SUSTAINABILITY REPORT 2013-15

People Overview Self Managed Teams Mechanisation Safety Overview The Parivartan     Journey Progress on     Roadmap Incident Statistics Robust Governance Standardised     Processes Enhanced Awareness Capability Building Safety Infrastructure Safety Audits Quality Overview Top-down    Accountability Quality by Design Quality Culture     Transformation Quality Assurance Quality     Best Practices All Time Audit     Readiness Availability Overview Strategic Sourcing Risk Management Product    Rationalisation Success stories Environment Overview Roadmap Energy Management Emissions Water Waste Case Study KPIs Community Overview Focus Areas Education Livelihoods Healthcare Infrastructure     Initiatives Creating Change     Makers Productivity Overview Productivity Streams Case Study PACE Update Initiatives Engineering Excellence Overview Digitisation Automation Mechanisation Lean Manufacturing Capital Equipment Strategy Predictive Maintenance Continuous Improvement Overview Continuous     Improvement     at Work Best Practices Annexures GRI Index Acronyms Assurance Statement   Summary Report     QUALITY QUALITY CULTURE TRANSFORMATION Quality Observations & Interactions     |    Quality Incident Investigation Quality Policy & Procedures    |    Quality Training & Communication   Buoyed by the success of our safety culture transformation drive, we initiated the quality culture transformation drive in FY13. We devised a Quality Culture Transformation (QCT) model to instill quality consciousness in our people and empower them with the tools to drive quality across the product life cycle. Key workstreams include: Quality Observations & Interactions Quality Incident Investigation Quality Policy & Procedures Quality Training & Communication Quality Observations & Interactions Quality Observations and Interactions (QOI) are undertaken for identifying quality conditions that may lead to discrepancies and/or non-conformances. This assists us in achieving our goal of being 'always audit ready' as we can now attend to observations well before the auditors raise them. Sub-committees across BUs have rolled out KPIs for the QOI process and a metrics-based tracking is being done to ensure holistic execution - raising necessary observations, implementing corrective actions, and measuring their effectiveness. Progress of QOI is being tracked at the BU level through regular review meetings.   Based on the total QOI observations, we have analysed key focus areas and effective measures have been initiated.