2. COMPANY OVERVIEW
Trident Limited (Trident) is the flagship company of
Trident Group, a USD 1 billion Indian business
conglomerate and a global player.
Incorporated in 1990, the company continues to grow
under the dynamic leadership of the chairman Mr.
Rajinder Gupta, a first generation entrepreneur.
With a modest beginning of 17,280 spindles of yarns,
the group today exports to over 75 countries emerging
as one of the largest integrated home textile
manufacturer in the world.
3. Business interests in Home Textile, Yarn, Paper &
Chemicals and Energy.
World's largest manufacturer of terry towels.
One of the largest manufacturer of wheat straw based
paper.
One of the top 10 yarn manufacturers in India.
With a CAGR of over 30%, one of the fastest growing
group of companies in the country.
4. INVESTMENT IN HUMAN RESOURCES
Trident has always laid great emphasis on talent pool
development in consonance with its vision & values. In 2006, it
established Takshashila, the Center of Excellence and Leadership
Development, to create “self-reliant & empowered youth”.
The flagship program of Takshashila is Learn, Earn and Grow
wherein the youth across geographies are selected through a
rigorous process, trained in behavioral and technical aspects and
then absorbed within the Trident Group. Till date, Takshashila has
generated 15 successful batches of graduates and diploma
holders, that are today pacing the growth path across different
business locations.
7. SMART STATEMENTS ON KK FORMAT
PROJECT 1-
Reduction of open recruitments from 17 Days 15 Hours
to 10 Days by 4th June 2015.
PROJECT 2-
To study the existing reasons of attrition of female
members in TYB and reduce it from existing level by 1 %
by 1st July.
8. OBJECTIVES OF STUDY
PROJECT 1- To study the actual time taken in case of open/mass
recruitments at Sheeting Unit. The basic objectives are:
To examine the process of recruitment with focus to Trident Group.
To measure the actual time taken at each step in the whole
recruitment process.
To assess and comment upon the determinants hindering the
recruitment process.
To suggest ways and means to reduce the time and improve the
process.
To build a strong brand, the Company must be seen to have a
human face.
9. PROJECT 2- To study the reasons of attrition of female members in
running Yarn Units. The basic objectives are:
To examine the working conditions in the yarn units.
To study the reasons of attrition of female members in Yarn
Units.
To assess and comment upon the determinants forcing female
members to leave.
To suggest ways and means to reduce the existing attrition rate
by 1%.
To build a strong brand, the Company must be seen to have a
human face.
10. PROJECT 1- OPEN RECRUITMENTS
This project provides an analysis and evaluation of
the reasons behind delay in recruitment process of
the employees in the Sheeting Unit.
The reasons for the delay in the recruitment have
been identified by undertaking the recruitment
process in three different phases-
Sheeting Recruitment 1
Sheeting Recruitment 2
AKA (Anand Ka Abhishek)
11. REASON FOR DELAY IN RECRUITMENTS
• The reasons for the delay or extra time taken in the
recruitment process has been lack of basic resources
with HR team of Sheeting Unit, that are required to
carry out recruitment drive.
14. KK PROJECT TARGET SETTING
S.No. Failure/Defect/Losses UOM Baseline Target
1 SCREENING Days & hours 2 Days 7 Hours
2 DATA ENTRY Days & hours 2 Days 1 Day
3 INTERVIEW Days & hours 1 Day 8 Hours
4
ISSUANCE OF OFFER
LETTER Days & hours 3 Days 1 Day
5 JOINING PROCESS Days & hours 1 Day 4 Hours
15. FUGUAI’S IDENTIFIED
According to the technique of TPM used by Trident Group, the
determinants causing major loss to the recruitment process have
been identified as above and under these ‘fuguais’ have been
determined.
In Jishu Hozen (Autonomous Maintenance) , the operator inspects
his/her own equipment and attaches tags to locations where
problems were discovered. These tags are called Fuguai Tags and
are a visual indication of the fuguai on the equipment.
