Human Resource Planning Reflective Statement Business Essay

Human Resource Planning Reflective Statement Business Essay In a perfectly competitive market if companies are to maximize profits, they need to manage their human resources better. An example can be cited to explain that better. Presuming the selling price of an article is $15. If profits are to be maximized, prices cannot be increased because perfect competition exists. If the cost price of the article was considered to be $13, it is evident that the profits in such a case would be $2. The only way the company can maximise its profit is by cutting down on the cost of production of the article as the option of providing the same quality at an increased price is not a viable option. Since it is not feasible on its part to influence the prices of the raw materials, it is left with the only option of trying to influence its man-power to increase its efficiency and as such facilitating better and higher production. It is further to be noted that man power is the only cost-of-production factor which can be effectively and hugely influenced with a little better supervision. Introduction Human man-power are the most important wealth of an organization. The success or failure of an organization greatly depends on the ability of the people working therein. Without positive and innovative contributions from humans, companies cannot progress. If an organization wants to achieve its goals, they need to recruit people with the necessary skills, qualifications and experience (Jackson Schuler, 1995, Sparrow, Paul, et al 2004)). While doing so, they have to keep the present as well as the future requirements of the organization in mind. Human man-power is the most important wealth of an organization. The health of an organization can be largely attributed to the skill of the man-power currently employed by it . For the organization to be successful in the long run it has to be able to tap its man-power skills most cost-effectively . If it aims to be successful in the long run, the organization should be able to recruit the rightly qualified man-power and which it can further train most cost effectively to achieve its dreams (Jackson Schuler, 1995, Sparrow, Paul, et al 2004)). Nevertheless, the organization aims and goals have to be always kept in mind while recruiting manpower. Targeted Training and Development The unending spirit of self-motivation amongst the manpower at Infosys and an organizational obligation to continuous self development keeps the company ahead in a fast-developing industry. This constant self development programme at Infosys is structured around a host of dedicated workshops for its employees (Infosys, 2010). These include key schemes such as the Infosys Leadership Institute and also various in-progress management development and personal improvement programs. A lot of training programs also include technological training to keep employees abreast with the latest technology.   The training plan provides a succession of efforts as employees advance their career. When an employee joins the company, he begins his training with an induction programme and later leadership trainings are given as and when they take more responsibilities. Training at Infosys includes the following: Technical training by Education Research department: The company has an entry-level technical training program, lasting 14 weeks. Academic institutions have certified this training as being of the level of a BS training in America. The Education Research (ER) department at Infosys provides many regular training sessions to middle level employees also. Quality Process Training: Quality is a major factor at Infosys and there are tailor made training programmes for specific role jobs such as Software Engineer, Programmer Analyst, etc. Personal Effectiveness and Managerial Programs:   The company also has training programs to improve the managerial skills and leadership abilities, achieve company goals and create high performing multicultural teams.   ILI: The Infosys Leadership System: The Infosys Leadership System (ILS) and the Infosys Leadership Institute (ILI) deal with the subject of continuous growth and helps create a system for developing leadership abilities in Infoscions.   ILI is based at an ultra modern building, in Mysore, India The learning mantra at Infosys has been to bestow the participants with the understanding to find the best result, instead of showing a single method of work and also to relate to real life conditions. They also encourage employees to undertake further studies with fee refund if they are eligible. The selected few 400 of the 58,409 employees identified as high potential Infoscions go through a three-year leadership journey that includes training, actionising personal development programme, communicating with other participants, understanding the company better and resolving real business issues. The note prepared by the ILI faculty enumerates the nine pillars for leadership development as (The Hindu, 2010): 1. 360 degree feedback In order to know about the ability of an employee and how he is performing, the company collects information from other employees in his department; both juniors and seniors and also from clients. With the help of this feedback, personal development plans (PDPs) are set for each employee and he is allocated an ILI faculty member who guides the individual on how to follow the PDP. 2. Development assignments On the basis of the above PDPs, employees with good capability are chosen and are entrusted jobs outside their department and areas of speciality. This helps them attain leadership skills beyond their existing areas of specialization. 