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PREFACE
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During recent years it has been noticeable that the
concept of Quality has become a considerable force
throughout the world particularly the quality assurance
standard, ISO 9000. The strong competitiveness currently
reigning in the world market has meant that quality has
become a growing requirement of markets and customers.
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COMPANY PROFILE
COMPANY OBJECTIVE
Number of Regions 3
Number of Circles 15
Number of Divisions 52
Objective
The main objectives are to achieving efficiency gains and making
necessary changes to make the Company commercially viable,
progressively self sustainable and less government dependent and at
the same time, balancing the interest of the consumers in regard to
quality of service and economical tariff. The plan would include among
other things, metering, billing, collection, identifying the present
deficiencies and the improvements to be made, mapping supply
feeders, measurement of energy supplied to feeders and energy audit,
study of losses and scheme for progressive reduction, reduction in
input costs, consumer affairs handling, investments required for
improvements in the distribution system etc.
Company
Profile Poorv Kshetra encompasses an area 135162 SQ KM served by 111273
ckt kms of HT and 110614 ckt km of LT distribution network. The size of
the administrative set-up is as below
Core Value
To achieve its mission, the Company and its employees commit
themselves to honesty and integrity, result oriented work,
transparency in work, dedication to duty, Cost consciousness,
openness to suggestions and feedback from all stake holders
BOARD OF DIRECTORS
NAME DESIGNATION
CHAIRMAN,MPPKVVCL, &
SHRI MANU SHRIVASTAVA,
MD,MP POWER
(IAS)
MANAGEMENT CO. LTD.
MD, M.P. POORV KSHETRA
SHRI SUKH VEER SINGH , VIDYUT VITRAN COMPANY
IAS LTD.
JABALPUR
DIRECTOR &
SHRI PRADEEP KHARE, IAS
COMMISSIONER, REWA
Dr. H. O. GUPTA DEAN, IIT-ROORKEE
ADDL. SECRETARY(FINAN
SHRI MILIND WAIKAR, IAS CE), GOVT.OF M.P.,
BHOPAL
DEPUTY SECRETARY
SHRI MUKUL DHARIWAL
ENERGY BHOPAL
DIRECTOR PDPM IIITDM
PROF. APARAJITA OJHA
JABALPUR
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M.P. Power Management Company Limited - In
accordance with GoMP decision the name of MP Power
Trading Company Ltd has been changed to MP Power
Management Company Ltd. The MP Power Management
Company has been made holding company for all the
DISCOMS of MP. The Registrar of Companies MP has issued
the Certificate of Incorporation Consequent upon Change of
Name on 10.04.2012
AWARDS AND RECOGNITION
Awards to MP Poorv Kshetra Vidyut Vitaran Co. Ltd. for its Automatic
MeterReading Project.
INTERNATIONAL AWARD:
Manthan South Asia Award 2009
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ORGANISATION HIERARCHY
UNIT Head of
Unit
REGION
Chief Engineer
CIRCLE
Superintending
Engineer
DIVISION
Executive Engineer
DISTRIBUTION CENTER /
CONSUMER SERVICE Junior Engineer
CENTER
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CORPORATE ORGANISATION
STRUCTURE
Fuse of Call (FOC) Center Line Man
MD
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KEY RESULT AREA OF THE COMPANY
CASH REALIAZATION
1. Each division , zone, distribution center ,realizing 100% or more
(excluding deposit charges against capital works ,new services
connection , temporary connection and additional security and deposit
) against current demand for the month will be rewarded. The amount
is rewarded Rs.25000 for each such institution and same will be
announced every month on the bases of revenue collection.
