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30 , 60, 90 Days Plan To Meet Goals For New Organization

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30 , 60, 90 Days Plan To Meet Goals For New Organization

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30 , 60, 90 Days Plan To Meet Goals For New Organization

  1. 1. 30/60/90 Days plan After Recruitment <ul><li>BY LT COLONEL VIKRAM BAKSHI </li></ul>
  2. 2. <ul><li>GOALS FOR MY NEW ORGANIZATION P&L Management Improvement Supplier / Vendor Relations Budgeting / Cost Controls Workflow Optimization Strategic Planning & Growth Staff Management & Training Manufacturing & Operations Inventory Management New Business Development Product / Brand Development Purchasing Management Performance Improvement </li></ul>
  3. 3. Key Short Term Objectives <ul><li>Learn the organization, systems, procedures, and vision. </li></ul><ul><li>Understand key annual growth objectives and drivers for the sales organization </li></ul><ul><li>Initiate team building through developing strong internal and external collaborative relationships </li></ul><ul><li>Establish territory development plans, performance guidelines and expectations for my regional sales team </li></ul>
  4. 4. WHAT WILL I BRING ON THE TABLE <ul><li>End to end management from planning to delivery in plants to monitoring on-site/shop floor activities and final execution of modernization & capacity expansion projects . </li></ul><ul><li>Waste Reduction and JIT Concept on Shop Floor </li></ul><ul><li>Continuous Improvement Cycle in Production. </li></ul><ul><li>Commercial cycle with reduced cash flow cycle SCM with ERP in Oracle </li></ul><ul><li>IT till Shop Floor and integrate with all departments through strong MIS/ERP </li></ul><ul><li>HR with strong processes of competency mapping and welfare measure . </li></ul><ul><li>Maintenance culture </li></ul><ul><li>Monitoring production with respect to Cost, Resource Deployment, Time over-runs and Quality Compliance to ensure execution within the time & cost parameters . </li></ul><ul><li>Work closely with external consultants, for strategizing and implementing overall Project/Production Plan with Budgetary and Costing framework to align with the Company's Business Plan to capture market as best in business . </li></ul><ul><li>Identify possible new customers and learned their unique requirements, </li></ul><ul><li>In Long run, Outperform the competition in the market by taking away major business and integrating with our own and cultivating long-term customer relationships </li></ul>
  5. 5. DUTIES <ul><li>Ensuring that business operations are efficient and effective and that the proper management of resources, distribution of goods and services to customers, and analysis of queue systems is conducted . </li></ul><ul><li>Marshaling limited resources to the most productive uses with the aim of creating maximum value for the company's stakeholders. </li></ul><ul><li>Developing and cascading the organization’s strategy/mission statement to the lower-ranking staff, and implementing appropriate rewards/recognition and coaching/corrective practices to align personnel with company goals. </li></ul><ul><li>Planning by prioritizing customer, employee and organizational requirements </li></ul><ul><li>Maintaining and monitoring staffing, levels, Knowledge-Skills-Attributes (KSA), </li></ul><ul><li>expectations and motivation to fulfill organizational requirements. </li></ul><ul><li>Driving performance measures for the operation (including a consideration of efficiency versus effectiveness), often in the form of dashboards convenient for review of high level key indicators </li></ul>
