Qatar Steel: Analyzing Processes, Management, and Success

This report provides a comprehensive analysis of Qatar Steel's project management practices, quality control methodologies, and factors contributing to its success. The report begins with an overview of Qatar Steel's quality management approaches, comparing them with industry competitors. It then delves into the measurement of project success, discussing various metrics such as project cost, schedule, and operability, and the impact of project outcomes on the organization. The report also explores effective project management principles, providing examples from various industries, and how these principles contribute to project success. Furthermore, it examines different techniques for analyzing and improving processes within Qatar Steel, including methodologies like Six Sigma and Lean Management. The report highlights the importance of stakeholder perspectives in evaluating project performance and the role of project managers in ensuring successful project delivery. Overall, the report offers valuable insights into the strategies and practices that have enabled Qatar Steel to achieve its goals and maintain its position as a leader in the steel industry.

Qatar Steel Project Management
Student Details
4/4/2020

Contents
Answer One.....................................................................................................................................3
Answer Two.....................................................................................................................................5
Answer Three...................................................................................................................................8
Answer Four..................................................................................................................................12
Bibliography..................................................................................................................................14

Answer One
Qatar Steel was built as the very first organized steel works throughout the Persian Gulf area
during 1974. Mass production began in 1978, with that of the company being wholly operated by
Industries Qatar throughout 2003. In far more than three decades of service, Qatar Steel itself
developed an outstanding credibility for unrivaled efficiency, performance and reliability. The
quality of products of Qatar Steel are efficient, which became possible due to an effective quality
management approaches adopted by the company. In upcoming lines the quality management
approaches of Qatar Steel are identified and analysed. Further they are compared with
competitors to analyze the effectiveness of the company (Qatar Steel, 2020).
Approaches to quality management by Qatar Steel
Over the years, Qatar Steel has successfully established a remarkable reputation by providing
unrivaled consistency, versatility and durability in all its products and service offerings. The
desire to meet consumer needs key to this achievement. In an ongoing attempt to protect the
environment, toxic waste is recycled for more investment as more of a consequence of its steel
production. Quality management is the act of managing all operations and projects that must be
carried out in order to ensure the degree of performance desired. It involves the development of a
quality policy, the formation and execution of quality planning and control, including quality
management and improvement (Joyce & Paquin, 2016).
 Consumer orientation: the production and delivery of goods as well as services in
accordance with the expectations and wishes of customers.
 Consistency first: the reduction of errors.
 Stability by continued profit: in terms of price.
 Priority-driven actions: define as well as prioritize the most important problem.
 Behavior driven by facts and figures: speak, consider and decide on the basis of facts and
statistics (Erigha, 2015).
 Control procedures: disciplinary decisions must be taken during the process and not on
the basis of the results. The outcome is too late for corrective steps to be taken.
 Dispersion regulate: closely observe that dispersion with data and identify the underlying
cause of distribution (Krishnan & Scullion, 2017).

 A customer is always right: that customer is indeed a king or perhaps a queen, with
somebody who must not disagree, only fairly fulfilling their wishes. Identify needs of
them.
 The dedication of the senior management: they must all be dedicated to quality,
beginning with the committee.
TQM is a corporate philosophy which promotes the belief that somehow the deep-term success
of a Qatar Steel derives from customer support and loyalty. TQM allows all investors of a Qatar
Steel to work together so that enhance the procedures, goods, services including culture of that
same business themselves.
Comparative analysis
Compared with other steel plants, the worst important benefit of Qatar Steel is that its
development is based on even a DRI that requires clean raw materials. It uses different methods
of recycling through re-using waste products, based its manufacturing process about the use of
renewable raw materials including steel processing technology, which is the lowest manufacturer
of CO2 emissions per ton. At its 60,000 Sq, the Qatar Steel operates two key installations. The
plant has an annual production potential of 280,000 tones of wire rods including 300,000 tons of
chains (Carberry & Cross, 2015).
Qatar Steel is widely known as a leading steel industry leader, expanding its groundbreaking
commitment from an vast mill situated in the middle of the modern Mesaieed Economic City-45
kilometers south of that same nation's capital, Doha. The Qatar Steel also runs a UAE-based
branch. Qatar Steel Company FZE. Drawn by the increased competition for steel in Qatar as well
as the country in general, Qatar Steel has launched a series of measures designed to increase its
production. The technologically advanced construction projects were designed to deliver world-
class items by Qatar Steel (Qatar Steel, 2020).
Qatar Steel effectiveness
Qatar Steel would be the first automated steel factory in the world to be awarded the ISO
27001:2013 qualification for Information assurance Management solutions in February 2016. A
quality product or service is one that is perfectly reliable, accessible, safe and timely for the
needs of the consumer. Or, in other words, it can be said that quality is intended to achieve a

