Since its inception in 1982, SPEL was striving to achieve the highest standards of quality; important not for

satisfying its leading auto manufacturers of the Japan origin but also for its own survival. The belief that led the company from front was the quality of its human capital to manage the affairs, be it the management or the technical staff. For this reason much emphasis was laid on the training and general practices being followed at SPEL. With quality as a mission, new industry and less no of players in the field restricted SPEL in terms of standards to follow. So the best way to aim the mission and customer satisfaction was benchmarking the practices followed by Japanese automotive vendors. New journey on the way of continuous improvement started with the implementation of Statistical Quality Control (SQC) and Benchmarking. What revealed to Almas was the fact that technology being used in Japanese companies was same as that of SPEL but the system they developed was the point of difference. So he benchmarked the practices being followed at Japanese companies. Employees were taken to different seminars to introduce them with the SQC techniques. Benchmarking ended up with the standards to follow and commitment of employees to become as good as Japanese vendors. SPEL implemented Statistical quality control technique to solve the problems in its production processes. This system was effective by utilizing the careful logical reasoning and reaching the core instead of just curing the side effects. So not only the defects were removed but the causes were targeted to improve the overall system. So SQC was adopted as more of a management tool instead of just minimizing the defects. This approach was designed to resolve the issues that come in the way of SPEL on permanent basis rather than focusing on the same issue time and again. SPEL used all the tools to aid the SQC including Pareto chart Fishbone diagram Process flow chart Run chart

Frequency histogram Scatter diagram Control chart

All these tools were used to identify the problems, their frequencies, all the possible reasons and the possible links that might present between different steps in the process flow chart. Success of any venture demands the sincere efforts of all the employees ranging from lower to upper level. Almas along with his senior management including Tallat Mahmood and Munir Ahmad was taking part in quality activities. They all progressed with one goal in mind and that was to make SPEL a quality company. Success declared by SPEL in terms of new ventures in different industries was justified by the results and progress they made in the subsequent years from 1982 to onwards. Total equity: Rs. 300,000 (1982) at the time of inception with second hand molding machine, used dyes and 10 employees Rs. 2,500,000 in year 1988 reaching to Rs.12,000,000 in year 1994 with investments in highly intricate and sophisticated moulds on Computer Numerical Control machines. Increase in equity was the result of realized profits of efficient procedures and increased sales per employee witnessing the improvements in their productivity.