“Best Manufacturing

Practices” at WCM
industries“
About BHEL
• Bharat Heavy Electricals Limited (BHEL) is an Indian government owned
engineering and manufacturing enterprise based in New Delhi, India. It is
under the ownership of Ministry of Heavy Industries, Government of
India. Established in 1956, BHEL is India's largest power generation
equipment manufacturer.

• BHEL is engaged in the design, engineering, manufacturing, construction,

testing, commissioning and servicing of a wide range of products, systems
and services for the core sectors of the economy, viz. power, transmission,
industry, transportation, renewable energy, oil & gas, and defence.

• It has a network of 16 manufacturing units, 2 repair units, 4 regional

offices, 8 service centres, 8 overseas offices, 15 regional centres, 7 joint
ventures, and infrastructure allowing it to execute more than 150 projects
at sites across India and abroad. The company has established the
capability to deliver 20,000 MW p.a. of power equipment to address the
growing demand for power generation equipment.
Bharat Heavy Electricals Limited (BHEL), Haridwar
• Heavy Electrical Equipment Plant (HEEP) and Central Foundry Forge Plant (CFFP).It
also has a Pollution Control Research Institute, PCRI.

• The Heavy Electrical Equipment Plant is one of the major manufacturing units of
BHEL. The core business of HEEP includes design and manufacture of large size
steam and gas turbines, turbo generators, heat exchangers, condensers and
auxiliaries.

• The Central Foundry Forge Plant (CFFP) is engaged in manufacture of large size
Castings and Forgings of various types of steels like alloy steels, creep resistant
steel and supercritical grade steel.

• The Pollution Control Research Institute (PCRI) provides services in the field of
Environmental Management and Pollution Control in the areas of air, water, noise
and solid waste.

• HEEP & CFFP both have been awarded certificates for Quality Systems (ISO-
9001:2008) Environment Management System(ISO-14001:2015) and Occupational
Health & Safety (ISO-45001:2018)
 BHEL TQM Journey
• BHEL is one of the few organizations which made its Quality foundation strong since its inception.
During 1970-90, BHEL implemented Quality Manual for the entire organisation including
responsibilities, systems, processes and procedures.

• The top management of BHEL initiated TQM movement during 1994 and decided to follow the EFQM
(European Foundation for Quality Management) adopted by Confederation of Indian Industry (CII)
titled “The CII model for Total Quality Management”.

The following are a few internationally recognized TQM Models :

1. Demings Model - Adopted by Japanese Organizations

2. Malcolm Baldridge Model - Adopted by American Organizations
3. EFQM Model - Adopted by European Organizations

• Bharat Heavy Electrical Limited (BHEL), to win the European Foundation for Quality Management
(EFQM) model-based CII-EXIM Award for Business Excellence.

• The EFQM Excellence Model is based on a humanist approach that places the customer (in a broad
sense) as the center or ultimate reason of the organization activities, emphasizing the role of the
organization as a responsible member of the community, adopting an ethical approach as the best way
to serve the long term interests of the organization and its people, and sustainably satisfying their
needs and expectations.
Quality Circles, BHEL
• 1980 : BHEL, Hydrabad first in india to start Quality Circles.
• 90 Quality Circles running.
• Quality Circles are group of employees who voluntarily meet
together on a regular basis to identify, define, analyze and
solve work related problems.
• What takes place during Quality Circle meeting?
 Identify problem
 Getting required training to analyze the problem
 Analyzing problem
 Recommendation for implanting of Solutions
 Follow up of implementation
 Presentation to the Management
Improvements in BHEL
 Implementation of Quality Circle
• Quality circle is defined as a small group of people engaged in similar work
who meet voluntarily on regular basis under the leadership of their
supervisors to identity and discuss their work problems, analyse the
causes thereof and recommend the solutions to superiors and to
implement the solutions themselves.

• Departmentally Quality Circle should be implemented with ownership of

the departments.
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