FINAL PROJECT

Training program:
Master in Project Management
Subject:
Quality Management
Send to: operations@[Link]

Last Name/Surname: Hasan

Name: Mohammad
ID/Passport: New Passsport No. (R860940)
Address: Doha - Qatar
Region: Middle East
Country: Jordan
Telephone: +97450580110
E-mail: Moh.hasan87@[Link]
Date: February 7th 2024

ENEB Business School

Page 1
 Final Project Guidelines

Please use this format to submit your final work. The paper must follow all the
guidelines as instructed in order to obtain full credit.

Remember that our team of tutors is available for any questions regarding your
final work. You must present the final version of your work as no previous
corrections will be carried out. To submit the final project, students must use
the template below, with their answers written after each statement.

Please present your final paper according to these requirements:

 Arial 12 Font.

 Margin: 2,5.

 Line spacing: 1,5.

 All fields on the cover page must be completed.

 The document needs to be properly paged.

Your final project must be authentic and individual. Any work that has been
plagiarized or papers written by others or with the help of others are likely to be
failed. If this occurs for the second time, you will not be permitted to obtain your
degree.

Be aware that you are permitted a maximum of two submissions per subject. If
both projects do not meet the standards and fail, the student must pay the
corresponding fee to be evaluated again.

When writing your final project please use Microsoft Office, Adobe or Apache's
Open Office Writer tools (DOC, DOCX, ODT, PDF, etc.). Please consult your
tutor when using a different format. Additional information about the software
will be needed.

Page 2
Please use the following format:

ddmmyyyy_Subject_LastNameandName.pdf

Example:

11052019_StrategicManagement_ElsaMoore.pdf

The project should not exceed more than 18 pages, excluding the cover page,
bibliography and the appendix.

Evaluation Guidelines

The final work will be evaluated based on the following criteria:

 Acquired knowledge (25%): the knowledge acquired throughout the

course of the subject will be evaluated through the analysis of the
theoretical data shown in the project presented by the student.

 Development of the Subject (25 %): the interpretation of the thesis

subject by the student and its development will be evaluated in a
coherent and analytical manner.

 Final result (25%): the final evaluation is based on coherent

solutions applied to solve objectives set out in the paper. The
presentation must be conclusive and formatting must meet
established parameters.

 Additional information and bibliography (25%): additional

information regarding the research and subject matter will be
evaluated and taken into consideration as a bonus. This consist of:
bibliography, visual graphics, charts, independent studies carried out
by the student, external academic sources, articles of opinion, etc. All

Page 3
 sources, both printed and online, must be referenced according
to the APA regulations.

BACKGROUND

Six months ago, Albert was named director of his family's company; a factory
dedicated to the production of parts for automobiles. When the company was
founded, it was a resounding success because it was one of the first factories
devoted to this production. However, over time, good competitors have been
born, and the factory has had to deal with a series of serious problems that still
entails and that Albert has proposed to face to recover stability and bonanza of
previous years.

Some of the problems that Albert needs to solve are:

- Recover old customers who have gone to the competition and attract
new audiences.
- Break with old customs and adapt to a changing market.
- The current production system has become outdated. Each department
works independently, causing that tasks must often be repeated.
- There is no system for reviewing the processes so that failures are not
detected until the product has been manufactured.
- Over time the facilities have been deteriorating, as well as the machinery,
which has become old and outdated.
- Competitors are gaining ground quickly, offering a personalised service,
adapted to the customer and at lower prices.

However, and despite these problems, it is essential to highlight some elements

that the company has in favour, and that must be used to solve its problems:
- Workers involved with the company and who have many years of
experience.
- A long history in the production of parts for automobiles, a fact that gives
them extensive experience in the sector.
- It is a very dear company and valued in its city of birth.

Page 4
 - Although it has lost customers, it works with some of the most prestigious
companies in the automotive sector.
- It has a large factory owned, as well as adjacent lands that are suitable
for building.
- Despite the losses, the company has no debts.

FORMULATE

1. Carry out an analysis of the current situation of the company, naming

the aspects, both positive and negative, that affect it internally and
externally.

Internal Factors:

Positive:

1- Experienced Workforce: The company benefits from dedicated

employees with years of industry expertise
2- Long History and Experience: The company's extensive experience in
automotive parts production lends credibility and knowledge to its
operations.
3- Local Reputation: The company is highly regarded in its city of origin,
potentially providing a loyal customer base and support from the
community.
4- Existing Relationships with Prestigious Clients: Despite losing some
customers, maintaining relationships with renowned companies in the
automotive sector signifies the quality of the company's products.

