Summer Internship at ALSTOM

TITLE: 8D ANALYSIS

7/16/2014

Submitted to: Mr. GAURAV GUPTA (Project Management Department) BOILERS Submitted by: GITIKA SINGLA DEEKSHA SINGH B.Tech, 4th year B.Tech, 4th year Industrial Engineering Mechanical Engineering & Management NIT Kurukshetra NIT Kurukshetra

ALSTOM

Page 1

INDEX

1. Company Profile………………………………………………………………......2-8

1.1 ALSTOM “The Brand Name”…………………………………………………2-3

1.2 ALSTOM BUSINESS…………………………………………………………4-8

1.2.1 Power…………………………………………………………………4-6

1.2.2 Transport………………………………………………………………..6

1.2.3 Grid…………………………………………………………………..7-8

2. Project at ALSTOM…………………………………………………………....9-26

2.1 Project 1: Surplus inventory at Project (X)…………………………………11-19

2.1.1 D1: Team……………………………………………………………...11

2.1.2 D2: Problem Description………………………………………….11-13

- 5W2H…………………………………………………..11-12

- Pareto Diagram……………………………………………12

- Sources of surplus…………………………………………13

- Team Objective……………………………………………13

2.1.3 D3: Containment Actions…………………………………………13-14

2.1.4 D4: Identified Root Causes……………………………………….14-16

- Bill of Material (BOM)……………………………………14

- Cause & Effect Diagram……………………………….15-16

2.1.5 D5: Permanent Corrective Actions…………………………………...16

2.1.6 D6: Effectiveness of Corrective actions………………………………17

- Corrective Action suggested by us…………………………17

2.1.7 D7: Preventive Measures suggested by us………………………...17-19

2.1.8 D8: Lessons learnt, Closure…………………………………………..19

2.2 Project 2 : Steel structure paint flacking of Project (Y)……………………20-26

2.2.1 D1: Team……………………………………………………………...20

2.2.2 D2: Problem Description…………………………………………..20-21

- 5W2H………………………………………………………21

2.2.3 D3: Containment Actions……………………………………………..22

2.2.4 D4: Identified Root Causes………………………………………..23-24

- Cause & Effect Diagram…………………………………...24

2.2.5 D5: Permanent Corrective Actions……………………………………25

2.2.6 D6: Effectiveness of Corrective actions………………………………25

2.2.7 D7: Preventive Measures suggested by us……………………………26

2.2.8 D8: Lessons learnt, Closure…………………………………………..26

ALSTOM

Page 2

1. COMPANY PROFILE

1.1 ALSTOM “The Brand Name”

CORE VALUES - TTA (TRUST TEAM ACTION):

Trust because…

Mutual trust is essential for the proper conduct of our business and the efficient management of our

projects. Trust is built on the responsibility given to each decision maker, the delegation of authority, and

the belief in the importance of each employee’s role in the Group’s development. It is based on the

openness of each individual to his or her professional environment to ensure transparency.

Team because…

Alstom’s business is based on our collective discipline and efforts to deliver and execute projects

successfully, and networking to ensure we take full advantage of all the competencies available. This

team spirit, grounded in our dedication to each employee’s development, extends to our collaboration

with our partners and customers.

Action because…

To reach Alstom’s commitment to deliver the very best products and services that exceed customer

expectations, action is a priority for all of us. Action is built on strategic thinking and underlined by

our customer care, integrated into our daily activities and into each project. Action involves

adopting clear priorities, a speed of execution that differentiates us from our competitors, and the ability

to report the achievement of our business objectives. Leadership is essential to drive action.

MY EXPERIENCE:

The first thing which I observed while entering in the office is a picture which not only caught my

attention but also made me inferred what values and ethics does Alstom follow. The picture had Eye

catching Caption “Customers are why we exist”. This is the thing which complies for every Alstom

Employee or staff to follow all its CORE VALUES and COMMITMENTS in order to maintain the

dignity of the organization in the domestic as well as global market. After working here for few days I

realized that each employee working here Follows three mantras in their work :

Trust of the clients and their senior officials, who are assigning them the project.

Working by forming a team with loyal team spirit.

After this they immediately take action in a team and come up with flying colors in their

PROJECT X1nd make the world realized “why Alstom is best!”

ALSTOM

Page 3

COMMITMENTS:

Environmental Policy

Customer policy

Sustainable Sourcing Policy

Social Policy

Health and safety Program policy

Alstom Foundation

To strengthen our commitment to the environment, Alstom has teamed up with a number of

leading bodies working to promote corporate involvement in overall sustainable development such

as:

The Global Compact: encouraging companies to commit to a set of key values spanning human

rights, labour standards, environmental protection and non-corrupt business practices.

