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EXECUTIVE SUMMARY
Project Title:
Duration of study
Place of study
Name of the company
Methodology
Major Finding
Major Recommendations
Chapter 2
PROJECT OVERVIEW
Introduction to the study:
As a part of fulfillment of MMS curriculum of University of Mumbai. I have taken up the
title A Study on Quality Management System of Finolex Industries Ltd. (PVC Plant,
Ratnagiri).
The study is an attempt to understand the quality policies and quality management system of
Finolex Industries Ltd.(PVC Plant, Ratnagiri).
Concept of Quality Management System:
A quality management system (QMS) is the means by which quality management practices
are made an integral part of an organization. A QMS is not a temporary fad, but a permanent
part of an organization with a direct bearing on how the organization conducts its business.
QMS is not a vague phrase; it has a very specific meaning: a QMS has a structure, a defined
scope, responsibilities, necessary content (in terms of defined processes and supporting QMS
documentation), and required resources to accomplish quality planning, quality control,
quality assurance, and continuous quality improvement activities. If an organization merely
implements a few quality management practices in its operations, it cannot claim to have a
quality management system in place.
A QMS is not static, and by definition it must be improved continually in order to enhance
organizational effectiveness and efficiency. It may be formally defined as follows. A quality
(management) system consists of the organizational structure, procedures, processes, and
resources needed to implement quality management.
Quality management is the process for ensuring that all project activities necessary to design,
plan and implement a project are effective and efficient with respect to the purpose of the
objective and its performance.
Quality management is a continuous process that starts and ends with the project. It is more
about preventing and avoiding than measuring and fixing poor quality outputs. It is part of
every project management processes from the moment the project initiates to the final steps
in the project closure phase.
Quality Definition
Quality Assurance
Quality Control
Quality Improvements
Quality Definition:
The first step on the quality management is to define quality, the project manager and the
team must identify what quality standards will be used in the project, it will look at what the
donor, beneficiaries, the organization and other key stakeholders to come up with a good
definition of quality. In some instances the organization or the area of specialization of the
project (health, water or education) may have some standard definitions of quality that can
be used by the project. Identifying quality standards is a key component of quality definition
that will help identify the key characteristics that will govern project activities and ensure the
beneficiaries and donor will accept the project outcomes. Quality management implies the
ability to anticipate situations and prepare actions that will help bring the desired outcomes.
The goal is the prevention of defects through the creation of actions that will ensure that the
project team understands what is defined as quality.
Quality Characteristics:
All material or services have characteristics that facilitate the identification of its
quality. The characteristics are part of the conditions of how the material, equipment
and services are able to meet the requirements of the project and are fit for use by the
beneficiaries. Quality characteristics relate to the attributes, measures and methods
attached to that particular product or service.
Functionality is the degree, by which equipment performs its intended function, this
is important especially for clinical equipment, that the operation should be behave as
expected.
Performance, its how well a product or service performs the beneficiaries intended
use. A water system should be designed to support extreme conditions and require
little maintenance to reduce the cost to the community and increase its sustainability.
Reliability, its the ability of the service or product to perform as intended under
normal conditions without unacceptable failures. Material used for blood testing
should be able to provide the information in a consistent and dependable manner that
will help identify critical diseases. The trust of the beneficiaries depend on the quality
of the tests.
Relevance, its the characteristic of how a product or service meets the actual needs
of the beneficiaries, it should be pertinent, applicable, and appropriate to its intended
use or application.
Timeliness, how the product or service is delivered in time to solve the problems
when its needed and not after, this is a crucial characteristic for health and emergency
relief work.
Suitability, defines the fitness of its use, it appropriateness and correctness, the
agriculture equipment must be designed to operate on the soul conditions the
beneficiaries will use it on.
Completeness, the quality that the service is complete and includes all the entire
scope of services. Training sessions should be complete and include all the material
needed to build a desired skill or knowledge
Consistency, services are delivered in the same way for every beneficiary. Clinical
tests need to be done using the same procedure for every patient.
Quality characteristics are not limited to the material, equipment or service delivered
to the beneficiaries, but also applies to the material, equipment and services the
project staff uses to deliver the project outputs. These include the vehicles,
computers, various equipment and tools and consulting services the project purchases
and uses to carry out its activities.
Quality characteristics must be included in all material, equipment and services the
project will purchase, the procurement officers must have a complete description of
what is required by the project, otherwise a procurement office may purchase the
goods or services based on her or his information of the product.
Quality plan:
Part of defining quality involves developing a quality plan and a quality checklist that
will be used during the project implementation phase. This check list will ensure the
project team and other actors are delivering the project outputs according to the
quality requirements. Once the project has defined the quality standards and quality
characteristics, it will create a project quality plan that describes all the quality
definitions and standards relevant to the project, it will highlight the standards that
must be followed to comply to regulatory requirements setup by the donor, the
organization and external agencies such a the local government and professional
organizations (health, nutrition, etc).
The quality plan also describes the conditions that the services and materials must
possess in order to satisfy the needs and expectations of the project stakeholders, it
describes the situations or conditions that make an output fall below quality
standards, this information is used to gain a common understanding among the
project team to help them identify what is above and what is below a quality
standard.
The quality plan also includes the procedure to ensure that the quality standards are
being followed by all project staff. The plan also includes the steps required to
monitor and control quality and the approval process to make changes to the quality
standards and the quality plan.
Quality Assurance:
Assurance is the activity of providing evidence to create confidence among all stakeholders
that the quality-related activities are being performed effectively; and that all planned actions
are being done to provide adequate confidence that a product or service will satisfy the stated
requirements for quality.
Quality Assurance is a process to provide confirmation based on evidence to ensure to the
donor, beneficiaries, organization management and other stakeholders that product meet
needs, expectations, and other requirements. It assures the existence and effectiveness of
process and procedures tools, and safeguards are in place to make sure that the expected
levels of quality will be reached to produce quality outputs.
Quality assurance occurs during the implementation phase of the project and includes the
evaluation of the overall performance of the project on a regular basis to provide confidence
that the project will satisfy the quality standards defined by the project. One of the purposes
of quality management is to find errors and defects as early in the project as possible.
Therefore, a good quality management process will end up taking more effort hours and cost
upfront. The goal is to reduce the chances that products or services will be of poor quality
after the project has been completed.
Quality assurance is done not only to the products and services delivered by the project but
also to the process and procedures used to manage the project, that includes the way the
project uses the tools, techniques and methodologies to manage scope, schedule, budget and
quality. Quality assurance also includes the project meets any legal or regulatory standards.
Quality Audits:
Quality audits are structured reviews of the quality management activities that help
identify lessons learned that can improve the performance on current or future project
activities. Audits are performed by project staff or consultants with expertise in
specific areas.
The purpose of quality audit is to review how the project is using its internal
processes to produce the products and services it will deliver to the beneficiaries. Its
goal is to find ways to improve the tools, techniques and processes that create the
products and services. If problems are detected during the quality audits, corrective
action will be necessary to the tools, processes and procedures used to ensure quality
is reestablished.
Part of the audit may include a review of the project staff understanding of the quality
parameters or metrics, and skills expertise and knowledge of the people in charge of
producing or delivering the products or services. If corrective actions are needed,
these must be approved through the change control processes.
The PDCA Cycle:
The most popular tool used to determine quality assurance is the Shewhart Cycle.
This cycle for quality assurance consists of four steps: Plan, Do, Check, and Act.
These steps are commonly abbreviated as PDCA.
The four quality assurance steps within the PDCA model stand for
Plan: Establish objectives and processes required to deliver the desired results.
Do: Implement the process developed.
Check: Monitor and evaluate the implemented process by testing the results against
the predetermined objectives.
Act: Apply actions necessary for improvement if the results require changes.