There are two categories of Fuguai Tags:
While Tag
Red Tag
A white tag is used for locations where repairs can be made on
one's own and a red tag is used when it is necessary to request
repairs to specialized maintenance staff.
16. असामान्यता (Fuguai)
वििरण
आसामान्यता टेग
(लाल/सफे द)
विभाग सही करने िाला जिाबी उपाय / काररिाई
“Abnormality” (Fuguai)
description
“Abnormality tag”
(Red / White)
Department (Mech./ Elec./
Instr./ Tool/ Process)
Executor
Name
Counter Measure / Action
Taken
NO PRINTER Red HR Saukin Singh
Procuring of a new printer
( PR Raised )
SHORTAGE OF HR TEAM Red HR Jignesh Rana
Expanding HR team by
recruiting (also from
Takshashila)
MEDICAL FORMS
MISPLACED
Red HR Kuldeep Mathur
Documentation control &
on time collection from
dispensary
DELAY IN JOINING Red HR Mitika Raj
Generating offer
letters of selected
candidates on time
HR TEAM SITTING IN
TOWEL GREIPH FOLDING
AREA FOR RECRUITMENT
PROCESS & INTERVIEWS
Red HR Jignesh Rana
Separate place allocated in
Sheeting
17. WHY- WHY ANALYSIS
Failure Breakdown/ Physical Phenomenon Final Action
1 2 days took for screening of candidates Fixing of gate entry
timings for candidates
2 2 days took for Date Entry of candidates Data entry done in the
presence of the
candidates and not from
their forms
3 1 day took for the interview of the selected
candidates
A separate interview panel
formed exclusively for
taking interviews
4 3 days took for issuance of offer letters Provision of required
resources
5 1 day taken for the joining of the candidates Defining the joining
departments in advance
18. IMPROVEMENT PROPOSALS
S No. Root Cause
Kaizen Idea
Countermeasure/ Action Plan
1
No fixed time slot for candidates
gate entry
Fixing time slot for candidates gate
entry.
2
No proper scheduling done for
the joining process in advance
Departments of all the new
joinees should be bifurcated day
before joining to ease the process
next day.
3
Fixed panel of interview is
missing.
A separate interview panel
should be formed to avoid
wastage of time and efforts.
4
Process of generating offer
letters on SAP known to only one
member of the team.
New joinees in the HR
department are given training for
the same to avoid time delays
5
Data entry is done from the
application forms of the
candidates.
Data entry to be done in the
physical presence of the
candidates to avoid wastage of
time and efforts.
19. COST EFFECTIVENESS & MAKE BUDGET
S No.
Kaizen Idea
Countermeasure/ Action Plan
Budget Requirement
1 Fixing time slot for candidates gate entry. NA
2
Departments of all the new joinees
should be allotted day before joining to
ease the process next day. NA
3
A separate interview panel should be
formed to avoid wastage of time and
efforts. NA
4
New joinees in the HR department are
given training for the same to avoid time
delays NA
5
Data entry to be done in the physical
presence of the candidates to avoid
wastage of time and efforts. NA
20. TESTS & TRIAL RUNS IN PILOT AREAS
Next step in the project was to conduct trial runs in the
pilot areas or the failures indentified in the bottleneck
processes of the recruitments.
2 trial runs were conducted during Sheeting
Recruitment 3 & 4.
