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ISO 9001:2015- WE HAVE SUCCESSFULLY RENEWED OUR ISO 9001:2015 CERTIFICATE

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HOW TO EVALUATE THE QUALITY OF INSPECTION


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It is difficult to evaluate the quality of inspection service objectively, some experts did establish one basic evaluation model based on psychology and behavior which named 5 GAP model including “The Knowledge Gap”, “The standards Gap”, “The Delivery Gap”, “The Communications Gap”, “The Feeling Gap”. The service quality is assessed by examining the cognitive gap between the company, the inspector and the owner.

Gap 1 is essentially measured as the difference in actual customer expectations and perception of managers about customer expectations.

Inspection company is not able to understand the demand of principal definitely accurate and correct, then how to evaluate the quality of service inspection by the principal? What kind of service can meet the demand of the principal and what level of inspection service being provided can make the principal feel the high quality of service? Let’s see one example, inspector's background information including title, professional, qualifications, certificates, etc. had been already provided by inspection company, but principal may care more on whether inspector can stick on-site, or whether his attitude is serious, or whether he is performing his duty. There is sometimes that principal would flight check without notify to check inspector assigned by inspection company whether he does perform his duty, this activity from the principal is in fact based on distrust on inspection company. If the findings do not match expectations from the principal and/or the company's commitment, it will lead to poor evaluation of service quality.

Gap 2 is measured as the distance between the perception of management of organization and service standards according to customer experience.

The inspection company may not establish a quality standard and quality system in a match with the expectation of principal because of limit resources and market condition, or even having established, but not implement fully, or the problem appeared do expose lack of effective control, correct and Improvement which make one gap that quality system of service from inspection company is not able to meet customer’s expectation or even exceed it.

Gap 3 is defined as the difference between experience specification and the actual delivery of experience to the customer.

Because of the inspector’s different capability and performance such as lack of training, lower remuneration, sinking morale, poorly equipped, etc., together with the interference of principal or factories, it will make the whole process of inspection service to be influenced by a lot of uncertain negative factors which lead to the product not meet the requirement of quality standards. In practice, it will be shown that PIM is not held or even held but the quality is not high which lead to that the necessary technical information is not transmitted successfully.

Gap 4 is signified as the difference between the actual delivery of experience to customers and the communication with customers.

The relationship between the commitment and the actual service provided is influenced by each other through communication, much higher your commitment will lead to higher expectation from customer, if it is not fulfilled it may have the gap. For example, if you confirmed to provide the inspector as register equipment inspector with NDT certificate level II, but in fact, the attending inspector is only normal inspector, then it results in the gap.

Gap 5 is referred to as the gap between expected and perceived quality of service.

When the quality of service perceived by the customer is shown beyond the expectation, the quality of service is considered good, but on the contrary, it will be poor. So the judgment on service quality is relying on how big of the extent of service quality beyond the expectation. For example, if a customer is professional in the inspection business, then the service provided shall have considerable quality, otherwise, it will be very difficult to make him satisfied; if a customer is a beginner, the service provided shall improve process gradually to guide his expectation. 

VALVE WORLD - FLOW CONTROL EXCHANGE INDIA- 2019

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ARAMCO ASIA INDIA FORUM- 2019

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Heading for a change: When the oil is no longer in demand

The world is drowning in oil. But there is a growing belief that change is in the pipeline. In fact, research by McKinsey, a consultancy, and the World Economic Forum has identified three game-changers for companies and policymakers within the industry. New energy sources, the likely growth of electric vehicles (EVs) and industry fragmentation are the main elements breaking the habit for oil companies.

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1. New energy sources

First, the bad news. Even if Exxon Mobil, the world’s biggest publicly traded oil Company, argues that fossil fuels will still account for three-quarters of primary energy demand even in 2040, the World Economic Forum forecasts that within two decades, as many as 20 new energy sources could be powering the global economy, including fuel cells, modular nuclear fission reactors, and even nuclear fusion.

