INVESTOR

Investor / forums seminars Initiated in fy05 , 2/3 meeting

Image building , support

/conference

for growth initiative

interaction annually

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 CONCERN

1. Reliability of power

MEASURES

KEY PRACTISES

A. Forecast demand growth and

supply

Generation plant availability 1%

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

Indices like CAIFI CAIDI SAIFI

SAIDI
Transmission line availability
Loss of scale due to forces
outages

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

A. Segmentation of on consumers
based impact on business and

No. of under frequency load

public services

shedding operation

B. Design of graded load shedding

scheme for minimizing power

No. of times critical consumer got

interruption to critical consumption

shut down
No. of block outs saved /

3. Block out [ total

interruption of power
supply to all
consumer ]

A. Islanding scheme to isolate Mumbai

systems block outs

customer from grid disturbances

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

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
STRATEGIC
STAKE

KEY REQUIREMENT

OBJECTIVES

HOLDER
1. CUSTOMER

Reliable uninterrupted power supply at competitive rates

1. Low cost generation capacity

2. Peaking power availability
3. Enhancing value to customer

2. INVESTOR
AND

Optimum returns

1. Growth to capacity addition ,

entry into adjacent business

SHAREHOLDER

2.

3. EMPLOYEES

Employee growth and development

Organization transformation

Growth through capacity addition

entry into adjacent business

Challenging work environment

Organization transformation

4. SUPPLIER
AND PATNER

Growth and prosperity

1. Growth through capacity addition

entry into adjacent business

5. community
Good corporate citizenship

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

improvement

process

1. 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 .

2. MDP4

3. MDP5

4. MDP7

Develop business

Reduce tariff to direct customer of TPC , new

plans

ht residential tariff .

New customer

Targets are taken monthly and reviewed

acquisition

quarterly.

Manage customer

Customer contact plan, monthly customer

a/c

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

5.MDP8

Complaint

Complaint escalation, % of time TPC meets

management

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)

START

Market
information and
industry trend
from MDP1
classify
customer
and market

Customer
detail
from
MDP5

Analyses
competitors
market
segment tariff
comparison

1.List segment
2.Segment
characteristics

Analyses
geographical
area to
understand
existing
distribution
network
customer
density
Revised
marketing
segment

ii)
STRATEGIC

MDP1
Develop market
outlook and
scenarios
MDP3 Formulate
actionable strategies and
propose investment

TACTICAL

MDP2
Segment
marketing and
customer

MDP4 Develop
business plan

OPERATIONAL

MDP5 New customer

acquisition

MDP7 Manage
customer a/c

MDP8 Complaint
management

MDP6
Implementation and
internal logistics

MDP9 Formulate new

initiatives

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 MECHANISM
STATION
LICENSES

AVAILABILITY

LANDLINE MOBILE

AREA
L.D.
M.C.R.
ENGINEERING
DIVISIONAL

TIME
24 HRS
OFFICE HRS
OFFICE HRS
24 HRS

CONTROL

24 HRS

ROOM
CALL

24 HRS

CENTRE
YEL
FAULT DUTY

24 HRS
24 HRS

ENGINEER
CONSUMER

OFFICE HRS

ENGG . DEPT
PLANT LEAD

24 HRS

FAX

E-

VSAT

MAIL

WEBSITE

MAINTENCE
CENTRAL

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
Call centre
phone
inform field
duty
engineer

CCR nodes\ control room of

receiving station

CR cell (written
interact with
concerned
department)
Action by
respective
department

In case of
critical
complaint
higher level
also
informed

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

Review in CCM and action plan prepared

Input to HR

Input to engineering for design

review

To EQA for system reliability

studies.

