final_quality.doc

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QUALITY MANAGEMENT

Project Report

ThyssenKrupp Elevator (India) Private Limited

429 Functional Industrial Estate,

Patparganj, New Delhi,

Delhi, India-110092.

Tushar Gupta 8502938

Astha Bansal 8502939

Aastha Dhamija 8502940

Divya Garg 8502943

Sanchit Batra 8502944

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Acknowledgement

As it is rightly said The successful realization of the project is an outgrowth of a consolidated

effort of the people from disparate fronts. It is only with their support and guidance that the

developer could meet the end. So we would like to thank all the members ofTKEI team for their

full cooperation and help.

We wish to extend our sincere gratitude towards Mr. Jagat Mohan (VP safety & FQC) for

giving us this opportunity and Ms. Kanupriya Mishra maam for her guidance.

Last but not the least; we are thankful to all those people with whom we have interacted and who

directly or indirectly contributed significantly to the successful completion our project.

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Table of Content

1. Summary 4

2. Description of organization 5

3. Findings and analysis 6

3.1 Planning 6

3.2 Quality Check Procedure 6

3.3 Reporting 8

3.4 Corrective actions 8

3.5 Records 9

4. Quality Standards Met by the company 9

5. Quality AWARD Achieved

6.Statistical quality control tools used and its benefits 10

6.1Benchmarking

7. Conclusion 14

8. Appendix 15

8.1 Checklist 15

8.2. Interview pattern 27

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Executive Summary

ThyssenKrupp elevators India is a core electrical company, subsidiary of a German company and

deals mainly in elevators. New Delhi airport terminal 3 is their latest business venture.

We have taken into consideration the main quality tools and techniques used by the company to

maintain their standards. The main technique used by them is BENCHMARKING, for which they

first set their standards according to the market and then use CHECKLIST to check to determine

the level of accuracy. they have a whole team for their quality management which they call as

TEAM SERVICE, which is responsible for maintaining the quality standards i.e checking ofequipments, maintenance of resources, keeping a check on running status of elevators, quality of

raw material being used etc.

The flow of quality maintenance goes as follows:

Branch manager zone manager general manger vice president (quality)

We have shown the checklists used by the company and the main standards on which they are

focusing.

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Description of Organization

ThyssenKrupp is a German corporation. 191,000 people work for their Group worldwide. Roughly

700 foreign subsidiaries and associated shareholdings have around 88,000 employees, which

means that almost one in two ThyssenKrupp employees work outside Germany.

ThyssenKrupp Elevator (India) is a part of ThyssenKrupp Elevator, one of the biggest industrial

giant in the world. With the resources of ThyssenKrupp Group, ThyssenKrupp Elevator (India) is

able to provide the best possible solutions to stair climbing difficulties.

Some 86-service centers spread all over the country shall serve as the eyes and ears to monitor the

varying needs and requirements of customers. The input from these centers shall not only service

the company in redefining their service portfolio but also guide them to design the service

packages to suit the exact need and requirements of users under different environmental

conditions.

ThyssenKrupp Elevator develops intelligent solutions to satisfy every requirement in terms of

mobility, technology, and aesthetics. Theirelevators, escalators and moving walkways conveypeople effortlessly and swiftly everyday in airports, subway stations, department stores, office

buildings, hotels, hospitals, factories, residential or leisure complexes.

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Findings and Analysis

The following procedure is followed by ThyssenKrupp Elevator for proper quality and safety

check.

PLANNING:

- Planning of Safety Survey shall be prepared, forwarded and maintained in soft copies.

- The existing Units in each Route/Response center under Service shall be planned to equally

distribute the Units over 12 months by Service In charge of Branch office.

- Provisions to accommodate new additions of Units, from NI, MOD, Third party and lost

Units shall be made in planning.

- Back log / fall out due to unforeseen situation shall be carried forward to subsequent month

and ensured to be complied with the planned Units.

- Route Planning shall be complied in Branch Planning by Branch Manager.

- Branch Planning shall be forwarded to Zone Service Head.

- Zone Service Head shall prepare consolidate Zone Planning.