Negative:

1- Outdated Production System: The current system operates in silos,

leading to inefficiencies and duplicated efforts.

Page 5
 2- Lack of Process Review Mechanism: Failures in processes go
undetected until after production, leading to increased costs and potential
customer dissatisfaction.
3- Deteriorating Facilities and Machinery: Aging infrastructure and
equipment hinder productivity and quality.
4- Loss of Customers to Competitors: Competitors offer personalized
service and lower prices, eroding the company's market share and
profitability.

External Factors:

Positive:

1- Potential for Expansion: The company owns a large factory and adjacent
land suitable for expansion, providing opportunities for growth.
2- Absence of Debt: The company's lack of debt provides financial stability
and flexibility for strategic initiatives.

Negative:

1- Intense Competition: Competitors are rapidly gaining ground by offering

tailored services and competitive pricing, posing a significant threat to the
company's market position.
2- Changing Market Dynamics: The market is evolving, requiring adaptation
to new trends and customer demands.

2. Based on the results obtained in the analysis, you must set a whole
series of strategic objectives in the short, medium and long term.

Short Term:

Page 6
 1- Implement Process Review Mechanisms: Introduce a systematic process
for reviewing operations to identify and address inefficiencies and failures
promptly.
2- Upgrade Machinery and Facilities: Invest in modernizing equipment and
renovating facilities to improve productivity and product quality.
3- Reconnect with Lost Customers: Initiate targeted marketing campaigns
and personalized outreach to win back customers lost to competitors.

Medium Term:

1- Restructure Production System: Integrate departments and implement

cross-functional collaboration to streamline processes and reduce
redundancy.
2- Enhance Customer Experience: Develop a customer-centric approach by
offering personalized services, efficient communication channels, and
competitive pricing.
3- Diversify Product Offerings: Explore opportunities to expand product
lines or offer value-added services to meet evolving market demands
and attract new customers.

Long Term:

1- Sustainable Growth and Expansion: Strategically utilize available land for

expansion while ensuring sustainable practices to support long-term
growth.
2- Invest in Innovation and Technology: Continuously invest in research and
development to stay ahead of market trends and maintain a competitive
edge.
3- Cultivate a Culture of Continuous Improvement: Foster a culture of
innovation, learning, and adaptability within the organization to remain
agile in response to market changes and customer needs.

Page 7
By addressing these strategic objectives across short, medium, and long terms,
the company can overcome its current challenges and position itself for
sustained success in the automotive parts industry.

3. We will focus on risk management so we will have to carry out a risk

management process that will encompass the following activities:
a) Explains what a risk management process and its phases is.
b) Detects the risks that can affect the company, both internally and
externally.
c) It establishes how to respond to the detected risks. Here we must
name the solution proposal, as well as the resources (human and
material) necessary to face the risk.
d) Explain how you would carry out the process of risk monitoring
and control, to verify that actions to deal with risks give the
expected results.

a) Explanation of Risk Management Process and Its Phases:

Risk management is the process of identifying, assessing, and

mitigating risks to minimize their impact on the organization's
objectives. It involves several phases:

1- Risk Identification: This phase involves identifying potential

risks that could affect the organization, both internally and
externally. Risks can stem from various sources, including
operational, financial, regulatory, and environmental factors.

2- Risk Assessment: Once risks are identified, they are assessed

to determine their likelihood and potential impact on the
company. This assessment helps prioritize risks based on their
severity and likelihood of occurrence.

Page 8
3- Risk Mitigation: In this phase, strategies are developed to
address and mitigate identified risks. This may involve
implementing preventive measures to reduce the likelihood of
risks occurring or implementing contingency plans to minimize
their impact if they do occur.

4- Risk Monitoring and Control: After implementing risk mitigation

strategies, it's crucial to monitor the effectiveness of these
measures and control any new risks that may arise.
Continuous monitoring ensures that the organization remains
proactive in managing risks and can adapt its strategies as
needed.

b) Detection of Risks:

Internally:

1- Outdated Production System: Risks related to inefficiencies,

delays, and quality issues.
2- Deteriorating Facilities and Machinery: Risks of breakdowns,
accidents, and reduced productivity.
3- Lack of Process Review Mechanism: Risks of undetected
failures and increased costs.
4- Loss of Customers: Risks of revenue decline, market share
loss, and reputation damage.

