Pakistan Railways aims to improve its services and operations through implementing quality management. It currently faces issues like a shortage of locomotives, outdated tracks, and poor time management. To address these problems, it plans to benchmark the railway systems of Japan and India, which have more adequate locomotives, focus on freight and hospitality, commercialize railway property, and adopt the continuous improvement methodology of Kaizen. Benchmarking these models and applying Kaizen's principles of no excuses, no waste, and just doing it can help Pakistan Railways fix its issues and enhance its performance.

2. Pakistan Railways
(implementation of quality management)
Group A
•Tahmeena Batool
•Anam Zafar
• Nouman Riaz(03334071113)
•Adnan Saddique

3. The Journey So far…

4. Pakistan Railways
Sequence
• Introduction
• Problem Identification (evaluation of issues
regarding stability)
• Problem Criteria (implementation of quality
management)
• Benchmark Japan and Indian models
• Applying Kei-Zen methodology
• Conclusion

5. Introduction
• State own rail transport service
• Head quartered in Lahore
• Stretched over 8000 km
• Important mode of transport
• Administer under federal Gov. ministry of railways

6. Vision
• Making Pakistan Railways the preferred
means of passenger travel and goods
movement for majority of Pakistani
population by providing them a safe,
efficient, reliable, comfortable and
affordable means of transportation by
modernizing its services, rationalizing its
operations and efficiently managing its
resources

8. Current operational problems
• Shortage of locomotives
• Burdensomeness of out of order locomotives
• Lack of freight trains
• Track is over aged
• Encroachments on the property of PR
• Deficient duty hours of parcel/cargo
trains
• Negligent treatment with time management

9. Problem criteria (2008-Till now)
• Negligence by the last government during
2008-2013 has led the Pakistan Railways down
rapidly. As of mid-2012, it was decided to stop
all goods train haulage due to severe shortage
of locomotives and fuel.
• This problem gets longer till now and remedies
to ignore DE stability of PR are not 100%
implemented.

10. Shortage of locomotives
• 70 per cent carriages are out of service.
• Passengers train as well as freight and cargo
trains are spare due to shortage of locomotives.
A bit change has been seen(2014) as:
Duty hours of Badami bagh cargo train has
increased up to 6 days a week and 3700000/day
revenue is generated.

11. Lack of freight trains
• The bulk of railways earnings are drawn from
freight services which are not being accorded
the priority they deserve.

12. Over aged Track
• Maximum Speed of trains in Pakistan
Railways is 120 km/h.
• While only some sections of Karachi-Lahore
main railway line allow 120 km/h speed.

13. Worthless time management and
cleanness
• There is no time management due to which
consumer is not satisfy.
• Most of the complaints are about extremely
low quality of services provided although
management claims to maintain the quality but
there are certain gaps.

14. Now, “Identification of
problem is 50 % of solution”
What is remaining
50%?

15. BENCHMARKING
To Fix Problems And For Best Practices.
We suggest to benchmark Japan and Indian
railway models.

16. What is benchmarking?
• The process of learning, adapting, and
measuring outstanding practices and processes
from any organization to improve performance

17. Why benchmark?
To
From

18. Why Benchmark?
• Identify opportunities to improve performance
• Learn from others’ experiences
• Set realistic but ambitious targets
• Better prioritize and allocate resources

19. Which kind of benchmarking will be
implemented?
Competitive benchmarking
• A comparison against a specific
competitor for the product, service or
function of interest.
• Product/service and process are directly
comparable.

20. Process For bench marking
1. Decide what to benchmark
2. Understand current performance
3. Plan
4. Study others
5. Learn from data
6. Use the findings

21. As we decided and knew
current performance so
we’ll go for study the
information from India
and Japan.

22. Indian Railway

23. Adequate locomotives through
Domestic production
• Railways has 7500 engines,38000 coaches &
about 2.5 lakh of wagons
• runs about 14,300 train daily.
• Locomotives are manufactured at Chittaranjan
Locomotive works, Chittaranjan. (locomotives
are manufactured domestically)

24. Focus on Freight and Hospitality
• Over 951 million tonnes of freight annually
(2013)
• Indian Railways have also focused on
providing Hospitality to its travellers.
i.e. Food, hospitality and cleanliness

25. World class luxury
• Providing luxury to accumulate revenue from
rich Indians.
i.e. The Golden Chariot

26. Commercializing property
• Indian Railway also owns and operates two
railway hotels at Ranchi and Pori
(To utilize and commercialize the spare property
and to provide hospitality to their citizens)
• trains can run at maximum speed of 140 km/h.
(active time management)

27. Public concerns
• Public concerns are taken seriously by Indian
railway
i.e.
• Availability of Reservation
• Internet booking
• information for passengers on internet

28. Tree plantation
• Railway plant about 20 lakhs tree
every year
(more trees are planted in thirst areas, a
wise use of spare property and a better
step to reduce the spoilage of track)

29. Japan Model
• In 2013, 337 million ton freight were carried
on railways in Japan
• The railway companies are accountable to
manage the stations and commercial zones
around the stations.
i.e.
JR East has built office buildings and hotels
around Tokyo Station.

30. Cont.
• The Japanese government is promoting the
improvement of the urban railways, up
gradation of tracks to achieve efficiency.

31. Applying Kaizen methodology
What is Kaizen ?
(KY-Zen)
“Continual Improvement”
Kai = Change
Zen = Good (for the
Better)
Increasing the value without paying out money but using the wisdom to.

32. Kaizen and innovation
The Japanese make a distinction between Kaizen and
innovation:
Kaizen Innovation
gradual, uses small
steps, conventional
know-how and a lot
of common sense
is viewed as being
more radical
because it comes
in big steps.

33. Kaizen forces to:
Improve several aspects of business
for value addition towards
customers.・New technology
development
・Groundbreaking
material
development
・Moves of
competitors
・Costumer needs
・Legal regulations
Kaizen
reality and
Constraints
corresponding

34. Kaizen mind
• No Excuses
• No Waste
• Just Do It!
• quick to act
• fast results

35. No excuses..
• Past negligence of previous govt. is not an
appropriate justification of current
unsatisfactory performance of PR

36. No waste, also refers to Muda (in
Japanese means work without a product or effort
wasted)
• Spare passenger trains due to shortage of
locomotives must become operational
• Freight awaiting trains are going toward
deterioration. Put them to work.
• Enhance the duty hours of cargo/parcel
trains.
• Commercialize the trash property of PR
to generate revenue.

37. Mura means unevenness in the
flow of work.
• Proper time management add value
toward customer’s perception.
• Railway management must assure
passengers about their on time arrivals.
• Formulate strategy for easy reservation
E- ticketing
All information available on website

38. Just do it..
• Start launching the appropriate processes
on emergent basis to get fastest results.