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

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 of TKEI 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.

Table of Content
1. Summary 2. Description of organization 3. Findings and analysis 3.1 Planning 3.2 Quality Check Procedure 3.3 Reporting 3.4 Corrective actions 3.5 Records 4. Quality Standards Met by the company 5. Quality AWARD Achieved 6. Statistical quality control tools used and its benefits 6.1 Benchmarking 7. Conclusion 8. Appendix 8.1 Checklist 8.2. Interview pattern 14 15 15 27 9 9 6 8 8 4 5 6 6

10

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 of equipments, 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.

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. Their elevators, escalators and moving walkways convey people effortlessly and swiftly everyday in airports, subway stations, department stores, office buildings, hotels, hospitals, factories, residential or leisure complexes.

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)

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 5th Day of subsequent month by mail to Mr. Aditya Arya Assistant Manager Safety & Field Quality at mail ID: aditya.arya@elevator-in-thyssenkrupp.com 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 use either 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.

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 comply with environment preservation criteria.

Quality set to customer requirements, in the rules and deliveries on time.

Ensure that products and activities Ensure

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

implementing prevention policies complying with the existing rules.

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, and, through the System, go beyond its strict compliance.

legal and social barriers.

Comply with current Legislation 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, Promote training,

discharges, emissions and negative environmental impacts.

competence and awareness of all staff needs and expectations to achieve their satisfaction.

Taking into account customer Set

goals and targets to ensure continuous improvement of management and system review the policy to ensure continued alignment with technical environment,

performance.
Periodically

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

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
10

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.

11

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.

12

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.

13

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 committed to 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.

14

Appendix

ROUTINE PREVENTIVE MAINTENANCE CHECK LIST 1. Arrival Point No. 1 Items to be Checked Site Entry Complete site IN detail. Noting your arrival to Call Center See customer or representative, get the key of the machine room and ask for information about the running condition of elevator. If customer says about some defect or any 3 observation, make sure that it shall be rectified. Put STOP Safety Board on lowest floor and maximum used floors. 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. 4 Action

2. RIDE QUALITY Point No. 1 Items to be Checked Check the fireman switch glass is in good condition - not broken. (if present)
15

Action If no, replace it.

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Ride inside the car observing starting and stopping, floor levels and operation of doors. Check for unusual noises. Check for pre announcing / baggota is working properly.(if present) Check cabin flooring is in a safe and good condition. Check cabin false ceiling is in good condition and firm. Check cabin handrail is firmly tight. Check cabin mirror firmly fixed and not broken. (if present) Check safety precaution board is in good condition and readable. Check load / capacity plate is in good condition and readable. Check position indicator is in working condition. Check car buttons and fan and light operation. Check the AUTO / ATTENDANT key is in working and good condition. Check STOP button is in working condition. Check alarm button. Check Door Open Push Button is in working condition. Check door force limiter. (if present)

If any defect observed find the cause and solve the defect. If any defect observed find the cause and solve the defect. If any defect observed find the cause and solve the defect. If no, do the correspondence with the customer and get it done. If no, do the correspondence with the customer and get it done. If no tight it. If no, Do the correspondence with customer and get it done. If no, replace it. If no, replace it. If any defect observed find the cause and solve the defect. If any defect observed find the cause and solve the defect. If no, find out the cause and solve the defect. If no, find out the cause and solve the defect immediately. If any defect observed find the cause and solve the defect. If any defect observed find the cause and solve the defect immediately. Should check at 100mm from striking post. if no, find the cause and solve the

17

18 19

defect immediately Check Car door Safety (Photocell, Lambda If any defect observed find the cause etc.). (if present) Check emergency light. (if present) and solve the defect immediately. If any defect observed find the cause and solve the defect immediately.
16

20 21

Check intercom. (if present) If any additional function are available than check the operation for same.

If any defect observed find the cause and solve the defect immediately. If any defect observed find the cause and solve the defect immediately.

