QM -460: TOTAL QUALITY MANAGEMENT

PROGRAM: BBA (H)

FINAL PROJECT
Nizam E!"#$#i%"%
&'(mi!!") !*:
Prof. Haris Aslam
&'(mi!!") (+:
Jawad Ahmed Malik 073605051
1 | P a g e

Acknowledgement

On the successful completion of this project, firstly I thank to Allah, without His
blessings I would never be able to produce this humble effort. I also have deep
feelings for our Parents as they elevated me to work better and their ua s helps me in
our entire lives. In independent study system, as I have new, this project was a
challenge but the plenty of learning and knowledge I achieved, made this
challenge something very meaningful.
In this regard I specially want to say thanks to our Respected Prof.Haris Aslam under
whose guidance I have completed this Project. I have learned a lot under his guidance
the methodology is new and innovative in a sense as he provided me with !uestionnaire
studies and project concern opportunities. "o doubt his contribution in my lives is
remarkable and I acknowledge it. #ay Allah bless him with more knowledge and
greatness$$ Ameen





2 | P a g e

Contents
Executive Summary : ....................................................................................... 6
Introduction to company : ................................................................................. 7
Objectives of the Project eport! ..................................................................... 7
"ethodo#ogy : ................................................................................................... 7
$ua#ity practices:.............................................................................................%
&eadership and top management ro#e of 'EO at (i)am Enterprises..........%
Supervisory #eadership:.................................Error! Bookmark not defned.
o#e of Purchase *t (i)am
Enterprises+++++++++++++++++++++++++++++.. ,
o#e of Production "nager *t (i)am Enterprises++++++++++++
+++++++....... ,
o#e of $ua#ity *ssesment "nager *t (i)am
Enterprise++++++++++++++++++++ ,
Stratagic
P#anning++++++++++++++++++++++++++++++++++
++++++++. ,
"ission -
Po#icy++++++++++++++++++++++++++++++++++++
++++ ./
"anagement of 'ustomer re#ationship++++++++++++++++
++++++++++++++ ..
0uman esource 1epartment *t (i)am
Enterprises++++++++++++++++++++++ ..
1escription of "nagment
2eam+++++++++++++++++++++++++++++++ ..
Supp#ier management.............................................................................
Supp#ier 3ua#ity!......................................................................................
Supp#ier re#ationships:...............................................................................
3 | P a g e

4actua# approach to decision ma5ing!.............................................................6
Information and ana#ysis...........................................................................6
7enchmar5ing!..........................................................................................6
Information management!........................................................................6
8se of information techno#ogy!.................................................................6
$ua#ity too#s!.............................................................................................9
Process management!
+++++++++++++++++++++++++++++++ ..
++++++++...9.9
Product:service design process!
+++++++++++++++++++++++++++++++++..;.9
'ontinuous improvement!.............................Error! Bookmark not defned.
Improvement of
hygiene++++++++++++++++++++++++++++++++++
+++ .;
Improvement of
Economy++++++++++++++++++++++++++++++++++
+.. .;
Product process: "apping.............................................................................<%
Process mapping!.........................................................................................<
2ime re3uired!..............................................................................................<
1escription of the Process =>ith 2ime?........................................................6
Support processes..........................................................................................7
"ar5eting 1epartment Processes!...............................................................%
2ypes of segmentaion mar5rt!....................Error! Bookmark not defned.
4inance 1epartment ............................................................................... .,
o#e of *ccounts "anagement *t (i)am
Enterprises+++++++++++++++++++++ .,
4 | P a g e

Personne# - *dministration 1epartment Processes:.......................................,
$ua#ity contro# 1epartment Processes!.....Error! Bookmark not defned.
Purchase - P#anning 1epartment Processes!.............Error! Bookmark not
defned.
Production P#anning 1epartment Processes:...............................................6/
ES8&2S.........................................................................................................6/
'#ient satisfaction!......................................Error! Bookmark not defned.
production e@ectiveness!...........................................................................6.
4inancia# and mar5 et resu#ts:.....................................................................6.
$ua#ity Prob#ems!..........................................Error! Bookmark not defned.
8neducated >or5ers!..................................................................................6.
Inexperience #abor......................................................................................66
#ess subcontract:.........................................................................................66
#ayout prob#ems:.........................................Error! Bookmark not defned.
chi#d #abor:..................................................Error! Bookmark not defned.
ecommendations!........................................................................................66
'onc#usion+++++++++++++++++++++++++++++++++
++++++++++ ++++.6;
5 | P a g e

