Through land diversification building a coir factory
THROUGH LAND DIVERSIFICATION BUILDING ACOIR FACTORYEstablishing a “Coir StringsMall”. The coconut tree which is known as “KAPRUKA” inSinghalese is a tree that Sri Lankan’s think as a tree that gives tremendous amount of advantagesespeciallyto the households. One such process that could be designed using “ManagementArchitecture” is a design to“Develop a Coir Strings Malland this would be done through “LandDiversification”.Through the coir which is available in each coconut creating such a facility and implementing amap making process and next when the map making is done to implement 5s andimplement “JAPANESE JIT AND JITODA”, The two main pillars any Organizationneeds, With this Foundationthe Chilaw plantations could develop a world class facility. Only theintegrity from the Top Management to the Front line Managementand Laborer‟s isneeded.World famous TOYOTA runs on this Foundationbut they “DON’T IMPLEMENT 6ZIGMA”.Here in Sri Lanka5’S is the very popular thing but “5’S is Outdated in the GlobalArena and Sri Lankan’s haven’t identified the essence of implementing 5’s but put pictures andfancy words without knowing the through meaning how trulyit was implemented and it’s justabasic very small foundation methodology used not a methodology to picture in office’s and makeworkers memorize the words of the 5s.KAIZEN and other Japanese Philosophies in QualityManagement have come to the “Limelight”. Thequality in japan is stated as the attitude of theworkers, which has enabled them to do work efficiently and effectively.Transforming their warmentality to work efficiently with less talk.Creating this facility through Coconut LandDiversification would need a large amount of Capital and a Strategic Corporate Plan orwin –win Corporate Strategy for Sustainable Corporate Growth, to keep this facilitymoving forward in the years to come in a positive manner.The problem this industry is facing is that the lack of Coconut Husk, Sky Rocketing cost ofLiving in Sri Lanka,electricity & increased fuel charges, finding experienced personnel,export demand declining because of this currently “SRI LANKA‟S COIR INDUSTRY isin diastreateous.“High standard quality supervision and maintaining for a long periods oftime,lackof knowledge in “Kaizen”,leanproductivity, higher plant efficiency through theautonomousmaintenance pillar of total productive maintenance (TPM).Lean enterprise on productivity through Lean Transformation, Manufacturingexperience,quality assurance, maintaining the results and challenges, Productivity enhance throughLean and 5s, Acculturation as a strategy to go beyond 6 zigma, the 4 pillar strategy 4ManufacturingExcelence,Performance improvement in the Public Sector Plantations, theabove mentioned methodologies should be given serious consideration by the top levelpeople in the industry in order to generate sustainable profits while increasing the returnon investment ,labour productivity and Labour cost company.ROI, LP & LCC should
show an increase every three years, if that doesn‟t show an increase every three years, then theirs is something wrong in the daily operations or processes in the company. The public sector or private sector top management has to make major changes to send the income of the public or private companies or plantation’s towards the hard working laborers,because according to a recent research done on„„ Sri Lanka‟s economy - 90%(ninety percent) of Sri Lanka‟s earnings go to the only 10%(ten percent) of Sri Lanka‟s Wealthiestpeople”, the other 10% of Sri Lanka‟s earning‟s go to the middle class,lower middle class families and Poor.10% of Sri Lanka’s Wealthiest People 90% of Sri Lanka’s Middle Class and PoorFamilies. 10% 90% Earning Earning Because of this the population in this plantation sector isn‟t motivated to work effectively and efficiently. But if a Practical system, solid process and statistics, facts,figures,insight of industry people and analyzing these would pay dividends in the years to come. Local production should increase and the earnings should be divided among the hardworking employees,labourer‟s and managers. Not among the top management or making a generous donation to someone or to some unknown fund. The attitude of the CEO earning 4 million a monthand a worker earning Rs 12,000/= should change,in Japan if a CEO gets 4 million the toilet cleaner gets 40,000 as salary,can you ever do a thing like that in srilanka is the big question.In New Zealand and Australia the carpenters and plumbers and people who do ordinary jobs are paid the same amount salary an Engineer is paid in those countries,the Question to be asked is why can’t a similar model be adopted in this part of the world,there should be respect towards those people as well and professionalism in carpentry or whatever whether it’s the janitor there should be respect towards their job, because someone has to do that.This would create an environment to make the laborer’s, workers and managers as shareholders and they would be motivated, not only money when the plantation implement certain above mentioned kaizen perspectives by changing the attitude of the frontline and middle managementhuman resource there would be external factors created to motivate your workers.YourSUPPLIERS are the Partners,the Employees are your shareholders and your customers should be treated as Kings and Queens rather than having towards the customer an attitude called “notheking” (a Sinhala term ).Remembering these will take your business a long away whatever the industry you’re working for. If a plantation can implement these philosophies the advantages you get through these practical ways is immense. These philosophies will certainly enlighten the Plantation Industry in Sri Lanka which is rather stagnated and gloomy.
DEVELOPING A“BALANCE SCORECARD FOR A COIR FACTORY” Strategic plan in a diagram short and subtle to grasp. FINANCIAL PERSPECTIVE ROI LCC STRATEGIC LEVEL LP CUSTOMER PERSPECTIVE MANAGERIAL LEVEL Q C D INTERNAL PERSPECTIVE Q O DEFECTS OPERATIONAL LEVEL Q T O O DELAY INVENTORY S O UNWANTED ITEMSLEARNING ANDGROWTH FUNCTIONALPERSPECTIVE LEVEL S S O O DUST UNITENDIFIED ITEMS SEIRI, SEITON, SEISO & SEIKETSU, SHITSHUKE AND SAFETY. (3 S TO START THEN NEXT 3 S TO FOLLOW)
Appendix-1st pillar - ROI –Return on Investment, LP – Labour Productivity, LCC – Labour CostCompany,2nd pillar- Q – Quality,C– Cost, D – Delivery.3rdpillar- Q- Quantity, Q – Quality, T- Time,0 – Zero Defects,0- Zero Delay,0- Zero Inventory4th pillar- 3 s- denote Seiri, Seitonand Seiso. 5s as a whole could be implemented and youcould add safety as the sixth S. 6S 1. SEIRI 2. SEITON 3. SEISO 4. SEIKETSU 5. SHITSHUKE 6. SAFETYO denotes- 0 –Zero Dust, 0 – Zero Unwanted items, 0 –Zero Unidentified Items. COMPILED BY – AJITH DE SILVA A.G.M PLANTATIONS CHILAW PLANTATIONS