ISO 9001 Certifying Productions & Operations Management at KPUE.docx

ISO 9001: Certifying Productions & Operations Management at
KPU
ENTR 3130 S50- 2017
Prepared for: Dr. W J Tutlewski, EdD
Date: March 13, 2017
Statement of Academic Honesty
We the undersigned declare that the work performed for this
project and the contents of this report represent only original
work of or by the members of the team. Any work that has been
included from outside sources or quotations will be properly
cited and referenced throughout the report.
______________________________
Jag Bains (100274849)
_______________________________
Majed Alawwad (100256277)
_______________________________
Gavy Barn (100258411)
______________________________
Sumit Minhas (100267819)Executive Summary

Aim
The aim of this report is to evaluate the current process used at
Kwantlen Polytechnic University and help them get the ENTR
3130 course ISO 9001 certified by the end of 2017. This report
covers the current processes used and the improvements
required to gain the certification. The sections discussed in this
report will give KPU a better understand on the changes need to
sustain a high-quality management system.
Background
ISO 9001 is an international standard which established the
requirements to order to ensure the company is using the best
method of quality management system. The standard focuses on
strong customer focus, motivation and implication of top
management, and continual improvement (ISO, 2015). The
result of the successful implementation of the certification will
ensure that the university will acquire more of a market share as
the number of students registered will increase.
The report consists of ten sections from the ISO 9001 standard
in which both the current and future processed are discussed.
Kwantlen Polytechnic University is a diverse university offering
a wide arrange of programs and is continually improving upon
its standards. They have developed a strategic plan that
emphasis quality, reputation, and relevance. To meet the
strategic plan that Kwantlen set for themselves the ISO 9001
certification will help them manage their resources and policies.
Furthermore, by incorporating the certification KPU can
maintain a competitive advantage from improved quality
management.
Currently, KPU does not have a consistent curriculum or
textbooks for ENTR 3130. There are professors who have
different versions of books or authors required for students.
Additionally, the course curriculum varies from professor to
professor and causes students to believe that each of the

professor requires the same amount of work throughout the
semester. One way to counter this is to have all the professors
teaching the course and the committee member of the business
department, develop one standard course outline in which all
the instructors follow. This includes using the same textbook
and keeping the core curriculum the same throughout the year.
To evaluate the performance of the course, methods such as the
student appraisal surveys at the end of the semester,
ratemyprofessor.com, and academic results can be used to judge
the quality of the improvements. The subcommittee member
Lyndsay can help analyze and evaluate the results of the
evaluation. Additionally, benchmarks and employee
empowerment can be used as tools for measuring quality
management of the course improvements.
Conclusion
Given the potential benefits KPU could achieve through ENTR
3130 ISO 9001 certification we believe that pursuing
certification is worth the time and effort for the organization.
The pursuit of certification will allow KPU to improve its
current quality management system and it will help the school
gain a competitive advantage over other universities offering
the same type of course. As the course curriculum improves
through the certification process, an increase in the number of
registered students is bound to occur due to an increase in
customer satisfaction.
It is our recommendation that Kwantlen Polytechnic University
should integrate the ISO 9001 quality standards to the ENTR
3130 course and make it certified….?(REWORD
THIS???).......Implementing ISO 9001 at KPU for ENTR 3130
will cost $ (ADD COST HERE) and provide savings/benefits of
$(ADD SAVINGS HERE IF ANY)) over the next # years if
KPU decides to certify ENTR 3130 to ISO 9001. The ROI IS
(#%) and initial implementation costs/benefits will be recovered
through improved quality in the first year.

(add in benefits/advantage paragraph part here)
Table ofContents
Executive Summary 2
1.0 Introduction 7
1.2 Amendment Sheet 9
2.0 Company Overview 10
3.0 Terms and Definitions 10
4.0 Context of the Organisation (KPU) 13
4.1 Introduction 13
4.2 Quality Policy 14
4.3 Quality Planning 15
4.3.1 KPU Strategic Plan Vision 2018 15
4.3.2 KPU Academic Plan 2013-2018 16

4.4 Legal Requirements relating to QMS 16
4.5 Summary 16
5.0 Operations and Productivity 17
5.1 Introduction 17
5.2 Operations Management 17
5.3 Supply Chain 19
5.4 The Productivity Challenge - and Measurement Choices 19
5.4.1 Student Appraisals 19
5.4.2 RatemyProfessor 20
5.4.3 Student Performance 20
5.5 Summary 21
6.0 Operations Strategy 22
6.1 Introduction 22
6.2 Mission 22
6.3 Strategies 23
6.4 Competitive advantages 24
6.4.1 Differentiation24
6.4.2 Low cost 25
6.4.3 Response 25
6.5 Summary 25
7.0 Project Management 26
7.1 Introduction 26
7.2 Planning 27
7.2.1 Project organization 27
7.2.2 Project Manager 28
7.2.3 Work Breakdown Structure (WBS) 28
7.3 Scheduling 29
7.4 Controlling 30
7.4.1 Project management Techniques 30
7.4.2 Program Evaluation and Review Technique (PERT) and
the Critical Path Method (CPM) 31
7.5 Summary 31
8.0 Forecasting32
8.1 Introduction 32
8.2 The strategic importance of forecasting 32
8.2.1 Forecasting and Human resource decisions 33

8.2.2 Forecasting and Supply chain management 34
8.3 Time-series forecasting 34
8.3.1 Decomposition of a Time Series 35
8.4 Forecasting in the service 36
8.5 Summary 37
9.0 Managing Quality and the Environment 37
9.1 Introduction 37
9.2 Defining Quality and Environmental Challenges 37
9.3 Tools of TQM 38
9.3.1 Employee Empowerment 39
9.3.2 Benchmarking 39
9.4 The Role for Inspection 39
9.5 Summary 40
10.0 HR, Job Design, and Work Measurement 41
10.1 Introduction 41
10.2 Job design 41
10.3 Methods analysis 42
10.4 Ethics 44
10.5 Summary 44
11.0 Conclusions and Recommendations 45
Conclusion 45
Appendix A – Gantt Chart 48
Appendix B - Subcommittee on Course Curriculum 49
Appendix C - KPU Grading System 50
Appendix D – Goals and Strategies 51
References 52
1.0 Introduction
The aim of this report is to evaluate the current process used at
Kwantlen Polytechnic University and help them get the ENTR
3130 course ISO 9001 certified by the end of 2017. This report
covers the current processes used and the improvements

Initially, section 2.0 provides a brief overview of KPU, which
includes the history, programs offered, and the future of the
organization. Then in section 3.0, we explain the numerous
terms that will be used throughout the report. In section 4.0, we
explain the context of KPU, which includes their goals and
strategies which relate to quality. A section regarding the
Vision 2018 policy is also described to explain the importance
quality has to KPU and its courses. In section 5.0 the report
consists of the general operations and productivity elements of
KPU. In this section, we outline the major role of management
and how their responsibilities relate to KPU and the course
curriculum of ENTR 3130. We will also go in-depth about the
challenges of how productivity is measured.
In section 6.0 of the report, we will discuss operations strategy
and where specific changes regarding the ENTR 3130 course are
outlined to become certified. It also details the mission and
strategy of KPU and the ongoing efforts needed to better
accommodate it to additional quality standards. Finally, a list of
possible benefits of ISO 9001 is detailed in which KPU can
achieve if they choose to become the first university in the
Lower Mainland to be certified.
In section 7.0 of the report, we will discuss project
management,whichconsists of planning, scheduling, and
controlling any process or procedure which is associated with
the ISO 9001 certification. As this project will affect the entire
organization for an extended period, it is critical that our
approach is planned meticulously. This section will provide how
the structure of the ISO 9001 project will be incorporated
within KPU and the ENTR 3130 course. This includes using
tools such as the Gantt chart for our scheduling phase. We also
outlined the possible contingent scenarios that may occur during
the controlling phase, as not everything may go accordingly to
plan.

In section 8.0 of the report, we will discuss forecasting and how
it will describe the timeframe and help determine the future
outcomes of the tasks we have suggested to implement. This
includes describing the time horizons and time series of the
project. The time horizons will be used to separate tasks from
short, medium, and long terms. The time series will be used to
integrate quantitative methods into the time series forecast.
In section 9.0 of the report, we will discuss Managing Quality
and the Environment, explaining what quality is, how it can be
useful for the ENTR 3130 course, and the impact it has on the
students and professors. The tools of quality are also explained
as there must be some sort of measurement to determine what
KPU is doing right and wrong in regards to its quality control
for the ENTR 3130 course. Furthermore, the university has
come up with a long-term plan called the Vision 2018 which
details the importance of quality and how it will shape the
future for KPU. Several tools of Total Quality Management
(TQM) are also described to provide the relationship between
what KPU needs for quality management and how they can
improve upon them.
In section 10.0 of the report, we will discuss HR, Job Design,
and Work Measurement, explaining the requirements the
university needs in obtaining the necessary personnel, the work
being affected by following the conformity, and what type of
job design to follow for the course. In regards to the work
measurement, a set of requirements are also placed to further
help improve the quality of the course such as the visual
workplace. To best adapt to the quality standards KPU must
continually improve upon the classroom environment.
In section 11.0 of the report, we will discuss the conclusion of
the report, where a detailed summary is shown regarding each
section of the report and a recommendation section is shown

giving an overview of the main takeaways of the report. It
details the potential action plan that outlines what KPU should
do, what they require to improve the ENTR 3130 course, and
the time frames in which to implement the necessary changes.
1.2 Amendment Sheet
Significant amendments to the report will be listed below.
Amendments will be initialized by the team and approved by the
project manager.
ISO 9001 Draft Manual Amendment Sheet
Date: 2017-03-13
Date
Description of Amendment
Initialed by:
Approved by:
2017-03-06
Changed the title page with spacing, punctuation, added in a
Statement of Academic Honesty, and font sizes. This pertains
for the tasks following the proposal.
GB
2017-03-06
Added a table of contents to easily find information by sections
and page numbers. This pertains for the tasks following the
proposal.
GB
2017-03-06

Rewrote the introduction with corrected sentences and grammar
mistakes. This pertains for the tasks following the proposal.
GB
2017-03-06
Labelled every section’s heading with a number. This pertains
GB
2017-03-06
New group member, Sumit joined the team.
SM
2017-03-06
Made all the necessary changes on the Gantt chart. This pertains
GB
2017-03-22
Reconstructed title page: fixed punctuation and spacing which
will catch the attention of the reader.
GB
2017-03-22
The aim of the executive summary, introduction, and conclusion
are all made consistent.
JB
2017-03-22
Simplified the introduction to show exactly which section we
are referring to.
JB
2017-03-23
Expanded the company overview section to include the ENTR
3130 course.