Executive Summary:
This is the fial !ro"e#t of Total $%alit& Maa'emet( ) am assi'ed with the task to 'et a&
#om!a& whi#h is )*+ ,000 #ertified or !ra#ti#i' -%alit& tools. The #om!a& ) sele#ted is
.i/am 0ter!rises1 this #om!a& 2asi#all& em!hasis o all kid of s%r'i#al istr%mets with )*+
,000 #ertified. A 3isited the #om!a& ad #od%#ted a meeti' with its 4hief 05e#%ti3e +ffi#er
6ikka 7llah 8ar. ) had a iter3iew with him i whi#h ) 'ot the detailed iformatio of the
#om!lete !rod%#tio !ro#ess of s%r'i#al istr%mets ma%fa#t%ri'1 !ro#ess ma!!i' ad the
-%alit& !ri#i!als ad tools !ra#ti#ed 2& the #om!a&.
M& !ro"e#t relates to the im!lemetatio of T$M !ri#i!les i the #om!a&. T$M !ri#i!les
ha3e alwa&s hel!ed #om!aies to im!ro3e. .i/am 0ter!rise is im!lemeti' all the -%alit&
!ri#i!als e#essar& to im!lemet for a )*+ ,000 #ertified #om!a& ad re-%ired to r% a
or'ai/atio effe#ti3el&. )t has a few !ro2lems as well 2%t 2etter %derstadi' ad
im!lemetatio of T$M !ri#i!les #a hel! .i/am de#rease these flaws.
M& re!ort #otais all the iformatio a2o%t the #om!a&. ) des#ri2ed a2o%t all the -%alit&
!ri#i!les 2ei' im!lemeted i .i/am 0ter!rises. 9or the !%r!ose of this re!ort i #olle#t data
from differet so%r#es. )ter3iews ad o2ser3atio were also a !art of data #olle#tio. This re!ort
#otais the !rod%#tio !ro#ess of .i/am 0ter!rise i a !ro#ess ma!!i' dia'ram that #a 2e
easil& %derstood. $%alit& !ra#ti#es ad -%alit& !ro2lems of .i/am are also dis#%ssed i o%r
re!ort. i ha3e see that .i/am almost im!lemets all the -%alit& !ri#i!les ad !ra#ti#es a lot of
6 | P a g e

a#ti3ities for im!ro3i' -%alit&. At the ed i had some re#ommedatios related to -%alit&
!ro2lems. The to s%mmari/e i fidi's #o#l%sio ad refere#es are 'i3e at the ed of the
re!ort.

Introduction to company:
The s%r'i#al istr%mets ma%fa#t%ri' fa#tories were mostl& owed 2& Hid%s1 the #raftsme
were mostl& M%slim ad the id%str& was ot affe#ted 2& the !artitio of :ritish )dia. At
!reset1 the s%r'i#al istr%mets ma%fa#t%ri' id%str& i *ialkot is oe of the world;s lar'est
s%r'i#al istr%mets ma%fa#t%ri' id%strial #l%sters se#od ol& to T%ttli'e1 <erma&.
Howe3er1 the -%alit& of workmashi! ad raw materials are the iss%es that ha3e 2ee hideri'
the !ro'ress of this i#he id%str& whi#h is also likel& to fa#e i#reasi' !ress%res from the ra!id
ad3a#es i the field of s%r'er&. 8%ri' last three de#ades1 ma%fa#t%re ad e5!ort of 3eteriar&
istr%mets has also emer'ed 3er& !romietl& here.
!"ectives o# t$e %ro"ect &eport'
The mai o2"e#ti3es of this !ro"e#t #otai:
% To !ro#ess ma! all the 3al%e=#reatio !ro#esses of a #om!a&
% To dis#%ss the s%!!ort !ro#esses !ra#ti#ed i that or'ai/atio
% To des#ri2e the -%alit& !ra#ti#es %sed 2& it
% 9idi' the 'a!s for im!ro3emets
% Ad i the ed !ro3idi' s%ita2le re#ommedatios for the !ro2lems fo%d
(et$odology:
To f%lfill the re-%iremets of the !ro"e#ts i %sed followi' methods 'ather the iformatio:
% )ter3iew
7 | P a g e

9or iter3iew ) 3isited .i/am 0ter!rises *ialkot a few times to meet the related !ersoel>s to
kow a2o%t the or'ai/atio str%#t%res1 !oli#ies1 !ro#esses ad to kow a2o%t the differet
!rod%#ts 2ei' ma%fa#t%red there.
% $%estioaires
) do also asked the -%estios !ro3ided i !ro"e#t istr%#tios i order to kow the !re#ise
iformatio a2o%t the #om!a&.
% +2ser3atio:
) also o2ser3ed the !ro#esses ad work doe 2& the em!lo&ees i .i/am 0ter!rises while the&
were doi' differet ma%fa#t%ri' of !rod%#ts like s#issors1???.
)uality practices:
*eaders$ip and top management role at +i,am Enterprises
. R*," *- CEO a! Nizam E!"#$#i%"%
1. 8ire#t f%#tios ad !erforma#e 3ia the #omm%i#atio ad #oordiatio.
2. maitai ad de3elo! or'ai/atioal #%lt%re
&a,"% . ma#/"!i0 )'!i"%
1. *ele#t ad maa'e e5teral a'e#ies.
2. Pla ad ma'e iteral #omm%i#atio ad awareess of #or!orate dire#tio1 missio1
aims ad a#ti3ities.
HR )'!i"%
1. 0sta2lish ad maitai a!!ro!riate s&stems for meas%ri' as!e#ts of H@ de3elo!met.
2. 4otri2%te to the e3al%atio ad de3elo!met of H@ strate'& ad !erforma#e i #o=
o!eratio with the e5e#%ti3e team.
B'%i"%% )"1",*$m"! )'!i"%
1. 8istri2%tio #haels aal&sis ad de3elo!met.
2. Te#holo'& trasfer1 li#esi'1 !artershi! assessmet ad de3elo!met.
3. A!!ro!riate admiistratio1 2%d'et moitori' ad #omm%i#atio.
A | P a g e

