Description
The documentation explaining the certification body, governing council, process, audits, training etcThis doc on Operations management covers topics like ISO certification of brands like K.J.Somaiya Institute of Management Studies and Research , Rapid Enterprises Pvt. Ltd. , Orchid International, ABB Automation, City Police of Phoenix.
INTERNATIONAL STANDARDISATION of ORGANISATION (ISO)
1
INTRODUCTION to ISO ISO (International Organization for Standardization) is a global network that identifies what International Standards are required by business, government and society, develops them in partnership with the sectors that will put them to use, adopts them by transparent procedures based on national input and delivers them to be implemented worldwide. ISO standards make a positive contribution to the world we live in. They ensure vital features such as quality, ecology, safety, economy, reliability, compatibility, interoperability, efficiency and effectiveness. They facilitate trade, spread knowledge, and share technological advances and good management practices. ISO – a non-governmental organization – is a federation of the national standards bodies of 157 countries, one per country, from all regions of the world, including developed, developing and transitional economies. ISO has a current portfolio of over 17 000 standards that provide practical solutions and achieve benefits for almost every sector of business, industry and technology. They make up a complete offering for all three dimensions of sustainable development – Economic, Environmental and Societal. For our project and presentation on ISO Quality Systems, the following organizations are covered: 1. K.J.Somaiya Institute of Management Studies and Research (Primary Data) 2. Rapid Enterprises Pvt. Ltd. (Primary Data) 3. Orchid International 4. ABB Automation 5. City Police of Phoenix
2
K.J. Somaiya Institute of Management Studies and Research SIMSR
INTRODUCTION: Somaiya Vidyavihar was founded in 1959 by late Shri Padmabhushan Shri Karmashibhai Jethabhai Somaiya with a vision to serve the educational needs of the society at an affordable cost. K.J.Somaiya Institute Of Management Studies and Research (SIMSR) was established in 1981 as a part of the Somaiya Vidyavihar educational campus to meet the ever growing need of managers for the Indian industry.
VISION: To be amongst the top 50 management schools in Asia by the year 2015. MISSION: ? To impart state-of-the-art education and skills in management to students and working professional. ? To conduct research and consultancy in the field of management for the benefit of society, industry and students. ? To cultivate and practice Integrity and Principles of good governance in all activities.
QUALITY OBJECTIVES: To be amongst the top 15 B-Schools in India by the year 2010.
?
3
?
To emerge as a major ‘Research Centre’ and publish at least 20 research papers in the select field of management every year.
?
To review and develop and offer two new programmes to meet the needs of emerging sectors by the year 2010.
?
To
undertake
consultancy
assignment,
MDPs
and
‘Seminars/Workshops/Conferences’ on the contemporary management issues/topics for the benefit of students/working professionals/society at least 10 in number every year. ? To enter into collaborations with five ‘Business Institutes’ of international repute by year 2010.
QUALITY POLICY: To offer value addition to students and executives by imparting contemporary management knowledge and practices. ? To conduct research and consultancy to further management knowledge and skills. ? Appointing competent faculty and staff and providing them a suitable environment for self development. ? To endeavor to select best students for various programs through transparent process. ? To provide suitable academic and physical infrastructure to stimulate learning. “SIMSR achieved ISO 9001 certification in the year 1999”. Why ISO was implemented?
?
4
Earlier, the process and procedures followed at SIMSR were adhoc in nature and there was no proper structuring. The objective was to move to a process-oriented approach to meet the desired quality. Few other reasons for implementation of ISO: ? One of the most important motives behind implementation was documentation. The documentation streamlines the working of institutions. Also, quality problems can be identified, corrected and prevented in a systematic manner. Documentation helps the faculty, students and staff to define clear roles and responsibilities. It improves understanding among faculty and staff and can be used to train newly hired staff. ? Also, other reason is to get accreditation from National Board of accreditation. So institution considered ISO 9001 as an initiative to get this esteemed status. ? To gain competitive advantage (market advantage) over the other institutions ? To improve operational efficiency, meet the needs of market and engage in long lasting quality improvement efforts by identifying, correcting and preventing error ? To provide confidence to the professionals, students and their parents, employees and various other stakeholders ? Heightened quality requirements due to tough competition (globalisation of market) and mushrooming of educational institutes
CERTIFICATION BODY: SIMSR received accreditation by the National Board of Accreditation (NBA) for its PGDBA & MMS Programmes. The Institute also has ISO 9001:2000 certification from BVQI. BVQI is a wholly owned subsidiary of Bureau Veritas, a France-based multinational organization. BVQI has been offering third-party 5
certification services of quality management systems, from the year 1988. BVQI is accredited to assess organizations to ISO 9000 across 22 countries, including the U.K., U.S., Germany, France, Holland, Japan, Brazil, India and Australia.
ROLE OF GOVERNING COUNCIL The ‘Governing Council’ is responsible for ensuring certain criteria’s and standards to be met by the institute in order to achieve ISO 9001 Certification. Steps taken by Governing Council for ensuring establishment, implementation and maintenance of ISO 9001 Quality Management System: ? The ‘Governing Council’ nominates its Management Representative (MR) who ensures that the ISO 9001 Quality Management System is established , implemented and maintained. ? The Governing Council creates a suitable organization structure with well defined roles, authorities and responsibilities based on certain factors in order to achieve the organization’s goals and objectives. ? The ‘Governing Council’ provides adequate resources like finance, infrastructural facilities. ? The ‘Governing Council’ ensures that high quality and adequate resources for teaching as well as non-teaching staff are recruited in time. ? The ‘Governing Council’ ensures that suitable training is imparted to internal auditors for ISO 9001 as well as for other verification purpose. ? The ‘Governing Council’ ensures that all statutory and mandatory requirements are met in a timely manner.
6
?
The ‘Governing Council’ ensures that all directions received from governing authorities are implemented and returns rendered as required.
?
The ‘Governing Council’ ensures that organization moves in direction of its vision and achieves its objectives in specified time frame.
PROCESS: In order to meet quality standards the institute moved from Adhocism of processes to streamlining of process definition. Following processes were implemented: Recruitment Process: ? Objective: To ensure that suitable faculty staff is available in a timely manner. ? Scope: Applicable for recruitment of all staff for SIMSR so as to include teaching (full/ part-time) faculty and non-teaching staff. ? Inputs: 1. Identified need for recruitment of staff. 2. AICTE norms of qualification and pay. ? Procedure:
7
1. ‘Head Of Department’ will evaluate need of recruitment of staff in a proactive manner and will obtain the approval of DG. 2. If needed, suitable advertisements will be put up in the
newspaper to attract good resources. 3. Faculty staff shall be recruited based on qualification criteria’s prescribed by AICTE , UGC and Mumbai University for various cadres. Recruitment shall be based on merit. 4. First level screening shall be done by HOD and selected candidates are to be recommended for the next level interview. 5. Next level of interview shall be conducted by a selection committee comprising the DG , Director and concerned HOD. 6. In case of recruitment of key staff (HOD) , the DG will obtain the approval of the ‘Governing Council’ in respect of recommended candidate at second level. 7. Every appointment shall be subject to the condition that he/she certified as in sound mental/physical health by a medical authority as specified by the institute. 8. The pay shall be fixed by the appointing authority in accordance with the scale of pay prescribed by AICTE. 9. The seniority of an employee in any grade shall be determined by the date of his/her appointment on probation. The appointing authority shall, at the time of appointing two or more persons simultaneously to a grade, fix the seniority for them with reference to the rank fixed by the ‘Selection
8
Committee’ at the time of appointment, irrespective of date of joining. 10. HOD shall be responsible for smooth induction of the staff. In case of recruitment of HOD the Director will be responsible for smooth induction. ? Outputs Appointment Letter
Design and Updation of curriculum:
? Objective: The objective of this procedure is to keep the programmers contents current with changing needs of industry and progress in that field of subject. ? Scope: The procedure is applicable for all autonomous programs at SIMSR. ? Inputs: 1. Feedback from the Industry. 2. Feedback from Faculty. 3. Feedback from Students. 4. Feedback from Academic Council.
9
? Procedure: 1. The autonomous course include PGDBA,MDPs and Diploma Programs. 2. Responsibility of keeping the course curriculum will test with the HOD. 3. HOD will take into consideration the feedback from the concerned faculty members , industry and students and will arrive at proposed changes in curriculum. 4. Such revised curriculum shall be put up to ‘Academic Council’ for their suggestions and approval. 5. On approval of Academy Council, revised course
curriculumshall be implemented. ? Outputs: 1. Revised PGDBA course content & subject wise detailed syllabus. 2. Revised MCA course content & subject wise detailed syllabus.
a. b. c. d. e. f.
Regulatory Process Examination Process Placement Process Procurement Process Outsourcing Process Feedback Handling Process
10
g.
Admission Process
o AUDITS & TRAINING:
Procedure: 1. Management representative (MR) shall ensure that sufficient trained ‘Internal Audits’ are available in the organization. For that he shall arrange for the training on need basis. 2. M.R. shall draw an ‘Audit Schedule’ for ‘Internal Audits’. The audit frequency is normally once in three months. But depending upon the status, important of process and results of the previous audit, M.R. can take a decision on the schedule. The audit scope is to be defined in Audit Schedule. 3. He is to keep in view the availability of concerned auditors during the period while planning the audits. ‘Internal Audit Schedule’ foe next quarter is to be circulated to all concerned auditors and departments by the end of current quarter. 4. Both auditee and auditors shall agree on the non-conformance and both shall sign in Internal Audit Report. Separate report shall be prepared for each non-conformance.
11
5. Concerned HOD shall propose, Conformance’ in consultation with M.R., corrective and preventive actions required for closure of ‘Non In Conformance’. M.R. shall verify that specified action has been taken and will close the NCR’s upon verification. These actions are to be completed in a time bound manner. 6. The result of ‘Internal Audit’ & status of ‘NCRs’ shall be discussed & reviewed in the Management Review Meeting. Summary of ‘Audit Findings’ and Non-Conformity Reports shall be maintained and monitored for closure.
•
Flow process chart Graduate Student
Application Form
CAT/CET/IIFT as Qualifying Test Part Academic Read work Experience
12
Qualified Entrance Test with Requisite Percentage
NO GD/PI/Wriitten Communication Test
Qualified 2nd Phase YES
Admission to various courses
Induction Programme
Commencement of classes
13
Design and Development/Change of curriculum Case Studies Projects
Main Course Project Work
In Plant Training
Assignments Lectures
Library
Computer Lab
Examination Procedure
On Successful completion of term evaluation and Assesment
Student Feedback
YES 14
Award of degree diploma
Industry Feedback Placement
•
Challenges faced by the institute 1. Resistance from employees 2. Lack of funds 3. Scarcity of time and commitment
•
Benefits To Institute 1. Improvement in maintenance of records 2. Clarification of roles and responsibilities 3. Easy accessibility and traceability of documents 4. Helps to define objectives and goals 5. Improvement of working efficiency of institute
15
•
Benefits To Faculty 1. Availability of improved infrastructure. 2. Improved training and development 3. Improvement through feedback from students 4. Motivation and encouragement 5. Improved Lecture Planning and Delivery
•
Benefits To Students 1. Improvement in facilities 2. Suggestion Schemes 3. More Industry Interaction
16
RAPID ENTERPRISES Pvt. Ltd.