JB
2017-03-23
Rewrote the introductory paragraphs for all the sections of the
report to keep it consistent throughout as it is easier to read.
GB
2017-03-23
Bolded the necessary terms in section 6.3 to catch the attention
of the reader.
GB
2017-03-23
Rewrote section 7.1 Introduction paragraph by breaking it down
into sections for easy understanding.
GB
2017-03-23
Moved the reference citations from the right to the left under
the bullet points or numbered list in all the sections throughout
the report.
GB
2017-03-23
Improved the flow of section 5.2
2017-03-23
Rewrote section 7.2.2 to identify the project manager in the
beginning of this section.

2.0 Company Overview
2.1 Introduction
In this section, we will describe
2.2 Kwantlen Polytechnic University
Kwantlen Polytechnic University (KPU) was established in
1981 after separating from Douglas College. It is a post-
secondary institution that offers students an environment to
expand and gain the necessary skills to help them excel in their
careers post-graduation. Currently, the university offers both
traditional and career programs in citation, certificate, diploma,
and degree programs (KPU,n.d.). These programs are offered to
over 20,000 students annually, which are located across four
campuses in Surrey, Richmond, Langley, and Cloverdale
(KPU,n.d.).
It first became known as a “polytechnic” university in 2008,

renaming itself from Kwantlen University College to Kwantlen
Polytechnic University. This change emphasized Kwantlen’s
need to be different from other universities. It indicated how
KPU itself diversified, offering a wide range of programs for
students to choose from instead of being limited to a core few.
Additionally, they also differ from other local universities as
they offer a maximum classroom size of 35 students. This helps
students learn through a more interactive and closely-knitted
classroom environment. It also helps professors focus more on
the 35 students, than compared to a class of over 100 students
like other universities in the area.
KPU has demonstrated several quality assurance functions since
it became a member of the Association of Universities and
Colleges of Canada (AUCC) in 2008. One quality assurance
commitment is the Program Review which helps answer the
question “are programs providing students the skills they
require to become successful global citizens and career
professionals?” (Program Review, 2015). This is a vital aspect
of KPU’s Vision 2018 and the long term plans the university
has in its ongoing improvements with regards to the reputation,
goals, and quality in its programs.
2.3 Entr 3130…...
ENTR 3130 productions and operations management is currently
being taught at KPU as a mandatory class for all students
enrolled in business programs. It involves exposing students to
the real-world situations of managing a business through
operations management. The course curriculum offers both an
individual portion and a group portion for grading students
accordingly. This is meant to test students of the theoretical
part of the course and apply it directly to the business world.
Currently there are three professors teaching this course;
Bradley Anderson, Vasile Zamfirescu , and Dr. Wiktor
Tutlewski. Each professor has their own set of core learning

objectives that they tend to focus on in the class. In that sense,
one student may find the class easy to understand whereas
another student may find it difficult to comprehend the core
teachings of the class.
3.0 Terms and Definitions
Throughout this report we will be using terminology that will be
consistent with our report that may not be commonly known
terms.

Associations of Universities and Colleges of Canada (AUCC) -
A membership organization that helps provide university
presidents a platform to voice their opinion on higher education
(Universities Canada, n.d.).
Audit - A systematic review or assessment of a topic or area.
For this report, we will be inspecting ENTR 3130.
Benchmarking - Using the best of an industries platform or
process and integrating it into your own for an improvement
Canadian Information Center for International Credentials - The
CICIC provides information on Canada’s quality assurance and
governs the quality taught in post-secondary institutions.
Competitive advantage - the creation of a unique advantage over
competitors (Heizer, Render & Griffin, 2014, p. 36).
Continuous Improvement - A long term approach that seeks to
improve services or products through incremental changes.
Controlling – the firm monitors resources, costs, quality, and
budget (Heizer, Render & Griffin, 2014, p. 57).
Cost of Quality - The cost of doing things incorrectly, which is
essentially the price of non-conformance. The costs associated
with quality are prevention costs, appraisal costs, internal
failure costs, and external costs (Heizer et al, 2014, p.193).
Critical path - the computed longest path(s) through a network.
PERT and CPM both follow six basic steps. The activities on
the critical path will delay the rest of the project if they are not
completed on time. (Heizer et al, 2014, p. 64).
Differentiation – distinguishing the offerings of an organization
in a way that the customer perceives as adding value (Heizer et

al, 2014, p. 34).
ENTR 3130 - ENTR 3130 is an entrepreneurial class taught at
KPU. The course is described as a “Productions and Operations
Management” that will help students apply POM techniques in
group projects involving work with simulated organizations
(KPU,2017).
Final audit - an official inspection of an individual's or
organization's accounts, typically by an independent body (Final
Audit definition, 2017).
Gantt Chart - A visual device that consists of horizontal lines
showing the amount of work done in certain periods with
relation to the amount of time allocated for the periods (Heizer
et al, 2014, p.62).
International Organization for Standardization - This is the
international organization that sets the quality standards for ISO
90001.
ISO 9000 - A set of quality standards developed by the
International Organization for Standardization (Heizer et al,
2014, p.194).
Kwantlen Polytechnic University(KPU) - A university in B.C.
where ENTR 3130 is being taught at.
Moving Average - Using the average of the most recent periods
of data to forecast the following periods (Heizer et al, 2014,
p.111).
Mission – the purpose or rationale for an organization’s
existence (Heizer et al, 2014, p. 32).
Naïve Approach - A technique that assumes demand in the next
period will be the same as the previous period (Heizer et al,

2014, p.111).
Operations - This is an outline of how the ENTR 3130 is being
run at KPU. This includes the daily activities of how the course
is taught by the professors, the course curriculum, and how
management selects to hire professors.
Project manager - An employee who plans and organizes the
resources necessary to complete a project. See also project
management (Project manager definition, 2017).
Project scheduling – involves sequencing and allotting time to
all project activities (Heizer et al, 2014, p. 56).
Quality - In regards to this report for the ENTR 3130 class,
quality indicates how to improve the course in a more efficient
and effective measure for students.
Quality Management System - The processes in place at KPU
that ensures that the services provided to the students are
consistent and of high quality.
Scheduling -Determining when an activity should start or end,
depending on its (1) duration, (2) predecessor activity (or
activities), (3) predecessor relationships, (4) resource
availability, and (5) target completion date of the project
(Scheduling definition , 2017).
Strategies - A method or plan chosen to bring about a desired
future, such as achievement of a goal or solution to a problem
(Strategy definition, 2017).
Total Quality Management (TQM) – This is a comprehensive
and structured approach to organizational management that
seeks to improve the quality of products and services through
ongoing refinements in response to continuous feedback.
(Heizer et all, 2014, p.191).

Vision 2018- KPU’s long term plan to become one of the top
universities in Canada. It focuses on the quality, reputation, and
relevance of KPU and how it will provide better opportunities
for the students from all over the world (KPU. 2013).
4.0 Context of the Organisation (KPU)
4.1 Introduction
This section will cover the context of the organization for KPU
regarding the ISO 9001 certification. Clause 4 of ISO 9001
requires an organization to evaluate itself and its context to
define effects of various elements on the organization, i.e. how
internal and external issues influence the company’s culture,
organizational goals, products, process flow, markets and
customers etc. Analyzing the context is a vital step in the
implementation of a Quality Management System(QMS) which
is specific to the organization.
While there is no prescribed method of determining the context
of the organization for KPU, a simple approach to
understanding your organization’s context consists of five steps
according to Qualsys:
1. Identify the internal issues that can affect your
organization’s products, services, investments and interested
parties.
2. Identify the external issues that can affect your
organization’s products, services, investments and interested
parties.
3. Identify who are the interested parties and what are their
requirements.
4. Define the scope of the QMS
5. Review and monitor the internal issues, external issues and
interested parties as identified above.
(Source: Context 2015)

This section will end with summary of key points covered in
regards to quality policy, quality policy and the legal
requirements related to the QMS.
4.2 Quality Policy
The prerequisite for ENTR 3130 is 45 credit hours including
(ACCT 2293 or ACCT 1210) and ECON 1150 and (BUQU 1230
or MATH 1115 or MATH 2341 or CRIM 2103 or PSYC 2300 or
SOCI 2365). You need a C in those prerequisites courses to be
eligible to register for ENTR 3130.
The minimum grade to pass the course is 60% (C). Detailed
grading scale in appendix.
KPU has huge emphasis on quality education. To evaluate the
course, it has student appraisal surveys. This is way to evaluate
the professors and the course as a whole. The surveys also let
student provide suggestions on how to improve the course as a
whole.
Another quality assurance method KPU uses is the program
review method. Program Review is a faculty-led, collaborative,
systematic, evidence-based examination of a program’s quality.
Program review is one of KPU’s quality assurance functions
and is required by the Ministry’s Degree Quality Assessment
Board (DQAB). It is also a condition of KPU’s membership in
the Association of Universities and Colleges of Canada
(AUCC). All programs undergo review once every five years.
Program Review facilitates a detailed analysis of a program’s
strengths and areas for improvement through an assessment of
its:
· competitiveness, relevance and viability within the
sector/discipline
· curriculum and instructional design
· educational experience
· Services resources and facilities