4. Pla1 de3elo!met ad im!lemet strate'& for or'ai/atioal de3elo!met B#o3eri'
!arti#%lars areas rele3at to the or'ai/atioal str%#t%re1 Marketi' et#.
Supervisory #eadership:
R*," *- P'#23a%" Maa0"# a! Nizam E!"#$#i%"%
1. To !%r#hase i!%ts with o!tim%m 3al%e ot the miim%m !ri#e
2. To es%re that there is a #oti%it& of s%!!l& of materials.
3. To es%re that i!%ts are meeti' the re-%ired -%alit& stadards.
4. To make s%re that the materials are a##e!ta2le -%alit&.
The !%r#hase maa'er has a 3er& im!ortat lik 2etwee the s%!!liers ad the !rod%#tio
de!artmet. His res!osi2ilities are:
1. To ha3e !ro!er kowled'e a2o%t the so%r#e from whi#h are to 2e !%r#hased ad their
lead time.
2. To 2e f%ll& aware of the re-%ired i the firm ad their e5a#t s!e#ifi#atio.
3. To make a edea3or to kee! a %!dated s%!!lier list d%l& rated.
R*," *- P#*)'2!i* Maa0"# a! Nizam E!"#$#i%"%
1. 0s%re o!eratioal #osiste#& thro%'h the %se of traii' ad the de3elo!met.
2. +%tso%r#i' strate'& de3elo!met ad maa'emet.
3. 4oordiati' the work of the o!eratios staff with the shift s%!er3isor to es%re !lat
d%ties are #om!leted.
4. Miimi/e dow time.
5. Maitai ad efor#e all safet& !ro'rams ad !ro#ed%res.
6. 4omm%i#ate !rod%#tio !erforma#e to 40+.
R*," *- Q'a,i!+ A%%"%%m"! Maa0"# a! Nizam E!"#$#i%"%
1. 8e3elo! ad im!lemet -%alit& maa'emet strate'& ad !las1 i#l%di' reso%r#e1
s&stems1 ad times#ales1 fia#ial1 to s%!!ort ad ite'rate withi the or'ai/atio>s
a%al 2%siess !la ad lo' term strate'&.
2. Maitai s&stems to esta2lish stadards relati' to a#ti3ities ad !rod%#ts.
3. Maitai s&stems to meas%re !erforma#e a'aist esta2lished stadards.
, | P a g e

Strategic planning
Missio ad !oli#&:
.i/am 0ter!rises 4i%i* is:
C+%r 3isio is to !ro3ide safe ad -%alit& !rod%#ts 2& es%ri' the #%stomer satisfa#tio thro%'h
e5#elle#e reso%r#e maa'emet 2& the s%!!ort of Parter>s Maa'emet Team thro%'h
e5#elle#e of !ro#ess ad em!lo&ee>s i3ol3emet ad fa#ilitatio i order to esta2lish lo'
lasti' !artershi! with o%r stakeholders th%s ea2li' %s to e5!ad ad 'row 'lo2all&.D
4a,'"% . P#i2i$,"%
These #ore 3al%es E !ri#i!les as a #om!a& ad idi3id%als are listed 2elow. Fe will make
e3er& effort to deli3er o o%r missio of im!ro3i' !atiet #are.
Q'a,i!+
Fe will maitai the hi'hest stadard of e5#elle#e i all that we deli3er to o%r #%stomers.
Pa!i"! )#i1"
*tri3i' e3er& da& to im!ro3e !atiet #are
Pa%%i*:
Fe are dri3e 2& o%r !assio for what we lo3e to do1 who we work with ad how we #are for
ea#h !atiet;s idi3id%al eeds i a rewardi' e3iromet
T"am5*#/:
+%r !h&si#ias ad staff re!reset a %ified team whi#h #omm%i#ates effe#ti3el& to a#hie3e
#ommo 'oals ad o2"e#ti3es.
Ad its Mi%%i* is:
+%r missio is to f%lfill the demad i o%r tar'et market.
10 | P a g e

