The document provides production data for the plastic injection, diecasting, trimming, and vacuum spray departments over 4 weeks. Some key details include:
- The plastic injection department achieved 52-84% of its output target over weeks 1 and 2. Diecasting achieved 12-36% over weeks 1-3. Trimming achieved 6-30% over weeks 1-2. Vacuum spray achieved 38-56% over weeks 1-3.
- Output, machine hours, staffing levels, and cycle times are reported daily for each process. Achievement rates are charted for comparison across weeks.
- Problem reports list issues like low output, defects, and machine damage. Action plans aim to fix
This document contains monthly KPI reports for planning, production, and efficiency from June 2021 to August 2021. It includes statistics on style analysis, efficiency percentages, non-productive time, machine utilization, worker absenteeism, profit/loss, and on-time delivery. The style analysis shows the quantity and percentage of styles produced within different SMV ranges for each month. Metrics like non-productive minutes, machine utilization, and worker absenteeism are also reported on a monthly basis.
This document describes a project to reduce scrap rates in piston casting at a foundry from 7% to 2% over 4 months using optimization techniques. The foundry casts pistons for Tata trucks. Testing of process parameters like cooling time, gate size, water temperature and metal temperature identified relationships to reduce scrap. Statistical modeling determined the optimal settings were a cooling time of 47 seconds, gate size of 132 mm^2, water temperature of 32°C and metal temperature of 792°C to minimize scrap to an estimated 5.28%. The document recommends applying fuzzy logic, genetic algorithms or artificial intelligence to further improve the optimization model.
The document summarizes a monthly knowledge sharing meeting for Palmal Group of Industries. Key discussion points included reviewing last month's performance on planning, production, quality assurance, and human resources KPIs. Styles were analyzed by complexity level and targets were compared to achievements. Efforts are needed to improve efficiency rates through better style analysis, meeting production targets, reducing delays, and minimizing absenteeism and non-productive time. The next monthly performance targets were then set to further improve manufacturing performance.
The document summarizes a monthly knowledge sharing meeting for Palmal Group of Industries. It discusses key performance indicators for various departments, including planning and production, quality assurance, and human resources. Metrics such as target achievement, efficiency rates, defects, machine utilization, and worker absenteeism are analyzed for the previous months. Causes of lower productivity like suboptimal style allocation and delays are also examined. The meeting aims to understand the company's current performance, identify areas for improvement, and set new targets for the following month.
Daily Production & WIP Analysis Dashboard - page 1Imran Yousuf
This document provides daily production data and work in process summaries for various departments of a garment manufacturing company over the month of July 2015. It shows the daily production quantities for cutting, stitching, washing/dyeing, checking, packing and shipment departments. It also provides a monthly production trend by department and customer-wise production data for specific styles shipped to different customers over June, July and August 2015. The work in process summary at the end indicates the current quantity of unfinished inventory for different departments.
This document contains monthly performance summaries for a factory across various key metrics:
1. Plan vs achievement, worker absenteeism, non-productive time (NPT), and efficiency percentages are reported on a month-by-month basis. NPT values and amounts are included.
2. Style analysis comparisons of monthly plan vs actual quantities produced, including breakdowns by style/product type. Percentages achieved of total planned quantities are provided.
3. Facts like expected vs achieved efficiency and targets vs achievements are outlined at an overall and monthly level. Metrics like machine utilization and on-time delivery are also covered.
4. Additional sections cover product defect hit/fail status, profit/loss, and
This document contains monthly performance summaries for Palmal Group of Industries from June 2021 to August 2021. Key details include:
- Style-wise production quantities and percentages achieved compared to targets each month.
- Monthly efficiency percentages achieved versus targets.
- Analysis of non-productive time (NPT) minutes, values, percentages and impact on production and revenue.
- Machine utilization and worker absenteeism percentages.
- Monthly profit/loss statuses excluding abnormal losses.
- Revenue achievement statuses compared to per machine targets.
- On-time delivery performance.
This document contains a weekly production schedule for a manufacturing plant over five days from Monday to Friday. It includes planned versus actual production hours and output for different production lines and shifts. Several key performance metrics like overall equipment effectiveness (OEE) are reported. Production was highest on the Monday day shift, achieving an OEE of 105.56%, and lowest on Wednesday with no recorded output.
This document contains monthly KPI reports for planning, production, and efficiency from June 2021 to August 2021. It includes statistics on style analysis, efficiency percentages, non-productive time, machine utilization, worker absenteeism, profit/loss, and on-time delivery. The style analysis shows the quantity and percentage of styles produced within different SMV ranges for each month. Metrics like non-productive minutes, machine utilization, and worker absenteeism are also reported on a monthly basis.