· Relationships and connections
More details about the program review in terms of who is
involved and components of the review are all listed in the
appendix.
4.3 Quality Planning
4.3.1 KPU Strategic Plan Vision 2018
KPU’s Strategic plan for 2013-2018, was approved by Senate on
April 29,2013 and by the Board of Governors June 5, 2013. The
main purpose of this plan is to reach vision 2018 which is
outlined below.
Vision
In 2018, KPU is Canada’s leading polytechnic university, with:
• Inspiring educators
• All learners engaging in campus and community life
• Open and creative learning environments
• Relevant scholarship and research
• Authentic external and internal relationships
The Goals and Strategies of vision 2018 are grouped into three
main categories which are Quality, Reputation and Relevance.
Quality
· Successful Global Citizens
· Engaged Learners
· Effective organization
Reputation
· Recognized teaching and scholarship
· Unique identity
· Continuing and professional education
Relevance
· Community engagement
· Expanded educational access
· Blending theory and practice

4.3.2 KPU Academic Plan 2013-2018
KPU’s Academic Plan 2013-2018 is a set all the university wide
priorities that will guide all the aspects of the academic
endeavor. The main objectives of the KPU academic plan is as
follows:
· Advance the excellence of the student learning experience
· Enhance and promote student engagement in order to support
students’ attainment of their academic goals
· Articulate the direction of educational programming and
purposeful community engagement
· Build university capacity, in particular, revenue, enrolment,
and KPU’s academic reputation
4.4 Legal Requirements relating to QMS
ISO 9001 ensures that all the legal requirements are met by the
organization regarding quality management. Both statutory
requirements and regulatory requirements are those
requirements that are required by law. ISO/FDIS 9001:2015
QMS Standard requires an organization to determine and control
the statutory and regulatory requirements applicable to the
organization’s products and services. It is the responsibility of
the organization to demonstrate compliance within its quality
management system. These requirements are non-negotiable and
must be complied with. By getting the ENTR 3130 course
certified would ensure that it is meeting those requirements.
This will prevent the course from getting a negative reputation
and it will become a benchmark for other courses to follow.
4.5 Summary
This section discussed the quality policy and planning KPU has
taken to create an exceptional learning environment. KPU has
adopted the Vision 2018 and the Academic plan to provide and
the best education to its students while also giving them the
incentive to come back. KPU also has the student appraisal
surveys and program review in place to ensure that KPU

provides students the highest quality of education, which will
enable to succeed in their future careers.
Becoming ISO certified will ensure that KPU ENTR 3130
course meets all the requirements, which will prevent a negative
reputation. In this way ENTR 3130 course would become the
benchmark for all courses to follow.
5.0 Operations and Productivity
5.1 Introduction
This section will cover improving operations and productivity ,
the supply chain and potential measurements used in accordance
with the ISO 9001 guidelines. This will lay the groundwork for
ENTR 3130 achieving ISO 9001 certification. It will also look
at operations management and explains its importance in the
service sector. The management process and the benefits of ISO
9001 will also be described. The next subsection will outline the
supply chain. Finally, productivity is addressed, outlining ways
to improve it with ISO 9001 and which measurement should be
used. These measurements are not without flaws so these would
also be considered. This section will end with the key learning
points from each sub section.
5.2 Operations Management
Operations Management is defined as,” the set of activities that
relate to the creation of goods and services through the
transformation of inputs to outputs” (Heizer et al.,2014, p,3).
These transformations play a vital part service sector such as
education. The activities within the services are harder to
understand as they are considered part of the operations itself.
The following activities are part of the operations related to the
ENTR 3130 and that can be improved by ISO 9001 certification:
a) Moodle maintenance: Having the Moodle site constantly
maintained is a crucial part of the course as the most of the

resources need for the course are on the Moodle website.
b) Course Outline: Ensuring the course outline is constantly
updated and meets the requirements and the needs of the
students.
c) Classroom maintenance: Classroom needs to maintained
regularly to provide students with right environment to learn in.
d) Equipment maintenance: Ensuring that projectors bulbs and
other resources are functioning properly.
e) Communication: Ensuring communication between students
and professors is made easier. This can be in the form of more
office hours or email. This would make professors more
accessible to the students.
The management process includes the application of planning,
organizing, staffing, leading, controlling to the achievement of
objectives (Heizer et al., 2014, p.6). These functions can be
applied to decision that the faculty or the committee would have
to make in regards to ENTR 3130. ISO 9001 provides many
benefits for these management functions processes; even for a
service organization like KPU. ISO 9001 can also be
implemented using the management processes. By implementing
ISO 9001 practices into the planning stage of the management
process would ensure that the most efficient ways are in
incorporated into the planning stage while trying to reach a
goal.
For example, if the goal is to increase enrollment in the ENTR
3130 course, the part of the planning would be to have top notch
professors on hand while also promoting ENTR 3130 through
clubs such Accounting Society of Kwantlen(ASK). The Staffing
would be benefited by ISO 9001 certification as they would be
trained to handle the new influx of students resulting from the

constant promotion of the course. Leading would ensure that
everyone is on the same page and the staff are carrying out their
jobs according to the ISO 9001 requirements. Controlling will
measure projected performance with actual performance so that
adjustments can be made. Implementing the ISO 9001 would
ensure that the staff is meeting the requirements of the QMS
system for ENTR 3130. Some benefits that would come to
fruition once ISO 9001 is integrated into the management
functions would be as follows:
· Reduces costs through continuous improvements of systems
and processes.
· Increases efficiency and productivity
· Improves Customer Satisfaction by meeting their requirements
· Will help identify deficiencies
· Will help improve communication, planning and
administrative processes
The ISO 9001 standard would enable ENTR 3130 course to set
goals for its operational activities and proper implementation
would ensure that these goals are met. ISO 9001 would also
incorporate the concept of Kaizen which is means the
commitment to continual improvement (citation). With the
implementation of ISO 9001 ENTR 3130 will be able to analyze
its operations and plan for continual improvement.
5.3 Supply Chain
The supply chain is defined as “the steps it takes to get a good
or service from the supplier to the consumers. It includes the
companies such as suppliers, manufacturers and retailers”
(Heizer et al, 2014, p.422).
It is important for KPU to ensure that it is receiving all the
materials from the suppliers that adhere to supply chain
management requirements for the ENTR 3130 course.
For ENTR 3130 class it's the KPU bookstore and stationery

supplies. In the case of KPU bookstore, choosing to purchase
the ENTR 3130 textbook from supplier that meets the courses
quality requirements severely limits the supplier options.
Fortunately, Pearson the largest textbook supplier in Canada
and the textbook supplier that Kwantlen receives many of its
textbook from, has its own quality management system called
compliant pro. This lets Pearson adhere to the relevant
guidelines, regulations and requirements. KPU should focus on
making sure that the ENTR 3130 textbooks are purchased from
suppliers with similar Quality management system. This would
ensure that the suppliers adhere to all the KPU’s supply chain
management requirements.
5.4 The Productivity Challenge - and Measurement Choices
Productivity is defined as” the ratio of outputs divided by
inputs” (Heizer et al, 2014, p.12). The productivity would be
measured through three main categories which are student
appraisals, RateMyprofessor and student performance.
5.4.1 Student Appraisals
Student appraisals are student surveys given to student usually
at the end of the semester to evaluate the course as whole.
Figure 2: Student appraisals are given are given the following
numerical value for each level of agreement
Level of Agreement
Rating
Strongly Disagree
1
Disagree
2
Neutral
3
Agree
4
Strongly Agree

5
The minimum acceptance level should be three for the student
appraisals. Therefore, the average for each instructor should be
3.0 or above. If the rating falls under the 3.0 rating appropriate
action should be taken to increase the average.
5.4.2 RatemyProfessor
RatemyProfessor would be the other way to measure
performance. Students use the website to rate professors based
on three main categories which are Helpfulness, Clarity and
Easiness (RatemyProfessor). Students give a score between one
to five with five being the best score and 1 being the worst.
RatemyProfessor gives an average of all three of these
categories and awards an average mark out of five. These
ratings are based on all the ratings for the professor to date. It
also allows student to give specific comments related to the
course and the instructor which is less than 350 characters.
The rating from the RatemyProfessor.com should have
acceptable rating. The acceptable rating should be 3.0 which is
60%. This acceptable rating will be based on the Overall
Quality rating for that professor to date. If the rating falls below
3.0 it should raise a red flag and would require immediate
attention.
5.4.3 Student Performance
Student performance is another way to measure productivity.
The school business should monitor student grades to make sure
they are performing up to standards. The early alert system that
KPU has a great way to keep track of student performance. The
students who don't meet the requirements would be alerted by
the early alert system and asked to seek help. A lower limit
should be set at 60% because most prerequisites for other
courses require a grade to C which at 60%. Other ways to
measure course success would be by calculating student failure
rate. This is calculated by taking the number of students who

fail the course and the divide it by the number of student
enrolled in the course. The student failure should be below
20%. A high failure rate should raise questions and appropriate
actions should to taken to address those issues. Detailed
breakdown of the grading of the grading system shown in
appendix C.
5.5 Summary
Operations management is the set of activities relating to the
creation of goods and services. It very important even in the
service organization, because although not always obvious,
many processes within the services are related to operations.
ISO 9001 certification will allow KPU to sets its goals for
ENTR 3130 course in regards to its operations and management
process.
The supply chain, which is the steps it takes to get a good or
service from supplier to the customer, it is also affected by the
implementation of ISO 9001. KPU must ensure that their
requirements are being met by these suppliers and that they are
abiding by ENTR 3130’s ISO 9001 standards. This especially
true for the KPU bookstore. They should ensure that all its
suppliers have QMS system in place that adhere to all the
requirements of ENTR 3130 course.
Productivity is the ratio of output divided by input. ENTR will
measure productivity using student appraisals, RatemyProfessor
and student performance. Student appraisals and
RatemyProfessor should both of have minimum rating of 3.0 out
5. Student grades should have lower limit of 60% which is
requirement to take other courses in the future. The student
failure rate should be set at 20%. A rate lower than 20% would
signify a successful semester whereas a rate over 20% should
raise red flags and should be addressed.
6.0 Operations Strategy

6.1 Introduction
This section will discuss the necessary aspects of Operations
Strategy that Kwantlen Polytechnic University (KPU) must
consider for ENTR 3130 to become ISO 9001 certified
including mission, strategies, and competitive advantage. It is
very important to highlight these topics and methods when
discussing and implementing a new system or a certification.
6.2 Mission
As stated in the course textbook, “Mission statements provides
boundaries and focus for organizations and the concept around
which the firm can rally. The mission states the rationale for the
organization’s existence” (Heizer et al, 2014, p. 32). A mission
statement must display the organization’s purpose so it
stimulates support, and ongoing and future commitment.
In the Vision 2018 Report, the mission statement for KPU is as
stated below:
“KPU offers all learners opportunities to achieve success in a
diverse range of programs that blend theory and practice,
critical understanding, and social and ethical awareness
necessary for good citizenship and rewarding careers” (KPU,
2013).
Based on this mission statement, we can create an Operations
Strategy that will help us attain our mission. As it pertains to
ISO 9001, KPU must modify their strategy used for achieving
this mission statement to meet the requirements of ISO 9001.
KPU will need to integrate quality into their mission statement.
They must clearly establish quality management procedures
through leadership, detailed documentation, work instructions,
and record keeping (Heizer et al, 2014, p.183). KPU places a
large emphasis on its students with theory and practice together
to overall achieve a better-quality outcome for the student
related to their learning and growth. KPU also promotes the
social and ethical awareness which is required for a basis of
good citizenship and rewarding careers.