The World Business Council for Sustainable Development (WBCSD), comprised of 190

international companies, specifically within the working group on “Water and Energy”.

The Alliance for Clean Technology Innovation and dissemination.

The Sustainable Development Charter drawn up by the International Association of Public

Transport (UITP).

The International Emission Trading Association (IETA),

The Prince of Wales's Corporate Leaders Group on Climate Change and EU Corporate Leaders

Group on Climate Change

The Australia-based Global Carbon Capture and Storage

The Climate Group, an organization that works internationally to bring together governments and

businesses to reduce emissions and accelerate the implementation of clean technologies

ALSTOM

Page 4

1.2 ALSTOM BUSINESS

1.2.1 Power

Renewable Power

Hydro Electric power:

#1 hydro motor generator installed base

Leader of the pumped-storage equipment market

Alstom’s technology equips the world’s 5 highest capacity hydro installations in operation, amongst other

record-breaking dams

An outstanding global footprint: we are where our customers are

Leading R&D capabilities: a one-of-a-kind worldwide network of Global Technologies Centres.

Wind Power:

Supply and installation of onshore wind turbines: reaching new heights of efficiency and reliability

Supply and installation of offshore wind turbines: designed for the industry’s most challenging

environmental conditions

Wind services: a full range of operation and maintenance services

Technical assessment including wind farm design

PROJECT X1uthorization including permit applications

Project financing

Geothermal Power:

Alstom pioneered the commercial exploitation of geothermal power in New Zealand in the 1950s. Today, we’re at

the cutting edge of geothermal innovation, with an extensive portfolio of proven technologies, plus the ability to

create custom-made solutions for the most challenging geothermal applications.

Solar Power:

Since solar power is very young and growing Industry that’s why Alstom cemented with Bright Source Energy Inc.

in 2011.

Alstom decided to develop CSP (concentrated solar power), because of its potential for large-scale, efficient power

generation. Requiring clear skies and strong sunlight, at least 1900kWh/m2/y, CSP is the ideal fit for plants located

on the Sun Belt. It is also ideal for centralized on grid or industrial applications with adequate tariff structures.

ALSTOM

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Biomass Power:

Alstom’s wide range of experience includes burning all types of fuels in its boilers, including biomass. It receive,

handle, store and process biomass materials, ready for direct injection into boilers.

Ocean Energy:

Ocean energy is a major growth area in renewable power, Alstom is the only company that offers proven products

for both the tidal and offshore wind markets.

We have made a big investment in ocean power, with dedicated ocean energy bases in Nantes (France) and Bristol

(UK), conducting research and development to produce the first commercial tidal products.

Alstom is at forefront of developing tidal stream turbine technology in order to take advantage of the significant

energy potential in our tides, and in 2013 Alstom acquired the significant technology and expertise of Tidal

Generation Ltd (TGL).

Non – Renewable power

Coal and Oil power:

We’re the leaders in clean steam power plant technology, with more than 100 years’ experience in the

field. Alstom built more than 240 steam power plants in the last 80 years, producing an installed power

output of approximately 97 GW.

Steam turbines - As the supplier of over 20% of the world’s installed steam turbine capacity, Alstom lead the

way in efficiency and reliability.

Our turbines are designed for clean power production for all kinds of fossil applications up to 1,200 MW, in 50 Hz

and 60 Hz grids. Their excellence is based on consistent processes in execution, engineering and manufacturing.

Utility boilers - Up to 30% of the world’s boilers use Alstom technology, producing a staggering combined output

of 835 GW. -Air quality control system

-Automation and control

Gas power:

Leading power producers from around the world look to Alstom for simple-cycle and combined-cycle gas power

plants, steam tails as well as co-generation, repowering and industrial solutions.

Innovation backed by 1,500 power plant engineering, R&D professionals in nearly 90 countries.

Gas turbines

Turbo generators

Heat recovery steam generator

Automation and control

ALSTOM

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Nuclear power:

Maximizing the power output delivered by all reactor types thanks to efficient power conversion systems is what is

done at Alstom. We have been working for 55 years in continuously improving our turbine island design and

increasing the efficiency and reliability of all the main components to optimize our customers’ investment, shorten

our delivery time and lower the operating and maintenance costs.