INTRODUCTION & SCOPE: RAPID ENTERPRISES PVT LTD located at D-6, OIDC, Udyog Nagar Industrial Estate, Daman – 396210, is engaged in the manufacture of MODULAR SWITCHES and ACCESSORIES. The scope of certification for ISO-9001 –2000, is manufacturing and marketing of modular switches and accessories as per BIS standards & specifications. Rapid Enterprises has major customers in building and construction industry, commercial and residential complexes, shops, factories and bungalows etc. Rapid Enterprises manufactures as per ISI-Specification. Rapid Enterprises has strength of about 35 persons comprising of Marketing, Engineering, Production, Quality Control Laboratory, Stores disciplines. Rapid Enterprises also engages daily wage workers on contract basis.
17
QUALITY POLICY: • • • We, at rapid enterprises Pvt. Ltd. are committed to meet customer requirements and ISO specifications to achieve customer satisfaction. We try for continual improvement by following the PDCA cycle (Plan, Do, Check, Act) and by following quality management principles. We shall try to maintain our position as one of the leaders in electrical switches and accessories manufacturers.
QUALITY OBJECTIVES: • • • • To plan and produce all products as per ISO Specifications. To develop required competencies among our employees and to develop team spirit. To exceed norms related to Health, Safety and Environment. To reduce internal rejections by 10% every year from the existing figure of about 2%
ISO CERTIFICATION: The Quality Management System of RAPID ENTERPRISES PVT LTD has been assessed by International Certification Services (Asia) Pvt Ltd and registered as complying with the requirements of the International Quality Standards – ISO 9001 : 2000 – The Quality Management System applicable to Manufacture and marketing of modular switches and accessories as per BIS standards & specifications. The certification is in effect since 11th December 2002 (subject to reassessment every 3 years).
18
PURPOSE & DESCRIPTION of QMS: Rapid Enterprises Pvt Ltd has documented the QMS in the form of Quality Manual - QMS-01, which is as per the requirements of ISO-9001-2000. The documentation for QMS comprises of four levels: • • • • The Level 1-Quality System Manual Level 2-Procedures Level 3-Work Instructions, Inspection Instructions and Standards. Level 4-Records QMS-01 describes the policy, objectives. It describes the
organizational structure, responsibility and authority. The QMS-01 also describes the procedures. The quality records are also identified. To meet the quality requirements following activities are taken up: 1. Adequate supervisory controls have been identified and shall be identified continually, in the management review, and shall be implemented. 2. Resources have been identified and additional resource requirement shall be reviewed and approved in management review. 3. Documentation and related processes shall be harmonised and improved after review. 4. Quarterly plans are prepared and records are maintained. 5. Internal audits are carried out periodically depending on the criticality and records are kept. 6. Executives and staff are given adequate training. 7. The integrity of the QMS is maintained by following the procedures for control of documents and control of records.
19
PROCESS APPROACH QUALITY MANAGEMENT SYSTEM
4 – QUALITY MAGANAGEMENT STSTEM
5 – MANAGEMENT RESPONSIBILTY
6- RESOURCE MANAGEMENT
7- PRODUCT REALISATION
8- MEASUREMET, ANALYSIS & IMPROVEMENT
20
CONTINUAL IMPROVEMENT OF Q M S
C U S T O M E R Requireme nts
Management Responsibility -QMS -Policy -Obtectives
C U S T O M E R Satisfaction
Resource Management -Human resources -Infrastructure -Environment
Measurement,Analysis & Improvement -Audit results -N.C.product control data -Customer complaints and feed back
Input
Product Realization -Raw material Insp. -Process control
-Purchase control data
Product
21
Responsibility and Authority - Organization Chart
MANAGING DIRECTOR
DIRECTOR MARKETING
CHIEF MANAGER
MR
GENERAL ACCOUNTS
PRODUCT ION
LAB. Q.C.
STORE & PURCHASE
HRD GEN. ADM.
FITTING Q.C.
Management Responsibility and Internal Communication: Rapid Enterprises has established a system of internal communication such as: • • • Display of relevant information at key locations Formal training to employees/executives on relevant issues Meetings with employees by HODs, Chief Manager and MD.
22
•
Communication through write ups, circulars, notice board displays etc.
Rapid Enterprises is well equipped with telephones, fax, e-mail for fast communication with employees and also with customers.
Management Review: At Rapid Enterprises, Management Review is conducted once in three months. The agenda for Management Review is: • • • • • • • • • Review of previous Management Review meeting and action points emerging out of the same Review of audits and suggested Corrective Action and Preventive Action Process performance and review of product non-conformities and concessions Quality improvement plans including changes that could affect QMS Training and motivation of employees Status of house keeping Recommendations for improvement Customer complaints and suggestions Any other quality related issue
The Management Review Meeting minutes are prepared for record. The minutes clearly bring out: • • • • Improvements of the effectiveness of the QMS and Processes Improvements of product related to customer requirements Resources required and decision thereof All actions will clearly indicate responsibility and time schedule.
23
The MD chairs the Management Review Meeting which is attended by all HODs, Chief Manager and other concerned employees. The MR organises, conducts and co-ordinates the meeting and keeps records of the meeting. The agenda of meeting is intimated to all concerned in advance.
Process Chart of Production
Production Order
Production Plan
Raw material selection Machinery selection Mould selection
Pre drying of material
Selection of parameters (change of parameters is controlled by pass word and can be changed by Prod. Manager
Inspection of moulding pieces (process validation) If o.k. Production
Corrective action decided
24
1. Production Programme of 7 to 15 days is prepared 2. Records of process validation are kept. The Rapid Enterprises has planned and implemented the monitoring, measurement, analysis and improvement process needed to • • • demonstrate conformity to the product ensure conformity of the Quality Management System Continually improve effectiveness of the Quality Management System.
Applicable methods and statistical techniques to be used, have been identified and are elaborated in respective sections. Measurement, Analysis and Improvement: At Rapid Enterprises, the data in the following areas is analyzed: • • • • • Customer satisfaction, perception and feedback Suppliers of products and services Internal rejections, rework etc. Internal Audit-Corrective action and Preventive Action House keeping standard-audit results.
MR prepare charts/ graphs for above data and generate trends. The data is presented in Management Review Meetings. Records shall be kept of charts and decisions taken in MRM. BENEFITS of ISO CERTIFICATION: There have been marked improvements in the processes and production both quantitative and qualitative since 2002. The certification procedure has also created increased awareness amongst the employees and instilled accountability. There are constant efforts towards ensuring compliance and conformation with the ISO specifications. 25
ORCHID INTERNATIONAL
Introduction to ISO 14001:1996: An EMS meeting the requirements of ISO 14001:1996 is a management tool enabling an organization of any size or type to:
? identify
and control the environmental impact of its activities, products its environmental performance continually, and to a systematic approach to setting environmental objectives
or services, and to
? improve ? Implement
and targets, to achieving these and to demonstrating that they have been achieved.
INTRODUCTION: Launched in 1997, The Orchid, Asia’s First Ecotel Hotel, a leading landmark in the city of Mumbai, has gained international importance due to its pioneering efforts in the eco-friendly sphere. The Mission Statement of The Orchid sums up its core values in accepting responsibility for living in close harmony with nature and community. In continuation to this Orchid has reinforced its commitment to eco-friendly practices by achieving the ISO-14001 Environment Management Systems certification in just twelve months of commencing the process.
26
It started with the formation of the core team headed by the Management Representative (MR). The initiative was executed by involving the team – HODs, department representatives and internal auditors. The MR being a team player streamlined the entire initiative, and was able to not only foster team spirit and use the principles of the Orchid culture, but he was able to tactfully handle the Orchid team members and channelise their energies in the right direction to achieve the goal. It is not really an easy task for Orchid to strike a balance between environmental improvement and five star deluxe hotel service. But Orchid’s genuine desire to reduce adverse environmental impacts without sacrificing five star service can be seen by taking a glance at its everyday operation, even the slightest aspects.
The orchid has been awarded 'ISO 14001:1996' Environmental Award on 15th June 2001 from Bureau Veritas Quality International. BVQI certified that the Management System of The Orchid has been assessed and found to be in accordance with the requirements of the environmental standards and operational scope
VISION: We shall do whatever it takes to deliver the finest, we shall set new industry benchmarks, and as a result, we shall make life inspirational for everyone associated with us."
MISSION: The orchid, Asia’s first 5 star ecotel hotel is committed to enhancing the guest, experiencing while setting a new standard of environmental responsibility, by conserving natural resources, educating, enlightening and motivating our staff, and cultivating community relationships.
27
OBJECTIVE: Orchid Mumbai, Asia’s First Five Star Hotel to be certified as an ECOTEL HOTEL commits towards continually improve Environment Management in the Hospitality Industry so as to remain leaders by: ?? Optimizing the usage of resources such as energy, water and paper. ? ?Striving to go beyond the applicable Environmental Laws and Ecotel requirements. ? Continue pollution prevention practices. ? ? ?Implementing Environmental Awareness in suppliers, team members, guests and the local community.
DESIGN : Depressions and protrusions in the facade plays an important role in reducing the surface passive solar gains.
?
?
The building is designed with 72 rooms facing the atrium. These rooms are not directly exposed to the external elements thus reducing the heat load. Daylighting in the atrium has been achieved by skylight as an architectural element, detailed in a manner of doubly layered domes to reduce heat load and noise levels yet admitting maximum natural light in the atrium space. The swimming pool is located on the rooftop with 4 feet of water depth, which acts as an insulator from the heat. KoolDeck is applied around the swimming pool deck to reduce the glare and the surface temperature so that one can walk barefooted around the pool. The triple glazed windows are hermetically sealed double glazed unit with an added reflective glass pane. These tripled glazed windows block the heat of the sun from entering the room and helps in conserving the air-conditioning energy. An added advantage is that prevents fabric and furniture colours from fading as the triple glazed unit prevents the infra red light from the sun to
?
?
?
28
enter the room. These windows also help in effectively cutting out the noise pollution from India's busiest airport. MATERIALS The cement, PPC (Portland Pozzalana Cement) contains 15-20% fly ash, as compared to OPC (Ordinary Portland Cement).
?
?