3. Infosys Culture workshops Culture workshops are organized with a view to underpin the Infosys culture amongst the employees. These workshops also help employees improve communication skills because of continuous interaction amongst themselves. 4. Development relationships This exercise involves communicating on a one-to-one basis during work and mentoring is an essential part of this. This helps in improving communication among employees and also in sharing of knowledge. 5. Leadership skills training These exercises are conducted by top officials of the company including CEO and Managing Director and participants are the Tier 1 employees. These are held in order to inculcate leadership skills among them through the vast experience of the CEOs and Directors. 6. Feedback intensive programmes These programs are similar to 360 degree feedback, but there is one difference that these are based on both formal and informal responses obtained from other workers that the concerned employee interacts with. 7. Systemic process learning This exercise is conducted with a view to enable the participant to obtain a general understanding of the processes of the company and how it functions. This helps in improving the employees as also the systems. 8. Action learning This exposes the individual to on-the-job problems and involves solving the same, albeit as a team. 9. Community empathy The company realises the importance of fulfilling its obligations towards the society and justifies the same by organizing various socially motivated schemes both educational and developmental in nature. These programs cultivate a sense of responsibility amongst its leaders towards the society. Staffing Policies Apart from its regular staffing process which includes campus recruitment, advertisement on major job portals (monster.com, naukri.com and timesjobs.com) and internal recruitment it also goes in for temporary reinstatement of retired executives and staff that the company has already laid off if the company is not able to find a suitable candidate by the regular staffing methods. Also there is the Infosys Internship Program, Instep where students from schools such as Stanford Graduate School of Business, MIT Sloan School of Management, Harvard Business School and the Said Business School of Oxford have been competing to visit Infosys Bangalore campus. Infosys Technologies Ltd. recently announced its first large-scale plan to recruit 300 college graduates from universities in the United States and 25 graduates from the United Kingdom as part of an ongoing commitment to create a diversified, global workforce. In 2005 06, Infosys doubled the percentage of non-Indian employees, hiring more than 25 different nationalities (Karnataka, 2006). Infosys Technologies Ltd (Infosys) has been recognized amongst the top 16 Asian companies to be listed in the prestigious Most Admired Knowledge Enterprises (MAKE) study, 2009. Infosys has won the Asian MAKE award six times in the past and is one of the five Indian companies amongst the leading Asian corporations to have won the award this year (Infosys, 2010). Linking Corporate Strategy with HR Strategy Corporate Strategy HR Strategy Expand Geographically Creation of diverse workforce. The company has employees from 70 nationalities working across 90 countries. Providing best business solutions Employing the best quality human resources Vision To be a globally respected organisation that provides best of breed business solutions, leveraging technology, delivered by best in class people. The primary corporate strategy adopted by Infosys is globalization viz geographical diversification. It has very well linked this strategy to its HR strategy of creation of diverse workforce having over 91,000 employees from 70 nationalities working across 90 countries. Any company intending to be global mainly needs to focus on their  corporate culture.  Most companies have an ethno-centric  corporate culture.  Initially when Infosys was small, it had all its clients and employees in India.  All its executives were and still are of Indian ethnicity. Therefore its  corporate culture is mainly influenced by Indian culture. When newer development centres are opened in other countries, the Indian corporate culture un-intentionally permeates and tries to inspire the local culture. If these two cultures are totally opposite, the company finds it difficult to maintains its leadership as it might tend to hamper the manpower productivity. As such, ethno-centric  corporate culture  may restrain the aim of any company going global. Nevertheless, if it were to have executives at the top with different cultural background , this ethno-centric corporate culture can easily be managed and motivated to achieve the organisation goals. As such, Infosys needs to have multi-ethnic executives at its top level before it can concentrate on its ground-level multi-ethnic workforce.  That will have a long term and positive effect on the multi-cultural background workforce and help the organization in attaining a truly global nature.  That is the  only  way for Infosys or any other company to achieve globalization (IT Strategy, 2010).    