The PDCA is an effective method for monitoring quality assurance because it
analyzes existing conditions and methods used to provide the product or service to
beneficiaries. The goal is to ensure that excellence is inherent in every component of
the process. Quality assurance also helps determine whether the steps used to provide
the product or service is appropriate for the time and conditions. In addition, if the
PDCA cycle is repeated throughout the lifetime of the project helping improve
internal efficiency.
The PDCA cycle is shown below as a never-ending cycle of improvement; this cycle
is sometimes referred to as the Shewart/Deming cycle since it originated with
Shewart and was subsequently applied to management practices by Deming.
Plan
Do
Act
Check
Quality Control:
Quality control is the use of techniques and activities that compare actual quality
performance with goals and define appropriate action in response to a shortfall. It is the
process that monitors specific project results to determine if they comply with relevant
standards and identifies different approaches to eliminate the causes for the unsatisfactory
performance. The goal of quality control is to improve quality and involves monitoring the
project outputs to determine if they meet the quality standards or definitions based on the
project stakeholder expectations. Quality control also includes how the project performs in
its efforts to manage scope, budget and schedule.
Acceptance: The beneficiaries, the donor or other key project stakeholders accept or reject
the product or service delivered. Acceptance occurs after the beneficiaries or donor has had a
change to evaluate the product or service.
Rework; is the action taken to bring the rejected product or service into compliance with the
requirements, quality specifications or stakeholder expectations. Rework is expensive that is
why the project must make every effort to do a good job in quality planning and quality
assurance to avoid the need for rework. Rework and all the costs associated with it may not
refundable by the donor and the organization may end up covering those costs.
Adjustments; correct or take the necessary steps to prevent further quality problems or
defects based on quality control measurements. Adjustments are identified to the processes
that produce the outputs and the decisions that were taken that lead to the defects and errors.
Changes are taken to the Change Control processes of the project.
Assurance vs. Control:
Quality assurance is often confused with quality control; quality control is done at the end of
a process or activity to verify that quality standards have been met. Quality control by itself
does not provide quality, although it may identify problems and suggest ways to improving
it. In contrast, quality assurance is a systematic approach to obtaining quality standards.
Quality assurance is something that must be planned for from the earliest stages of a project,
with appropriate measures taken at every stage.
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Quality Improvement:
It is the systematic approach to the processes of work that looks to remove waste, loss,
rework, frustration, etc. in order to make the processes of work more effective, efficient, and
appropriate. Quality improvement refers to the application of methods and tools to close the
gap between current and expected levels of quality by understanding and addressing system
deficiencies and strengths to improve, or in some cases, re-design project processes. A
variety of quality improvement approaches exists, ranging from individual performance
improvement to redesign of entire project processes. These approaches differ in terms of
time, resources, and complexity, but share the same four steps in quality improvement:
Identify what you want to improve; the project using the data found in the quality control
process identifies the areas that need improvement.
Analyze the problem or system, the team then investigates the causes for the problem and its
implications to the project, the causes may be internal or external to the project.
Develop potential solutions or changes that appear likely to improve the problem or system,
the team brainstorms ideas and potential solutions to the problem, taking in consideration its
impact to the project schedule and budget. After careful considerations the team decides and
chooses the best alternative.
Test and implement the solutions. The team may decide to test the solution on a small scale
to verify that it is capable of fixing the problem, it testes for the initial assumptions made
about the problem and once it confirms that the solution is a viable alternative, it then
proceeds to implement in a full scale the solution.
Cost of Quality:
The cost of quality is the sum of costs a project will spend to prevent poor quality and
any other costs incurred as a result of outputs of poor quality. Poor quality is the
waste, errors, or failure to meet stakeholder needs and project requirements. The costs
of poor quality can be broken down into the three categories of prevention, appraisal,
and failure costs:
Prevention costs: These are planned costs an organization incurs to ensure that errors
are not made at any stage during the delivery process of that product or service to a
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Maturity Models:
Another approach to improve quality is the use of maturity models, which are
frameworks for helping organizations and projects improve their processes. The
model includes a method for assessing the projects maturity levels as a first step to
determine the improvements needed to increase the capacity of the project to deliver
the project outputs as promised.
The use of the word "maturity" implies that capabilities must be grown over time in
order to produce repeatable success in project management. The Random House
College Dictionary defines "maturity" as full development or perfected condition.
"Maturity" also indicates understanding or visibility into why success occurs and
ways to correct or prevent common problems. "Model" implies change, a
progression, or steps in a process.
Project management maturity is the progressive development of an organizations
project management approach, methodology, strategy, and decision-making process.
The appropriate level of maturity can vary for each organization based on specific
goals, strategies, resource capabilities, scope, and needs.
The proper level of maturity to which an organization should strive is determined
during a detailed assessment conducted by a professional project management
consulting team. The organization has achieved full project management maturity
when it has met the requirements and standards for project management effectiveness
and it is capable of demonstrating improvements such as on-time project delivery,
cost reductions, organizational efficiency, and quality outcomes.
A project quality maturity usually consists of five levels:
Level 1. Informal level, there is no defined processes for quality practices or
standards. The organization may be in the initial stages of considering how projects
should define quality, but most efforts are informal and had-oc.
Level 2. Defined level, the organization has defines some basic quality standards and
project quality policies that are being adopted. But not all projects are using it in a
consistent manner.
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system comprises everything that affects the results. It only has to be formalized when the
relationships grow too large for one person to manage by relying on memory.
It is unlikely that you will be able to produce and sustain the required quality unless you
organize yourselves to do so. Quality does not happen by chance, it has to be managed. No
human endeavor has ever been successful without having been planned, organized and
controlled in some way.
Scope of the System:
As the quality management system is the means by which the organization achieves its
objectives, it follows that the scope of the system (what it covers) is every function and
activity of the organization that contributes to these objectives. This should leave no function
or activity outside the system. The system must also include suppliers because the
organization depends on its suppliers to achieve its objectives. The chain of processes from
the customer interface and back again includes the suppliers.
Including every function and activity within the system should not be interpreted as
compelling every function and activity to certification to ISO 9001 far from it.
Design of the System:
Imagine you are designing an air-conditioning system. You would commence by establishing
the system requirements, then design a system that meets the requirements, document the
design and build a prototype. You would then test it and when satisfied it functions under the
anticipated operating conditions, launch into production. If problems are detected during
production, solutions would be developed and the design documentation changed before
recommencing production. If problems were experienced during maintenance, the design
documentation would be consulted to aid in the search for the fault. If improvements are to
be made, once again the design documentation would be consulted and design changes made
and the documentation revised before implementation in production.
This traditional cycle for products therefore has some redeeming features:
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Design does not commence without a specification of requirements if it does, the wrong
product is likely to be designed.
Designs are documented before product is manufactured if they are not documented, it is
likely that the product cannot be manufactured or will not fit together or functions as
intended.
Designs are proven before launching into production if production commences before
design proving, the product will probably fail on test or in service.
Design documentation is changed before changes are implemented in production if
documentation is not changed before implementation, the product will be different each time
it is made; solved problems will recur and no two installations will be alike.
QMS Planning Phase:
The QMS planning phase entails the specification of the QMS implementation goal, and lays
out the roadmap that the organization will follow to achieve the defined goal. Plans devised
at this stage may be revised later (as needed), but for the most part, decisions made in this
phase will have a profound effect on the pace and thoroughness of the QMS implementation
effort, and quality of the resulting QMS. It is therefore important that there be adequate
forethought and meticulous planning in this phase. These items are summarized below:
Implementation prerequisites: Identify prerequisites for success, and ensure that they have
been secured. Doing so helps maximize the chances of success and helps mitigate risks from
the beginning of the QMS implementation.
Implementation goal: Establish a clear goal statement that satisfies the SMART criteria.
Implementation team: Plan for an implementation team with adequate cross-functional
representation and clearly defined roles and responsibilities that are communicated to all
implementation team members.