  6. 6. First 30 Days: <ul><li>Become acclimated to the work environment, concentrating on the work efforts being supported by the current learning teams. Make myself available, and extend an open invitation to everyone for informal conversations pertaining to work units and their primary roles and responsibilities. </li></ul><ul><li>Define client relationships </li></ul><ul><li>Prioritize client hierarchy </li></ul><ul><li>Who are the clients? </li></ul><ul><li>What are the client expectations for each engagement? </li></ul><ul><li>Identify the “Cash Cows” fo the Company </li></ul><ul><li>Which company relationships contribute to the company’s bottom line? Begin to define “Best Practices”. </li></ul><ul><li>Support all learning activities in support of the expansion </li></ul><ul><li>Define and gather “pain-points” within What deliverables are expected from each plant location? </li></ul><ul><li>Identify those issues driven by learning and development inefficiencies. </li></ul><ul><li>What are the staffing requirements for Centralized Office? How are staffing selections made? </li></ul><ul><li>Learn my priorities as I partner with operational and executive management. Compile information pertaining to MD vision and confirm current progress made towards the implementation of “first steps”. </li></ul><ul><li>Become familiar with the current development programs being offered through each Plant site. If possible, participate in current specialized training </li></ul>
  7. 7. To make a centralized Production HQ <ul><li>Define department tier as it applies to forward delivery: </li></ul><ul><li>-New Hire </li></ul><ul><li>-On-Going Development </li></ul><ul><li>-Leadership Training </li></ul><ul><li>Partner with Quality and Operations in determining improvements </li></ul><ul><li>Indoctrination </li></ul><ul><ul><li>Senior leadership meeting- relationships, their expectations and needs. </li></ul></ul><ul><ul><li>Peers and support organization role discovery and relationship establishment. </li></ul></ul><ul><ul><li>Product, market data and customer segment review. </li></ul></ul><ul><ul><li>New hire training curriculum review/creation. </li></ul></ul><ul><ul><li>Compensation and recognition plan review/creation. </li></ul></ul><ul><ul><li>Goal review/establishment. </li></ul></ul><ul><li>Ongoing Sales Process training and refinement </li></ul><ul><li>Segment prospect and customer base, highest value and greatest return. </li></ul><ul><ul><li>Confirm product mix, identify market potential, confirm channels. </li></ul></ul><ul><ul><li>Determine, evaluate and address high touch and low touch obstacles. </li></ul></ul><ul><li>Identify and drive clear goals and metrics. </li></ul><ul><li>Confirm strategy with key stakeholders. </li></ul><ul><li>Align hiring and training with Value Proposition. </li></ul><ul><li>Align compensation to goals and value Proposition. </li></ul><ul><li>Align Sales and Account management. </li></ul><ul><li>Build organization to fully exploit market potential. </li></ul><ul><li>Build and implement process driven sales system and robust internal communication methodology. </li></ul>
  8. 8. A Strong Business Organization Structure is Paramount to Business Success OWNER/CEO/MD OPERATION HEAD/
  9. 9. OPERATION OFFICE SALES MARKETING PRODUCTION SCM & COMMERCIAL QUALITY TRAINING MIS ADMIN AND HR ACCOUNTING & FINANCE PLANTS
  10. 10. ANOTHER VARIANT OPERATION OFFICE PLANT ONE PLANT TWO PLANT THREE HR AND ADMIN FINANCE QUALITY AND TRAINING TECHNICAL CELL / MIS PLANT FOUR SALES & INVOICING ACCOUNT DELIVERY TEAM
  11. 11. 60 DAYS <ul><li>Sales: Know VOC . </li></ul><ul><li>Relationship building with customers. Ride with each sales associate, holding territory review, meeting current accounts and key prospective customers. </li></ul><ul><li>Begin building strong collaborative relationships with each sales associate to launch our team and to evaluate their strengths and areas for development. </li></ul><ul><li>Production </li></ul><ul><li>Planning & Execution in Each Plant. </li></ul><ul><li>Quality, Safety & Security Programs. </li></ul><ul><li>Ma intenance Management . </li></ul><ul><li>MIS </li></ul><ul><li>SCM </li></ul><ul><li>Inventory Control and Merchandise management. </li></ul><ul><li>Purchasing and vendor Negotiations. </li></ul><ul><li>All plants integration under common support system of SCM </li></ul><ul><li>Fin : Budget Development & Allocation </li></ul><ul><li>Logistics Freight and Transportation/Warehouse Distribution Corporate level Administration </li></ul><ul><li>Human Resources Affairs/Union Negotiation/ team building /staff retention </li></ul>
  12. 12. Overview <ul><li>Personnel : meet associates, staff and managers. </li></ul><ul><li>Administration : become familiar with business functions, systems </li></ul><ul><li>And reporting methods. </li></ul><ul><li>Business : address immediate needs and support initiatives in </li></ul><ul><li>progress; identify opportunities and areas for action. </li></ul><ul><li>Partnerships : meet and assess business relationships </li></ul><ul><li>customers (internal/external). </li></ul><ul><li>Team : focus on leadership and building rapport with team and customers. </li></ul>