+%r first !riorit& is to !ro3ide #om!lete ad -%alit& !rod%#ts demaded 2& the #%stomers.
Fe fa#ilitate o%r em!lo&ees to im!ro3e ad maitai the -%alit& stadard.
Fe are #ommitted to maitaii' e5#elle#e1 !atiet dri3e1 ad ite'rit& i all as!e#ts of o%r
o!eratios ad o%r !rofessioal ad 2%siess #od%#t.
(anagement o# customer relations$ips'
0ffe#ti3e 4@M B4%stomer @elatioshi! Maa'emetG i.e. o%r em!lo&ees remem2er &o% ot ol&
whe &o% withi o%r fa#ilit&. 9or this we wo%ld em!lo& the em!lo&ee traii' ad te#holo'& to
%se effe#ti3e #%stomer relatioshi! maa'emet6
-uman &esource .epartment at +i,am Enterprises'
7"%2#i$!i* *- maa0"m"! !"am
4hief 05e#%ti3e +ffi#er 6ikka 7llah 8ar
Prod%#tio Maa'er *hafee- :a"wa
P%r#hase Maa'er Ali 7sma
$%alit& Assessmet maa'er @aa )mtia/
Marketi' Maa'er Mohsi Masood
A##o%ts Maa'er .a&a2 Ali E )mra .oor
Supplier management
Supplier /uality'
.i/am eter!rises !%r#hases the material from the lo#al s%!!liers whi#h i#l%des stailess steel1
fa2ri1 thread ad related items. Ad the& do>t 'et a& !ro2lem for !%r#hasi' as there is id%str&
for s%r'i#al items i *ialkot ad the& ha3e a %m2er of o!tios to !%r#hase material from. He#e
the& ha3e some lo&al s%!!liers whi#h !ro3ide them the raw material of 'ood -%alit& ad the&
do>t 'et !ai# from it.
11 | P a g e

Supplier relations$ips:
.i/am has 'ood relatioshi!s with their s%!!lier ad !refers lo'=term relatioshi!s. The& !refer
to sta& with a few s%!!lier rather tha swit#hi' to the differet s%!!liers -%i#kl& 2e#a%se their
s%!!lier kow the eed of raw material re-%iremet a##ordi' to their !rod%#tio. That is the
reaso that it has 3er& few s%!!lier iss%es. Their order #otais #lear s!e#ifi#atios of materials
re-%ired ad the& ha3e sometimes iformal do#%metatio !ro#ed%res for it.
0actual approac$ to decision making'
In#ormation and analysis
Performance measurement and ana#ysis
The iformatio is #olle#ted time to time to kow a2o%t the !erforma#e of the #om!a&. )t is
mostl& doe i the meeti's of the #om!a& i whi#h the !re3io%s !erforma#e is !reseted to
the to! maa'emet ad the 2%d'et is de#ided to idetif& ad im!ro3e the 'a!s eeded to
im!ro3e. Moreo3er1 the& aal&/e the !erforma#e o the 2asis of their alread& fore#ast sales
tar'et.
$%alit& data like error rates ad defe#ts rates are a3aila2le to to! maa'ers who the make
strate'ies ad %se that data to im!ro3e the thro%'h !lai'. 4%stomer #om!laits are hadled
2& #om!lia#e de!artmet whether the& are a2o%t shi!met time or whatsoe3er. The& are
re#orded ad set to the to! maa'emet to make a a#tio !la.
Benc$marking'
Howe3er1 .i/am 0ter!rises is a well=esta2lished 2rad. *o1 2ei' a market leader1 it does ot
2e#hmark a& of its #om!etitors rather its !ra#ti#es are %sed to 2e#h mark 2& other ew
etrats i the market.
In#ormation management!
.i/am 0ter!rises has a etwork of itelli'et s&stems that ea2le olie a##ess for a lo#al ad
iteratioal #%stomers with hel!s i real time moitori'1 -%alit& moitori'. To 'et %!dates
a2o%t their s%!!liers> a#ti3ities the& %se 8ata maa'emet software s&stems. These s&stems also
tra#k shi!mets ad re#ord shi!met time to make s%re the timel& deli3er& to #%stomers.
12 | P a g e

1se o# in#ormation tec$nology'
The s%r3i3al is ow o te#holo'&1 latest te#holo'& is 2ei' %sed at retail stores that eri#h
!eo!le e5!e#tatios a2o%t ser3i#e. Fe #a 2eefit from this e5isti' te#holo'& to deli3er
-%alit& ser3i#e 2e#a%se most !eo!le i <%"rawala re'io is !ri#e #os#io%s ad the& also wat
-%alit& 'oods from limited reso%r#es.
)uality tools'
Most of the -%alit& tools are %sed 2& the .i/am 0ter!rises like #otrol #harts1 Pareto aal&sis1
!ro#ess ma!!i' ad effe#ti3e meeti's for differet !%r!oses like de#isio maki'1 ew !rod%#t
de3elo!met1 !ro2lem sol3i' ad -%alit& im!ro3emet.
%rocess management'
%roduct2service design process'
+%r #om!a& !rod%#es three t&!es of istr%mets s%#h as:
7"!a,
G""#a, %'#0"#+
O#!3*$")i2
7"!a,
.i/am eter!rises !rod%#e 13 ma"or #ate'ories whi#h are mostl& demaded 2& <%"rawala
re'io. ) 13 ma"or #ate'ories1 there are 12 s%2 #ate'ories of ea#h !rod%#t so the total ra'e of
detal istr%mets is 8966
&'#0"#+
&'#0"#+ is a medi#al s!e#ialt& that %ses o!erati3e ma%al ad istr%metal te#hi-%es o a
!atiet to i3esti'ate ad treat a !atholo'i#al #oditio s%#h as disease or i"%r&1 to hel! im!ro3e
2odil& f%#tio or a!!eara#e1 ad sometimes for reli'io%s reasos.
O#!3*$")i2
13 | P a g e