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2. Gap analysis: Assess the current state of the system (processes and procedures) against
best practices in the given industry, or against requirements in the QMS standard (if one was
selected). This exercise is intended to obtain answers to the question Where are we right
now? With a better understanding of where one is and where one is headed (project goal),
one is better able to plan future action. The gap analysis may reveal that processes and
procedures are already in place in certain areas of the organization. When appropriate, reuse
all or part of the current implementation as opposed to beginning from scratch. The gap
analysis may also reveal critical quality discrepancies requiring immediate attention; these
should be planned for immediate rectification.
3. Revise implementation plan: As is obvious from the foregoing explanation, the gap
analysis typically will cause the implementation plan to be fine-tuned as per the insight
gained into the current state of the system.
4. Correct critical quality (or process) deficiencies: Act upon the results of the gap
analysis to correct critical quality (or process) deficiencies that can be fixed relatively easily.
Doing so provides immediate return on investment for initiating the quality implementation
effort. It also provides an opportunity to cite the success stories to sustain management
commitment and encourage employee participation.
5. Perform high-level process mapping and create supporting process documentation:
Perform process mapping for high-level organizational processes, and create supporting
process documentation, as needed.
6.
Perform
low-level
process
flowcharting
and
create
supporting
process
The QMS refinement phase involves a final verification of the entire QMS to ensure that all
processes interact as originally planned and, further, that all processes are mutually
consistent and correctly defined. This phase also involves a final validation to ensure all
elements of the QMS comply with the organizations quality requirements (and, if
applicable, requirements of the QMS standard in use). Deficiencies identified during this
phase are addressed by requesting corrective action from the respective process (or
document) owners.
QMS Deployment Phase:
The QMS deployment phase involves institutionalizing the QMS across the organization.
In this phase, the QMS is rolled out incrementally so that it gradually is adopted and
becomes the new way of working. As each process is defined, documented, and approved for
use by employees, it enters the QMS deployment phase. In this phase, employees are trained
on the defined processes, and execution of the processes is monitored by the quality
assurance personnel (and by QMS implementation team members, as appropriate) who
participate in or observe activities as they are executed.
They verify that processes are being executed correctly and that they are adequate and
effective. Process execution also is verified by means of internal quality audits performed
during or after process execution.
This does not imply that during QMS deployment, all old processes are thrown out and
replaced with new high-quality processes. However, establishment of a QMS will cause the
organization to examine all its existing processes, and it is safe to assume that most of them
would be impacted to some extent during QMS implementation (mostly in terms of needed
improvements). This examination also may reveal some inadequate and inefficient processes
that need to be discarded and replaced with new ones.
For the most part, however, implementation of the QMS generally will result in changes to
existing processes, with some processes undergoing major change and others undergoing
minor change. It is important to plan for a certain amount of time (typically, months)
between completion of employee training and commencement of internal quality audits. This
time period, referred to as the process establishment period, is required for two reasons: first,
some amount of time is required to adequately promulgate a QMS throughout an
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Lead time to develop the products (in order to allow all product development
processes to be exercised at least once);
It is to be expected that, beginning with the process establishment period, the organization
will encounter growing (maturing) pains because the natural human tendency to resist
change will begin to surface once the QMS begins to directly affect how everyone does their
work. Further, employees and management personnel unaccustomed to the new and/or
refined processes in certain cases will attempt to circumvent the process when operational
and schedule considerations overtake quality considerations.
The QMS implementation team will need to address the aforementioned challenges by
continually educating management and personnel (and managing their expectations),
emphasizing benefits already realized, monitoring process execution, and reasoning with
personnel and working cooperatively with them to overcome resistance to change.
Continuous Improvement:
With the completion of the QMS deployment phase, an organization effectively transitions to
a state where compliance with the defined QMS needs to be continually monitored and the
defined system needs to be continuously improved and optimized. This is the final and
never-ending phase of QMS implementation the continual improvement phase. It entails the
use of mechanisms necessary to facilitate continuous improvement of the QMS.
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Mechanisms for continuous improvement are not necessarily established in this phase only.
Some of them may have been defined in the QMS definition phase and deployed in the QMS
deployment phase. Others may have been defined but their deployment deferred until the
continuous improvement phase. Yet other continuous improvement mechanisms may remain
undefined until this phase.
For example, an organization typically does not start collecting customer satisfaction data
until a few months after completion of the QMS deployment phase, else it would be too early
for its customers to realize benefits from the implementation of the QMS. Moreover,
collecting customer satisfaction data too soon might not provide readily actionable
information because many of the known deficiencies might be attributed to causes that the
organization already is addressing under the QMS implementation underway.
Quality is not something that is done at the end of a phase or at the end of the project, is a
continuous process to ensure quality is performed in all aspects of the project. The goal is to
continuously improve based on the lessons learned and new insights provided by the project.
To be effective it should happen during all activities of the project. Continuous improvement,
in regard to project quality always focuses on improving stakeholder satisfaction through
continuous and incremental improvements to processes, including the removal of any
unnecessary activities. By applying a process that continuously improves every element of
the project can achieve better results than trying to wait until the end of a phase or a midterm
evaluation to start making adjustments and improvements to the work. It requires little effort
and by doing small incremental improvements the project can reach significant levels of
quality.
To implement continuous improvements, it necessary to have a culture of reflection that
allows the project team to learn from mistakes and apply the lesson on the next phase or
cycle and not spend time and effort trying to put blame, otherwise, the team will fear
reporting any problems with quality and it will be too late to do anything once the donor or
the beneficiaries find out.
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Chapter 3
COMPANY PROFILE
FINOLEX GROUP - THE EVOLUTION
Current group turnover exceeds over Rs. 50 billion spread across its various entities.
Over the years, Finolex has emerged as a very powerful brand synonymous with top
quality products.
Pan India distribution networks makes its products reach across the country.
Finolex group today has wide presence in PVC Pipes, PVC Resin, Drip Irrigation,
Power, Power Cables, Telecom Cables, Electrical Wires and Switchboard Cables.
Quality and Customer satisfaction remains prime focus across the companies.
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Pipe processing capacity of more than 2 Lakh MT annually spread across multi
locations.
Market presence for more than 3 decades since its inception in 1981.
Pan India distribution network through its wide network of dealers, sub-dealers and
retailers.
Offers wide range of PVC pipes & fittings for diverse applications across sectors.
Only PVC pipe Manufacturer with state of the art fully backward integrated PVC
Resin plant at Ratnagiri.
2nd Largest manufacturer of PVC Resin in India with 2.70 Lakh MT capacities.
Self reliant on all resources for pipe processing from raw material to finished goods.
Strong employee loyalty - 60% of employees have been in the company for more
than 15 years.
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Only PVC pipe manufacturer in India with a fully backward integrated plant.
Self sufficient on main raw material, adequate land for any future expansion, self
sufficient on water, self sufficient on power - captive power plant of 43 MW.
One of the few manufacturers in India maintaining & matching global standards.
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It offers a wide range of PVC pipes & fittings, for diverse applications in
- Agriculture
- Housing
- Building & Construction
- Telecom Industry
Strong pan India distribution network ensures large number of satisfied customers
Only pipe manufacturer in India with control on quality parameters from raw material
to finished goods.
Consistency of product quality across plants as all locations use same quality raw
material.
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Irrigation
Drip Irrigation
Casing pipes
CONSTRUCTION SEGMENT
-
Plumbing pipes
Borewell pipes
12th Plan envisages investment of approx. Rs.2.3 trillion (USD 43bn) for water
management.
Irrigation sector allocation to be approx. Rs.5 trillion (USD 92bn) in the 12th plan.
CONSTRUCTION SEGMENT
Sewage Pipes
-
Urbanization driving demand for larger and cost effective sewage lines.
Plumbing Pipes
-
Casing Pipes
-
Rural Area
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22 million units.
-
54 million units.
-
State of the art PVC Resin plant was set up near Ratnagiri on the west coast of
Maharashtra in 1994
Strategic location - supported by strong Infrastructure with captive power plant &
own cryogenic jetty
PVC plant was set up in technical collaboration with Uhde GmbH of Germany under
technology license from Hoechst AG.