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4. During the month one rural division in each region and one city
division from the company which collects maximum revenue on
account of action against detection in theft shall be rewarded RS
25000 the criteria for consideration of the division , for this reward
will be RS 500000 or 10% of total pendency for recovery which ever
is more. Further, one vigilance division of each region which reports
maximum number of energy theft shall be rewarded RS 25000/-
5. The qualification criteria for the awards of scheme No 5 will be
minimum 100% revenue realization, (excluding revenue collected
against. Deposit charges against capital works. New service
connections temporary connection and additional security deposit)
against current demand.
6. Under this scheme, all individuals up to the rank of additional
executive engineers including all line staff and ministerial staff will
be required to furnish their ideas (which could result in improvement
in working increase in revenue collection or result in economy in
operation).
NEGEITIVE INCENTIVE
Based on revenue demand and collection figures of each month
,worst performing offices will be identified as under
Two worst performing distribution center of each circle.
Two worst performing sub division /zones in each region.
Worst performing division in the company.
Performance of these offices will be monitored closely for next two
month. In case no significant improvement is observed strict disciplinary
action will be taken against the concerned officer and other coordinates staff
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responsible for poor performance. They could also be aside red for transfer
out of the reason of their present posting.
IMPROVE PROFIT
This scheme is for general public as well as for the employees of the
board who can supply information to the chief engineer/superintending
engineer of the area about theft of energy mal-practice noticed by them
which may lead to realization of additional revenue to the board . Under this
scheme supply of information leading to detection of energy theft/mal-
practices resulting addition revenue will be make the in form of eligible for
cash award not acceding 10% of the total additional revenue subject to
maximum of Rs.10000 this award will be given in two installments first
installments will be equal to 2.5% of anticipated revenue realization subject
to maximum of Rs.2500 balance reward will be given after settlement and
collection of additional revenue balance amount payable in second
installment will be such that total amount of award including first
installment shall not accede 10% of additional revenue realization subject to
maximum limit of Rs.10000.With a view to involve active participating of
investigating agencies that is police department.
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MADHYA PRADESH POORV KSHETRA VIDYUT VITARAN CO.LTD. Jabalpur
TRAINING ACTIVITIES
CORPORATE TRAINING IN HOUSE: The Institute conducts
training programme for newly appointed Assistant Engineers and Junior
Engineers, Programmers and accounts officers in Power Distribution and
Management. The institute also conducts refresher training for working
engineers, Linemen and Office Assistants. Some special training courses are
also being conducted such as Autocad, Lok Seva Guarantee Adhiniyam,
Meter Readers Training Programme, Vigilance and Assessment, Contractors
Bill Scrutiny
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CORPORATE TRAINING EXTERNAL: The institute arranges
training of working engineers and officers at various leading institute such
as IIM Ahmadabad, CIRE REC Hyderabad, ESCI Hyderabad, NPTI ,
NPMI Noida etc in various fields such as Contract Management, Project
Management , SCADA , Distribution automation, Material Management, E-
Procurement etc
The institute also conducts two/four weeks vocational training programs for
Diploma/ B.E/B.Tech./MBA students of various polytechnics/ engineering
and management colleges.
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QUALITY POLICY
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Manager. (Training)
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EXECUTIVE
SUMMARY
Two of the most important objectives in the revision of the ISO 9000
series of standards have been
a) To develop a simplified set of standards that will be equally
applicable to small as well as medium and large organizations, and
b) For the amount and detail of documentation required to be more
relevant to the desired results of the organizations process activities.
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Scope: Training for employees of MPPKVVCL and personnel Related with
power industry
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WHAT IS ISO 9000
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ISO 9000 - Model of a process-based quality management system
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An internal audit is a 1st party audit. ISO 9000 encourages (and
requires) this type of audit so that an organization can get feedback quickly
from those who know the company best. However, this audit process cannot
be viewed as impartial. Therefore, 2nd party audits allow for a consumer to
evaluate the performance on an organization. As an alternative to a 2nd
party audit, many companies choose to become certified with ISO 9000
through a 3rd party audit. In this case, an independent certification body
comes into an organization and evaluates it in terms of the ISO 9000
guidelines. If an organization meets the requirements of the standard, it
becomes certified in ISO 9000 and carries a seal of quality recognized
throughout the world.
