Production Report.docx

7/30/2019 Production Report.docx

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Term Report on

TQM in IoBM

A Journey towards total Quality

12/4/2012

Course: Productions and

Operations Management

Facilitator: Dr. Mussarat AliKhan

Group Members:Ashoni Kumar (10485)

Shehroze (9810)

Sonia Chagani (10068)


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IoBM

Total Quality Management

2

Letter of Acknowledgement

This report has been prepared to discuss the concept and implementation of total

Quality Management at the Institute of Business Management as a part of

Production and Operations Management Course.

We would like to thank ALLAH ALMIGHTY for helping and guiding us at each

and every step for this term report.

We would like to thank our course instructor Dr. Mussrat Ali Khan, for his

tireless efforts in making this course enlightening and enjoyably informative, and

for providing us the opportunity to work on this project and understand about the

practical side of this course. It has definitely been a learning experience for all of

us.

Moreover, we are also grateful to Institute Of Business Management for giving us

the right path to show our skills and capabilities.


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Contents

Introduction to TQM ............................................................................................... 4

A Background on TQM in IoBM, Karachi ............................................................. 5

Quality Enhancement Cell of IoBM ................................................................... 5

Major Functions of the Quality Enhancement Cell of IoBM: ......................... 6

The Student Counseling System ...................................................................... 8

Membership in APQN ..................................................................................... 9

Continuous Workshops on the subject ............................................................ 9

Nonvoting Membership of the Statutory Bodies ........................................... 10

Major Achievements ...................................................................................... 10

Management Excellence Center ....................................................................... 12

Departmental Hierarchy ................................................................................ 12

Programs ........................................................................................................ 13

Consultancy ................................................................................................... 15

TNA ............................................................................................................... 15

Recommendations ................................................................................................. 16

Conclusion ............................................................................................................ 17

References ............................................................................................................. 18

Appendix 1: Interview Questionnaire ................................................................... 19

Appendix II: Figures ............................................................................................. 21

Appendix III: Tables ............................................................................................. 22


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Introduction to TQM

Total Quality Management as an idea began in Japan. Individuals like

Demming and Juran proposed through their writings that managing quality is not

restricted to only one department or function, but of the organization as a whole.

However, this concept is very expensive and difficult to implement and require a

complete organizational change. Some of the key elements of TQM include the

following:

1. Customer involvement: The Quality process should be customer focusedbecause it is them for which the company is operating. Therefore, the

focus of the company should be to bring in such products and services tha

are requires by the customers.

2. Develop long term supplier relationships: This means negotiating longterm deals with the supplier so that he would provide the products in

cheaper rate and would ensure quality. The company is also responsible to

implement TQM at its suppliers organization in order to bring in

maximum efficiency in the process.

3. Empowering employees: Employees are given autonomy and fullresponsibility to do their work in the dimensions set by the company. This

ensures maximum quality.


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A Background on TQM in IoBM, Karachi

IoBM is one the three leading business schools of Pakistan and has

achieved this position after a long struggle and after a continuous improvement in

its process. Maintaining this high position is extremely important, and for that the

Institute has a separate Quality Enhancement Unit which makes sure that

everything in the university from teaching methodologies to course content to

teachers and to students is of high quality. TQM has its implications in all the

departments of the Institute. For example Management Excellence Centre tries to

bring in the best of workshops for all its stakeholders, the academics department

tries to maintain quality in teaching content and methodology, administration

department tries to run all the processes smoothly etc. For the sake of this report,

we will be discussing Quality Enhancement Cell in detail and will then discuss

some of the processes of the Management Excellence Center of IoBM.

Quality Enhancement Cell of IoBM

Quality Enhancement Cell of IoBM was established in April 2008.


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Major Functions of the Quality Enhancement Cell of IoBM:

The Quality Enhancement Cell (QEC) is to be headed by a Dean/Director

reporting directly to Vice Chancellor/Rector. He is to be the correspondent with

the outside bodies.