Externally:

1- Intense Competition: Risks of further market share loss and

pricing pressures.
2- Changing Market Dynamics: Risks of obsolescence and
inability to meet evolving customer demands.

Page 9
 c) Response to Detected Risks:

1- Outdated Production System:

 Proposal: Implement a new integrated production system.

 Resources: Investment in new technology, training for employees

2- Deteriorating Facilities and Machinery:

 Proposal: Renovate facilities and upgrade machinery.
 Resources: Capital investment, maintenance personnel.

3- Lack of Process Review Mechanism:

 Proposal: Implement regular process audits and quality control

measures.
 Resources: Quality assurance team, software tools for process
monitoring.

4- Loss of Customers:

 Proposal: Implement targeted marketing campaigns and

personalized customer outreach.
* Resources: Marketing team, customer relationship management
software.

d) Risk Monitoring and Control Process:

1- Establish Key Performance Indicators (KPIs) to measure the

effectiveness of risk mitigation strategies.

Page 10
 2- Regularly monitor KPIs and compare them against predefined
targets.
3- Conduct periodic reviews of risk management processes to
identify any gaps or areas for improvement.
4- Implement corrective actions as necessary to address any
deviations from expected results.
5- Continuously update risk management plans based on
changing internal and external factors.
6- Ensure clear communication and coordination among relevant
stakeholders involved in risk management activities.

By following this structured risk management process, the

company can effectively identify, assess, mitigate, and monitor
risks to safeguard its operations and achieve its strategic
objectives.

4. The company is located in an area with a tendency to suffer heavy rains,

causing even some significant floods. This situation is a foreseeable risk,
but not preventable, so it is crucial to be prepared.
To do this, you must plan an action such as:
a) Prevention strategy
b) Reduction strategy
c) Transfer strategy.
d) Acceptance strategy

Flood Risk Management Strategies:

Prevention Strategy:
A prevention strategy aims to minimize the likelihood of flood-related damages
by implementing measures to reduce the risk of flooding. Some prevention
strategies for the company may include:

Page 11
  Constructing flood barriers or levees around the factory premises
to prevent water from entering the facility.
 Implementing stormwater management systems, such as
retention ponds or green infrastructure, to reduce runoff and
mitigate flood risk.
 Regular maintenance of drainage systems and gutters to ensure
proper water flow and reduce the risk of water accumulation.
 Implementing building design measures, such as elevating critical
equipment and electrical systems above potential flood levels, to
minimize damage.

Reduction Strategy:

A reduction strategy focuses on minimizing the impact of flooding by

implementing measures to reduce the severity of damages. Some reduction
strategies for the company may include:

 Developing an emergency response plan detailing procedures for

evacuating personnel and safeguarding critical assets during flood
events.
 Investing in flood-resistant building materials and retrofitting
existing structures to enhance resilience against flood damage.
 Implementing backup power systems to ensure continuity of
operations during power outages caused by flooding.
 Developing partnerships with local emergency response agencies
and community organizations to enhance coordination and
support during flood events.

Transfer Strategy:

A transfer strategy involves transferring the financial risk of flood-related

damages to another party, typically through insurance or contractual
agreements. Some transfer strategies for the company may include:

Page 12
  Purchasing flood insurance to cover potential losses and damages
caused by flooding events.
 Entering into contractual agreements with suppliers and partners
to share or transfer the risk of business interruptions caused by
floods.
 Exploring options for alternative production facilities or supply
chain diversification to mitigate the impact of localized flood
events.

Acceptance Strategy:

An acceptance strategy involves acknowledging the risk of flooding and

accepting that some level of damage may occur despite preventive and
mitigation efforts. While not actively seeking to prevent or reduce flood-related
damages, the company may choose to accept the risk and focus on minimizing
the impact through responsive actions. This could include:

 Allocating resources for post-flood cleanup and recovery efforts to

quickly restore operations and minimize downtime.
 Developing contingency plans for managing disruptions to
production schedules and supply chains in the event of a flood.
 Conducting regular risk assessments and scenario planning
exercises to identify areas for improvement and optimize response
strategies.

By implementing a combination of prevention, reduction, transfer, and

acceptance strategies, the company can effectively manage the risk of flooding
and minimize the impact on its operations and assets.

Page 13