Not only do businesses recognize the importance of the ISO 9000, but
also the customer realizes the importance of quality. And because the
consumer is most important to a company, ISO 9000 makes the customer its
focus.
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PRINCIPLES OF ISO 9000
1. A Customer Focus
As stated before, the customer is the primary focus of a business. By
understanding and responding to the needs of customers, an organization
can correctly targeting key demographics and therefore increase revenue by
delivering the products and services that the customer is looking for. With
knowledge of customer needs, resources can be allocated appropriately and
efficiently. Most importantly, a businesss dedication will be recognized by
the customer, creating customer loyalty. And customer loyalty is return
business.
2. Good Leadership
A team of good leaders will establish unity and direction quickly in a
business environment. Their goal is to motivate everyone working on the
project, and successful leaders will minimize miscommunication within and
between departments. Their role is intimately intertwined with the next ISO
9000 principle.
3. Involvement of people
The inclusion of everyone on a business team is critical to its success.
Involvement of substance will lead to a personal investment in a project and
in turn create motivated, committed workers. These people will tend
towards innovation and creativity, and utilize their full abilities to complete
a project. If people have a vested interest in performance, they will be eager
to participate in the continual improvement that ISO 900 facilitates.
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4. Process approach to quality management
The best results are achieved when activities and resources are
managed together. This process approach to quality management can lower
costs through the effective use of resources, personnel, and time. If a
process is controlled as a whole, management can focus on goals that are
important to the big picture, and prioritize objectives to maximize
effectiveness.
6. Continual Improvement
The importance of this principle is paramount, and should a
permanent objective of every organization. Through increased performance,
a company can increase profits and gain an advantage over competitors. If a
whole business is dedicated to continual improvement, improvement
activities will be aligned, leading to faster and more efficient development.
Ready for improvement and change, businesses will have the flexibility to
react quickly to new opportunities.
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7. Factual approach to decision making
Effective decisions are based on the analysis and interpretation of
information and data. By making informed decisions, an organization will
be more likely to make the right decision. As companies make this a habit,
they will be able to demonstrate the effectiveness of past decisions. This
will put confidence in current and future decisions.
8. Supplier relationships
It is important to establish a mutually beneficial supplier relationship;
such a relationship creates value for both parties. A supplier that recognizes
a mutually beneficial relationship will be quick to react when a business
needs to respond to customer needs or market changes.
Through close contact and interaction with a supplier, both
organizations will be able to optimize resources and costs.
When problem solving, it is important to find the cause of problem in
order to develop a solution. Sometimes, the most obvious cause is not the
right one. This is why ISO 9000 stresses the importance of finding the root
cause(s) of a problem. There may be multiple, subtle reasons why a process
isnt working correctly, and finding the actual causes will lead a company
one step closer to a solution and implementation of corrective actions.
The goal of finding root causes is to improve the way problems are
managed. Becoming adept in recognizing the root causes of a problem will
lead to a reduced impact, a containment of error, and the prevention of
recurrence. Identifying and correcting root causes will also lead to the
reduction of unnecessary efforts which in turn will lower the cost of
maintaining quality. As more and more corrective actions are taken,
processes will become more stable, and continual improvement will face
less interruptions.
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How does ISO 9000 interact with other standards?
ISO 9000 is the standard for a quality management system that
closely resembles many other management systems. These other systems,
based on health, safety, the environment, and business continuity, can be
integrated into an overarching business management system. Benefits of this
system include aligned interests, reduced costs, and improved efficiency.
With one of these systems in place, it is easier to implement any of the
others; many documents required for a different standard are already
prepared, and personnel are already accustomed to the audit process. Using
multiple standards will not only increase the efficiency of an organization,
but increase the integrity of its operations.