1. QEC is responsible for promoting public confidence that the quality andstandards of the award of degrees are enhanced and safeguarded.

2. QEC is responsible for the review of quality standards and the quality ofteaching and learning in each subject area.

3. QEC is responsible for the review of academic affiliations with otherinstitutions in terms of effective management of standards and quality of

programs.

4. QEC is responsible for defining clear and explicit standards as points ofreference to the reviews to be carried out. It should also help the

employees to know as to what they could expect from candidates.

5. QEC is responsible to develop qualifications framework by setting out theattributes and abilities that can be expected from the holder of a

qualification, i.e. Bachelors, Bachelor with Honors, Masters, M. Phil.,

and Doctoral.

6. QEC is responsible to develop program specifications. These are standardset of information clarifying what knowledge, understanding, skills and

other attributes a student will have developed on successfully completing a

specific program.


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7. QEC is responsible to develop quality assurance processes and methods ofevaluation to affirm that the quality of provision and the standard of

awards are being maintained and to foster curriculum, subject and staff

development, together with research and other scholarly activities.

8. QEC is responsible to ensure that the universitys quality assuranceprocedures are designed to fit in with the arrangements in place nationally

for maintaining and improving the quality of Higher Education.

9. QEC is responsible to develop procedures for the following:o Approval of new programso Annual monitoring and evaluation including program monitoring,

faculty monitoring, and students perception

o Departmental reviewo Student feedbacko Employer feedbacko Quality assurance of Masters, M. Phil. And Ph. D. degree

programs

o Subject reviewo Institutional assessmento Program specificationso Qualification framework


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The Student Counseling System

The Student Counseling system is established in IoBM in place in order to

make sure that the students have the right mindset and approach to see things and

they are clear about their career paths and goals. Career counseling in more

important in a university than it is in any other level of schooling. This is because

by this time, students become more aware of the various career choices and

become very confused, if not helped at this time then they can completely get lost.

The career counselors at IoBM are highly qualified and friendly. They deal with

the following four areas of the counseling system:

Academic Counseling: This includes counseling and dealing with all the

problems related to courses selection mechanism, understanding institutes

policies, signing of undertakings and everything in the middle.

Career Counseling: This aspect of counseling includes internship

placements, job placements, providing avenues for interaction with the industry

leaders and everything in the middle.

Personal Issues: Students at this level are frequently seen in severe stress and

anxiety due to heavy course burden, managing with curricular and extracurricular

activities and stress about getting a good job after graduation. Moreover, this

aspect of counseling also deals with domestic issues and problems.

Student Services: These include all other counseling services that the above

four dont cover like learning, low CGPA, Blocked ID, issues with registration,

semester break, endowment funds and scholarships.


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Membership in APQN

IoBM is a member of The Asia-Pacific Quality Network (APQN), which is an

agency to ensure quality in higher education in Asia Pacific, which is a region

with more than half of the worlds population.

Asia Pacific region is specifically important because of the fast growth in

Youth population, which in turn is increasing the need for quality education.

Therefore, there is a need of such an agency that brings in the best of practices

from all around the world to this region in order to bring the students on the same

level and keep them competent at the same time, and APQN does just that.

APQN has been established with the help from World Bank and UNESCO.

The agency have been growing since its establishment due to its devotion with the

purpose of bringing quality and bringing high degree of collaboration among

different countries and across various institutions.

IoBMs membership in this prestigious agency shows its commitment to Total

Quality Management in all its processes.

Continuous Workshops on the subject

IoBM keeps sending its staff on national and international workshops held on

TQM so as to equip the staff and the institute in general about the latest

developments in the subject so that the institute stays updated and keeps

improving.


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Nonvoting Membership of the Statutory Bodies

This is done in order to ensure Total Quality in various statutory bodies of the

institute and in order to make sure that the objectives of these statutory bodies are

aligned with that of the university.

Major Achievements

All these efforts to maintain Quality at the institute enabled it to achieve

extraordinary results that can be summarized in the following achievements.