This document describes a project to reduce scrap rates in piston casting at a foundry from 7% to 2% over 4 months using optimization techniques. The foundry casts pistons for Tata trucks. Testing of process parameters like cooling time, gate size, water temperature and metal temperature identified relationships to reduce scrap. Statistical modeling determined the optimal settings were a cooling time of 47 seconds, gate size of 132 mm^2, water temperature of 32°C and metal temperature of 792°C to minimize scrap to an estimated 5.28%. The document recommends applying fuzzy logic, genetic algorithms or artificial intelligence to further improve the optimization model.
The document summarizes a monthly knowledge sharing meeting for Palmal Group of Industries. Key discussion points included reviewing last month's performance on planning, production, quality assurance, and human resources KPIs. Styles were analyzed by complexity level and targets were compared to achievements. Efforts are needed to improve efficiency rates through better style analysis, meeting production targets, reducing delays, and minimizing absenteeism and non-productive time. The next monthly performance targets were then set to further improve manufacturing performance.
The document summarizes a monthly knowledge sharing meeting for Palmal Group of Industries. It discusses key performance indicators for various departments, including planning and production, quality assurance, and human resources. Metrics such as target achievement, efficiency rates, defects, machine utilization, and worker absenteeism are analyzed for the previous months. Causes of lower productivity like suboptimal style allocation and delays are also examined. The meeting aims to understand the company's current performance, identify areas for improvement, and set new targets for the following month.
Daily Production & WIP Analysis Dashboard - page 1Imran Yousuf
This document provides daily production data and work in process summaries for various departments of a garment manufacturing company over the month of July 2015. It shows the daily production quantities for cutting, stitching, washing/dyeing, checking, packing and shipment departments. It also provides a monthly production trend by department and customer-wise production data for specific styles shipped to different customers over June, July and August 2015. The work in process summary at the end indicates the current quantity of unfinished inventory for different departments.
This document contains monthly performance summaries for a factory across various key metrics:
1. Plan vs achievement, worker absenteeism, non-productive time (NPT), and efficiency percentages are reported on a month-by-month basis. NPT values and amounts are included.
2. Style analysis comparisons of monthly plan vs actual quantities produced, including breakdowns by style/product type. Percentages achieved of total planned quantities are provided.
3. Facts like expected vs achieved efficiency and targets vs achievements are outlined at an overall and monthly level. Metrics like machine utilization and on-time delivery are also covered.
4. Additional sections cover product defect hit/fail status, profit/loss, and
This document contains monthly performance summaries for Palmal Group of Industries from June 2021 to August 2021. Key details include:
- Style-wise production quantities and percentages achieved compared to targets each month.
- Monthly efficiency percentages achieved versus targets.
- Analysis of non-productive time (NPT) minutes, values, percentages and impact on production and revenue.
- Machine utilization and worker absenteeism percentages.
- Monthly profit/loss statuses excluding abnormal losses.
- Revenue achievement statuses compared to per machine targets.
- On-time delivery performance.
This document contains a weekly production schedule for a manufacturing plant over five days from Monday to Friday. It includes planned versus actual production hours and output for different production lines and shifts. Several key performance metrics like overall equipment effectiveness (OEE) are reported. Production was highest on the Monday day shift, achieving an OEE of 105.56%, and lowest on Wednesday with no recorded output.
This document contains key performance indicators (KPIs) for Designtex Knitwear Ltd across various departments such as knitting, quality assurance, planning, maintenance, and finance. It includes targets versus actual figures for metrics like production output, efficiency percentages, wastage rates, salary costs, and machine utilization. Individual KPIs are also listed for managers and staff showing their performance ratings.
Review W24 & Plan Week 25 2022 MUM_BAS.pptxnoelmanroe1
The document provides a production review for week 24 at the BAS-Tanjung Enim job site. It summarizes key metrics like planned vs actual overburden removal and coal production. It also includes analyses of rainfall, slippery conditions, production capacity, and waterfall analyses to identify gains and losses. Pareto charts analyze top availability issues. The plan for week 25 outlines the work roster and planned equipment availability.
This document contains month-wise production data for June-August 2021. It includes details on style-wise production quantities compared to plan, non-productive time analysis, machine utilization percentages, worker absenteeism rates, profit/loss figures excluding abnormal losses, and on-time delivery status. Key performance indicators such as efficiency, machine running days, and revenue are reported and compared across the three months.
