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 .

Monitoring production with respect to Cost,

Resource Deployment, Time over-runs and
Quality Compliance to ensure execution
within the time & cost parameters .

Waste Reduction and JIT Concept on Shop

Floor

Continuous Improvement Cycle in

Production.

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 .

Commercial cycle with reduced cash flow

cycle SCM with ERP in Oracle

Identify possible new customers and

learned their unique requirements,

IT till Shop Floor and integrate with all

departments through strong MIS/ERP

HR with strong processes of competency

mapping and welfare measure .

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

Maintenance culture

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 organizations strategy/mission statement to the lowerranking 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 companys 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

OPERATION
HEAD/

OPERATION
OFFICE

QUALITY
SALES
MARKETING

PRODUCTION

SCM
&
COMMERCIAL

TRAINING
MIS

PLANTS

ADMIN
AND HR

ACCOUNTING
& FINANCE

ANOTHER VARIANT
OPERATION
OFFICE

PLANT ONE

SALES
& INVOICING
ACCOUNT

DELIVERY TEAM

HR AND
ADMIN

FINANCE

QUALITY
AND
TRAINING

TECHNICAL
CELL / MIS

PLANT TWO

PLANT THREE

PLANT FOUR

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

customers.

and

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-tomarket.

 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
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.

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

Level
Stabilize
Incrementally

Standardize

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 WORK
ISO 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

o
o
o
o
o

Types
Standardized Work Chart
Record sequence
Diagram Work Movement
Identify waste
Determine improvement needed
Incorporate material usage and
flow
o 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