Lecture 16 Coordination with PPC. Coordination An organized working together of muscles and groups...
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Transcript of Lecture 16 Coordination with PPC. Coordination An organized working together of muscles and groups...
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Lecture 16
Coordination with PPC
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Coordination
An organized working together of muscles and groups of muscles aimed at bringing about a purposeful movement such as walking or standing
The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. ...
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Types of Coordination
Coordination is carried out between different companies of the same mode (intracarrier) and also between carriers of different modes (intercarrier). It usually takes one or more of the following forms.
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Results and Coordination
Results depend upon better coordination It shows a team work It makes better impression in the minds of
customer It helps in reduction of cost It helps in improving quality
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Lecture 17
Production Follow Up
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Follow-up
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Follow-up
by internal auditors is defined as a process by which they determine the adequacy, effectiveness, and timeliness of actions take by management on reported audit findings. Such findings also include relevant findings made by external auditors and others. (440.01.1)www.indiana.edu/~iuaudit/glossary.html
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Follow-up Why?
Merchandiser is between production people and buyer
He has to keep well informed buyer He has to keep production people up date about the
customer requirements
In any absurd he has to face the music
To avoid any problem he has to be well informed. For this he needs a strong follow up
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Follow-up and problems
People dislike to be followed People try to avoid the truth People feel fear of punishment People try to take advantage of ignorance Poor follow-up can create a mess
Survival is dependent on better follow up
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Lecture 18
Audit Internal and Final
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Quality control department Quality assurance department
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Quality Control
Basic function is control Approvals Record keeping Daily checking Tests
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Quality Assurance
To ensure quality To conduct audits To make reports To monitor This department has no execution authority
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Audit
In line Final shipment
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In line
Daily Weekly Or at any time
Report is made and given to production people
Follow up is checked
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Final Audit
Sample is drawn Sample size 200 to 300 pieces of all colors all
sizes and all styles Minor and major faults are checked Pass and fail decision is made
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Merchandiser and Audit
Merchandiser presents all approvals if there is any problem
He helps auditors in audit His utmost target is to get shipment passed Otherwise
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Otherwise
Rejection totally Re-screening Re-screening of any particular color Remake Discounts Partially acceptable
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Lecture 19Post Shipment Analysis
Prime duty of PPC, Merchandiser and production people
Finance department is also involved in it
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Objective
To see the variation To measure the variation To check the reasons To fix the responsibilities To plan for better working in future
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Procedure
Actual performance is compared with plan
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Material
Required and consumed Required and purchased Required and ordered Planned and consumed
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Variation
Due to wrong planning Due to wrong consumption Due to wrong quality Due to wrong calculation Due to change in customer requirements
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Cost of variation
Impact on profit Impact on goodwill Impact on working
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Labour Expenses and variation
Labour expenses planned and actual
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Variation reasons
Change in styles Change in lead time Change in labour rates Any other
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Conversion cost variation
Conversion cots variation Knitting dyeing, weaving printing embroidery
etc
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Time Planned and Consumed
Planned and consumed factory days
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Variation
Late availability of material Difficulty in working Labour shortage Machine problem Load shedding Any other
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Cost of time
Very rare it is calculated But we need to calculate
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Lecture 20 Major problems of PGI High rejection rate Late deliveries Quality issues High cost of production Skilled labor availability Technically Un-trained management Customer un-satisfaction Raw material scarcity Un stable raw material prices Quick change in govt policies Poor coordination among top management and workers Lack of trust Dishonesty in whole business operation
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Reasons
Machinery--- old Lack of workers skill Poor raw material Flaws in planning Later deliveries of raw material Technical incompetence Less IT application Poor management styles Shortage of fund Misuse of funds More capital asset than working capital
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What you can do?
You can contribute a lot in solving different problems
You should have following three skills: High level of honest commitment Hard and smart working, by increasing your
skill and knowledge Dedication to the firms
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