- Zone Planning shall be forwarded to Zone Safety Coordinator, General manager and V.P.Safety & Field Quality.

- Planning (tentative) of NI & MOD Units shall be done by concerned dept and forwarded

to Branch Manager, who will keep the above ranks posted.

QUALITY CHECK PROCEDURE:

- The quality check of each unit shall be physically done as described in table below.( shown

in appendix)- The concerned Supervisor/Engineer shall do sample or 100% verification to ensure that all

Units in his charge are maintained in SAFE FOR USE CONDITION, and sign the check

list.(shown in appendix)

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- The Branch Manager is responsible to maintain and release the units when they are in

SAFE FOR USE CONDITION, therefore on his discretion he will do sample

check/verification of the check list on his review.

REPORTING:

- The monthly Deficiency Report shall reach to Zone Service Head for compilation.

- The Zone Service Head shall forward this report to HQ on 5 th Day of subsequent month by

mail to Mr. Aditya Arya Assistant Manager Safety & Field Quality at mail ID:[email protected] and copy to Zone Safety Coordinator

and G.M.

- The reported deficiencies and Target date shall be compiled by concerned engineer in the

soft copy of Deficiency Report.

- The above report with Actual Compliance date shall be mailed as above after completion of

deficiencies along with monthly report.

- Branch/Zonal office may mail the compressed document for deficiency report and

photographs.

CORRECTIVE ACTION:

-For Safety Checks the corrective actions shall be taken before releasing the Unit for useeither by our employees or by third party/ customer.

- For Safety Points the corrective actions may be taken subsequently but in no case later than

2 weeks.

- For Customer Points, the customer shall be notified immediately.

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- If any deficiency of customer is adversely effecting on the safety of our employees or user

then customer shall be strongly notified to correct the deficiency with in a time frame.

- If Branch Manager feels that prevailing deficiency could cause an accident, the cost of

corrective action by company is not financially viable and the customer is not cooperating

to remove the deficiency, then in consent of Zonal Head and COO, such unit may be given

up/let of from service with adequate communication to customer.

- In support of corrective action photographs shall be attached with completion reports.

RECORDS:

- The original signed check list shall be maintained in files at Branch office, however copies

of these check lists shall be maintained at the Response center/Depot in file.

- The copy of correspondence with customer regarding notification of deficiency shall be

attached with Original Safety Survey Check List of the Unit.

Quality Standards met by the company

ThyssenKrupp Elevator Manufacturing Company is commitment to Quality, Environment and

Health and Safety issues at Work, as key to maintaining competitiveness, for it has directed its

policy to achieve the following objectives:

Ensure that all products meet customer expectations through the implementation of the

Quality set to customer requirements, in the rules and deliveries on time.Ensure that products and activities comply with environment preservation criteria.

Ensure the improvement of working conditions and health protection of all workers by

implementing prevention policies complying with the existing rules.

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For this reason the management of the company is committed to:

Communicate and understand the policy to all staff through the internal communication

procedures.

Periodically review the policy to ensure continued alignment with technical environment,

legal and social barriers.

Comply with current Legislation and, through the System, go beyond its strict compliance.

Health prevention on the basis that all accidents, incidents and occupational diseases can be

avoided and reaching a high level of safety and health at work.

Rational use of resources

Reduction of waste generation, discharges, emissions and negative environmental impacts.

Promote training, competence and awareness of all staffTaking into account customer needs and expectations to achieve their satisfaction.

Set goals and targets to ensure continuous improvement of management and system

performance.

Periodically review the policy to ensure continued alignment with technical environment,

legal and social barriers.

The management commitment, the objectives and goals as the whole system is documented and

distributed through internal communication.

Quality AWARD Achieved

December 19, 2011High speed, low consumption: Energy efficiency class A for the

worlds fastest double deck elevators ThyssenKrupp Elevator machines in Chinas tallest

building certified with top rating.

