Overall Factory Operation Improvement Proposals.

 

1. The R&I team and Project Management team need to habituate physical spot visits for practical observation and corrective action. This will allow them to directly assess the raw material receiving point, assembly line point, and other critical areas that require practical observation and corrective action. It will help in identifying issues and implementing effective solutions.

 

2. Revise very old, critical SOPs and policies, such as the RM IQC sampling process and Gift Box Receiving process, to align with the current needs and the reduced manpower situation. These processes should be streamlined to ensure efficiency, reduce time-consuming steps, and optimize the use of available resources.

 

3. Address the direct handover of Raw material Move Orders to the Assembly-Packing Line without proper assessment, which causes inventory and criticality issues. A comprehensive assessment should be conducted to evaluate the implications of this process, considering factors like inventory management, potential bottlenecks, and the criticality of the materials involved. Appropriate measures should be taken to mitigate risks and improve efficiency.

 

4. Review the software indexing process to improve inventory operations and resolve discrepancies in sub inventory locator with EBS software. The system development department should conduct a thorough review of the software indexing process, which involves the creation of thousands of locators. This review aims to streamline the process, reduce time-consuming steps, and ensure accurate inventory tracking. Addressing discrepancies and improving synchronization between sub inventory locator and EBS software will enhance management's visibility and decision-making.

 

5. Avoid abnormal and random material movements between RM inventory and service (CPSD) inventory to reduce man-hours and work disturbance. Instructions from the planning-wdm department that lead to such material movements should be reviewed and revised. Minimizing these disruptions will optimize the utilization of resources and improve productivity.

 

6. Address the mismatch and lack of synchronization between actual production and production plans to improve productivity and efficiency. Close coordination between the production and planning departments is crucial to ensure that production plans are aligned with actual output. This will help minimize production delays, optimize resource allocation, and enhance overall efficiency.  (P-1/5)

 

7. Resolve the mismatch between planning-wdm and local purchasers to ensure the timely arrival of local RM gift boxes for production. Communication and coordination between the planning-wdm department and the local purchaser should be strengthened to align procurement schedules and ensure the timely availability of RM gift boxes. Addressing this issue will minimize production disruptions caused by delayed material arrivals.

 

8. Ensure that the production and planning departments follow the IQC sampling procedure and wait for IQC to pass before running production. Adhering to the IQC sampling procedure is essential to maintain quality standards. Rushing production without IQC approval increases the risk of defects and compromises product quality. Proper compliance with procedures should be enforced.

 

9. Enforce rules, discipline, and technical compliance in the production line to maintain worker satisfaction and protect the company's reputation. The production line, under the supervision of Mr. Monir, should operate in accordance with established rules, ensuring discipline and technical compliance. This will help create a positive work environment, minimize worker dissatisfaction, and safeguard the company's reputation.

 

10. Minimize changes in the production line with model changes to avoid productivity and efficiency losses. The planning and production departments should collaborate closely to reduce unnecessary changes during model transitions. By minimizing disruptions and ensuring smooth model changes, productivity and efficiency can be maintained at optimal levels.

 

11. Ensure strict adherence to trial SOPs and avoid rushing with rules violation. The planning and production departments should strictly follow trial SOPs, ensuring that all required steps are followed meticulously. Rushing without adherence to rules and procedures compromises the effectiveness of trials and may lead to flawed outcomes.

 

12. Streamline material lifting and shifting processes for Inventory-WDM to save time and increase efficiency. The current process of lifting and shifting materials, particularly from outside building-03 and other levels except level-3, should be optimized. Identifying efficient methods, such as utilizing more accessible routes or considering alternative equipment, will reduce time wastage and increase overall productivity.

                                                                                                                                              (P-2/5)

 

 

13. Address the issue of workers leaving their jobs, leading to a reduced skilled workforce, decreased work efficiency, and potential material handling mismatch. Conduct an analysis to determine the root causes of workers leaving their jobs and develop strategies to improve employee retention. Implement measures to attract and retain skilled workers, such as offering competitive compensation and providing opportunities for career growth.

 

14. Restructure the management hierarchy by eliminating the need for multiple Deputy Assistant Directors (DAD) in any department. Evaluate the current management structure and consider streamlining it by reducing the number of DAD positions. This will optimize decision-making processes, enhance communication, and reduce unnecessary administrative overhead.

 

15. Reduce unnecessary costs and eliminate idle processes by having only one in charge or manager in each department. Assess the roles and responsibilities within each department and eliminate redundancies. Having one dedicated in charge or manager in each department will promote clarity, accountability, and cost-effectiveness.