Internal partitions are made from QED (Quite Easily Done) wall panels, which are made from fertilizer waste, instead of the red bricks, which are made from the topsoil of the earth. That's not all, these wall panels are reusable and save time from less curing, plastering and recurring. Another environment friendly alternative used is AAC (Autoclaved Aerated Concrete) as a material for the external wall structure. AAC is manufactured using approximately 60% fly ash. It is the brick substitute building material having excellent thermal insulation properties and better sound absorption coefficient than ordinary bricks. Despite its natural timber look the window frames, master control panel in the guestrooms and shutters are made from rubber wood. After producing rubber sap and the tree is cut down and cannot be used for any constructive purpose, as the wood acquired from the rubber tree is soft. The rubber wood then derived is processed and the upgraded wood, which has been vacuum, impregnated using unleachable type of timber preservative chemicals is kiln seasoned to ensure dimensional stability. The interior works are made from MDF (Medium Density Fibre), which is manufactured using cotton stalks. The cotton tree, which grows to a height of 5-6 feet, is cut down after yield and the tree is usually rendered useless. With the help of advanced technology, the waste stalks of the cotton tree go through a manufacturing process which includes chipping, sieving, washing and cooking of the fibre chips. After this lengthy procedure MDF is produced having all the features of natural wood.
?
?
?
29
?
At the specialty restaurant called the "Vindhyas" the entire interiors i.e. the woodwork has been made from wood recycled from old buildings. The exterior of the hotel is finished with a water based paint with negligible VOC (Volatile Organic Compound) content of only 0.0125% and the paint used for interiors has 0% VOC. The hangers used in guestroom are made from sawdust. Herbal products are manufactured under an Ayurvedic license. These products are not tested on animals and do not contain any animal fat. Reusable cloth laundry bags used instead of the standard paper or plastic bags, in which the guests could send the clothes for laundering and the same will be delivered in reusable cane baskets wrapped in muslin cloth. A laundry button is incorporated in the master control panel, eliminating the use of laundry pick up tent cards. Newspapers are delivered, on request, in reusable cane baskets/cloth bags instead of the usual paper or plastic bags. "Eco Harvest" a basket containing an herbal pillow which induces sleep, a bunch of neem twigs, two aromatic oils & 5 age old herbs. The Orchid uses eco-friendly pens and pencils. The eco-pens are made using recycled cardboard, reprocessed plastic and scrap wood. The cardboard, which is used as the barrel, is free from chlorine. The plastic at the head and base is made from reprocessed ABS (a thermoplastic material that can be recycled and/or remolded). Scrap wood is obtained from discarded cases used for packing purposes. The eco pencils are not made of wood but of a non-toxic polymer with the use of natural fillers. Woodsaver pencils are made using a shaft, which is made of biodegradable materials such as talc, gypsum and clay. The stationery, guest services and minibar folders are all made from jute.
?
? ?
?
?
?
?
?
?
WATER
30
?
All taps contain special aerators, which increase the water's force and reduce outflow, saving water. Using these aerators saves up to 50% of water. In addition in the Ecoteria taps operate on timers. The Geberit Concealed Cistern which uses only 6 litres of water per flush as against 15-20 litres used in conventional flushes, while the Geberit Urinal Flush Valve's infra red detector ensures a definite flush after every use preventing the unwanted flushing of timer set systems. Aquazone employs ozone which destroys all micro organisms including bacteria, virus, spores, mould, fungi etc. The resultant water is absolutely safe, pure, fresh and healthy. The water is free from chlorine. When drinking water is treated with chlorine (chlorine is a highly carcinogenic chemical), the residual chlorine in water is also consumed along with the water. On the other hand ozone, having half the life of only about 20 minutes, unreacted ozone reduces to oxygen, leaving no trace of toxicity in water. This makes it the most environment friendly treatment known today. Wastewater is recycled with the latest technology, treated and then reused in areas like air conditioning & gardening.
?
?
?
ENERGY Energy efficient PL lamps are used which provide as much light as ordinary bulbs, yet consume substantially less energy. What's more since guestroom lights come on only when the key card is inserted so there's no chance that lights or the air conditioner remain on once guests leave the room.
?
?
Ozone depletion levels have been reduced to 99.55% using the more ecofriendly alternative R22 instead of CFC refrigerants. The mono screw chillers which have the least number of moving parts operate on a stepless efficiency range of 10% to 100%. Electronic reduced voltage soft starter energy savers employed in the A/C compressor. During the start, the motor acceleration is controlled by gradually increasing the motor current to a reference current ramp limit. In the energy
?
31
saving mode the applied voltage is adjusted by sensing that the motor current is minimum.
?
Attached to the air-conditioning system is the STL tank to store cold energy during off-peak hours. This stored energy is then used during the peak hours /periods reducing compressor overloading and cutting power consumption. The heat generated from the air conditioners provides hot water to the guestrooms, laundry, toilets and kitchen. Within the room the guest can participate in the energy conservation by pressing the ECO BUTTON on the master control panel placed alongside the bed. When the guest presses this button the air-conditioned temperature increases by 2 degrees making the room a little warmer. More than 30% of the guests participate daily in this Energy Saving Program. The mini bars used in the guestrooms save upto 40% energy, as it is equipped with "fuzzy logic" which senses the load inside the refrigerator and cools it accordingly. Also an added advantage is that these mini bars are CFC free. Steps have been taken to reduce air pollution by installing what is known as Air Scrubbers in the boiler outlet connected with the chimney. The boiler produces a high amount of carbon dioxide fumes which pass through the scrubber and is emitted through the chimney (the fumes emitted are clear white fumes instead of the dark/black fumes usually seen). This is because when the fumes pass through the scrubber water is sprayed and the carbon dioxide dissolves and settles down in the shower traps and clear fumes are emitted in the air. The consumption of water is 300-600 litres per hour for 1000-meter cube of gas, reducing the fume gas temperature from 250 degrees C to 50 degrees C. The water utilized in the air scrubber is recycled water from sewage treatment plant (STP). Similar type of equipment installed in the kitchen exhaust system is called air washer which works on the same principles.
?
?
?
?
32
?
All vehicles owned by the hotel and cars hired out at the travel desk are outfitted to operate only on lead free fuel, which helps reduce air pollution. Additionally, the hotel owns a Cadillac which is specially designed to run on compressed natural gas, which is far cleaner burning than diesel or gasoline.
OPERATION The Orchid in its endeavor to become a "zero garbage" hotel has taken various measures to reduce the waste being generated. To reinforce this they have undertaken vermiculture on the hotel site. Kitchen garbage is diverted to 9 bins built for the process. They are the first 5 Star Hotel in Mumbai to undertake vermiculture.
?
?
The hotel handles almost 300 kg of organic waste each day using their array of 9 vermiculture pits. These pits produce rich fertilizer that the hotel sells for a profit. Old rice bags are used to pack and store the finished product. Fruits are served on request so as to avoid wastage. A separate recycling bin with a sticker for guest use is placed in all rooms. The garbage bags used by us are made from recycled plastic and milk pouches. All paper products at the Orchid contains at least 50% recycled content. There is no use of carbon paper made at the hotel, as the chemicals used in carbon paper are toxic which kill the micro-organisms that decompose solid waste. The water flask in the guestrooms are left empty which are filled after asking the guest for his preference of hot, cold or room temperature water as water already filled and kept in the flask leads to guest perception of the water being stale, which they promptly ask to be replaced. The glasses too are turned upside down and kept in the tray, thereby doing away with having to wrap each glass in a plastic bag and consequently generating more waste for the hotel. Anti Cockroach Herbal Treatment has been recently introduced and is the first of it's kind in India to eradicate cockroaches. This herbal paste contains
? ? ?
? ?
?
?
33
extracts from herbs and the treatment is totally different than the conventional spray treatment. By using this treatment their are no health hazards, and the use of any poisonous chemicals has been eliminated. No cleaning is required after the treatment is done hence there is no wastage of water, detergents etc.This medicine is in the form of a paste and it is applied to all nooks and corners in the form of small globules in the premises, which is to be treated. This paste can also be applied in refrigerators, ovens, toasters, microwaves mixers, computers as it is non-poisonous.
BENEFITS :
? reduced ? savings
cost of waste management in consumption of energy and materials corporate image among regulators, customers and the for continual improvement of environmental performance.
? improved
public
? framework ? Drip
irrigation reduces water use 50%.
34
ABB AUTOMATION Inc.
COMPANY PROFILE: ABB is a leader in power and automation technologies that enable utility and industry customers to improve performance while lowering environmental impact. The ABB Group of companies operates in around 100 countries and employs about 120,000 people. ABB Automation Inc. serves customers with energy efficient and reliable products to improve customers' productivity, including drives, motors and generators, voltage products.
VISION: ABB’s vision statement is Power and productivity for a better world’. As one of the world’s leading engineering companies, they help their customers to use electrical power efficiently, to increase industrial productivity and to lower environmental impact in a sustainable way.
35
MISSION: ? Improve performance: To help customers to improve their operating performance, grid reliability and productivity whilst saving energy and lowering environmental impact. ? Drive innovation: Innovation and quality are key characteristics of their product, systems and service offering. ? Attract talent: ABB is committed to attracting and retaining dedicated and skilled people and offering employees an attractive, global work environment. ? Act responsibly: Sustainability, lowering environmental impact and business ethics are at the core of their market offering and their own operations. “In December 1998, ABB Automation Inc. achieved ISO 14001 certification at its Columbus, Ohio plant.”
PROCESS: IMPLEMENTATION TEAM: During 1997, there was considerable discussion at ABB concerning potential benefits and drawbacks of seeking ISO 14001 certification. The final decision to move ahead was made in early January 1998. By that time the team had the full support and commitment of local management. When selecting implementation team members and defining their roles, they made an effort to include all areas of their business that could have a significant environmental impact. No additional staff was hired and all team members were expected to accomplish their regular job duties, in addition to participating in the implementation of the environmental management systems (EMS). Members of the team included: Vice president of manufacturing (top management representative), 36
?
? ? ? ? ?
Manufacturing operations analyst (site champion), Manager of environment, health and safety (subject matter expert), Facility manager, Engineering representative, and Supply management representative
ENVIRONMENTAL POLICY: ‘A commitment to continual improvement and compliance with environmental regulations’ By late February, local management had approved an ‘environmental policy’. The policy was signed by all members of top management and posted prominently in the facility’s main lobby.
TRAINING: The next step was the formal training of the team. They selected an outside consultant with experience in implementing an EMS and achieving ISO 14001 certification. The team attended an intensive three-day training session that proved essential to the success of the project. Subjects of the session included: Core elements of ISO 14001 EMS standard; EMS development, assessment and implementation techniques and methodology; ? Useful tools for developing an EMS within each participant’s area of responsibility. All personnel whose work may have a significant environmental impact were given appropriate training. This training was documented and kept current. Holding training sessions by department was particularly effective in promoting 37
? ?
overall awareness. Qualified instructors reviewed the Environmental Policy and relevant significant aspects. At the end of each training session, selected employees were asked to state the main points in the policy or to discuss the environmental impact of the processes they control. This awareness training paid off during the certification audit. The same outside consultant was brought back in June 1998 for a two-day training session for EMS internal auditors.
