“Practices at Nestle Pure life” By Fahad Aliani (1225145) “5-S Huse !ee"in# Practices at $ul Ah%ed &e'tiles” By *a+a ,ulfiar (1225121)
“&. Practices at c/nald0s Paistan” By ,hai Ah%ed han (122513)
67*S89 &tal .uality ana#e%ent
Su%itted &9
1
Fasihul !ari% Siddii
Introduction Introduction (NESTLE): Industry overview: In Pakistan there was no concept of water bottles, even no one ever thought of getting in a business of water. The perception was, who will buy a bottle of water, when it’s free free everywhere. But Nestle was the first company, who made a plan to launch a Pure water with the name N!T" pure life. They launched Nestle pure life in #$%%. There are many competitors in the market now including "ocal companies and &N'’s, who are in this business now. &a(or companies in this industry are )inley, *+uafina, and Nestle.
History of Nestle: Nestle began in !witerland in the mid #%-s when founder /enri Nestle created one of the first baby formulas. /enri realied the need for a healthy and economical product to serve as an alternative for mothers who could not breastfeed their babies. &others who were unable to breastfeed often lost their infants to malnutrition. /enri’s product was a carefully formulated mi0ture of cow’s milk, flour and sugar. Nestle’s first product was called 1arine "act2e 34corn flour gruel5 in 1rench6 /enri Nestle. The product was first used on a premature baby who could not tolerate his mother’s milk or other alternative products of that time. 7octors gave up on treating the infant. &iraculously the baby tolerated /enri’s new formula and it provided the nourishment that saved his life. 8ithin a few years the first Nestle product was marketed in urope.
Nestle in Pakistan: Nestle has been serving Pakistani consumers since #$%%, when parent company, the !witerland9 based Nestle !*, first ac+uired a share in &ilkman "td. Today Nestle is fully integrated in Pakistani life, and is recognied as the producer of safe, nutritious and tasty food, and leaders in developing and uplifting the communities in which they operate. Nestle Pakistan ensures that 2
thei theirr prod product uctss are are made made avai availa labl blee to cons consum umer erss where wherever ver in the the count country ry they they might might be. be. 'onveni 'onvenienc encee is at the heart heart of the Nestle Nestle philos philosophy ophy,, and there there aim is to bring bring produc products ts to people’s doorsteps. Now Nestle is the biggest market leader in 8ater Industry of Pakistan, they have built their name in water sector with the strongest brand name 4Nestle Pure "ife5. They have gain the trust of public in a way, that even they can buy a product of Nestle anywhere in the country. They have the biggest market share in 8ater Industry of Pakistan, according to them they are selling :uality and that is their competitive edge.
Mission Statement: Statement: *t Nestle, we believe that research can help us make better food so that people live a better life. ;ood 1ood is the primary source of ;ood /ealth throughout life. 8e strive to bring consumers foods that are safe, of high +uality and provide optimal nutrition to meet physiological needs. In addition to nutrition, health and wellness, Nestle products bring consumers the vital ingredients of taste and pleasure.
ision and Strate!y: The Nestle global vision is to be the leading health, wellness, and Nutrition 'ompany in the world. Nestle Pakistan subscribes fully to this vision. In particular, we env ision to< •
&eet the nutritional nutritional needs of consumers consumers of all age groups from infancy to old age, from nutr utrition
to
ple pleasure,
through
an
innovat vative portfoli olio
of
bra branded ded
f oo d
and beverage products of the highest +uality. •
"ead a dynamic motivated professional workforce proud of its heritage and bullish about the future
Products: o
o
&ilk pack Nescafe
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Nescafe 'lassic
•
Nescafe ;old 3
•
Nescafe = in #
o
Nestle Pure :ife
o
'erelac
o
&aggi Noodles
o
Breakfast 'ereals •
'orn 1lakes
•
/oney ;old
•
)oko 'runch
•
&ilo
Hierarc"y of Nestle Pakistan: CEO
Human resource department
Quality assurance department
Finance department
Production departmen t
Engineerin g department
Supply chain department
4
Pro#lem $#served: It was noticed during the packaging and production process of bottles that bottles were not properly cleaned which is not a good sign or image for a company in eye of customers.
Pro#lem statement: The purpose of research is to study how Nestle improves the product’s +uality and customer satisfaction, which practices they are using to overcome their problem.
%efinition of &uality #y Nestle: T:& capitalies on the involvement of management, workforce, suppliers, and even customers, in order to meet or e0ceed customer e0pectations. :uality in business, engineering and manufacturing has a pragmatic interpretation as the non9 inferiority or superiority of something. :uality is a perceptual, conditional and somewhat sub(ective attribute and may be understood differently by different people. 'onsumers may focus on the specification +uality of a product>service, or how it compares to competitors in the marketplace. In manufacturing, a measure of e0cellence or a state of being free from defects, deficiencies, and significant variations, brought about by the strict and consistent adherence to measurable and verifiable standards to achieve uniformity of output that satisfies specific customer or user re+uirements. very ?rganiation has its own definition of +uality. Nestle defined +uality as “The corner stone for success and the satisfaction of the customers. They relate the word +uality with the stage on which customer is satisfied and they say that if the customers are fully satisfied with their products then it is +uality. They also say that consistency in their products defines the +uality.”