This document contains a project schedule for the B91 Raw Material Sampling Upgrade project. It lists over 700 tasks related to construction, equipment procurement and installation, commissioning, and qualification activities. Key milestones include substantial completion on January 30, 2015, construction finally complete on February 17, 2015, and process qualification execution from April 29 to June 30, 2015 including cleaning, static and dynamic testing.
Factory Monthly KPI OF KRC(U-1,2), January to July-2022.pptNittamallik216
The monthly knowledge sharing meeting reviewed the last seven months of performance for Palmal Group of Industries KRC units 1 and 2. Key discussion points included monthly targets versus achievement for production, efficiency, profit/loss and other KPIs. Issues that hampered production were also analyzed, such as delays in input plans, supplies and machine issues. The meeting aimed to understand the current position, identify areas for improvement and set new monthly performance targets.
- This document provides key performance indicators for Elmahmel distributor including organization structure, trade structure, sub-channel share of business, distributor and team KPIs, brand share of business, ROI, monthly targets and achievements, forecast, and loyalty scheme.
- It shows data on sales, targets, and growth for various product brands and sub-channels from March 2007 to March 2008. The distributor achieved most targets and saw overall growth and increase in sales year-over-year for most brands and sub-channels.
1. The document provides monthly summaries of key performance indicators (KPIs) such as targets vs achievement, profit/loss, efficiency, and plans vs results for an apparel factory from January 2022 to May 2022.
2. It analyzes production data by product category, style, and minutes required for different months. The majority of products fall under the "basic" style category requiring 4.51-7.5 minutes to produce.
3. Non-productive time was highest in January 2022 at 0.59% but was zero for other months. Overall non-productive time was 0.13% and revenue per machine remained around 98,000 BDT on average.
Rentabilidade acumulada fundos imobiliários dezembro 2015claudiusinhos
The document is a report listing the accumulated returns of various funds over the last 12 months. It includes over 100 funds with returns ranging from 0.45% to 34.45% for the 12 month period. The funds represent a variety of asset classes including real estate, healthcare, retail, and office buildings.
The document presents an organizational chart of a company with the following structure:
- The President of the Board oversees the whole company.
- There is a General Manager who oversees various departments like internal consulting, laboratories, latex plant, resins plant, sales, marketing, logistics, finance, IT, and support.
- Each department has respective managers, superintendents, and heads that report to the General Manager.
This document provides financial statements and ratios for Hansson Private Label from 2003-2007. It also includes projections for Hansson with a proposed expansion from 2009-2018. Key information includes:
- Hansson's revenue, earnings, and margins have grown from 2003-2007. Net income margin has remained steady at around 5.7%.
- Projections estimate revenue will grow from $84.96M in 2009 to $144.16M in 2018 with the expansion. Net income is estimated to grow from $2.83M to $9.56M over this period.
- The proposed expansion will require a $57.82M investment and is estimated to have a positive NPV of $36
PT. Primo Microphones Indonesia provides a yearly improvement plan and achievements report for their EM, V.A & Handset departments. The report summarizes 2016 rejection results and top rejection items. It also outlines plans to reduce chemical usage and improvement targets for 2017, including studying processes, improving cycle times, working with other departments to reduce rejections, and improving raw material quality. Rejection rates decreased across departments from 2015 to 2016 and further reductions are targeted for 2017.
Power Arena provides machine learning solutions. By applying machine learning and computer vision to digitalize the physical world, it can solve ineffeicientcies with computer algorithm. It saves costs and avoids errors from manpower.
As complementary partners, COMOSS and Power Arena can provide the solutions for machine vision.
This document contains examples and exercises related to cost accounting. It includes schedules showing standard and actual production outputs, labor costs, and unit costs for various time periods. It also includes examples calculating learning curves to estimate total costs for increasing batch or cumulative quantities based on a learning curve coefficient of 0.8.
The document analyzes the number of units, financial appraisal, and cash flow for a proposed development project consisting of 198 units across three types: double-storey terrace homes, double-storey shop/offices, and low-cost houses. It provides details on the gross development value, gross development cost, and projected cash inflows and outflows over 24 months from 2013 to 2014. The total development cost is estimated at RM38.6 million and the gross development value is RM55.1 million, indicating a potential profit of RM16.5 million.
This document provides projected income statements for Heartbeat LLC over the first four years of operations. In year one, the company projects no revenue and net losses each quarter as it builds up its business. By year two, revenue increases substantially each quarter as more contracts are signed, though net losses continue. In year three, the company projects positive net income each quarter as revenue growth outpaces expenses. By year four, revenue and net income are projected to continue growing steadily each quarter as the business scales up.