The trial tests were conducting in the following areas:
I. Screening
II. Data Entry
III. Interview
IV. Issuance of Offer Letters
V. Joining Process
21. Trial/ Tests Trial 1 Trial 2
SCREENING 7 Hours 10 Hours
DATA ENTRY 1 Day 1.5 Day
INTERVIEW 7 Hours 12 Hours
ISSUANCE OF OFFER
LETTER 1 Day 1.5 Day
JOINING PROCESS 4 Hours 8 Hours
22. PROJECT RESULTS REVIEW
Failure/Defe
ct/Losses
UOM Baseline Target Actual
Status
(Ok/ Not OK)
SCREENING
Days &
hours 2 Days 7 Hours 7 Hours
OK
DATA ENTRY
Days &
hours 2 Days 1 Day 1 Day
OK
INTERVIEW
Days &
hours 1 Day 8 Hours 8 Hours
OK
ISSUANCE OF
OFFER LETTER
Days &
hours 3 Days 1 Day 1 Day
OK
JOINING
PROCESS
Days &
hours 1 Day 4 Hours 4 Hours
OK
23. ONE POINT LESSON
It is not OK to start mass
recruitment without
properly informing the
candidates about the
schedule.
It is OK to recruit
masses if they are
informed prior about
the schedule of the
recruitments.
Without informing huge crowd
gathers for recruitment creating
chaos in the plant.
If schedule is properly
displayed and advertised, the
process will run smoothly
24. PROJECT 2- ATTRITION
This project provides an analysis and evaluation of
attrition of female employees in the Yarn Units .
The historical data reveals that the main reason for
female employees leaving was deteriorating health
because of worst working conditions and also their
discontentment over the job.
26. CHECK-SHEET
Defect Type/
Event
Occurrence
January 2015 February 2015 March 2015 April 2015 TOTAL
Better Opportunity
0
1
0 0
1
Deteriorating
health 17
25 15
12
69
Discontentment
over job 19 17 14 14
64
Domestic problem
7
6 7 7
27
Family member
unwell
4 4
4 2
14
Higher Studies
3 5 2 4
14
Self Marriage
6 7 8
6
27
Without
information
1 4 4 5
14
TOTAL
57
69 54 50
230
27. FUGUAI’S IDENTIFIED
Fuguai Type of fuguai
Main Cause of
Fuguai
Action
plan/countermeasures
against fuguai
Target Date
Completion
Date
Responsibility
(Member Name)
No proper system
of daily interaction
with last days
absentees
5 - Quality Defects
Lack of
responsibility/
accountability
Each shift PO responsible
for calling and interaction
with BPHR/ IR head for
counselling ( appropriate
action taken )of his/ her
shift last days absentees (
9 AM for C , 1.45 PM for B
& 2.30 PM for A shift)
15.6.2015 15.6.2015 Shift POs
No proper follow
up with long leave
members
5 - Quality Defects
Lack of focus and
responsibility
Proper long leave control
chart implementation
along with regulator follow
with member ( contacting
2 days advance)
17.6.2015 17.6.2015 Shift POs
Deactivation of
resigned and
absconding
members (
confirmed) after 7
days absent
2 - Unfulfilled Basic
conditions
System check and
lack of awareness
regarding prior
deactivation after
approval among Hr
team members
Daily NI ( No information )
and 4 days absentees
data sharing in DBDM and
appropriate action taken (
deactivation of confirmed
members and follow up
with NI for rejoining/
deactivation )
15.6.2015 15.6.2015 HR Head
Cold/ RO water
irregular supply
2 - Unfulfilled Basic
conditions
Water coolers not
working properly
Budget of Rs approx
50000 required for water
cooler repair
23.6.2015 23.6.2015
28. No proper system
to motivate Zero
absentees , Timely
return from long
leave and
exceptional
performer
Improper system/ lack
of motivation
Monthly R&R at
Location level on
every 25-28th for
mentioned
categories
28.6.2015 28.6.2015 TYB HR
Non-availability of
correct present
contact number in
SAP of members
RED
Contact number is
uploaded in SAP
during joining time
only and after that no
updation is done
Monthly
upgradation of
Contact number to
be done for TYB
members
30.6.2015 30.6.2015 HRSS
Difficulty for
verification during
issuance of Gate
pass due to
multiple parental
contact number for
hostel staying
female members
WHITE
No fixed Contact
number of parents of
female members
Contact number of
all possible contact
numbers of parents
to be maintained
and Gate pass will
be issued only after
calls from those
numbers
30.6.2015 30.6.2015 HR team
30. IMPROVEMENT PROPOSALS SUGGESTED
Root Cause
Kaizen Idea
Countermeasure/ Action Plan
Management Policy
Allow walk-in on all working days or at least three fixed days of the
week
7 days of long unnecessary wait before member get deactivated
It is proposed to Mgt to deactivate immediately genuine absentee
members who are no longer hopeful of returning back on duty
Casual attitude of absentee
Strict councelling and with verbal / written warning along with
monetory penalty as well as suspension considering reason and
record
Unavailability of hygienic food in hostel and canteen.