  13. 13. <ul><li>Personnel </li></ul><ul><li>Review current personnel and functions. </li></ul><ul><li>Utilize organizational chart to assess depth within departments. </li></ul><ul><li>Become familiar with staff functions and capability. </li></ul><ul><li>Review key personnel policies and procedures. </li></ul><ul><li>Review payroll functions and processes. </li></ul><ul><li>Administration </li></ul><ul><li>Review position duties and responsibilities. </li></ul><ul><li>Observe and understand staff functions/role. </li></ul><ul><li>Attend all department meetings. </li></ul><ul><li>Solicit feedback: strengths and opportunities </li></ul><ul><li>Review budget and forecasting processes. </li></ul>
  14. 14. <ul><li>Business </li></ul><ul><li>Review financial reporting processes and functions. </li></ul><ul><li>Review budget and forecasting processes. </li></ul><ul><li>Review reporting and performance metrics. </li></ul><ul><li>Solicit feedback from all departments for opportunities. </li></ul><ul><li>Participate in all meetings. </li></ul><ul><li>Partnerships </li></ul><ul><li>Review inter-departmental roles and functions. </li></ul><ul><li>Review department financials and contribution to plant operations. </li></ul><ul><li>Attend all department meetings and contribute to dialogue. </li></ul><ul><li>Enhance inter-departmental communication and sense of mission. </li></ul><ul><li>Focus on customer perception and service issues. </li></ul><ul><li>Active trade participation. </li></ul><ul><li>Examine and understand brokers, distributors and direct routes-to-market. </li></ul>
  15. 15. <ul><li>Team </li></ul><ul><li>Active participation in community and plant operations. </li></ul><ul><li>Provide clear and challenging vision and market mission. </li></ul><ul><li>Support/lead/challenge; share tools, ideas for improvement of team. </li></ul><ul><li>Create/support competitive environment based on merit and performance. </li></ul><ul><li>Challenge performance in order to increase competitive edge. </li></ul><ul><li>Active participation visits and timely constructive feedback. </li></ul><ul><li>Build competitive team and future leaders for . </li></ul><ul><li>Institute and conduct business in “open door” fashion. </li></ul><ul><li>Conduct business in truthful and straightforward manner with all customers. </li></ul><ul><li>Seek feedback and monitor own progression for adjustments/changes. </li></ul>
  16. 16. 90 days <ul><li>Sales </li></ul><ul><li>J ointly with each sales associate, create evergreen Territory Development Plans that maximize business. Identify and map out all current and prospective accounts and confirm Key Target Accounts KTAs. </li></ul><ul><li>Develop endlessly flowing pipeline of viable opportunities increasing closing ratio and reducing sales cycle time. </li></ul><ul><li>Formulate travel schedule for riding with each sales associate focusing on VOC and growing business with current accounts. </li></ul><ul><li>Establish performance metrics including CRM and reporting requirements. Initiate quarterly self evaluations in conjunction with my input to exceed regional goals. </li></ul><ul><li>Document developmental needs for each sales associate and present initial recommendations for any adjustments/realignments. . </li></ul><ul><li>Ongoing leadership modeling through coaching, mentoring, and training </li></ul><ul><li>Effective Customer Relationship Management . </li></ul><ul><li>Target marketing and penetration </li></ul><ul><li>Competitive sales analysis. </li></ul>
  17. 17. 90 days <ul><li>. </li></ul>Production Process Analysis & Continuous Improvement in Production. Cost Containment and Profit Growth. MIS Mechanisms to ensure continuous and adequate information . Directing modernization technology program/industrial automation Quality compliance to systems to reduce rejection levels and ensure high quality standards at all the stages of production. Commercial / Finance. Reduce cash flow cycle Purchase. JIT ERP HR Performance Metrics / Benchmarking Training and Development . Team Building and retention initiatives.