Also, another corporate objective of Infosys is providing the best business solutions among all its competitors. In taking this strategy forward, the company being in a knowledge based industry, emphasizes on the quality of human resource. The company mostly recruits people with the best academic records, in other words the crà ¨me de la crà ¨me of the graduates. The major issues challenges faced by HR Manager are: Health Welfare, retirement, change management, compensation, Employee rewards, HR effectiveness measurement, HR technology selection implementation, industrial relations, Leadership development, Learning and development, Legal/Regulatory compliance, MA integration/restructuring, Organizational effectiveness, Outsourcing, Staffing: mobility of employees, Recruitment and availability of skilled local labour, retention and succession planning. Professor Ghoshals 3 P Approach (Ghoshal Bartlett, 1998) Todays leading companies are built around the three Ps of Purpose, Process and People. Leading from the forefront, men at the top have to inculcate organisational values amongst its workforce including the fact that the goal of the organisation is common and can be achieved only if was shared by all. It is utmost important that the complete workforce transpires to achieve this common goal by all doing their part/work to their best. As such the management has to actively and constantly thrive/work to continually self-motivate the work force and help them work to their potential while at the same time bringing it most clearly out in the open their own commitment towards achieving the common goal. In this process they help cultivate this feeling of self-importance amongst the work force. As Ghoshal states: You cannot have faith in people unless you take action to improve and develop them. He further emphasises that the achievement of the goals of a business entirely depends on the skills and self-motivation of its manpower and to be able to achive such a situation, he further promotes the thought that organisations need to develop a new moral contract with their people.   True for Infosys!! The attitude of management towards their employees is the key factor here. Here is a company that gives utmost importance to its work force who they believe are the main people and because of which the company is on its pre-planned course to achieving its goals. As its saying goes Powered by Intellect. Driven by Values is absolutely true for this company. In order to be able to achieve its pre-planned objectives and critical strategies, Infosys believes in deploying the right candidates with the right skills at the right time and place. The existing work force is taken into account before it takes any initiative/steps to overcome the possibilities of man power shortage in the near future and which might hamper its aim to achieving its goals. It also takes into consideration alternative ways of organizing jobs for example Production at its helm could be handled by temporary workers or allowing the regular work force to work for extended hours. As regards to the supply of employees, it takes into account the effect of various HR programs on employees joining the company. It then determines how well the existing programs are doing before forecasting the need of additional programs. Accurate forecasting also plays an important role as their might be big gap between current HR situation and desired HR situation. Various uncertain-factors including new competitors, changes in technology, changes in social, political and economic climate, unstable product demand, etc., and factors which promote stability including competitive position, slow developing technology and stable product demand also play a key role helping the company to forecast. Hiring Strategy Infosys recruits candidates who have had a consistent background in their academic life-time. For more skilled jobs, the knowledge of the required skill is the preferred selection criteria. The written test normally encompasses simple puzzles from books of renowned writer like Shakuntala Devi. The main criteria is for average communication skills and of-course the proper knowledge of the English Language. The Equity Continuum (TWI Inc., 2010). Though Infosys has full faith in its current top leaders, it has inducted into its future leadership program a group of 400 people, who have been selected from all over the globe, which it believes and intends to train to take over the helm of the company in the near future. This is in tune with the companys multi-ethnic employees culture where the only factor of consideration is the individuals skill and aptitude. Its diverse workforce of over 91,000 employees from 70 nationalities working across 90 countries rationalises its score of 5 on the Equity continuum. Armstrong (2006) outlines that the rewards such as employee benefits and non financial compensation are given in accordance with   the employees contribution to the firm , skill level and their market   worth as dictated by current factors in the internal and /or external   environment . Infosys was one of the first companies in India to introduce an Employee Stock Option Scheme. The company introduced the iRace (Infosys Role and Career) program under which only those professionals who have proved their set-skills over a period of time are eligible for further promotions (Infosys 2010). However there were a few employees (about 5% of the total workforce), who did not co-relate with the initiative because they felt that there would be disheartenment among the fellow team members if this criteria was to be strictly followed. Besides at Infosys a few staff was demoted from their existing