ASPECT IDENTIFICATION: Once the environmental policy was approved, the team conducted a comprehensive review of the facility and its processes to identify ‘environmental aspects.’ An aspect is any element of a company’s operations, products or services that might interact with the environment. Examples include air emissions, waste production, energy and materials use. The team ultimately developed a list of environmental aspects for the site, as well as for suppliers and products. Since the standard requires a systematic approach to assessment, even trivial aspects were considered. At ABB, they utilized a significance assessment model that rated each aspect on a scale of 1 to 3 in the following criteria: Environmental legislation and regulations, Public opinion, Economic impact (material, waste, scrap), Severity of environmental impact, and Potential for a significant environmental occurrence
? ? ? ? ?
For example, in the model, under the ‘potential’ criteria, an aspect with a ‘medium or high Risk’ rated a 3, ‘low risk of significant impact’ rated a 2 and ‘process cannot cause significant impact’ rated a 1. As a result, aspects were scored 38
between five and fifteen points. Those scoring nine or higher were considered to be significant.
OBJECTIVES: After identifying significant aspects, the team established objectives and targets. Programs were then designed to provide the means to deliver targets and objectives on a timely basis. DOCUMENTATION: Each EMS requirement spelled out in the ISO 14001 standard was supported by appropriate procedures. At ABB, these were written concurrently with aspect identification and rating review and with the development of objectives, targets and programs. These documents were stored electronically, since all employees at the ABB Columbus facility have access to personal computers. When procedures are printed, a notice appears at the bottom of each page, which warns the reader, ‘This document valid for 24 hours only,’ along with the time and date. AUDITS: 1. Management reviews (internal): Management reviews were conducted to examine how well the EMS has worked, how well objectives have been met, and what changes are needed. Reviews were conducted to assure: Meetings were held as scheduled; Full range of issues was discussed;
? ?
39
?
Key members of top management, as well as EMS team members, were present.
2.
External auditors: In contrast to the broad review by local management, reviews by external auditors are detail oriented - with emphasis on assuring the EMS is being used properly. Auditors first review documentation. They then review environmental aspects for completeness and relevance. Finally, there are certification audits where, auditors can recommend one of the following: ‘approval’, ‘approval pending’ or ‘approval open (follow up audit required)’. In ABB,’s case, several non conformances were identified and ‘approval pending’ was recommended. Upon providing appropriate documentation of corrective actions to the auditor, ABB was certified to ISO 14001 in December 1998. BENEFITS: Since certification they have realized numerous benefits, including: It helped to look closely at its management practices and identify areas of improvement. ? Meeting environmental objectives helped them to reduce energy costs as well as the costs of handling and disposing of hazardous waste. ? Certification has raised the level of environmental awareness and has allowed them to communicate the achievement to present and prospective customers. ? Implementing an EMS helped them to adopt environmentally beneficial procedures. ? Implementing an EMS has helped to raise employee morale by showing the company’s commitment to protecting the environment. 40
?
?
Although the process took significant effort and time, the results and benefits far outweighed the effort.
CITY POLICE of PHOENIX
ISO 9001:2000 Quality Management System (QMS)
The Phoenix Police Department’s Records and Identification (R&I) Bureau has developed and implemented (QMS) to measurement, a quality with analysis, management the and review system of the assist documentation,
processes utilized by staff members in providing products and services to customers. To develop its system, the R&I Bureau utilized the ISO 9001:2000 international business quality standard, recognized worldwide for promoting operational excellence. In July 2003, the R&I Bureau validated the effectiveness of its system through a third-party registrar accredited by the American National Standards InstituteRegistrar Accreditation Board (ANSI-RAB) and ultimately became the first law enforcement unit in the United States to obtain the ISO 9001:2000 certification. To ensure continued compliance to the standard, the R&I Bureau currently employs a regular six-month review of its system.
41
GOALS & OBJECTIVES: The goal of the R&I Bureau is to continually meet its customers’ needs and provide accurate, complete, and timely products and services through its system of interrelated processes and the application of sound quality management principles. Through a graphics-based process mapping methodology, introduced in August 2002, the members of the bureau work units have been able to identify and document the 35 processes that comprised its quality management system. The clear depiction of tasks, decisions, responsible parties, links to other processes, opportunities for improvement, and information sources and destinations enable the bureau to manage the system and demonstrate its responsiveness to the quality needs and expectations of its internal and external customers. The bureau is applying fact and knowledge-based decision making to operational processes for the purpose of improving its services and performance by: o encouraging employees at all levels to challenge the status quo and to frequently suggest improvement opportunities; o meeting with and surveying its internal and external customers to determine their level of satisfaction and need for products and services; and o analyzing meaningful process metric data. The objective of this reengineering effort is to enhance the overall performance of the bureau through the introduction of internationally recognized business excellence principles, while maintaining its compliance with CALEA Law Enforcement Accreditation Standards.
42
PROGRAM DESCRIPTION: The 195-person bureau is organized into 10 interrelated work units that are dedicated to timely entry, maintenance, and dissemination of information for use by the criminal justice community and the general public, including: traffic records, forensic imaging, criminal history records and fingerprint identification, police automated computerized entry, centralized automated records support, business process planning and quality assurance, training, and administrative support. The new system adheres to the eight Quality Management Principles identified in the ISO 9001:2000 standard that leads to improved performance. The R&I Bureau’s application of those principles in the development of its quality management system is described as follows: 1. Customer Focus: To provide bureau products and services to its customers at their expected level of quality, clear lines of communication are established and maintained to assist in determining customer need. Through in-person communication; fax; teletype; email; inter-office mail; external mail services; customer surveys; and transaction feedback, the bureau, together with its customers, determines and provides products and services that satisfy customer expectations. Customers include: police officers; criminal justice agencies; detectives; prosecuting attorneys; crime analysts; defense attorneys; crime laboratory personnel; personal injury attorneys; other city agencies; insurance companies; citizens; trucking companies; and law enforcement agencies. 2. Leadership: The leadership team, together with bureau staff members, has established and clearly promotes and communicates the purpose of the bureau through its Quality Policy, which reads:
43
The Records and Identification Bureau of the Phoenix Police Department is dedicated to meeting customer expectations through its focus on quality and an organizational philosophy characterized by continual improvement in the relentless pursuit of excellence. This dedication is manifested through the bureau’s efforts to interactively communicate with its customers to determine product and/or service requirements and satisfying those requirements by:
•
Demonstrating a commitment to timeliness, completeness, and accuracy of information entered, maintained, and disseminated. Advocating flexibility through its responsiveness to changing customer needs. Developing an organizational culture characterized by its commitment to quality and continual improvement. Promoting a knowledge-based environment through training and
•
•
•
communication.
•
Maintaining a high level of understanding of the interrelationship of
the processes that form the Bureau Enterprise System. 3. Involvement of People: Throughout every step of the QMS development process, the bureau leadership team recognized and engaged employee expertise to develop, document, and, in many cases, immediately improve the work processes associated with the bureau’s business system. 4. Process Approach: Each work process within the organization is documented in a detailed process map. The process map is the responsibility of the process owner designated on that map. Process owners coordinate the capturing and reflecting of best business practices in each map and the changing of maps when opportunities for improvement are identified. Process users are trained on the current versions of maps that describe their work area and have
44
agreed to follow the defined best practice, or to cause the process to be changed when they identify an improvement opportunity. 5. System Approach to Management: The R&I Bureau’s QMS has elevated staff awareness that the various work processes employed throughout the bureau have solid links to other processes inside and outside the bureau’s work environment. When improvements to processes are suggested, the process maps clearly identify those internal/external processes that may be affected, and consultation among process owners and users is required before improvements are implemented. 6. Continual Improvement: As one of the critical elements of the R&I Bureau’s Quality Policy, continual improvement is the responsibility of all members of the bureau. This commitment requires leadership to encourage process users to critically evaluate work processes on a continual basis in an effort to identify improvement opportunities. Moreover, R&I Bureau customers are also encouraged to utilize established communication channels to initiate improvement actions. 7. Factual Approach to Decision Making: The Management Review Team (MRT) meets regularly to review planning, objectives, and the suitability and effectiveness of the bureau’s QMS. The agenda includes the following topics: o follow up of action items from the previous reviews; o performance metrics – actual versus planned; o critical improvement opportunities; o changes that could affect the bureau’s QMS; o determination of required resources; and o detailed action list with responsibilities assigned.
45
Business planning includes any planned activities that affect the quality of products and services delivered to R&I Bureau customers. The effectiveness of the business system is evaluated against specific criteria, including internal assessments, employee training, customer satisfaction, information supplier performance, and the issuance and aging of corrective and preventive action. 8. Mutually Beneficial Supplier Relationships: The R&I Bureau and the suppliers of the information entered, maintained, and disseminated through bureau processes are interdependent, and a clear understanding of the quality needs of each enhances the ability of both to add value to the products and services provided by the Phoenix Police Department.
Evaluation/Measurements The R&I Bureau’s implementation of a Quality Management System in compliance with the ISO 9001:2000 standard and the process-mapping methodology used has led to several operational improvements: o Heightened awareness of customer needs and expectations. o Enhanced process understanding. o Enhanced understanding of process interrelationships. o Development of a proactive culture. o Utilization of meaningful metrics. o High level of employee involvement. o Transition to a more visible internal service provider. o Recognized solution finder. o Improved problem-solving capability.
SUCCESS / SUMMARY: 46
The R&I Bureau’s successful implementation of a quality management system in compliance with the ISO 9001:2000 international business standard has been recognized by the Phoenix Police Department management as an effective business system. Measurements and improvements are being monitored to determine long-term effects on the R&I Bureau’s performance. This innovative system is currently being utilized to improve the department’s investigative system, which involves the R&I Bureau, Laboratory Services Bureau, Property Management Bureau, and the Investigative Division. The objective of the project is to ultimately develop best practices associated with the interrelated processes of the investigative system. Furthermore, the department is currently in the planning stages to incrementally adopt the quality management principles throughout the organization. In summary, the staff of the R&I Bureau recognized the importance of its work, determined the need for consistency in providing products and services at the expected level of quality; researched organizational models that, if successfully implemented, would enable the R&I Bureau to regularly excel; determined that process mapping and ISO 9001:2000 were the tools needed to ensure success and continually improve; and marketed its success to a level wherein expanded use of these tools was the next logical step toward incrementally enhancing the Phoenix Police Department’s ability to provide safety and security to each member of the community.
CONCLUSION: This was a general perspective on the quality and principles underlying the ISO standards and their implementation in various industries. It gives us an overall view of the principles and shows how, collectively, ISO standards can form a basis for improvement and organizational excellence. 47
Increased standardization activity reflects, among other factors, demand by consumers for safer and higher quality products, technological innovations, the expansion of global commerce and the increased concern paid by many governments and nongovernmental organizations to social issues and the environment. Standards have played an important role in fulfilling these needs. There are many different ways of applying these quality management principles. The nature of the organization and the specific challenges will determine how to implement them. Many organizations have found it beneficial to set up quality management systems based on the principles of ISO.
