TOTAL QUALITY MANAGEMENT

Punjab Police
Final project

09108109
09108073

Amna Iftikhar 09108035

Mohd.Haris
09108022
Adeel Ahmed 09108021
Ahmed Mir
Tallal Sharif

Final Project

Table Of
Contents
Contents
Acknowledgement
.1
Executive
summary
..2
Introduction
3
TQM in Police Department:...................................................................................... 5
Hierarchy of organization........................................................................................ 9
Upper level Ranks:.................................................................................................. 9
Lower level Ranks:.................................................................................................. 9
process
flow
.10
Lean
Management
..11
Causes to implement kaizen:................................................................................13
Need of improvement in these areas:...................................................................14

Package of reforms for improvement:.............................................................14

Mandatory registration of cases:...............................................................................14

Improvement in quality of SHOs:.............................................................................14

Raising level of supervision in urban police stations:.....................................................14

Accountability:.................................................................................................... 15

Introduction of shift system in five major cities:...........................................................15

Construction and repair of police stations buildings:......................................................15

Financial relief package for constabulary:...................................................................15

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Standardized................................................................................................... 16

Sort:.................................................................................................................. 16

Strengthen:..................................................................................................... 17

Sweep:............................................................................................................ 17

Self-discipline:................................................................................................. 17

FMEA:.................................................................................................................... 20
Design FMEA:........................................................................................................ 20
Process FMEA:....................................................................................................... 21
ISO 9001 Standard - Some Facts..................................................................................... 22
ISO as a vehicle for reform............................................................................................ 22
Objectives of ISO 9001:2000 Police Stations.....................................................................22
Implementation Stages................................................................................................. 23
Corrective measures.................................................................................................... 23
Impact of ISO 9000:2001.............................................................................................. 24
Transparent Functioning............................................................................................ 24
Increased Employee Satisfaction.................................................................................. 24
Areas of concern................................................................................................... 24
Improvements with the application of ISO:............................................................24
Challenges............................................................................................................. 24

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Acknowledgement
We are sincerely thankful to all those people who have been given me any kind of assistance in
the making of this project report. I express my gratitude to MR. Umer Mukhtar whose teachings
gave us conceptual understanding and clarity of comprehension which ultimately made our job
easy and whose vast experience and knowledge have been able to guide us both ably and
successfully towards the completion of the project.
Last of all but not least we would like to acknowledge our gratitude to the respondents without
whom this project would have been incomplete.

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Executive summary
We are students of BBA and doing Total Quality Managements project on police
station. Total Quality Management is a structured system for meeting and exceeding
customer needs and expectations by creating organization wide participating in the
planning and implementation of breakthrough and continuous improvement
processes.TQM is unique because it can implement on each and every thing from our
routine daily life to the world wide businesses. In this our project we have cover some
areas and all these areas are interlinked with each other , if any of these areas are
missing so it is impossible to follow TQM. Here we have develop process mapping of
police station, how a report is registered and how the actions takes place after
registering a complain. Then we have tried to implement kaizen as a tool for
improvement and for reducing wastages. After that we have implemented 5S
(Standardization, Sort, Straight, Sweep and Self-discipline).here we doesnt make
QDF for police station because there is no any comparison of police with any other
entity, because it is single defense unit for society which is delivering services. Then
we have implemented FMEA (Failure Modes Effects Analysis) for making analysis
over the failures modes of several cases and then their effects. At the last we have
implemented Six sigma, firstly by calculating sigma level where as it is operating
under 3.3 sigma level and then we tried to implement ISO 9001-2008 for Quality
Management System and its aims are to enhance customer satisfaction through the
effective application of the system, including processes for continual improvement of
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the system and the assurance of conformity to customer and applicable regulatory
requirements.

Introduction
Policing does not "produce" a product, and its "services" are fundamentally subject to conflict
and dispute. Policing is an exercise in symbolic demarking of what is immoral, wrong, and
outside the boundaries of acceptable conduct. It represents the state, morality and standards of
civility and decency by which we judge ourselves. That society gets (roughly speaking) the
police they deserve is an old, but nevertheless true. More importantly, the contribution of the
police to civil society cannot be measured, demarcated narrowly, nor reduced to a monetary
metric.
Police work is unexpected work, uneven, unpredictable, and diverse, dispersed over time and
space, and thus it is essentially inefficient. Policing is inefficient because it was so designed.
Police functions were public functions precisely because they could not be privatized and made
profitable without threatening the civil fabric. Police cope with the untoward at length and in an
inefficient manner because their technology" is language and speech- persuasion, guile, lies,
and family, threats and applied force, just as their primary work is "people work." Their
fundamental resource is public trust, and their obligation is to sustain it. Without it, they must
resort to force or unmitigated fraud.