Turbine island

Steam turbine

Turbo generator

Heat exchanger

Automation and control

1.2.2 Transport :

Trains Metro Metropolis

Tram way Citadis

Tram way Citadis compact

Tram trains Citadis Dualis and Regio Citadis

Regional train Coradia

Suburban train X’Trapolis

Locomotive prim a II

Very high speed train duplex

Very high speed AGV

Rail Infrastructures Electrification

Track laying

Electromechanical works

Rail services

Maintenance

Modernization

Parts and repair

Support services

Rail signaling

Urban control system

Atlas signaling solution

Iconic integrated control centre

Smart lock interlocking

Passenger information and entertainment

ALSTOM

Page 7

1.2.3 Grid :

Smart solution Smart grid

HVDC super grid

Facts

Renewable

Network management Generation

Transmission

Distribution

Demand response

Telecommunication

Oil and gas

Consulting and system integration

High voltage products Turnkey substation

Gas in capsulated substation

Air insulated switchgears

Power transformers

Alstom in brief

Alstom has its business globally covering more than 100 countries

Sales for the Fiscal year 2013-14 are 20.3 billion euros….

Alstom has been listed on the Paris stock exchange since 1998 and therefore applied

corporate governance rules.

Alstom is chaired by Mr. Patrick kron

Alstom has total 96,000 permanent employees working till march 2014.

Alstom is headquartered at Levallois-Perret, west of Paris.

Total Revenue is 20.92 billion euros

Total operating income is 764 billion euros

Profit for Alstom is around 462 billion euros

Total assets and total equity are 29063 billion euros and 4.152 billion euros respectively.

ALSTOM

Page 8

ONGOING PROJECTS: (INDIA BOILERS)

NTPC – Barh II – Supercritical Boilers – 2 x 660 MW - under execution

APGENCO – Krishnapatnam - Supercritical Boilers – 2 x 800 MW - under execution

Jay Pee - Bara - Supercritical Boilers – 3 x 660 MW - under execution

NTPC – Mouda - Supercritical Boilers – 2 x 660 MW - under execution

NTPC – Solapur Supercritical Steam Turbine Islands - 2 X 660 MW – under execution

NTPC – Nabinagar Supercritical Steam Turbine Islands and Boilers – 3 X 660 MW -

underexecution

BHEL – Gadarwara Super Thermal Power Plant - 2 X 800 MW – under execution

BHEL – Suratgarh Super Thermal Power Plant - 2 X 600 MW – under execution

BHEL – Yermaras Super Thermal Power Plant - 2 X 800 MW – under execution

BHEL – Bellary Super Thermal Power Plant – 1 X 700 MW – under execution

BHEL – North Karanpura Super Thermal Power Plant – 3 X 660 MW – under execution

CUSTOMERS: (INDIA BOILERS)

a) National Thermal Power Corporation (NTPC).

b) Neyveli Lignite Corporation Limited.

c) Rajasthan Rajya Vidyut Utpadan Nigam Ltd.

d) NSL Orissa Power and Infratech Private Ltd.

e) Bharat Heavy Electrical Limited.

ALSTOM

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2. PROJECT AT ALSTOM

8D ANALYSIS of following projects:

1. Surplus Inventory at PROJECT X

2. Steel structure paint flacking at PROJECT (Y)

What is 8D ANALYSIS ?

Eight Disciplines Problem Solving (8D) is a method used to approach and to resolve problems,

typically employed by quality engineers or other professionals. Its purpose is to identify, correct

and eliminate recurring problems, and it is useful in product and process improvement. It

establishes a permanent corrective action based on statistical analysis of the problem (when

appropriate) and focuses on the origin of the problem by determining its root causes. Although it

originally comprised eight stages, or 'disciplines', it was later augmented by an initial planning

stage. The 8D follows the logic of the PDCA cycle. The disciplines are:

D1: Use a Team: Establish a team of people with product/process knowledge.

D2: Define and describe the Problem: Specify the problem by identifying in quantifiable

terms the who, what, where, when, why, how, and how many (5W2H) for the problem.

D3: Develop Interim Containment Plan; Implement and verify Interim

Actions: Define and implement containment actions to isolate the problem from any customer.

D4: Determine Identify, and Verify Root Causes and Escape Points: Identify all

applicable causes that could explain why the problem has occurred. Also identify why the

problem has not been noticed at the time it occurred. All causes shall be verified or proved, not

determined by fuzzy brainstorming. One can use five or Ishikawa diagrams to map causes

against the effect or problem identified.

