Download - Pakistan railway project (tqm)
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Pakistan Railways(implementation of quality management)
Group A
• Tahmeena Batool
• Anam Zafar
• Nouman Riaz(03334071113)
• Adnan Saddique
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The Journey So far…
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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
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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
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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
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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
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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.
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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.
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Lack of freight trains
• The bulk of railways earnings are drawn from
freight services which are not being accorded
the priority they deserve.
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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.
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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.
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Now, “Identification of
problem is 50 % of solution”
What is remaining
50%?
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BENCHMARKING
To Fix Problems And For Best Practices.
We suggest to benchmark Japan and Indian
railway models.
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What is benchmarking?
• The process of learning, adapting, and
measuring outstanding practices and processes
from any organization to improve performance
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Why benchmark?
To
From
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Why Benchmark?
• Identify opportunities to improve performance
• Learn from others’ experiences
• Set realistic but ambitious targets
• Better prioritize and allocate resources
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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.
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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
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As we decided and knew
current performance so
we’ll go for study the
information from India
and Japan.
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Indian Railway
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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)
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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
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World class luxury
• Providing luxury to accumulate revenue from
rich Indians.
i.e. The Golden Chariot
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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)
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Public concerns
• Public concerns are taken seriously by Indian
railway
i.e.
• Availability of Reservation
• Internet booking
• information for passengers on internet
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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)
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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.
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Cont.
• The Japanese government is promoting the
improvement of the urban railways, up
gradation of tracks to achieve efficiency.
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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.
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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.
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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
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Kaizen mind
• No Excuses
• No Waste
• Just Do It!
• quick to act
• fast results
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No excuses..
• Past negligence of previous govt. is not an
appropriate justification of current
unsatisfactory performance of PR
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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.
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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
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Just do it..
• Start launching the appropriate processes
on emergent basis to get fastest results.
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