TQM in Police Department:

TQM is used to design empower the worker, where as there is discrimination among
upper and lower level officers. The value of lower level officers is not so repudiated just
due to the system which they have established. Their satisfaction level at the work place

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is low so for to fulfill it they sometimes tried involving in unethical and illegal deeds like
robbery, bribery etc. so there is no equal distribution of empowerment due to which their

motivational and satisfaction level is low.

TQM wishes to increase responsiveness to the "customer." But police is not popular in
responsiveness; the police keep a jail, arrest people, apply violence, and write tickets. To
surveillance, control, and manage citizens conduct. But due to inequalities in the lower,
middle and upper classes there is difference among the responsiveness to all of them.
Upper classes always take advantage of their status and money and police is always
ready for them to take any action instead of helping lower class who is unable to register

their cases.
TQM seeks to increase managerial flexibility. Where as they always uses top-bottom
approach, no involvement of middle and lower ranked officers in any decision making.
They just have to follow commands and orders of top level officers. They dont even
clear about their goals which are also a demotivational characteristic for them to create

responsiveness.
The idea that workers can be converted to value symbolic rewards over monetary
rewards assumes that they will take to heart the governance of the organization. There is
no evidence that a large number of police chiefs are willing to do this or have done it. All
of them do not need of just value symbolic rewards because they have need of monetary
reward. It seems from their harsh behavior towards the public and as the take bribery

even for doing legal work.

TQM holds out reduced operating costs as a consequence, but it is unclear how to reduce
the cost. Whereas the police budget is always fixed there is no any increase in it so their
profit margins are also low. Sometimes for raising their profits they use illegal ways to
fulfill them according to their desires, like robbery and bribery.

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History
As we discuss about the history of police there were many of the eras like Mughal era, sikh era,
British era then the era of police after separation of Pakistan and India. The Punjab Police played
a significant part in handling the refugee crisis of 1947-48. It continued as a separate
organization till 1955 when it was merged with the police of other provinces to create the West
Pakistan Police. There were several attempts to review and reform police organization and
performance during the 1950s and 60s which however could not be implemented.
The legal framework of the police underwent a major change as a consequence of Devolution of
Power Plan. The devolution of power plan called for the devolution of the authority of the
Provincial Government to the Districts and the introduction of Public accountability of the
police.
In line with the devolution of Power Plan the office of the District Magistrate was abolished in
2001 and a system of Public Safety Commissions was introduced. These changes were
incorporated into a new Police Law which was promulgated in 2002. Apart from Public Safety
Commissions, the Police Order 2002 also provided for a professional Police Complaints
Authority, increased powers for the Inspector General of Police and separation of the watch &
ward and the Investigation functions of the Police.
Punjab Police has had an extremely proud history and the legend of the keeping duty before
itself. Even before independence Punjab Police had name in the country for effective policing

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and this has been continuously improving through the personal examples of its leadership
supported by great traditional discipline and highly professional attitude.
A safe and secure environment is essential not only for economic prosperity but also for social
cohesion and political development. Police, as the primary law enforcement agency in the
Punjab, bears the responsibility for providing safety and security through control of crime and
maintenance of public order. In view of this responsibility, the Punjab Police have adopted a
policing strategy that lays emphasis on community participation and problem solving. This
strategy also incorporates the reforms that have been initiated by the Federal and the Provincial
Government.

Organizational Setup
The Punjab Police operates under the Police Order 2002 and the Police Rules of 1934. There is a
Central Police Office at Lahore which has a number of functional units like Finance & Welfare,
Establishment, Headquarters, Operations, Training, Punjab Constabulary, etc. Some of these
units report to the Inspector General of Police directly while others report to him through the
Additional Inspector General of Police Punjab. The Regional Police Officers/Range Deputy
Inspectors General of Police report to the Inspector General of Police directly and they do not
form a part of the Central Police Office. The Punjab Police is an attached department of the
Home Department, Government of Punjab however the Inspector General of Police is an exofficio secretary to the Government of Punjab. The Punjab Police is staffed by officers of the
Punjab Police and the Police Service of Pakistan.