positions. This was a cause of resentment amongst quite a few of the workforce. In order to make it more appealing to a wider section of workers, the policy of demotion should be removed or done in the rarest of cases. Sources of Recruitment Internal Sources External Sources Promotions Campus Recruitment Internal Notification Job Portals Transfers -Management Training/Internships Recall Schemes Forced Applications The main recruitment processes at Infosys include campus recruitment, internship programme advertisement on major job portals (monster.com, naukri.com and timesjobs.com) and internal recruitment. Besides, the company also goes in for temporary reinstatement of retired executives and staff that the company has already laid off. Every IT graduate aspires to be a part of the Infosys team and the company employs the best people in the industry. Needless to say, the recruitment process is very good. Selection and Induction To select mean to choose. Selection is the process of picking persons who have applicable credentials to fit into relevant jobs in an organisation. The central purpose is to select the right candidate with the requisite set of skills most appropriate for a job. To fulfil this requirement, the company takes into consideration the candidates age, qualifications, skills, experience, etc. so as to match the required skill-set with the profile of the candidate. The be-fitting candidate is then selected from amongst all the aspiring. How well an employee is matched to a job is very important because it is directly proportional to the amount and quality of an employees work. The selection methods generally adopted by Infosys are preliminary interview, ability test with special stress on English proficiency, general aptitude test and final interview. The general aptitude test is similar to the GMAT taken at most B-Schools the difficulty level of which is quite high thus ensuring that the best talent in the industry is recruited. Thus the organisations selection methods are of quite high standard. The disadvantage of such a selection process however is that, at times a great deal of time is lost before the right candidate can be employed for the position besides being a costly affair on the companys part. Instead of such a time consuming procedure, the company can resort to employing people from competitors in similar positions. Induction refers to the process of familiarisation with the organisation and settling into the job. The selection process is only the beginning of the employee-employer relation the future of which solely depends on how satisfyingly . Labour obsolesce is highest among newer recruits and the required efficiency is reached only after the candidate has adjusted well into his role and to his work environment. Success Factor Scale (1 to 5) Review the positioning of the induction 4 Coverage of the induction programme 5 Appoint a mentor 4 Plan the induction and involve and inform others 5 Prepare the work area 5 Introduce the recruit to the organisation and the department 5 Emphasize the importance of organization policies and procedures 5 The induction programme at Infosys covers general organizational induction training, technical and departmental induction training as well as managerial executive induction training (wherever applicable). It is thus quite extensive and covers everything that a new recruit should know. The employee who is to be appointed as mentor is informed in advance and a mail about the induction is circulated within the department where the new employees have been recruited. Often the selected new recruit is sent to DC or Development Centres for a period ranging from 3-6 months whereby he/she works on live projects. In the general organizational induction training, the employee is given a rigorous training as regards the organization policies and procedures. There is a three-tier mentoring process at Infosys (The Hindu, 2010) Tier-1 of the Infosys Management Council, which consists of the companys board of directors, mentors Tier-2 leaders who in turn guide the Tier-3 group. About 45 executives are a part of the companys Tier-1 of the management council. And each of the leaders undergoes exhaustive and sustained training through the companys personal development programme PDP. Infosys training programmes are designed to enable company professionals enhance their skill sets in tune with their respective roles. The spirit of improvement, constant individual and professional growth is most apparent in how the company manages its physical, technology, or human resources. Projects such as the Infosys Leadership Institute are targeted continuous managerial growth and personal improvement. A multitude of technology advancement and other training programs provide training to employees in explicit areas of know-how, management, leadership and communication skills. Employees can also pursue their interests in areas such as arts, culture, or sports. Besides having an, Art Gallery which displays art made by employees of Infosys, there are daily quizzes and regular music gatherings that keeps creativity alive at work.   