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1. TOTAL WELDING MANAGEMENT SYSTEM EXPLAINED

1.1 Introduction

To operate a business successfully and profitably is a major task today for small, medium and large business enterprises. Over 50% of small and medium enterprises (SMEs) fail in their first five years and recent experience indicates major failures and extinction of some large businesses are almost always due to poor management. The Australian manufacturing industry in 1999 generated $220 billion annual turnover and $68 billion value addition and employed over I million persons or 12.2% of total employment. It is facing intense competition from overseas imports and significant national and international changes. The output from two of its sub-sectors, metal product manufacturing and machinery/equipment manufacturing, is falling. This is impacting on business performance and people and is requiring new management skills. There has been a ground swell reaction to these trends and a call from metals manufacturers and fabrication groups to make improvements by various means. These means have been discussed by many organisations from industry and government, including the following:

Australian Industry Metal Manufacturing Strategies (AIMMS): Initiated by WTIA with leaders in the "welding industry" as a part of the manufacturing, construction and other industries; WTIA Council, Save Money And Re-engineer with Technology (SMART) Groups and Technical Panels, Boards and Committees; Standards Australia International Pressure Equipment, Structures and Welding Committees; Australian Industry Group (AiG) Institution of Engineers, Australia Federal Government: Department of Industry, Tourism and Resources (DITR), AusIndustry, Heavy Engineering Infrastructure Action Agenda (HEIAA), National Infrastructure and Engineering Forum (NIEF); State Governments: Departments or groups providing various assistance to business at all levels, particularly on business management for SMEs on OH&S and environmental issues.

These reviews resulted in various initiatives being taken or proposed. They all clearly showed the need for improvement in "Total Management" i.e. to cover all of the various types of management and take a holistic or overall view to give optimum management at all levels. 1.2 What is a Total Welding Management System?

A Total Welding Management System (TWMS) is a system which covers all those important matters in a welding business needing management at any level (e.g. by the Managing Director or welder) to ensure a business performs successfully. The WTIA Expert Technology Tool (ETT), MS01-TWM-01, shows how to implement a TWMS. (Refer to the list of WTIA ETTs). A TWMS manual documents essential elements of the total management system. This manual can take any form and be of any depth to suit the size and needs of the particular organisation and its personnel.

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The WTIA TWMS model manual may be used for this purpose. Table 1 shows the overarching role of TWMS with other detailed ETTs. 1.3 Why Have a Total Welding Management System

Such a system: primarily aims to help organise, manage and improve business operations; embodies the wisdom gained from successful and unsuccessful businesses and learning from local or overseas experiences; provides balanced working guidelines for operating a business successfully; documents essential data in a manual (other than highly sensitive material); integrates and coordinates various management activities by providing basic communication; addresses important areas where problems have or are likely to arise, i.e. interfaces between various groups or sectors, contracts, coordination, conformity assessment, certification and reports, complaints etc.; provides evidence to staff and customers of the companys management capability; is a repository for important information and feedback for continued improvement; facilitates training and introduction of changes.

1.4

When to Have a Total Welding Management System and Manual

In all businesses there are a number of management systems in operation but in many these systems are incomplete and not well known, coordinated or updated with latest successful best practice. Many such systems are not suitably documented to facilitate communication between current and future personnel and customers or to record improved methods. Documentation of a total welding management system for a welding based organisation or division becomes more necessary where: there are a number of divisions, sections or people involved in operations which are interdependent and need effective communication; operations are numerous and complex and require coordination; there is a requirement from customers, authorities or insurance bodies for evidence and confidence of suitable management skills. Such a manual is essential for most economic conformity assessment; there is a higher risk of serious litigation; experience needs to be retained; the business intends to be successful for a significant time; top management believes the cost/benefit from a manual is advantageous. The decision to develop the TWMS and the manual should not be taken lightly. Any decision will also depend on: how the manual is to be developed, implemented and timed. If done as suggested in MS01-TWM-01, a manual for an SME of 20 personnel, could be developed within 40 man-hours; the views of personnel who should be advised of what is being considered and why. Make sure to discuss any negative views before and after making the decision; the full input and agreement of Managing Directors, General Manager and Production Manager and other key personnel.

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1.5

Features of a Total Welding Management System Manual

Such a manual should: contain minimum number of words and be simple to understand and use and with minimum paperwork; address all significant elements of the Total Welding Management System and to a level to suit the competency of staff. Table 1 lists most of the elements; be suitable for presentation to customers confidentially as a non-controlled copy to demonstrate system and basic approach of the business; cover elements where major problems have occurred in any known organisations; ensure, particularly for contracts, a clear understanding of the scope of work and for the fabricator and customer communicate and to operate effectively; provide basic information for improving personnel competence and performance; clearly address "Conformity Assessment" i.e. the newly recognised group of activities consisting mainly of QA, design verification and fabrication inspection, which may need to involve the customer or external independent parties e.g. QAS, NATA, inspection bodies or inspectors acceptable to the customer; make provision for overall improvement and updating; utilise the concept of welding coordination as shown in ISO 14731:1997 Welding Coordination - Tasks and Responsibilities.