48
doc_674370360.doc
The documentation explaining the certification body, governing council, process, audits, training etcThis doc on Operations management covers topics like ISO certification of brands like K.J.Somaiya Institute of Management Studies and Research , Rapid Enterprises Pvt. Ltd. , Orchid International, ABB Automation, City Police of Phoenix.
INTERNATIONAL STANDARDISATION of ORGANISATION (ISO)
1
INTRODUCTION to ISO ISO (International Organization for Standardization) is a global network that identifies what International Standards are required by business, government and society, develops them in partnership with the sectors that will put them to use, adopts them by transparent procedures based on national input and delivers them to be implemented worldwide. ISO standards make a positive contribution to the world we live in. They ensure vital features such as quality, ecology, safety, economy, reliability, compatibility, interoperability, efficiency and effectiveness. They facilitate trade, spread knowledge, and share technological advances and good management practices. ISO – a non-governmental organization – is a federation of the national standards bodies of 157 countries, one per country, from all regions of the world, including developed, developing and transitional economies. ISO has a current portfolio of over 17 000 standards that provide practical solutions and achieve benefits for almost every sector of business, industry and technology. They make up a complete offering for all three dimensions of sustainable development – Economic, Environmental and Societal. For our project and presentation on ISO Quality Systems, the following organizations are covered: 1. K.J.Somaiya Institute of Management Studies and Research (Primary Data) 2. Rapid Enterprises Pvt. Ltd. (Primary Data) 3. Orchid International 4. ABB Automation 5. City Police of Phoenix
2
K.J. Somaiya Institute of Management Studies and Research SIMSR
INTRODUCTION: Somaiya Vidyavihar was founded in 1959 by late Shri Padmabhushan Shri Karmashibhai Jethabhai Somaiya with a vision to serve the educational needs of the society at an affordable cost. K.J.Somaiya Institute Of Management Studies and Research (SIMSR) was established in 1981 as a part of the Somaiya Vidyavihar educational campus to meet the ever growing need of managers for the Indian industry.
VISION: To be amongst the top 50 management schools in Asia by the year 2015. MISSION: ? To impart state-of-the-art education and skills in management to students and working professional. ? To conduct research and consultancy in the field of management for the benefit of society, industry and students. ? To cultivate and practice Integrity and Principles of good governance in all activities.
QUALITY OBJECTIVES: To be amongst the top 15 B-Schools in India by the year 2010.
?
3
?
To emerge as a major ‘Research Centre’ and publish at least 20 research papers in the select field of management every year.
?
To review and develop and offer two new programmes to meet the needs of emerging sectors by the year 2010.
?
To
undertake
consultancy
assignment,
MDPs
and
‘Seminars/Workshops/Conferences’ on the contemporary management issues/topics for the benefit of students/working professionals/society at least 10 in number every year. ? To enter into collaborations with five ‘Business Institutes’ of international repute by year 2010.
QUALITY POLICY: To offer value addition to students and executives by imparting contemporary management knowledge and practices. ? To conduct research and consultancy to further management knowledge and skills. ? Appointing competent faculty and staff and providing them a suitable environment for self development. ? To endeavor to select best students for various programs through transparent process. ? To provide suitable academic and physical infrastructure to stimulate learning. “SIMSR achieved ISO 9001 certification in the year 1999”. Why ISO was implemented?
?
4
Earlier, the process and procedures followed at SIMSR were adhoc in nature and there was no proper structuring. The objective was to move to a process-oriented approach to meet the desired quality. Few other reasons for implementation of ISO: ? One of the most important motives behind implementation was documentation. The documentation streamlines the working of institutions. Also, quality problems can be identified, corrected and prevented in a systematic manner. Documentation helps the faculty, students and staff to define clear roles and responsibilities. It improves understanding among faculty and staff and can be used to train newly hired staff. ? Also, other reason is to get accreditation from National Board of accreditation. So institution considered ISO 9001 as an initiative to get this esteemed status. ? To gain competitive advantage (market advantage) over the other institutions ? To improve operational efficiency, meet the needs of market and engage in long lasting quality improvement efforts by identifying, correcting and preventing error ? To provide confidence to the professionals, students and their parents, employees and various other stakeholders ? Heightened quality requirements due to tough competition (globalisation of market) and mushrooming of educational institutes
CERTIFICATION BODY: SIMSR received accreditation by the National Board of Accreditation (NBA) for its PGDBA & MMS Programmes. The Institute also has ISO 9001:2000 certification from BVQI. BVQI is a wholly owned subsidiary of Bureau Veritas, a France-based multinational organization. BVQI has been offering third-party 5
certification services of quality management systems, from the year 1988. BVQI is accredited to assess organizations to ISO 9000 across 22 countries, including the U.K., U.S., Germany, France, Holland, Japan, Brazil, India and Australia.
ROLE OF GOVERNING COUNCIL The ‘Governing Council’ is responsible for ensuring certain criteria’s and standards to be met by the institute in order to achieve ISO 9001 Certification. Steps taken by Governing Council for ensuring establishment, implementation and maintenance of ISO 9001 Quality Management System: ? The ‘Governing Council’ nominates its Management Representative (MR) who ensures that the ISO 9001 Quality Management System is established , implemented and maintained. ? The Governing Council creates a suitable organization structure with well defined roles, authorities and responsibilities based on certain factors in order to achieve the organization’s goals and objectives. ? The ‘Governing Council’ provides adequate resources like finance, infrastructural facilities. ? The ‘Governing Council’ ensures that high quality and adequate resources for teaching as well as non-teaching staff are recruited in time. ? The ‘Governing Council’ ensures that suitable training is imparted to internal auditors for ISO 9001 as well as for other verification purpose. ? The ‘Governing Council’ ensures that all statutory and mandatory requirements are met in a timely manner.
6
?
The ‘Governing Council’ ensures that all directions received from governing authorities are implemented and returns rendered as required.
?
The ‘Governing Council’ ensures that organization moves in direction of its vision and achieves its objectives in specified time frame.
PROCESS: In order to meet quality standards the institute moved from Adhocism of processes to streamlining of process definition. Following processes were implemented: Recruitment Process: ? Objective: To ensure that suitable faculty staff is available in a timely manner. ? Scope: Applicable for recruitment of all staff for SIMSR so as to include teaching (full/ part-time) faculty and non-teaching staff. ? Inputs: 1. Identified need for recruitment of staff. 2. AICTE norms of qualification and pay. ? Procedure:
7
1. ‘Head Of Department’ will evaluate need of recruitment of staff in a proactive manner and will obtain the approval of DG. 2. If needed, suitable advertisements will be put up in the
newspaper to attract good resources. 3. Faculty staff shall be recruited based on qualification criteria’s prescribed by AICTE , UGC and Mumbai University for various cadres. Recruitment shall be based on merit. 4. First level screening shall be done by HOD and selected candidates are to be recommended for the next level interview. 5. Next level of interview shall be conducted by a selection committee comprising the DG , Director and concerned HOD. 6. In case of recruitment of key staff (HOD) , the DG will obtain the approval of the ‘Governing Council’ in respect of recommended candidate at second level. 7. Every appointment shall be subject to the condition that he/she certified as in sound mental/physical health by a medical authority as specified by the institute. 8. The pay shall be fixed by the appointing authority in accordance with the scale of pay prescribed by AICTE. 9. The seniority of an employee in any grade shall be determined by the date of his/her appointment on probation. The appointing authority shall, at the time of appointing two or more persons simultaneously to a grade, fix the seniority for them with reference to the rank fixed by the ‘Selection
8
Committee’ at the time of appointment, irrespective of date of joining. 10. HOD shall be responsible for smooth induction of the staff. In case of recruitment of HOD the Director will be responsible for smooth induction. ? Outputs Appointment Letter
Design and Updation of curriculum:
? Objective: The objective of this procedure is to keep the programmers contents current with changing needs of industry and progress in that field of subject. ? Scope: The procedure is applicable for all autonomous programs at SIMSR. ? Inputs: 1. Feedback from the Industry. 2. Feedback from Faculty. 3. Feedback from Students. 4. Feedback from Academic Council.
9
? Procedure: 1. The autonomous course include PGDBA,MDPs and Diploma Programs. 2. Responsibility of keeping the course curriculum will test with the HOD. 3. HOD will take into consideration the feedback from the concerned faculty members , industry and students and will arrive at proposed changes in curriculum. 4. Such revised curriculum shall be put up to ‘Academic Council’ for their suggestions and approval. 5. On approval of Academy Council, revised course
curriculumshall be implemented. ? Outputs: 1. Revised PGDBA course content & subject wise detailed syllabus. 2. Revised MCA course content & subject wise detailed syllabus.
a. b. c. d. e. f.
Regulatory Process Examination Process Placement Process Procurement Process Outsourcing Process Feedback Handling Process
10
g.
Admission Process
o AUDITS & TRAINING:
Procedure: 1. Management representative (MR) shall ensure that sufficient trained ‘Internal Audits’ are available in the organization. For that he shall arrange for the training on need basis. 2. M.R. shall draw an ‘Audit Schedule’ for ‘Internal Audits’. The audit frequency is normally once in three months. But depending upon the status, important of process and results of the previous audit, M.R. can take a decision on the schedule. The audit scope is to be defined in Audit Schedule. 3. He is to keep in view the availability of concerned auditors during the period while planning the audits. ‘Internal Audit Schedule’ foe next quarter is to be circulated to all concerned auditors and departments by the end of current quarter. 4. Both auditee and auditors shall agree on the non-conformance and both shall sign in Internal Audit Report. Separate report shall be prepared for each non-conformance.
11
5. Concerned HOD shall propose, Conformance’ in consultation with M.R., corrective and preventive actions required for closure of ‘Non In Conformance’. M.R. shall verify that specified action has been taken and will close the NCR’s upon verification. These actions are to be completed in a time bound manner. 6. The result of ‘Internal Audit’ & status of ‘NCRs’ shall be discussed & reviewed in the Management Review Meeting. Summary of ‘Audit Findings’ and Non-Conformity Reports shall be maintained and monitored for closure.
•
Flow process chart Graduate Student
Application Form
CAT/CET/IIFT as Qualifying Test Part Academic Read work Experience
12
Qualified Entrance Test with Requisite Percentage
NO GD/PI/Wriitten Communication Test
Qualified 2nd Phase YES
Admission to various courses
Induction Programme
Commencement of classes
13
Design and Development/Change of curriculum Case Studies Projects
Main Course Project Work
In Plant Training
Assignments Lectures
Library
Computer Lab
Examination Procedure
On Successful completion of term evaluation and Assesment
Student Feedback
YES 14
Award of degree diploma
Industry Feedback Placement
•
Challenges faced by the institute 1. Resistance from employees 2. Lack of funds 3. Scarcity of time and commitment
•
Benefits To Institute 1. Improvement in maintenance of records 2. Clarification of roles and responsibilities 3. Easy accessibility and traceability of documents 4. Helps to define objectives and goals 5. Improvement of working efficiency of institute
15
•
Benefits To Faculty 1. Availability of improved infrastructure. 2. Improved training and development 3. Improvement through feedback from students 4. Motivation and encouragement 5. Improved Lecture Planning and Delivery
•
Benefits To Students 1. Improvement in facilities 2. Suggestion Schemes 3. More Industry Interaction
16
RAPID ENTERPRISES Pvt. Ltd.