Airports worldwide put faith in ThyssenKrupp Elevator. Only full-line supplier for all

passenger transportation systems

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http://thyssenkrupp-elevator.co.in/en/press_release-10986http://thyssenkrupp-elevator.co.in/en/press_release-10986http://thyssenkrupp-elevator.co.in/en/press_release-8877http://thyssenkrupp-elevator.co.in/en/press_release-10986http://thyssenkrupp-elevator.co.in/en/press_release-10986http://thyssenkrupp-elevator.co.in/en/press_release-8877


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ThyssenKrupp Elevator continues its success in introducing TWIN to elevator market in

China2 TWIN systems for the Sightseeing Tower in the Beijing Olympic Park

ThyssenKrupp Elevator (China), a subsidiary of ThyssenKrupp Elevator AG.

ThyssenKrupp Elevator (Korea) wins KIDP President Award at Good Design Selection

2011. Installations in NHNs headquarters offer impressive technology, user-friendliness

and looks.

When it comes to elevator maintenance, all good service is local, hands-on service. But thats only

part of it. The rest depends on resources like technology, expertise, parts inventory and support that

only a powerful organization can deliver.

ThyssenKrupp Elevator commits the full resources of the worlds most advanced maintenance

organization to the local service of elevators. They call it TEAM Service and they deliver it

through 5,700 certified service technicians in over 300 service locations across the continent.

Through this national system, we guarantee you superior benefits:

Increased Safety: culture of Safety First ensures passenger safety, as well as employee safety.

Prolonged Life Cycle: trained technicians to help protect your investment through proper

maintenance, increasing the valuable life of your elevators over the long-term.

Enhanced Efficiency: Sustainability means saving energy where possible. Their TEAM Service

technicians will make sure that elevators operate at peak performance levels.

Statistical quality control tools used and its benefits

Benchmarking

The usual understanding of the benchmarking process is based onn finding an external goal

obtained from the best of industry practices. Benchmarking is the process of comparing one's

business processes and performance metrics to industry bests or best practices from other

industries. Dimensions typically measured are quality, time and cost. In the process of

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benchmarking, management identifies the best firms in their industry, or in another industry where

similar processes exist, and compare the results and processes of those studied (the "targets") to

one's own results and processes. In this way, they learn how well the targets perform and, more

importantly, the business processes that explain why these firms are successful.

The Essence of Benchmarking

The essence of benchmarking is the continuous process of comparing a companys strategy,

products, processes with those of the world leaders and best-in-class organizations.

The purpose is to learn how the achieved excellence, and then setting out to match and even

surpass it. The justification lies partly in the question: Why reinvent the wheel if I can learn from

someone who has already done it? However, Benchmarking is not a panacea that can replace all

other quality efforts or management processes.

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Levels of Benchmarking

There are three levels of benchmarking:

1. Internal benchmarking (within the company)

2. Competitive or strategic benchmarking (Industry and competitors)

3. Benchmarking outside the industry.

Organization benchmark, adapt the process to best fit their own needs and culture. Although

number of steps in the process may vary from organization to organization, the following six steps

contain the core techniques:

1. Decide what to benchmark.

2. Understand the current performance of your organization.

3. Do proper planning of what, how and when of benchmarking endeavor.

4. Study others well (the practices or system you wish to benchmark)

5. Gather data and learn from it.

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6. Use the findings.

There are three sets of benefits:

1. Cultural Change

2. Performance Improvement

3. Human Resources

Benchmarking is a powerful management tool because it overcomes paradigm blindness.

Paradigm blindness can be summed up as the mode of thinking, the way we do it is the best

because this is the way weve always done it. Benchmarking opens organizations to new methods,

ideas and tools to improve their effectiveness. It helps crack through resistance to change by

demonstrating other methods of solving problems then the one currently employed, and

demonstrating that the work, because they are being used by others.

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Conclusion

Quality check and safety is truly more than a slogan it is a business necessity which contributes

to business success.

ThyssenKrupp elevator regards quality check of work done equally as cost of the work and the

products and services they offer. People are the greatest asset, thus health and safety of employees,

contractors as well as third parties is given the highest priority. In addition, they comply with

relevant national laws and regulations as well as other requirements for health and safety which are

related to the business.