Kwantlen’s goals and strategies in regards to quality consist of
three mains things: successful global citizens, engaged learners
and effective organization, which will all be covered in next
section, 6.3 Strategies.
It is very important for KPU to stay well in align with quality
standards pertaining to ISO 9001, as the main objectives for
KPU in 2018 is to offer Distinctive Programming to students.
This will allow the students to choose from many diverse,
innovative, and high quality programs that will reflect KPU’s
polytechnic mandate, providing students with unique learning
opportunities (KPU, 2013).
6.3 Strategies
A strategy is an organization’s action plan to achieve the
mission.Each functional area has a strategy for achieving its
mission and for helping the organization reach the overall
mission (Heizer et al, 2014, p. 32). A firm can achieve its
mission in three conceptual ways: differentiation, cost
leadership, and response (Heizer et al, 2014). The group’s duty
is to assure that ENTR 3130 can be ISO 9001 certified and
implemented completely with a strategy that can achieve all the
methods of achieving the mission.
Kwantlen introduced a “Vision 2018 Strategic Plan” report,
which will greatly showcase and improve the school’s already
well established status going forward into the future. This
report is the result of nine months of discussions both internally
and with KPU's external communities (KPU,2016). Kwantlen’s
current vision and goals have been tested against the
expectations of the communities that they serve and against
scenarios for the future of their region and the province (KPU,
2013). Kwantlen believes that their three themes of Quality,
Relevance, and Reputation capture both the challenge and
opportunity that presents to KPU. Please see Appendix D for
more information of these goals and strategies.
KPU’s ENTR 3130 needs to develop a strategy so that it
includes the standards for quality. KPU is placing lots of

emphasis on quality as indicated above and in the Vision 2018
Strategic Plan report. They must explain how and in what time
frame they will develop or change ENTR 3130 so it will meet
the requirements of becoming ISO 9001 certified. This strategy
should be developed in the short-term time horizon, within the
next few months so that certification is possible by December
31, 2017.
The ENTR 3130 courses are offered and taught by various
instructors. Each instructor has a different mission. This
mission will need to be implemented using ISO 9001 through
emphasising the quality of the course. This will offer a great
benefit to students who will take ENTR 3130 once it is certified
as it will be the Lower Mainland’s first ISO 9001 quality
certified course available. This will be unique as it will provide
a competitive advantage for KPU and the Entrepreneurial
department of KPU.
6.4 Competitive advantages
A competitive advantage is the creation of a unique advantage
over competitors (Heizer, et al, p.33). The idea here is to create
value in an efficient and sustainable way. This is also a way that
will enable KPU to figure out how it can endlessly provide that
uniqueness in satisfying students, potential students and other
interested parties by making ENTR 3130 ISO 9001 certified.
Competitive advantage is achieved in three methods:
differentiation, low cost, and response. Having the course
certified to ISO 9001 will enable KPU to gain competitive
advantage with a combination of the three methods listed.
6.4.1 Differentiation
Differentiation is concerned with providing uniqueness. “A
firm’s opportunities for creating uniqueness are not located
within a particular function or activity but can arise in virtually
everything the firm does” (Heizer, et al, 2014, p.34).
Differentiation also distinguishes the offerings of an
organization in a way that the customer perceives as adding

value (Heizer et al ,2014, p.34). As part of the reputation goal
and strategy of KPU, a differentiation advantage can be
achieved.
KPU’s theme of reputation showcases their unique identity
which is clearly articulated and well understood across the
University and beyond (KPU, 2013). This allows for KPU
differentiating from other universities. KPU has already
established itself well as they offer varieties of degree programs
such as a degree in fashion, which is not offered anywhere in
British Columbia (BC).
KPU will further differentiate itself from competing
universities, as the implementation of ENTR 3130 being
certified ISO 9001, which no other university in BC offers. This
will also be a necessity as it meets the goal and follows the
strategy in place by KPU. Potential students, current students
and other interested parties will be more inclined to attend KPU
and registering for ENTR 3130 as well as being part of KPU as
this certification process will expand the unique identity further
and maintain the reputation. If KPU does not implement the
certification process of ISO 9001 for ENTR 3130, then it will
lose this opportunity, fail to meet its vision strategy 2018 and
its mission statement.
6.4.2 Low cost
Low cost is achieved with maximum value, as perceived by the
customer (Heizer et al, 2014, p. 35). Competing on cost is
another way to gain competitive advantage (Heizer et al, 2014,
p. 34). This doesn’t necessarily mean having the lowest cost or
price of something but utilizing resources effectively.
“Identifying the optimum size (and investment) allows firms to
spread overhead costs, providing a cost advantage” (Heizer et
al, 2014, p. 34). This also doesn’t mean that KPU should be
offering courses such as ENTR 3130 at a very low cost as this is
not an effective solution. This may even result in students
expecting that the lower cost means a very low quality of
education, which we are not trying to accomplish here. For
KPU to find a way to lower their overhead costs then it could

allow for savings that will benefit students.
6.4.3 Response
Response is referring to including the entire range of values
related to timely product development and delivery, as well as
reliable scheduling and flexible performance (Heizer, et al,
2014, p.35). This also shows how quickly an organization can
survive with the changing demands and preparing well enough
in advance to respond effectively to certain changes. If KPU can
achieve this kind of competitive advantage, it can certainly
maintain their success in the future.
Adopting ISO 9001 certification will help ENTR 3130 and KPU
achieve a competitive advantage with this method. This ISO
considers the quality standards as focus is with establishing
procedures through leadership, detailed documentation, work
instructions, and recordkeeping. This can help an organization
respond to significant changes in the market.
6.5 Summary
This section discussed the necessary aspects of Operations
Strategy that Kwantlen Polytechnic University (KPU) must
consider for ENTR 3130 to become ISO 9001 certified
including mission, strategies, and competitive advantage. KPU’s
mission statement strongly supports how the organization places
a strong emphasis on the betterment of it’s students through
providing these individuals “opportunities to achieve success in
a diverse range of programs that blend theory and practice,
critical understanding, and social and ethical awareness
necessary for good citizenship and rewarding careers.”
(KPU,2013). It is essential for KPU to integrate quality into
their already existing mission statement to better meet the
requirements of ISO 9001.
In terms of strategy, KPU’s Vision 2018 strategic plan focusses
on quality, reputation and relevance which are essential factors
to consider for the school to maintain its well-established
status. It is crucial for KPU’s 3130 to develop a strategy which
places great importance on quality, as this will align with the
Vision 2018 strategic plan. It is also suggested to create a clear

and concise timeline, ideally prior to 2017 year-end, which can
be followed while implementing changes to ENTR 3130 to meet
the requirements of becoming ISO 9001 certified.
Lastly, three methods of competitive advantage were closely
analyzed to better determine how ISO 9001 will enable KPU to
gain competitive advantage. KPU will be able to differentiate
itself from competing universities, as the implementation of
ENTR 3130 being certified ISO 9001, which no other university
in BC offers. In terms of low costs, it is suggested for KPU to
find a way to lower their overhead costs, which could then
allow for savings that will benefit students. Adopting to the ISO
9001 certification supports response, as this greatly
demonstrates how KPU can adapt to changing demands, which
will maintain their success in the future.
7.0 Project Management
7.1 Introduction
This section will discuss the necessary aspects of project
management that KPU must consider to make ENTR 3130 ISO
9001 certified. The management of obtaining ISO 9001
certification for ENTR 3130 involves three phases: Planning,
Scheduling and Controlling. The three phases are listed and
described below:
· In the first phase of planning, we will determine the objective
of this project, establish the aims, and how teams will be
structured.
· The second phase of scheduling, we will determine the
relationships between the various project aspects such as the
supplies of activities, capital, and labour to determine how
these many facets are interrelated in this project.
· In the third phase of controlling, we will include the
monitoring and measuring, evaluation of compliance of KPU’s
budgets, quality, expenses, and recourses.
Overall this section will provide information related to the
project management aspect for obtaining the ISO 9001

