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IoBM 1 Total Quality Management

IoBM 2 Total Quality Management

Contents
Introduction to TQM ............................................................................................... 3 A Background on TQM in IoBM, Karachi ............................................................. 4 Quality Enhancement Cell of IoBM ................................................................... 4 Major Functions of the Quality Enhancement Cell of IoBM: ......................... 5 The Student Counseling System ...................................................................... 7 Membership in APQN ..................................................................................... 8 Continuous Workshops on the subject ............................................................ 8 Nonvoting Membership of the Statutory Bodies ............................................. 9 Major Achievements........................................................................................ 9 Management Excellence Center ....................................................................... 11 Departmental Hierarchy ................................................................................ 11 Programs ........................................................................................................ 12 Consultancy ................................................................................................... 14 TNA ............................................................................................................... 14 Recommendations ................................................................................................. 15 Conclusion ............................................................................................................ 16 References ............................................................................................................. 17 Appendix 1: Interview Questionnaire ................................................................... 18 Appendix II: Figures ............................................................................................. 20 Appendix III: Tables ............................................................................................. 21

IoBM 3 Total Quality Management Introduction to TQM Total Quality Management as an idea began in Japan. Individuals like Demming and Juran proposed through their writings that managing quality is not restricted to only one department or function, but of the organization as a whole. However, this concept is very expensive and difficult to implement and require a complete organizational change. Some of the key elements of TQM include the following: 1. Customer involvement: The Quality process should be customer focused because it is them for which the company is operating. Therefore, the focus of the company should be to bring in such products and services tha are requires by the customers. 2. Develop long term supplier relationships: This means negotiating long term deals with the supplier so that he would provide the products in cheaper rate and would ensure quality. The company is also responsible to implement TQM at its suppliers organization in order to bring in maximum efficiency in the process. 3. Empowering employees: Employees are given autonomy and full responsibility to do their work in the dimensions set by the company. This ensures maximum quality.

IoBM 4 Total Quality Management A Background on TQM in IoBM, Karachi IoBM is one the three leading business schools of Pakistan and has achieved this position after a long struggle and after a continuous improvement in its process. Maintaining this high position is extremely important, and for that the Institute has a separate Quality Enhancement Unit which makes sure that everything in the university from teaching methodologies to course content to teachers and to students is of high quality. TQM has its implications in all the departments of the Institute. For example Management Excellence Centre tries to bring in the best of workshops for all its stakeholders, the academics department tries to maintain quality in teaching content and methodology, administration department tries to run all the processes smoothly etc. For the sake of this report, we will be discussing Quality Enhancement Cell in detail and will then discuss some of the processes of the Management Excellence Center of IoBM. Quality Enhancement Cell of IoBM Quality Enhancement Cell of IoBM was established in April 2008.

IoBM 5 Total Quality Management Major Functions of the Quality Enhancement Cell of IoBM: The Quality Enhancement Cell (QEC) is to be headed by a Dean/Director reporting directly to Vice Chancellor/Rector. He is to be the correspondent with the outside bodies. 1. QEC is responsible for promoting public confidence that the quality and standards of the award of degrees are enhanced and safeguarded. 2. QEC is responsible for the review of quality standards and the quality of teaching and learning in each subject area. 3. QEC is responsible for the review of academic affiliations with other institutions in terms of effective management of standards and quality of programs. 4. QEC is responsible for defining clear and explicit standards as points of reference to the reviews to be carried out. It should also help the employees to know as to what they could expect from candidates. 5. QEC is responsible to develop qualifications framework by setting out the attributes and abilities that can be expected from the holder of a qualification, i.e. Bachelors, Bachelor with Honors, Masters, M. Phil., and Doctoral. 6. QEC is responsible to develop program specifications. These are standard set of information clarifying what knowledge, understanding, skills and other attributes a student will have developed on successfully completing a specific program.

