1. 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

2. ALSTOM
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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

3. ALSTOM
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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!”

4. ALSTOM
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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

5. ALSTOM
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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.

6. 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

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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

8. ALSTOM
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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.

9. ALSTOM
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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.

10. 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)

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10
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.

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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?

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12
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
Attachment
BOM -
Windsor
BOM -
Windsor
Others Welding
Consumables
Not
confirmed
Repair
Cumulated%
Source of Surplus Materials
Pareto Graph

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13
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.

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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.

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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.

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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.

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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

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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

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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.

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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 3rd
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.

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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).

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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%

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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

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CAUSE & EFFECT DIAGRAM

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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).

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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
Manufactu
ring
Inspection
Service