Customer satisfaction determination

Customer 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 competitors
Mumbai 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

Qualitative
discover phase
(Customer
requirement
survey)

Attribute wise
questionnaires
development

Customer
interviews

Analysis of data

Relative
importance
of each
factor

Satisfaction/
dissatisfaction
level of TPC
and competition
an each factor.

an
d
de
pl
oy
m
en
t

pr
ep
ar
ati
on

pl
an

cti
on

Relative rating of TPC V/S Competitor on each factor

A
T
A
P
O
W
E
R
M
A
R
K
E
T
S
E
G
M
E
N
T
S

TATA POWER MARKET SEGMENTS

Distributors (75%
of power demand)
Long term
buyers

Consumer

Short term
buyers

High volume (21%

of power demand)

SEBS
L
I
C
E
N
S
E
E

Public utilities
REL

TPTC
Captives Industry
(TATA STEEL)

BEST
MSEB

Low volume
(4% of power
demand)

TRADERS
(NEW
segment)

Low tension /
industries,
commercial

Lager (Industry
commercial users)

KPTCL
DVC

Exclusively service
by TPC

Residential

Service by TPC
and others
Change
over open
access.
OPINION MAKERS

ARCHITECTS

CONSULTANT

BUILDERS

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 MONITORING
Sr.no Performance

1.

2.

Sources /Methods

Organization

Improvement

Rationale behind the

parameters

Collection

performance KPM

carried out in

improvement

area
Finance

Departmental /

reviewed
Business area

FY 06
Business

To monitor business area

SAP report

wise sales

area wise

wise performance for

average tariff

drill down for better control and timely

operation profit ,

sales.

Customer

Through various

action plans to achieve

cost of capital.

competiveness in financial

Customer

performance
To identify dissatisfied and

Customer

3.

Internal

report in sap,

satisfaction index

dissatisfaction Reduce complaint

customer surveys,

Dissatisfaction

resolution cycle time and

complaint

index, Complaint

management

index.

And
complaint
index added
As KPM.

system
Control room logs,

Availability index,

Preserving

To accelerates capex job

SAP report

control

asset base

and to strengthen the

departmental

effectiveness

capex and

governances system and

reviews

index , 3SCR

reduce risk

proactive approach for

targets coal

control

statutory comp lances .

consumption ,

effectiveness

O&M cost , fuel

index added

no. of complaint

cost CRS
4.

5.

Growth ,

Review at

assurances .
Status /milestone

globalization

leadership level ,

achieves for

performance

efforts on substances and

And

fibers regulators

generation and

parameters

Expansion activities .

regulator

order and

transmission

added.

management

communication

capacity addition

Learning

Employee

captive coal .
Employees

Taken

For leadership

and growth

engagement

engagement index

management

development.

survey ,TBEM

talent

PPM for

assessment MBE

management PPM

future leader.

survey .

For future leader

MBE assurances
TBEM score

New

To focus organization

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

KPMS

Method

Strategic

Analysis

used for

objectives method

Action

Example of improvement Result

Result related

plan

made based on review

achievement

related to

obtaining

supporting finding

achieveme

information

objective

nt of
strategic

1. fuel Report from Reinforce

Variance

Sourcing

With continuous rise in

plans
Reliable

cost

fuel dept.

current

and

cheaper

fuel cost in international

and reduce alternate

[belga

supplier

business

cause

reliable

market search of

cost of

supplier who is

m]

interaction

low cost

effect

fuel

alternative reliable fuel

fuel

reliable and

generatio

monthly

suppliers reduced

Able to source

cheaper

review

transportation cost

compared to
international

2. fuel Report from Reinforce

Variance

Sourcing

In view of falling trends

Availability

market
Fuel made

cost

fuel dept.

current

, trend

reliable

from local refinery

of fuel for

available

[tromb

supplier

business

analysis

fuel

imports initiated

generation

through

ay]

interaction

low cost

alternate

generatio

monthly

source

divs.
O&M
and
strategy

Reinforce

review
Cause

Ensure

Work on new coal berth Will reduce Reduce cost

of fuel from fuel

current

effect

reliability

started at trombay

[for

business

monthly

and

e on other

tromb

low cost

review

reduced

contractor

ay]

generatio

fuel cost

in coal

Consu

Monthly

n
Reinforce

Variance

Reduction

supply
Improve in

mer

marketing

current

/ causes of

CAIDI from duration of

interru

information

business

effect

consumer

28.50 min

interruption to

ption

system

enhance

analysis

interruptio

in FY05 to

consumers

duratio [MIS]

value to

monthly

25.95 min

n and

customer

review

frequency

in FY06

reliabil

and

and

ity

improve

reliability

reliability

index from

Cost

Report
dept.

report

Network modification on

dependenc

42.47 in
FY06 to
42.99 min
in FY04

of fuel

Minimum

Information and knowledge management

Data and information is made available and accessible on need to know basis to various
stakeholder .
Data and information availability for stakeholders.