IoBM 6 Total Quality Management 7. QEC is responsible to develop quality assurance processes and methods of evaluation to affirm that the quality of provision and the standard of awards are being maintained and to foster curriculum, subject and staff development, together with research and other scholarly activities. 8. QEC is responsible to ensure that the universitys quality assurance procedures are designed to fit in with the arrangements in place nationally for maintaining and improving the quality of Higher Education. 9. QEC is responsible to develop procedures for the following:
o o

Approval of new programs Annual monitoring and evaluation including program monitoring, faculty monitoring, and students perception

o o o o

Departmental review Student feedback Employer feedback Quality assurance of Masters, M. Phil. And Ph. D. degree programs

o o o o

Subject review Institutional assessment Program specifications Qualification framework

IoBM 7 Total Quality Management The Student Counseling System The Student Counseling system is established in IoBM in place in order to make sure that the students have the right mindset and approach to see things and they are clear about their career paths and goals. Career counseling in more important in a university than it is in any other level of schooling. This is because by this time, students become more aware of the various career choices and become very confused, if not helped at this time then they can completely get lost. The career counselors at IoBM are highly qualified and friendly. They deal with the following four areas of the counseling system: Academic Counseling: This includes counseling and dealing with all the problems related to courses selection mechanism, understanding institutes policies, signing of undertakings and everything in the middle. Career Counseling: This aspect of counseling includes internship placements, job placements, providing avenues for interaction with the industry leaders and everything in the middle. Personal Issues: Students at this level are frequently seen in severe stress and anxiety due to heavy course burden, managing with curricular and extracurricular activities and stress about getting a good job after graduation. Moreover, this aspect of counseling also deals with domestic issues and problems. Student Services: These include all other counseling services that the above four dont cover like learning, low CGPA, Blocked ID, issues with registration, semester break, endowment funds and scholarships.

IoBM 8 Total Quality Management Membership in APQN IoBM is a member of The Asia-Pacific Quality Network (APQN), which is an agency to ensure quality in higher education in Asia Pacific, which is a region with more than half of the worlds population. Asia Pacific region is specifically important because of the fast growth in Youth population, which in turn is increasing the need for quality education. Therefore, there is a need of such an agency that brings in the best of practices from all around the world to this region in order to bring the students on the same level and keep them competent at the same time, and APQN does just that. APQN has been established with the help from World Bank and UNESCO. The agency have been growing since its establishment due to its devotion with the purpose of bringing quality and bringing high degree of collaboration among different countries and across various institutions. IoBMs membership in this prestigious agency shows its commitment to Total Quality Management in all its processes. Continuous Workshops on the subject IoBM keeps sending its staff on national and international workshops held on TQM so as to equip the staff and the institute in general about the latest developments in the subject so that the institute stays updated and keeps improving.

IoBM 9 Total Quality Management Nonvoting Membership of the Statutory Bodies This is done in order to ensure Total Quality in various statutory bodies of the institute and in order to make sure that the objectives of these statutory bodies are aligned with that of the university. Major Achievements All these efforts to maintain Quality at the institute enabled it to achieve extraordinary results that can be summarized in the following achievements. Institute of Business Management honored with "B-School Leadership Award" in July 2010. The Asia's Best B-School Awards are presented by CMO Asia. The Awards of the highest stature are presented to institutions which have surpassed several levels of excellence and set an example of being a role model demonstrating exemplary leadership. Our team qualified for the CIMA Global Business Challenge (GBC) Pakistan 2010 and won the Country Final. Later IoBM represented Pakistan in Malaysia where prestigious universities from all over the world participated. It was a great honor for the Institute. IoBM students won top honors at "The Business Launch Challenge" competition held by P&G Pakistan for students of local business universities. The contesting students were asked to prepare a business launch plan for P&G's international brands of products in Pakistan. IoBM