3. REGULAR CHECKS Point No. 1 2 3 4 Items to be Checked Action

MACHINE ROOM Check smoke window is locked. If no, Do the correspondence with Check smoke window has net from inside or outside. Check the machine room door is in good condition and lockable. Check the machine room lighting is in working order. Check the machine room windows are provided with louvers, with proper rain protection. Check the machine room ventilation is sufficient. Check no water leakage is seen from machine room ceiling. Check the machine room should be neat no excess material is lying in the machine room. Check all safety boards / Log Card are available in machine room and is readable. Check Flywheel, controller key and brake releaser is in place. Inspect lift controllers.(such as physical damage, fuse wire, shortings, etc.) Check machine, hoist motor, machine sheave, divertor sheave. If no, replaced. If no, Place it properly. If any defect observed find the cause and solve the defect. If any defect observed find the cause and solve the defect, if any major defect observed report supervisor / service
17

customer and get it done. If no, Do the correspondence with customer and get it done. If no, Do the correspondence with customer and get it done. If no, Do the correspondence with customer and get it done. If no, Do the correspondence with customer and get it done. If no, Do the correspondence with customer and get it done. If no, Do the correspondence with customer and get it done. If no, Do the needful.

6 7

9 10 11 12

manager and get it rectified shortly. 13 Check oil level. Inspect brakes and check manual brake 14 operation. Check solenoid plunger is moving freely, 15 axially and circularly. Check brake switches are in circuit.(If 16 present) If any defect observed find the cause and solve the defect. If any defect observed find the cause and solve the defect, immediately. Any defect, report to supervisor or service manager and make sure that it will get replace / rectified immediately. First tripped the switch. Run the elevator, it should not move. If any defect observed find the cause and solve the Check overspeed governor, governor roller 17 running surface. defect, immediately. If any defect observed find the cause and solve the defect, if any major defect observed report supervisor / service Check overspeed governor switch is in 18 circuit. manager and get it rectified shortly. First tripped the switch. Run the elevator, it should not move. If any defect observed find the cause and solve the Check ARD operations minimum 2 times. 19 defect, immediately. If any defect observed find the cause and solve the defect, if any major defect observed report supervisor / service All grease points are greased. After 20 lubrication clean excess lubricant on surface / equipment. CAR TOP 22 23 Check the car top STOP switch is working properly. Check car top lamp is working. If no, find the cause and do the needful. If no, Rectify it. manager and get it rectify shortly. If no, fill grease in cup and tightened it.

18

24 25 26 27 28 29 30

Check car top lamp holder is in good condition, it is not broken. Check car top inspection box buttons are functioning correctly. Check car top junction box sticker is available. (INS / STOP / DIRECTION) Check car top junction PCB is firmly fixed. Check the connection of car top reed / limit switches are tight. Check Car gate contact connections are tight. Check Car gate contact pressure is sufficient 2mm. Check car door contact is in circuit.

If no, do the corrective action. If no, find the cause and do the needful. If no, do the need full. If no, do the proper fixing. If no, tight it. If no, tight it. If no, do the adjustment. 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. 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. Do not use polish paper.

31

Check yoke safety switches are in circuit. 32

Clean landing lock electrical contacts. 33 Check landing gate contacts pressure are 34 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,

19

Check all Landing Door Vision Panels. (In 36 case of swing door.) Check the car top guide shoe liners are in 37 good condition (Car play must not be more than 3mm). Check the condition of the CWT Guide 38 shoe liners is OK - top / bottom. Check CWT. Guide shoe play, it shall not be more then 5 - 6 mm. PIT Ensure PIT light is operational. 39 No any signs of water leakage in pit area. 40 Check pit switch is in circuit.

immediately. Lift should not operated with broken glass. If any defect observed find the cause and solve the defect immediately. If no, adjusted the car play or report supervisor / service manager and make sure that liner will get replace shortly, keep lift in observation. 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. If no, Do the correspondence with customer and get it done. If no, Do the correspondence with customer and get it done. Run the elevator in normal operation and from lowest floor open lowest floor with the help of unlocking key. Switch