O#!3*$")i2 %'#0"#+ is the 2ra#h of s%r'er& #o#ered with #oditios i3ol3i' the
m%s#%loskeletal s&stem. +rtho!edi# s%r'eos %se 2oth s%r'i#al ad o=s%r'i#al meas to treat
m%s#%loskeletal tra%ma1 s!orts i"%ries1 de'eerati3e diseases1 ife#tios1 t%mors1 ad #o'eital
disorders.
Continuous improvement
Im$#*1"m"! *- 3+0i""
The smooth1 dese str%#t%re of .)6AM

#oati' red%#es the risk of #otamiatio 2& 'erms. *i#e
#oati' is a!!lied while the istr%mets are disassem2led1 all #om!oets of a istr%met are
#om!letel& #o3ered 2& .)6AM. The o%tstadi' #hemi#al ia#ti3it& %se to s%rfa#es !ra#ti#all&
a3oids #hemi#al rea#tios1 red%#es sti#ki' ad im!ro3es the #leai'. .)6AM does ot re-%ire
a& s!e#ial #leai' H sterili/atio !ro#ed%res.
Im$#*1"m"! *- E2**m+
The fa#ts that .)6AM #oated istr%mets ha3e a !rolo'ed life of at least 6 times that of
#o3etioal istr%mets a##o%ts for #osidera2le sa3i's i the hos!itals. 4ost of maitea#e
H re!air is drasti#all& red%#ed.
@e!la#emet istr%metsH 2a#k=%!s for istr%mets o%t of ser3i#e are ot e#essar&. 8%e to the
eha#ed !erforma#e1 s%r'er& time is shorteed1 res%lti' i sa3i's i +.@. %se1 time ad
!ersoel.
14 | P a g e

P#*)'2!i* P#*2"%%:
+

3ES

%rocess mapping'
Time re-%ired:
15 | P a g e

F*#0i0
P#"%% :*#/
:a%!"; R"2+2,"
Mi,,i0
G#i)i0
+@
Fi,,i0
H"a! T#"a!m"!
C3"mi2a, T#"a!m"!
(Pi2/,i0;Pa%%i1a!i*;
E,"2!#* P*,i%3i0)
Fi<i0
P*,i%3i0 ;
B'--i0
C3"2/ Q'a,i!+
C3a#!
Pa2/i0
P#*2"%% Tim"
9or'i' 30 Mi%tes
Press work 15 Mi%tes
Milli' 30 Mi%tes
<ridi' or 9ili' 50 Mi%tes
Heat treatmet 10 Mi%tes
4hemi#al Treatmet 10 Mi%tes
9i5i' 30 Mi%tes
Polishi'H:%ffi' 50 Mi%tes
4he#ki' B$%alit& ass%ra#eG 30 Mi%tes
Pa#ki' 15 Mi%tes
Total Time BMi%tesG 270
.escription o# t$e %rocess 45it$ 6ime7
(anu#acturing Stages'
There are 3ario%s !rod%#ts whi#h .i/am eter!rises ma%fa#t%res for their #%stomer ad the&
ha3e a sli'ht differet ma%fa#t%ri' !ro#ess. :%t 'eerall& the& follow the !ro#ess des#ri2ed
2elow(
F*#0i0: This is a sim!l& a !ro#ess for sha!i' metal !arts thro%'h #om!ressi3e for#es either
Hot or i 4old state. There are two t&!es of for'i' !ro#esses i3ol3ed i s%r'i#al istr%mets
ma%fa#t%ri' i.e. Had for'i' for small -%atities orders ad Hammer 9or'i's for 2%lk
-%atities.
P#"%% 5*#/: After 'etti' a #r%de sha!e im!ressio i a !ie#e of metal the e5#ess material
aro%d that sha!e is #%t off BtrimmedG to 'et more desira2le sha!e i the form of for'i's.
Mi,,i0: Milli' is a material remo3al !ro#ess1 whi#h #a #reate a 3ariet& of feat%res o a !art
2& #%tti' awa& the %wated material 2& ma#hii'. Thro%'h milli'1 differet feat%res s%#h as
serratios1 @at#hets1 Male E 9emale 2o5 #%tti's1 differet t&!es of 'roo3es et#. are !rod%#ed i
s%r'i#al istr%mets.
16 | P a g e