IoBM 10 Total Quality Management students showed their capabilities and won (the competition had begun with 50 plus teams, 10 teams had made it to the finals). IoBM students have won the Lipton Talent Hunt, National Business Competition between leading business schools across Pakistan. This was the first of its kind of project in Pakistan initiated by UNILEVER to search for talent for its esteemed Management Trainee Program 2009. IoBM was a runner up in the GIRC (Global Investment Research Challenge (2010). This competition was organized by CFA Association. The teams were required to IoBM is using Quality function deployment (QFD) model which is a method to transform user demands into design quality, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, It helps IoBM in quality assurance and quality control points with function deployment and also used in value engineering.QFD model help focus on characteristics of a new or existing product or service from the viewpoints of market segments, company, or technology-development needs. The technique yields charts and matrices. QFD helps transform student needs into engineering characteristics (and appropriate test methods) for a product or service, prioritizing each product or service characteristic while simultaneously setting development targets for product or service.

IoBM 11 Total Quality Management

QFD program for MBA in IoBM focus on these 4 characteristics Design, Implementation, Knowledge and Skills. It also focus on Competitive assent and degree of Technical Difficulty. By analyzing all these things it comes to Target value then Absolute Weight and finally Relative weight.

Management Excellence Center Driven by the passion for enhancing the professional capabilities and skills of the corporate sector in Pakistan, MEC offers an overarching range of training programs and interaction opportunities with the excellence and rigor that is designed to add substantive value to an organization. Departmental Hierarchy

Rector/Executive Director

Senior Assistant Manager

Senior Secretary

Advisor/Consultant/F acilitator

Officer

IoBM 12 Total Quality Management Programs The MEC actively engages itself frequently in the following Open Enrollments Some of these program include but are not limited to the following

Professional Diploma in Human Resource Effective Marketing Management

Corporate Strategic Thinking PMP Exam Preparation Certified Training Practitioner (CTP) Corporate Governance Interviewing Skills How to Avoid Politics at Workplace! Finance for Non-Finance Executives Marketing Management The Art of Win Win Negotiations Research Methodology Integrated Marketing Communication Trainings

The following trainings have been conducted so far

Project Management Distribution & Channel Management Talent Management - Diploma In HR

IoBM 13 Total Quality Management

HR Diploma Module "Compensation & Benefits" HR Diploma Module "Talent Management & Employer Branding" Diploma in Web Engineering Corporate Governance Leadership Skills (CGLS) - Module 1 HR Module Two - HR during Change ,Mergers and Acquisitions Project Management Corporate Governance Leadership Skills (CGLS) English Language Proficiency (CELP) Integrated Marketing Communication Blue Ocean Strategy HR Diploma (Module 1) Association of Chartered Certified Accountants (ACCA) Seminars and Conferences

Conference on Long Term Debt Financing: Issues and Challenges for Pakistan - March, 2012

Topsim General Management Game by Dr.Dietger Mainz - February, 2012

Launching Ceremony of SINDH ECONOMIC SURVEY (2009 - 2011) February, 2012

CFA Institute Local Investment Research Challenge 2011-2012 February, 2012

IoBM 14 Total Quality Management Consultancy

Research Surveys Conduct of Aptitude Tests Conduct of Teachers Recruitment Recent Projects

TNA Training Need Assessment Leadership Management Excellence (LME) Program offers Customized Training & Need Assessment Services. MECs LME program intends to provide a better understanding of the actual and perceived training and support needs of the organization by employing a need assessment tool specifically designed for each client. The comprehensive and effective need analysis would translate the organizational goals into a reality, determine whether training is needed and, if needed, specify what that training should accomplish, along with gathering information about present practices and comparing these practices with the desired way of doing business. This will help the MEC team to develop customized trainings for the concerned organization and its employees using the extensive resource pool available to MEC.

IoBM 15 Total Quality Management Recommendations The institution needs to work in the following areas in order to utilize the full potential of its Quality Enhancement Cell (a) Redefine the role, purpose and responsibilities of university. (b) Improve university as a way of life. (c) Plan comprehensive leadership training for educators at all levels. (d) Create staff development that addresses the attitudes and beliefs of faculty. (e) Use research and practice-based information to guide both policy and practice. (f) Design comprehensive student development initiatives that cut across a variety of agencies and institutions.

