Practices at Nestle Pure life

By
Fahad Aliani (1225145)
5-S Huse !ee"in# Practices at $ul Ah%ed &e'tiles
By
() *a+a ,ulfi-ar (1225121)
&.( Practices at (c/nald0s Pa1istan
By
,hai2 Ah%ed 1han (1225134)
567*S89 &tal .uality (ana#e%ent
Su2%itted &9
1
Fasihul !ari% Siddi-i
Introduction (NESTLE):
Industry overview:
In Pakistan there was no concept of water bottles, even no one ever thought of getting in a
business of water. The perception was, who will buy a bottle of water, when its free everywhere.
But Nestle was the first company, who made a plan to launch a Pure water with the name
N!T" pure life. They launched Nestle pure life in #$%%. 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 !wit,erland in the mid #%-.s when founder /enri Nestle created one of the first
baby formulas. /enri reali,ed 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. /enris product was a carefully formulated
mi0ture of cows milk, flour and sugar. Nestles 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 mothers milk or other alternative products of that time. 7octors gave up on
treating the infant. &iraculously the baby tolerated /enris 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 !wit,erland9
based Nestle !*, first ac+uired a share in &ilkman "td. Today Nestle is fully integrated in
Pakistani life, and is recogni,ed 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
their products are made available to consumers wherever in the country they might be.
'onvenience is at the heart of the Nestle philosophy, and there aim is to bring products to
peoples 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:
*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 envision to<
&eet the nutritional needs of consumers of all age groups from infancy to old age, from
nutrition to pleasure, through an innovative portfolio of branded food
and beverage products of the highest +uality.
"ead a dynamic motivated professional workforce proud of its heritage and bullish about
the future
Products:
o &ilk pack
o Nescafe
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:
4
CEO
Supply
chain
department
Human
resource
department
Quality
assurance
department
Finance
department
Production
departmen
t
Engineerin
g
department
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 products +uality and customer
satisfaction, which practices they are using to overcome their problem.
%efinition of &uality #y Nestle:
T:& capitali,es 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 ?rgani,ation 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 im(rove (roduct 'uality:

)* &uality +ssurance %e(artment:
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 organi,ations, 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.
B6 stablish multi functional pro(ect and departmental or work group teams and monitor
their progress.
Hierarc"y of &uality +ssurance %e(artment:
!
Quality "anager "ar#et
Quality $ssurance Coordinator