  18. 18. <ul><li>Tools </li></ul><ul><li>Six Sigma Green Belt Team Implementation to start to reduce defects </li></ul><ul><li>TQM implementations </li></ul><ul><li>ISO Documentation </li></ul><ul><li>Risk Management and Quality Control . </li></ul><ul><li>NDT </li></ul>
  19. 19. Production focused on waste management
  20. 20. Starting the Journey of Waste Reduction <ul><li>Identify Types of Wastes </li></ul><ul><li>Over Production </li></ul><ul><li>Waiting Time of workers on hand </li></ul><ul><li>Transportation delays in WIP </li></ul><ul><li>Over processing or in correct processing </li></ul><ul><li>Excess Inventory </li></ul><ul><li>Unnecessary Movement </li></ul><ul><li>Defects </li></ul><ul><li>Unused Employee Creativity </li></ul><ul><li>The purpose in not to seek and destroy wastes but to create a Value Stream model where all team members are forced to think, solve problems and eliminate wastes </li></ul><ul><li>Solution </li></ul><ul><li>Kaizan Workshop to train and teach on waste reduction </li></ul><ul><li>Value Stream Mapping Approach </li></ul><ul><li>Develop current state Map to </li></ul><ul><li>Understand what is happening . </li></ul><ul><li>Flexible processes </li></ul><ul><li>Short lead time </li></ul><ul><li>Connected processes of continuous </li></ul><ul><li>flow and pull of material </li></ul><ul><li>Simplified Information flow </li></ul><ul><li>VOC dictates Time/Quantity/ Model </li></ul><ul><li>Mix/Sequence of Production </li></ul><ul><li>Identify the Pace setter </li></ul><ul><li>Develop a future state of Map </li></ul><ul><li>The Purpose of Mapping is Action </li></ul><ul><li>Check and Act </li></ul>
  21. 21. CREATING FLOW STEP BY STEP <ul><li>Setting up a One piece flow to create a stable process for Customer requirement. </li></ul><ul><li>Forces Problem to Surface and any abnormalities in production . </li></ul><ul><li>Aim is to have a basic level of consistent capability prior to establishment of flow. </li></ul><ul><li>Then second process is stabilized. </li></ul><ul><li>Linking and connection of processes. </li></ul><ul><li>Ensure all operations are connected in entre chain. </li></ul><ul><li>Within time frame Compression of time frame representing the customer schedule . Weekly schedule becomes daily to hourly and so on. </li></ul><ul><li>The process with greatest WEAKNESS will appear . </li></ul><ul><li>At some time continuous improvement will become a series of small incremental improvements </li></ul>Stabilize Standardize Level Incrementally Create Flow
  22. 22. Initial Process Stability <ul><li>Eliminate Big Waste. 5 S program </li></ul><ul><li>Standing in the circle and observe carefully and identify waste and conditions that causes it </li></ul><ul><li>Improve Operational Availability: In cycle losses and Out of cycle losses </li></ul><ul><li>Eliminate Variability of own and supplier </li></ul><ul><li>Standardize work </li></ul>
  23. 23. Connected Process Flow <ul><li>Work Place design </li></ul><ul><li>Pull technique with JIT </li></ul><ul><li>Material is moved and customer determines it </li></ul><ul><li>Defined agreement with specified limits </li></ul><ul><li>Dedicated resources/location </li></ul><ul><li>Storage and container </li></ul><ul><li>Visible and Apparent Controlled methods </li></ul><ul><li>Clearly defined customer /supplier relationship </li></ul><ul><li>Visual control </li></ul><ul><li>Kanban boards </li></ul><ul><li>Consistent Capability of daily basis for fulfilling the customer requirements. </li></ul><ul><li>Consistent Application and availability of resources . </li></ul><ul><li>Reliability of processes and equipments </li></ul><ul><li>Balance operational cycle </li></ul><ul><li>Cycle time of each worker </li></ul><ul><li>Identify work imbalance </li></ul><ul><li>FIFO Flow </li></ul><ul><li>Work Measure </li></ul><ul><li>Method measurements </li></ul>
  24. 24. Removing Deviation of Operators on Shop Floor <ul><li>Primary Causes </li></ul><ul><li>Imbalanced Work cycle time due to variation/ skill/ machine cycle time. The person with extra time will deviate </li></ul><ul><li>Intermitted work stoppages due to lack of parts / operator leaving area/ machine failure/ defects </li></ul><ul><li>Struggle with machines/fixtures </li></ul><ul><li>Break time /lunch time etc </li></ul><ul><li>Solutions </li></ul><ul><li>Visually defined agreement </li></ul><ul><li>What is specified agreement with Number and time that </li></ul><ul><li>Operator A supplies parts to Operator B which supplies part to Operator C. </li></ul><ul><li>What is Defined location </li></ul><ul><li>What is the controlled method for production </li></ul><ul><li>Ensure buffer </li></ul><ul><li>Always satisfy the customer </li></ul>