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ISO 9000 is an internationally recognized standard, and that may
seem daunting for some smaller businesses. How are they going to
implement the same standard adopted by multi-national corporations? Quite
easily, actually. ISO 9000 is a flexible standard that lays down requirements
for an organization to follow, but allows the organization to fulfill these
requirements any way they choose. This increases ISO 9000s scope of
effectiveness, allowing a wide range of companies to create quality
management systems that match their needs.
ISO 9000 is seen in every sector of the business world, and its success
is a testament to its worth. With a focus on customer satisfaction, products
and services improve and flourish under ISO 9000s quality management
system. With a combination of continual improvement and corrective
actions tenets of ISO 9000 a business will create processes that run
smoothly and efficiently.
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Research Methodology
1. Problem Definition
2. Specific method of data collection
3. Analysis
4. Time required for research project
5. Estimate of expenses to be incurred
The function of research design is to ensure that the required data are
collected & they are collected accurately & economically. A research design
is purely and simply the framework or plan for a study that guides a
collection &analysis of data. It is a blue print i.e. followed in completing a
study. It resembles the architects blue print for constructing a house, it may
be worthwhile to mention here that a design is nothing more than the
framework for the study ensures that
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Research Design
DATA COLLECTION
A. PRIMARY DATA:
They are those which are directly collected from the field of
investigation. These are collected by the researcher according to a planned
way fixed up by him in the beginning of the project. They are collected for
the first time and are then kept in the various forms for analysis purpose. As
they are collected primarily from the field of the investigation. Hence, the
name came Primary Data. It is expected from the primary data that they are
true & original, they are collected as they were present in there raw form.
They are also termed as raw data:-
1. Questionnaire
2. Observation
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B. SECONDARY DATA:
The primary data are collected by the researcher for the first time and
are used for his purpose of study. Then they are stored for further uses. In
future either by himself or by someone else, as working on the same or
similar problem when such are used again they are termed as secondary
data. They are not collected by the researcher and are not real they are in
existence priory & were collected by someone or by any organization.
COLLECTION OF DATA
SECONDARY DATA-collection of data from various
departments of MPPKVV Co. Ltd. and Website.
1. Commercial department
2. Financial and account department.
3. Human resources development department.
4. Vigilance department.
Statistical Tool
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Method : Random Sampling
Limitations
Findings are framed out from Questionnaire hence fair contribution is a
limit.
The limit is area and number of personals
The project is applicable in MPPKVV Co. Ltd. Hence cant be taken
implicit any other organization.
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Effect in training and development of employees before and after
implementation of ISO 9000
s.no Parameter AFTER BEfORE
ISO 9000 ISO 9000
1 Control of Documents Proper documentation and Non
Control of Records
records of trainees kept standardization of
records of trainees
2 Management Full management No Top
Responsibility
commitment in training Management
quality, involvement in
training
3 Quality Policy and Quality Policy and Quality No such policy and
Quality Objectives
Objectives framed and objectives
approved
4 Monitoring, analysis Monitoring , analysis and No such
and Measurement of
Measurement of training Monitoring and
Processes
system being done Measurement of
training Processes
5 Continual Improvement Corrective and preventive No such action
of training
actions are being taken
6 Status of training National level training State level
institute institute
7 Funding Grants from Central Internal resources
Government, ministry of only
power , government of India
8 Vocational Training Training to IITs and IIMs Training to local
students college students
9 Faculty base 19 faculty : all Ph.D. in 4 faculty all non
management or engineering ph.d.
10 Average faculty Rs 1.5 Lakh Rs 40000
monthly salary
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A quality management system standard is all about quality, one result
of adopting a QMS should be an improved level of quality for the entire
organization every process, and every product.
