30/60/90 Days plan After Recruitment

BY LT COLONEL VIKRAM BAKSHI

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

Key Short Term Objectives

Learn the organization, systems, procedures, and vision.

Understand key annual growth objectives and drivers for the sales organization

Initiate team building through developing strong internal and external collaborative relationships

Establish territory development plans, performance guidelines and expectations for my regional sales team

WHAT WILL I BRING ON THE TABLE

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 .

Waste Reduction and JIT Concept on Shop Floor

Continuous Improvement Cycle in Production.

Commercial cycle with reduced cash flow cycle SCM with ERP in Oracle

IT till Shop Floor and integrate with all departments through strong MIS/ERP

HR with strong processes of competency mapping and welfare measure .

Maintenance culture

• Monitoring production with respect to Cost, Resource Deployment, Time over-runs and Quality Compliance to ensure execution within the time & cost parameters .

• 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 .

• Identify possible new customers and learned their unique requirements,

• 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

DUTIES• 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 .

• Marshaling limited resources to the most productive uses with the aim of creating maximum value for the company's stakeholders.

• 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.

• Planning by prioritizing customer, employee and organizational requirements

• Maintaining and monitoring staffing, levels, Knowledge-Skills-Attributes (KSA), expectations and motivation to fulfill organizational requirements. • 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

First 30 Days:• 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.

• Define client relationships• Prioritize client hierarchy• Who are the clients?• What are the client expectations for each

engagement?• Identify the “Cash Cows” fo the Company• Which company relationships contribute to

the company’s bottom line? Begin to define “Best Practices”.

• Support all learning activities in support of the expansion

• Define and gather “pain-points” within What deliverables are expected from each plant location?

• Identify those issues driven by learning and development inefficiencies.

• What are the staffing requirements for Centralized Office? How are staffing selections made?

• 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”.

• Become familiar with the current development programs being offered through each Plant site. If possible, participate in current specialized training

To make a centralized Production HQ

• Define department tier as it applies to forward delivery:

-New Hire -On-Going Development -Leadership Training• Partner with Quality and Operations in

determining improvements• Indoctrination

– Senior leadership meeting- relationships, their expectations and needs.

– Peers and support organization role discovery and relationship establishment.

– Product, market data and customer segment review.

– New hire training curriculum review/creation.– Compensation and recognition plan

review/creation.– Goal review/establishment.

• Ongoing Sales Process training and refinement

• Segment prospect and customer base, highest value and greatest return.

– Confirm product mix, identify market potential, confirm channels.

– Determine, evaluate and address high touch and low touch obstacles.

• Identify and drive clear goals and metrics.• Confirm strategy with key stakeholders.• Align hiring and training with Value

Proposition.• Align compensation to goals and value

Proposition.• Align Sales and Account management.• Build organization to fully exploit market

potential.• Build and implement process driven sales

system and robust internal communication methodology.

A Strong Business Organization Structure is Paramount to Business Success

OWNER/CEO/MD

OPERATIONHEAD/

OPERATIONOFFICE

SALESMARKETING

PRODUCTIONSCM

&COMMERCIAL

QUALITY

TRAINING

MIS

ADMINAND HR ACCOUNTING

& FINANCE

PLANTS

ANOTHER VARIANT

OPERATION OFFICE

PLANT ONE PLANT TWO PLANT THREE

HR AND ADMIN

FINANCE

QUALITY AND

TRAINING

TECHNICALCELL / MIS

PLANT FOUR

SALES& INVOICINGACCOUNT

DELIVERY TEAM

60 DAYS Sales: Know VOC. Relationship building with customers. Ride with each sales associate, holding territory review,

meeting current accounts and key prospective customers. Begin building strong collaborative relationships with each sales associate to launch our team and

to evaluate their strengths and areas for development.

Production Planning & Execution in Each Plant. Quality, Safety & Security Programs. Maintenance Management . MIS

SCM • Inventory Control and Merchandise management. • Purchasing and vendor Negotiations.• All plants integration under common support system of SCM

Fin : Budget Development & Allocation

Logistics Freight and Transportation/Warehouse Distribution Corporate level Administration

• Human Resources Affairs/Union Negotiation/ team building /staff retention

Overview

• Personnel: meet associates, staff and managers.

• Administration: become familiar with business functions, systems And reporting methods.

• Business: address immediate needs and support initiatives in progress; identify opportunities and areas for action.

• Partnerships: meet and assess business relationships customers (internal/external).

• Team: focus on leadership and building rapport with team and customers.

• Personnel

• Review current personnel and functions.• Utilize organizational chart to assess depth within departments.• Become familiar with staff functions and capability.• Review key personnel policies and procedures.• Review payroll functions and processes.

• Administration

• Review position duties and responsibilities.• Observe and understand staff functions/role.• Attend all department meetings.• Solicit feedback: strengths and opportunities• Review budget and forecasting processes.

• Business

• Review financial reporting processes and functions.• Review budget and forecasting processes.• Review reporting and performance metrics.• Solicit feedback from all departments for opportunities.• Participate in all meetings.

• Partnerships

• Review inter-departmental roles and functions.• Review department financials and contribution to plant operations.• Attend all department meetings and contribute to dialogue.• Enhance inter-departmental communication and sense of mission.• Focus on customer perception and service issues.• Active trade participation.• Examine and understand brokers, distributors and direct routes-to-

market.