Tec"ni'ues to imrove roduct 'uality: * &uality +ssurance %eartment: In order to build +uality into the culture a +uality council is established to provide overall direction, it is the driver for the T:& engine. In typical organiations, the council is composed of the '?, the senior managers of the functional areas such as design, marketing, finance, production and +uality and a coordinator or consultant. In Nestle the duties of the +uality department are to< #6 7evelop, with input from all personal, the core values, vision statement, mission statement, and +uality policy statement. @6 7evelop the strategic long term plan with goals and the annual +uality improvement program with ob(ectives. =6 7etermine and continually monitor the cost of the poor +uality. A6 'ontinually determine those pro(ects that improve the process, particularly those that affect e0ternal and internal customer satisfaction. 6 stablish multi functional pro(ect and departmental or work group teams and monitor their progress.
Hierarc"y of &uality +ssurance %eartment: Quality "anager "ar#et
Quality $ssurance Coordinator !
$nalyst
$nalyst
$nalyst
&'1(
&'2(
&'3(
,esonsi#ilities:
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The :uality &anager is responsible for the administration of the :uality Plan and has the authority to manage all work affecting +uality. The :uality &anager will provide leadership for the development, implementation, communication and maintenance of +uality system policies and procedures for the 'ompany according to the approved +uality system. * primary goal is to achieve a high degree of (oint ownership of +uality and compliance strategies with all of the ma(or operational stakeholders in the 'ompany while addressing regulatory re+uirements in an effective, timely and responsible manner. :uality &anager &arket is the head of :uality *ssurance 7epartment. The responsibility of +uality manager is to monitor overall performance of the +uality department. /e insures that every task within the +uality department is going in the right direction. /e calls upon the meeting of whole team on weekly or monthly basis.
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The responsibilities of :uality *ssurance 'oordinator are to assigns, reviews, and the work of professional, technical, and clerical staff. Interprets and implements +uality assurance standards. To monitor unusual occurrences, report follow9up procedures, and report monthly and year9to9date comparisons. To assist the director with records form revisions and procedures. Ceviews +uality assurance standards, studies e0isting policies and procedures, and interviews personnel and customers to evaluate effectiveness of +uality assurance program. Cesponsible for achieving a satisfactory working environment between other departments performing +uality9assurance studies. *nother ma(or %
responsibility of her is to ensure that the product +uality should remain consistent and there should be no compromise on the +uality of the product. That is why there is no compromise on cost for this department. *s :* 'oordinator +uoted that theyD “high cost for high +uality. ”
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Ender the :* 'oordinator there are three lab analysts. The responsibility is to check the +uality of minerals by applying different international methods on them in the laboratory. Before sending the product into market the lab analysts check the eminence and then illuminate it. :* 'oordinator told me that to measure the analytical skills of analysts, some blind samples came from the main laboratory which is in !witerland. The analysts have to test these samples and then conclude their results. ?n the basis of these results the analysts are graded, and from the last five years these analysts are getting * grade in this performance test.
-* &uality .ircle: There are three steps in +uality circleD #6 )PI 3)ey Performance Indicator6 @6 PPI 3Process Performance Indicator6 =6 7rivers
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* key performance indicator 3)PI6 is a specific measure of an organiationFs performance in some area of its business. It is a very general concept, with different implementations depending on the type of business and goals of the organiation. In Nestle upper level managers or team leaders are using )PIs. They made the policies, rules and regulations for assigning the tasks
to employees and keeping them in right direction. These are
basically the tasks of the upper level management. 1or e0ampleD machine checking, training of employees, monitoring, setting sales targets .T.'. )
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Process Performance Indicator is used by the plant managers. Plant managers direct and coordinate plant operations within company policies and procedures. &aintain a clean and safe plant. stablish and direct plant policies and procedures. Cesponsible for plant production goals. stablish and maintain a positive community relationship. 'onduct employee performance reviews. Plant managers used PPIs to ensure that there should be no gap in manufacturing process and everything is going smoothly. They direct the workers to different tasks. Plant manager calls upon the meeting with the upper level management and discuss the current issues.
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7rivers are used by workers. 8orkers are actually implementing the rules which are designed by the upper level management. If there is any issue during the manufacturing process, the workers immediately report to the plant manager. Plant manager checks the level of the issue, if the issue is out of his capacityD he schedules a meeting with the upper level management.
/* 0eed#ack: In Nestle they take both internal as well as e0ternal feedback.
Internal 0eed#ack: The upper level management involves the employees in the brain storming session for creating ideas or solving problems. The meeting is on the +uarterly basis and it also known as N' 3Nestle 'ontinuous 0cellence6. mployees are free to share their ideas with the management. The ideas are then evaluated, short listed and accepted on the basis of their significance.