certification for ENTR 3130 project. This section will end with
a summary of the key information points from each sub-section.
7.2 Planning
KPU will need to keep in mind the organizational goal of
receiving ISO 9001 certification for ENTR 3130 to
appropriately manage this project. This project is also classified
as specific plan for KPU to achieve ISO 9000 for its ENTR
3130 course. The planning phase will consist of the project’s
organizational structure, selection of a project manager and the
work breakdown structure for the project.
7.2.1 Project organization
A project organization is “an organization formed to ensure that
programs (projects) receive the proper management an
attention” (Heizer et al, 2014, Page 54). In this project, the
project organization is implemented to ensure that KPU’s
mission (See Section 6.2, page 21) is completed while new
initiatives, like the certification of ISO 9001 are explored. As
stated in the course textbook, the project organization works
best when:
1. Work can be defined with a specific goal and deadline.
2. The job is unique or somewhat unfamiliar to the existing
organization
3. The work contains complex interrelated tasks requiring
specialized skills
4. The project is temporary but critical to the organization
5. The project cuts across organizational lines
The deadline for achieving ISO 9001 certification for ENTR
3130 has been set for December 31, 2017. This is unique to
KPU and the Entrepreneurial department as it does not currently
have any recognized certified quality standards for courses. The
main project is temporary as KPU will either achieve the ISO
9001 certification or not achieve it. Also, this project will cover
majority of the organization of KPU, staff and stakeholders, so

they will all need to work together to achieve ISO 9001. Refer
to section 5.2 on Operations Management for more details.
As the IS0 9001 Awareness workshop, a quality improvement
solutions firm specializing in certifications such as ISO, states
that the implementation and planning stage for ISO 9001
certification should follow the following steps:
1. Conduct awareness programme (top to down)
2. Form a Steering Committee and task force for documentation
3. Identify and define the processes
4. Train personnel in the use of procedures and formats
5. Train internal auditors
6. Primary assessment of the system through PDCA and internal
audit
7. Apply corrective actions for non- conformities
8. Apply for certification
9. Second assessment of the system through PDCA and internal
audit
10. Pre-certification audit by certified body
11. Take corrective actions
12. Improve the system as per audit report
13. Final audit and certification
(Goundory, 2017)
7.2.2 Project Manager
For accomplishing and reaching all the goals of this project.
There must be a Project Manager. The project manager for this
project and undertaking the duties will be Lyndsay Passmore.
Lyndsay will take on the key decision making roles. Project
managers often deal with and ensure:
1. All necessary activities are finished in proper sequence and

on time
2. The project comes in within the budget
3. The project meets its quality goals;
4. The people assigned to the project receive the motivation,
direction and information needed to do their jobs
(Heizer et al, 2014, Page 55)
This means that project managers should be good coaches and
communicators, while being able to organizing activities from a
variety of disciplines. The project manager for this project,
Lyndsay Passmore, is the voting member on the subcommittee
for the School of Business at KPU.
7.2.3 Work Breakdown Structure (WBS)
A Work Breakdown Structure (WBS) is defined as “a
hierarchical description of a project into more and more detailed
components” (Heizer et al, 2014, Page 55). This is further
broken down into more detailed components, and then into a set
of activities and their related costs. The WBS structure will
decrease in size from top to bottom and is usually indented as
listed below:
· Project
· Major tasks in the project
· Subtasks in major tasks
· Activities (or “work packages”) to be completed
The project manager will adopt this system to keep all the tasks
organized that need be completed. For the WBS to be
successful, the whole team will be putting their individual
efforts using their experiences and strengths to complete the
major tasks. The project manager will ensure that the
appropriate people are assigned to the “right” tasks as these
people will use their individual strengths to complete the tasks
that match them.
7.3 Scheduling

As stated in the course textbook, “project scheduling involves
sequencing and allotting time to all project activities” (Heizer
et al, 2014, Page 56). To successfully schedule the project
effectively, KPU must determine all the tasks and procedures
needed to be completed to achieve ISO 9001 certification. The
project manager will be assigning the tasks for the team
members and budgeting the required time needed to complete
the tasks. The preliminary audit for this project will be
completed by Dr. Tutlewski.
Gantt charts are used and will be used throughout the whole
project. Gantt charts are planning charts used to schedule
resources and allocate time (Heizer et al, 2014, Page 56). Also,
the Gantt chart will allow the project manager to maintain a
precise timeline throughout the whole project stage and manage
the goals within reasonable timeframes. Gantt charts are very
easy to follow and are a low cost means of helping project
managers ensure that:
1. Activities are planned
2. Order of performance is documented,
3. Activity time estimates are recorded, and
4. Overall project time is developed
(Heizer et al, 2014, Page 56)
The following activities and tasks are mandatory and required in
the Gantt cart relating to this project:
1. Evaluation of KPU’s quality performance standards - (will
take approximately 1 month)
2. Establishing quality related targets - standards (will take
approximately 1 month)
3. Developing a new quality related policy standards (will take
approximately 1 to 2 months)
4. Establishing an Quality Management System (will take
approximately 2 to 3 months)
5. Audits
· Practice Audits - (evaluate performance before the audit by

ISO)
· Preliminary Audit – (perform a month before the final audit
that should be completed before the deadline of December 31,
2017)
· Final Audit – (performed at deadline date of December 31,
2017)
6. Plans for improvement and changes going forward and in the
future.
These activities and tasks listed above will ensure great
measures on KPU’s progress of completing their objectives and
goals.
7.4 Controlling
The controlling section of this project will allow the project
manager to closely monitor resources, costs, quality, and
budgets. There are a variety of reports related to controlling
which are: detailed cost breakdowns for each task, total
program labour curves, cost distribution tables, functional cost
and hour summaries, expenditure forecasts, variance reports,
time analysis reports and work status reports.
7.4.1 Project management Techniques
The project manager will use the Program evaluation and review
technique (PERT) and the critical path method (CPM). The
PERT and CPM were both developed to help managers
schedule, monitor, and control large and complex projects
(Heizer et al, 2014, Page 56). This will all be very helpful to the
project manager as these methods will help KPU determine
when ENTR 3130 will be ISO 9001 certified, what critical
activities KPU must undertake for the certification process,
determine the non-critical activities, and what the probability is
of ENTR 3130 becoming ISO 9001 certified before the
December 31, 2017 deadline.
7.4.2 Program Evaluation and Review Technique (PERT) and
the Critical Path Method (CPM)

The project manager will use PERT and CPM to develop
relationships of the tasks. She will follow the framework of
PERT and CPM which consists of 6 steps. These steps are listed
as follows:
1. Defining the project and preparing the work breakdown
structure
2. Develop the relationships among the activities. Deciding
which activities must precede and which must follow others.
3. Draw the network connecting all the activities
4. Assign the time and/or cost estimates to each activity
5. Computer the longest time path through the network which is
called the critical path
6. Use the network to help plan, schedule, monitor, and control
of the project.
Determining step 5 is very important for this project. This will
allow the project manager to find the longest path through the
network and the shortest time for the project which it will be
completed by. Having any delays in these activities will cause
further delays in the project.
7.5 Summary
This section discussed the necessary aspects of project
management that KPU must consider to make ENTR 3130 ISO
9001 certified. In terms of planning, this will consist of the
project’s organizational structure, selection of a project
manager and the work breakdown structure for the project. As
mentioned earlier, the deadline for achieving ISO 9001
certification for ENTR 3130 has been set for December 31,
2017. It is also necessary to have a project manager on board
who will be making the key decisions in regards to
implementing the suggested changes. It is also necessary for the
project manager to adopt a work breakdown structure to keep all
the tasks organized that need be completed.
Scheduling is also a key component for project management.

Each activity must be closely analyzed to determine the correct
timeframe for each specific task. To successfully schedule the
project effectively, KPU must determine all the tasks and
procedures needed to be completed to achieve ISO 9001
certification. It is suggested for the project manager to utilize
Gantt charts to ensure that tasks are planned accordingly, and
that records are kept of each activity.
Lastly, controlling allows the project manager to closely
monitor resources, costs, quality, and budgets. This is very
important as it is crucial to know whether the project is feasible
or not, and if the projected plan is being followed. It is
suggested for the project manager to use the Program evaluation
and review technique (PERT) and the critical path method
(CPM). This will all be very helpful to the project manager as
these methods will help KPU determine when ENTR 3130 will
be ISO 9001 certified, what critical activities KPU must
undertake for the certification process, determine the non-
critical activities, and what the probability is of ENTR 3130
becoming ISO 9001 certified before the December 31, 2017
deadline.
8.0 Forecasting
8.1 Introduction
This section will discuss the measurement of customer
satisfaction which is a key part of ISO 9001 so KPU will be
able to identify trends in retention and word of mouth
marketing, two indicators of customer satisfaction. For this
purpose, forecasting is highly important. Forecasting is the
process of predicting future events by examining historical data
and projecting it into the future with some sort of mathematical
or statistical modeling. It may be subjective or intuitive
prediction as well. This section has described the forecasting
techniques that KPU can adopt to carry on its operation. The
section has described the strategic importance of forecasting,
different types of forecasting, Forecasting and Human resource

decisions, Forecasting and Capacity and Forecasting and Supply
chain management considering the requirements of ENTR 3130
Production and operation management focuses. Then it analyzed
the time series analysis and how it can be used by KPU.
8.2 The strategic importance of forecasting
To stay ahead in the competition, retaining customers, getting
recommended by customers, customer focus is of utmost
important. This is where ISO 9001:2015 is the best mechanism
to comply with and help businesses. This is because the sole
focus of this standard is managing quality focusing the
customers. For managing customers, it is highly important that
service is available when required and of the desired quality so
that customers not only stay with KPU until they complete their
education but also KPU is needed to control costs so that the
provision of services remain profitable for the university. For
this purpose, accurate forecasting is very important. Forecasting
is the process of predicting future events by examining
historical data and projecting it into the future with
mathematical or statistical modeling. It may be subjective or
intuitive prediction as well. It may also involve both subjective
judgments of the managers and mathematical modeling. So, it is
both art and science. There are three types of forecasts:
· Economic forecasts focus mainly on addressing the business
cycle by predicting inflation rates, money supplies, housing
starts and other similar planning indicators.
· Technological forecasts are focus on the rates of technological
progress that can give rise to new breakthrough and exciting
products that may also require new plant and equipment.
· Demand forecasting projects the demand for the products and
services of a company. They drive a company’s production
capacity, production and scheduling systems and acts as the
basis of personal, marketing and financial decisions. This is
most important for KPU in aligning with ISO 9001:2015
requirements as for sakes of successful and profitable provision
of ENTR 3130 Production and operation management, it is

highly important that KPU knows the demand for the course.
Forecasting is very important strategically. This is because
forecasting is though only a number until actual event happens,
like sales, but many highly important decisions are taken based
on the forecasts. The demand forecasts particularly impact
human resource, capacity and supply chain management
decisions, which are all to be reported under ISO 9001:2015
reporting requirements.
8.2.1 Forecasting and Human resource decisions
One plus point of complying with ISO 9001:2015 is that with
the carefully defined and reported processes is that KPU will be
able to identify where the pinch points will come from taking on
new business and react accordingly. The amount of training
required, the number of workers needed and so how many to
hire and how many to lay off, all these human resources
decisions depend upon the anticipated demand, which is found
through the demand forecast. Particularly with the point of view
of ENTR 3130 Production and operation management, the
anticipated demand of the number of student taking the course
will drive the decision of hiring additional teachers, if
necessary, laying off few if necessary along with other support
staff in line with the anticipated demand. Failure to anticipate
appropriate demand could result in either excessive resources
and hence costs can sky rocket and on the other hand, if the
demand is under casted, it could result in the loss of valuable
resources which could be very hard to replicate and train. This
would again result in costs and in some cases image as well.
If the capacity for the anticipated demand is inadequate, this
could very well mean that the organization would fail to arrange
appropriate capacity and so the capacity will either excess or
short. This would result in losing important business, hence
costs in case of under casting of the demand or if the demand is
overestimated, it would result in high costs due to overcapacity.

