Small & Medium (SME) Enterprises play a vital role in generation of employment and contribution to Country's GDP. Make-in-India & Start-up campaigns alongwith increasing competition demand that SMEs focus on Timely Delivery, Quality Products and Competitive Cost. The same can be built in by adopting certain business practices. The presentation includes certain useful practices for adoption.

1. Presentation by:Presentation by:
CA CA SandeepSandeep GargGarg
sandeepgarg@ssarca.comsandeepgarg@ssarca.com
www.revitalisedprocesses.comwww.revitalisedprocesses.com
Program by:Program by:
SubSub‐‐Regional Conf. of NIRC,Regional Conf. of NIRC,
FaridabadFaridabad
May May 0707, , 20162016 1
Measure Your Client For a Fit
(Questions to Answer)
• Does your company leadership team understand and
embrace their role, and are they willing to learn what
lean and Six Sigma are all about?
• Does your company utilize cross‐functional, multilevel
teams to get things done?
• Have you mastered the basic problem‐solving tools
throughout the company, driving to root‐cause
corrective actions?
• Do you have accurate data systems (gauge
repeatability and reproducibility) that are easily
accessible to the workers closest to the process, and
does this data drive your improvement actions?
Source: www.shmula.com 2
Measure Your Client For a Fit
(Questions to Answer)
• Are the employees empowered to shut a process
down if an out‐of‐control condition occurs, and
are there resources instantly available to help the
employee identify and implement corrective
actions to get the process back up and running?
• Is the financial community willing to participate
in the improvement efforts, assist in the
calculation of the financial impact of the
improvements, and help reshape the accounting
systems to more accurately reflect reality?
Source: www.shmula.com 3 4

2. 5 6
Visiting Cards
Letter Heads
Communications
Work & Work & OrganisationOrganisation –– My First PriorityMy First Priority
It Grows It Grows I also GrowI also Grow
7 8

3. 6. Process
- Steps
- Time
7. Special Instructions
9 10
What is Stopping the Flow ?
11 12

4. IDENTIFY:IDENTIFY:
•• Metrics Metrics KPIs (Key Performance KPIs (Key Performance
Indicators)Indicators)
CREATE CREATE
•• Single Page Monitoring SheetSingle Page Monitoring Sheet
•• Balanced ScorecardBalanced Scorecard
•• DashboardDashboard
13
P & L SHEET ON _________
REVENUE FOR THE DAY EXPENSES FOR THE DAY
PARTICULARS TODAY SALE YESTDY. SALE
LAST MONTH
AVG. SALE
VARIANCE
(LAST DAY TO
TODAY)
VARIANCE (LAST
MONTH AVG TO
TODAY)
PARTICULARS ACTUAL
ROOMS REVENUE 148,977 152,268 141,989 3,291 (6,988)FINANCIAL CHGS 60,000
MEAL PLAN 24,025 20,425 23,503 (3,600) (522)SALARY & WAGES 35,484
WORLD CAFÉ REVENUE 37,579 14,991 33,681 (22,588) (3,898)ADV & MKTG 2,000
ZENBA REVENUE 21,050 16,680 9,867 (4,370) (11,183)DIESEL 4,469
LA MADELEINE BAKERY REVENUE 893 158 657 (735) (236)ELECTRICITY 37,008
MINI BAR REVENUE - - 13 - 13L.P.G 5,740
LAUNDRY REVENUE 1,090 2,005 874 915 (216)RAW MATERIAL 158,409
IN ROOM DINING REVENUE 1,720 465 426 (1,255) (1,294)STAFF FOOD COST 2,897
SWIMMING POOL & GYM REVENUE - 3,213 - - - MINERAL WATER-210 1,470
TAXI REVENUE 3,100 - 2,758 (3,100) (342)DENTAL KIT-0 -
BUSSINESS CENTRE INCOME - - - - - SAVING KIT -0 -
TELEPHONE REVENUE - - - - - SLIPPER -0 -
BANQUET REVENUE 570,088 215,419 60,949 (354,669) (509,139)COMB-0 -
CRICKET MANIA 800 800 - - (800)TAXI 3,152
TOTAL REVENUE 809,322 426,424 274,717 (386,111) (534,605.00)LAUNDRY EXP. 2,200
STATISTICS PEST CONTROL 664
ARR 2,128 2,417 5,259 289 3,131TELEPHONE /WIFI 1,000
Rev Par' 1,330.15 1,359.54 1,267.76 29 (62)AMC/ REP & MAINT 4,500
No. of Occ Rms 70 63 27 (7) (43)ADMIN EXP 12,000
% of Occu 63% 57% 24% -6% -39%INSURANCE 2,000
LICENCE FEE 3,000
SECURITY EXP 8,100
VARIANCE FROM BREAK EVEN 509,322 RAW MATERIAL (SPOIL) 3,225
PROFIT
420,946
DEPRECIATION 9,000
BEVERAGES CONSP. 32,058
Total Expenses 388,376
HLP:-(DG :320 KV 00.00 HRS (551644), DG 570 KV 00.00HRS (551431), DG570KV00.00 HRS (85154) ( EM:778501-779015=514*8), HWG 19.00R.HRS
Other Taxi
Guest Name Timing Com.Name Km Destination Exp. Remarks
Mr.Manish 09.55 to 17.05 SalesCall 34 km Fbd. 1,100.00 SalesCall
Single Page Monitoring Single Page Monitoring SheetSheet
14
15 16