INTRODUCTION & SCOPE: RAPID ENTERPRISES PVT LTD located at D-6, OIDC, Udyog Nagar Industrial Estate, Daman – 396210, is engaged in the manufacture of MODULAR SWITCHES and ACCESSORIES. The scope of certification for ISO-9001 –2000, is manufacturing and marketing of modular switches and accessories as per BIS standards & specifications. Rapid Enterprises has major customers in building and construction industry, commercial and residential complexes, shops, factories and bungalows etc. Rapid Enterprises manufactures as per ISI-Specification. Rapid Enterprises has strength of about 35 persons comprising of Marketing, Engineering, Production, Quality Control Laboratory, Stores disciplines. Rapid Enterprises also engages daily wage workers on contract basis.
17
QUALITY POLICY: • • • We, at rapid enterprises Pvt. Ltd. are committed to meet customer requirements and ISO specifications to achieve customer satisfaction. We try for continual improvement by following the PDCA cycle (Plan, Do, Check, Act) and by following quality management principles. We shall try to maintain our position as one of the leaders in electrical switches and accessories manufacturers.
QUALITY OBJECTIVES: • • • • To plan and produce all products as per ISO Specifications. To develop required competencies among our employees and to develop team spirit. To exceed norms related to Health, Safety and Environment. To reduce internal rejections by 10% every year from the existing figure of about 2%
ISO CERTIFICATION: The Quality Management System of RAPID ENTERPRISES PVT LTD has been assessed by International Certification Services (Asia) Pvt Ltd and registered as complying with the requirements of the International Quality Standards – ISO 9001 : 2000 – The Quality Management System applicable to Manufacture and marketing of modular switches and accessories as per BIS standards & specifications. The certification is in effect since 11th December 2002 (subject to reassessment every 3 years).
18
PURPOSE & DESCRIPTION of QMS: Rapid Enterprises Pvt Ltd has documented the QMS in the form of Quality Manual - QMS-01, which is as per the requirements of ISO-9001-2000. The documentation for QMS comprises of four levels: • • • • The Level 1-Quality System Manual Level 2-Procedures Level 3-Work Instructions, Inspection Instructions and Standards. Level 4-Records QMS-01 describes the policy, objectives. It describes the
organizational structure, responsibility and authority. The QMS-01 also describes the procedures. The quality records are also identified. To meet the quality requirements following activities are taken up: 1. Adequate supervisory controls have been identified and shall be identified continually, in the management review, and shall be implemented. 2. Resources have been identified and additional resource requirement shall be reviewed and approved in management review. 3. Documentation and related processes shall be harmonised and improved after review. 4. Quarterly plans are prepared and records are maintained. 5. Internal audits are carried out periodically depending on the criticality and records are kept. 6. Executives and staff are given adequate training. 7. The integrity of the QMS is maintained by following the procedures for control of documents and control of records.
19
PROCESS APPROACH QUALITY MANAGEMENT SYSTEM
4 – QUALITY MAGANAGEMENT STSTEM
5 – MANAGEMENT RESPONSIBILTY
6- RESOURCE MANAGEMENT
7- PRODUCT REALISATION
8- MEASUREMET, ANALYSIS & IMPROVEMENT
20
CONTINUAL IMPROVEMENT OF Q M S
C U S T O M E R Requireme nts
Management Responsibility -QMS -Policy -Obtectives
C U S T O M E R Satisfaction
Resource Management -Human resources -Infrastructure -Environment
Measurement,Analysis & Improvement -Audit results -N.C.product control data -Customer complaints and feed back
Input
Product Realization -Raw material Insp. -Process control
-Purchase control data
Product
21
Responsibility and Authority - Organization Chart
MANAGING DIRECTOR
DIRECTOR MARKETING
CHIEF MANAGER
MR
GENERAL ACCOUNTS
PRODUCT ION
LAB. Q.C.
STORE & PURCHASE
HRD GEN. ADM.
FITTING Q.C.
Management Responsibility and Internal Communication: Rapid Enterprises has established a system of internal communication such as: • • • Display of relevant information at key locations Formal training to employees/executives on relevant issues Meetings with employees by HODs, Chief Manager and MD.
22
•
Communication through write ups, circulars, notice board displays etc.
Rapid Enterprises is well equipped with telephones, fax, e-mail for fast communication with employees and also with customers.
Management Review: At Rapid Enterprises, Management Review is conducted once in three months. The agenda for Management Review is: • • • • • • • • • Review of previous Management Review meeting and action points emerging out of the same Review of audits and suggested Corrective Action and Preventive Action Process performance and review of product non-conformities and concessions Quality improvement plans including changes that could affect QMS Training and motivation of employees Status of house keeping Recommendations for improvement Customer complaints and suggestions Any other quality related issue
The Management Review Meeting minutes are prepared for record. The minutes clearly bring out: • • • • Improvements of the effectiveness of the QMS and Processes Improvements of product related to customer requirements Resources required and decision thereof All actions will clearly indicate responsibility and time schedule.
23
The MD chairs the Management Review Meeting which is attended by all HODs, Chief Manager and other concerned employees. The MR organises, conducts and co-ordinates the meeting and keeps records of the meeting. The agenda of meeting is intimated to all concerned in advance.
Process Chart of Production
Production Order
Production Plan
Raw material selection Machinery selection Mould selection
Pre drying of material
Selection of parameters (change of parameters is controlled by pass word and can be changed by Prod. Manager
Inspection of moulding pieces (process validation) If o.k. Production
Corrective action decided
24
1. Production Programme of 7 to 15 days is prepared 2. Records of process validation are kept. The Rapid Enterprises has planned and implemented the monitoring, measurement, analysis and improvement process needed to • • • demonstrate conformity to the product ensure conformity of the Quality Management System Continually improve effectiveness of the Quality Management System.
Applicable methods and statistical techniques to be used, have been identified and are elaborated in respective sections. Measurement, Analysis and Improvement: At Rapid Enterprises, the data in the following areas is analyzed: • • • • • Customer satisfaction, perception and feedback Suppliers of products and services Internal rejections, rework etc. Internal Audit-Corrective action and Preventive Action House keeping standard-audit results.
MR prepare charts/ graphs for above data and generate trends. The data is presented in Management Review Meetings. Records shall be kept of charts and decisions taken in MRM. BENEFITS of ISO CERTIFICATION: There have been marked improvements in the processes and production both quantitative and qualitative since 2002. The certification procedure has also created increased awareness amongst the employees and instilled accountability. There are constant efforts towards ensuring compliance and conformation with the ISO specifications. 25
ORCHID INTERNATIONAL
Introduction to ISO 14001:1996: An EMS meeting the requirements of ISO 14001:1996 is a management tool enabling an organization of any size or type to:
? identify
and control the environmental impact of its activities, products its environmental performance continually, and to a systematic approach to setting environmental objectives
or services, and to
? improve ? Implement
and targets, to achieving these and to demonstrating that they have been achieved.
INTRODUCTION: Launched in 1997, The Orchid, Asia’s First Ecotel Hotel, a leading landmark in the city of Mumbai, has gained international importance due to its pioneering efforts in the eco-friendly sphere. The Mission Statement of The Orchid sums up its core values in accepting responsibility for living in close harmony with nature and community. In continuation to this Orchid has reinforced its commitment to eco-friendly practices by achieving the ISO-14001 Environment Management Systems certification in just twelve months of commencing the process.
26
It started with the formation of the core team headed by the Management Representative (MR). The initiative was executed by involving the team – HODs, department representatives and internal auditors. The MR being a team player streamlined the entire initiative, and was able to not only foster team spirit and use the principles of the Orchid culture, but he was able to tactfully handle the Orchid team members and channelise their energies in the right direction to achieve the goal. It is not really an easy task for Orchid to strike a balance between environmental improvement and five star deluxe hotel service. But Orchid’s genuine desire to reduce adverse environmental impacts without sacrificing five star service can be seen by taking a glance at its everyday operation, even the slightest aspects.
The orchid has been awarded 'ISO 14001:1996' Environmental Award on 15th June 2001 from Bureau Veritas Quality International. BVQI certified that the Management System of The Orchid has been assessed and found to be in accordance with the requirements of the environmental standards and operational scope
VISION: We shall do whatever it takes to deliver the finest, we shall set new industry benchmarks, and as a result, we shall make life inspirational for everyone associated with us."
MISSION: The orchid, Asia’s first 5 star ecotel hotel is committed to enhancing the guest, experiencing while setting a new standard of environmental responsibility, by conserving natural resources, educating, enlightening and motivating our staff, and cultivating community relationships.
27
OBJECTIVE: Orchid Mumbai, Asia’s First Five Star Hotel to be certified as an ECOTEL HOTEL commits towards continually improve Environment Management in the Hospitality Industry so as to remain leaders by: ?? Optimizing the usage of resources such as energy, water and paper. ? ?Striving to go beyond the applicable Environmental Laws and Ecotel requirements. ? Continue pollution prevention practices. ? ? ?Implementing Environmental Awareness in suppliers, team members, guests and the local community.
DESIGN : Depressions and protrusions in the facade plays an important role in reducing the surface passive solar gains.
?
?
The building is designed with 72 rooms facing the atrium. These rooms are not directly exposed to the external elements thus reducing the heat load. Daylighting in the atrium has been achieved by skylight as an architectural element, detailed in a manner of doubly layered domes to reduce heat load and noise levels yet admitting maximum natural light in the atrium space. The swimming pool is located on the rooftop with 4 feet of water depth, which acts as an insulator from the heat. KoolDeck is applied around the swimming pool deck to reduce the glare and the surface temperature so that one can walk barefooted around the pool. The triple glazed windows are hermetically sealed double glazed unit with an added reflective glass pane. These tripled glazed windows block the heat of the sun from entering the room and helps in conserving the air-conditioning energy. An added advantage is that prevents fabric and furniture colours from fading as the triple glazed unit prevents the infra red light from the sun to
?
?
?
28
enter the room. These windows also help in effectively cutting out the noise pollution from India's busiest airport. MATERIALS The cement, PPC (Portland Pozzalana Cement) contains 15-20% fly ash, as compared to OPC (Ordinary Portland Cement).
?
?