This is the situation which ISO 9001:2015 will not allow to
happen because of its stringent requirements.
8.2.2 Forecasting and Supply chain management
Good supplier relations and ensuring the price advantages for
materials and services depends on accurate demand forecasts,
which are again necessary in line with ISO 9001:2015 because
of its focus on customers, customer service and strict
requirements of maintaining quality. This becomes even more
important if the components used are manufactured or produced
in several diverse geographical locations as the time and costs
to maintain the relationship become high and any inaccuracy in
demand could potentially deteriorate the relationships and hence
would increase the costs of doing business.
8.3 Time-series forecasting
ISO 9001has not directly asked for forecasting, however it is
necessary for meeting the requirements of the specified standard
regarding quality maintenance, customer focus and customer
care. There is no one best method of forecasting and different
forecasting methods have different pros and cons. Every
forecasting method has its own limits and there is not one
perfect model for forecasting. However, Time series forecasting
is one popular method of forecasting that adjusts the historical
numbers for the seasonal variations along with the other trends
in the sales. Time series forecasting assumes that the future is
the reflection of the past. In this method, we use the past data to
forecast the future demand. Like, in case of ENTR 3130
Production and operation management, time series forecasting
will use the historical data of the students taking this course to
forecast the future demand for the course and thus future
enrollments.
The time series forecasting is based on a sequence of evenly
spaced like weekly, monthly, quarterly data points. In case of
ENTR 3130 Production and operation management, it would

include enrollments per session in the course. Forecasting time
series data implies that the future values are predicted based on
the past data, and other variable, irrespective of their
importance are considered irrelevant and thus ignored.
8.3.1 Decomposition of a Time Series
The analysis of a time series means breaking down the
historical data into its components and then projecting the
future on its basis. A time series has following four
components,
Trend is gradual upward or downward movement of the data
over time. Change in income, population, age distribution or
cultural views may account for movement in the demand.
Seasonality is the data pattern that repeats itself after a period
of days, weeks, moths, six months or years. There are six
common seasonality patterns.
Period of Pattern
Seasonal Length
Number of "seasons" in Pattern
Week
Day
7
Month
Week
4- 4.1/2
Month
Day
28-31
year
Quarter
4
Year
Month
12

Year
Week
52
Figure 1: shows the seasonality data and the common patterns
that are known
ENTR 3130 is expected to have quarterly demand pattern based
on the course workload in the curriculum.
Time series forecasting methods includes the following four
methods:
1. Naïve approach: This is the simplest forecasting approach.
Per this approach it is assumed that demand in the most recent
period will be equal to the demand in the next period. For
example, if 68 students enrolled in the last session in ENTR
3130 Production and operation management, it would be
assumed that 68 students will enroll in the next session as well.
2. Moving average: the moving average forecast uses several
data values to generate a forecast value. Moving average are
useful if there are reasonable expectations that the market
demand will remain fairly constant in the future periods. For
example, in case of ENTR 3130 Production and operation
management, a moving average of four sessions can be found by
adding enrollments for the previous four sessions and dividing
by four. With every new session, the data for the most recent
month is added in the previous three-month data to keep the
forecast update.
3. Exponential smoothing: Exponential smoothing is a
sophisticated moving average forecasting method that is not
much difficult to use but is highly effective. It involves very
little past data keeping needs and the basic exponential
smoothing is;New forecast= Last period’s actual demand+ α
(Last period’s actual demand- Last period’s forecast). Where α
is, a smoothing constant chosen by the forecaster having value
between 0 and 1.
4. Trend projection: The last time series forecasting method that
can be used for forecasting purposes in ENTR 3130 Production

and operation management is Trend Projection. This technique
fits a trend line to a series of historical data points and then
projects the line into the future for medium to long-range
forecasts. Several types of mathematical trend equations can be
developed for this purpose.
8.4 Forecasting in the service
Forecasting in the service sector is challenging but are
necessary for complying with ISO 9001 and so special care and
measures needed to be taken while forecasting for ENTR 3130.
This is because different days in the years, months in the year
and events impacts the demand for the particular service. In
case of ENTR 3130, if the failure ratio increases in the courses
that are pre-requisite for this course, then the demand for this
course is also going to decline. Therefore, special care needed
to be taken and all the factors that can impact the demand for
ENTR 3130 should be considered while forecasting the demand
for it.
8.5 Summary
Measurement of customer satisfaction is the basic requirement
for complying with ISO 9001: 2015 and so KPU will be able to
identify trends in retention and word of mouth marketing, two
indicators of customer satisfaction. For this purpose,
forecasting is highly important. Forecasting is a method by
which the business predicts the future events by examining
historical data and projecting it into the future with
mathematical or statistical modeling. It may be subjective or
intuitive prediction as well. There are three types of forecasts.
The time series forecasting is based on a sequence of evenly
spaced like weekly, monthly, quarterly data points. In case of
ENTR 3130, it would include enrollments per session in the
course. Forecasting time series data implies that the future
values are predicted based on the past data, and other variable,
irrespective of their importance are considered irrelevant and
thus ignored. Forecasting in the service sector is challenging
and so special care and measures needed to be taken while

forecasting for ENTR 3130.
9.0 Managing Quality and the Environment
9.1 Introduction
This section will discuss how ISO 9001 focuses on maintaining
high quality within business process, focusing customers and
reporting it. Maintaining quality in business operations can
potentially provide a long term competitive advantage as it also
adds to the brand image. Quality improves profitability through
via improving sales due to increased reputation and secondly
via decreasing costs. This passage of the report will address the
international quality standards, how and where KPU can
employee it in order to improve the user experience, brand
image and quality. The importance of quality is increasing
immensely with every passing day and therefore the world is
converging on uniform quality standards. Complying and
employing these standards for sake of ENTR 3130 means the
reputation of not only this course, but for the whole university
will improve and people will increasingly join this course and
due to the reputation, other courses at the university. Finally,
tools of quality are discussed keeping in mind the application of
these standards for ENTR 3130. In the end, the role of the
inspection for the quality management is discussed.
9.2 Defining Quality and Environmental Challenges
Maintaining quality to the highest possible level provides a long
term competitive advantage as it also adds to the brand image.
According to American Society for Quality, the quality is “The
totality of features and characteristics of a product or service
that bears on its ability to satisfy stated or implied needs.”
(Heizer et al, 2014, p. 191).
There are two ways with which quality improves profitably of
the firms, one via improving sales due to increased reputation
and secondly via decreasing costs. Apart from profitability,
there are three other reasons why quality is important. Company
reputation depends mostly upon quality whether it is good or

bad, it follows the organization. Therefore, it is highly
necessary for the KPU to maintain the quality of all its courses.
As we are concerned with ENTR 3130, hence improving quality
will improve the reputation of this course and more people will
attend it. Self-promotion can never be substitute of the quality
and the promotion the image associated with quality gives.
KPU must address the environmental concerns in which quality
must be consistent throughout the project. One suggestion
regarding the course specifically is to decrease paper
consumption. One way to do this is by decreasing printed hand
outs and making more of the content available online on
moodle. PDF files can be easily viewed on moodle and as an
added benefit students won’t lose the “handouts”. Some
professors are already implementing this. However, the major
challenge would be enforcing the new policy so that all
professors are doing this on a consistent basis. Furthermore,
students are already bringing in laptops and other electronic
devices to class, thus it will not be hard to effectively utilize
this design for the consumers or customers of the university.
9.3 Tools of TQM
ISO 9001 specifies the requirements for a quality management
system where an organization needs to demonstrate its ability to
consistently provide product that meets customer and applicable
statutory and regulatory requirements, and secondly, it aims to
improve the customer satisfaction through the effective
application of the system, including processes for continual
improvement of the system and the assurance of conformity to
customer and applicable statutory and regulatory requirements.
Total quality management is what should be the reason why ISO
9001 standard is recommended to be adopted for ENTR 3130 by
KPU. TQM refers to an emphasis on quality that involves the
entire organization for quality management and maintenance.
The application of TQM for ENTR 3130 would ensure
commitment by the management to have a university wide or at

least course wise drive towards all aspects of course delivery
that adds value to the customer.
There are two broad categories of TQM tools that KPU can use
for total quality management of ENTR 3130 Production and
operation management.
9.3.1 Employee Empowerment
Employee empowerment means involving employees in every
business process. As explained in our text book, Managing
Quality, nearly 85% of quality problems are due to material and
process and not due to the employee’s performance. ISO 9001 is
a standard that focuses on business processes. Moreover, the
standard also requires that KPU should determine and manage
the work environment needed to achieve conformity to its
service requirements. Therefore, ENTR 3130 can be improved
and made further cost effective by redesigning the process and
arranging and handling material appropriately. This can be best
done by involving those who handles the process and materials.
As they deal with the system on daily basis, so they understand
the process better than anyone else.
9.3.2 Benchmarking
Benchmarking for ENTR 3130 would involve selecting some
university which provides similar course and is highly reputed
and have very best processes and systems. The idea is to have a
target to achieve for higher performance and thus customer
satisfaction and high quality, all in line with the requirements
of ISO 9001: 2015.
For this purpose, the management of KPU needs to do the
following:
· Determine what to benchmark
· Form a benchmark team
· Identify benchmarking partners
· Collect and analyze benchmarking information