Monthly canteen meeting along with surprise visit /round-ups by HR
team to ensure food quality
Overstay after long leave
Proper long leave planning ( with control chart ) and follow up and
daily review ( in DBDM by BHR - daily report sharing )
Long Joining time /pattern
It takes minimum 2-3 days to join a new member after a member
deactivates . Only after a member deactivates , that so after 7 days ,
a new Gap will be created and then on only Thursday and Saturday ,
a new member can join . It is proposed to have a flexible joining
policy specially for opt profile
31. IMPLEMENT COUNTERMEASURES
Interaction with the members has been increased to
discourage the members from absconding. Every people
officer has to interact with at least 20 members and all
trainees with service of up to 5 weeks daily.
We ensure that the maximum number of selected
candidates are females since their retention rate is
higher than male members from Punjab, Haryana and
Himachal Pradesh
32. STANDARD OPERATING PROCEDURE
Monthly shift meeting to educate members regarding discipline in the unit.
Agenda of meeting comprises of a) Benefits for sincere members b)Action to be
taken against defaulters.
Members are encouraged to must inform P&A team at least 2 hours before
start of the Shift in case of and emergency so that we can mark their leave (if
necessary) and can save them from deactivation.
Absent members are regularly counseled by Unit BPHR the next day of duty.
They are counseled and told the negative effects of absenteeism and thus are
encouraged to maintain good attendance records.
Records of absent members along with absenteeism reason and action taken
against absentee are maintained.
Disciplinary actions are taken against habitual absentees.
Display name of defaulters and action taken against them on notice board so
that members can learn from their colleague's mistake.
33. IMPROVEMENT PROPOSALS
Root Cause of Defects/Losses
Fully implemented Kaizen Idea/
Countermeasure
Is it a POKA-YOKE (Y/N). If (Y)
then HOW?
Dealing and record keeping of absentees ( No
information )
Daily data sharing in DBDM ( No information
members with absnet days) and standered
counselling format started ( intercation with
HR & Uh before joining duty)
YES
Casual attitude of absentee
Point considered in Full kitting process (
Counseling/+apology Letter + Training on
discipline, Suspension, Termination (in severe
cases), Monetary penalty including salary hold
)
YES - Fulkitting Process
Un availability of hygienic food in hostel and
canteen.
Monthly canteen committee meeting YES
Overstay after long leave
Proper leave planning to ensure 80%
deployment
YES - PMS parameter
It takes minimum 1-2 wks to punch exit of
resigned members as a result of which left
marking and then rejoining( against vacancy )
delayed and increase absenteeism too
New resign format started in TYB YES - Standard format
34. SUMMARY OF BENEFITS
Area (as
applicable)
Metric Description
Breakdowns
a)No Utilization loss due to
manpower shortage
a)Zero Utilization loss due to
manpower in May & June'15
till date
Accidents NA
Defects Reduction of 1%
Total reduction of 1% in
attrition
Tangible Gains
Saving 6 member / day in
deployment
Rs 1.5 Lacs ( For 2 months)
35. ONE POINT LESSON
It is not ok to be absent
without informing any P&
A member.
It is ok to inform your
P&A member when one
is going to be absent
Without informing may cause
loss to production due to non
availability of other operator
It would lead to non
disturbance to production
capacity as well as to other
members.
