ARMY PUBLIC COLLEGE OF MANAGEMENT & SCIENCES

REPORT ON

PRESENETED TO

MR. KHURRAM SHEHZAD

PRESENTED BY:

M.UMER
FARRUKH IMTIAZ
USMAN RAJPOOT
INTRODUCTION:

Habib Rafiq (Pvt.) Limited has come a long way to symbolize commitment,
distinction and professional Excellence by meeting the stringent, demanding and
extra ordinary work requirements of high engineering, national and international
importance involving civil, electrical and mechanical works for the last 50 years.

The ever increasing efforts towards attaining better and new business ventures
have exposed the company to multitude of engineering disciplines. Now it is
company's prerogative to be working in infrastructure, housing, design and
environmental areas other than its strong standing in industrial projects for
power, chemicals, petro chemicals, roads, Motorways and buildings.

HRL boasts and claims to have a reputation of company delivering the projects
ahead of schedule. This has consolidated trust and confidence with our business
entrepreneurs. The repetition of orders we have been getting from the clients is a
touchstone of their reliance in HRL and clear emblem of the comfort extended by
us.

HRL enjoys the reputation of being a trend setter in the ever expanding arena of
housing and infrastructure in the last 10 years and has earned a respect and
reputation of being most recognized name in the market. The biggest name in
real estate development are proud to have HRL associated with them, HRL has
added value through a useful engineering contribution towards the concept of
development of housing and infrastructure vis-à-vis other disciplines

Today we stand tall and firm over the strong foundation of reputation and trust with a
high value and numbers of human and electromechanical resources which gives us a
distinctive edge over the competitors in the market. The company involves itself in
the following
Construction related activities

Project Management
Construction
Engineering
Manufacturing
Procurement
Erection
E & I Installation
Commissioning & Turnarounds
Operation & Maintenance
The main construction areas being:

Power & Energy

Infra-Structure
Process Industries
Oil Refineries
Fertilizers
Chemical Plants etc

HRL QUALITY POLICY:

The HRL Quality Policy was declared by the Board-of-Directors clearly and
concisely. The policy words were so chosen as to depict internal and external
customer
satisfaction and QMS principals:
Salient features of the policy were:

 Understanding that quality means complete conformance to agreed customer

 requirements & standards.
 Understanding that quality is everybody’s direct responsibility.
 Putting our best effort every time for in-time completion of job, not
compromising on
 quality & safety.
 C ontinues improvement in skills and know-how through practical experience
and
 training of the people.
 Operating all our work places in a safe and healthy environment.
 Fulfilling our promises and commitments with the Client

It was also vouched that the company should be dedicated to this mission; “Our
reputation depends on all of us working as a team to satisfy and retain the single
most
important person in our business, that is … OUR CLIENT.”

This policy was translated by our top management into clear aims and
objectives, to
result in:

 Organizational Improvement.
 Foundation for an organized system for Quality Assurance.
 To set course for TQM.
 R  eduction in product rejections, reworks and customer’s dissatisfaction.
 Survival in the Market.
 Better equipped to compete.
  Gaining customer confidence.
 H
 ave an edge in the market.

1. WHEN THEY STARTED:

HRL is an ISO 9001 certified company, implementing Quality Management

System (QMS) through out the organization since 1999.

2. HOW THEY STARTED:

APPOINTMENT OF A MANAGEMENT REPRESENTATIVE
The QMS program needed organizing and steering for which the management
entrusted this responsibility to the senior most General Manager to act as the
“Management Representative” (MR).
By virtue of his clout in the company he spearheaded the QMS implementation
conforming to ISO 9001, 1994(E) standard, covering Engineering, Procurement
&
Construction activities
APPOINTMENT OF A QMS CONSULTANT
Not much was known and understood by the company management about ISO
9001 standard and the way to proceed with QMS implementation in the
company.
Therefore, the appointment of a suitable consultant was agreed upon. After due
consideration for experience, expertise, knowledge and economy a consultant
was
contracted to help advise, guide and implement the program.
THE ISO TEAM

For executing the program, MR formed an ISO team from within the staff to act
as ISO co-coordinator. The ISO team in conjunction with the consultants
prepared the
first draft of the Quality Manual (later called the Corporate Quality Manual”). The
manual philosophy was based on making Work Procedures pertaining to each of
the
20 clauses of the ISO 9001 standard.
Some months passed before it was realized that for a construction company of
the
size and diversity of sites, needed a full time Quality Assurance and Quality
Control
department to handle QMS implementation and control the quality of products at
sites.

3. WHY THEY STARTED:

The reasons of developing the Quality Council inside the organization are given below.
 Organizational Improvement.
  Foundation for an organized system for Quality Assurance.
 To set course for TQM.
 Reduction in product rejections, reworks and customer’s dissatisfaction.
 Survival in the Market.Better equipped to compete.
 Gaining customer confidence.
 H  ave an edge in the market.

4. WHO IS RESPONSIBLE FOR QUALITY CONTROL?:

Behram J. Pestonji is the head of quality council in HABIB RAFIQ (PVT)

LIMITED

5. PROBLEMS & CHALLENGES:

 Resistance to Change

 Lack of training/ orientation regarding quality work flow.

 Implementation Time Frame against set targets

 Realizing the quality management VALUE

o Overcoming the problems

 Resistance to Change

› Employee motivation

› Sharing the values of implementing the QMS in their

organization

› Phased implementation approach

 Lack of training/ orientation regarding quality work flow

› Conducting employees orientation session regarding

QMS

› Delegating proper trainings regarding QMS

 Implementation Time Frame against set targets

› Using proper change management techniques to

ensure that implementation targets meet the required
time lines
  Realizing the quality management VALUE

measuring the following against previous records & industry Standards

› Operational Efficiency

› Improved Productivity

› Reduce Costs

› Financial Ratios

6. Benefits after ISO implementation

 Improved productivity

 Reduce costs

 Better operational efficiencies

 Better market acceptance

 Competitive advantage

 Better quality services road maps

7. Future Plans
 Continuous Improvement of the core business processes as per
QMS standards and procedures

 QMS road map towards advance ISO standards such as ISO 2000,
14000 etc

 Establishing of QMS department which will ensure the continuous

implementations/ implementation in the QMS procedures within the
organization
 RECOMMENDATIONS

We would like to recommend HRL to further improve their strategies and plans from the
perspectives of employee satisfaction, Participation and teamwork must be
encouraged in the company to bring about a transformation in company’s
culture. In this context, the role and participation of the H.O and site teams be
emphasized. Their positive contributions should be recognized and encouraged