*
8e have an e0ample of internal feedback. :* 'oordinator told us that she has also participated in issue resolving session. There are thirty guidelines for +uality in nestle, so there are thirty different documents for it. :* 'oordinator takes an initiative and summaries those guidelines to make them easier to understand. This was accepted all over the *sia and :* 'oordinator got star award from the organiation on this achievement.
E1ternal 0eed#ack: Nestle take the feedback from customers on monthly basis. The call centers are created for this purpose and they have the phone numbers of all of their customers in their data base. *nother techni+ue is used to avoid the biasness in taking the feedback, the call center of )arachi calls the customers of Islamabad and the call center of Islamabad calls the customers of )arachi.
2* Tyes of Teams: #6 Process improvement team @6 'ross functional team =6 !elf managed team In Nestle they are working in two types of team< •
In process improvement team the members represents the each operation of the process. Esually the scope of the team’s activity is limited to the work unit. 8e can take e0ample of the returnable bottles. The +uality department is responsible for the intense cleaning of these bottles. !o this is the issue of +uality department and they have to do this work within their team. This issue is not in relevance to other departments.
•
In 'ross 1unctional Team there are - to # members will represent a no. of different functional areas such as ngineering, Production etc. In Nestle, they are also using the cross functional teams but it depends upon the nature of the product. 8e can take e0ample of a pro(ect of Nestle in which they have e0tract a limited water from well to
1+
make their environment safe. In this pro(ect they were using cross functional teams which is formed by different department members.
3* .ontinuous Process Imrovement: :uality is a never ending +uest and 'ontinuous Process Improvement 3'PI6 is a never ending effort to discover and eliminate the main causes of problems.
P%S+ .ycle: Nestle strongly rely on P7!* cycle for solving several of its problems. * P7!* cycle is a system for continuously improving environmental management systems. 1ollowing this cycle, Nestle will Plan 3set environmental policies and targets for itself and create a plan to achieve them6, 7o 3put the plan into practice6, !tudy 3check the results and make corrections6 and *ct 3make revisions and improvements for the ne0t step in the cycle6.
Figure3: P,S$ Cycle
4* Trainin! in Nestle: •
They are giving induction training to the new recruits. In this training basic orientation is given to employees. The trainers told them the rules G policies of the organiation. The trainers also observe the skills, attendance, capabilities of the employees.
11
•
1or other employees Nestle is giving them on the (ob training as well as give them the opportunity for training by a third party. *s the :* 'oordinator recently got training from a third party in "ahore.
•
There are different levels for employeesD the lowest level is white be lt, then going upwards its yellow, green, black G master black belt.
nclusin9 Nestle was the progenitor in water manufacturing industry, whose aim was to present the best +uality of water for a healthy life. *lthough the idea in starting was not sure what will be the acceptance level but after the great success of baby food formula, company managed to start the water pro(ect. 1ood formula and water manufacturing were recognied unanimously in a very short period of time. Nestle is now one of the biggest industry of water in whole wide world. The competitive edge to Nestle is its +uality which is the achievement of the company. *part from the +uality enhancement Nestle aim is to bring the product to their door step which is now happening as Nestle is of best +uality in food items. 1or a healthy life Nestle is continuously improving its product +uality and had bought food for all ages. 'ompany’s only motto is customer’s satisfaction which is directly proportional to the +uality. *s +uality will improve the satisfaction level of customers will rise. There is no compromise on +uality that results in saying 4high cost for high +uality5. If the +uality of the product is good then customer will not step back in cost. By which means that the demand in market will increase and there will be huge profit for company (ust by not laying the +uality of product. Nestle have implemented different international methods for the improvement of water. 7ifferent analysts and laboratories have been set up to keep a balance check on +uality control. *ll other departments are also important but great emphasis is given on +uality control of 4Pure "ife5. Pro(ects are being focused to improve the satisfaction level of the customers. 'ompany have made its huge in market (ust because of the +uality in its products, where it’s touching the height of success and profitability. 12
*ec%%endatins9 •
•
•
:uality of plastic should be improved as sometimes water tastes smell like plastic. Nestle should take care of the disposal of water bottles for pollution. 'ompany should be a keen observer about the piracy of their product, which is also damaging the brand name.
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8ater should be full of essential minerals for healthy life.
•
The material used for packing should be of better +uality because while opening bottle it get distorted and water overflows.
;N&*6/7&;6N 6F &H8 &6P;9 5S H67S8!88P;N$9 13
! consists of the Hapanese words !eiri 3!ort6, !eiton 3!traighten6 , !eiso 3!weep and 'lean6, !eiketsu 3!ystemie6, and !hitsuke 3!tandardie6. The underlying concept behind ! is to look for waste and then to try to eliminate it. 8aste could be in the form of scrap, defects, e0cess raw material, unneeded items, old broken tools, and obsolete (igs and fi0tures 3&onden, #$$%6.