This document provides an overview of an industrial training report completed at the Common Distribution Center (DC) of Atlas Copco India Service Centre.
It begins with an introduction to Atlas Copco as a global company operating in 182 countries with 39,000 employees. It then describes the major operations carried out at the Common DC, including inbound logistics, outbound logistics, kit manufacturing, and customer returns.
The report includes two assignments - the first involves standardizing operating procedures for key DC operations like inbound logistics and customer returns. Flowcharts and descriptions of the processes are provided. The second assignment is an effort factor mapping analysis where operations across divisions are analyzed based on metrics like materials handled and time required. This provides insights
Sample Healthcare Business Analysis 20XX.pptxYinka Daramola
Having good insights into your healthcare business or medical practice can help you maximize income and minimize cost. Clarity comes from analysis and gives rise to clear KPIs and strategic shifts as may be required.
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
The document summarizes the financial and operational performance of PT Hantong Precision Manufacturing Batam in the first half of 2010. Key points include:
- Cost savings increased each month from November 2009 to April 2010 in areas like reducing scrap costs, line non-conformances, and consumables. Floor profit also increased.
- Sales and order targets were mostly met for SOT, quality, and RTY performance. Some issues were noted and corrective actions outlined.
- Initiatives on clean production, self-quality processes, TPM, and new projects increased productivity and flexibility.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
This document contains key performance indicators (KPIs) for Designtex Knitwear Ltd across various departments such as knitting, quality assurance, planning, maintenance, and finance. It includes targets versus actual figures for metrics like production output, efficiency percentages, wastage rates, salary costs, and machine utilization. Individual KPIs are also listed for managers and staff showing their performance ratings.
Review W24 & Plan Week 25 2022 MUM_BAS.pptxnoelmanroe1
The document provides a production review for week 24 at the BAS-Tanjung Enim job site. It summarizes key metrics like planned vs actual overburden removal and coal production. It also includes analyses of rainfall, slippery conditions, production capacity, and waterfall analyses to identify gains and losses. Pareto charts analyze top availability issues. The plan for week 25 outlines the work roster and planned equipment availability.
This document contains month-wise production data for June-August 2021. It includes details on style-wise production quantities compared to plan, non-productive time analysis, machine utilization percentages, worker absenteeism rates, profit/loss figures excluding abnormal losses, and on-time delivery status. Key performance indicators such as efficiency, machine running days, and revenue are reported and compared across the three months.
This document contains a project schedule for the B91 Raw Material Sampling Upgrade project. It lists over 700 tasks related to construction, equipment procurement and installation, commissioning, and qualification activities. Key milestones include substantial completion on January 30, 2015, construction finally complete on February 17, 2015, and process qualification execution from April 29 to June 30, 2015 including cleaning, static and dynamic testing.
Factory Monthly KPI OF KRC(U-1,2), January to July-2022.pptNittamallik216
The monthly knowledge sharing meeting reviewed the last seven months of performance for Palmal Group of Industries KRC units 1 and 2. Key discussion points included monthly targets versus achievement for production, efficiency, profit/loss and other KPIs. Issues that hampered production were also analyzed, such as delays in input plans, supplies and machine issues. The meeting aimed to understand the current position, identify areas for improvement and set new monthly performance targets.
- This document provides key performance indicators for Elmahmel distributor including organization structure, trade structure, sub-channel share of business, distributor and team KPIs, brand share of business, ROI, monthly targets and achievements, forecast, and loyalty scheme.
- It shows data on sales, targets, and growth for various product brands and sub-channels from March 2007 to March 2008. The distributor achieved most targets and saw overall growth and increase in sales year-over-year for most brands and sub-channels.
1. The document provides monthly summaries of key performance indicators (KPIs) such as targets vs achievement, profit/loss, efficiency, and plans vs results for an apparel factory from January 2022 to May 2022.
2. It analyzes production data by product category, style, and minutes required for different months. The majority of products fall under the "basic" style category requiring 4.51-7.5 minutes to produce.
3. Non-productive time was highest in January 2022 at 0.59% but was zero for other months. Overall non-productive time was 0.13% and revenue per machine remained around 98,000 BDT on average.
Rentabilidade acumulada fundos imobiliários dezembro 2015claudiusinhos
The document is a report listing the accumulated returns of various funds over the last 12 months. It includes over 100 funds with returns ranging from 0.45% to 34.45% for the 12 month period. The funds represent a variety of asset classes including real estate, healthcare, retail, and office buildings.