Hierarchy of organization
Upper level Ranks:
Include the members of the police above the rank of Inspector. The following constitute senior
ranks:
Inspector General
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Additional Inspector General
Deputy Inspector General
Assistance Inspector General/Senior Superintendent
Superintendent
Assistant Superintendent/Deputy Superintendent

Lower level Ranks:

Include police officers below the rank of Inspector.
Inspector
Sub-Inspector
Assistant Sub-Inspector
Head Constable
Constable

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PROCESS
FLOW

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Lean Management:
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Lean management is all about to remove wastages. So in this way we can make continuous
improvement by eliminating and removing wastages.
There are some common wastages at the police station:

Waiting: Idle time due to the imbalance of work contents in a sequential process.
Sometimes police officers are not present at their duty so, the applicants have to be
waited for them. And sometimes they refuses to register the F.I.R due to which
unwontedly people waits for the registration of F.I.R. So this is a wastage which we have
to overcome.

Process: non-value added activities like improper inspection, extra processes involved
for the registration and investigation of the case, complaint.

Storage: Storage of non value added processes or storage of all old records in the store
room which are not saved properly. So it also creates wastages.

Motion: unnecessary movement of operations and processes to complete a task. Like

extra movement for signatures, inquiries etc are also wastages.

So for removing all these wastages we have to implement lean management as well as Kaizen.
There is a lot of need of improvement at every level of the organization. So, for making
improvement we have to use Kaizen (continuous improvement).

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Kaizen
Kaizen is a system of continuous improvement in quality, technology, processes, company
culture, productivity, safety and leadership. Kaizen is a system that involves every employee from upper management to the cleaning crew. Everyone is encouraged to come up with small
improvement suggestions on a regular basis. This is not a once a month or once a year activity. It
is continuous process.
Kaizen involves setting standards and then continually improving those standards. To support the
higher standards Kaizen also involves providing the training, materials and supervision that is
needed for employees to achieve the higher standards and maintain their ability to meet those
standards on an on-going basis.
Kaizen is focused on making small improvements on a continuous basis. Kaizen involves every
employee in making changein most cases small, incremental changes. It focuses on identifying
problems at their source, solving them at their source, and changing standards to ensure the
problem stays solved. These continual small improvements add up to major benefits. They result
in improved productivity, improved quality, better safety, faster delivery, lower costs, and greater
customer satisfaction.

Causes to implement kaizen:

The most common public grievances against police are listed below:
Refusal to register F.I.R
Insulting behavior of police officers towards the public
Harassment
Taking bribery from citizens (for even lawful work)
Illegal detention
Torture of accused/arrested
Discrimination against the poor and less privileged
Susceptibility to political interference

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Need of improvement in these areas:

Package of reforms for improvement:
For improving the police stations the Government of the Punjab should have to launch a package
of reforms for improvement of police stations. It would must be part of Mahfooz (safe) Punjab
programme, the Chief Minister of the Punjab should have to take an initiate for the improvement
of police station culture.

The committee should have to assign the task to identify the maladies generally afflicting the
Police Station working and to suggest ways and means to:

Improve the working environment of the police station

Reduce public complaints

Enhance efficiency

Mandatory registration of cases:

Reporting centers in all police officers should be open to facilitate registration of cases. Section
182 of the Pakistan Penal Code should must be amended to provide a harsher sentence for having
a false case registered.

Improvement in quality of SHOs:

For improving the quality of SHOs the number of criteria should be used for selection of
officers for posting as SHOs. They should have to include seniority and length of service
as Sub Inspector or Inspector, a superior performance record, effectiveness in crime
control, a good reputation, and completion of training courses.

Raising level of supervision in urban police stations:

There is also need to raise level of supervision in urban police stations, an Assistant or
Deputy Superintendent of Police should be posted as a Supervisory Police Officer (SPO)
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in each of the urban police stations in Lahore, Rawalpindi, Faisalabad, Multan and
Gujranwala. The number of such police stations is 106. The SPOs would guide the SHO,
ensure better public dealing and improved police performance.

Accountability:
Accountability is also most important variable to making improvement in all the
processes which are used in any police station. So, Inspection and Vigilance Cells must
be created at the Range/Region level on the successful model of the CPOs Inspection
and Vigilance Cell. The DPOs should given disciplinary powers over officers in the rank
of Inspector in order to ensure enforcement of discipline.