S< S8;*;, deals with moving those items that are not currently being used on a continuous basis
3e.g., items that will not be used for the ne0t month or so6 away from those that are. &oving those items and tossing away needless items will make material flow smoothly, and workers move and work easily 31eld, @6.
S8;&6N has to do with having the right items in the right area. Items that do not belong to a
given area must not be in that area. 1or a given workplace area tools must be marked and arranged as belonging in that area. This will make it easier to move those items that are not labeled from that area. *rranging items in the right place will make tools, (igs, fi0tures, and resources noticeable, detectable, and easy to use 31eld, @6.
S8;S6 deals with cleaning and sweeping the work place methodically. The workplace should
look neat and clean and ready to use for the ne0t shift. The work place should be maintained on a regular basis 3e.g., daily6. *ll tools and items should be in the right place and nothing should be missing. * well9maintained workplace creates a healthy environment to work with 31eld, @6.
S8;!8&S7 is maintaining a high standard of housekeeping and workplace arrangement. *
regular audit should be run and scores should be assigned for areas of responsibilities. If every area has people assigned to it then everyone has responsibility to maintain a high standard of housekeeping and cleaning 31eld, @6.
SH;&S7!8 is managementFs accountability to train people to follow housekeeping rules.
&anagement should implement the housekeeping rules in a practiced fashion so that their people can buy into it. &anagement should walk the shop floor, e0plain what they want from people, reward those who follow and instruct those who do not 31eld, @6. 14
Taken together, ! means good housekeeping and better workplace organiation. )aien tools such as ! are not only a means to increase profitability of a firm but also allow companies to reveal potential strengths and capabilities that were hidden before 3/irai, @#6. !weeny 3@=6 and 'o0 3@@6 have reported good results implementing !. 1urther, benefits of implementing
;N&*6/7&;6N 6F &H8 6PAN=9 $7: AH8/ &8>&;:8S 6PAN= H;S&6*=9
The story of te0tiles in the subcontinent is the story of ;ul*hmed. The group began trading in te0tiles in the early #$Fs. 8ith all its knowledge and e0perience, the group decided to enter the field of manufacturing and ;ul*hmed Te0tile &ills "td. was incorporated as a private limited company, in the year #$=. In #$@, it was subse+uently listed on the )arachi !tock 0change. !ince then the company has been making rapid progress and is one of the best composite te0tile houses in the world. The mill is presently a composite unit with an installed capacity of #=, spindles, @@ wide width air (et looms, $ !ulerFs, @$ conventional looms and a state of the art processing and finishing unit. There are ## manufacturing facilities. The turnover of the company is E! J# billion in which -K are the e0ports.
;SS;6N9
To deliver value to our partners through innovative technology and teamwork. 1ulfilling our social and environmental responsibilities.
?;S;6N9 1
!etting trends globally in the te0tile industry. Cesponsibly delivering products and services to our partners.
&he fll@in# is a list f the %ar c%"anies that c%"rise the #ru"9
;ul*hmed Te0tile &ills "imited ;ul*hmed International "imited 31L'6 9 E* ;ul*hmed Te0tile &ills 3urope6 "imited 9 E) ;ul*hmed nergy "imited
;ul*hmed International "imited 31L'6 9 E* is a wholly owned subsidiary of ;ul*hmed Te0tile &ills "imited and ;T& 3urope6 "imited is a wholly owned subsidiary of ;ul*hmed International "imited 31L'6 9 E*. Both subsidiaries are engaged in trading of te0tile related products.
B7S;N8SS A&;?;&;8S9 &8>&;:8S9
In the te0tile field, activities start from the spinning of cotton as well as man9made fibers and e0tend to weaving, processing and finishing of all types of cotton and blended fabrics, bed linen, home furnishings, garment manufacturing, etc.
P68*9
The group has been a pioneer in the field of power generation. ;ul*hmed nergy operates a power plant of #=- &8 capacities with a pro(ect cost of E!J#A million located at )orangi, )arachi. The sponsors of this pro(ect include the International 1inance 'orporation 3subsidiary financial institution of the I&16 and Tomen 'orporation. The pro(ect has been in commercial operation since November #$$.
ANA$88N&9
&anagement of the group is professionally +ualified and broadly e0perienced. The directors 1!
have held top positions in various te0tile bodies, e0port committees and have also assisted the ;overnment of Pakistan in some of the ma(or trade talks with uropean 'ountries 3E6 and E!* authorities.
8B8*SH;PS9
;ul*hmed is a member of the following trade unions and organiations in order to be the active part of every transformation in the te0tile industry rules. It also helps ;ul*hmed to have the competitive edge. ;ul*hmed is a part of all the organiations or trade unions that are stated below.
The )arachi !tock 0change 3;uarantee6 "imited.
"ahore !tock 0change 3;uarantee6 "imited.