400 strong technical team help in running the resin plant at Ratnagiri.
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GLOBAL
Capacity
Addition
Demand
DOMESTIC INDUSTRY
53.9 MMT 6%
3.0 MMT (80% IN
CHINA)
37.5 MMT 1.6%
Capacity
1.3 MMT
Industry Growth
12%
Consumption
2.22 MMT
1 MMT
Imports
(0.2MMT)
Sectors
Volume in KTA
1640
over 2011-12
14%
Sector Share
Calendars
190
13%
9%
120
10%
5%
120
6%
5%
Profiles
75
25%
3%
Others
75
5%
3%
Total
2220
12%
100%
74%
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Plant based on imported coal coal transported through conveyer to plant straight
from its own coal jetty.
FINANCIAL OVERVIEW
FINANCIAL HIGHLIGHTS BALANCE SHEET
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HISTORY
In July 1945, two young brothers P.P. Chhabria and K.P. Chhabria came to Pune from
Karachi in search of a livelihood and within six months set up a small shop selling electrical
cables. The retail business became quite successful. A sizable order in the mid 1950's from
the Defence Department for wire harnesses for trucks and tanks bolstered their confidence
and they decided to manufacture Cables, themselves.
Starting as a small-scale industrial unit in 1956, they manufactured PVC insulated cables for
the automobile industry. Finolex brand was born from "Fine" & "Flexibles" and "O" with an
electric arc across it - signifying the electrical cable business the company was in. Their
relentless search for growth and doughty perseverance saw them through some difficult
times and in 1972 the enterprise turned into a limited company.
Since then, there has been no looking back and following a public offering in July 1983,
Finolex Cables Limited embarked on a continuous process of expansion and modernization
which enabled it to become the most diversified & largest cable manufacturer in the country.
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Their relentless quest for growth saw the brothers establishing Finolex Industries Limited
(FIL) in 1981. The company sought to manufacture Rigid PVC Pipes and Fittings at Pune,
which find large-scale application in the agriculture sector. In a shrewd move towards
backwards integration, the company has set up a PVC resin manufacturing facility at
Ratnagiri on the west coast of India.
The early nineties saw the Finolex Group expanding into new business domains to
manufacture Optic Fiber Cables and Copper Rods. Today the Group turnover exceeds Rs.30
Billion (about US $ 750 million)
Finolex Cables Ltd. (FCL) and Finolex Industries Ltd. (FIL) are the two group companies
whose equity shares are listed on the Bombay Stock Exchange and National Stock Exchange.
Global Depository Receipts of Finolex Cables Limited is also listed on the Luxembourg
Stock Exchange. Professionally managed, with continuous updating of technology and strict
quality controls, Finolex strives for maximum customer satisfaction. Over the years, it has
attained a significant position on the industrial map of India.
Leadership Team
Mr. Prakash P.
Chhabria
Executive Chairman
Mr. Saurabh S.
Dhanorkar
Managing Director
Mr. Prabhakar D.
Karandikar
Independent Director
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Advisor
MILESTONES
Finolex Group was established in 1958 & today has turnover in excess of Rs 4000
crores with 5 companies and 11 modern state-of-art manufacturing facilities located
at Pune, Ratnagiri, Goa & Uttarakhand.
The prominent group companies, Finolex Cables Ltd & Finolex Industries Ltd
manufacture and market a diverse range of products comprising of Electrical and
Communication Cables, Copper Rods,PVC Sheets,PVC Resin and PVC Pipes &
Fittings, Electrical Switches, Compact Fluorescent Lamps (CFL's). Finolex has also
established an advanced IT institute, I2IT at Pune and an engineering college at
Ratnagiri.
Finolex has over the years emerged as a very powerful brand synonymous with top
quality products. A national distribution network makes its products available across
the country.
Finolex Cables Limited, the flagship company of the Finolex group started its
operations with the manufacturing of Automobile Cables in 1958. In1970 Finolex
started manufacturing Electric wires, single & multicore Flexible industrial Cables.
Further expanding its product range in 1972 Finolex started manufacturing PVC
insulated Winding Wires & 3 Core Flat cables for submersible pumps.
In 1980 , Finolex started manufacturing 1.1 KV PVC insulated Power & Control
Cables, In 1984 , Finolex started manufacturing Jelly Filled Telephone Cables. Thus
Finolex became the first Indian company in Private Organized Sector to supply JFT
cables to DoT. Finolex is also 1st Indian company to develop & supply Foam Skin
Cable to DoT.
In 1993, Finolex added one more product in its product portfolio, Co-axial Cables. In
1993 Finolex Cables became the first cable company to receive ISO 9002 quality
certification. In 1996, Finolex diversified its product portfolio & started
manufacturing PVC Sheets. Keeping track of global trends in 1996 Finolex launched
two products viz. FR-LSH PVC Insulated Industrial Cables & Fibre Optic Cables in.
41
Thus Finolex Cables is the first company in India to introduce FRLS industrial
cables.
The company has set several benchmarks and has been recognized by industry and
peers alike. In 1989 Company won the Harvard Business School Economic Times
award for Corporate Excellence; it was also declared the winner of Voice and Data
magazines Top Telecom Company Award in 2003; the IIM-LIC Award for Marketing
Excellence in 1994-95; Star Performer Award for outstanding contribution to
Engineering Exports during the year 2005-06 and several other accolades have come
its way.
Finolex Cables has also featured in the Top 150 Hidden Champions of the World by
World Link, Geneva. It ranked among the leading organizations of Business India's
Super 500 Corporations. In the survey conducted by Business Today and Stern
Standard, Finolex was listed among the Best Wealth Creating Companies of India.
Finolex Cables is the only Superbrand Cable Company in India. It has received
Superbrand Status for the 3rd consecutive year.
Finolex Industries Limited (FIL) was incorporated in 1981. It had a modest beginning
as a rigid PVC (Poly Vinyl Chloride) pipes manufacturer with manufacturing plant in
Pune.
From 1984 to 1988, FIL won the PLEXCONCIL "Top Exporter Award" on five
consecutive occasions.
42
In 1994 FIL set up a state of the art PVC Resin plant near Ratnagiri on the West
Coast of Maharashtra State. The 130,000 M.T. PVC plant was set up in technical
collaboration with Uhde GmbH of Germany and under technology license from
Hoechst AG. FIL manufactures suspension PVC as well as emulsion/ paste PVC.
In 1996, FIL became Indias first manufacturer of PVC pipes and fittings to be
awarded the ISO 9001: 2000 certification.
In 1999, to meet growing demand, FIL also started manufacturing PVC pipes at
Ratnagiri.
In 1999 to cater the need of Plumbing sector, FIL introduced ASTM Pipes.
In year 2002 both PVC Pipes and PVC Resin plants at Ratnagiri were awarded the
IS14001 certificate for Environment Management Systems.
In 2006 PVC Resin capacity was expanded from 1, 30,000 MT to 2, 60,000 MT.
Further expanding its product range, in 2006, FIL launched ASTM fittings to its
product portfolio
In 2007 FIL introduced Underground Sewerage Pipes as per IS: 15328 2003.
In 2008, taking a step further with advancement in technology, FIL introduced LEAD
FREE Plumbing pipes as per ASTM Standards.
In 2008, FIL started a brand new state-of-the-art unit for manufacturing agriculture
pipes and casing pipes at Urse, Pune with the capacity of 28000 M.T.P.A.
To maintain our leadership position in our area of our business through excellence
and innovation.
To continuously create new opportunities for growth and establish global presence.
43
MISSION
Expand manufacturing facility and distribution network to cater to all regions in the
country.
Empower and energize employees to embrace new ideas, learn continuously and
build HR processes for continual capability development of its talent.