  25. 25. Standardize processes and procedures
  26. 26. Old Traditional way Philosophy Low Unit Cost Principle Improve Individual Efficiency Strategy Standard costing and Standard hours Method Time studies work standards Reason Verify employee performance to standards and costing Control Method management review and reports and adjust and standards Effect encourages behavior that increases non value added activities Result is waste is increased System cost is higher
  27. 27. New way Toyota Philosophy Waste Reduction Principle Eliminate Variation Strategy Develop Consistent process capability Method Standardized work and procedures Reason Able to determine Normal from Abnormal Control Method Visual Control , planned and automatic audits Effect Abnormal Conditions can be corrected quickly return to best methods Result Waste is reduced System total system cost is reduced r
  28. 28. What we will seek <ul><li>Quality standards incorporated in source only and not finish line, operator instructions sheet/ key areas are checked/ common areas for occurrence and specific inspection method for General appearance/ / color matching/ deformity/ gaps/ tolerances/ surface quality/ limitation of defect size and quantity </li></ul><ul><li>Safety and Environment Standards documents specific to a job </li></ul><ul><li>Standard Specification </li></ul><ul><li>Technical information on </li></ul><ul><li>correct operations of equipment/processes specification . Example Dimn/tolerance. Processing method of machining welding finishing etc. Eqpt Operation parameter time/temperature/ pressure/sequence/ corrective Acton </li></ul><ul><li>Standard Procedures </li></ul><ul><li>WIP </li></ul><ul><li>Kanban Rules </li></ul><ul><li>Material Flow </li></ul><ul><li>Defined 5S </li></ul><ul><li>Production result board </li></ul><ul><li>Colour Coding </li></ul><ul><li>Defined Agreement between workers </li></ul>
  29. 29. STANDARDIZED WORK ISO CONTROLLED BUT A LIVING DOCUMENT THAT MAKES IT EASY TO CHANGE <ul><li>Standardized Work </li></ul><ul><li>Work Task must be repeatable </li></ul><ul><li>Line and Equipment reliable and down time minimal </li></ul><ul><li>Quality issue minimal </li></ul><ul><li>Types </li></ul><ul><li>Standardized Work Chart </li></ul><ul><li>Record sequence </li></ul><ul><li>Diagram Work Movement </li></ul><ul><li>Identify waste </li></ul><ul><li>Determine improvement needed </li></ul><ul><li>Incorporate material usage and flow </li></ul><ul><li>Document improved method </li></ul><ul><li>Standardized Work Combination Table </li></ul><ul><li>For manual and Automatic operations . </li></ul><ul><li>Acceptable to allow a machine to wait for operator and not opposite. Machine serves the operator and not other way around </li></ul><ul><li>Production Capacity Sheet </li></ul><ul><li>Capacity of Machinery in the process and tool change and changeover time </li></ul><ul><li>To determine of machinery has the capacity to run for the production requirements </li></ul>
  30. 30. AUDITING THE STANDARDIZE EQUIPMENT <ul><li>Visual system the best way: </li></ul><ul><li>Story Board : Group leaders check one process each day for compliance to standardized work , watching work cycles‘. Card slot for each job </li></ul><ul><li>Audit each job at least once a month </li></ul><ul><li>Cards contain questions they complete on the performance of standardized work and accuracy of standardized work document </li></ul><ul><li>Discrepancy are noted. Countermeasure are described on the card </li></ul>
  31. 31. Next step <ul><li>Reduce Setup Time </li></ul><ul><li>Use Freed Time </li></ul><ul><li>Change process for sustaining </li></ul><ul><ul><li>Improved Level must become new standards </li></ul></ul><ul><ul><li>Excess removed </li></ul></ul>
  32. 32. Leveling the Schedule <ul><li>Product volume which is simply the quantity of a given product that must be produced in a specified period of time . </li></ul><ul><li>Product mix proportion of various models </li></ul><ul><li>Product sequence </li></ul>
  33. 33. Managing Inventory <ul><li>JIT </li></ul><ul><li>KANBAN Way </li></ul><ul><li>Leveled schedule: Material quantity is standardized and quantity per container may be adjusted to match the requirement per pitch </li></ul>
  34. 34. <ul><li>Thanks </li></ul>

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