*ll Pakistan Te0tile &ills *ssociation.
Pakistan 'otton 1ashion *pparel &anufacturers G 0porters *ssociation.
*ll Pakistan Bed sheets G Epholstery &anufacturers association.
)arachi 'otton *ssociation.
'hamber of 'ommerce G Industry, )arachi.
mployees 1ederation of Pakistan.
*ll Pakistan Te0tile Processing &ills *ssociation
P*6B:8 S&A&88N&9
The intention of this research is to study the environments and process under which ;ul*hmed Te0tiles is applying ! of housekeeping techni+ues. To suggest the most appropriate process of ! of /ousekeeping for ;ul*hmed Te0tiles.
1%
! practice is one of the techni+ues to improve +uality environment, health and safety at the work place. valuation of ! practice can be done through implementation of ! audit at each division in the company. 6BC8&;?8S9
The ob(ectives of this report are< •
To fulfill the course re+uirement of MTotal :uality &anagementM and understand the concepts and mechanisms of carrying out a research involving ! of /ousekeeping.
•
To know how e0isting process are carried out, analyed, interpreted and how suggestions are made based on logic.
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To form the basis for further development of such application of ! of /ousekeeping, implementation, management and :uality control.
:;;&A&;6NS9
?n account of certain reasons pertaining to the nature of the organiation studied to maintain operational secrecy, time constraints and in order to restrict this report within the acceptable sie, this study has been limited to the following areas of the topic<
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The strategies and ob(ectives of ! of /ousekeeping, where the ob(ectives are and tactical and strategic.
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The mechanics and implications to be considered while developing suggestion of /ousekeeping.
The study looks at the process at ;ul*hmed Te0tiles with reference to these limitations, and makes suggestions on the same.
5S H67S8!88P;N$ P*A&;8S A& $7: AH8/ &8>&;:8S9 &here are many tools that can be used to tackle problem without additional engineering
and practical methods to engage employees in organiational development. ?ne of these tools is 1)
s housekeeping which voluntalary lend it to be +uantify by simulation or reproduction. In this research work we will develop an elaborated s housekeeping for ;ul *hmed te0tile and consider the benefits that can be achieved by implementing or practicing this tool. There are many different areas where ;ul *hmed Te0tile can use !,
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&H8 $6 /6NS<
•
A*8H67S8
•
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P*68SS A& $6-/6NS9
*t ;o9downs for e0ample the bundles > carton arrive from their final process by lifers, loaders, small crane. The bundles > cartons are unloaded at the entrance to the go9downs > warehouse, where it is wrapped in a protective packaging and banded.
The bundles > cartons is tagged with a bar9coded ticket containing the carton number, width, weight, length, the mill order item number, customer order number, bay number and the tracking number. The crane then picks up the bundles > cartons and places it in its designated place. ach place is numbered, and bundles > cartons are placed in their designated place ready for shipping.
P*6B:8S 6BS8*?8/9
#. In the go down it was noticed that the driver of lifter has to make unnecessary stop because rolls of plastic packaging were blocking the way @. 'rane operator was making mistakes in picking up the correct bundle because it was not tagged correctly and warped properly.
;::S A*8A9
The same thing applies to the mill area where damaged rolls 3cotton > raw material6, broken 1*
fi0tures, and unnecessary tools should be removed. * good start is to get rid of anything that is not going to be utilied for the ne0t = days or the goods which you never need, or item for scrape. &A$$;N$ &H8 ;&8S9
Placed a separate tag on items which will use once in a month, another tag on unneeded items and different tag on items for scrape items and another different tag must be put on those which is use daily. ach tag must have a number, which department it belongs to, the date, and the reason for tagging. If there are doubts as to whether any item is needed or not, an appropriate tag must be placed on it.
The problems we observed on first hand is that operator was unable to find the item they need at that moment which was causing time delays and in other word you can say waste of time 3 muda6. In the go downs finished inventory was not placed properly or in order due to which upon the time of delivery they spend a lot of time of searching for that lot. *nother mistake which was being made in ware house and go downs was wastage of space due to not properly placing the finished goods or raw material. This was also causing moving problems for lifters and employee. This problem can also cause safety issue because at work place everyone is too much busy on his work so traveling though an area where anything is present on the way which should not be can cause incident and = incidents has been reported by mill owners. *nother problem that we observed that some parts of the machinery were scattered in the mill area which was disturbing the labor walking around. *nother problem we observed that arrangement of machine and other related stuff was in a way that they were blocking communication between the workers and that weren’t able to see each other for e0ample when the after knitting process the cloth goes for printing. Now operator of printing machine has to walk or - step to see whether a batch of cloth is ready to be print so he can get the machine ready so this was causing waste of energy of operator and also time wastage. $7: AH8/ &e'tiles are using approach of tagging the item. 1irst of all they said that
we should divide everything in according to its usage. 8e need to tag the item which are of daily
2+
use and weekly and monthly so that operator or user can’t get confuse what to use or finding the correct tool which will take time. !econd part is to tag the item according to the department its belongs so that no waste of time when employee is going to the other department to find the tool he needs. ou also need to eliminate those item which are not is use or will not be in used for at least a week. This will reduce you look after time. By categoriing things into low, average and high usage. 1or low usage things store them at a distance or if they are not for use anymore, dispose them properly. 1or average usage items, store them centrally not very far and things which are of daily use store them close to their usage area so that less walking is re+uired and it saves time and energy.The ma(or element of !eiri is simply a critical look at the area. Involving cross9functional Teams, or looking at each other’s areas, are an obvious first step. People tend to be blind to 1ailings in their own work place and a fresh pair of eyes can be useful.