Introduction of shift system in five major cities:

Punjab police must have to introduce 12-hour shifts immediately in urban police stations
of five major cities. Rawalpindi, Lahore, Multan, Faisalabad and Gujranwala.

Construction and repair of police stations buildings:

By constructing and repairing of police stations we can also make improvement in the
infrastructure of police station. Every police station in the province should have its own
purpose-built building. Buildings for the 93 police stations that are housed in rented
premises will be constructed as a priority. The existing buildings must be repaired and
improved urgently.

Financial relief package for constabulary:

By providing financial relief package for constabulary they can also make improvement
as an incentive for better performance, the SPOs and SHOs should be paid a special
allowance of an amount equal to one basic salary plus 20 days daily allowance per
month. All constables and head constables will be paid a special allowance of Rs. 2000
per month.

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Implementation of 5 S

Standardized:

It is the process of developing and implementing technical standards. The method is made to
facilitate processes and tasks; this is why it interlinks with lean management. Standardization
often means the process of establishing standards of various kinds and improving efficiency to
handle people, their interactions, cases, and so forth. It also include formalization of police and
judicial procedure in police station and in the court, they also have to establish uniform criteria
for all police officers. There is need of following DeJoro standards which are part of legally
binding contracts, laws and regulations.
So there is need of standardizing all the processes to avoid any abnormality or any type of
misleading and ambiguity in the processes and procedures at every department of the police
station. Here police has to provide standardized safety services to the society, to keep healthy
environment. There are some benefits of standardization and that are it reduces the wastage of
time, everything become clear, it reduces communication flaws. So by using ISO certification
9001-2000 they can easily make all the processes, procedures and polices standardized. ISO
9001:2000 specifies requirements for a quality management system where police station needs to
enhance customer satisfaction through the effective application of the system, including
processes for continual improvement of the system and the assurance of conformity to
customers.

Sort:
Here they have to identify which procedures are needed or not needed. If there are any
unneeded processes so they have to remove them. So it also works under lean
management it will automatically reduces the cost and time over the useless procedures
and processes.

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Strengthen:
To keep everything that is needed in an orderly fashion so that things can be accessed
easily. So now police station has to be become more strengthen about their whole setup
by which they can easily make access to any thing or can help in solving problem easily.
Like they have to restructure the police stations, then they also have to create such
sequence of all police officers offices that anybody can make easy access to that
particular officer related to the problems or cases of the applicants.

Sweep:
Here the cleanliness is required for the police station like the premises, floors, walls and
all other stuff in the police station must be clean and kept in an organized manner. So in
this way they can also meet some standards and they can move towards the continuous
improvement by following all these characteristics. In this way they can fulfill the social
responsibility by providing a healthy environment at the police station.

Self-discipline:
Self-discipline is training and control of oneself and ones conduct, usually for personal
improvement. Self-discipline is also a part of total quality management, in which
individual tries to improve his/her behavior so in this way we can also make continuous
improvement in the whole organization. Whereas self-discipline is the element which
integrate all other four S. so it is important for all the officers to try to create self
discipline which will automatically leads to standardization, sort, strength and sweep.

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Implementation of House of Quality:

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QFD Quality Function Deployment is a quality system, which is derived from the
Total Quality Management . It is a fact driven process that uses extensive number
of tools that are interlinked into the custom-tailored approach for the specific
problem, organizational competencies and capabilities.
It is uses for creating differentiation among similar products and services, whereas
police is not a product or not services. So, instead of making comparison we have
created QFD in which we have tried to make improvement in the police not only at
any single department or level , it can be implement to the whole police processes,
functions, decisions, for motivating the police officers, to make them more efficient
and effecting by providing them communication from all channels which always
cause or hinders the effectiveness and responsiveness of any problem. If we remove
all communication flaws from top-bottom or even bottom-up then it will clears the
goals of all police officers what they have to be do at which time. In this way
everybody will come to know what is going on around them. By creating proper
check and balances (feedback) about the goals of all level police officers we can
control over the unethical deeds which sometimes police officers do. Then it is
responsibility of the upper level officers to promote the right person for the next
right job. So, this is the way by which we can make improvement by promoting a
right person or leader to the next post. After that when a right person will be
promoted he will manage or lead his/her officers who are performing under his/her
consideration. That promoted person will also try resolve the case with the help of
good team, if that team is not working according to him he must be empowered
enough to provide training about how to work in the field or if someone is
performing well then he must be awarded not only with the monetary rewards but
also with the value recognition. So in this way that officer will be motivated and
become satisfied , ultimately officer will perform more better according to his/her
Head or supervisor.