Inculcom hosts cultural programs for Infoscions. Apart from these, one can see food courts (offering Chinese, Indian, continental, etc). at Infosyss campus. Theres also a swimming pool, theres a library, internet access volley ball courts, tennis courts and the reason why all this has been done is the company believes in flexible work hours. InSync, an internal communication program focuses on keeping the Infoscion aware of the latest developments in the organization. Then there is the Toastmasters Club. It provides a platform for employees to develop communication and leadership skills. Such a relaxed atmosphere at work keeps the employees stress free and draws them more to work rather than being on leave. It also motivates them to perform better and with increased zeal and energy. However, too much of a relaxed attitude at work may lead to callousness and taking work also with the same easy going spirit. The founder of Infosys, Mr Narayan Murthy has a straightforward slogan for success keep your employees happy. He views that only those organizations can survive in the near future in which the work force shares a common goal with those of the organization (Express India, 2010). The company can do every possible thing under the sun to make its employees happy and flexible working is one such scheme. Especially for an employee who has kids or dependent parents to look after, such a scheme can ensure lifetime loyalty towards the organisation. However, this scheme is not free from disadvantages. For example a scheme such as work from home does not help cultivate the spirit of team work or working together as a team. Trainee employees are devoid working alongside qualifies technicians. Providing equal opportunities is the fundamental part of the recruitment and selection process at Infosys. Applications are always encouraged from the under-represented groups of the society. Apart from a few solitude individual cases of labour lawsuits against the company where an India-born American citizen, is supposedly alleged that her bosses at  Infosyss  Fremont, California office discouraged her from taking day off on American holidays like Thanksgiving and Christmas and refrained from paying her extra for working on a holiday according to California law, the Infosys has been practically devoid of any claims of discrimination. It can be said that the recruitment and selection process is pretty robust. As regards the dismissal process, it is said that Infosys is a company where employees can easily think of retiring. To be more precise, dismissals at Infosys have only been heard of at the initial selection stages and once an employee has gone through the induction process, dismissal is a very rare phenomenon.

Who do you think is more successful leader Ralph or Jack? :: Free Essay Writer

Who do you think is more successful leader Ralph or Jack? Ralph'sElected the leader of the boys at the beginning of the novel, Ralph is the primary representative of order, civilization, and productive leadership in the novel. While most of the other boys are concerned with playing, having fun, and avoiding work at the beginning of the novel, Ralph sets about building huts and thinking of ways to maximize their chances of being rescued. For this reason, Ralph's power and influence over the other boys are extremely secure at the beginning of the novel. However, as the book progresses and the group succumbs to savage instincts, Ralph's position declines precipitously as Jack's station rises. Eventually, all the boys leave Ralph's group for Jack's, and Ralph is left alone to be hunted by Jack's tribe. Ralph never seriously considers joining Jack's tribe in order to save himself. Ralph's commitment to civilization and morality is very strong, and his main wish is to be rescued and returned to the society of adults. In a sense, this strength gives Ralph a moral victory at the end of the nova, leadership qualities were to inspire confidence by providing hope for the rest of the group (we will get food hunt. Catch things until they fetch us), or example; the fire was used to signal and to attract only attentions he said (you rub two sticks. you rub), to any passing ships or planes. We see many events through Ralph's eyes, and are given many insights into the way he feels about events and people. Ralph was liked thus he was chosen as leader, he was fair, by him giving the group the right to speak whenever they are holding the conch. As always a successful leader needs some courage to face enemies and others who try to intrude, against his followers with his superiority of mind control and not physically has a set of rules; and by definition of LEADER is a person who rules or guides or inspires others. Ralph's character does not only lead the group, but he also attracts us the readers too, to the novel and also makes us, the readers want to know what would happen and if he is going to be successful doing his job as a leader or not. When the little ones do not help out Ralph does not react in a violent way he is calm and relaxed about them building sand castles, because he does not expect them to help. yet because they have had less time learning about the ways of society. By the end of the book, Ralph's position changes and shows that his

Change Management Report