Being a major user of PVC, Finolex Industries Ltd., has set up a backward integration plant
for manufacture of PVC, with an annual capacity of 2,60,000 Metric Tons, in Suspension and
Emulsion Grade in Technical Collaboration with UDHE GmbH, Germany with Hoechst
Technology. As a part of its PVC Complex, FIL has set up an open sea cryogenic jetty, the
first of its kind in the private sector in India. As such, Finolex is self-dependent for raw
material supply and is the only Pipe manufacturer to have control on quality parameters from
raw-material to finished product
The strength of FIL lies in its quality products and satisfied customers which are catered
through its very large distribution network.
MANUFACTURING PLANTS
FIL pipes division was incorporated in the year 1981 and is the largest manufacturer
of PVC Pipes in India.
FIL has its PVC Pipes manufacturing plants at Urse near Pune and its second
manufacturing plant at Ratnagiri (350 km, south of Mumbai). A new state of art
manufacturing plant will be commissioned in early 2013 at Masar near Baroda in
Gujarat.
FIL is one of the largest Manufacturers of PVC in India. The PVC plant was
commissioned in the year 1994 with Technical collaboration with Uhde GmbH of
Germany under technology license from Hoechst AG. FIL manufactures suspension
grade PVC as well as emulsion/paste grade PVC. The PVC manufacturing plant is
located at Ratnagiri with installed capacity of 260,000 TPA.
CRYOGENIC JETTY
The first phase of the Ratnagiri project was commissioned in 1994, and was India's first
petrochemical complex to have its own open-sea cryogenic jetty. Finolex is unable to use the
cryogenic jetty throughout the year. It is off limits from mid-May to about mid-September as
a result of the monsoons. An all-weather jetty will allow Finolex to reduce its inventory
carrying costs, since it now has to store ethylene and ethylene dichloride (EDC), (which is an
important raw material) for the four-month period that no ships can berth.
45
46
PRODUCTS
PVC-U PIPES & FITTINGS
FIL is the largest PVC-U pipe manufacturer in India and the first to have been awarded the
IS/ISO 9001:2000 certification. FIL offers a wide range of PVC-U pipes and fittings, for
diverse applications in agriculture, housing, and telecom etc. ranging between 20 mm to 400
mm diameter. The range of PVC-U pipes and fittings that FIL offers is as follows:
Selfit PVC-U Pipes (for agriculture & potable water supply) As per IS 4985-2000.
Ringfit PVC-U Pipes (for agriculture & potable water supply) As per IS 4985-2000.
Selfit & Ringfit SWR PVC Pipes (As per Is 13592 with Latest Amendment).
47
Advantages
Selfit sockets are formed with high precision on specially developed sophisticated
machines.
50% saving in installation time, as compared with plain ended pipes and loose
couplers.
The number of joints is reduced by 50%, resulting in substantial saving in labor costs.
Cost less than conventional plain ended pipes with loose couplers.
355 mm & 400 mm diameter pipes in 2.5, 4, 6, and 10 kgf/cm2 working pressure are
available as plain ended pipes.
Selfit pipes are supplied in a standard length of 6 meters exclusive of the socket
portion.
Even in extreme temperature variations, the rubber ring absorbs the linear
expansion and contraction leaving the seal intact.
Deflection of pipes due to various reasons like shifting of soil, land contour can be
easily accommodated upto 2o per joint.
PVC RESIN
48
PVC is a thermoplastic resin, which in versatility of processing and application surpasses all
other thermoplastic materials. This unique polymer is one of the oldest established plastics.
Today, PVC finds applications in insulation of cables, in pipes and hoses, agricultural
products, windows and profiles, flooring tiles used in the building industry, blister
packaging, films and sheets, foamed leather cloth, curtains, tarpaulins, and also for medical
use - for IV, blood bags, etc. The universality of its service properties is such that new areas
of application are being continuously developed.
MANUFACTURING PROCESS
INTRODUCTION
Polyvinylchloride (PVC) [-(-CH2 -CHCl-)n-] is one of the three most important polymers
currently used worldwide. This is because PVC is one of the cheapest polymers to make
and has a large range of properties so can be used to make hundreds of products. PVC is
formed by the polymerization of vinyl chloride (chloroethane) monomer units:
PVC consists of polar molecules which are attracted to each other by dipole-dipole
interactions due to electrostatic attractions of a chlorine atom in one molecule to a
hydrogen atom in another atom:
49
These considerable intermolecular attractions between polymer chains make PVC a fairly
strong material.
Uncompounded PVC is colorless and rigid and possesses poor stability towards heat and
light. However, the use of additives/stabilizers enables us to change the properties of the
PVC to how we desire.
VINYL CHLORIDE MONOMER (VCM)
(VCM is the key material from which PVC is made)
VCM is a gas with a molecular weight of 62.5 and boiling point of -13.9C, and hence has a
high vapor pressure at ambient temperature. It is therefore manufactured under strict quality
and safety control.
50
simple single-stage process, but the cost of acetylene is high. Ethane is by far the least
expensive C2 hydrocarbon, but it cannot be converted to vinyl chloride with high selectivity.
VINYL CHLORIDE FROM ACETYLENE
The process that produces vinyl chloride from acetylene employs the use of a catalyst. Most
of the time the catalyst used is mercuric chloride deposited on active carbon. In this process
the feed gases are purified, dried, and mixed at the entrance to the tubular fixed bed reactors,
which are packed with mercuric chloride on active carbon pellets as catalysts. Usually, a
slight excess of HCl is used over stoichiometry. About 99% conversion of acetylene and 98%
conversion of HCl are achieved. The selectivity to vinyl chloride is good more than 98% and
the only significant side reaction is the further addition of HCl to vinyl chloride to form 1,1dichlorethane. The major issue with this process is that fact that the catalyst used, mercuric
chloride, is a very volatile compound. It is so volatile that much of the development work on
this process has been devoted to this problem. Consequently, the acetylene route is currently
of little commercial importance.
VINYL CHLORIDE FROM ETHANE
Many attempts have been made to develop a process that will use ethane to directly produce
vinyl chloride. This is due to relative inexpensiveness of ethane. The major problem
associated with the use of ethane is its molecular symmetry. In particular, the addition of
chlorine to ethane gives rise to a wide product spectrum. The most promising routes appear
to be those based on high temperature oxychlorination that use special catalysts to achieve a
worthwhile selectivity to vinyl chloride and useful major by-products such as ethylene, ethyl
chloride, and EDC. The ethylene may be chlorinated to EDC and recycled along with the
ethyl chloride. Although possible, this process has not progressed beyond the conceptual
stage. This is due to the fact that the oxychlorination reactor design presents a severe
challenge in terms of materials of construction because the reaction temperature may go up
to 500oC. At this temperature chlorine becomes very aggressive to most construction
materials.
VINYL CHLORIDE FROM ETHYLENE
51
Ethylene can be converted to vinyl chloride in a single stage, i.e., without isolating the
intermediate ethylene dichloride by either chlorination or oxychlorination routes, as is the
case with the balanced ethylene route. Direct chlorination routes require a high temperature
and a large excess of ethylene to minimize soot formation. The patent 7 literature
recommends using inert fluid beds for heat transfer and diluting gases in the feeds.
Substantial amounts of vinyl chloride are formed when the oxychlorination reactor is
operated above 350oC.
The common problems with the direct routes of production are poor selectivity to vinyl
chloride and substantial production of chlorinated by-products, many of which have no direct
commercial utility. This has substantially hindered the industrial application of directconversion processes.
Below is the process flow diagram for VCM Manufacturing via Ethylene:
52
53
Handling
and
Storing
54
VCM spheres
Care has to be taken in handling and storing VCM. Mostly because it is a highly flammable
and potentially explosive gas (like the lighter fuel butane). But also because, if breathed in
quantity, it is a strong narcotic (like chloroform). In fact during the 1950s VCM was trialed
as a potential anesthetic gas for medical applications. However, it is also now known, from
studies on workers in PVC polymerization plants during the 1970s that VCM can be a
carcinogen, with the potential to cause a rare form of cancer (cancer of the blood vessels of
the liver known as angiosarcoma), if there is significant exposure over a prolonged period.