,es(onsi#ilities:
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.
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
%
$nalyst
&'3(
$nalyst
&'1(
$nalyst
&'2(
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.
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 !wit,erland. 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
* key performance indicator 3)PI6 is a specific measure of an organi,ationFs 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 organi,ation. 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.'.
)
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.
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 summari,es those guidelines
to make them easier to understand. This was accepted all over the *sia and :* 'oordinator got
star award from the organi,ation 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* Ty(es 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 teams 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 Im(rovement:
: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 organi,ation. 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 belt, then going
upwards its yellow, green, black G master black belt.
5nclusin9
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 recogni,ed 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.
'ompanys only motto is customers 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 its 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.
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.
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13
B! consists of the Hapanese words !eiri 3!ort6, !eiton 3!traighten6 , !eiso 3!weep and 'lean6,
!eiketsu 3!ystemi,e6, and !hitsuke 3!tandardi,e6. The underlying concept behind B! 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, B! means good housekeeping and better workplace organi,ation. )ai,en tools
such as B! 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 B!. 1urther, benefits of implementing
;N&*6/75&;6N 6F &H8 56(PAN=9
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56(PAN= 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 #$B=. In #$I@, 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, $. !ul,erFs, @$I 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 %aAr 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 A5&;?;&;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.
P6B8*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 #$$I.
(ANA$8(8N&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.
(8(B8*SH;PS9
;ul*hmed is a member of the following trade unions and organi,ations 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 organi,ations 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&8(8N&9
The intention of this research is to study the environments and process under which ;ul*hmed
Te0tiles is applying B! of housekeeping techni+ues. To suggest the most appropriate process of
B! of /ousekeeping for ;ul*hmed Te0tiles.
1%
B! practice is one of the techni+ues to improve +uality environment, health and safety at the
work place. valuation of B! practice can be done through implementation of B! audit at each
division in the company.
6BC85&;?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 B! of /ousekeeping.
To know how e0isting process are carried out, analy,ed, interpreted and how suggestions
are made based on logic.
To form the basis for further development of such application of B! of /ousekeeping,
implementation, management and :uality control.
:;(;&A&;6NS9
?n account of certain reasons pertaining to the nature of the organi,ation studied to maintain
operational secrecy, time constraints and in order to restrict this report within the acceptable si,e,
this study has been limited to the following areas of the topic<
The strategies and ob(ectives of B! of /ousekeeping, where the ob(ectives are and
tactical and strategic.
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.
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&here are many tools that can be used to tackle problem without additional engineering
and practical methods to engage employees in organi,ational development. ?ne of these tools is
1)
Bs housekeeping which voluntalary lend it to be +uantify by simulation or reproduction. In this
research work we will develop an elaborated Bs 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 B!,
&H8 $6 /6BNS<
BA*8H67S8
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*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:8(S 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 utili,ed for the ne0t =. days or the goods which you never need, or item for
scrape.
&A$$;N$ &H8 ;&8(S9
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 werent 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 B 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: AH(8/ &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 cant 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. Nou 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 categori,ing 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 others 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.
21
5S H67S8!88P;N$ 8?A:7A&;6N SH88&9
22
56N5:7S;6NS9
The main goal of this dissertation was to see the implementation of B! tools and techni+ues in
23
B! PCIN'IP"! P??C 1*IC P'""NT
#. !?CT 3!ICI6
Take out unnecessary items G
dispose.
* lot of unnecessary
things are at the
workplace.
Ennecessary items are
disposed, but not right
away.
Ennecessary things not found at
any time.
@. !N!T&*TIL 3!IT?N6
*rrange necessary items in good order
for use.
mployee often spend
time looking for
necessary things.
Necessary things are
arranged but not in
systematic order 3not
easy to retrieve and
use6.
Necessary things are always
arranged in order for +uick use.
=. '"*NIN; 3!I!?6
'lean your workplace completely.
8orkplace as well as
the machines is dirty
and untidy. &any
things are scattered
around.
8orkplace and
machines are partially
cleaned 3'entre and
surface only6.
8orkplace and machines are
completely cleaned. *rea is free
of dust.
A.!T*N7*CIL*TI?N 3!I)T!E6
&aintain high standard of
housekeeping.
No attention is given to
keep workplace neat
and tidy.
8orkplace is tidy but
not completely clean.
7ust and dirt are completely
shut out.
B. 7I!'IP"IN 3!/IT!E)6
7o things simultaneously without
being told or ordered.
No work discipline.
People do what they
like.
People follow rules.
But (ust to start work
on time, without
enough preparation for
the work.
Prepares for work. 'omes early
to check machine condition.
'leans work area before and
after work.
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 B! 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 B! were discussed, one of the limitations for the B! 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 B! of
housekeeping in the process industry, with a focus on te0tile. It was demonstrated that B! tool
and techni+ue is for all seasons and it is not only limited to a manufacturing environment.
24
;ntrductin ((c/nald0s)
(c/nald0s Pa1istan histry
&c7onalds 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 capitali,e on global opportunities. They plan to
e0pand their leadership position through great tasting food, superior service, everyday value and
convenience.
&c7onalds Pakistan is part of the "akson ;roup of 'ompanies, a leading business house in
Pakistan.
&c7onalds first restaurant opened its door to the people of Pakistan in !eptember #$$% in
"ahore. This launch was met with unprecedented enthusiasm from the citi,ens 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 @I 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 &c7onalds every day9 trusting the company to
provide them with food of a very high standard, +uick service and value for money. &c7onalds
is firmly committed to giving back to the community where it operates.
(c/nald0s Pa1istan
2
Being a responsible corporate citi,en, &c7onalds firmly believes in giving back 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.
5%"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*6/75&S9
Bur#ers D Sand@iches
5hic1en D Fish
Brea1fast
Salads
Snac1s D Sides
BeEera#es
2!
(c5afF
/esserts D Sha1es
P*6B:8( S&A&8(8N&9
4The purpose of the study is to identify how best a T:& practice helps you in an organi,ation
and I have taken &c7onalds which is the I!? $..# certified organi,ation5
&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 emphasi,es 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.
2%
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 &c7onalds. 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 organi,ation. 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 organi,ations 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 organi,ations or company. 8ithout
customers, the efforts of managing and operating the organi,ations or company will be wasted.
Therefore, focus on the customer is an element to measure the total +uality management of the
organi,ation or company.
&c7onalds brand mission is 4to be our customers favorite place and way to eat5. &c7onalds
operators, suppliers as well as employees cooperate to achieve customers need in &c7onalds
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. &c7onalds 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 &c7onalds foods and beverages.
&c7onalds 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, &c7onalds 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, &c7onalds 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 4its what I eat
and what I do5. 1urthermore, &c7onalds introduced childrens nutrition meal named /appy
&eals which were originally designed for young9age children in suitable portion si,es with
essential nutrients such as protein, calcium, iron and vitamins B.
5ntinuus ;%"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 consolidated 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 &c7onalds suppliers. Its based on standard
product formations and serving si,es.
.uality (ana#e%ent By &echni-ue f &tal .uality (ana#e%ent
.uality 5ircle9
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 utili,e 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 analy,ing and solving work related problems coming in the way of achieving and sustaining
e0cellence leading to mutual uplift of employees as well as the organi,ation. '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 humani,ation 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 5ycle &i%e
'ycle time has become a critical +uality issue in todays 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 &c7onalds 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 organi,ation 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 &c7onalds 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 company 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.
5ritical &hin1in# 5ases 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.
&c7onalds has the world largest fast food service retailing chain as it has over =.,...
restaurants in more than #.. countries. There are over B. millions people eat &c7onalds food
daily. The popular meals of &c7onalds 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
5nclusin9
Throughout this assignment, we learnt the real meaning of Total :uality &anagement 3T:&6.
T:& is a very important concept use to apply in an organi,ation or company daily operations.
T:& principles must be supported at all levels of the organi,ation or company as to be effective
in improving +uality from the lowest9level hourly employees to the highest managerial
department. T:& is essential to all functional areas of the organi,ation including finance,
marketing, production departments and information system. The process begin with receive and
understand customers wants and needs then produce goods and services based on it or even
improve them to fulfill customers desires. T:& encourage each member of the organi,ation
remain alert, aware and responsible for their contribution as to stay focus on the +uality.
&anagers and employees are encouraged by the implementation of T:& as to collaborate across
functions and departments as well as customers and suppliers to identify areas of improvement at
any possible areas. Teamwork, increase the satisfaction of customers, cut down costs are the
elements which emphasi,e in T:& philosophy. To achieve high standard of +uality of the
organi,ation, employees are trained and empowered to make decisions for problem solving.
T:& shift from a bureaucratic to a decentrali,ed approach to control.
32