5. Receivables Management
17 18
19 20

6. 21 22
23 24

7. 25 26
27 28

8. Customer
Supplier
Order
Store
Process 1Process 2Process 3
RMRMFGFG
WIPWIP WIPWIP
Delivery
FACTORY
IMPROVEMENT AREA (BOM)
15
Days
1 D2 D2 D
29
Finished Product Cable Name Mtr
Connector 1
Name
Qty
Connector 2
Name
Qty
Connector
3 Name
Qty
LCPC‐LCPC SM
2MM DX 3 Mtr.
RM OFC SM Minizip
LSZH Cable
3.054
RM LCPC SM
Connector
2
RM LCPC SM
Connector
2
FCPC‐LCPC SM
RUGG 2F 10 Mtr.
RM OFC 9 SM
Ruggerised 2F CABLE
10.0254
RM FCPC SM /
MM Connector
2
RM LCPC SM
Connector
2
FG RM
BOM MASTER
Party
Party
Order No.
Order
Rect Dt/
Item Qty Unit Rate Value
Target Del.
Date
RM Issue
Dt.
Order
Dispatch
Dt.
ABC E‐MAIL 11‐02‐16
LCPC‐LCPC SM 2MM
DX 3 Mtr.
10 320.40 3,204 17‐02‐16 16‐02‐16 10‐04‐16
XYZ 10118 10‐02‐16
FCPC‐LCPC SM
RUGG 2F 10 Mtr.
78 1,213.20 94,629 19‐02‐16 15‐02‐16
SALES ORDER DETAILS
Cable Name Mtr Total Qty
Connector 1
Name
Qty Total Qty
Connector 2
Name
Qty
Total
Qty.
RM OFC SM Minizip
LSZH Cable
3.054 30.54
RM LCPC SM
Connector
2 20
RM LCPC SM
Connector
2 20
RM OFC 9 SM
Ruggerised 2F Cable
10.0254 781.981
RM FCPC SM /
MM Connector
2 156
RM LCPC SM
Connector
2 156
RM CONSUMPTION
30
TARGET
Fixed after taking discount of weight (+ / ‐ ) %
allowed by the Customer (Say: 4.75 – 5.25 kg for 5 kg
Bottle with 5% variation)
ACTUAL (for a Lot of a Product)
{Total Raw Material Issued (Less) difference of WIP}
No. of units produced
31
TARGET
Mixing of Fresh & Used Material allowed by the
Customer (Say 10% of Used Material in a unit of FG)
ACTUAL (for a Lot of a Product)
Reduction in Stock of Used Material
{Total Raw Material Issued (Less) difference of WIP}
32

9. 33
Customer
Supplier
Order
Store
Process 1Process 2Process 3
RMRMFGFG
WIPWIP WIPWIP
Delivery
FACTORY
IMPROVEMENT AREA (WIP)
15
Days
1 D2 D2 D
34
35 36