The management, all employees and contractors of ThyssenKrupp Elevator (India) are committedto achieving zero injury rate in the workplace and to the prevention of delivering substandard

quality products. Meeting this commitment is a primary management objective and the individual

and collective responsibility of all employees and contractors.

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Appendix

ROUTINE PREVENTIVE MAINTENANCE CHECK LIST

1. Arrival

Point

No.Items to be Checked Action

Site Entry

1Complete site IN detail. Noting your

arrival to Call Center

2

See customer or representative, get the key

of the machine room and ask for information

about the running condition of elevator.

3

If customer says about some defect or any

observation, make sure that it shall be

rectified.

If defect is major or not related to PM

or routing work, report to your supervisor

and make sure that corrective action will

be taken to satisfy the customer.

4Put STOP Safety Board on lowest floor

and maximum used floors.

2. RIDE QUALITY

Point


1Check the fireman switch glass is in good

condition - not broken. (if present)

If no, replace it.

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2Ride inside the car observing starting and

stopping, floor levels and operation of doors.

If any defect observed find the cause

and solve the defect.

3Check for unusual noises. If any defect observed find the cause


4 Check for pre announcing / baggota isworking properly.(if present)

If any defect observed find the causeand solve the defect.

5Check cabin flooring is in a safe and good

condition.

If no, do the correspondence with the

customer and get it done.

6Check cabin false ceiling is in good

condition and firm.

If no, do the correspondence with the


7 Check cabin handrail is firmly tight. If no tight it.

8Check cabin mirror firmly fixed and not

broken. (if present)

If no, Do the correspondence with


9 Check safety precaution board is in good

condition and readable.

If no, replace it.

10Check load / capacity plate is in good

condition and readable.

If no, replace it.

11Check position indicator is in working

condition.



12Check car buttons and fan and light

operation.



13

Check the AUTO / ATTENDANT key is

in working and good condition.

If no, find out the cause and solve the

defect.

14Check STOP button is in working

condition.

If no, find out the cause and solve the

defect immediately.

15Check alarm button. If any defect observed find the cause


16Check Door Open Push Button is in

working condition.


and solve the defect immediately.

17

Check door force limiter. (if present) Should check at 100mm from striking

post. if no, find the cause and solve thedefect immediately

18Check Car door Safety (Photocell, Lambda

etc.). (if present)



19Check emergency light. (if present) If any defect observed find the cause


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20Check intercom. (if present) If any defect observed find the cause


21If any additional function are available

than check the operation for same.



3. REGULAR CHECKS

Point


MACHINE ROOM

1Check smoke window is locked. If no, Do the correspondence with


2Check smoke window has net from inside

or outside.



3Check the machine room door is in good

condition and lockable.



4Check the machine room lighting is in

working order.



5

Check the machine room windows are

provided with louvers, with proper rain

protection.



6Check the machine room ventilation is

sufficient.



7Check no water leakage is seen from

machine room ceiling.



8

Check the machine room should be neat -

no excess material is lying in the machine

room.

If no, Do the needful.

9Check all safety boards / Log Card are

available in machine room and is readable.

If no, replaced.

10

Check Flywheel, controller key and brake

releaser is in place.

If no, Place it properly.

11Inspect lift controllers.(such as physical

damage, fuse wire, shortings, etc.)



12 Check machine, hoist motor, machine

sheave, divertor sheave.


and solve the defect, if any major defect

observed report supervisor / service

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manager and get it rectified shortly.

13Check oil level. If any defect observed find the cause


14

Inspect brakes and check manual brake

operation.


and solve the defect, immediately.

15

Check solenoid plunger is moving freely,

axially and circularly.

Any defect, report to supervisor or

service manager and make sure that it

will get replace / rectified immediately.

16

Check brake switches are in circuit.(If

present)

First tripped the switch. Run the

elevator, it should not move. If any defect

observed find the cause and solve thedefect, immediately.

17

Check overspeed governor, governor roller

running surface.




manager and get it rectified shortly.

18

Check overspeed governor switch is in

circuit.

First tripped the switch. Run the

elevator, it should not move. If any defect

observed find the cause and solve thedefect, immediately.

19

Check ARD operations minimum 2 times. If any defect observed find the cause



manager and get it rectify shortly.