*nother element of the standard approach is Fred taggingF where items are given a tag 8hich says what the item is, which location it is in and when it was identified in thisO "ocation.
8e then leave the area for a while and anybody using the item notes this. 8e go Back some time later and can readily identify things that havenFt moved, or been used. Items which have not been used can then potentially be disposed of. *s a first pass we !hould perhaps create a +uarantine area before throwing items away, selling them or Ceworking them into something else. ?ther items may be deemed necessary but used Infre+uently and so an alternative location can be found. If the operator needs a particular Tool only once or twice a month then a @9yard walk is not a problem 9 especially if the !pace thus saved on the workbench helps to make the workplace more productive, or /elps address +uality issues.
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5S H67S8!88P;N$ 8?A:7A&;6N SH88&9
22
! PCIN'IP"!
P??C
1*IC
'""NT
#. !?CT 3!ICI6
* lot of unnecessary
Ennecessary items are
Ennecessary things not found at
things
disposed, but not right
any time.
Take
out
unnecessary
items
G
dispose.
@. !!T&*TIL 3!IT?N6
are
at
the
workplace.
away.
mployee often spend Necessary things are Necessary things are always
*rrange necessary items in good order for use.
time
looking
for
necessary things.
arranged but not in
arranged in order for +uick use.
systematic order 3not easy to retrieve and use6.
=. '"*NIN; 3!I!?6 'lean your workplace completely.
8orkplace as well as
8orkplace
and
8orkplace and machines are
the machines is dirty
machines are partially
completely cleaned. *rea is free
and
cleaned
of dust.
untidy.
things
are
&any scattered
3'entre
and
surface only6.
around. A.!T*N7*CIL*TI?N 3!I)T!E6 &aintain
high
standard
of
housekeeping.
No attention is given to
8orkplace is tidy but
7ust and dirt are completely
keep workplace neat
not completely clean.
shut out.
People follow rules.
Prepares for work. 'omes early
But (ust to start work
to check machine condition.
on
'leans work area before and
and tidy.
. 7I!'IP"IN 3!/IT!E)6
No work discipline.
7o things simultaneously without
People do what they
being told or ordered.
like.
time,
without
enough preparation for
after work.
the work.
6N:7S;6NS9 The main goal of this dissertation was to see the implementation of ! tools and techni+ues in 23
the ;ul *hmed te0tiles, and what we find is that they are not using the proper way to manage their tool and inventory in different areas, and so for this they are facing some problems 3i.e. waste , long setup time and etc 6 . Tool like ! have a significant impact on Te0tile 'ompany when implemented, by further helping in elimination of wastes such as e0cess inventory, long set up times, and missed shipments.
The findings of this research demonstrated potential gains in different areas at ;ul *hmed. It is worth mentioning that there could also be some limitations and potential barriers to implementing tools. These vary from issues like union contracts to management changes. 1or e0ample, tool such as ! were discussed, one of the limitations for the ! program is the union. The union contracts might oppose thing like sweeping the floor or carrying an audit checklist every week. *lso, the workers themselves might resist changes to their current work environmentD a simple reason for this is the statement Mthis is the way we always do business.M
In conclusion, the primary focus of this research was to see the application of ! of housekeeping in the process industry, with a focus on te0tile. It was demonstrated that ! tool and techni+ue is for all seasons and it is not only limited to a manufacturing environment.
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;ntrductin (c/nald0s)
c/nald0s Paistan histry &c7onald’s is the largest and best known global food services retailer with more than =, restaurants in #@# countries. ?ur outstanding brand recognition, e0perienced management, high9 +uality food, site development e0pertise, advanced operational systems and uni+ue global infrastructure ensure a position that enables us to capitalie on global opportunities. They plan to e0pand their leadership position through great tasting food, superior service, everyday value and convenience. &c7onald’s Pakistan is part of the "akson ;roup of 'ompanies, a leading business house in Pakistan. &c7onald’s first restaurant opened its door to the people of Pakistan in !eptember #$$% in "ahore. This launch was met with unprecedented enthusiasm from the citiens of "ahore, who are known for their liveliness, vigor and penchant for +uality food. )arachi opened its first restaurant a week after "ahore. ver since they opened the doors of our restaurants both in )arachi G "ahore, they have been proud to provide their customers the same great taste, outstanding value and superior service that is synonymous with the ;olden *rches all over the world. There are now @ restaurants in % ma(or cities of Pakistan. 3## in )arachi, # in /yderabad, # in "ahore and # in 1aisalabad, # in )ala !hah )aku, # in !ialkot, # in Islamabad G # in Cawalpindi6 Today millions of Pakistanis place their trust in &c7onald’s every day9 trusting the company to provide them with food of a very high standard, +uick service and value for money. &c7onald’s is firmly committed to giving back to the community where it operates.
