© 2006 Prentice Hall, Inc.

1–1
 PROFESSOR DR NAWAR KHAN

Professor
PhD Engineering Management, MSc Production Engineering,
MBA (HRM), BSc Mechanical Engineering, PEC Accreditation Convener, ISO Standards Lead Auditor
RIPHAH INTERNATIONAL UNIVERSITY
FACULTY OF MANAGEMENT SCIENCES (FMS)
RIPHAH SCHOOL OF LEADERSHIP (RSL)
AL MIZAN CAMPUS, 274 Peshawar Road Rawalpindi, Pakistan
Tel # +92-51-5125162-7 Extn 256
nawar.khan@riphah.edu.pk

© 2006 Prentice Hall, Inc. 1–2

 PROFILE
• Possess 36 years of professional experience
including academics, research and management
•Hold prestigious appointments in a large variety of
Organizations and capacity
• Published a master level reviewed text book on TQM
• Published 150 plus research papers in different national / international
reputed conferences and journals.
• Worked on HEC project as PI and now member of technical committee
of ‘Prime Minister Quality Award (PNQA)’.
• Supervised 140 x MS & 10 x PhD while 10 x MS are in progress

© 2006 Prentice Hall, Inc.

3 1–3
 • Establish Dept of Engg Mgmt at CEME for MS and PhD Degrees in Engg
management at NUST CEME
• Worked as QMR for ISO 9000 QMS Certification
• Director LQEC for 9 x years at CEME
• Conducted accreditation audit of engg programs of different universities
• Join Riphah International university as senior consultant (equivalent to
professor) in FMS in November 2016
• Working as focal faculty for MS in Engg Mgmt and MS Proj Mgmt besides
teaching UG
• Also working on 2nd HEC project of 9.6 millions for next 2 years

© 2006 Prentice Hall, Inc.

4 1–4
 Published
Master
Level
Reviewed
Text Book

© 2006 Prentice Hall, Inc. 1–5

 PARTS OF THE BOOK

PART-I PART-II PART-III PART-IV

QUALITY
TQM TQM TOOLS & TQM
MANAGEMENT
CONCEPTS TECHNIQUES AWARDS
SYSTEMS

CHAPTER: CHAPTER: CHAPTER: CHAPTER:

1-5 6-9 10 - 14 15 - 20

© 2006 Prentice Hall, Inc. 1–6

 THE TQM PHILOSOPHIES AND CONCEPTS

TQM CONCEPTS

CHAPTER: 1 - 5
THIS PART DEALS WITH TQM PHILOSOPHIES AND
CONCEPTS. IT ALSO GIVES A SYNTHESIZED VIEW OF
TQM FACTORS AND ELEMENTS.

© 2006 Prentice Hall, Inc. 1–7

 THE TQM TOOLS AND TECHNIQUES

TQM TOOLS &

TECHNIQUES
CHAPTER: 6 - 9
THIS PART DEALS WITH TRANSFORMATION STRATEGY OF
TQM PHILOSOPHIES INTO PRACTICES THROUGH APPLICATION
OF TQM TOOLS AND TECHNIQUES.

© 2006 Prentice Hall, Inc. 1–8

 QUALITY MANAGEMENT
SYSTEM

QUALITY MANAGEMENT
SYSTEMS
CHAPTER: 10 - 14
THIS PART DEALS WITH QUALITY MANAGEMENT
SYSTEMS INCLUDING ISO 9000:2015 QMS STANDARDS

© 2006 Prentice Hall, Inc. 1–9

 THE TQM AWARD MODELS

TQM AWARDS

CHAPTER: 15 - 20

THIS PART PRESENTS THE HOLISTIC PICTURE OF TQM

PHILOSOPHY IN THE FORM OF PRESTIGIOUS NATIONAL AND
REGIONAL QUALITY AWARD MODELS OF COUNTRIES LIKE JAPAN,
USA, EUROPE AND PAKISTAN.
© 2006 Prentice Hall, Inc. 1 – 10
 OPERATION
MANAGEMENT
1. OPERATION

2. MANAGEMENT

© 2006 Prentice Hall, Inc. 1 – 11

© 2006 Prentice Hall, Inc. 1 – 12
 MANAGEMENT

1. DEFINITION
2. BASIC MANAGERIAL FUNCTIONS
3. APPLICABILITY
4. OUTCOME

© 2006 Prentice Hall, Inc. 1 – 13

 1. DEFINITION OF MANAGEMENT
“MANAGEMENT IS A COMMON SENSE BUT MOSTLY IT IS UNCOMMON” – 5 Managerial senses and 5 physical

senses. BUT SIXTH SENSE IS UNCOMMON

MANAGEMENT IS ART AND SCIENCE – SCIENCE (COMMON) + Art (style of individual)