G#i)i0 ; Fi,i0: These are material remo3i' !ro#esses %si' differet t&!es of 'ridi'
wheels ad files. This is a 3er& #riti#al sta'e i the istr%mets ma%fa#t%ri' 2e#a%se here the
2ase for the 'eeral sha!e is !rod%#ed %si' differet t&!es of 'a%'es ad the iitial setti's are
doe.
H"a! T#"a!m"!: Heat treatmet is doe to #ha'e the istr%mets !h&si#al ad me#hai#al
!ro!erties witho%t #ha'i' the ori'ial sha!e ad si/e like CAeali'D is doe to softe the
material ad CHardei'D is doe to Prod%#e Hardess ad CTem!eri'D is doe to !rod%#e
to%'hess i the istr%mets.
C3"mi2a, T#"a!m"!: The mai !%r!ose of #hemi#al treatmet is to #lea the s%rfa#e of the
steel !arts ad if #arried o%t !ro!erl&1 the& all i#rease the #orrosio resista#e. The mai
!ro#esses %sed i the s%r'i#al istr%mets ma%fa#t%ri' i#l%des:
Pi2/,i0
)t is %s%all& doe after the heat treatmet !ro#ess to remo3e the s#ale formed 2e#a%se of
o5idatio. 8il%te *%lf%ri# A#id H .itri# A#id is %sed for this !%r!ose.
Pa%%i1a!i*
The !assi3atio is #itri# a#id ad sodi%m di#hromate1 dissol3i' the im2edded iro !arti#les ad
restori' the ori'ial #orrosio=resistat s%rfa#e 2& formi' a thi1 tras!aret o5ide film.
E,"2!#* $*,i%3i0
Passi3atio also is a##om!lished 2& ele#tro !olishi'. The metal1 whi#h is ele#tro !olished 'i3es
a 2ri'ht s%rfa#e ad a!!eara#e of metal looks fie. The se#od ad3ata'e is that some 2%rr is
also remo3ed i this !ro#ess
Fi<i0: At this sta'e setti' is doe to ali' the istr%mets with !ro!er f%#tioi'.
P*,i%3i0 ;B'--i0: These are the metal fiishi' !ro#esses to !rod%#e differet t&!es of
a!!eara#es like mirror or d%ll. 8ifferet a2rasi3es are %sed o a work wheel to fiali/e the
fiish.
17 | P a g e

C3"2/i0; Pa2/i0: The istr%mets are #he#ked for desired s!e#ifi#atios ad set for fial
is!e#tio ad testi' 2efore !a#ki'.
Support processes
.i/am eter!rises do ha3e the s%!!ort de!artmets s%#h like a& other or'ai/atios. :%t the&
ha3e differet s#o!e or si'ifi#a#e i the 3al%e #hai of the #om!a&(
(arketing .epartment %rocesses'
AE* 6//9 6//; 6//< 6//6 6//7 6//%
6//,
EBPO2S
8S1 ="i##ion? .;6 .6< .%7 .77 6<6 2A,
26A
2ypes of segmentation mar5et
T+$"% *-
%"0m"!a!i*
ma#/"!
C3a#a2!"#i%!i2%
8emo'ra!hi#
*e'metatio
!rofile
Their !otetial #%stomers are !ri3ate hos!itals ad iteratioal
#liets. The& are i the B2 to 2G 2%siess.
7se=2ased
*e'met
A##ordi' to o%r resear#h s%r'i#al e-%i!met demad o the !eak i
<%"rawala 2%t %fort%atel& there is o a& !rod%#tio %it. He#e
the& are 'oi' to !rod%#e s%r'i#al istr%mets a##ordi' to %sed 2ase
se'met.
<eo'ra!hi#
*e'met
The& are !lai' to 2ri' i more iteratioal #liets ito their
rea#h 2& ass%ri' -%alit& ad !%tti' o!timi/ed efforts i order to
#ater more 'eo'ra!hi#al re'ios.
The f%#tios that the marketi' de!artmet is !erformi' #a 2e s%mmari/ed as follows.
1A | P a g e

% 4o=ordiate with the !rod%#tio de!artmet to follow the '%idelies a##ordi' to the
fore#asts ad demads of iteratioal #liets.
% Iearl& sales Pla.
% @e3isi' the !ri#es of the !rod%#ts a##ordi' to the iflatios ad other e#oomi# treds.
% Mothl& sales aal&sis ad fore#ast
0inance .epartment
The 9ia#e 8e!artmet is #o#ered with all the 2aks ad a##o%ts related iss%es of the
#om!a& 2e#a%se .i/am 0ter!rises is deali' with iteratioal #liets ad fia#e de!t.
sho%ld 2e eo%'h effi#iet i order to re#o#ile the 2ak statemets. 9ollowi' are some of the
mai f%#tio of the 9ia#e 8e!artmet:
% Aal&sis of !rofits as the r%!ee 3al%es fl%#t%ates whi#h dist%r2s the #om!a&>s o3erall
!rofitHloss.
% Pre!aratio of 9ia#ial *tatemets
% Timel& !a&mets to 3edors i order to ha3e smooth relatioshi!
% Maa'i' 8e2tors
% A%diti'
% Maa'i' :ooks of A##o%ts
% :%d'eti' for the e5!eses
% Maa'i' 4ash flow
% *alaries1 wa'es ad em!lo&ees> i#eti3es ad e5!eses to 0m!lo&ees
% 9ia#ial 8e#isio Maki' for Hi'her Maa'emet
% Jook after the 4redit Jie of 4%stomers
% @e#ei3i' of !a&mets from the #liets
R*," *- A22*'!% Maa0"# a! Nizam E!"#$#i%"%
1. Pre!are !rofit ad loss statemets ad mothl& #losi' ad #ost a##o%ti' re!orts.
2. Aal&/e re3e%e ad e5!edit%res treds ad re#ommed a!!ro!riate 2%d'ets le3els1 ad
es%re e5!edit%re #otrol.
3. @esol3e a##o%ti' dis#re!a#ies.
4. 05!lai 2illi' i3oi#es ad a##o%ti' !oli#ies to staff1 3edor ad #liets.
1, | P a g e