Supplier

TRANSCATION

Data and information

Gathering

Needed

requirement
Customer co-

Complaints, billing ,

ordination

Payment quires

Types

Available through

Transactional

Customer portal,
call, seminar ,

meeting

customer visit

Supplier meets

Order information ,

Transactional/

Meets, SAP.
E-MAIL,

And interaction

Forecast

Strategic

telephone , fax
Communication,

TRANSCATION
TRANSCATION

Supplier meets.
Employees

Open dialogues

Functional and

Functional

SAP, people

Focus groups,

administrative

Transaction

Power, new

strategic

letters,

Committee
meeting.
Investor

Partner

transmission line.

Investors

Financial result, growth

Operational

Quarterly result ,

meets, AGM,

plans , queries

and strategic.

Annual report,

Investors visit.

websites

Interaction

Transactional/

feedbacks.
Web-sites , call

Strategic

centre ,

Function

meetings/reviews,

TRANSCATION TRANSCATION

TRANSCATION

Personal visits,

TRANSCATION

Vendor , portal,

TRANSCATION

TRANSCATION

Customer

Process of

TRANSCATION

Stakeholder

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 options

Delivery Method
Lecture
Case studies
Role plays
Hands on training

Training program
All training programme with class room set-up.
Finances for senior manager , basic of finance.
Presentation skills, Develop your own potential.
Techniques, Breaker maintenance workshops , OEM training , welding
Technique.

Simulation

Business simulation games , Simulator training , PS awareness,

On the job
Project based

MS offices.
Control room training , Deputation to outage job.
Project management , CFT/SGA on specific project.

learning
Distance learning
Seminars and

K HUB, Knowledge portal.

Nominations to vital seminars and conferences conducted by reputed

conference
Outbound training
Video session
Mentoring
Group Discussion

Organizations and institutes .

Outbound team building
Industrial safety, Base level awareness session.
Induction / system for new entrants (Guide for every individual)
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.

Inputs from markets,

customer, statutory,
strategy planning
ABP

Translating deliverables
in location plans and
review then feedback
mechanism

Performance measures
viz. cycle time , cost
v/s target.

Track measures and changing requirements

review and feedback mechanisms

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
Benefits
Cycle time reduction from 150 minutes to 120 minutes
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.
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.) 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 outage

Action plan identified
Semi annual technical audit of division
Benefits
Improved availability of the units.
iii.) Unit start up
Action plan identified
Unit start up time reduced from 330 sec to 125 sec.
Benefits
Improved response to real time load requirement.

7.BUISNESS RESULT
i.) 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 results

TPC 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
.
OPINION

YEAR
03-04
04-05
05-06

LEADER

CUSTOMER SATISFACTION INDEX

TPC
REL
89
71
84
75
89
NA

BEST
87
76
NA

03-

CUSTOMER DISSATISFACTION INDEX

TPC
REL
0405-06 03-04 04-05 05-06 03-04

BEST
04-05

05-06

04
14

05
9

41

20

19

22

27

ind/Commercial
Public utility
12
Long term
16

6
10

9
0

10
NAPP

34
NAPP

34
NAPP

13
NAPP

9
NAPP

9
NAPP

Buyer
LT Industrial
LT Commercial
Residential

6
6
6

4
10
5

9
10
10

11
10
10

44
38
19

5
7
8

10
7
8

17
15
2

Larger

6
6
9

(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 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

