pakistan railway project (tqm)

Pakistan Railways(implementation of quality management)

Group A

• Tahmeena Batool

• Anam Zafar

• Nouman Riaz(03334071113)

• Adnan Saddique

The Journey So far…

Pakistan Railways

Sequence

• Introduction

• Problem Identification (evaluation of issues

regarding stability)

• Problem Criteria (implementation of quality

management)

• Benchmark Japan and Indian models

• Applying Kei-Zen methodology

• Conclusion

Introduction

• State own rail transport service

• Head quartered in Lahore

• Stretched over 8000 km

• Important mode of transport

• Administer under federal Gov. ministry of railways

Vision

• Making Pakistan Railways the preferred

means of passenger travel and goods

movement for majority of Pakistani

population by providing them a safe,

efficient, reliable, comfortable and

affordable means of transportation by

modernizing its services, rationalizing its

operations and efficiently managing its

resources

Current operational problems

• Shortage of locomotives

• Burdensomeness of out of order locomotives

• Lack of freight trains

• Track is over aged

• Encroachments on the property of PR

• Deficient duty hours of parcel/cargo

trains

• Negligent treatment with time management

Problem criteria (2008-Till now)

• Negligence by the last government during

2008-2013 has led the Pakistan Railways down

rapidly. As of mid-2012, it was decided to stop

all goods train haulage due to severe shortage

of locomotives and fuel.

• This problem gets longer till now and remedies

to ignore DE stability of PR are not 100%

implemented.

Shortage of locomotives

• 70 per cent carriages are out of service.

• Passengers train as well as freight and cargo

trains are spare due to shortage of locomotives.

A bit change has been seen(2014) as:

Duty hours of Badami bagh cargo train has

increased up to 6 days a week and 3700000/day

revenue is generated.

Lack of freight trains

• The bulk of railways earnings are drawn from

freight services which are not being accorded

the priority they deserve.

Over aged Track

• Maximum Speed of trains in Pakistan

Railways is 120 km/h.

• While only some sections of Karachi-Lahore

main railway line allow 120 km/h speed.

Worthless time management and

cleanness

• There is no time management due to which

consumer is not satisfy.

• Most of the complaints are about extremely

low quality of services provided although

management claims to maintain the quality but

there are certain gaps.

Now, “Identification of

problem is 50 % of solution”

What is remaining

50%?

BENCHMARKING

To Fix Problems And For Best Practices.

We suggest to benchmark Japan and Indian

railway models.

What is benchmarking?

• The process of learning, adapting, and

measuring outstanding practices and processes

from any organization to improve performance

Why benchmark?

To

From

Why Benchmark?

• Identify opportunities to improve performance

• Learn from others’ experiences

• Set realistic but ambitious targets

• Better prioritize and allocate resources

Which kind of benchmarking will be

implemented?

Competitive benchmarking

• A comparison against a specific

competitor for the product, service or

function of interest.

• Product/service and process are directly

comparable.

Process For bench marking

1. Decide what to benchmark

2. Understand current performance

3. Plan

4. Study others

5. Learn from data

6. Use the findings

As we decided and knew

current performance so

we’ll go for study the

information from India

and Japan.

Indian Railway

Adequate locomotives through

Domestic production

• Railways has 7500 engines,38000 coaches &

about 2.5 lakh of wagons

• runs about 14,300 train daily.

• Locomotives are manufactured at Chittaranjan

Locomotive works, Chittaranjan. (locomotives

are manufactured domestically)

Focus on Freight and Hospitality

• Over 951 million tonnes of freight annually

(2013)

• Indian Railways have also focused on

providing Hospitality to its travellers.

i.e. Food, hospitality and cleanliness

World class luxury

• Providing luxury to accumulate revenue from

rich Indians.

i.e. The Golden Chariot

Commercializing property

• Indian Railway also owns and operates two

railway hotels at Ranchi and Pori

(To utilize and commercialize the spare property

and to provide hospitality to their citizens)

• trains can run at maximum speed of 140 km/h.

(active time management)

Public concerns

• Public concerns are taken seriously by Indian

railway

i.e.

• Availability of Reservation

• Internet booking

• information for passengers on internet

Tree plantation

• Railway plant about 20 lakhs tree

every year

(more trees are planted in thirst areas, a

wise use of spare property and a better

step to reduce the spoilage of track)

Japan Model

• In 2013, 337 million ton freight were carried

on railways in Japan

• The railway companies are accountable to

manage the stations and commercial zones

around the stations.

i.e.

JR East has built office buildings and hotels

around Tokyo Station.

Cont.

• The Japanese government is promoting the

improvement of the urban railways, up

gradation of tracks to achieve efficiency.

Applying Kaizen methodology

What is Kaizen ?(KY-Zen)

“Continual Improvement”

Kai = Change

Zen = Good (for the

Better)

Increasing the value without paying out money but using the wisdom to.

Kaizen and innovation

The Japanese make a distinction between Kaizen and

innovation:

Kaizen Innovation

gradual, uses small

steps, conventional

know-how and a lot

of common sense

is viewed as being

more radical

because it comes

in big steps.

Kaizen forces to:

Improve several aspects of business

for value addition towards

customers.・New technology

development

・Groundbreaking

material

development

・Moves of

competitors

・Costumer needs

・Legal regulations

Kaizen

reality and

Constraints

corresponding

Kaizen mind

• No Excuses

• No Waste

• Just Do It!

• quick to act

• fast results

No excuses..

• Past negligence of previous govt. is not an

appropriate justification of current

unsatisfactory performance of PR

No waste, also refers to Muda (in

Japanese means work without a product or effort

wasted)

• Spare passenger trains due to shortage of

locomotives must become operational

• Freight awaiting trains are going toward

deterioration. Put them to work.

• Enhance the duty hours of cargo/parcel

trains.

• Commercialize the trash property of PR

to generate revenue.

Mura means unevenness in the

flow of work.

• Proper time management add value

toward customer’s perception.

• Railway management must assure

passengers about their on time arrivals.

• Formulate strategy for easy reservationE- ticketing

All information available on website

Just do it..

• Start launching the appropriate processes

on emergent basis to get fastest results.