%ersonnel 8 Administration .epartment:
The Persoel ad Admiistratio de!artmet is oe of the ke& de!artmets of :er'er Paits
Pakista Jimited. This de!artmet #aters the ma!ower ad 'eeral admiistratio eeds of the
#om!a&. :elow are the ma"or f%#tios !erformed of this de!artmet.
% Assessmet of the Ma!owerHH%ma @eso%r#e eeds of the #om!a& 'eerated 2&
differet de!t. s%#h as Prod%#tio1 $%alit& ad marketi'.
% @e#r%itmet of .ew 0m!lo&ees
% 0m!lo&ees re#r%itmet ad sele#tio as !er the 'i3e #riteria
% )#eti3e ad 05trisi# @ewards for 0m!lo&ees
% +r'ai/e differet Traii' #o%rses for em!lo&ees i order to a#hie3e the -%alit& o%t!%t.
These traii's are "oitl& or'ai/ed 2& admiistratio ad the other #o#ered de!t.
% 9a#ilitatio to em!lo&ees s%#h as Tri!s1 a#ti3ities ad #olla2orati3e e5er#ises.
% Performi' all the works of 'eeral admiistratio
)uality Control .epartment %rocesses:
) s%r'i#al id%str&1 #liets do ask for the -%alit& stadards of the !rod%#ts ma%fa#t%red 2& the
#om!aies i order to ha3e the -%alit& ad relia2ilit&. 9or this !%r!ose1 !rod%#ts !rod%#ed sho%ld
2e a##ordi' to the )*+ stadards as well as there are :ritish stadards i this re'ard. $%alit&
#otrol de!t. is ite'rated with the iteratioal #liet i order to seek a& -%er& or feed2a#k
re'ardi' !rod%#t ad its f%#tioi'.
%urc$ase 8 %lanning .epartment %rocesses'
The P%r#hase ad Plai' 8e!artmet looks after the lo#al !%r#hases as well as iteratioal
s%!!liers. The de!artmet starts its work o the 2asis of !%r#hase re-%ests iitiated 2& differet
de!artmets. ) .i/am 0ter!rises1 The& 'eerall& im!ort titai%m1 #hemi#als ad s%#h items
whi#h are ot a3aila2le i lo#all&. The& take demad for the re-%ired item from the !rod%#tio
de!t. ad !%r#hase it from their !re idetified ad lo&al s%!!liers. This de!t. also iforms the
fia#e de!t. re'ardi' the !%r#hase whi#h makes !a&met a##ordi'l& thro%'h their forei'
a##o%t ad it does ot eed to make a J4 ea#h time.
P#*)'2!i* P,ai0 7"$a#!m"! P#*2"%%"%:
The Prod%#tio Plai' de!artmet is mail& res!osi2le for ma%fa#t%ri' a wide ra'e of
!rod%#ts. The timel& a3aila2ilit& of the !rod%#t is its mai fo#%s ad to a#hie3e this1 the
20 | P a g e

de!artmet eeds #lose #oordiatio with sales1 P%r#hase ad Plai' ad Te#hi#al
de!artmets.
&ES1*6S
Client satis#action'
*ometimes #liets are ot satisfied from their !rod%#t -%alit& ad f%#tioalit& ad .i/am
eter!rises has to 2ear the loss i term of warraties ad !romises doe with the #liets.
%roduction e9ectiveness'
As dis#%ssed i $%alit& Pro2lems1 .i/am eter!rises does ot ha3e the effe#ti3e !rod%#tio
la&o%t ad the assem2l& lie whi#h is a 2i' hidra#e i !rod%#i' the -%alit& !rod%#ts for them.
Ad it is the ma"or !ro2lem i order to attra#t the iteratioal #liets as !er their 'oals.
0inancial and market results:
As the #om!a& fa#e !ro2lems with the !rod%#tio ad o!eratio de!artmet 2%t the& are still
doi' well ad eari' a hadsome !rofit mar'i. ) &ear 2012=131 the& eared a et !rofit of 50
Millio ad the& are also re#ei3i' some 'rowth i market share 2& the rate of 2.5K.
)uality %ro!lems'
I"<$"#i"2" La(*#:
This is the ro%te #a%se for the -%alit& !ro2lem i the fial !rod%#ts as well as it i#reased the
lead time for the !rod%#ts to 2e ma%fa#t%red des!ite of the fa#t that .i/am 0ter!rises has 'ood
ma#hier& ad tools. )t is reall& a !atheti# sit%atio for them ad the& are ot retaii' the
em!lo&ees i well maer. 8%ri' m& o2ser3atio at the assem2l& lie1 ) #a s%rel& said that
with some 'ood staff1 lead time #a 2e red%#ed 2& 25K if the& are re!la#ed 2& some so%d la2or.
L"%% &'(2*!#a2!:
Most of the time .i/am eter!rises !rod%#es its ow !rod%#ts ad does ot take hel! i doi'
s%2 #otra#t while the id%str&>s tred is #ha'i' ad the #om!aies are ma%fa#t%ri' those
!art of !rod%#ts or the !rod%#ts i whi#h the& ha3e the s!e#iali/atio ad ha3e kowled'e that
21 | P a g e