Once industry discovered this link, major action was taken to reduce the level of exposure
and all manufacturing processes involving the use of VCM today are closed and all personal
exposure avoided and closely monitored. Workers are regularly tested for even the lowest
levels of exposure and there have been no incidences of angiosarcoma related to exposure
occurring since the PVC production process was modified. Other than its flammability
potential at release, once in the open atmosphere VCM quickly dissipates posing little threat
to human health in such a diluted form and quickly degenerates when exposed to normal
daylight.
In the polymerization process practically all of the VCM is processed into the inert polymer
chains that make up the PVC plastic. It is possible for extremely low levels of any residual
unpolymerised VCM to remain in the polymer and eventually migrate into food from PVC
packaging, but only at levels, which are considered totally harmless by health authorities and
which fall well within European Union regulations. Migration of even the microscopic
amounts of any residual chemicals from packaging substances into food is highly regulated.
This is backed up by tests from independent toxicologists. In 1993 a five-year-long Italian
study, led by Professor Cesare Maltoni, Director of Bologna's Institute of Oncology, looked
55
at the health effects on rats given mineral water from bottles made of PVC (which contained
low levels of VCM) compared with water from glass bottles. There were no noticeable
differences concerning the animals' survival, weight and health conditions during the tests
and
especially
the
effect
on
tumors.
56
57
PVC is the second largest commodity plastic after polyethylene with world production
currently over 18 million tonnes a year. The chemical process for making PVC involves three
steps: first, production of the monomer, vinyl chloride; then the linking of these monomer
units in a polymerization process; and finally the blending of the polymer with additives.
Pressure is applied to vinyl chloride (dispersed in water as a suspension or an emulsion) in
high pressure chambers at temperatures of 50-70C. The role of water is to remove and
control the heat given off in the polymerization process. PVC forms as tiny particles which
grow and when they reach a desired size the reaction is stopped and any un-reacted vinyl
chloride is distilled off and re-used. The PVC is separated off and dried to form a white
powder.
The main polymerization methods for VCM include Suspension, Emulsion, and Bulk or
Mass methods. Solution polymerization, once used for coil-coating PVC's, is no longer
employed.
58
In Suspension polymerization, VCM droplets (containing free radical catalyst) are agitated
with suspending agents in water for a given time and temperature to achieve the desired
molecular weight (or "K value"). This is the most common production method, and furnishes
"popcorn-like", irregularly shaped resin grains that can absorb liquid plasticizers and
additives to form dry blend powder compounds. Most flexible and rigid PVC calendaring,
molding, and extrusion (from powder or pellets) is done with Suspension PVC (S-PVC).
E-PVC MANUFACTURING PROCESS
Emulsion polymerization consists of emulsifying very small VCM droplets in water, with a
water soluble free radical catalyst. Depending on the type of "soap" or emulsifying agent,
agitation, and temperature, Emulsion PVC of varying molecular weight is produced. These
resin particles are much smaller than Suspension PVC, and are smooth surfaced, non
absorbent to plasticizers at ambient temperatures. Emulsion PVC resins (E-PVC), also called
"Dispersion resins" and "Paste resins, are used to make Plastisols and Organosols for
molding,
dipping
and
coating
applications.
59
chlorine content provides inherent flame & fire redundancy. Other additives (plasticizers,
modifying resins) may burn, but PVC will not support combustion on its own. PVC is
regarded as perhaps the most versatile thermoplastic resin, due to its ability to accept an
extremely wide variety of additives: Plasticizers, stabilizers, fillers, process aids, impact
modifiers, lubricants, foaming agents, biocides, pigments, reinforcements. Indeed, PVC by
itself cannot be processed. It must have at least a stabilizer, a lubricant, and if flexible, a
plasticizer present.
PVC has a unique degradation sequence. Unlike most other polymers that exhibit mainly
oxidative degradation with peroxide formation and chain scission, protected by antioxidants,
PVC (while also undergoing oxidative degradation) has a nasty habit of releasing HCl under
heat and shear of processing an "unzippering effect" that rapidly progresses to catastrophic
charred blackening if left unchecked. The art and science of stabilization a whole industry
sector has developed very effective protective stabilizer additives to retard this type of
degradation. This HCl elimination is most likely to start at a "weak link" site typically
chlorine on a carbon at a branching site in the chain. The result is a series of alternating (or
conjugated) double bonds, and the onset of visible discoloration (yellowing) has been pegged
at 7-8 conjugated double bonds. However a UV black light can see early degradation at 3-4
double bonds before it becomes visible to the eye.
DISPOSAL OF PVC
Once the PVC products have been used they can be disposed off safely by recycling,
incineration or burial methods.
Recycling can be carried out in two ways; either by sorting the waste plastics by hand
or more recently automatically, this is known as Mechanical recycling. Alternatively
the polymer can be decomposed at high temperatures and then the chemical
components can be recovered and recycled. This second method is known as
Feedstock recycling.
Incineration reduces the amount of PVC waste going to landfill. Burning of PVC
does produce toxic gases such as hydrogen chloride but none are any more toxic than
carbon monoxide and PVC produces no more deadly dioxins than say the burning of
60
wood. However, the incinerators are equipped with pollution control equipment to
minimize the release of emissions to the environment.
Landfill is carried out for the PVC plastics that can not be recycled. Controlled
landfill does not cause significant risk to the environment.
To summarize: PVC depletes fossil reserves, and releases toxic gases and dioxins when
manufacture and incineration processes. However, PVC can be recycled, it is cheap, is not
very flammable and has many uses some of which have helped save lives. These later pros
for PVC plastic outweigh the few cons by far.
PVC PIPE MANUFACTURING PROCESS
PVC pipe extrusion line is one of the most common plastic pipe machines. The production
process of PVC pipe extrusion machine is as follows:
1. Mixing the raw material: The PVC stabilizers, plasticizers, antioxidants and other
excipients are put in proportion into the high speed mixer according to the process
order, when the mixer working, the material are warmed to the setting process
temperature by the friction function between materials and machinery, and then by
cold mixing machine the material is dropped to 40-50 degrees. Then the mixed
material can be put into the hopper of the extruder.
2. The extruder working: The machine is equipped with a dosing device which can
ensure the extrusion amount and feeding amount and ensure that the products can be
stable extrusion. Due to the characteristics of the conical screw, the feed section has a
61
larger diameter, the heat transfer area and the shear rate of material are relatively
large, which if beneficial for material plasticization.
3. Extrusion die function: The compaction, melting and kneading PVC are pushed to
the extrusion die head by the homogenized subsequent material, the extrusion die
head is the crucial parts for pipe molding.
4. Vacuum calibration tank is used for pipes cooling and stereotypes. The vacuum
sizing tank is equipped with vacuum stereotypes and cooling system and water
circulation system, adopting stainless steel cabinet, circulating water spray cooling.
5. Haul-off machine (tractor) is used for pull the cooled and hardened pipes out from
the die head continuously and automatically, and frequency controls the speed.
6. Cutter: Cut pipes according to the requirements. Length of the pipe control by the
travel switch, and turning frame in a settled delay time.
7. Auto socketing machine(ASM): ASM is used for socketing process. Cut pipes are
moved into socketing machine where the sockets are made automatically, after which
pipes are shifted to warehouse and are ready to dispatch.
QUALITY TESTING
Because PVC pipes are used in many housing and commercial construction applications, it is
important that each pipe is tested to ensure quality. To do so, the pipes are tested for their
seal, connection (on grooved sections), and strength. The seal tests are conducted by adding
special cement to the pipe and allowing it to dry. Once this is complete, a series of liquids are
passed through the pipe at high pressure. If no leaks occur, the cement is removed and the
section is cleaned. For fitted pipes, a similar process takes place without the cement. The
final test of the pipes is to ensure their strength. This is completed by using several presses
that push weight down on the pipe. If the section does not break or show stress points, it is
sent for packaging and shipping. If a section fails at any point in the process, it is sent back
to be melted down and re-constructed.