Institute of Business Management honored with "B-School LeadershipAward" in July 2010. The Asia's Best B-School Awards are presented by

CMO Asia. The Awards of the highest stature are presented to institutions

which have surpassed several levels of excellence and set an example of

being a role model demonstrating exemplary leadership.

Our team qualified for the CIMA Global Business Challenge (GBC)

Pakistan 2010 and won the Country Final. Later IoBM represented

Pakistan in Malaysia where prestigious universities from all over the

world participated. It was a great honor for the Institute.

IoBM students won top honors at "The Business Launch Challenge"competition held by P&G Pakistan for students of local business

universities. The contesting students were asked to prepare a business

launch plan for P&G's international brands of products in Pakistan. IoBM


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students showed their capabilities and won (the competition had begun

with 50 plus teams, 10 teams had made it to the finals).

IoBM students have won the Lipton Talent Hunt, National BusinessCompetition between leading business schools across Pakistan. This was

the first of its kind of project in Pakistan initiated by UNILEVER to

search for talent for its esteemed Management Trainee Program 2009.

IoBM was a runner up in the GIRC (Global Investment ResearchChallenge (2010). This competition was organized by CFA Association.

The teams were required to

IoBM is using Quality function deployment (QFD) model which is amethod to transform user demands into design quality, to deploy the

functions forming quality, and to deploy methods for achieving the design

quality into subsystems and component parts, It helps IoBM in quality

assurance and quality control points with function deployment and also

used in value engineering.QFD model help focus on characteristics of a

new or existing product or service from the viewpoints of market

segments, company, or technology-development needs. The technique

yields charts and matrices.

QFD helps transform student needs into engineering characteristics (andappropriate test methods) for a product or service, prioritizing each

product or service characteristic while simultaneously setting development

targets for product or service.


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QFD program for MBA in IoBM focus on these 4 characteristics Design,Implementation, Knowledge and Skills. It also focus on Competitive

assent and degree of Technical Difficulty. By analyzing all these things it

comes to Target value then Absolute Weight and finally Relative weight.

Management Excellence Center

Driven by the passion for enhancing the professional capabilities and skills of the

corporate sector in Pakistan, MEC offers an overarching range of training

programs and interaction opportunities with the excellence and rigor that is

designed to add substantive value to an organization.

Departmental Hierarchy

Rector/ExecutiveDirector

Senior AssistantManager

Officer

Senior SecretaryAdvisor/Consultant/F

acilitator


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Programs

The MEC actively engages itself frequently in the following

Open Enrollments

Some of these program include but are not limited to the following

Professional Diploma in Human Resource Effective MarketingManagement

Corporate Strategic Thinking PMP Exam Preparation Certified Training Practitioner (CTP) Corporate Governance Interviewing Skills How to Avoid Politics at Workplace! Finance for Non-Finance Executives Marketing Management The Art of Win Win Negotiations Research Methodology Integrated Marketing Communication

Trainings

The following trainings have been conducted so far

Project Management Distribution & Channel Management Talent Management - Diploma In HR
http://www.mec-iobm.com/pdf/training/PM.pdfhttp://www.mec-iobm.com/pdf/training/DCM.pdfhttp://www.mec-iobm.com/pdf/training/TM_HRDiploma.pdfhttp://www.mec-iobm.com/pdf/training/TM_HRDiploma.pdfhttp://www.mec-iobm.com/pdf/training/DCM.pdfhttp://www.mec-iobm.com/pdf/training/PM.pdf


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HR Diploma Module "Compensation & Benefits" HR Diploma Module "Talent Management & Employer Branding" Diploma in Web Engineering Corporate Governance Leadership Skills (CGLS) - Module 1 HR Module Two - HR during Change ,Mergers and Acquisitions Project Management Corporate Governance Leadership Skills (CGLS) English Language Proficiency (CELP) Integrated Marketing Communication Blue Ocean Strategy HR Diploma (Module 1) Association of Chartered Certified Accountants (ACCA)