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Implementation of FMEA:
FMEA:
A Failure Mode, Effects and Criticality Analysis is a procedure for identifying potential failure
modes in a system and classifying them according to their severity values.
FMEA is an analytical team tool aim to prevent failure modes before they reach to its customers
or to the users.

Design FMEA:
Design FMEA is uses to identify potential failure modes and evaluate the risk associated with
each possible cause, while designing any solution of the problem during the whole case.

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Process FMEA:
Process FMEA is deployed prior to installation of new processes. This is most helpful in the police station
because in this way they can make records of their all reports, complaints, thieves, arrested persons etc.

The FMEA procedure is summarized as by completing the following steps:

Define the problem that to be analyzed (when any applicant came for the
registration any complain)

Construct a pictorial diagram of problem over which whole processes have must be
run (cause and effect of problem), ( when any case is filed police has to make
analysis on that complain for causes and effects of that complain/problem)

Identify failure modes at all levels of indenture (here they have identify the causes
of failure of that case from its start to the end).

Assign effects to the failure modes. (Now it is legal responsibility of case handler
police officer to assign the effects of those failure modes of the case).

Assign severity categories to effects (By assigning the severity of those effects they
can use proactive approach for all other problems which may occur after some time
during the case solving time. So, in this way they can eliminate wastages of time and
money).

Enter other failure mode data such as failure detection methods, failure rates, etc.

Rank failure modes in terms of severity and criticality of case.

Produce reports highlighting critical failures

By taking maintenance actions to reduce critical failures of the case.

So in this way we can implement FMEA at police station, due to which we can make
continuous improvement and ultimately it will be lean management because in this way
we can prevent our processes from any type of failure modes before reaching services to
its users or applicants. So, the wastages will automatically reduce.

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Calculation OF Sigma Level

Cases Registered
1679421

Untraced
6700

3.99%

SIGMA LEVEL CHART

Sigma level

Accuracy %
96.41

Percentage of defects

3.3

Per million
defects
39900

Defects per Million

Opportunities

35900

APPLICATION OF ISO
9001
ISO 9001 Standard - Some Facts

Requirements for Quality Management System

Aims to enhance 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 regulatory requirements.

ISO as a vehicle for reform

A set of procedures that covers all key processes

Monitoring mechanisms to ensure effective implementation
Knowledge Management by documentation and quality record keeping
Sustained checking for non-conformity and corrective action
Regular external audit of the processes and the quality management system
Facilitating continual improvement

Objectives of ISO 9001:2000 Police Stations

To ensure transparency in the functioning of the police stations

To enhance accountability of the police personnel deployed in police stations
To improve efficiency of the service delivery to the citizens specially those in distress

1 http://punjabpolice.gov.pk/crimesstatistics
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Implementation Stages
Preparation of Standard Operating Procedures (SOPs) and Instructions
S.N

ISO-9001

SOP

Document

(Clause)

4-2-3

Control of Document

SOP/001

4-2-4

Control of Records

SOP/002

8-2-2

Internal Audit

SOP/003

8-3

Control over non-conformity

SOP/004

8-5-2

Corrective Action

SOP/005

8-5-3

Preventive Action

SOP/006

7-5

Parameters

no.

&

responsibilities

for

compliance

of

SOP/007

Instructions

Corrective measures

Daily Checking by SHO

Random Quarterly Review by SHO
Internal audit at every six months
Management Review every six months in the presence of SP, Additional
Superintendent Police, Deputy Superintendent Police

Impact of ISO 9000:2001

Transparent Functioning
Public display of stated policies and targets
Information desk
Women desk
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System of Receipts

Increased Employee Satisfaction

Empowerment
Capacity building (Stress management, communication, soft skills etc)
Improved work environment (work stations, mess, barracks)

Areas of concern
Awareness needed regarding ISO among staff and senior officers
Involvement of supervisory officers (SP, Addl SP, Dy SP) needed
Shortage of manpower

Improvements with the application of ISO:

Visible change in attitude
Good maintenance and retrieval of records
Increased peoples satisfaction on the basis of feedback

Challenges

Resistance to change
Doubts about the concept
Shortage of resources
Manpower
Equipment
Budget

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