faultless, low cost and safe design, delivered in the right quantity, in the right time and in the
right place. Quality management is the act of managing all operations and projects that must be
carried out in order to ensure the degree of performance desired. It involves the development of a
quality policy, the formation and execution of quality planning and assurance, and quality
management and improvement. This is often referred to as overall quality control (Moloney et
al., 2018).
Answer Two
a) Discuss different approaches to the measurement of project success.
Standard criteria for assessing project progress only take into account whether the project has
fulfilled its budget and timeline. A more realistic evaluation assesses the effect of the project on
the Qatar Steel. Several criteria and metrics have been used to assess the performance of the
project. However, some Qatar Steels do not have a clear way to evaluate the metrics that will be
used to measure how much the project has achieved its strategic goals and how it has had a
tangible and intangible effect on the Qatar Steel (Hazır, 2015).
The metrics commonly used to assess project performance are project expense, project schedule
and unit functionality.
1. Project cost is the calculation of the actual cost of construction vs. the approved capital
budget (including the adjustment of orders representing changes in scope). The deviation
of the capital budget adversely affects financial metrics, such as retribution, discounted
cash flow (DCF) as well as the Internal Return Rate (IRR), so the use of this calculation
is appropriate.
2. The project schedule is a calculation of the actual length of the project vs. the approved
project schedule. In timetable-driven programs, management has dedicated itself to
compliance with a clear timetable for beginning a sales stream on schedule, entering the
market with a new product, becoming the lowest-cost manufacturer of the product, etc.
3. Unit operability can be defined in a variety of different ways, but for the purposes of this
article, let us describe how well the project has achieved its operational objectives, e.g.,
start-up duration, start-up costs, time to meet production specifications, product quantities
and performance, and operating as well as running costs (Ansoff et al., 2018).

Project performance is in the eye of the audience and depends on both the individual's position
within in the Qatar Steel. For example, that business sector assessor is focusing at corporate
development and profitability, while the technology sector evaluator is looking at the technical
objectives of the venture (Alcázar & Fernández, 2013).
b) Identify principles and examples of effective project management and discuss how these
can contribute to different elements or definitions of project success.
Efficient project management means that they have good leadership skills such as being able to
inspire their team and propel them to optimum success so that they can accomplish their
objectives. Since project management software and other related programs are important to the
achievement of the goals of the project, an effective project manager must have strong technical
expertise to understand the technical aspects of the project. Knowledge of both the theory and the
technical side will significantly enable the manager to take strategic steps when necessary (Berry
et al., 2016).
Examples of effective project Management
Smart Qatar Steels are also searching for positive examples of project management to learn how
other Qatar Steels are achieving their project management objectives. Such Qatar Steels have
made great strides in how they deal with project management in order to align their resources
and generate value (Cappelli & Keller, 2014).
a) Retail: Amazon
Projects drive creativity at Amazon and Bright Work is the guiding force in project management
in the UK. Through this video, Dave Berrier, Senior Director, Amazon Projects, discusses how
Bright Work improves awareness, helps to monitor activities and allows various departments to
coordinate productive projects (Ambrosius, 2018).
b) Healthcare: Siemens Healthiness
Siemens Healthiness handles 100 + programs of various types (operations, new product
development) at any given time. Prior to the introduction of Bright Research, the research was
tracked using standard SharePoint lists and pages. They decided to further exploit the framework
to create a more reliable framework for managing each design successfully (Jones & Martain,
2013).

c) Flowserve
A large Qatar Steel with 19,000 employees aimed to accelerate new product development and
gain insights to enhance their decision-making. They have been struggling to maximize labor
productivity, track programs, and manage costs. With portfolio and resource management,
Flowserve has become nimble and delivers goods more efficiently to the market (Chong et al.,
2016).
Contribution to project Success
There has been a lot of debate about the essence and meaning of project performance in the
move to formalize project management as a distinct discipline, but no consensus has emerged.
The goal of this paper is to contribute to the advancement of the field by synthesizing seminal
literature into a multi-level project performance structure that is widely applied in practice. The
proposal is supported and demonstrated by reference to information systems software projects,
but the basic concept is applicable to most, if not all, project implementations, including product
production, engineering, construction, aerospace and defense (Atkinson et al., 2019).
Because a project is typically a means to an end rather than an end in itself, it is natural to want
to know if the project is successful, whatever the goal might have been. Herein lies the
challenge. The progress of the plan can be accessed from the point of view of the medium (the
project itself) or even the goal (what was planned or anticipated to be achieved) depending on the
desires of the participant. Therefore, irrespective of means or ends, expectations of what the
project was intended to accomplish and perceptions of how it was accomplished also differ
among stakeholders. It makes the estimation of the performance of the project highly contingent
on the preferences and opinions of the various stakeholders and when the evaluation is made
(Dugguh & Ayaga, 2014).
Most projects involve multiple stakeholders with varying views on the intent of the project and
varying perceptions on what the project will accomplish. Such stakeholders may include those
who initially defined the need for the project, those who funded the project, those who benefit
from the project, others who have an influence on the project and its results, members of the
project team, and others who need to oversee the project. Each has a vested interest in the results
of the project, with specific goals and perceptions (Chonko & Hunt, 2018).