LEADERSHIP EFFECTIVENESS SURVEY RESULT

2004
2005

2006

EFFECTIVENESS
INDEX HIGHER THE

73.3%

BETTER

b.) Results of Investor Survey

73.5%

75%

PARAMETERS
2003

PERCENTAGE (%) FAVOURABLE RESPONSE

2004
2005

2006

Dissemination of
INFO :a.) Through
news item in

NA

NA

93%

94%

98%

98%

98%

98%

NA

95%

94%

95%

97%

96%

95%

98%

89%

97%

94%

96%

paper /journal
b.) Through
annual report
c.) Through
cross web sites
Arrangement
and presentation
Last AGM
(Annual general
Meeting)
Timeliness ,
accuracy and

Quality
C.) CRS SURVEY RESULT 2004 ( Corporate social responsibility )
Perspective
Leadership commitment
Manage structure
CRS strategy
Review mechanism
Communication and awareness
Training and development

2004 score
84.2%
69.8%
75.6%
71.5%
64.1%
76.7%

d.) CRS survey result 2005

CRS SURVEY REPORT
Awareness

TATA POWER

TATA AVG

BEST IN

99%

GROUP
90%

GROUP
100

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

2002
3.79

2003
9.40

2004
7.54

2005
8.17

2006
27

village in
lakh (RS)
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.
Hydro
Jojobera
Belgaum

2002
615000
19000
_

2003
654000
5200
3000

2004
72000
1850
4000

ISO - REPORT 9001:2000 (New

2005
924000
1600
3500

2006
990000
1550
2000

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
Quality procedures manual
Work instruction

( what is being done )

( Why , how it is being done)
( 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 RESPONBILITY
The 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 output
Discussions 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 MANAGEMENT
Resources 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 maintenance
This 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 maintenance
Information 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 REALISATION

The 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 PURCHASING

a.) 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 traceability
I.) 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

III.)

ii.)

Ratings of equipment

iii.)

Serial no

iv.)

Year of manufacture

v.)

Name of manufacture

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 / verification of monitoring and measuring devices to
ensure product conformity .
Activies:i.)

All revenue meters are identified by their unique serial no . They are tested ,
calibrated and commissioned by EQAG . Indicating meters are only verified by
EQAG .

ii.)

Adjustment and readjustment if required is done by EQAG .

iii.)

All revenue meters are identified are calibration . Following devices are used
for indication :a) voltmeter

for voltage

b) Ammeter

for current

c) wattmeter

for quantity of energy

d) Frequency meter for supply frequency .

e) MVAR meter
f)

iv.)

for reactive energy .

Temperature meter for temperature of equipment .

g) Pressure gauge

for pressure .

h) Recorders

for voltage and frequency .

All the revenue meter are sealed and protected against tampering . Holograms
are provide for the sealing purpose .

v.)

Due care is taken during handling , maintenance and storage of devices to

protect from them from damage and deterioration.

10. Measurement , Analysis and Improvement

The organization has planned and implemented the monitoring , measurement , analysis
and improvement of process to ensures conformity of the product and continual
improvement of quality management system . The organization has identification the steps
where monitoring and measurement and required .

e.g. Customer complaints , equipment defects etc .

Monitoring and measurement :a.) Customer satisfaction
T D &S division is adopting various methods for determining consumer satisfaction .
Information related to customer satisfaction is gathered through the following internal and
external sources :i.)

Customer requirement survey is carried out once in two year with help
of external agency . Segment wise requirements of customer are
captured through the survey and action plan is prepared .

ii.)

Listening and learning methods are development by T,D&S . Based on

these inputs , the continual improvement plan are addressed through
customer co-ordination meets and then actions are initiated .

iii.)

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 . Implementation plans are
drawn out along with the support services .

iv.)

Customer complaints ( call centre report , customer written complaints ) .

The complaints received analyzed by concerned division . The data is
used to take corrective and / or preventative action ( Customer
complaint handling ) .

v.)

Customer meets:-

Consumer relation department conduct annual

customer for HT , LT and retail customers . This provides the direct

interaction between top management and the customers . A verbal and
written feedback is obtained from these customers. The evaluation of
this data is used to takes correctives and preventives actions .
vi.)