PROPERTIES OF U-PVC Pipes (Unplasticised Poly Vinyl Chloride)
MECHANICAL PROPERTIES: (At 20oC)
62
THERMAL PROPERTIES:
Flame Resistance: Self Extinguishing PVC-U does not support combustion when the
source of ignition is removed. At the fabrication temperature, it can be shaped by
deformation.
63
Chapter 4
OBJECTIVES OF THE STUDY
The main objective of the study was to find out the following: To study the effectiveness of Quality Management System in Finolex Industries Ltd.
Employee attitude towards present Quality Management System.
Investigate about the leading policy of Finolex Industries Ltd.
To find History of Finolex Industries Ltd.
To identify areas where there can be scope for improvement in Quality Management
System.
For partial fulfillment of MMS.
To give suitable recommendations.
64
Chapter 5
RESEARCH METHODOLOGY
The study was descriptive in nature and except for a few instances where statistical analysis
of considerable region was used, the researcher tried to present the findings in a simple
format.
The respondents were selected through simple random sampling. The method of contact was
through personal interview as it was the most versatile amongst the alternatives. This helped
provide clarification to the respondents and also had the advantage of recording additional
information and opinion.
Research Design:
Research design refers to framework or plan for a study that guides the collection and
analysis of data. A typical research design of a company basically tries to resolve the
following issues:
Determining Data Collection design.
Determining Data Methods.
Determining Data Sources.
Determining Primary Data Collection Method.
Developing Questionnaires.
Determining Sampling Plan.
Explorative Research Design:
Explorative studies are undertaken with a view to know more about the problem. These
studies help in a proper definition of the problem, and development of specific hypothesis is
to be tested later by more conclusive research designs. Its basic purpose is to identify factors
underlying a problem and to determine which one of them need to be further researched by
using rigorous conclusive research design.
65
Primary data:
Secondary data:
Internet, Journal/Magazines.
Survey
Research Instrument:
Structured Questionnaires.
Sampling Plan:
Sample size: 20
(Management Level-5, Employees- 15)
Sample area: Within Organization
Data representation:
Data analysis:
DATA ANALYSIS:
QUESTIONNAIRE DESIGN:
66
The questionnaire method of survey was undertaken due to its main advantages of
versatility, speed and cost. The questionnaire helps to get accurate point of view of
personnel.
In order to learn the awareness of persons working at Finolex Industries Ltd. about quality
management system as well as to collect other relevant information. The questionnaire
intended broadly covered the following areas:
Workers awareness
Comparative statements
Satisfaction level
QUESTIONNAIRE:
In survey made of data collection, questionnaire is by far the most popular means of data
collection instrument. A questionnaire uses a structured standardized format of data
collection to record verbal responses to questions. Particularly, when the sample is large and
the study wishes to collect data about specifics of consumers attitude.
I have chosen the questionnaire technique, to collect the primary data because of its obvious
advantages which are as follow:(a) Versatility-The unique advantage of using a questionnaire is its versatility.
Respondents
67
The questionnaire was designed in such a way that the respondent would have no hesitation
in fully expressing his/her views. Moreover, care was taken in the sequencing of questions.
Again care was taken in the wordings of questions direct, simple and unbiased wording were
used.
68
Chapter 6
QUALITY MANAGEMENT SYSTEM OF FINOLEX
FIL is the first Indian PVCU Pipes manufacturer to be awarded the IS/ISO
9001:2008 (Quality Management System) certification.
Having network of 15000 direct and indirect retail outlets spread across India.
Finolex PVC-U Pipes and Fittings of consistently superior quality are easily
accessible throughout the country.
Area :1500hector
Having own Captive Power Plant of 43MW; 21MW of power for internal use &
having power purchase agreement with MSEB, Ratnagiri for remaining power.
ENVIRONMENTAL POLICY
69
related matters and committed to put in the best efforts for continual improvement in
environmental performance through all means.
50% of area used for Green Plantation. (where only 33% is recommended according
to Environmental Management System ISO:14000)
The company puts its best efforts to achieve maximum water conservation by rain
water harvesting, reducing losses and reusing the effluent after proper treatment.
FIL has developed a lush green zone over 150 acres of land at its Ratnagiri plant with
more than 49000 trees. The company is continuously engaged in tree plantation and
beautification programmes.
FIL takes constant efforts to educate its employees and people working for and on
behalf of the company to improve their environmental awareness.
CODE OF CONDUCT
Code of conduct for Directors and Senior Management:
They:
1. Use due care and diligence in performing their duties and in exercising their powers.
2. Act honestly, in good faith and in the best interest of the Company.
3. Neither makes improper use of information nor take improper advantage of their
position as a Director or member of Core Management Team.
4. Not allow personal interests to conflict with the interests of the Company.
5. Recognize that their primary responsibility is to the shareholders of the Company as a
whole but they should (where appropriate) have regard for the interests of all
stakeholders.
6. Not engage in conduct likely to bring discredit to the Company.
7. Take all reasonable steps and appropriate actions in consonance with all decisions
taken by the Board of Directors.
70
30% HCL produces as a byproduct during process, which get sold to other HCL
buyer companies.
75% to 80% of used water gets reused after processing on it to make it reusable.
One sample of piece of pipe of each size taken for quality check from every shift.
71
Follows quality reference of is 12235:2004 for pipes and fittings methods of test.
Working Pressure
0.25MPa (2.5kg/cm2)
0.4MPa (4kg/cm2)
0.6MPa (6kg/cm2)
0.8MPa (8kg/cm2)
1.0MPa (10kg/cm2)
1.25MPa (12.5kg/cm2)
72
Colour
Red
Blue
Green
Brown
Yellow
Black
Pink
Working Pressure
0.25MPa (2.5kg/cm2)
0.4MPa (4kg/cm2)
0.6MPa (6kg/cm2)
0.8MPa (8kg/cm2)
1.0MPa (10kg/cm2)
1.25MPa (12.5kg/cm2)
Plumbing
Test Duration
Test Pressure
(kg/cm2)
(hr.)
A) U-PVC pipe
27
4.19*Pressure no.
B) Plumbing Pipe
27
36
2. Reversion Test:
Sample Size: 200mm long
Method: Immersion Method
Test Temp.: 150c
Marking before immersion: 100mm long
Oil used: Poly Ethylene Glycol
Conditioning period: 15minuts
Result: Length shall not be alter by more than 5%
73
74
Keep the stock of Goods at most appropriate level at all times so that the plant
requirements are always fulfilled.
Maintain capital investment in stocks at a min. desirable level without sacrificing the
main interest of trading.
Protect the stocks from losses or damages due to improper handling, pilferage or
unauthorized removal from stores.
Keep record of all goods routed in the stores and keep up-to-date trace of every
outgoing item from the stores.
Index all items of stocks from their quick location through positive identification
marks, labels and bin cards.
Keep up-to-date inventory records showing the quality and value of goods in the
warehouse, all receipts and deliveries made from the warehouse and the points at
which replenishment of stocks become necessary by ordering new stocks.
75
Chapter 7
ANALYSIS & FINDINGS
The data collected through questionnaire are suitably arranged in table for the purpose of
effective and in-depth analysis and interpretation. Use of percentage, pie-diagram, bardiagram etc is also made for the study whenever necessary.
Only the management, worker and related personnel are targeted respondents of the
questionnaire.
This questionnaire deals with all the analysis and findings related to quality management
system. Three different types of analysis are done covering almost all the objectives that are
need to be found.
The questionnaire was divided into two segments so that correct information is achieved
when conducting the survey.
First type of the questionnaire was designed to gather information regarding the general
concept of the respondents.
Second type of questionnaire was specially designed to collect information regarding the
technical solution.