· And act to match or exceed the benchmark
9.4 The Role for Inspection
ISO 9001 not only focuses maintaining high quality processes
and reporting but also requires routine audits to ensure the
system is working as intended and thus inspections are highly
important to ensure that audits by both internal and external
parties do not found any problem. To ensure that the system
operates according to the ISO 9001 standard and are of the
required quality, the role of inspection is utmost important. So,
the management of KPU must build such systems and controls
through inspection that ensure that all the process of the
delivering course is of the highest quality and the required
standard.
In case of ENTR 3130 Production and operation management,
the most important inspection points are:
· During curriculum development
· During lectures and exams
· And after lectures and exams and after the classes are over
The decision that when and where some process should be
inspected is facilitated by the above-mentioned TQM tools.
Research showed that even for the inspectors it is not possible
to find out all the defects in one go and even some defects are
never found out until came back from the customers. So, the
best inspection is no inspection or source inspection. That is,
employee empowerment. Develop and mandate an employee to
check his or her own work.
ISO 9001 is a standard that promotes high quality and is
basically a process quality standard but the measurement of the
quality of service is most difficult task. For this purpose, the
customer input is of the highest value and there should be
customer feedback for different aspects of the operation and for
different courses which can then be measured to assess the true

quality of service and manage quality accordingly.
9.5 Summary
Maintaining quality in business operations can potentially
provide a long term competitive advantage as it also adds to the
brand image. Complying and employing ISO 9001 standards for
sake of ENTR 3130 means the reputation of not only this course
but for the whole university will improve and people will
increasingly join this course and due to its world-wide
recognition. Total quality management and its tools can help
managing the quality aspects of the operations as required by
the said standard. There are two broad categories of TQM tools
that KPU can use for total quality management of ENTR 3130.
The role of inspection is utmost important to ensure that the
system operates per the standard and are of the required
quality.10.0 HR, Job Design, and Work Measurement
10.1 Introduction
This section will describe how the human resources practices
can help KPU management in delivering total quality
management and high quality process as required by ISO 9001
in providing ENTR 3130. According to the said standard, the
employees doing work affecting conformity to service
requirements should be competent based on appropriate
education, training, skills and experience. Good human resource
strategies are expensive, difficult to achieve and hard to sustain
but worth having. The payoff thus can be significant and very
hard to replicate for the competitors if bar is raised. This
section will describe the job design that KPU management
should implement particularly for ENTR 3130 course, use of
method analysis and the visual workplace for quality
improvement.
10.2 Job design
To serve customers appropriately as required by ISO 9001 and
maintain quality according to the said standard’s requirements

and achieve competitive advantage, KPU management must
ensure that it has best human resources available for ENTR
3130 as these are ultimately people who will ensure total
quality management and a sustainable advantage for the
organization which will ultimately transfer into profits. The
standard says that the organization should regulate and manage
the work environment required to achieve conformity to ENTR
3130’s requirements.
Job design is therefore a very vital aspect of human resource
strategy of a company. It has five components, job
specialization, job expansion, psychological components, self-
directed teams and motivation and incentive system.
Job specialization would reduce the labor costs for the course
and will also provide sustainable and even improving quality as
required by the said standard. On the other hand, moving from
labor specialization towards more varied job design may
improve the quality of work life which will intron improve
quality of work and service delivery and hence will improve
customer satisfaction, which is the focus of the ISO 9001: 2015.
Thus, profitability, will also improve, which is the reason KPU
is in business. In theory, variety makes the job interesting and
better for the employee and he or she enjoys the job and the
resultant flexibility benefits both employee and the
organization. Moreover, KPU management should ensure that it
takes care of the psychological components of the job design
while designing the job.
KPU should ensure that the designed job for each employee of
ENTR 3130 Production and operation management has the
following components:
· Skill variety, requiring employee to use several skills
· Job identity, allowing the employee to think of the job with a

definite start and end
· Job significance, providing the employee feeling that the job
is important for the organization
· Autonomy, offering freedom, independence, and discretion
· Feedback, providing clear and timely information about the
employee performance
· Self-directed teams are a group of individuals assembled by
the company to reach a common goal and a proper motivation
and incentive system to keep the employee motivated and
interested in their job more due to financial compensation.
10.3 Methods analysis
Understanding process is the most important factor if one wants
to improve its process and hence achieve higher quality and
customer satisfaction, both required by not only ISO 9001 as
well as needed for the sustainable competitive advantage and
profitability of the business. The methods analysis can be used
by the KPU’s stakeholders to ensure that the process of
implementing the ISO 9001 certification is understandable and
feasible. Whereas job design shows the structure of the job and
names the tasks within the structure, methods analysis details
the tasks and how to do them. This will ensure that KPU
understands its business process and then it can decide which
aspects of its business operation are to improve.
To obtain the ISO 9001 certification for ENTR 3130, we must
go through the following 5 steps (ISO 9001, n.d.):
1. Preparation: this step includes how stakeholders can properly
prepare the implementation of the ISO 9001 certificate.
Understanding the ISO 9001 is the very first step that needs to
be done in the preparation for ISO implementation. There are a
variety of resources offered by the ISO that provide interested
parties with the required information to facilitate understanding
of the ISO 9001 including the introductory online ISO 9001
course, and their implementation tools that contains good

summery and overview of the ISO 9001. Then a manager
representative from the KBU will be assigned to carry out the
process of ISO 9001 implementation. This representative will be
responsible of the whole process and should undergo a proper
training on how to lead and implement the ISO 9001
certification for the ENTR 3130. To ensure a successful
implementation of the ISO 9001 certification, getting KBU’s
teachers and students buy in is a very crucial step that needs to
be done in the early stages of implementing the ISO
certification.
2. Documentation: this step indicates how KPU documents must
meet the technical requirements of ISO 9001 standards to be
implemented. The ISO 9001 Manual should be used as a pre-
writing template. The following documents are required by ISO
9001:
· Quality policy
· Procedures
· Scope of the quality management system
· Process Map (flowchart)
· Quality objectives
· Work instruction
· Forms
The ISO 9001 documentation will include all the required steps
needed to implement the ISO 9001 starting from overall policy
to detailed instructions including specifics and operational
processes of KPU. Most importantly, once KPU spells out the
requirements, they must follow them.
3. Implementation: when all the required steps needed are
provided, it’s easy to implement the ISO 9001 throughout KPU.
This phase will introduce any new requirement that included in
the customized ISO 9001 Manual if there is any to the KPU
student who’s willing to be enrolled in the course (ENTR 3130)
and seeking quality. Additionally, the ISO 9001 documentation
will help students and teachers to easily recognize the benefits

that the ISO would provide.
4. Internal audits: This phase is the inspection phase in which
KPU evaluates itself to see if the ISO requirements are followed
properly. These internal audits are not only conducted when
implementing ISO 9001 but also after achieving ISO 9001
certificate. The job of the internal audits is to verify that KPU
meets the requirements of ISO 9001 as they are described in the
procedures.
5. Certification: this is the final step of methods analysis. It’s
necessary to have third-party ISO 9001 auditor to visit KPU and
perform the certification. This can be done by measuring the
students’ satisfaction.
10.4 Ethics
To provide high quality education, a unique course manual will
be designed which includes guidelines for both teachers and
students. Guidelines for teachers will identify the core ethical
values that should be implemented while teaching the course
such as fair grading system, students-centered quality
education, clear instructions and due dates for assignment and
fair distribution of assignments. Clear guidelines that should be
accessed by enrolled students will also be designed. This
guideline will emphasize students’ rights and responsibilities
which would attract more students and improve reputation of
the ENTR 3130 course among KPU’s prospective and current
students.
10.5 Summary
Job design is an important aspect of human resource strategy of
the KPU and ENTR 3130 Production and operation management
course. It is also required to fulfill the requirements of ISO
9001. It has five components, job specialization, job expansion,
psychological components, self-directed teams and motivation
and incentive system. The purpose of creating a visual

workplace for KPU for delivering ENTR 3130 is to provide
simple, visual answers to questions related to visual workplace.
The visual workplace reduces the time taken for new operators
to get up to speed with the standard work and thus improves the
process which in turn improves the customer satisfaction which
translates to profitability. In workplaces facing high turnover or
growth, operators getting up to speed speedier are a noteworthy
benefit.
11.0 Conclusions and Recommendations
The aim of this report was to evaluate the current process used
at Kwantlen Polytechnic University and help them get the
ENTR 3130 course ISO 9001 certified by the end of 2017. This
report covers the current processes used and the improvements
Section 4 discussed the quality policy and planning KPU has
taken to create an exceptional learning environment. KPU has
adopted the Vision 2018 and the Academic plan to provide and
the best education to its students while also giving them the
incentive to come back. KPU also has the student appraisal
surveys and program review in place to ensure that KPU
provides students the highest quality of education, which will
enable to succeed in their future careers.
Section 5 discussed the operations more specifically operation
management, supply chain and productivity. The operation
management has five basic management functions which are
planning, organizing, staffing, leading and controlling. ISO
9001 certification provides great benefit for those functions
which are discussed in more detail in section 5. Supply chain
subsection discussed the importance of KPU bookstore to have