20

All grease points are greased. After

lubrication clean excess lubricant on surface /

equipment.

If no, fill grease in cup and tightened

it.

CAR TOP

22Check the car top STOP switch is working

properly.

If no, find the cause and do the

needful.

23 Check car top lamp is working. If no, Rectify it.

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24Check car top lamp holder is in good

condition, it is not broken.

If no, do the corrective action.

25Check car top inspection box buttons are

functioning correctly.

If no, find the cause and do the

needful.

26 Check car top junction box sticker isavailable. (INS / STOP / DIRECTION)

If no, do the need full.

27Check car top junction PCB is firmly

fixed.

If no, do the proper fixing.

28Check the connection of car top reed /

limit switches are tight.

If no, tight it.

29Check Car gate contact connections are

tight.

If no, tight it.

30

Check Car gate contact pressure is

sufficient 2mm.

If no, do the adjustment.

31

Check car door contact is in circuit. First open the contact. Run the elevator

in inspection from car top, it should not

move. If any defect observed find the

cause and solve the defect, immediately.

32

Check yoke safety switches are in circuit. First tripped the switch one by one.

Run the elevator in inspection from car

top, it should not move. If any defect

observed find the cause and solve the

defect, immediately.

33

Clean landing lock electrical contacts. Do not use polish paper.

34

Check landing gate contacts pressure are

sufficient. (2mm)

At the time of opening first electrical

contact should cut then mechanically

lock will open. If no, do the adjustment.

35 Check all landing door contacts are in

circuit.

First open the contact by beak from car

top. Run the elevator in inspection, it

should not move. If any defect observed

find the cause and solve the defect,

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immediately.

36

Check all Landing Door Vision Panels. (In

case of swing door.)

Lift should not operated with broken

glass. If any defect observed find the

cause and solve the defect immediately.

37

Check the car top guide shoe liners are in

good condition (Car play must not be more

than 3mm).

If no, adjusted the car play or report

supervisor / service manager and make

sure that liner will get replace shortly,

keep lift in observation.

38

Check the condition of the CWT Guide

shoe liners is OK - top / bottom. Check

CWT. Guide shoe play, it shall not be more

then 5 - 6 mm.

If no, adjust the play (Play should not

more then 5mm) or report to supervisor /

service manager and make sure that

liners will get replace with in short time.

PIT

39

Ensure PIT light is operational. If no, Do the correspondence with


40

No any signs of water leakage in pit area. If no, Do the correspondence with


41

Check pit switch is in circuit. Run the elevator in normal operation

and from lowest floor open lowest floor

with the help of unlocking key. Switch

off pit switch. Close the landing door.

Give call from landing. Lift should not

move. If any defect observed find the

cause and solve the defect, immediately.

42 Check pit pulley switch is in circuit. (If

present)

Run the elevator in normal operation

and from lowest floor open lowest floor

with the help of unlocking key. Switch

off pit switch. Then enter in the pit and

tripped the pit pulley switch. Come out

from pit. switch on the pit switch. Close

the landing door. Give call from landing.

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Lift should not move. If any defect

observed find the cause and solve the

defect, immediately.

43

Check the SG rope tension is sufficient,

the distance between pit pulley weight

bottom and pit flooring should not be less

than 350mm and the pulley bracket shall be

in 90 degree with respect to the guide rail.

If no, do the adjustment.

20. Departure

1 Lubricate car and cwt. guide rails. From top floor.

2

Lubricate the car top pulley bush if

present.

3Check car and counterweight oiler, for oil.

(if present.)

Refill as appropriate.

4 Clean the car top.

CAR INTERIOR

5 Clean cabin and cabin equipments.

6 Clean Ground floor landing door and LOP.

EXIT

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After completing PM run the elevator

minimum 10 to 20 start and stops. Make sure

elevator is safe for customer use

If no, solve the defect and make the

elevator safe to use.

8Complete Machine Room Maintenance

Log noting maintenance task set completed.

9

Before leaving the site make sure all tags,

locks, jumpers are removed, all safety guard

are in position and elevator is safe for

customer use.