Internal partitions are made from QED (Quite Easily Done) wall panels, which are made from fertilizer waste, instead of the red bricks, which are made from the topsoil of the earth. That's not all, these wall panels are reusable and save time from less curing, plastering and recurring. Another environment friendly alternative used is AAC (Autoclaved Aerated Concrete) as a material for the external wall structure. AAC is manufactured using approximately 60% fly ash. It is the brick substitute building material having excellent thermal insulation properties and better sound absorption coefficient than ordinary bricks. Despite its natural timber look the window frames, master control panel in the guestrooms and shutters are made from rubber wood. After producing rubber sap and the tree is cut down and cannot be used for any constructive purpose, as the wood acquired from the rubber tree is soft. The rubber wood then derived is processed and the upgraded wood, which has been vacuum, impregnated using unleachable type of timber preservative chemicals is kiln seasoned to ensure dimensional stability. The interior works are made from MDF (Medium Density Fibre), which is manufactured using cotton stalks. The cotton tree, which grows to a height of 5-6 feet, is cut down after yield and the tree is usually rendered useless. With the help of advanced technology, the waste stalks of the cotton tree go through a manufacturing process which includes chipping, sieving, washing and cooking of the fibre chips. After this lengthy procedure MDF is produced having all the features of natural wood.
?
?
?
29
?
At the specialty restaurant called the "Vindhyas" the entire interiors i.e. the woodwork has been made from wood recycled from old buildings. The exterior of the hotel is finished with a water based paint with negligible VOC (Volatile Organic Compound) content of only 0.0125% and the paint used for interiors has 0% VOC. The hangers used in guestroom are made from sawdust. Herbal products are manufactured under an Ayurvedic license. These products are not tested on animals and do not contain any animal fat. Reusable cloth laundry bags used instead of the standard paper or plastic bags, in which the guests could send the clothes for laundering and the same will be delivered in reusable cane baskets wrapped in muslin cloth. A laundry button is incorporated in the master control panel, eliminating the use of laundry pick up tent cards. Newspapers are delivered, on request, in reusable cane baskets/cloth bags instead of the usual paper or plastic bags. "Eco Harvest" a basket containing an herbal pillow which induces sleep, a bunch of neem twigs, two aromatic oils & 5 age old herbs. The Orchid uses eco-friendly pens and pencils. The eco-pens are made using recycled cardboard, reprocessed plastic and scrap wood. The cardboard, which is used as the barrel, is free from chlorine. The plastic at the head and base is made from reprocessed ABS (a thermoplastic material that can be recycled and/or remolded). Scrap wood is obtained from discarded cases used for packing purposes. The eco pencils are not made of wood but of a non-toxic polymer with the use of natural fillers. Woodsaver pencils are made using a shaft, which is made of biodegradable materials such as talc, gypsum and clay. The stationery, guest services and minibar folders are all made from jute.
?
? ?
?
?
?
?
?
?
WATER
30
?
All taps contain special aerators, which increase the water's force and reduce outflow, saving water. Using these aerators saves up to 50% of water. In addition in the Ecoteria taps operate on timers. The Geberit Concealed Cistern which uses only 6 litres of water per flush as against 15-20 litres used in conventional flushes, while the Geberit Urinal Flush Valve's infra red detector ensures a definite flush after every use preventing the unwanted flushing of timer set systems. Aquazone employs ozone which destroys all micro organisms including bacteria, virus, spores, mould, fungi etc. The resultant water is absolutely safe, pure, fresh and healthy. The water is free from chlorine. When drinking water is treated with chlorine (chlorine is a highly carcinogenic chemical), the residual chlorine in water is also consumed along with the water. On the other hand ozone, having half the life of only about 20 minutes, unreacted ozone reduces to oxygen, leaving no trace of toxicity in water. This makes it the most environment friendly treatment known today. Wastewater is recycled with the latest technology, treated and then reused in areas like air conditioning & gardening.
?
?
?
ENERGY Energy efficient PL lamps are used which provide as much light as ordinary bulbs, yet consume substantially less energy. What's more since guestroom lights come on only when the key card is inserted so there's no chance that lights or the air conditioner remain on once guests leave the room.
?
?
Ozone depletion levels have been reduced to 99.55% using the more ecofriendly alternative R22 instead of CFC refrigerants. The mono screw chillers which have the least number of moving parts operate on a stepless efficiency range of 10% to 100%. Electronic reduced voltage soft starter energy savers employed in the A/C compressor. During the start, the motor acceleration is controlled by gradually increasing the motor current to a reference current ramp limit. In the energy
?
31
saving mode the applied voltage is adjusted by sensing that the motor current is minimum.
?
Attached to the air-conditioning system is the STL tank to store cold energy during off-peak hours. This stored energy is then used during the peak hours /periods reducing compressor overloading and cutting power consumption. The heat generated from the air conditioners provides hot water to the guestrooms, laundry, toilets and kitchen. Within the room the guest can participate in the energy conservation by pressing the ECO BUTTON on the master control panel placed alongside the bed. When the guest presses this button the air-conditioned temperature increases by 2 degrees making the room a little warmer. More than 30% of the guests participate daily in this Energy Saving Program. The mini bars used in the guestrooms save upto 40% energy, as it is equipped with "fuzzy logic" which senses the load inside the refrigerator and cools it accordingly. Also an added advantage is that these mini bars are CFC free. Steps have been taken to reduce air pollution by installing what is known as Air Scrubbers in the boiler outlet connected with the chimney. The boiler produces a high amount of carbon dioxide fumes which pass through the scrubber and is emitted through the chimney (the fumes emitted are clear white fumes instead of the dark/black fumes usually seen). This is because when the fumes pass through the scrubber water is sprayed and the carbon dioxide dissolves and settles down in the shower traps and clear fumes are emitted in the air. The consumption of water is 300-600 litres per hour for 1000-meter cube of gas, reducing the fume gas temperature from 250 degrees C to 50 degrees C. The water utilized in the air scrubber is recycled water from sewage treatment plant (STP). Similar type of equipment installed in the kitchen exhaust system is called air washer which works on the same principles.
?
?
?
?
32
?
All vehicles owned by the hotel and cars hired out at the travel desk are outfitted to operate only on lead free fuel, which helps reduce air pollution. Additionally, the hotel owns a Cadillac which is specially designed to run on compressed natural gas, which is far cleaner burning than diesel or gasoline.
OPERATION The Orchid in its endeavor to become a "zero garbage" hotel has taken various measures to reduce the waste being generated. To reinforce this they have undertaken vermiculture on the hotel site. Kitchen garbage is diverted to 9 bins built for the process. They are the first 5 Star Hotel in Mumbai to undertake vermiculture.
?
?
The hotel handles almost 300 kg of organic waste each day using their array of 9 vermiculture pits. These pits produce rich fertilizer that the hotel sells for a profit. Old rice bags are used to pack and store the finished product. Fruits are served on request so as to avoid wastage. A separate recycling bin with a sticker for guest use is placed in all rooms. The garbage bags used by us are made from recycled plastic and milk pouches. All paper products at the Orchid contains at least 50% recycled content. There is no use of carbon paper made at the hotel, as the chemicals used in carbon paper are toxic which kill the micro-organisms that decompose solid waste. The water flask in the guestrooms are left empty which are filled after asking the guest for his preference of hot, cold or room temperature water as water already filled and kept in the flask leads to guest perception of the water being stale, which they promptly ask to be replaced. The glasses too are turned upside down and kept in the tray, thereby doing away with having to wrap each glass in a plastic bag and consequently generating more waste for the hotel. Anti Cockroach Herbal Treatment has been recently introduced and is the first of it's kind in India to eradicate cockroaches. This herbal paste contains
? ? ?
? ?
?
?
33
extracts from herbs and the treatment is totally different than the conventional spray treatment. By using this treatment their are no health hazards, and the use of any poisonous chemicals has been eliminated. No cleaning is required after the treatment is done hence there is no wastage of water, detergents etc.This medicine is in the form of a paste and it is applied to all nooks and corners in the form of small globules in the premises, which is to be treated. This paste can also be applied in refrigerators, ovens, toasters, microwaves mixers, computers as it is non-poisonous.
BENEFITS :
? reduced ? savings
cost of waste management in consumption of energy and materials corporate image among regulators, customers and the for continual improvement of environmental performance.
? improved
public
? framework ? Drip
irrigation reduces water use 50%.
34
ABB AUTOMATION Inc.
COMPANY PROFILE: ABB is a leader in power and automation technologies that enable utility and industry customers to improve performance while lowering environmental impact. The ABB Group of companies operates in around 100 countries and employs about 120,000 people. ABB Automation Inc. serves customers with energy efficient and reliable products to improve customers' productivity, including drives, motors and generators, voltage products.
VISION: ABB’s vision statement is Power and productivity for a better world’. As one of the world’s leading engineering companies, they help their customers to use electrical power efficiently, to increase industrial productivity and to lower environmental impact in a sustainable way.
35
MISSION: ? Improve performance: To help customers to improve their operating performance, grid reliability and productivity whilst saving energy and lowering environmental impact. ? Drive innovation: Innovation and quality are key characteristics of their product, systems and service offering. ? Attract talent: ABB is committed to attracting and retaining dedicated and skilled people and offering employees an attractive, global work environment. ? Act responsibly: Sustainability, lowering environmental impact and business ethics are at the core of their market offering and their own operations. “In December 1998, ABB Automation Inc. achieved ISO 14001 certification at its Columbus, Ohio plant.”
PROCESS: IMPLEMENTATION TEAM: During 1997, there was considerable discussion at ABB concerning potential benefits and drawbacks of seeking ISO 14001 certification. The final decision to move ahead was made in early January 1998. By that time the team had the full support and commitment of local management. When selecting implementation team members and defining their roles, they made an effort to include all areas of their business that could have a significant environmental impact. No additional staff was hired and all team members were expected to accomplish their regular job duties, in addition to participating in the implementation of the environmental management systems (EMS). Members of the team included: Vice president of manufacturing (top management representative), 36
?
? ? ? ? ?
Manufacturing operations analyst (site champion), Manager of environment, health and safety (subject matter expert), Facility manager, Engineering representative, and Supply management representative
ENVIRONMENTAL POLICY: ‘A commitment to continual improvement and compliance with environmental regulations’ By late February, local management had approved an ‘environmental policy’. The policy was signed by all members of top management and posted prominently in the facility’s main lobby.
TRAINING: The next step was the formal training of the team. They selected an outside consultant with experience in implementing an EMS and achieving ISO 14001 certification. The team attended an intensive three-day training session that proved essential to the success of the project. Subjects of the session included: Core elements of ISO 14001 EMS standard; EMS development, assessment and implementation techniques and methodology; ? Useful tools for developing an EMS within each participant’s area of responsibility. All personnel whose work may have a significant environmental impact were given appropriate training. This training was documented and kept current. Holding training sessions by department was particularly effective in promoting 37
? ?
overall awareness. Qualified instructors reviewed the Environmental Policy and relevant significant aspects. At the end of each training session, selected employees were asked to state the main points in the policy or to discuss the environmental impact of the processes they control. This awareness training paid off during the certification audit. The same outside consultant was brought back in June 1998 for a two-day training session for EMS internal auditors.