D5: Choose and Verify Permanent Corrections (PCs) for Problem/Non

Conformity: Through pre-production programs quantitatively confirm that the selected

correction will resolve the problem for the customer. (Verify the correction will actually solve

the problem)

ALSTOM

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D6: Implement and Validate Corrective Actions: Define and Implement the best

corrective actions.

D7: Take Preventive Measures: Modify the management systems, operation systems,

practices, and procedures to prevent recurrence of this and all similar problems.

D8: Congratulate Your Team: Recognize the collective efforts of the team. The team

needs to be formally thanked by the organization.

8D has become a standard in the auto, assembly and other industries that

require a thorough structured problem solving process using a team

approach.

ALSTOM

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2.1 PROJECT NO: 1

(SURPLUS INVENTORY AT PROJECT X )

2.1.1 D1: TEAM

- Project Management Director

- Supply Chain Director

- Engineering Project management Director

- MMI Deputy Manager _Welding

- Manufacturing purchasing Manager

2.1.2 D2: PROBLEM DESCRIPTION Surplus inventory for PROJECT X (tubes and plates).

Surplus after job closing : 3.92 % of total purchase

Cost: 4,103,103 RMB

5W2H

A problem well defined is half solved

5W2H Analysis is a problem definition technique which works by asking 7 questions about a

defect or any other problem. The five W's-who, what, when, where, and why, and the two H's-

how and how much - force you to consider various facets of the situation being analyzed.

WHY : Why is it important to improve this process?

WHO : Who is affected by the problem?

Who is interested in solving the problem/ or improving the process?

WHERE : Where is the problem located?

WHEN : When does the problem happen?

WHAT : What is a defect?

HOW : How was the problem identified?

HOW MANY : How many defects, units, or people?

ALSTOM

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5W2H WHY : Over-estimated.

Purchase more than planned.

The materials blocks new projects from using the storage/work area while its

value diminishes as it waits for an opportunity to be used which is not guaranteed

WHO : Project management, manufacturing process, welding engg., purchasing engg.

WHERE : Warehouses

WHEN : After closing of project

WHAT : For PROJECT X, 3.92% of total purchase

HOW : Project management group gets to be informed by surplus material report about

the quantity of material left

HOW MANY : 2% can be afforded unless and until we have multi-unit project

PARETO DIAGRAM

A technique used for decision making based on the Pareto Principle, known as the 80/20 rule. It

is a decision-making technique that statistically separates a limited number of input factors as

having the greatest impact on an outcome, either desirable or undesirable. Pareto analysis is

based on the idea that 80% of a project's benefit can be achieved by doing 20% of the work or

conversely 80% of problems are traced to 20% of the causes.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

-

500,000.00

1,000,000.00

1,500,000.00

2,000,000.00

2,500,000.00

AttachmentBOM -

Windsor

BOM -Windsor

Others WeldingConsumables

Notconfirmed

Repair

Cu

mu

late

d %

Source of Surplus Materials

Pareto Graph

ALSTOM

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SOURCES OF SURPLUS

Source of surplus

Cost %

>2%

Attachment BOM

53 %

73.87%

BOM

31%

11.82%

Others

10.3% 7.99%

Welding Consumables

4.44% 6.12%

Non confirmative

0.08% 0.10%

Repair

0.07% 0.40%

TEAM OBJECTIVE

The team objective is to reduce the surplus inventory ≤ 2%

2.1.3 D3: CONTAINMENT ACTIONS

What is containment Actions? The goal of containment actions is to define the problem extent and try to limit it. Problem

effects have to be restrained and prompt action is important. In quality deviations our first

response should be to protect the customer. Containment actions are a “first aid” that protects the

customer from the problem until we define the root cause and implement permanent corrective

actions.

ALSTOM

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Following containment actions were taken by the team and achieved the success

mentioned in the given table:

ACTIONS ACHIEVEMENTS

Inventory used for other PROJECT X1 21%

Contact supplier if some contract can be

withdrawn

100%

Ensure inventory will be used for PROJECT

X2

-

Establish an investigation team for finding the

cause

100%

Use PROJECT X surplus list for preparing

BOM of PROJECT X1

100%

Proper maintenance of inventory -

2.1.4 D4: IDENTIFIED ROOT CAUSES

Bill of Material (BOM) calculation is not too accurate.

Action to check the root cause:

Establishing investigation team, preparing action plan, investigating to collect information to

confirm the root causes.

What is BOM (Bill of Material)?