Team

• Active participation in community and plant operations.• Provide clear and challenging vision and market mission.• Support/lead/challenge; share tools, ideas for improvement of

team.• Create/support competitive environment based on merit and

performance.• Challenge performance in order to increase competitive edge.• Active participation visits and timely constructive feedback.• Build competitive team and future leaders for .• Institute and conduct business in “open door” fashion.• Conduct business in truthful and straightforward manner with all

customers.• Seek feedback and monitor own progression for

adjustments/changes.

90 days Sales Jointly 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.

Develop endlessly flowing pipeline of viable opportunities increasing closing ratio and reducing sales cycle time.

Formulate travel schedule for riding with each sales associate focusing on VOC and growing business with current accounts.

Establish performance metrics including CRM and reporting requirements. Initiate quarterly self evaluations in conjunction with my input to exceed regional goals.

Document developmental needs for each sales associate and present initial recommendations for any adjustments/realignments..

Ongoing leadership modeling through coaching, mentoring, and training

Effective Customer Relationship Management .

Target marketing and penetration

Competitive sales analysis.

90 days

• .

ProductionProcess Analysis & Continuous Improvementin 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

HRPerformance Metrics / Benchmarking Training and Development .Team Building and retention initiatives.

• Tools

• Six Sigma Green Belt Team Implementation to start to reduce defects • TQM implementations• ISO Documentation • Risk Management and Quality Control .• NDT

Production focused on waste management

Starting the Journey of Waste Reduction

Identify Types of Wastes• Over Production• Waiting Time of workers on hand• Transportation delays in WIP• Over processing or in correct

processing• Excess Inventory• Unnecessary Movement• Defects• Unused Employee Creativity

• 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

Solution Kaizan Workshop to train and teach on

waste reduction Value Stream Mapping Approach Develop current state Map to • Understand what is happening .• Flexible processes• Short lead time• Connected processes of continuous • flow and pull of material • Simplified Information flow• VOC dictates Time/Quantity/ Model • Mix/Sequence of Production• Identify the Pace setter

Develop a future state of Map The Purpose of Mapping is Action Check and Act

CREATING FLOW STEP BY STEP• Setting up a One piece flow to create a stable

process for Customer requirement.

• Forces Problem to Surface and any abnormalities in production .

• Aim is to have a basic level of consistent capability prior to establishment of flow.

• Then second process is stabilized.

• Linking and connection of processes.

• Ensure all operations are connected in entre chain.

• Within time frame Compression of time frame representing the customer schedule . Weekly schedule becomes daily to hourly and so on.

• The process with greatest WEAKNESS will appear .

• At some time continuous improvement will become a series of small incremental improvements

Stabilize

Standardize

Level Incrementally

Create Flow

Initial Process Stability

• Eliminate Big Waste. 5 S program

• Standing in the circle and observe carefully and identify waste and conditions that causes it

• Improve Operational Availability: In cycle losses and Out of cycle losses

• Eliminate Variability of own and supplier

• Standardize work

Connected Process Flow • Work Place design• Pull technique with JIT Material is moved and

customer determines it Defined agreement with

specified limits Dedicated resources/location Storage and container Visible and Apparent

Controlled methods• Clearly defined customer

/supplier relationship

• Visual control• Kanban boards

• Consistent Capability of daily basis for fulfilling the customer requirements.

• Consistent Application and availability of resources .

• Reliability of processes and equipments

• Balance operational cycle Cycle time of each worker Identify work imbalance

• FIFO Flow• Work Measure• Method measurements

Removing Deviation of Operators on Shop Floor

Primary Causes• Imbalanced Work cycle time

due to variation/ skill/ machine cycle time. The person with extra time will deviate

• Intermitted work stoppages due to lack of parts / operator leaving area/ machine failure/ defects

• Struggle with machines/fixtures

• Break time /lunch time etc

Solutions

Visually defined agreement What is specified agreement

with Number and time that Operator A supplies parts to

Operator B which supplies part to Operator C.

What is Defined location What is the controlled method

for production

Ensure buffer Always satisfy the customer

Standardize processes and procedures

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

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

What we will seek• 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

• Safety and Environment Standards documents specific to a job

• Standard Specification Technical information on 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

• Standard Procedures WIP Kanban Rules Material Flow Defined 5S Production result board Colour Coding Defined Agreement between workers

STANDARDIZED WORKISO CONTROLLED

BUT A LIVING DOCUMENT THAT MAKES IT EASY TO CHANGE • Standardized Work Work Task must be repeatable Line and Equipment reliable and

down time minimal Quality issue minimal

• Types Standardized Work Charto Record sequenceo Diagram Work Movemento Identify wasteo Determine improvement needed o Incorporate material usage and

flowo Document improved method

Standardized Work Combination Table

o For manual and Automatic operations .

o Acceptable to allow a machine to wait for operator and not opposite. Machine serves the operator and not other way around

Production Capacity Sheet Capacity of Machinery in the

process and tool change and changeover time

To determine of machinery has the capacity to run for the production requirements

AUDITING THE STANDARDIZE EQUIPMENT

• Visual system the best way:Story Board: Group leaders check one process

each day for compliance to standardized work , watching work cycles‘. Card slot for each job

Audit each job at least once a month Cards contain questions they complete on the

performance of standardized work and accuracy of standardized work document

Discrepancy are noted. Countermeasure are described on the card

Next step

• Reduce Setup Time

• Use Freed Time

• Change process for sustaining– Improved Level must become new standards– Excess removed

Leveling the Schedule

• Product volume which is simply the quantity of a given product that must be produced in a specified period of time .

• Product mix proportion of various models

• Product sequence

Managing Inventory

• JIT

• KANBAN Way

• Leveled schedule: Material quantity is standardized and quantity per container may be adjusted to match the requirement per pitch

• Thanks