 Management represents all actions of the overall system that determine the quality mission, policy, objectives and

responsibilities and implement them by incorporating quality planning, strategy, control, assurance and

improvements within the system of an organization. Every manager perform the following basic functions;

 MANAGEMENT IS THE PROCESS OF DESIGNING, MAINTAINING AND IMPROVING AN ENVIRONMENT / SYSTEM

IN WHICH THE INDIVIDUAL, WORKING TOGETHER IN GROUPS TO ACCOMPLISH SELECTED AIM / GOAL.

 WE SHOULD ADD THE TASK IMPROVEMENT TO IT ALSO AS IT WAS MISSED IN PAST

DESIGN + MAINTENANCE + IMPROVE THE SYSTEM

Q = WHAT IS A SYSTEM?
© 2006 Prentice Hall, Inc. 1 – 14
 SYSTEM
A SYSTEM IS A COMBINATION OF ELEMENTS WORKING TOGETHER FOR
TRANSFORMATION / CONVERSION OF INPUTS INTO OUTPUTS (WAPDA, PIA,
RAILWAY…………………..)

ELEMENTS OF A SYSTEM

OUTPUTS
INPUTS HUMAN
TECHNOLOGY Product,
7 Ms RESOURCE
service etc

PROTOCOLS

CONVERSION PROCESS
15
© 2006 Prentice Hall, Inc. 1 – 15
 LEADER VS FOLLOWERS VSMANAGEMENT VS ADMINISTRATORS VS WORKERS

 LEADER: HAS NO OFFICIAL APPOINTEMENT BUT CAN INSPIRE / INFLUENCE THE WORK FORCE
FOR ACHIEVEING THE OBJECTIVES THROUGH LEADERSHIP TRAITS

 FOLLOWERS: NO LEGAL BONDING EXCEPT OF COMMON INTEREST

 MANAGERS: CAN MAKE DECISIONS ABOUT SYSTEM, MAINTENANCE and improvement. THEY
ARE 85% RESPONSIBLE FOR THE OUTCOME. HAS OFFICIAL APPOINTMENT FOR AUTHORITY
AND RESPONSIBILITY (CALLED WHITE COLLAR FORCE)

 A MANAGER SHOULD ALSO HAVE LEADERSHIP QUALITIES OF MOTIVATION, INSPIRATION, etc

 ADMINSITRATOR: THEY ARE THE EXECUTORS. FOLLOW THE RULES AND REGULATIONS BUT
CAN NOT CHANGE IT.

 WORKERS.THEY WORK IN A SYSTEM AND HAVE FREEDOM IN SCOPE FOR CHANGE (CALLED
BLUE COLLAR FORCE).

© 2006 Prentice Hall, Inc. 1 – 16

 2. BASIC MANAGERIAL FUNCTIONS

1. PLANNING – THINKING BEFORE DOING

2. ORGANIZING – DIVIDING MAIN FUNCTIONS INTO SUB FUNCTION

3. STAFFING – RIGHT PERSON FOR THE RIGHT JOB

4. LEADING – (COMMAND, COORDINATION, COMMUNICATION, MOTIVATION)

AND INSPIRATION (THROUGH VISION, ACTIONS, STRATEGY, GUIDANCE
AND COACHING, RESOURCES PROVISION)

5. CONTROLLING – TO BRING DEVIATIONS WITHIN PERMISSIBLE LIMITS OF

THE PLAN

17
© 2006 Prentice Hall, Inc. 1 – 17
 3. APPLICABILITY
MANAGEMENT IS APPLICABLE TO;
1. ALL TYPES OF BUSINESSES (FOR PROFIT AND NOT FOR PROFIT
BOTH)
2. ALL BUSINESS FUNCTIONS
3. AT ALL LEVEL OF HIERARCHY

• The primary, secondary and tertiary industries

• BUSINESSES are linked together and work in tandem

OUTPUT / OUTPUT /
INPUT INPUT INPUT OUTPUT
PRIMARY SECONDARY TERTIARY
INDUSTRIES INDUSTRIES INDUSTRIES

18
© 2006 Prentice Hall, Inc. 1 – 18
 3. APPLICABILITY

1. PRIMARY BUSINESS INDUSTRIES

Major areas / fields
Q - What are the OM (PM) requirement for primary industry

 Agriculture
 Forestry
 Fishing
 Livestock
 Quarries
 Mining
 Petroleum 19
© 2006 Prentice Hall, Inc. 1 – 19
 3. APPLICABILITY
2. SECONDARY BUSINESS INDUSTRIES
Major areas / fields
Q - What are the OM (MM / IM) requirement for secondary industry