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ANALYSIS & INTERPRETATION
HIGHLY AGREE 24
AGREE 20
NEUTRAL 30
HIGHLY DISAGREE 16
DISAGREE 10
35
30
25
20
15
10
0
HIGHLY AGREE AGREE NEUTRAL HIGHLY DISAGREE DISAGREE
Interpretation
Most of the respondent were neutral i.e. 30% , and 24% were highly
agree, 20% were agree, 16% were highly disagree and 10% were disagree.
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Q2. Is there any benefit of applying ISO to organization?
HIGHLY AGREE 17
AGREE 03
NEUTRAL 12
HIGHLY DISAGREE 33
DISAGREE 35
HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE
Interpretation
17% respondents were highly agree, 03% were agree, 12% were
neutral, 33% were highly disagree and other 35% were disagree.
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Q3. Does the organization have the certification of ISO?
Yes 92
No 7
Not sure 1
Interpretation
92 respondents said Yes, where 7 respondents said no regarding
organization having ISO 9000 Certification and 1 respondent is not sure.
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Q4. Employees are kept updated with change in job skills
and job design?
HIGHLY AGREE 64
AGREE 17
NEUTRAL 02
HIGHLY DISAGREE 15
DISAGREE 02
70
60
50
40
30
20
10
0
HIGHLY AGREE AGREE NEUTRAL HIGHLY DISAGREE DISAGREE
Interpretation
64% were highly agree, 17% were agree, 02% were neutral, 15%
were highly agree and other 02% were disagree.
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Q5. Do you feel comfortable with rules and policy of the
organization?
Always Comfortable 23
Sometimes Comfortable 29
Mostly Uncomfortable 19
Neutral 03
Always Uncomfortable 26
Always Comfortable
Sometimes Comfortable
Mostly Uncomfortable
Neutral
Always Uncomfortable
Interpretation
23% were always comfortable, 29% were sometimes comfortable,
19% feel mostly uncomfortable, 03% were neutral and other 26% always
uncomfortable.
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Q6. Do you get any rewards on your good performance?
HIGHLY AGREE 70
AGREE 04
NEUTRAL 12
HIGHLY DISAGREE 03
DISAGREE 11
80
70
60
50
40
30
20
10
0
HIGHLY AGREE AGREE NEUTRAL HIGHLY DISAGREE DISAGREE
Interpretation
70% were highly agree, 04% were agree, 12% were neutral, 03%
were highly disagree and 11% were disagree.
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Q7. Do you find that your performance is properly
measured in the organization?
Agree 56
Disagree 38
Can't say 6
Can't say
Disagree
Agree
0 10 20 30 40 50 60
Interpretation
Most of the respondents i.e. 56% said that their performance is
properly measured in the organization , 38% said their
performance is not properly measured in the organization
and 6% said their performance is sometimes measured
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Q8. Are you practicing the ISO 9000 for the error
control?
HIGHLY AGREE 80
AGREE 15
NEUTRAL 02
HIGHLY DISAGREE 01
DISAGREE 02
HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE
Interpretation
80% were highly agree, 15% were agree, 02% were neutral, 01%
were highly disagree and 02% were disagree.
25
20
15
10
0
HIGHLY AGREE AGREE NEUTRAL HIGHLY DISAGREE DISAGREE
Interpretation
21% were highly agree, 13% were agree, 22% were neutral, 21%
were highly disagree and other 23% disagree.
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HIGHLY AGREE 19
AGREE 13
NEUTRAL 27
HIGHLY DISAGREE 12
DISAGREE 29
HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE
Interpretation
19% were highly agree, 13% were agree, 27% were neutral, 12%
were highly disagree and remaining 29% were disagree.
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Q11. Is the Organization providing quality assurance
system & operation?
HIGHLY AGREE 44
AGREE 12
NEUTRAL 12
HIGHLY DISAGREE 21
DISAGREE 11
HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE
Interpretation
44% were highly agree, 12% were agree, 12% were neutral, 21%
were highly disagree and 11% were disagree.
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Q12. Does the organization have quality circle?