1.6

Implementation of a Total Welding Management System

Implementation, including development, can be by any method, preferably like any normal project. To do it more profitably, the following sequence is recommended: Preliminary Stage the Board/MD/GM and Production Manager must be in full agreement and set the example to all; a brief "develop and implement program" should be agreed with flexibility provided; time the preparation and implementation when some resources, staff, time and money are available e.g. in between major jobs; use the model TWMS Manual (Ref: MS01-TWM-01) as a first draft; select a leader to manage the overall process and leaders for each section with detailed knowledge of that section and with ability to use available help from colleagues; different sections can be tackled at different times; identify your organisation structure, positions, responsibilities and authorities; then use these to replace those in the model TWMS manual; use the CD that has been designed (Ref: MS01-TWM-01) to simplify changes to the model manual to suit your requirements. Review Draft issue the second Draft Manual for review by nominated leaders; use, as far as possible, your existing forms and procedures - a list of these should be made to assist. These are critical documents. During review, improvements or simplifications might become clear and can be timed to suit; any desired change in content, style and presentation should be agreed early to reduce later revision. Avoid change for change sake; tackle first those sections which cover matters of immediate importance and can be completed quickly; remember to keep words and staff time to a minimum;

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review the second draft while trying the system for about 3 to 6 weeks to indicate the changes needed to the manual; involve interested personnel and adopt useful comments in revising the manual; the Knowledge Resource Bank shown at the end of each section of the sample manual can provide you with the technical support you may need to implement your TWMS.

Revise Manual if you are confident, then formally introduce the manual for implementation to an agreed program if using external consultants, get clear evidence of their competence in terms of achieving the final output economically after approximately 6 months, revise the manual to make any changes to reference forms and procedures where necessary 1.7 Recommendations

1. Since almost all problems, their resolution and continuing improvement involve management at various levels, it is strongly recommended that a TWMS be adopted where justified. 2. The model manual and above information should be used to document the essential elements of your system in a TWMS manual 3. Development and implementation of the total system should aim at minimum cost, time, effort and paperwork 4. The TWMS manual is not an end in itself but a powerful tool to help progress a business

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Table 1: WTIA TOTAL WELDING MANAGEMENT SYSTEM supported by KNOWLEDGE RESOURCE BANK
TOTAL WELDING MANAGEMENT SYSTEM MANUAL i.e. resources for the Total Welding Management System (Notes 1 and 2)

KNOWLEDGE RESOURCE BANK

ETT: MS01
(Including Welding Quality Management System)
ELEMENTS: 1. 2. 3. 4. 5. 6. 7. 8. Introduction References Management System TN19 Cost Effective Quality Management Management Responsibilities (incl. Risk Management) Document Control Production Planning Contracts Design TN6 Control of Lamellar Tearing TN8 Economic Design of Weldments TN10 Fracture Mechanics TN12 Minimising Corrosion TN13 Stainless Steels for Corrosive Environments TN14 Design & Construction Steel Bins TN1 Weldability of Steels TN2 Successful welding of Aluminium TN4 Hardfacing for the Control of Wear TN5 Flame Cutting of Steels TN9 Welding Rates in Arc Welding TN11 Commentary on AS/NZS 1554 TN15 Welding & Fabrication Q&T Steels TN16 Welding Stainless Steels TN17 Automation in Arc Welding TN18 Welding of Castings TN21 Submerged Arc Welding Videos Welding Parts A & B PG02 Welding Stainless Steel TN19 Cost Effective Quality Management ISO 14731 AS 4100 AS 1210 BS 7910 AS 4360 AS/NZS ISO 9001 AS/NZS ISO 3834

ETTs: MANAGEMENT SYSTEMS

ETTs: OTHER RESOURCES

ETTs:

STANDARDS

9.

Purchasing (incl. Sub-contracting) AS/NZS 1554

10. Production & Service Operations

AS 1988

11. Identification and Traceability 12. Welding Coordination 13. Production Personnel 14. Production Equipment 15. Production Procedures 16. Welding Consumables 17. Heat Treatment

TN1 The Weldability of Steel TN9 Welding Rates in Arc Welding TN19 Cost Effective Quality Management TN3 Care & Conditioning of Arc Welding Consumables AS 4458

18. Inspection and Testing 19. Inspection, Measuring and Test Equipment

PG01 Weld Defects

AS 2812

20. Non-Conforming Product 21. Corrective Action 22. Storage, Packing and Delivery 23. Company Records 24. Auditing 25. Human Resources 26. Facilities 27. Marketing 28. Finance 29. OHS&R MS02 OHS&R Managers Handbook MS03 OHS&R Procedures MS04 OHS&R Work Instructions MS05 OHS&R Forms & Records MS06 Environmental Improvement MS TN7 Health & Safety in Welding TN22 Welding Electrical Safety Fume Minimisation Guidelines Video Fume Assessment TN23 Environmental Improvement Guidelines for Welding AS 4804 TN19 Cost Effective Quality Management TN20 Repair of Steel Pipelines AS 2885

30. Environment 31. Information Technology 32. Innovation, Research and Development

AS/NZS 14001

NOTE 1: 33. Security 34. Legal NOTE 2:

Examples of ETTs listed are not all-embracing and other ETTs within the global information supply can be added. ETTs can be formatted in a range of media. Dates and titles for the ETTs listed can be obtained from WTIA or SAI.