If no, solve the defect and make the

elevator safe to use.

10 Check all Landing Door Buttons andIndicators.

If any defect observed find the causeand solve the defect immediately.

11 Check Fire Man Operation. (if present)

12Fill complete SERVICE REPORT with all

appropriate detail and required action.

13 Return key to customer, obtain signature

on Service Report and leave "customer"

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copy.

14Complete site out detail, noting your

departure to call center.

4. HOUSE KEEPING

NOTE: 1) Switch off the main power supply. 2) Clean only by brush / cotton waste / broom. 3)

Do not use blower. 4) If Machine room size is 8' X 8', then clean full ceiling of the machine room.

And if machine room size is more than 8' X 8', then clean ceiling which is above the equipment

(Machine/controller) and rest part should be clean by customer.

Point

No.

Items to be Checked IMP points to be remember

MACHINE ROOM

1 Clean the ceiling.

2 Clean the complete Machine Room.

3Clean the control panel. Dont remove PCB's. Clean only by

cotton. Do not use brush.

4 Clean the brake resistor.

5 Clean ARD panel.

6 Clean complete machine unit.

7 Clean Speed Governor unit complete.

8Clean the Speed Governor roller running

surface.

9

All grease points are greased. After

lubrication clean excess lubricant on surface /

equipment.

If no, fill grease in cup and tightened

it.

NOTE : 1) The following procedure we should follow on each landing and each bracket set.

10 Clean top most bracket and terminal set.

11Clean top most landing door equipments

with car and cwt. bracket set and so on.

11.1 AUTO DOOR

a)Clean landing header, door panels and

frame.

b)Clean landing header track, rollers and

pulley.

Clean with '0'no. Polish paper.

c) Clean door aircord.

d) Clean landing lock electrical contacts. Do not use polish paper.

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e) Clean landing door sill. By brush

f)Lubricate the moving parts where

necessary.

Never put any lubricant on moving

parts which made of Nylon.

11.2 COLLAPSIBLE DOOR

a) Clean the gate track, pickets and sill. b) Lightly lubricate the track and pivot points.

11.3 MANUAL LOCK

a)Clean lock units. Remove lock cover and clean lock

internally by brush.

b) Clean the shorting strips on beaks. Should not use polish paper.

12 Clean dust on car and cwt. guide rails. Do not clean guide bleed

13 Clean truffing.

14 Clean travelling cable.

15

Clean all hoist-way equipments (junction

box etc.).

CAR

16.1 AUTO DOOR

a) Clean Car header and header equipments.

b) Clean car gate contact. Do not use polish paper.

c) Clean Car gate track. Clean with '0'no. Polish paper.

d)Clean the coupler and lubricate where

necessary.

Never put any lubricant on moving


e) Clean door aircord.

f) Clean car door bottom sill. By brushg) Clean door light curtain.

h)Lubricate the moving parts. Never put any lubricant on moving


16.2 COLLAPSIBLE DOOR

a) Clean the gate track, pickets and sill.

b) Lightly lubricate the track and pivot points.

RETIRING CAM

17 Clean Retiring Cam.

CAR TOP

18 Clean car top junction box, car top

equipments.

19 Lubricate car and cwt. guide rails. From top floor.

20 Lubricate the car top shoe.

21Lubricate the car top pulley bush if

present.

22 Clean the car top.

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CAR BOTTOM

23 Clean the wage boxes.

24 Lubricate the car bottom shoes.

25 Clean car bottom and equipments.

26

Clean Pit and pit equipments. (NO OIL IN

OIL TRAY.)

CAR INTERIOR

NOTE : First clean your hands.

27 Clean cabin false ceiling.

28 Clean cabin and cabin equipments.

29 Clean car door from inside.

ENTRANCES

LANDING FIXTURES

30 Clean the Hall button face plates.

31

Clean Landing door panels and frames

from outside.

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Interview Pattern

Q1) How and when did quality management start in your organization?

Q2) How do you measure the quality?

Q3) What would you like to change or implement in the present quality system?

Q4) How much of is it actually followed in the organization?

Q5) What are your views on current quality system?

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