10. Customer
Supplier
Order
Store
Process 1Process 2Process 3
RMRMFGFG
WIPWIP WIPWIP
Delivery
FACTORY
IMPROVEMENT AREA (SKILL‐SET)
15
Days
1 D2 D2 D
37
TARGET
Fixed as per Machine requirement
ACTUAL
Average number of operators hired in the day
38
SSAR & ASSOCIATES, Chartered accountantsSSAR & ASSOCIATES, Chartered accountantsGrow More …. Grow FasterGrow More …. Grow Faster
• Hire People with Quality Attitude
• Constantly Identify Leaders for managing Depts /
Responsibilities
• Alignment of Personal & Departmental Goals with
Organisation Goals by Constant Reinforcement
39 SSAR & ASSOCIATES, Chartered accountantsSSAR & ASSOCIATES, Chartered accountantsGrow More …. Grow FasterGrow More …. Grow Faster
• Culture of Internal Competition (Regular
Appraisals, Appreciation, Recognition, Rewards
…..)
• Capture Feedback & Complaints (Implement or
Resolve)
• Define “Job Description” bring Clarity of Job
Profile
40

11. 41
CHECKLISTCHECKLIST
• Should work on the principle of ‘comply or explain’.
• Defines Actions to be taken to complete a Process
• Defines the End‐result of the Process
• Specifies Expected time for completing an Action
• Defines Ownership of Process / Action
• Lists Documents to be captured
• Defines the Best Processes of the industry
• It could be the part of Finance Manual
42
CHECKLIST CHECKLIST ‐‐ ExampleExample
Particulars Ownership Periodicity Y / N
Financial ManagementFinancial Management
Audit of Accounts Accounts Mgr. Yearly
Updation of AccountingBooks Accounts Mgr. Weekly
Preparation of Budgets Accounts Mgr. Yearly
Reporting of Budget Variance to CFO Accounts Mgr. Monthly
Bills receipt against Suppliers’ Advances Accounts Mgr. Quarterly
Analysis of O/s Receivables & Followed up Accounts Mgr. Weekly
Store Management
Stock physical verification & matching with Bin
Card & Books (25% Stock)
Store Mgr. Weekly
Identification of Expired Stock Store Mgr. Weekly
Goods covered from Polythene Store Mgr. Regular
Stock Insurance Store Mgr. Yearly
43
CHECKLIST CHECKLIST ‐‐ ExampleExample
Particulars Ownership Periodicity Y / N
Purchase Management
Placement of PO / JO
‐ PO to be placed within 7 days of BOM
entry
Purchase Mgr. Regular
‐ 3 Quotations from Suppliers Purchase Mgr. Regular
‐ Terms & Conditions for a particular PO Purchase Mgr. Regular
‐ Rate approval by MD Purchase Mgr. Regular
‐ Receipt of RM from supplier for quality
approval by the mechandisingteam
Purchase Exec. Regular
‐ Receipt of approval from merchandising
team
Purchase Exec. Regular
‐ Placing PO Purchase Mgr. Regular
‐ Inspection report (As per Annex. 1) in
duplicate Purchase Exec. Regular
44

12. 45 46
Role Respons‐
ibility
Required
Skill
Desired
Certification/
Qualification
Gap
Analysis
Training ‐
External
Training ‐
Internal
Training –
Timeline
Available
or NA
Training
required
for “NA”
Competency Matrix
47
Skilling from:
‐ NSIC
‐ Skill India
‐ PM Kaushal Vikas Yojna
48

13. 49 50
Customer
Supplier
Order
Store
Process 1Process 2Process 3
RMRMFGFG
WIPWIP WIPWIP
Delivery
FACTORY
IMPROVEMENT AREA (MACHINE TIME)
15
Days
1 D2 D2 D
51
TARGET
100 % always
ACTUAL
Total No. of Hours(Less) Break‐down Hours
Total No. of Hours
52