Seminars and Conferences

Conference on Long Term Debt Financing: Issues and Challenges forPakistan - March, 2012

Topsim General Management Game by Dr.Dietger Mainz - February,2012

Launching Ceremony of SINDH ECONOMIC SURVEY (2009 - 2011) -February, 2012

CFA Institute Local Investment Research Challenge 2011-2012 -February, 2012
http://www.mec-iobm.com/pdf/training/HRD_Compensation&Benefits.pdfhttp://www.mec-iobm.com/pdf/training/HRD_TalentMngt&EmployerBranding.pdfhttp://www.mec-iobm.com/pdf/training/DIWE.pdfhttp://www.mec-iobm.com/pdf/training/PICGBrochure_M1.pdfhttp://www.mec-iobm.com/pdf/training/HR%20Module%20two.pdfhttp://www.mec-iobm.com/pdf/training/Project%20Management.pdfhttp://www.mec-iobm.com/pdf/training/PICG%20Brochure.pdfhttp://www.mec-iobm.com/pdf/training/CELP.pdfhttp://www.mec-iobm.com/pdf/training/Integrated%20Marketing%20Communication.pdfhttp://www.mec-iobm.com/pdf/training/Blue%20Ocean%20Strategy.pdfhttp://www.mec-iobm.com/pdf/training/Module%20I%20HR%20Diploma.pdfhttp://www.mec-iobm.com/pdf/training/ACCA.pdfhttp://www.mec-iobm.com/pdf/training/ACCA.pdfhttp://www.mec-iobm.com/pdf/training/Module%20I%20HR%20Diploma.pdfhttp://www.mec-iobm.com/pdf/training/Blue%20Ocean%20Strategy.pdfhttp://www.mec-iobm.com/pdf/training/Integrated%20Marketing%20Communication.pdfhttp://www.mec-iobm.com/pdf/training/CELP.pdfhttp://www.mec-iobm.com/pdf/training/PICG%20Brochure.pdfhttp://www.mec-iobm.com/pdf/training/Project%20Management.pdfhttp://www.mec-iobm.com/pdf/training/HR%20Module%20two.pdfhttp://www.mec-iobm.com/pdf/training/PICGBrochure_M1.pdfhttp://www.mec-iobm.com/pdf/training/DIWE.pdfhttp://www.mec-iobm.com/pdf/training/HRD_TalentMngt&EmployerBranding.pdfhttp://www.mec-iobm.com/pdf/training/HRD_Compensation&Benefits.pdf


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Consultancy

Research Surveys Conduct of Aptitude Tests Conduct of Teachers Recruitment Recent Projects

TNA

Training Need Assessment Leadership Management Excellence (LME)

Program offers Customized Training & Need Assessment Services.

MECs LME program intends to provide a better understanding of the

actual and perceived training and support needs of the organization by employing

a need assessment tool specifically designed for each client. The comprehensive

and effective need analysis would translate the organizational goals into a reality,

determine whether training is needed and, if needed, specify what that training

should accomplish, along with gathering information about present practices and

comparing these practices with the desired way of doing business. This will help

the MEC team to develop customized trainings for the concerned organization

and its employees using the extensive resource pool available to MEC.
http://www.mec-iobm.com/conductofaptitudetests.htmlhttp://www.mec-iobm.com/conductofrecruitment.htmlhttp://www.mec-iobm.com/conductofrecruitment.htmlhttp://www.mec-iobm.com/conductofrecruitment.htmlhttp://www.mec-iobm.com/recentprojects.htmlhttp://www.mec-iobm.com/recentprojects.htmlhttp://www.mec-iobm.com/conductofrecruitment.htmlhttp://www.mec-iobm.com/conductofaptitudetests.html


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Recommendations

The institution needs to work in the following areas in order to utilize the full

potential of its Quality Enhancement Cell

(a) Redefine the role, purpose and responsibilities of university.

(b) Improve university as a way of life.

(c) Plan comprehensive leadership training for educators at all levels.

(d) Create staff development that addresses the attitudes and beliefs of

faculty.