ASPECT IDENTIFICATION: Once the environmental policy was approved, the team conducted a comprehensive review of the facility and its processes to identify ‘environmental aspects.’ An aspect is any element of a company’s operations, products or services that might interact with the environment. Examples include air emissions, waste production, energy and materials use. The team ultimately developed a list of environmental aspects for the site, as well as for suppliers and products. Since the standard requires a systematic approach to assessment, even trivial aspects were considered. At ABB, they utilized a significance assessment model that rated each aspect on a scale of 1 to 3 in the following criteria: Environmental legislation and regulations, Public opinion, Economic impact (material, waste, scrap), Severity of environmental impact, and Potential for a significant environmental occurrence
? ? ? ? ?
For example, in the model, under the ‘potential’ criteria, an aspect with a ‘medium or high Risk’ rated a 3, ‘low risk of significant impact’ rated a 2 and ‘process cannot cause significant impact’ rated a 1. As a result, aspects were scored 38
between five and fifteen points. Those scoring nine or higher were considered to be significant.
OBJECTIVES: After identifying significant aspects, the team established objectives and targets. Programs were then designed to provide the means to deliver targets and objectives on a timely basis. DOCUMENTATION: Each EMS requirement spelled out in the ISO 14001 standard was supported by appropriate procedures. At ABB, these were written concurrently with aspect identification and rating review and with the development of objectives, targets and programs. These documents were stored electronically, since all employees at the ABB Columbus facility have access to personal computers. When procedures are printed, a notice appears at the bottom of each page, which warns the reader, ‘This document valid for 24 hours only,’ along with the time and date. AUDITS: 1. Management reviews (internal): Management reviews were conducted to examine how well the EMS has worked, how well objectives have been met, and what changes are needed. Reviews were conducted to assure: Meetings were held as scheduled; Full range of issues was discussed;
? ?
39
?
Key members of top management, as well as EMS team members, were present.
2.
External auditors: In contrast to the broad review by local management, reviews by external auditors are detail oriented - with emphasis on assuring the EMS is being used properly. Auditors first review documentation. They then review environmental aspects for completeness and relevance. Finally, there are certification audits where, auditors can recommend one of the following: ‘approval’, ‘approval pending’ or ‘approval open (follow up audit required)’. In ABB,’s case, several non conformances were identified and ‘approval pending’ was recommended. Upon providing appropriate documentation of corrective actions to the auditor, ABB was certified to ISO 14001 in December 1998. BENEFITS: Since certification they have realized numerous benefits, including: It helped to look closely at its management practices and identify areas of improvement. ? Meeting environmental objectives helped them to reduce energy costs as well as the costs of handling and disposing of hazardous waste. ? Certification has raised the level of environmental awareness and has allowed them to communicate the achievement to present and prospective customers. ? Implementing an EMS helped them to adopt environmentally beneficial procedures. ? Implementing an EMS has helped to raise employee morale by showing the company’s commitment to protecting the environment. 40
?
?
Although the process took significant effort and time, the results and benefits far outweighed the effort.
CITY POLICE of PHOENIX
ISO 9001:2000 Quality Management System (QMS)
The Phoenix Police Department’s Records and Identification (R&I) Bureau has developed and implemented (QMS) to measurement, a quality with analysis, management the and review system of the assist documentation,
processes utilized by staff members in providing products and services to customers. To develop its system, the R&I Bureau utilized the ISO 9001:2000 international business quality standard, recognized worldwide for promoting operational excellence. In July 2003, the R&I Bureau validated the effectiveness of its system through a third-party registrar accredited by the American National Standards InstituteRegistrar Accreditation Board (ANSI-RAB) and ultimately became the first law enforcement unit in the United States to obtain the ISO 9001:2000 certification. To ensure continued compliance to the standard, the R&I Bureau currently employs a regular six-month review of its system.
41
GOALS & OBJECTIVES: The goal of the R&I Bureau is to continually meet its customers’ needs and provide accurate, complete, and timely products and services through its system of interrelated processes and the application of sound quality management principles. Through a graphics-based process mapping methodology, introduced in August 2002, the members of the bureau work units have been able to identify and document the 35 processes that comprised its quality management system. The clear depiction of tasks, decisions, responsible parties, links to other processes, opportunities for improvement, and information sources and destinations enable the bureau to manage the system and demonstrate its responsiveness to the quality needs and expectations of its internal and external customers. The bureau is applying fact and knowledge-based decision making to operational processes for the purpose of improving its services and performance by: o encouraging employees at all levels to challenge the status quo and to frequently suggest improvement opportunities; o meeting with and surveying its internal and external customers to determine their level of satisfaction and need for products and services; and o analyzing meaningful process metric data. The objective of this reengineering effort is to enhance the overall performance of the bureau through the introduction of internationally recognized business excellence principles, while maintaining its compliance with CALEA Law Enforcement Accreditation Standards.
42
PROGRAM DESCRIPTION: The 195-person bureau is organized into 10 interrelated work units that are dedicated to timely entry, maintenance, and dissemination of information for use by the criminal justice community and the general public, including: traffic records, forensic imaging, criminal history records and fingerprint identification, police automated computerized entry, centralized automated records support, business process planning and quality assurance, training, and administrative support. The new system adheres to the eight Quality Management Principles identified in the ISO 9001:2000 standard that leads to improved performance. The R&I Bureau’s application of those principles in the development of its quality management system is described as follows: 1. Customer Focus: To provide bureau products and services to its customers at their expected level of quality, clear lines of communication are established and maintained to assist in determining customer need. Through in-person communication; fax; teletype; email; inter-office mail; external mail services; customer surveys; and transaction feedback, the bureau, together with its customers, determines and provides products and services that satisfy customer expectations. Customers include: police officers; criminal justice agencies; detectives; prosecuting attorneys; crime analysts; defense attorneys; crime laboratory personnel; personal injury attorneys; other city agencies; insurance companies; citizens; trucking companies; and law enforcement agencies. 2. Leadership: The leadership team, together with bureau staff members, has established and clearly promotes and communicates the purpose of the bureau through its Quality Policy, which reads:
43
The Records and Identification Bureau of the Phoenix Police Department is dedicated to meeting customer expectations through its focus on quality and an organizational philosophy characterized by continual improvement in the relentless pursuit of excellence. This dedication is manifested through the bureau’s efforts to interactively communicate with its customers to determine product and/or service requirements and satisfying those requirements by:
•
Demonstrating a commitment to timeliness, completeness, and accuracy of information entered, maintained, and disseminated. Advocating flexibility through its responsiveness to changing customer needs. Developing an organizational culture characterized by its commitment to quality and continual improvement. Promoting a knowledge-based environment through training and
•
•
•
communication.
•
Maintaining a high level of understanding of the interrelationship of
the processes that form the Bureau Enterprise System. 3. Involvement of People: Throughout every step of the QMS development process, the bureau leadership team recognized and engaged employee expertise to develop, document, and, in many cases, immediately improve the work processes associated with the bureau’s business system. 4. Process Approach: Each work process within the organization is documented in a detailed process map. The process map is the responsibility of the process owner designated on that map. Process owners coordinate the capturing and reflecting of best business practices in each map and the changing of maps when opportunities for improvement are identified. Process users are trained on the current versions of maps that describe their work area and have
44
agreed to follow the defined best practice, or to cause the process to be changed when they identify an improvement opportunity. 5. System Approach to Management: The R&I Bureau’s QMS has elevated staff awareness that the various work processes employed throughout the bureau have solid links to other processes inside and outside the bureau’s work environment. When improvements to processes are suggested, the process maps clearly identify those internal/external processes that may be affected, and consultation among process owners and users is required before improvements are implemented. 6. Continual Improvement: As one of the critical elements of the R&I Bureau’s Quality Policy, continual improvement is the responsibility of all members of the bureau. This commitment requires leadership to encourage process users to critically evaluate work processes on a continual basis in an effort to identify improvement opportunities. Moreover, R&I Bureau customers are also encouraged to utilize established communication channels to initiate improvement actions. 7. Factual Approach to Decision Making: The Management Review Team (MRT) meets regularly to review planning, objectives, and the suitability and effectiveness of the bureau’s QMS. The agenda includes the following topics: o follow up of action items from the previous reviews; o performance metrics – actual versus planned; o critical improvement opportunities; o changes that could affect the bureau’s QMS; o determination of required resources; and o detailed action list with responsibilities assigned.
45
Business planning includes any planned activities that affect the quality of products and services delivered to R&I Bureau customers. The effectiveness of the business system is evaluated against specific criteria, including internal assessments, employee training, customer satisfaction, information supplier performance, and the issuance and aging of corrective and preventive action. 8. Mutually Beneficial Supplier Relationships: The R&I Bureau and the suppliers of the information entered, maintained, and disseminated through bureau processes are interdependent, and a clear understanding of the quality needs of each enhances the ability of both to add value to the products and services provided by the Phoenix Police Department.
Evaluation/Measurements The R&I Bureau’s implementation of a Quality Management System in compliance with the ISO 9001:2000 standard and the process-mapping methodology used has led to several operational improvements: o Heightened awareness of customer needs and expectations. o Enhanced process understanding. o Enhanced understanding of process interrelationships. o Development of a proactive culture. o Utilization of meaningful metrics. o High level of employee involvement. o Transition to a more visible internal service provider. o Recognized solution finder. o Improved problem-solving capability.
SUCCESS / SUMMARY: 46
The R&I Bureau’s successful implementation of a quality management system in compliance with the ISO 9001:2000 international business standard has been recognized by the Phoenix Police Department management as an effective business system. Measurements and improvements are being monitored to determine long-term effects on the R&I Bureau’s performance. This innovative system is currently being utilized to improve the department’s investigative system, which involves the R&I Bureau, Laboratory Services Bureau, Property Management Bureau, and the Investigative Division. The objective of the project is to ultimately develop best practices associated with the interrelated processes of the investigative system. Furthermore, the department is currently in the planning stages to incrementally adopt the quality management principles throughout the organization. In summary, the staff of the R&I Bureau recognized the importance of its work, determined the need for consistency in providing products and services at the expected level of quality; researched organizational models that, if successfully implemented, would enable the R&I Bureau to regularly excel; determined that process mapping and ISO 9001:2000 were the tools needed to ensure success and continually improve; and marketed its success to a level wherein expanded use of these tools was the next logical step toward incrementally enhancing the Phoenix Police Department’s ability to provide safety and security to each member of the community.
CONCLUSION: This was a general perspective on the quality and principles underlying the ISO standards and their implementation in various industries. It gives us an overall view of the principles and shows how, collectively, ISO standards can form a basis for improvement and organizational excellence. 47
Increased standardization activity reflects, among other factors, demand by consumers for safer and higher quality products, technological innovations, the expansion of global commerce and the increased concern paid by many governments and nongovernmental organizations to social issues and the environment. Standards have played an important role in fulfilling these needs. There are many different ways of applying these quality management principles. The nature of the organization and the specific challenges will determine how to implement them. Many organizations have found it beneficial to set up quality management systems based on the principles of ISO.
48
doc_674370360.doc