how to !rod%#e it i less #ost. *o i/am has o 2i' s%2#otra#tor who ma%fa#t%re the !rod%#t
for them.
1neducated 5orkers'
As .i/am eter!rises is worki' i <%"rawala1 the& are ot 'etti' the ed%#ated workersH la2or
to 'et a "o2 doe i a 'ood wa&. The& ha3e some lo#atio disad3ata'es i this re'ard. As la2or
is e5!erie#ed ad !rod%#ti3e i *ialkot1 that>s wh& their #om!etitors ha3e a little ed'e o3er this
!oit.
*ayout %ro!lem'
.i/am eter!rises !rod%#tio assem2l& la&o%t is ot %! to the mark as it has some flaws ito it.
There is a dista#e 2etwee ea#h workstatio ad it takes more time to shift oe !rod%#t from
oe statio to the e5t. The workstatios are maa'ed a##ordi' to the a#ti3ities !erform o the
!rod%#t ad it does also takes time ad %se of h%ma reso%r#e i .LA B.o 3al%e added
a#ti3it&G.
C$ild *a!or:
A im!ortat whi#h ) wo%ld raise i .i/am eter!rises is the %se of #hild la2or for differet tasks
ad es!e#iall& the& do it i !a#ki' where the #om!a& has the fiished !rod%#ts after ho%rs of
hard work of the la2or. Ad !oor hadli' #a!a2ilit& of #hildre ma& r%i it. As well as the #hild
la2or is a'aist the !oli#ies of iteratioal #liets as well as the <o3t. +f Pakista. Ad the& are
a2idi' the r%les of the state.
22 | P a g e

&ecommendations'
.ia/am 0ter!rises sho%ld !re!are a e5!erie#ed1 well=ed%#ated ad traied h%ma reso%r#e to
#ater the eeds for iteratioal #liet whi#h wo%ld f%lfill the -%alit& re-%iremets. The& sho%ld
lear from doi' the 2%siess i the ri'ht wa&. Ad the #hild la2or sho%ld 2e elimiated i order
to ha3e ad f%lfill the ethi#al res!osi2ilit& of the state.
The& sho%ld also o2ser3e their !rod%#tio la& o%t whi#h has some fa%lts i it. 9irst1 the& sho%ld
elimiate the red%dat a#ti3ities or o=3al%e added a#ti3ities whi#h i#l%des the tras!ortatio
of the !rod%#t from !oit A to : ad the Poit A where o 3al%e added a#ti3it& !erformed i
this !rod%#t flow ad the lead time has i#reased while the& had to i#%r more la2or i this
!ro#ess. The& ha3e to kee! the workstatios i s%#h wa& that !rod%#t kee! o flowi' witho%t
a& resista#e ad smoothl& rea#h at the e'ie. )t is the fa#t that the& are !rod%#i' a lot of
3ariet& ad assem2l& !ro#ess for some !rod%#ts is differet from the others 2%t the& sho%ld
arra'e it i s%#h wa& that most of !rod%#ts #a 2e ma%fa#t%red with oe si'le assem2l&
la&o%t. This wo%ld reall& red%#e the #ost.
Altho%'h there is also a !ro2lem of shi!met dela& rarel& whi#h #a 2e sort o%t thro%'h effi#iet
fore#asti' ad with 'ood admiistratio skills 2& their em!lo&ees.
The followi' ta2le shows the im!ro3emet i the !rod%#tio !ro#ess whe the filli' ad
ste#ili' are red%#ed to oe da& istead of 2 da&s.
P#*2"%% Tim"
9or'i' 20 Mi%tes
Press work 10 Mi%tes
Milli' 25 Mi%tes
<ridi' or 9ili' 40 Mi%tes
23 | P a g e

Heat treatmet A Mi%tes
4hemi#al Treatmet A Mi%tes
9i5i' 20 Mi%tes
Polishi'H:%ffi' 40 Mi%tes
4he#ki' B$%alit& ass%ra#eG 20 Mi%tes
Pa#ki' 10 Mi%tes
Total Time BMi%tesG 201

Conclusion'
4o#l%di' this re!ort ) wo%ld sa& that .i/am is doi' "%st a fair 2%siess i the id%str& as the&
ha3e some ma"or draw2a#ks i their !rod%#tio whi#h is the #ore a#ti3it& for them. A effe#ti3e
h%ma reso%r#e ma& 2oost their 2%siess. As we are li3i' i a 'lo2al 3illa'e so we ha3e to
ite'rate o%rsel3es with others ad sho%ld make the !artershi!s i order to e"o& the i#reasi'
!rofits i this id%str& ad to retai the 2%siess i a 'ood !a#e.



24 | P a g e