Project success has gained a great deal of interest in study and realistic literature. Three large
streams have been found. The goal of the first and dominant stream is to recognize the factors
that the experience indicates likely to lead to project success, project failure, or project risk.
Usually, this literature includes a prescriptive list of key success factors, performance factors that
project leaders and governance structures can take into account to ensure a satisfactory outcome
to the project. The importance of this research channel is that it recognizes essential necessary
conditions and drivers for the growth of the Qatar Steel, but does not provide an explicit
description of the development of the project itself, even though the factors defined that
implicitly point to the reasonable criteria (Dries, 2013).
Answer Three
a) Discuss different techniques with which processes within Qatar Steel might be analysed
and improved.
A variety of methodologies are available to enhance the operation. These include Six Sigma,
Lean Management, Lean Six Sigma, Agile Management, Redesign, Complete Quality Control,
Just-In-Time, Kaizen, Hoshin Preparation, Concept of Projects and Process Excellence. Tools
and methods widely used for process improvement are included:
Six Sigma Tools
Six Sigma techniques require research and analysis to eliminate cycle time and defects. In
addition, the Six Sigma cycle aims to boost customer service.
DMAIC
One of the key methods used in Six Sigma to develop current processes is DMAIC; this
technique stands for the following principles:
• Define: the first thing you need to do is to identify the problem and from here you can decide
the specifications.
 Measure: next, you need to decide on the CTQ (Quality Critical) aspects of the operation.
From here, you can set up metrics to calculate the CTQ and then collect all the data
(Machlup, 2014).
 Analyze: you will need to analyze the data you have obtained, including the Difference
analysis. (GAP analysis refers to the assessment of the difference between the present and

future state of the business. You must agree on the measures to close this difference).
You would need to identify the source of the problem areas (in terms of the process) to
do so (Brands, 2015).
 Improve: you will need to analyze the effects, costs and benefits of the various strategies
you may use to solve the issue. You can run a pilot and check the solutions you have
selected. As well as this, you can evaluate the CTQ measurements you consider from the
pilot.
 Control: during the last stage, you should use the solutions that have been shown to be
successful (E.G.Ochieng & Price, 2010).
DMADV
DMADV is another approach used to establish the Six Sigma model. Although DMAIC focuses
on developing current processes, DMADV is used to develop new processes. When the
processes in place by the Qatar Steel do not achieve the required quality standards, the DMADV
may be used to re-design the systems in question (Caprar et al., 2015).
DMADV stands for 'defining calculation, study, design, verification.' Many of the measures are
similar to DMAIC, but with some differences:
 Define: at this point, the issue will be defined, the stakeholder or consumer needs stated,
the goals defined and the target process outlined.
 Measure: when you plan a new product or process, this step is to decide what variables
would be relevant to the consumer. Subsequently, these variables are related to price,
which contributes to CTQs.
 Analyze: operating in tandem with the measurement process is the research step in which
design alternatives are created and the optimal combination of specifications is decided.
 Design: the design step is where you document the comprehensive process that meets the
customer's requirements (Banfield & Kay, 2012).
 Check: in the final step, you must check that the customer's needs are met by the use of
the newly developed procedure.
Simulation