(e) Use research and practice-based information to guide both policy and

practice.

(f) Design comprehensive student development initiatives that cut across a

variety of agencies and institutions.


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Conclusion

IoBM is top notch business school of the country and the graduates of this

business school then go on to join all the best national and multinational

companies that are in operations in Pakistan and in different parts of the world.

Therefore, it is immensely important that the institution maintains its position

which is possible only if the company keep on improving its quality in terms of its

students, teachers, and administrations being major components.

IoBM has understood this need from the very beginning therefore it

opened its Quality Enhancement Cell in 2008. This cell is fully operational in the

institute and works in all the three areas as mentioned above.

The institution, thus, has proper student counseling system, keeps on

arranging workshops for its faculty and students and is also attend various

workshops nationally and internationally in order to stay abreast with the latest

changes in the field. However, it needs to incorporate the above mentioned

recommendations in order to capitalize completely on the potential of its quality

enhancement cell.


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References

Web Links

www.iobm.edu.pk www.apqn.org
http://www.iobm.edu.pk/http://www.iobm.edu.pk/


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Appendix 1: Interview Questionnaire

Organization Chosen: IoBM

1. What is the purpose of the Quality Enhancement Cell in IoBM?2. In what areas does the Cell work into?3. What are some of the measures through which these objectives are

achieved?

4. Do you think the organization is quality conscious toward employees?5. Is the organization providing quality assurance system & operation?6. How frequently does the organization have a meeting of quality circle?7. Is the information system regularly updated?8. Is there formal career planning process in the organization?9. Is there is a shared vision of where the business is growing?10.Are the employees kept updated about changes in job skills & job designs?11.Is formal or informal method followed for employees feedback and acting

on that feedback?

12.Does the organization provide right environment to apply your knowledgefrom new programs to the job?

13.Do you feel that the organization is a good place to work?14.Do you feel comfortable with rules and policies of the organization?15.What type of relations are you having with your superior, peers

and subordinates?


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16.Do you feel that you can get ahead in the organization if you make aneffort?

17.Do you get any reward on your good performance?18.Do you find that your performance is properly measured in the

organization?

19.Do you find that your job makes the best use of your abilities?


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Appendix II: Figures

Figure I: The Student Counseling System

Figure 2: QFD Model for MBA

Figure 3: Membership in APQN


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Appendix III: Tables

Table 1: Non-voting member in Statutory Bodies

S. No Name of the statutory bodyDate when

acquired

1 Management Review Meeting May 2008

2 Board of Studies May 2008

3 Academic Council May 2008

S.No

Title of the event Date

Purpose of the event

(Participation/

Contribution)

1 First Q.A. Quality Awareness and Self Assessment

workshop for private Sector Universities. Venue:

Lahore, organized by HEC

May 28th &

29th, 2008

Participation and

Contribution

2 Establishment of Quality Enhancement Cell (QEC)

training for QEC official. Organized by HEC at

Karachi

April 2010 Participation and

Contribution

3 Implementation of Degree Supplement form.Organized by HEC at Karachi. May 2010 Participation

Table 2: Workshops arranged


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S. No Title of the event Date Target group Purpose of the event

1 Workshop on Requirementof QA and SAR for newFaculty.

Sept 12,2011 New andvisiting facultymembers.

To provide the information onteaching plan and 10 QAproformas.

2 Seminar on Applications ofSoftware Turnitin fromShaheed Bhutto University.

Sept 23,2011 Head ofDepartmentandSenior facultymembers.

To find the gaps and improve.

3 Workshop on Applicationsof Software Turnitin forHOD with information toHEC.

Oct 9, 2011 Head ofDepartmentandSenior facultymembers

To understand the use ofsoftware on plagiarism, termreports assignments andgrades.

4 Workshop on Applicationsof Software Turnitin forfaculty with information toHEC.

Oct 10, 2011 Junior facultymembers.

To understand the use ofsoftware on plagiarism, termreports assignments andgrades.

Table 3: Seminars arranged

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