Through an extensive range of skills and experience, the A-Belch Group has significant engineering and design capabilities to provide a complete and bespoke first class engineered solution from design to manufacture. Electrical and Mechanical engineering excellence Bespoke design solutions New product development programmer with continuous testing and development Quality design software enabling precision design and manufacture Continuous The Group incorporates HAD Lighting, A-Belch Hazardous Area, MAP Solutions, Electrical Engineering and Industrial Connectors.The extensive product portfolio includes the HAD Hazardous area lighting range, hazardous area enclosures, witchery, electrical distribution panels, electrical accessories and innovative modular building service solutions. The Group is an established supplier to the UK and international petrochemical, energy, rail and construction markets. With over 25 years' experience in the energy sector, A-Belch excels in quality, price an d delivery and after sales support.My role within the organization is to plan and manage the production of the Had cell. A-Belch is SISSIES :2008 accredited – see attachment 1 . Part of my role is to ensure the product we manufacture is of a high quality and tests the SIRS certification requirements. Due to the highly hazardous environments our products are used in we must ensure all shop floor operatives follow controlled drawings and SOPs for each build stage. See attachment 2 for controlled drawing. Attachment 3 is an SOP that is used by shop floor operatives.The department strives for continuous improvements and all staff are encouraged to offer their opinions to develop the department further. It is important that the department continuously improves in its working practices and procedure to keep up with a growing demand for our product and changing market place. As the company is ISO accredited the quality management systems have been prepared to BBS EN ISO 9001 :2008 a nd ISO/ICE 80079-34. My department manufacture products that are certified explosion proof lighting for hazardous area.All products are TEX and ICE certified and due to this a high level of quality is required during manufacture. All products are built to drawings which have been produced from certification drawings issued to SIRS the certification body. Without SIRS certification and approval no products can be manufactured. On each drawing is a list of components required is listed for the build. Along with the manufacture drawing a wiring diagram is supplied and a works instruction for the product. All finished goods are signed off by the production supervisor after being inspected.Each build has a check sheet with stages of each Job that need to be complete and signed off by the relevant operator, these are then kept and filed for future reference and can be used if goods are returned due to a quality issue relating to the build as I am able to identify which operator manufactur ed the unit and apply the appropriate action or complete refresher training. Identify a change that is required identify a change required in the workplace and explain the potential benefits of this change to the organization.In order to identify the factors that may require the company to change I have conducted a SOOT analysis – See below. STRENGTHS Growing company New product design Influential in the market place Loyal customers Dedicated staff Repeat business Competitive products USPS Team moral Opportunities Future Product development Supplier reviews – current changes needed to our supply of major components Additional business Current BOO items moving to manufactured itemsFactory expansion Increase in current output up to millions – new factory expansion WEAKNESS Health and Safety policies Environmental policies Lack of hazardous waste disposal Lead Times Manufacturing build issues High failure rate on some products Succession Management Competitors New products released to market by competitors Supplier price increase Market change Double dip recession Previous product quality issues From the SOOT analysis I have identified a change needed to our current health and safety procedures relating to our potting machines.Changing our current potting canines and process this will reduce down time and lead times, reduce annual cost, increase additional business and add to the growth and success of the department which will allow the company to develop in line with changes in the market place. Currently both potting machines run on a manual fill system where by each operative using the machine has to fill each hopper up by hand. In order to do this they need to stand on ladders and fill each hopper.The approve. Weight of both the activator and base is KEG each. The activator is a harmful substance which can irritate the skin an eyes. Correct PEP is worn by each operative; however there is always a risk of both the activator and base splash ing the individual. Manual handling is also a concern as the operative must climb onto step ladders carrying the base/activator to fill the hopper. Handling and risks to each operative can be avoided by moving to an automated bulk feed system.By moving over to the automated system the health and safety risks will be reduced significantly as there will be no need for each individual to manually fill each hopper. The automated bulk feed system will be installed for both potting machines and will insist of twin pneumatically operated double acting diaphragm pumps with dip tubes and four off outlet hoses up to machine mounted reservoirs. Electronic high- level sensors will be fitted to each reservoir to automatically call-off material from the supply drum on demand and stop when the reservoir is full.Pneumatically actuated ball valves will also be fitted onto each reservoir. Approve. Cost for this fitment EH,386. O + vat (inclusive of control box & on-site labor to fit) The proposed mov e over to an automated bulked system for both machines will: Reduce down time Reduce lead times Improve Health and Safety Improve potting procedures Reduce cost Reduce the amount of space needed to store the potting