Simulation plays a crucial role when it comes to developing processes. Simulation methods are
an ideal way to assess changes in a cost-effective, minimally invasive and risk-free manner.
Simulation is basically a model that works to simulate the behavior of a proposed or actual
system. Simulation will be time-based and will take into account resources and limitations as
well as interactions. Such tools may be used, for example, to reflect staff duties within a hospital,
or activities during a standard bank day (Ariss et al., 2014).
Simulation is a valuable tool as you can easily and quickly test and attempt to process changes.
You will gain fast insights to make changes inside Qatar Steel.
The best thing about simulation is that it also lets you involve the workers in the process of
creating process improvements. Simulation helps those involved in projects to imagine and
assess the advantages, along with the drawbacks that need to be addressing (Kerzner, 2017).
PDCA
One of the Lean methods used to avoid these forms of waste is PDCA. You may use PDCA to
boost any of the seven forms of waste in the process. PDCA stands for 'plan,' as if to decide what
the problem is and then to take action to analyze it and find some kind of solution. The next part
of the PDCA cycle is 'doing;' as if to execute the chosen solution. After this point, you will need
to 'test' by comparing the new process to the previous one. You should move on if the new
method is working better than the previous one. If the latest phase doesn't work well, you'll have
to go back to the beginning of PDCA (Machado et al., 2012).
b) Discuss how you might apply one or more of these techniques to a process within your
chosen Qatar Steel.
Quality management seems to be the act of managing all the practices and tasks required to
ensure the degree of quality desired. Quality management involves the development of a quality
policy, the design and execution of quality preparation and assurance, and quality monitoring
and enhancement. Six-Sigma is a technique that aims to optimize business processes through
mathematical analysis. This is a data-driven and highly structured methodology and strategy that
ensures the removal of weaknesses in any form of Qatar Steel or Qatar Steel operation (Anwar et
al., 2014).
 Competent Use of Resource

Usually, resources are products, energy, facilities, staff, information or other assets that are
converted into benefits and that may be consumed or rendered inaccessible in the process.
Resource usage benefits can include increased income, proper functioning of the system, or
enhanced well-being. Effective use of resources refers to ways about using the available
resources in an effective way to meet people's needs. This means that an economy is producing
efficiently and that an increase in the production of one good would reduce the production of
another good.
 Empowerment of Employee
Empowerment is a series of policies designed to increase that degree of autonomy as well as self-
determination of individuals and communities so as to allow them to serve their interests in an
accountable and self-determined manner, acting of their own jurisdiction. Employee
empowerment allows workers a certain degree of flexibility and accountability for decision-
making about their particular Qatar Steel tasks (Qatar Steel, 2020).
 Retain Consumers
Customer retention raises the benefit of Qatar Steel customers 'lifetime and raises Qatar Steel
sales. It also allows you build a great relationship with Qatar Steel consumers. You're not just
another website or shop. We trust you with their money since; in return, you owe them interest.
Developing strategies to increase customer satisfaction and reduce turnover. It is by knowing the
lifetime value of various customers and using the data to enhance the marketing (Becton et al.,
2014).
 Lower manufacturing Costs
The production cost is the expense of buying the raw materials and turning the manufactured
goods into finished goods. Quality is offered either in the form of goods or services. Satisfied
customers boost their sales through referrals and repeat purchases. Higher quality and good
credibility make it possible to charge higher rates, which are equivalent to higher wages and a
healthier bottom line (Narayanan et al., 2018).
In the mentioned ways the Qatar steel can use Six Sigma tool to manage quality of its
production, marketing and of other departments.

Answer Four
a) Discuss how aspects of the above analyses might generate opportunities for innovation
and growth or any other improvements in Qatar Steel chosen Qatar Steel and its
product.
It is impossible to exaggerate the value of Qatar Steel growth when it relates to the performance
of Qatar Steel as it affects every aspect of decision-making. Qatar Steel development is
characterized as the use of Qatar Steel resources to enhance efficiency and productivity at work.
Efficient Qatar Steel can also raise employee productivity, as employees can feel more motivated
and respected when the Qatar Steel is well organized. The value of Qatar Steel development also
applies to how you solve issues within Qatar Steel, as well as the ways in which you evaluate a
process to find a more effective way to do it. The application of Qatar Steel management
involves the expenditure of time and resources. Yet when you begin to understand the value of
Qatar Steel development as well as the role of Qatar Steel development in helping you charts a
clear path for Qatar Steel, it is more than cost-effective (Afsar & Umrani, 2019).
Analyzing the work processes of business is another aspect in Qatar Steel growth. Once the
business is interested in Qatar Steel growth, you can evaluate work processes for productivity
and accuracy. You will decide whether or not there is duplication with the tasks you're doing, or
whether you need additional workers to do the work you're doing. Any quality assurance
measures needed to meet Qatar Steel requirements shall be put in place. Evaluators evaluate
overlapping procedures or procedures that can be merged to increase performance, and create
and execute comprehensive strategies for how to increase Qatar Steel practices (Yahiaoui et al.,
2016).
Some of the additional roles of Qatar Steel growth is product creation, which involves the
effective review of a variety of types of knowledge. Qatar Steel growth is vital to product
innovation, as it can help to evaluate each aspect of product creation and to establish a process of
successful use. Competitive analysis, technological growth, customer desires, targeted market
research, examination of manufacturing capacities, and patents and trademarks are some of the
mechanisms that come together during Qatar Steel growth to assist in product innovation.
Without Qatar Steel growth, the business would have had a tough time implementing successful
change management initiatives. And as a business owner, you know how you cope with change