HIGHLY AGREE 15
AGREE 33
NEUTRAL 29
HIGHLY DISAGREE 11
DISAGREE 12
HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE
Interpretation
15% were highly agree, 33% were agree, 29% were neutral, 11%
were highly disagree and other 12% were disagree.
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1. Q13. How frequently the organizations have the
meeting of quality circle?
weekly 52
biweekly 22
monthly 20
yearly 6
52
22
20
Interpretation
Most of the respondents 52% said organizations have weekly the
meeting of quality circle , 22% said there is biweekly
meeting , 20% said there is monthly meeting and 6% said
there is yearly meeting of quality circle .
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Q14. Is the Organization going for the quality audit?
Agree 39
Disagree 44
Neutral 17
Neutral
Disagree
Agree
0 5 10 15 20 25 30 35 40 45
Interpretation
39% respondents said Organization is going for the quality
audit , 44% said Organization is not going for the quality audit
while 17% were neutral in this regard.
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Most of the employees feel that their performance is
not measured correctly.
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SUGGESTIONS
Most of the employees agree that the quality improvement activities
are helpful to get the levels of ISO, so the company should try to
improve performance appraisal system, training and development,
satisfaction level of employees, so that they can improve their
performance.
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CONCLUSION
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QUESTIONNNAIRE
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7. Do you find that your performance is properly
measured in the organization?
(a) Highly Agree (b) Agree (c) Neutral
(d) Highly Disagree (e) Disagree
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ANNEXURES
Quality Management System
4.1 General Requirements
4.2 Documentation Requirements
4.2.1 Documentation Requirements - General
4.2.2 Quality Manual
4.2.3 Control of Documents
4.2.4 Control of Records
5. Management Responsibility
5.1 Management Commitment
5.2 Customer Focus
5.3 Quality Policy
5.4 Planning
5.4.1 Quality Objectives
5.4.2 Quality Management System Planning
5.5 Responsibility, Authority and Communication
5.5.1 Responsibility and Authority
5.5.2 Management Representative
5.5.3 Internal Communication
5.6 Management Review
5.6.1 General
5.6.2 Review Input
5.6.3 Review Output
6 Resource Management
6.1 Provision of resources
6.2 Human Resources
6.2.1 General
6.2.2 Competence, Training and Awareness
6.3 Infrastructure
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6.4 Work Environment
7. Product Realization
7.1 Planning of Product Realization
7.2 Customer-Related Processes
7.2.1 Determination of Requirements Related to the Product
7.2.2 Review of requirements related to the product
7.2.3 Customer Communication
7.3 Design and Development
7.3.1 Design and Development Planning
7.3.2 Design and Development Inputs
7.3.3 Design and Development Outputs
7.3.4 Design and Development Review
7.3.5 Deisgn and Development Verification
7.3.6 Design and Development Validation
7.3.7 Control of Design and Development Changes
7.4 Purchasing
7.4.1 Purchasing Process
7.4.2 Purchasing Information
7.4.3 Verification of Purchased Product
7.5 Production and Service Provision
7.5.1 Control of production and Service Provision
7.5.2 Validation of Processes for Production and Service Provision
7.5.3 Identification and Traceability
7.5.4 Customer Property
7.5.5 Preservation of Product
7.6 Control of Measuring and Monitoring Equipment
8. Measurement, Analysis, and Improvement
8.1 General
8.2 Monitoring and Measurement
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8.2.1 Customer Satisfaction
8.2.2 Internal Audit
8.2.3 Monitoring and Measurement of Processes
8.2.4 Monitoring and Measurement of Product
8.3 Control of Nonconforming Product
8.4 Analysis of Data
8.5 Improvement
8.5.1 Continual Improvement
8.5.2 Corrective Action
8.5.3 Preventive Action
BIBLIOGRAPHY
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Total Quality Management :S K Mandal , Vikas Publishing
House
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