14. Machine
No.
Location Purchase
Date
Oil Chkg
Date
Loose
Wires
(Y/N)
AMC
Date
Repair
Cost /
Date
Insurance
Date
Comments
MACHINE MAINTENANCE SCHEDULE
53 54
Customer
Supplier
Order
Store
Process 1Process 2Process 3
RMRMFGFG
WIPWIP WIPWIP
Delivery
FACTORY
IMPROVEMENT AREA (PROCESS‐TIME)
15
Days
1 D2 D2 D
55
Hours Product
Name
Weight /
Unit
Production
(Units)
Cumm.
Prod’n
No. of
Operators
Reasons for
Prod’n Loss
08 am – 09 am
09 am – 10 am
10 am – 11 am
11 am – 12 pm
12 pm – 01 pm
01 pm – 02 pm
02 pm – 03 pm
03 pm – 04 pm
04 pm – 05 pm
05 pm – 06 pm
PRODUCTION SHEET FOR THE ___________(date)
Target for the day
Product Qty
_______ ______
_______ ______
Machine No. _________
56

15. TARGET
Use STOP – WATCH & observe Take 3 – 5 Trial Run
Average Time / unit
ACTUAL
Units Produced in a day
Total No. of Hours
57 58
59 60

16. 61
IMPROVEMENT AREAS
Customer Order
receipt date
Raw Material
Issue date
FG Dispatch
date
Target /
Ideal
15 Days
3 Days
Customer Order
receipt date
Raw Material
Issue date
FG Dispatch
date
Actual
8 Days
25 Days
Improvement
Scope: 10 Days
Improvement
Scope: 5 Days 62
63 64

17. 65
Work‐Time
• Waiting time
• Search Time
• Interruption
• Information Overload
Work System
• Evironment
• Clarity of Information
• Unclear Targets
• Technology
Employee
• Creativity
• Know‐how
• Health
Business Process
• Inventory
• Handovers
• Work Procedures
• Errors
• Waiting Time
• UnnecessoryData
• Transportation
• Signature Trust issue
• Task switching
• Quality Inspection
• Reviews
• Meetings
• Multiple Signatures
• Approvals (When to start, when to stop
Process transparency not there
Why approval for start and stop required)
The person not having right skill
matrix So, Approvals required
• Producing Reports that nobody uses
• Queue Time
• Redundant Systems
• Incomplete Information
66
67
Customer
Supplier
Order
Store
Process 1Process 2Process 3
RMRMFGFG
WIPWIP WIPWIP
Delivery
FACTORY
IMPROVEMENT AREA (Customer)
15
Days
1 D2 D2 D
68

18. 69 70
• http://trademap.org/
• http://procurementmap.intracen.org/
• Weekly email to customers + prospects for new designs
• Branding exercise organise conferences / seminars /
talk‐shows Increase product visibility
• Create multiple range of a same product show the
different range
• Product Catalogue
• Make‐in‐India incentives
71 72

19. Date of
Complaint
Customer
/ Supplier
Nature of
Complaint
(Broad)
Details of
Complaint
Assigned
to
Assign
date
Resolution
Date
Counter‐
measures
Nature of Complaints Month No. of Complaints
Date of Complaint Assign to Assign Date O/s days
Unresolved Complaints
Complaints Nature
73 74
Customer
Supplier
Order
Store
Process 1Process 2Process 3
RMRMFGFG
WIPWIP WIPWIP
Delivery
FACTORY
IMPROVEMENT AREA (Supplier)
15
Days
1 D2 D2 D
75 76

20. 77 78
Date of
Complaint
Customer
/ Supplier
Nature of
Complaint
(Broad)
Details of
Complaint
Assigned
to
Assign
date
Resolution
Date
Counter‐
measures
Nature of Complaints Month No. of Complaints
Date of Complaint Assign to Assign Date O/s days
Unresolved Complaints
Complaints Nature
79
Processes Educational Website
www.revitalisedprocesses.comwww.revitalisedprocesses.com
80

21. THANK YOUTHANK YOU
SANDEEP GARG, FCA, ICWASANDEEP GARG, FCA, ICWA
S S SS A R & ASSOCIATESA R & ASSOCIATES
Ph: (011) Ph: (011) 6596091265960912‐‐13, 981002050813, 9810020508
sandeepgarg@ssarca.comsandeepgarg@ssarca.com
www.ssarca.comwww.ssarca.com
www.revitalisedprocesses.com www.revitalisedprocesses.com
81