 

16. Address the issue of certain individuals exerting extra power and granting promotions and incentives outside of rules and regulations, causing imbalance and demotivation. Implement measures to prevent individuals, such as CBO and others, from exercising excessive power and deviating from established rules and regulations. Promotions and incentives should be awarded based on merit and adherence to established policies.

 

17. Recognize that these individuals with extra powers are obstacles to company improvement and are primarily motivated by personal gain. Develop a culture that values transparency, meritocracy, and fairness. Encourage employees to contribute to company improvement based on their skills and dedication, rather than personal influence.

 

18. Evaluate the negative impact of reprocessing/closed model raw materials for use in new mobile models or grading, affecting the current market and long-term business. Conduct a thorough assessment of the consequences of using reprocessed or closed-model raw materials. Consider the potential negative impact on product quality, customer satisfaction, and the company's reputation. Explore alternatives that prioritize market demand and long-term business sustainability.

 

                                                                                                                                                        (P-3/5)

 

19. Investigate whether certain individuals influenced by factory personnel propose using obsolete models to benefit their own performance and incentives. Ensure that decision-making processes regarding mobile models are unbiased and based on market demand and long-term business viability. Address any instances of personal interests influencing decisions and take appropriate measures to prevent such practices.

 

20. Provide HR counseling to the production head to improve technical knowledge, adherence to company rules and regulations, and address autocratic behavior towards subordinates and other departments. Recognize the need for intervention and counseling for the production head to enhance technical knowledge and foster a better understanding of company policies and regulations. Addressing autocratic behavior will improve teamwork, communication, and overall departmental efficiency.

 

21. Prevent production and planning heads from exploiting workers and violating labor laws, as it leads to demotivation and aggressiveness among employees. Ensure that the production and planning heads strictly adhere to labor laws and regulations, treating workers fairly and with respect. Create a positive work environment that promotes employee well-being and motivation.

 

22. Implement weekly holidays and limit overtime to ensure worker refreshment, concentration, and increased output. Establish a work schedule that includes regular weekly holidays to provide workers with adequate rest and rejuvenation. Limiting overtime hours will help maintain employee productivity and prevent burnout.

 

23. Identify and eliminate unnecessary processes to save time and increase productivity without relying on overtime. Conduct a thorough analysis of existing processes and identify areas that can be streamlined or eliminated to improve efficiency. This will help optimize resource utilization and increase overall productivity.

 

24. Review and address the excessive processes that go unnoticed by the system development and concerned departments. Identify and assess processes within the system development department and other relevant departments that are unnecessary or redundant. Streamline or eliminate these processes to save time, reduce complexity, and increase overall efficiency.

 

                                                                                                                                                      (P-4/5)

 

25. Assess the necessity of manual reports generated by departments like planning, which involve excessive officers and in-charge taking credit for the reports. Evaluate the purpose and effectiveness of these manual reports, considering the time and resources invested in their creation. Streamline reporting procedures and eliminate redundant reports that do not provide valuable insights or contribute to decision-making.

 

26. Investigate the existence of a group compromising each other's positions among production, planning, process, quality, and system development heads, which hampers accurate information and productivity. Look into potential collusions or conflicts of interest within this group that may hinder the flow of accurate information and affect overall productivity. Address any inappropriate collaborations and promote a culture of transparency, accountability, and individual responsibility.

 

27. Establish standardized production efficiency and manpower calculation methods with proper synchronization between planning, production, process, and system development departments. Develop consistent and standardized methods for calculating production efficiency and required manpower across all relevant departments. Ensure proper synchronization of these calculations to optimize resource allocation and facilitate better planning and decision-making.

 

28. Emphasize the need for responsibility and consciousness in the R&I, process, planning, quality, and production departments. Foster a culture of responsibility and consciousness among employees in these departments, highlighting the importance of their roles in the company's success. Encourage proactive problem-solving, continuous improvement, and accountability for their actions and decisions.

 

29. Bring about significant changes in the in-charge positions in WDM for effective results and plant progress. Evaluate the performance and effectiveness of the current in-charge positions in the WDM department. Consider restructuring or reassigning roles to ensure that competent individuals are in leadership positions, capable of driving effective results and promoting progress within the plant.

 

30. Address the issue of individuals in planning and process departments trying to attract management while working primarily for personal benefits. Identify individuals who prioritize personal gain over the company's interests and establish measures to discourage such behavior. Encourage a collaborative work environment where employees work together towards collective success rather than individual gains.                                                                                                                  (P-5/5)                    P.T.O

31. Ensure neutrality of the HR-Incharge Factory and prevent bias for personal gain. Emphasize the importance of neutrality and fairness in the role of the HR-Incharge Factory. Implement policies and procedures to prevent bias and ensure that HR decisions are based on merit, company policies, and applicable labor laws. Foster an inclusive and supportive work environment where all employees are treated equitably.