suppliers that adhere to KPU supply chain management
requirements. Productivity subsection discussed the various
measurement of performance which are the student appraisals,
RatemyProfessor and student performance. The minimum rating
for student appraisals is set at 3.0 for both Ratemyprofessor and
student appraisals. The student performance has a lower limit of
60% to ensure that student can get the help they need to succeed
before the end of the semester through the early alert system
and other KPU resources. To the measure the success of the
course itself the failure rate is set at 20%. A failure rate of less
than 20% would mean a successful and productive semester
while a failure rate of higher than 20% would demand attention.
Section 6 discussed the mission, strategies, and KPU’s
competitive advantage that it could gain by implementing ISO
9001 certification for ENTR 3130. The Vision 2018 report
summarizes that the focus on quality, reputation and relevance
are the key essential factors to be considered for the school to
maintain its well-established status. Making ENTR 3130 ISO
9001 certified will enhance the competitive advantage of
differentiation for KPU against other universities and help gain
advantages in both cost and response. Integrating the ISO 9001
certification will greatly demonstrate how KPU can adapt to
changing demands, which will maintain their success in the
future.
Section 7 discussed the project management facets of planning,
scheduling, and controlling within the framework of ISO 9001.
The project manager for this project and undertaking the duties
will be Lyndsay Passmore, who is the voting member on the
subcommittee for the School of Business at KPU. She will be
making the key decisions in regards to implementing the
suggested changes with the IS0 9001 certification process. The
project manager will also use a work breakdown structure to
keep all the tasks organized that need be completed. Gantt
charts will be used to ensure that tasks are planned accordingly,

time is compared with planned versus actual, and that records
are kept of each activity. Controlling will allow the project
manager to closely monitor resources, costs, quality, and
budgets.
Section 8 discussed forecasting and how the measurement of
customer satisfaction is a key part of ISO 9001. Forecasting is a
method by which the business predicts the future events by
examining historical data and projecting it into the future with
mathematical or statistical modeling. It also discussed the
strategic importance of forecasting and how it helps to control
the cost so that the provision of services remains profitable for
the university. On the other hand, the time series forecasting
uses the historical data of students to forecast the future demand
for the ENTR 3130. Forecasting for service is a complicated
task; therefore, special care and measures need to be taken in
consideration to help predict the demand of the ENTR 3130.
Section 9 discussed the managing quality and the environment
and how it focuses to maintain high quality of education within
the KPU. Quality and environmental challenges have also been
defined and explained how improving the ENTR 3130 quality
will enhance the reputation of the course and attract more
students to be enrolled. In addition, tools of TQM have also
been identified which refers to highlight the quality that
involves the entire organization for quality management and
maintenance. The application of TQM for ENTR 3130 would
help increase students’ satisfaction as it would ensure that KPU
management remains committed to provide the high-quality
education. Inspection is another important method that requires
routine edits to ensure the maintenance of high quality process.
Section 10 discussed HR and how the human resource can help
KPU in delivering total quality management. Job design was
also discussed which help measure the standard that KPU
should regulate the work environment to achieve conformity to

ENTR 3130’s requirements. The method analysis section
explained the ISO 9001 requirements and procedures which are
required to implement their certification to the ENTR 3130. In
addition, ethical considerations regarding implementation of
ISO 9001 for ENTR 3130 were discussed and specific
requirements were identified which would help the provision of
high quality and ethical education.
To successfully acquire ISO 9001 certification for the ENTR
3130 course in KPU by December 31, 2017, we suggest that
KPU apply the following action plan:
1.
Appendix A – Gantt Chart
Appendix B - Subcommittee on Course Curriculum
Source: http://www.kpu.ca/senate/subcommittee-course-
curriculum

Appendix C - KPU Grading System
Source: http://www.kpu.ca/calendar/2015-16/academic-
affairs/grades.html
Appendix D – Goals and Strategies

Source:Vision 2018 Report
References
Atcheson, A. (n.d.). ISO 9001:2015 Revision Explained:
'Context of the Organisation' Retrieved March 13, 2017, from
http://quality.eqms.co.uk/ISO-9001-2015-Revision-Explained-
Context-of-the-Organisation
CICIC. (2015). Quality Assurance Practices for Postsecondary
Institutions. Retrieved Fromhttps://www.cicic.ca/1156/Quality-
assurance-practices-for-postsecondary-institutios-in-British-

Columbia/index.canada
Goundory, D. (2017). ISO 9001 Awareness workshop. Retrieved
from SlideShare:
https://www.slideshare.net/deeneshgoundory/iso-90012008-in-
school
Heizer, J., Render, B., & Griffin, P. (2014). Operations
Management (Canadian ed., Vol. 1). Pearson.
ISO 9001. (n.d.). ISO 9001 Certification. Retrieved from
https://www.iso.org/iso-9001-quality-management.html
ISO 9001. (n.d.). 5-Step approach to ISO9001 implementation.
Retrieved from: http://www.9001simplified.com/iso-9001-
resources.php?section=1
Kwantlen Polytechnic University. (2013). Vision 2018.
Retrieved From
https://www.kpu.ca/sites/default/files/downloads/strategic-plan-
vision-201826051.pdf
Kwantlen Polytechnic University. (2016). Strategic Planning.
Retrieved From http://www.kpu.ca/president/strategicplanning
Kwantlen Polytechnic University. (2017). Subcommittee on
Course Curriculum. Retrieved from
http://www.kpu.ca/senate/subcommittee-course-curriculum
Kwantlen Polytechnic University. (n.d.). About Kwantlen
Polytechnic University. RetrievedFrom
http://www.kpu.ca/about
Oxford. (n.d.). Definitions. Retrieved From
http://www.oxforddictionaries.com/

RateMyProfessors.com. (n.d.). Retrieved March 10, 2017, from
https://www.ratemyprofessors.com/
Universities Canada. (n.d.). About Us. Retrieved from
http://www.univcan.ca/about-us/
WebFinance Inc. (2017). Final Audit definition. Retrieved from
Business Dictionary:
http://www.businessdictionary.com/definition/audit.html
WebFinance Inc. (2017). Project manager definition. Retrieved
from Business Dictionary:
http://www.businessdictionary.com/definition/project-
manager.html
WebFinance Inc. (2017). Scheduling definition. Retrieved from
Business Dictionary:
http://www.businessdictionary.com/definition/scheduling.html
WebFinance Inc. (2017). Strategy definition. Retrieved from
Business Dicitionary:
http://www.businessdictionary.com/definition/strategy.html
New Links for the recommendation section
https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/en/is
o9001-2015-process-appr.pdf
https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/en/0
4_concept_and_use_of_the_process_approach_for_management
_systems.pdf

Advantages and Disadvantages of KPU Achieving ISO 14001
Certification
ENTR 3130 – S50 – 2016
OPERATIONS MANAGEMENT
Dr. Wiktor J. Tutlewski
Academic Honesty Statement:
We Anikate Sandhu, Manbir Grewal and Steve Moore state that
all the work contained in this report is our own unless otherwise
cited or referenced.
Date: April 4, 2016
Signed:
Anikate Sandhu (100290022) Manbir Grewal
(100298181) Steve Moore (100270367)
_____________________
_____________________ ___________________
Executive Summary

The aim of this report is to outline the advantages and
disadvantages for Kwantlen Polytechnic University relating to
the Surrey campus’ pursuit of ISO14001certification by
December 31, 2016. The draft manual outlines various aspects
of KPU’s operations that affect the environment, areas for
improvement and advantages and disadvantages of pursuing
certification. Costs and savings have been provided throughout
the report to demonstrate the impact of this project.
ISO 14001 certification is internationally recognized, it sets out
the standards and maps out a framework that an organization
can follow to set up an effective environmental management
system. The exclusivity of this certification makes it desirable
for businesses who wish to enhance their brand image by
increasing their green credentials and also reduce their impact
on the environment through better management and operations.
Since there are no other educational institutes in North America
with ISO 14001 certification Kwantlen Polytechnic University
has the opportunity to be become certified and be seen as a
front runner in environmental management.
By taking on this project and obtaining an ISO 14001
certification in environmental management standards KPU will
see benefits both internally and externally. Internal benefits
may include reduction in energyconsumption, wastage and
additional cost savings. Water wastage can be reduced by 77%
per year if KPU switches to low flow toilets and if LED lighting
is implemented that would result in cost savings of $37.44 per
classroom per year. External benefits include increased brand
awareness and a gain in competitive advantage.
Additionally, internal costs for an organization the
size of KPU ranges from $25,000-$60,000 and external costs
range from $15,000-$60,000 so commitment from management
and the staff of KPU is required. Management must be willing
to conform to the standards of ISO 14001 along with providing

all the necessary resources for the institution to succeed. This
will be a long term commitment from management, particularly
from Karen Hearn the director of Facilities Services, as they
continue to make upgrades to facilities in order to demonstrate
continuous improvement.
The achievement of ISO 14001 certification will
bring benefits to KPU as an entity in addition to the staff, and
the customers. By implementing environmental standards that
are recognized internationally, KPU’s reputation and brand
awareness will increase. As a result KPU will be able to
differentiate themselves from BCIT, SFU and UBC. Moreover,
the additional savings KPU will experience from lighting and
water amendments can be spent towards struggling areas such as
extending library hours. This will help KPU attract more
students and prevent existing students from transferring over to
their competitors.
Given the potential benefits KPU could achieve through ISO
14001 certification we believe that pursuing certification is
definitely affordable and worthy of the time required. Pursuit of
certification will allow KPU to improve efficiency in areas such
as lighting and water waste management. KPU will also be able
to set a benchmark as the first educational institute in North
America to conform to ISO 14001 standards which will benefit
the institution tremendously therefore it is recommended that
KPU Surrey seek certification.

Table of Contents
ISO 14001:2016 Certification Manual for ENTR 3130. i
Executive Summary. ii
1.0 Introduction. 3
1.2 Amendment Sheet. 5
2.0 Company Overview (KPU) 6
3.0 Terms and Definitions. 7
4.0 Context of the Organization/ KPU.. 10
4.1 Introduction. 10
4.2 Environmental Policy. 10
4.3 Environmental Planning. 10
4.3.1 Environmental Aspects. 11
4.3.2 Legal and Other Requirement relating to the EMS. 12
4.3.4 Summary. 13
5.0 Operations and Productivity. 14

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