A Bill of materials (sometimes bill of material or BOM) is a list of the raw materials, sub-

assemblies, intermediate assemblies, sub-components, parts and the quantities of each needed to

manufacture an end product. A BOM can define products as they are designed (engineering bill

of materials), as they are ordered (sales bill of materials), as they are built (manufacturing bill of

materials), or as they are maintained (service bill of materials). The different types of BOMs

depend on the business need and use for which they are intended. In process industries, the BOM

is also known as the formula, recipe, or ingredients list. In electronics, the BOM represents the

list of components used on the printed wiring board or printed circuit board. Once the design of

the circuit is completed, the BOM list is passed on to the PCB layout engineer as well as

component engineer who will procure the components required for the design.

ALSTOM

Page 15

CAUSE & EFFECT DIAGRAM

One of the seven tools of quality, it shows the relationship of all factors (causes) that lead to the

given situation (effect). It identifies major causes and breaks them down into sub-causes and

further sub-divisions (if any). It is usually preceded by cause-and-effect analysis

Cause & Effect diagram is a visualization tool for categorizing the potential causes of a problem

in order to identify its root causes. A visual tool used to organize possible factors that contribute

to a certain event or problem. A fishbone diagram is an example of a cause & effect diagram.

Cause & effect diagrams are sometimes referred to as "fish bone" diagrams because they

resemble a fish skeleton, with the "ribs" representing the causes of an event and the final

outcome appearing at the head of the skeleton.

ALSTOM

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2.1.5 D5: PERMANENT CORRECTIVE ACTION

What are corrective actions?

A plan created by management to address a non-conformance. Corrective actions leads to

company improvement Corrective actions are implemented in response to customer complaints,

unacceptable levels of product non-conformance, issues identified during an internal audit.

Following CORRECTIVE ACTION is taken by the team:

Investigation result replied to Windsor and Top management.

For the first 1000MW supercritical project, Surplus/Purchase Ratio 3.92% may be acceptable,

the appropriate margin is necessary to reduce risk in project executing. The following projects

shall be considered to confirm the less margin base on the previous experience.

ALSTOM

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2.1.6 D6: EFFECTIVENESS OF CORRECTIVE ACTIONS

The effectiveness of corrective action shall be verified in the following projects, such as

PROJECT X1, PROJECT X3.

CORRECTIVE ACTION SUGGESTED BY US

Selling of surplus:

1. If surplus material is not to be used in other projects then it can be sold even at lower

price to the suppliers itself.

2. It can help to vacate the storage space for future projects.

3. It can eliminate the maintenance cost.

4. It can maintain the liquidity of money.

2.1.7 D7: PREVENTIVE MEASURES SUGGESTED BY US

1. Experienced workforce

• BOM preparation team should be technically experienced

• Team heads should have expertise in BOM

• Checklists should be followed

Bill of material team should have experts an there should be various checklists to ensure that

the expediting bill of material is correct or does not have any incorrect data.

2. Forecasting Following facts should be known before BOM:

Effectiveness of labour

Amount of scrap and wastage

Thus we can say that if effectiveness of labour is known then we come to know how much

will be the amount of scrap and wastage and the amount of raw material they need for

practice , so that we can take margin according to that and can order accordingly.

3. Periodic system of inventory can be implemented

• According to this system the ordering time period is fixed but the quantity can be varied

• No. of orders can be varied according to requirements

ALSTOM

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The quantity to be ordered can be derived from EOQ MODEL

ECONOMIC ORDER QUANTITY

Let; D = Demand of product

Q = Quantity to be ordered at each order point

C = Purchase cost of material per unit

Co = Ordering cost

Ch = Holding cost

Total cost =purchase cost + ordering cost + holding cost

Purchase cost =D*C

No. of orders =D/Q

Ordering cost = (D/Q)*Co

ALSTOM

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Holding cost =average inventory*Ch

= (Q/2)*Ch

Total cost (TC) = ( D*C)+(D/Q)*Co+(Q/2)*Ch

Total inventory cost(T.I.C.)=ordering cost + holding cost

Differentiate total inventory cost w.r.t. Q,

We get,

Q*=√(2DCo)/Ch (economic order quantity)

T.I.C.*=√2DCoCh (min. inventory cost)

2.1.8 D8: LESSONS LEARNT, CLOSURE

1. There should be an integration of individual goal to organization goal

2. Motivational environment should be there so that effectiveness of the whole organization

can be improved

The 8D could be closed.