The document presents an organizational chart of a company with the following structure:
- The President of the Board oversees the whole company.
- There is a General Manager who oversees various departments like internal consulting, laboratories, latex plant, resins plant, sales, marketing, logistics, finance, IT, and support.
- Each department has respective managers, superintendents, and heads that report to the General Manager.
This document provides financial statements and ratios for Hansson Private Label from 2003-2007. It also includes projections for Hansson with a proposed expansion from 2009-2018. Key information includes:
- Hansson's revenue, earnings, and margins have grown from 2003-2007. Net income margin has remained steady at around 5.7%.
- Projections estimate revenue will grow from $84.96M in 2009 to $144.16M in 2018 with the expansion. Net income is estimated to grow from $2.83M to $9.56M over this period.
- The proposed expansion will require a $57.82M investment and is estimated to have a positive NPV of $36
PT. Primo Microphones Indonesia provides a yearly improvement plan and achievements report for their EM, V.A & Handset departments. The report summarizes 2016 rejection results and top rejection items. It also outlines plans to reduce chemical usage and improvement targets for 2017, including studying processes, improving cycle times, working with other departments to reduce rejections, and improving raw material quality. Rejection rates decreased across departments from 2015 to 2016 and further reductions are targeted for 2017.
Power Arena provides machine learning solutions. By applying machine learning and computer vision to digitalize the physical world, it can solve ineffeicientcies with computer algorithm. It saves costs and avoids errors from manpower.
As complementary partners, COMOSS and Power Arena can provide the solutions for machine vision.
This document contains examples and exercises related to cost accounting. It includes schedules showing standard and actual production outputs, labor costs, and unit costs for various time periods. It also includes examples calculating learning curves to estimate total costs for increasing batch or cumulative quantities based on a learning curve coefficient of 0.8.
The document analyzes the number of units, financial appraisal, and cash flow for a proposed development project consisting of 198 units across three types: double-storey terrace homes, double-storey shop/offices, and low-cost houses. It provides details on the gross development value, gross development cost, and projected cash inflows and outflows over 24 months from 2013 to 2014. The total development cost is estimated at RM38.6 million and the gross development value is RM55.1 million, indicating a potential profit of RM16.5 million.
This document provides projected income statements for Heartbeat LLC over the first four years of operations. In year one, the company projects no revenue and net losses each quarter as it builds up its business. By year two, revenue increases substantially each quarter as more contracts are signed, though net losses continue. In year three, the company projects positive net income each quarter as revenue growth outpaces expenses. By year four, revenue and net income are projected to continue growing steadily each quarter as the business scales up.
This document provides an overview of an industrial training report completed at the Common Distribution Center (DC) of Atlas Copco India Service Centre.
It begins with an introduction to Atlas Copco as a global company operating in 182 countries with 39,000 employees. It then describes the major operations carried out at the Common DC, including inbound logistics, outbound logistics, kit manufacturing, and customer returns.
The report includes two assignments - the first involves standardizing operating procedures for key DC operations like inbound logistics and customer returns. Flowcharts and descriptions of the processes are provided. The second assignment is an effort factor mapping analysis where operations across divisions are analyzed based on metrics like materials handled and time required. This provides insights
Sample Healthcare Business Analysis 20XX.pptxYinka Daramola
Having good insights into your healthcare business or medical practice can help you maximize income and minimize cost. Clarity comes from analysis and gives rise to clear KPIs and strategic shifts as may be required.
It was really excited to run my First Lean Six Sigma Black Belt Project in my factory . And during the project im really great full to my honorable management . Now im posting this project for the audience of this site .
The document summarizes the financial and operational performance of PT Hantong Precision Manufacturing Batam in the first half of 2010. Key points include:
- Cost savings increased each month from November 2009 to April 2010 in areas like reducing scrap costs, line non-conformances, and consumables. Floor profit also increased.
- Sales and order targets were mostly met for SOT, quality, and RTY performance. Some issues were noted and corrective actions outlined.
- Initiatives on clean production, self-quality processes, TPM, and new projects increased productivity and flexibility.
