Total Quality Management
IGC’s quality control system including a description of how those systems are implemented is described below:
Corporate Commitment to Total Quality Management
Total Quality Management is a process, a way of leading and managing our organization. It succeeds by establishing and nurturing a company wide quality culture, not by issuing a directive. Total Quality Management improves our client’s bottom line, and ultimately our own.
IGC’s Total Quality Management process is based on our belief in the above principles. From senior management to those responsible for project execution within each office we are committed to providing quality engineering, procurement and construction services.
Our Total Quality Management includes the following three main activities:
A quality management system that complies to ISO 9001 quality standards (registration in process)
Quality Performance Measurement systems to ensure that the expected standards of quality in our work and in our work process are being met.
- Continuous improvement programs to monitor our work process to search for program aspects to enhance.
Quality Assurance
The foundations for providing quality work start with maintaining comfortable and functional facilities, maintaining state of the art tools, maintaining a set of clear and concise standards and procedures and maintaining skilled staff.
Staff is well trained in their technical specialty, with the use of available tools in accordance with the procedures used for the execution of our work, such training and procedures are developed from our standard procedures to reflect the actual nature of project and scope. The Project Manager prepares project procedures, then implements, monitors and controls the all step.
Quality Audits
The next step in the quality management process is monitoring the actual work against these standards of performance guidelines. IGC has a quality performance measurement system and it is the responsibility of the individual project manager to ensure that audits are carried out on all projects in accordance with these procedures. At IGC, an audit must be a documented activity which aim at verifying by independent examination and evaluation that the applicable elements of the quality assurance program have been established, implemented and documented by an adequate paper trail as evidence of compliance. Extensive audit checklists by disciplines are available for the auditor to use as a guide. Summaries of all non-conformance findings are routed to our senior management.
Quality Improvement
The Oil and Petrochemical Industries are constantly changing, and we must make a concentrated effort to follow these changes and to improve continually.
Process technology equipment, materials and the tools with which we do our work are changing. While most of the changes in these areas are improved, they can create higher demands on staff and equipment.
We believe that we must continue to improve by nurturing the desire to do things right the first time and to develop new and innovative methods and solutions to our work. This desire is nurtured within each individual, each department and each office.
We recognize the benefits that total quality management and continuous improvement can bring to our clients and to ourselves through eliminating errors and doing it right the first time. Through the active participation of client and company personnel in total quality management, we both benefit from reduced man-hour costs and improved quality throughout the project.
Every engineering project in home has a quality “think-thank” reviewing specific performance data collected for each discipline. These data include total man-hours spent, the amount of rework by root cause and the amount of quality management time such as drawing and checking and reviews. This information provides timely feed back to the project and to the project manager on areas of potential problems.
The total quality management process is independent from normal project operations. This autonomy allows staff to question constructively the way that we are doing things. The management commitment, the visibility of the program and the rewards for participation create considerable momentum for continuous improvement.
Another important aspect of total quality management is team building. Team building sessions are held as required on each project to encourage interdepartmental communication. They include active participation of the client in establishing the format and in conducting the session. At the beginning of each project, the project manager and the client engineering coordinator will develop a team-building plan to suit the scope of the project and such plan is reviewed to ensure that it fits within the overall total quality management framework.
The need to carry out total quality management activities in a consistent fashion, bearing in mind certain “ client specific tailor-made requirements” is considered crucial to total quality management efforts.
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