ALSTOM

Page 20

2.2 PROJECT NO: 2 STEEL STRUCTURE PAINT FLACKING OF

PROJECT (Y)

2.2.1 D1: TEAM

Project Quality Manager/ Head of

Quality

Project manager

PROJECT X3onstruction Manager

Project Director

Head of Project management

Steel Structure Project Manager

Supplier Project manager

Site Manager

2.2.2 D2: PROBLEM DESCRIPTION

During incoming goods inspection of the 3

rd delivery from Place A of steel structure elements to

the job site, Alstom site team discovered that painting is flacking on some beams and columns.

ALSTOM

Page 21

5W2H

WHY Impact on customer painting guarantee (3 years

guarantee and 15 years durability)

WHO

Supplier

Alstom Boiler for PROJECT (Y)

(Project Management, Site activities and

Quality, Quality inspector (ext))

Paint supplier (sub supplier)

Client

WHERE

PROJECT (Y), Paint flacking issue identified

on site by Alstom site team during incoming

goods inspection coming from Place A

workshop. The first impacted elements are :

1MCL1012, 1MBE1011 and 1MBE1100.

160t delivered from Place A and 60t from

Place B

WHEN

Problem discovered at the 3rd delivery on site

(7/11/2012), 2 days after steel structure

erection start (05/11/2012)

Problem occurred after 15 days painting.

WHAT

The paint top coat is flaking on several and

columns (3 elements) and after testing 160t are

affected by paint issue.

HOW

Problem was identified, and report through

NCR n° TPFBN_R0021 (pictures available in

the NCR database).

HOW MANY

Impact on 160t of main structure (Beam and

columns) and 40t already erected ( 2 columns).

Total amount of steel structure is 7400t.

Impact on erection schedule (4 weeks,

originally 2 weeks) and manufacturing

schedule (5 weeks, originally 3 weeks).

ALSTOM

Page 22

2.2.3 D3: CONTAINMENT ACTIONS

CONTAINMENT ACTIONS

% ACHIEVEMENT

Stop all painting activities in supplier

workshop

100%

Stop all steel structure erection activities on

site

100%

Stop all steel structure deliveries on site

100%

Perform 100% pull off test on all delivered

elements

100%

Investigate root cause from supplier side

(documentation & test requested)

90%

Develop recovery plan for manufacturing and

erection with supplier

90%

ALSTOM

Page 23

2.2.4 D4: IDENTIFIED ROOT CAUSES

Identified root causes

Actions to check the root

causes

Proven cause

Specific requirements on

environmental conditions

Laboratory tests by paint Sub

Supplier

Yes

Specific requirements on

drying time

Sub Supplier laboratory test

highlighted : max drying time

in 10 hours

Yes

Specific requirements on

mixing time

Sub Supplier laboratory test

highlighted : mixing time not

specified and required 15min

for mixing time

Yes

Lack of supervision (Supplier)

Check involvement of

Supplier during painting

activities

Yes

Pressure on lead-time (not

enough time after 2nd coat)

Check drying time of 2nd coat

in reports and final inspection

date

Yes

Lack of tool (mixing

equipment and oven)

Check equioments availibility

in factories and painting

process

Yes

ALSTOM

Page 24

CAUSE & EFFECT DIAGRAM

ALSTOM

Page 25

2.2.5 D5: PERMANENT CORRECTIVE ACTIONS

Actions %Achievement

Review of painting instruction

100%

Review of painting instruction with laboratory

tests and guarantee from paint company

100%

Request new guarantee from paint company

due to revision of painting instruction

50%

Additional inspection points

100%

Start of repainting activities with paint

Specialist witness

100%

Pull of test done on 100% on the repainted

elements

100%

Pull of test done on 10% on all painted

elements in all factories

100%

Review painting reports

100%

Follow up of instruction regarding drying time

and conditions

80%

Use of mixing tool according to instruction

50%

Use of drying tool according to instruction

50%

2.2.6 D6: EFFECTIVENESS OF CORRECTIVE ACTIONS

It was not specified by the team at PROJECT (Y).

ALSTOM

Page 26

2.2.7 D7: PREVENTIVE MEASURES

Proper flow of information among all departments

Proper consideration of environmental conditions (temperature, humidity etc.)

There should be enough access for internal inspector of ALSTOM to the painting

processes

There should be effective quality assurance (right from design to service)

Integrating individual goal to organization goal

Motivational environment

Good work environment

2.2.8 D8: LESSONS LEARNT, CLOSURE

• There should be an integration of individual goal to organization goal

• Motivational environment should be there so that effectiveness of the whole organization

can be improved

The 8D could be closed.

QA

Design

Manufacturing

Inspection

Service