compound Reduce waste There will also be a cost saving to the company of approve.EH,81 5 per annum based on previous usage. This is due to the unit price of the potting compound being reduced by moving over to large KEG drums. Planning and monitoring the change State the objectives of the change in order of their priority. At least one must be a SMART objective. Prepare an action plan for implementing the change. Explain the technique you would use to monitor the achievement of the primary objective. The objectives of the change are as follows:To purchase and install automated bulk feed system within stated budget week commencing 16th September 2013 To have all shop floor operatives trained on the safe use of new equipment by 30th September 2013 Priority: 1) Health and S afety Improvements 2) Reduce cost 3) Reduce down time 4) Reduce manufacturing lead times 5) Improve potting procedures waste The above has been identified by conducting a SMART analysis Specific Implementation of bulk feed system for both potting machines What: What do I want to accomplish?Improvements to health and safety of shop floor operatives Cost saving – see below. Why: Specific reasons, purpose or benefits of accomplishing the goal. Reduce down time Who: Who is involved? Potting Machine Supplier – Meter Mix Potting Compound Supplier – Greenfield Polymers Production Manager – Me Floor Manager – SST Handmaids Shop floor operatives Divisional Director – Bob Scott Chief Executive – Brian Trench Where: Identify a location. New Had manufacturing facility Which: Identify requirements and constraints.Proposal of the change and cost savings/payback and benefits will have to be presented to higher management Upfront cost needed Current stock may be an issue as we use KEG drums and not KEG – need to identify if we can use current drums or swap with supplier for larger ones Identify space needed – this could be an issue. Will we have enough space for the bulk feed system in the new factory? Measurable How much? How many? Two machines will be needed How will I know when it is accomplished in 12 months' time when cost savings can be recorded Achievable How: How can the goal be accomplished?A report will need to be drafted up to highlight the benefits Installation will be done by Intermix Training of all shop floor operatives will be complete by the Floor Manager Relevant Does this seem worthwhile? The upfront cost is expensive, however the benefits the manufacturing cell and cost saving the company will gain outweigh the cost There is also a payback time due to the cost saving of the potting compound Is this the right time?Yes, the changeover is needed to reduce downtime and to allow output to increase C ompletion of the new factory extension will be the best time to implement this Are you the right person? As the Production Manager for the department I am responsible for the improvements to the department Time Based When? Implementation/installation – September 2013 What can I do six weeks from now? Sign off from Director Arrange Meeting with potting machine supplier to get the ball rolling Arrange meeting with potting compound supplier to inform of change What can I do today?Prepare report for Director of the benefits and cost of the bulk feed system In order to proceed with the change I have prepared an action plan detailing the stages I will need to work through in order to implement the change. Action Plan: Date of activity 1) Supplier Meetings Potting Machine – Meter Mix Advise on how the bulk feed system will work Discuss Cost Delivery and installation date to be agreed Discuss Training of staffPotting Compound – Greenfield Polymers Cost of KEG drums Can current KEG drums be used on bulk feed machines December 2012 2) Prepare report for Divisional Director Highlight cost saving Payback Benefits January 2013 – See attachment 4 3) Sign off by Divisional Director and Chief Executive January / February 2013 4) Supplier Meeting Agree options Discuss payment options Agree installation date April 2013 5) Raise purchase order and send to Meter Mix September 2013 6) Discuss with Floor Manager and add new location to new factory floor plan June 2013 7) Implementation/limitations w/c 16th September 2013 ) Staff Training Include in training matrix for all Shop Floor Operatives Tool Box Talk to be auctioned SOP to be updated 9) Stock change over January 2014 10) Record cost savings monthly Monthly spend and usage Compare finding against previous 12 months sales Record findings in a spread sheet In order to monitor the achievement of the primary objective I would monitor the monetary value of the activator and base per month based on the u sage and compare this against previous months before the new bulk feed system was implemented. This would be recorded in in a spreadsheet which I would design. The health and safety of each member of staff using this equipment is vital, however the improvements to the health and safety is difficult to manage. In order to ensure highlighting the differences between the two machines relating to health and safety. I would also perform a questionnaire with the operators using the machine to record feedback on the improvements to health and safety.Implications of the change Explain the possible financial effects of the change on the organization, Explain the possible effects on people inside the organization Identify any potential barriers to change and suggest practical ways of overcoming these In order to commission the bulk feed system there is an initial outlay