Similar to week 3 August Prod.report rev 2.pptx (20)
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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How MJ Global Leads the Packaging Industry.pdfMJ Global
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
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11. DIECAST
No Problem Rootcause Action Plan PIC Due date
1 Less output Pin ejector damage Change with the new one and life
time evaluation
Foreman 01 -
06/09/2022
2 hose Leakage ( deform) Change with the new one and daily
checkin before running
Foreman 01 -
06/09/2022
3 Set the mould not reach the spt Double cek spt Foreman/eng/
Mgr
01 -
06/09/2022
Output Achieving Rate Diecast
week 1 week 2
Day 1 12% 25%
Day 2 14% 32%
Day 3 36%
Day 4 12% 36%
Day 5 7% 28%
Day 6 7% 23%
0%
5%
10%
15%
20%
25%
30%
35%
40%
1 2 3 4 5 6
Output Achieving Rate Diecast
week 1 week 2
16. TRIMMING
No Problem Rootcause Action Plan PIC Due date
1 less output operator sparate to rework process Reduce defect (flash) coordinate
with diecasting in charge
Khafid close
2 Less ouput Have cutting runner process Make spt for process Buang close
3
4
5
Output Achieving Rate Trimming
Week 1 Week 2
Day 1 8% 20%
Day 2 12% 10%
Day 3 3%
Day 4 7% 30%
Day 5 17% 17%
Day 6 14% 7%
0%
5%
10%
15%
20%
25%
30%
35%
1 2 3 4 5 6
Output Achieving Rate Trimming
Week 1 Week 2
21. No Problem Rootcause Action Plan PIC Due date
1 Less Output have a higher SPT for polish Double check spt for polish (man
power or need change the spt)
SPV 01 -
06/09/2022
2 Less Output adjust color need longer time Coordinate with mix paint team
before running.
LEADER 01 -
06/09/2022
3 Less Output Have no paint stocks Consumable and non consumable
stock
SPV & MGR 01 -
06/09/2022
4 Less Output Have orange peel on the paint Stock paint put not direct well SPV & MGR
Output Achieving rate weekly
Week 1 Week 2 Week 3 Week 4
Day 1 45% 44% 56% 37%
Day 2 41% 45% 25% 43%
Day 3 54% 48% 37%
Day 4 49% 39% 54% 43%
Day 5 38% 41% 53% 38%
Day 6 44% 44% 47% 28%
0%
10%
20%
30%
40%
50%
60%
1 2 3 4 5 6
Output Achieving Rate
Week 1 Week 2 Week 3 Week 4 Day 1
VACUUM SPRAY
36. Tampo
No Problem Rootcause Action Plan PIC Due date
1 Less Output WIP send by partial Reduce the defect,plan must be
controll by visual management
LEADER/SPV 01 - 06/09/2022
2 low SPT during set the machine Need eng team if want set the
machine
SPV &
MANAGER
01 - 06/09/2022
3 Jig did not match Coordinate with eng team before
running
SPV & LEADER 01 - 06/09/2022
4
5
Output Achieving rate weekly
Week 1 Week 2 Week 3 Week 4
Day 1 32% 21% 16% 28%
Day 2 25% 20% 8% 41%
Day 3 37% 45% 29%
Day 4 28% 26% 37% 14%
Day 5 37% 28% 40% 8%
Day 6 26% 33% 20% 9%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
1 2 3 4 5 6
Output Achieving Rate
Week 1 Week 2 Week 3 Week 4
37. VACUUM METALIZING WEEK 1
date
Standar
d
Output
Actual
Daily
Output
(shots)
headcou
nt
DL
headcou
nt
overall
working
hours(
hrs)
DL
working
hours(
hrs)
IDL
working
hours(
hrs)
SPT of
DL
SPT
Overall
output
achievin
g reate
8/8 19940 4654 12 12 108 108 83,54 83,54 23%
8/9 25920 3395 16 16 144 144 152,70 152,70 13%
8/10 25920 4295 16 16 144 144 120,70 120,70 17%
8/11 25920 6562 16 16 144 144 79,00 79,00 25%
8/12 22680 6279 14 14 126 126 72,24 72,24 28%
8/13 20160 1219 14 14 112 112 330,76 330,76 6%
0%
5%
10%
15%
20%
25%
30%
8/8 8/9 8/10 8/11 8/12 8/13
VM I.output achieving reate
VM I.output achieving reate
55. ASSEMBLY
No Problem Rootcause Action Plan PIC Due date
1 Less Ouput SPT not reach Must make time study went start
the new model
ALL LEADER 02/09/2022
2 Every day must be check and
controling the spt
ALL LEADER 02/09/2022
3 Check stock part every day ALL LEADER 02/09/2022
4 Must have the other part at the
morning so went start direct have
output
ALL LEADER 02/09/2022
5