c/nald0s Paistan 2
Being a responsible corporate citien, &c7onald’s firmly believes in giving ba ck to the communities it operates in. They provide support and encouragement to the people who need it the most. *ll their restaurants contribute to their local community and every year they help set up and support numerous educational, sporting and charity programs designed to help a wide range of people. &c7onaldFs has a proactive approach to charities and sponsorships. They believe these help inspire and support the people of Pakistan, especially the underprivileged ones, to live a better life.
%"any issin State%ent9 &c7onaldFs mission is to be our customersF favorite place and way to eat with inspired people who delight each customer with unmatched +uality, service, cleanliness and value every time . 8e invite you to be the part of this winning team and give yourself an opportunity to grow with the family of people striving to create smiles on the faces of millions of people every day.
?isin State%ent9 &c7onaldFs vision is to be the worldFs best +uick service restaurant e0perience. Being the best means providing outstanding +uality, service, cleanliness, and value, so that we make every customer in every restaurant smile.
P*6/7&S9 Bur#ers D Sand@iches hicen D Fish Breafast Salads Snacs D Sides BeEera#es 2!
caf /esserts D Shaes
P*6B:8 S&A&88N&9 4The purpose of the study is to identify how best a T:& practice helps you in an organiation and I have taken &c7onald’s which is the I!? $# certified organiation5
&tal .uality ana#e%ent (&.) Practices at c/nalds9 8%"lyee ;nElEe%ent9 Total :uality &anagement 3T:&6 programs are an important and prominent approach to management. Nowadays, most large corporations have a program that incorporates some of the practices and principles of total +uality management. ?ne of the most important principles of T:& concerns employee involvement or often called as empowerment. It is common for a T:& program to state that employee involvement is very important to its success. 1or &c7onaldFs, total +uality management 3T:&6 involves that the employees are at work on time, are neatly dressed, and are clean. The employees must make sure that the customers constantly receive safe food, which implies that the employees must wash their hands often to remain clean. &oreover, the employees must follow certain !tandard ?perational Procedures, so the customers always receive e0ceptional +uality and service. This includes the employees using plastic gloves when they prepare the food, that the meat and fries are properly fried, and that the vegetables are thoroughly washed when used in the food. *nother T:& is that the employees rely on teamwork and high energy to get the (ob done, so that the customers do not have to wait long for their food. 1urthermore, &c7onaldFs management emphasies that their restaurants should be clean. This involves that the restaurants are tidy, sparkling and spotlessly clean. *s &c7onaldFs illustrates the +uality is that the employees delivers fast, accurate and friendly service with a smile.
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1or T:& programs that do not have management commitment and employee involvement are bound to fail. This will contribute to poor business results and employee turnover. /igh turnover rates are a challenge for any company in the food service industry, including &c7onald’s. Both managers and academics believe that, with commitment from senior management, by involving employees in problem solving, decision making, and business operations, performance and productivity will increase. mployees should be encouraged to control their destiny and participate in the processes of the organiation. To be effective, employees should be given power, information, knowledge, and rewards that are relevant to business performance.
Fcus n the cust%er9 'ustomers are the one who consume goods and services offered by organiations or companies. In other words, all goods and services were provided as to fulfill the demand and the needs of consumer. Besides that, customers also are the only one who ranks the effort and measurer of the satisfaction level of the goods and services offered by the organiations or company. 8ithout customers, the efforts of managing and operating the organiations or company will be wasted. Therefore, focus on the customer is an element to measure the total +uality management of the organiation or company. &c7onald’s brand mission is 4to be our customers’ favorite place and way to eat5. &c7onald’s operators, suppliers as well as employees cooperate to achieve customers’ need in &c7onald’s uni+ue ways. They also have the best ideas with both large scale efficiency and local style through the most dominant grouping of entrepreneurial spirit and !ystem wide position around their Plan to 8in. &c7onald’s provides the customers with high +uality of food and better9 +uality services in a friendly, hygienic and en(oyable environment at a great value as to make their customers feel good when having &c7onald’s foods and beverages. &c7onald’s takes into account of the customers’ nutrition. Cesearches had being carried out to measure and create a menu which match the daily nutrition of their customers. In this busy lives nowadays, &c7onald’s concern with the calories consuming and other diet9related concern from the foods they provide as they want their customers to stay within their goals for the day. Besides, &c7onald’s aim to inspire and motivate people to live balanced, active lives with their 2)
Balanced, *ctive "ifestyles 3B*"6 efforts by bring in the global theme which is 4it’s what I eat and what I do5. 1urthermore, &c7onald’s introduced children’s nutrition meal named /appy &eals which were originally designed for young9age children in suitable portion sies with essential nutrients such as protein, calcium, iron and vitamins B.