of EH,386. O, however this has a payback time of 43 months after which the company will save approve. EH,81 5 per annum on p otting compound based on current usages. If I factor in the saving in down time on the factory floor this equates to a saving of 0. App per 25 KEG drum so therefore the payback time will decrease to 30 months.Even though there is a financial out lay the improvements to health and safety outweigh these massively. There will be a staff training exercise to complete with each Shop Floor Operative and raining to be received from Intermix who are installing the potting machine. The training will be given by the Shop Floor Manager to each staff member and a tool box talk will be completed. Future stock of the potting compound will have to be managed differently so training will need to be given to the department buyer as to how she will manage this. Attachment 5 shows the team update that was sent to inform every one of the status of the bulk feed system and update the buyer on how she is to manage stock Sty and orders.Discussions with Greenfield Polymers have been made by me in order to inform them f our current stock Sty's and discuss when the change over to KEG drums will take place. The final batch of KEG drum stock needs to be purchased from our supplier first before the changeover happens. See attachment 6. Currently the activator and base are purchased on one part number and ordered in a 5:1 ratio. In order to simplify this I have created separate part numbers for both components which after discussing with Greenfield Polymers will make ordering and consumption of stock more manageable and straight forward. Attachment 7 shows the price breaks for both the activator and potting compound.By creating separate art numbers AL 10049 – Base and ALLELUIA – Activator will also allow us to manage the stock more efficiently when stock takes take place as each individual item will be counted separately. The biggest barrier I will need to overcome will be convincing the Had Director and Chief executive that this change needs to happen and the positive impact it will have benefits to the organization and people within it and the cost saving this change will make. This should suffice as evidence the system is needed and the benefits this will have to the team and company. See attachment 4. This report will be presented to he Had Director and the main objectives discussed.Communicating and implementing the change Identify who needs to know about the change, describe how you will communicate with them and explain why it is important to communicate the change to them. Explain how you will continually improve once the change has been implemented. Explain how you will involve your team in doing this, and identify which tools or techniques you could use and how you would evaluate these improvement activities. The Had Office team and Shop Floor Operatives need to know about the change as there are action points for some staff members. They will be made aware of the commission of the bulk feed system via email and any questions they have will be discussed. Attachment 5 shows one of the updates I will send to the team making them aware of the commission date and stock management.Once the bulk feed system has been commissioned an email will be sent with photographs of the bulk feed system and the improvements this will make to the team and Production Department. This email will be sent to the Office team, Floor Manager and Had Director. The Health and Safety Manager will also be included in this email and made aware of the change as the improvements to Health and Safety f Staff members is quite significant. Once the change has been implemented it is important to review this in order to improve the process. Some areas that I would review would be the following: Improvements to equipment – I would contact Intermix who installed the machine to see if there is any additional equipment that could be bought to reduce down time further.

Hernando And The Lightning Bolt - 1206 Words

Hernando and The Lightning Bolt In 300 B.C., there lived a man named Hernando in the village of Oakwood. As the general of hundreds and thousands of soldiers, he was a mighty warrior who conquered many adversaries. Together Hernando and his army have reclaimed their village of Oakwood, from the French, earning the honor of their people. One day, Hernando was looking for something to eat and his 15 year old daughter, Sophia, looked out of the window and said, â€Å"mommy looks irritated about something.† Suddenly his wife barged In. â€Å"I am sick and tired of you consuming numerous things at once, so it’s your job now to purchase your household some food!† Hernando then sprinted towards the marketplace that was in the middle of town. When Hernando arrived at market he started to wander around, while he wandered around Henando pondered what it is that he needs to buy. Then it suddenly hit him, he needed bread, large turkey, fish, honey, grapes, and cantaloupe all to feed his family of three. While he was looking for what he needed an old wise man came up to him said hysterically, †With the power of Zeus bolt you can conquer anything. â€Å"What power does this lightning bolt of Zeus’ contain?† Hernando questioned. â€Å"Haven’t you heard, there once was a mortal who stole Zeus’ bolt and cast it as at his foes killing every last one of them in sight.† â€Å" Zeus had to send down his mighty son Ares, the god of war, to kill all of those who stole the bolt from him.† This story gave Hernando