 Aerospace  Food processing

 Apparel  Glass, ceramics
 Automotive  Heavy machinery
 Basic metals  Paper
 Beverages  Petroleum refining
 Building materials  Pharmaceuticals
 Chemicals  Plastic (Shaping)
 Computers  Power utilities
 Construction  Publishing
 Consumer appliances  Textiles
 Electronics Equipment  Tire and rubber
 Wood and furniture
20
© 2006 Prentice Hall, Inc. 1 – 20
 3. APPLICABILITY
3. TERTIARY BUSINESSES (SERVICES INDUSTRIES
Major areas / fields
Q - What are the OM requirement for tertiary industry

 Banking  Insurance
 Communications  Legal
 Education  Real estate
 Entertainment  Repair and maintenance
 Financial services  Restaurant
 Government  Retail trade
 Health and medical  Tourism
 Hotel  Transportation
 Information  Wholesale trade
21
© 2006 Prentice Hall, Inc. 1 – 21
 3. APPLICABILITY
AT ALL BUSINESS FUNCTIONS

Major functions of a business are;

 MARKETING (Advertisement, R&D, Intelligence)
 HR
 FINANCE (Finance-Revenue/budget; accounting- Ledger keeping)
 PRODUCTION / OPERATION
 SALE / PURCHASE
 LEGAL
 HEALTH CARE

© 2006 Prentice Hall, Inc. 1 – 22

 3. APPLICABILITY
AT ALL LEVEL OF HIERARCHY
TOP, MIDDLE AND LOWER LEVEL (BUT WITH VARIED SCOPE).

TOP LEVEL

MIDDLE LEVEL

LOWER LEVEL

 THE SCOPE IS BIGGER AT TOP LEVEL REDUCES AT MIDDLE LEVEL, AND FURTHER REDUCES
AT LOWER LEVEL.

© 2006 Prentice Hall, Inc. 1 – 23

 4. OUTCOME OF MANAGEMENT
MANAGERIAL CHARACTERISTICS

1. EFFECTIVENESS – TO ACHIEVE THE SELECTED AIM / GOAL

2. EFFICIENCY: : USE LEAST OF RESOURCES TO GET MAXIMUM OUTCOME .

OUTCOME = OUTPUT / INPUT

OUTCOME MEAN BOTH QUALITY AND UANTITY

IT IS RESOURCE BASED AND MEASURED IN PERCENTAGE (%). QUALITY IS ACCOUNTED

FOR. BUT TIME IS NOT

3. PRODUCTIVITY: IS ALSO MEASURED AS:

OUTPUT / INPUT BUT IS TIME BASED. QUALITY IS COMMON TO BOTH EFFECTIVNESS

AND EFFICIENCY - IT IS MEASURED IN UNIT / UNIT, RS / RS……..

© 2006 Prentice Hall, Inc. 1 – 24

 4. OUTCOME OF MANAGEMENT
MANAGERIAL CHARACTERISTICS
TYPES OF PRODUCTIVITY: 1. TOTAL PRODUCTIVTY IS:
TOTAL OUT PUT / TOTAL INPUT
2. PARTIAL PRODUCTIVITY IS:
TOTAL OUTPUT / PARTIAL INPUT, TOTAL AC PRODUED / TOTAL HR
4. COMPETITIV BUSINESS POSITION: STRONG BUSINESS POSITION IN COUNTRY AND
ABROAD = BASED ON TECHNICAL, MANAGERIAL, ECONOMIC AND REPUTAION BASIS.
5. RESULTS: GREATER MARKET SHARE – HIGHER GAIN - STRONG SURVIVABILITY AND
MORE PROSPERITY – OPEN NEW PROGRAMS , NEW BUSINESSES AND NEW PROJECTS

WIN – WIN FOR ALL

© 2006 Prentice Hall, Inc. 1 – 25
 4. OUTCOME OF MANAGEMENT

Effectiveness Results
Market share,
Competitive Gain,
Productivity Business survivability,
Management position prosperity, new
business
avenues

Efficiency

© 2006 Prentice Hall, Inc. 1 – 26