Market intelligence:-

Information about competitor and customers is

acquired through opinion leader ( Builders , contractors etc.) . Relevant

feedback received required from above mention method continual
improvement in product / service by CED this report is circulates to the
concerned departments.

b.) Internal Audit :T,D& S division carries out internal audit twice a year . Management representative plan
the audit , 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 . Audit team is sent to division to carry out the
audit . The scope of the audit includes the following :1) Effectives and efficient implementation of processes and resources.
2) Learning and sharing of information to extract opportunities for continual
improvement .
3) product performance results and expectation .
4) Previous audit reports / and action taken
5) Level of relationship with all interest parties
The audit report contains performance measurement of OMS , list of non - conformities
and access for improvement . non - conformities are eliminated by taking necessary
corrective and preventive action by respective divisional heads .
audit report are maintained by management representative .
C ) MONITORING AND MEASUREMENT OF PROCESS :i.)

The quality management system processes are mention by tracking

result . the result and measures wherever applicable are defined in the
processes .

ii.)

Key indices monitored regularly are CAIFI , SAIFI ,SAIDI ,reliability

index and building integrity index

iii.)

Processes to meet the quality objective have been established along

with there measures for monitoring the data .the data is capture in
relevant document . this takes into all scope for improvement ,
performance expectation , consumer focus ,effectiveness and efficiencies
of the weak forces , utilization of resources .

iv.)

Vendors supplying material / equipments and those providing services

are evaluated to use their performance by CSG

v.)

Control of parameters of power supply like voltage is carried out by

operation engines ( eg . taking in services or cutting out capacitors
banks and changing transformer taps for voltage regulation ) .

Monitoring and measuring of product :i.)

Major equipment are tested at manufactures work by inspection team

and

inspected

on

receipt

at

our

works

and

tested

prior

to

commissioning .
ii.)

The testing is carried out as per applicable is standard / EQAG

instruction and result are recorded . Responsible authorities for
acceptance of the equipment at various stages are identified .

iii.)

The parameters of the equipment i.e., voltage , current , power , pressure,

temperature are monitored and records are maintained .

iv.)

The equipment are maintained are periodically tested as per laid down
procedures and their records are maintained .

v.)

When planned result are not achieved, correction and correctives

actions service delivery processed only after approval by relevant
authority by the customer and or by third party.

vi.)

To ensures correct product is delivered , inspection of equipment at

manufactures work , electrical inspection by cross functional team are
carried out for each customer installation .

vii.)

It is ensured , by respective divisional head that all mandatory

regulations are complied with final delivery of the product .

e.) Control of non-conforming product :i.)

Incoming

equipment

identified

as

non-conforming

equipment

is

segregated and stored separately with rejected.

ii.)

Non-conforming equipment is either rectified by the manufactures at

sites or returned to the supplier for rectification / replacement.

iii.)

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 .

iv.)

Regarding elimination of services non-conformity during a break down in

power supply , suitable alternate arrangement is in corporate in the
distribution network design .

v.)

To eliminate non-conformities on services quality ,TPC has an effectives

complaint management system . The MIS is generates at the end of
the every month is analyzed and corrective action taken to prevent
recurrence of the same .

f.) Analysis data :The data required for demonstrating the suitability , effectiveness and continual
improvement of quality management system is determined and gathered in various
formats ( quality format / records ) .
The analysis of data provides information are about :1) Customer satisfaction :- Yearly this is carried out by the customer relation
department and action plan is prepared by division .
2) Conformity of product requirement :- The daily parameters of power supply
and equipment are monitored .
3) Characteristics and trends of the processes and products :- Quarterly this
scheduled and actual targets of the performances are reviewed every quarter
and appropriates action plan is prepared for implementation .
4) Supplier :- Vendor analysis is done by CSG . Data is presented in the form
of bar chart , flow chart , graph , histogram etc and analyzed action are
initiated based on the analysis . Reference is made to various report likes ,
daily report , monthly report , call centre report , MIS report , customer contact
plan .
g.) Improvement :-

i.)