ntinuus ;%"rEe%ent9 In order to comprehend the need for improvement in the construction industry and to better manage our pro(ect and construction companies especially like &c7onald. To be competitive in market, &c7onald has provided more consistent +uality and value to their owners or customers. !uch goals demand that a continuous improvement 3'I6 process be established to provide total +uality management. !o that &c7onald give lot attention to the satisfaction level of it customers with improve +uality standards such as trained employees, improve product +uality and improve performance and e0ercises a good strategy for its human resources. 1irst of all, to fulfill the needs of the customers according to their desires or re+uirement and also to make its product more competitive, &c7onald has improved their products +uality. !uch as improving ingredients and nutrients of food stuff. 1or food allergies, &c7onald co nsolidated all allergen information into the gradient statement. Besides, according to the nutrition information of &c7onald, their product derived from testing conducted in accredited laboratories, published resources or from in formations provided from &c7onald’s suppliers. It’s based on standard product formations and serving sies.
.uality ana#e%ent By &echniue f &tal .uality ana#e%ent .uality ircle9 2*
:uality 'ircle is one of the employee participation methods. It implies the development of skills, capabilities, confidence and creativity of the people through cumulative process of education, training, work e0perience and participation. It also implies the creation of facilitative conditions and environment of work, which creates and sustains their motivation and commitment towards work e0cellence. :uality 'ircles have emerged as a mechanism to develop and utilie the tremendous potential of people for improvement in product +uality and productivity. * +uality circle is a small group of - to #@ employees doing similar work who voluntarily meet together on a regular basis to identify improvements in their respective work areas using proven techni+ues for analying and solving work related problems coming in the way of achieving and sustaining e0cellence leading to mutual uplift of employees as well as the organiation. 'ircle members are free to collect data and take surveys. It is Ma way of capturing the creative and innovative power that lies within the work forceM. It is based on the human resource management considered as one of the key factors in the improvement of product +uality and productivity. Three main attributed< * form of participation management. * human resource development techni+ue. * problem solving techni+ue. The ob(ectives of +uality circle are multi9faced. ?ne of the ob(ectives is a change in attitude. It is a continuous improvement in the +uality of work life through humaniation of work. Based on &c7onald believes that good governance is a (ourney, is not a destination. *ccordingly, they commit to review their governance principle at least annually with a view to continuous improvement.
*educed ycle &i%e 'ycle time has become a critical +uality issue in today’s fast9paced world. 'ycle time refers to the steps taken to complete a company process, such as making an airline reservation, processing 3+
an online order, or opening a retirement fund. In &c7onald’s company, the ways they use to reduce cycle time are by introducing &c7onalds &c7elivery and 7rive9Thru for @A hours. The simplification of work cycles, including dropping barriers between work steps and among departments and removing worthless steps in the process, enables a T:& program to succeed. ven if an organiation decides not to use +uality circles or other techni+ues, substantial improvement is possible by focusing on improved responsiveness, acceleration, and effectiveness of activities into a shorter time. 1or e0ample, by doing &c7elivery, customers do not have to take a long time and +ueue up in &c7onald’s restaurant to make an order. Besides, the company can prevent wastes by doing such services. &c7onald also introducing 7rive9Thru that will be opening for @A hours. People (ust need to stay in the car instead of go inside the restaurant. Hust get in +ueue, look at the menu and place their order. *fter that, collect your order and en(oy your mealQ This service is fast and customers will not be bored to eat meals of &c7onald. The workers energy are needed and used up all the time. 8orkers can cooperate nicely with their employees and will increasing the compan y profits. !ine &c7onald felt that those services are effective, so they will continuously use the services and keep on improving it. Thus, &c7onald can process most order within a short time after the order is received. /ence, &c7onald can reduce the cycle time efficiently and effectively.
ritical &hinin# ases f c/nald0s In dynamic business environment, managers must constantly make decisions so marketers need to evaluate data and craft appropriate response strategies in fast speed. This is to improve for better preparing for the ne0t generation business leaders. 'ritical thinking skills are essential as for evaluate the situation, identify key issues, analysis and make decision. &c7onald’s has the world largest fast food service retailing chain as it h as over =, restaurants in more than # countries. There are over millions people eat &c7onald’s food daily. The popular meals of &c7onald’s are Big &ac, 'hicken &c9Nuggets, gg &c&uffin which all of them are not a kind of healthy food for customers but popular as they are easy to prepare so call fast food. 8ith this, leaders of fast food business should think of a way to add healthier products such as more fruits and vegetables slide dishes in their menu list and e0pediting the trans9fat9free frying medium oil rollout. 31