76
Chapter 8
QUESTIONNAIRE ANALYSIS
The 1st question was asked- What does the term ISO stand for? What standards
make up the ISO 9000:2000 series?
The findings are mentioned below:
The respondents simply share with me and they suitably give me their view:
The term ISO stands for the International Organization for Standardization. You would
reasonably assume that it ought to be IOS, but it isn't. Apparently, the term ISO was chosen
(instead of IOS), because ISO in Greek means equal, and ISO wanted to convey the idea of
equality - the idea that they develop standards to place organizations on an equal footing.
Tabulation of Respondents Perception:
Respondents
View
Management
Personnel
Employees
Percentage
Able to Define
13
90
Unable to Define
00
10
77
The 2nd question asked to the respondents to find out the Total Quality
Management (TQM) helps business because it
The findings are mentioned below:
Says that every person in the business must work together to make excellent quality
products. Excellent product increase sales and profits or lowers a businesss costs because
making excellent products means it does not waste money on repairs and refunds.
Tabulation of Respondents Perception:
Respondents View
Percentage %
Management
Employees
Agree
15
100
Disagree
00
00
No Response
00
00
Total
15
100
Respondents View:
78
The 3rd question asked to the respondents to find out the benefits of quality
management system.
The finding of the above question is:
Number of Respondents %
Perfectly Describe
40
Partially Describe
50
Ignorant
Total
10
100
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The 4th question asked to the respondents to find out, where most of the quality
problems occurs.
Finding of the question is:
Originate on the shop floor because of waste and product rework. Number of respondent,
their view etc. are listed below in the table
Respondents
Management(
Technical
Casual
Number of
View
M)
Worker (T)
Workers(C)
Respondents %
Strongly agree
Agree
Disagree
No Response
Total
3
2
0
0
5
2
3
0
0
5
5
5
0
0
10
10
10
0
0
20
Respondents View:
The 5th question asked to the respondents to find out, quality should generally be
of priority with?
Finding of the question is:
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Among 20 respondents from 70% of them are agree with that quality should generally be of
equal priority with cost & schedule and 25% of them believe equal priority with cost, but
higher priority than schedule and 5% express their ignorance.
By putting the above data in a pie diagram then we can find the visual representation of the
respondents viewPercentage Wise Respondents View:
70%
The 6th question asked to the respondents to find out the concept of quality is
based on?
The findings are given below:
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The respondents view are 20% of them believes producing excellent products that are
superior to other similar items, 15% of them believe conforming to the requirements
specifications, 5% of them believe maintaining uniformity of design and 60% of them
thought the concept of quality is based on all of the above points.
The visual representation of the above findings is-
Respondents View:
The 7th question asked to the respondents to find out Is the technology using in
Finolex is the latest? Explain with example?
Finding of the question is:
When I present the above question they proudly said that their process is latest such as PVC
Pipe production, which began in Finolex Industries from the last few years. When I visit the
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pipe section then I found the newly designed machine purchased from German, which they
believe technologically the latest.
We can draw a visual representation of respondents view as followsTech. using in
Vardhaman is
latest
Strongly agree
Agree
Management
Technical
Worker
Casual
Worker
3
2
5
3
0
2
40
35
Weak response
20
No answer
10
100
Total
Respondents View:
The 8th question asked to the respondents to find out if they have knowledge
or not about PDCA cycle?
Finding of the question is:
83
Amazingly maximum of the personnel can explain PDCA cycle- The most popular tool used
to determine quality assurance is the Shewhart Cycle. This cycle for quality assurance
consists of four steps: Plan, Do, Check, and Act. These steps are commonly abbreviated as
PDCA.
The four quality assurance steps within the PDCA model stand for:
Plan: Establish objectives and processes required to deliver the desired results.
Do: Implement the process developed.
Check: Monitor and evaluate the implemented process by testing the results against the
predetermined objectives.
Act: Apply actions necessary for improvement if the results require changes.
If we put the view of the respondent in a visual representation we found-
the most
We get the following visual representation by putting the respondents view with percentage
wiseRespondents
Management
Technical
Casual worker
view
Strongly agree
Agree
Weak response
No response
Total
persons (5)
1
3
1
0
persons (10)
2
6
2
0
(5)
0
1
3
1
Percentage %
15
50
30
5
100
Respondents View:
The 10th question asked to the respondents to find out What have to do the
manufacturers to prevent the majority of product defect in most of the processes.
Finding of the question is:
The technical workers view
Make a concerted effort to eliminate the potential for product defects in the
design stage.
85
8
6
Technical persons
2
3
Base worker 20
Percentage
50%
45%
Not acceptable
5%
Total
14
100
86
The 11th no. question asked Are the customer satisfied with the quality of
Pipe?
Finding of the question is:
Management (5)
Technical Worker
(10)
Casual
Worker (5)
Strongly agree
70
Agree
Weak response
0
0
2
0
3
1
25
5
No answer
Total
0
100
87
The 12th question asked to the respondents to find out if they know the
quality tools are necessary for continuous improvement?
Finding of the question is:
Tabulation of Respondents Perception:
Respondents View
Percentage %
Management (5)
Employees (15)
Agree
10
75
Disagree
No Response
25
Total
100
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The 13th question asked to the respondents to find if they familiar with the
zero defect concept?
The 14th question asked to the respondents to find if they familiar with 8020 rules.
Finding of the above two questions are:
Resp. view
Yes
No
No Response
Management (5)
Technical (15)
10
75%
15%
10%
Percentage
Respondents View
89
The 15th question asked to the respondents to find if they think that
QMS has help Finolex?
Finding of the question is:
Respondents
Management
Technical
Casual worker
view
persons (MNG)
persons (TP)
(CW)
Agree
Disagree
No response
Total
5
0
0
5
10
0
0
10
4
0
1
5
Percentage
%
95
0
5
100
Respondents View:
90
Chapter 9
RECOMMENDATIONS
For Finished Goods, it is required to build shelf with closed roof to prevent attack
of moisture, dust & rain on pipes.
To maintain quality maintaining proper parameter during process operation is
essential.
Also for production of quality plastic, if the raw material in proper parameter it may
give low cost and with minimum errors.
There is need for Quality improvement tool to be implemented in Finolex
Industries Ltd..
To make employees more aware of QMS by organizing seminars, providing
training on a continuous basis.
To make sure that the awareness program covers as many workers as possible.
To teach the workers how to make efficient utilization of the existing Quality
Management Tools & Techniques.
Before starting the trails there must be strong commitment from management which
should be a commitment for time, money and total backup for the project.
Chapter 10
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LIMITATIONS
The study being very extensive might be very difficult to complete within the
stipulated time of two months.
The project may suffer from financial constraint.
It may suffer from biasness & ignorance of the respondents.
Chapter 11
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CONCLUSION
Finolex Industries Ltd. is a largest plastic producer which is popular among Education Sector
and the product quality is acceptable in India and out of India.
Finolex Industries Ltd. has large number of employers skilled and unskilled, line and staff,
flexible and inflexible work in a network of domestic foreign facilities. Formal and
informal system, good and bad practices and old and new cultures co-exist production
consists of a mix of low volume of high engineered, customized products. Sometimes
medium columns of high performance products with short life cycles and sometimes high
volume of high quality low cost commodities.
Finolex Industries Ltd. product process is as varied as the products they produce. Finolex
Industries Ltd. has taken a new Manufacturing Strategy or Plan to bring structure or order
into the complex environment. The optical properties are one of the vital criteria beside the
competitive price for product (paper / board) selection by the customer.
Though management personnel are fully aware of the above mentioned systems, there seems
to be ignorance among the support staffs and casual workers to some extent.
The feedback generated during the study helps to identify the areas where needs
managements attention to increase the effectiveness of ERP and TPM systems in Finolex
Industries Ltd., and provides an opportunity for improvement
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BIBLIOGRAPHY
JOURNALS AND BOOKS:
UDHE GmbH Operating Manuals Finolex Library
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