Continual Improvement :-

It is achieved by using quality policy ,

objectives , CAPA and taking a feedback from internal / external audit

report , finances audit report , consumer complaint analysis ,
management review , marketing survey from customer through existing
relationship mechanisms , suggestion schemes and adopting new
technologies . Record are maintained by respective divisional head .
ii.)

Corrective actions :- The division takes action to eliminate the cause

of non-conformities to prevent recurrences . Reports of product related
non-conformity arising out of condition monitoring , consumer complaint
or internal audit are handle by maintenance engineer . 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.)

Preventive action :- The division determines action to eliminate the

causes of the potential non-conformity to prevent their occurrences
a.)

Analysis of CSS , occurrences , defects are carried out to

determine preventives actions maintenance information notes is
generated and circulated in system . Other division then
implement similar actions to avoid occurrences in their area in
relation to the effect of potential causes .

b.)

Review of the preventive actions taken are maintained.

EVALAUTION OF TOTAL QUALITY MANAGEMENT

With increasing emphasis on the need to enhance productivity and quality of manufacturing
units , 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 .
1) Organization :- It consist of ( a.) Constitution of functional departments to look
after various responsibilities concerning planning , execution and control such as
finance , marketing , personnel , purchase , manufacturing and research and
development and ( b.) Constitution of committee to assist in conducting all the
operations smoothly , such as cost reduction committee , rejection control
committee , production improvement committee , safety committee , quality circles ,
etc.
2) Finance:- This section consist of major function area like function control and
report generation , corporate financial planning , budgets and budgetary controls ,
pricing , cost accounting and cost control .
3)

Product planning :- It consist of function area such as current and long range
planning , plant capability and product compatibility studies , new or expanded
facilities planning , product diversification and product range modification .

4) Marketing :-The main functional area to be looked after in marketing are marketing
strategy , sales promotion and publicity, product identification and market forecasts,
sale management , customer services and technical support , customer feedback
analysis and follow-up , load planning , manufacturing engineer .
5)

Material Management :- The major area to be provided are : inventory control

and purchase , receiving and warehouse, work-in-process , material handling scrap
and rework analysis and shipping .

6) Manufacturing:- This section may consist of following functional areas, each of

which must be given due attention for achieving high performance.
i.)

Facilities

utilization:-

layout and

arrangement , condition

and

maintenance of plant and equipment , availability of supplies , such as

compressed air , water , fuel oil , power , etc.
ii.)

Manufacturing engineering :- Design and manufacture of dies and

tools, laying down technology for production , prepare wok standards ,
material development , process development , process layout planning ,

use of new technology , co-ordination with research and development ,

management information system and report generation for marketing .
iii.)

Production :- Implementation of production schedules and control of

delays, control of production operation for maximum efficiency, ensuring
high

level of performance

from workers and

other

employees,

maintaining production standards , general house keeping in all

production level .
iv.)

Quality control :- Defect analysis , trouble shooting and customer

analysis , third party inspection co-ordination , calibration and control of
gauges , instruments and inspection / testing equipment , maintaining
record of inspection and quality assurances , use of statistical analysis
for material and process control , planning and method .

CONCLUSION

Thus , I would like to conclude that Malcolm baldrige report

is help to improve

performance practices and capabilities . To facilities communication and sharing of best

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

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

BIBLOGRAPHY

BOOKS REFEREDS:1) METHOD OF TOTAL QUALITY MANAGEMENT

_

GOPAL K. KANJI

2) QUALITY CONTROL AND TOTAL QUALITY MANAGEMENT

_

PL JAIN

3) PRODUCTIVE AND QUALITY MANAGEMENT

_

S.D. APHALE

SITE VISITED :1) WWW. TATAPOWER .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.) TATA POWER COMPANY
INDUSTRIES VISITED :TATA POWER COMPANY ,
SAILESH NAGAR ,
NEAR MAGATHANE BUS DEPOT,
BORIVALI (EAST) 400066 .

ABBREVATION FOR TATA POWER

3SCR - Speedy significant and sustainable cost reduction .

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

CCM - Customer coordination meeting .

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

PPM - Personal planning meeting .

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

TPC - TATA POWER COMPANY .

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