IoBM 16 Total Quality Management Conclusion IoBM is top notch business school of the country and the graduates of this business school then go on to join all the best national and multinational companies that are in operations in Pakistan and in different parts of the world. Therefore, it is immensely important that the institution maintains its position which is possible only if the company keep on improving its quality in terms of its students, teachers, and administrations being major components. IoBM has understood this need from the very beginning therefore it opened its Quality Enhancement Cell in 2008. This cell is fully operational in the institute and works in all the three areas as mentioned above. The institution, thus, has proper student counseling system, keeps on arranging workshops for its faculty and students and is also attend various workshops nationally and internationally in order to stay abreast with the latest changes in the field. However, it needs to incorporate the above mentioned recommendations in order to capitalize completely on the potential of its quality enhancement cell.

IoBM 17 Total Quality Management References Web Links www.iobm.edu.pk www.apqn.org

IoBM 18 Total Quality Management Appendix 1: Interview Questionnaire Organization Chosen: IoBM 1. What is the purpose of the Quality Enhancement Cell in IoBM? 2. In what areas does the Cell work into? 3. What are some of the measures through which these objectives are achieved? 4. Do you think the organization is quality conscious toward employees? 5. Is the organization providing quality assurance system & operation? 6. How frequently does the organization have a meeting of quality circle? 7. Is the information system regularly updated? 8. Is there formal career planning process in the organization? 9. Is there is a shared vision of where the business is growing? 10. Are the employees kept updated about changes in job skills & job designs? 11. Is formal or informal method followed for employees feedback and acting on that feedback? 12. Does the organization provide right environment to apply your knowledge from new programs to the job? 13. Do you feel that the organization is a good place to work? 14. Do you feel comfortable with rules and policies of the organization? 15. What type of relations are you having with your superior, peers and subordinates?

IoBM 19 Total Quality Management 16. Do you feel that you can get ahead in the organization if you make an effort? 17. Do you get any reward on your good performance? 18. Do you find that your performance is properly measured in the organization? 19. Do you find that your job makes the best use of your abilities?

IoBM 20 Total Quality Management

Appendix II: Figures

Figure I: The Student Counseling System

Figure 2: QFD Model for MBA

Figure 3: Membership in APQN

IoBM 21 Total Quality Management Appendix III: Tables

S. No 1

Name of the statutory body Management Review Meeting

Date when acquired May 2008

2 3

Board of Studies Academic Council

May 2008 May 2008

Table 1: Non-voting member in Statutory Bodies

S. No 1

Title of the event First Q.A. Quality Awareness and Self Assessment workshop for private Sector Universities. Venue: Lahore, organized by HEC Establishment of Quality Enhancement Cell (QEC) training for QEC official. Organized by HEC at Karachi Implementation of Degree Supplement form. Organized by HEC at Karachi.
Table 2: Workshops arranged

Date May 28th & 29th, 2008

Purpose of the event (Participation/ Contribution) Participation and Contribution

April 2010

Participation and Contribution Participation

May 2010

IoBM 22 Total Quality Management

S. No 1

Title of the event Workshop on Requirement of QA and SAR for new Faculty. Seminar on Applications of Software Turnitin from Shaheed Bhutto University. Workshop on Applications of Software Turnitin for HOD with information to HEC. Workshop on Applications of Software Turnitin for faculty with information to HEC.
Table 3: Seminars arranged

Date Sept 12,2011

Target group New and visiting faculty members. Head of Department and Senior faculty members. Head of Department and Senior faculty members Junior faculty members.

Purpose of the event To provide the information on teaching plan and 10 QA proformas. To find the gaps and improve.

Sept 23,2011

Oct 9, 2011

To understand the use of software on plagiarism, term reports assignments and grades. To understand the use of software on plagiarism, term reports assignments and grades.

Oct 10, 2011