Let the sunshine in

In 2015 China transcended Germany to become the biggest producer of solar energy. And, the country’s investment into a 10 square miles solar plant in the Gobi desert will ensure power supply to a million homes. India is determined to keep up. The Indian government is aiming a 20-fold increase in solar-power capacity by 2022, to 100GW, according to The Economist. Though this might sound pompous, KPMG, a consultancy, expects the solar share of India’s energy mix to rise to 12.5% by 2025. KPMG further argues that solar in India will be cheaper than coal by 2020.

2. Growth of electric vehicles (EVs)

Electric cars are set for rapid adoption. Improved technology and tightening regulation on missions from ICEs is about to propel electric vehicles (EVs) from a niche to the mainstream, argues, The Economist. Still, the route from petrol power to volts looks bumpy. Only one car in a hundred sold today is powered by electricity. And, the proportion of EVs on the world’s roads is still well below 1%, according to the International Energy Agency (IEA). Estimates from Morgan Stanley, a bank, tell us that by 2024 EV sales will hit 7m a year and makeup 7% of vehicles on the road.
 
Are oil companies moving along? In theory, the growth of electric cars reduces the growth in oil demand. But, the effect is much smaller, says BP. It further argues that 100 million increase in electric cars reduces oil demand growth by 1.2Mb/d. The IEA, in its ‘450 scenarios’, assumes 450 million electric vehicles will be on the roads by 2035. Even so, growth in oil demand would be almost 5Mb/d lower relative to the case in which electric vehicles didn’t grow at all, continues BP. Overall, the increase in demand for EVs in the developed world will be overshadowed by the growing needs of the middle class in emerging economies and their ever-expanding industries.

The world is drowning in oil. But there is a growing belief that change is in the pipeline. In fact, research by McKinsey, a consultancy, and the World Economic Forum has identified three game-changers for companies and policymakers within the industry. New energy sources, the likely growth of electric vehicles (EVs) and industry fragmentation are the main elements breaking the habit for oil companies.

3. Energy system fragmentation

The energy domination of the few is approaching a tipping point, argues McKinsey. The danger is not an imminent collapse in demand but the start of an unpredictable interplay of a far greater variety of smaller and more agile participants, including residential and industrial energy prosumers”, a term coined by the World Economic Forum. The soar in participants will pressurize the industry, making it harder to foresee market trends. Mega-projects or investments in assets that must be productive for three decades or more will seem rather risky. As a consequence, companies will need to make smaller investments and rapidly adjust their strategies based on ever-changing market circumstances. They must learn how to be shapers, argues McKinsey.

Twilight of the oil age:

As the world enters what could be the twilight of the oil age, some wonder what are the steps to follow. Oil companies will have to explore new lines of business. Biofuels might be a way to diversity. Shell, the Dutch oil company, has set an example of what oil companies might do in the future. In Thailand, for instance, Shell is turning locally-grown palm oil into biofuels to increase energy from renewable sources as part of a 10-year government plan. One thing is certain: the world’s thirst for oil could be nearing a peak. The future of energy supply will no longer depend on access to oil, gas or coal reserves, but on technologies that harness resources such as wind, sun, water or heat.
 

OUR CEO’S ARTICLE ON “STANDARDIZATION FOR VALVE STANDARDS” IN VALVES INDIA MAGAZINE- VOL .13 NO.2

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GREEN DAY CELEBRATION AT TECHMAS, CHENNAI – SEPTEMBER 2018

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TECHNICAL TALK ON INNOVATIVE INSPECTION USING NDT TECHNIQUES – INDIAN INSTITUTE OF NON- DESTRUCTIVE TESTING, CHENNAI CHAPTER

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ANNUAL GET- TOGETHER - INDIAN INSTUTUTE OF MATERIAL MANAGEMENT

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PANEL DISCUSSION ON FUTURE OF SUPPLY CHAIN CONFEDERATION OF INDIAN INDUSTRY – 4TH EDITION VALVE TECHNOLOGY CONCLAVE

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