41

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. 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.
20

42

Check pit pulley switch is in circuit. (If present)

Lift should not move. If any defect observed find the cause and solve the Check the SG rope tension is sufficient, the distance between pit pulley weight 43 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. 20. Departure 1 2 3 4 5 6 Lubricate car and cwt. guide rails. Lubricate the car top pulley bush if present. Check car and counterweight oiler, for oil. (if present.) Clean the car top. CAR INTERIOR Clean cabin and cabin equipments. Clean Ground floor landing door and LOP. EXIT After completing PM run the elevator If no, solve the defect and make the minimum 10 to 20 start and stops. Make sure elevator is safe for customer use Complete Machine Room Maintenance Log noting maintenance task set completed. 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. Check all Landing Door Buttons and Indicators. Check Fire Man Operation. (if present) Fill complete SERVICE REPORT with all appropriate detail and required action. Return key to customer, obtain signature on Service Report and leave "customer"
21

defect, immediately. If no, do the adjustment.

From top floor.

Refill as appropriate.

elevator safe to use.

If no, solve the defect and make the elevator safe to use.

10 11 12 13

If any defect observed find the cause and solve the defect immediately.

copy. 14 Complete 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. 1 2 3 4 5 6 7 8 Items to be Checked MACHINE ROOM Clean the ceiling. Clean the complete Machine Room. Clean the control panel. Clean the brake resistor. Clean ARD panel. Clean complete machine unit. Clean Speed Governor unit complete. Clean the Speed Governor roller running surface. All grease points are greased. After lubrication clean excess lubricant on surface / it. If no, fill grease in cup and tightened IMP points to be remember

Dont remove PCB's. Clean only by cotton. Do not use brush.

equipment. NOTE : 1) The following procedure we should follow on each landing and each bracket set. Clean top most bracket and terminal set. 10 Clean top most landing door equipments 11 with car and cwt. bracket set and so on. 11.1 AUTO DOOR Clean landing header, door panels and a) frame. Clean landing header track, rollers and Clean with '0'no. Polish paper. b) pulley. c) Clean door aircord. d) Clean landing lock electrical contacts. Do not use polish paper.
22

e) f) 11.2 a) b) 11.3 a) b) 12 13 14 15

Clean landing door sill. Lubricate the moving parts where necessary.

By brush Never put any lubricant on moving

parts which made of Nylon. COLLAPSIBLE DOOR Clean the gate track, pickets and sill. Lightly lubricate the track and pivot points. MANUAL LOCK Clean lock units. Remove lock cover and clean lock Clean the shorting strips on beaks. Clean dust on car and cwt. guide rails. Clean truffing. Clean travelling cable. Clean all hoist-way equipments (junction internally by brush. Should not use polish paper. Do not clean guide bleed

box etc.). CAR AUTO DOOR Clean Car header and header equipments. Clean car gate contact. Do not use polish paper. Clean Car gate track. Clean with '0'no. Polish paper. Clean the coupler and lubricate where Never put any lubricant on moving necessary. Clean door aircord. Clean car door bottom sill. Clean door light curtain. Lubricate the moving parts. parts which made of Nylon. By brush Never put any lubricant on moving

16.1 a) b) c) d) e) f) g) h) 16.2 a) b) 17 18 19 20 21 22
23

parts which made of Nylon. COLLAPSIBLE DOOR Clean the gate track, pickets and sill. Lightly lubricate the track and pivot points. RETIRING CAM Clean Retiring Cam. CAR TOP Clean car top junction box, car top equipments. Lubricate car and cwt. guide rails. Lubricate the car top shoe. Lubricate the car top pulley bush if present. Clean the car top. From top floor.

23 24 25 26

CAR BOTTOM Clean the wage boxes. Lubricate the car bottom shoes. Clean car bottom and equipments. 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. Clean Landing door panels and frames 31 from outside.

24

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?

25