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Agricom has been endeavoring to improve socio-economic environment of society through value added
products. Our seeds, fertilizers and pesticide division have contributed significantly towards raising yields
of various crops which have contributed towards prosperous rural society. Continuing with our traditions,
we have now introduced Urban Pest Management Division so as to contribute towards Urban society.
Agricom Urban Pest Management Division will provide termite proofing and Fumigation Services.
Ranger 50SC, Viper 25 EC, Hitter 15EC, Kick out 100SC and Gallant 10Wp are the main products of
Agricom Urban Pest Management.
For Inquiries and further details please contact our Business office:
A key performance
indicator (KPI) is
a specific measure
of
an organization's
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performancein
some area of its
business. It is a
very generalconcept, it!
differentimplementationsde
pending ont!e type of
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business and goals
of t!e
organization.
In "estle upperlevelmanagers or
team leaders areusing KPIs. #!ey
made t!e policies,rules and
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regulationsfor
assigning t!e
tasks to
employees andkeeping t!em in
rig!t direction.#!ese
are basically t!etasks of t!e upper
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level
management. $or
e%ample& mac!ine
c!ecking,trainingof employees,
monitoring, settingsales targets .#..
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Process
Performance
Indicator is used
by t!e plantmanagers. Plant
managers directandcoordinate
plant operationsit!in company
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policies and
procedures.
aintain a
cleanandsafe plant. stabli
s! and direct plantpolicies and
procedures.*esponsible for
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plant production
goals. stablis!
and maintain a
positivecommunity
relations!ip.onductemployee
performancerevies. Plant
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managers used
PPIs to ensure t!at
t!ere s!ould beno
gap inmanufacturing
process andeveryt!ing is
going smoot!ly.#!ey direct
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t!eorkers to
different tasks.
Plant manager
calls upon t!emeeting it! t!e
upperlevelmanagement
and discuss t!ecurrent issues.
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+rivers are usedby orkers.
orkers areactually
implementing t!e
rules !ic!
aredesigned
by t!e upper
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level management
. If t!ere is
any issue
during t!emanufacturing pro
cess, t!e orkersimmediately report
to t!e plantmanager. Plant
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manager c!ecks
t!elevel of t!e
issue, if t!e issue
is out of !iscapacity& !e
sc!edules ameeting it! t!e
upper levelmanagement.
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Feedback:In "estle t!ey takebot! internal as
ell as e%ternal
feedback.
7
InternalFeedback:
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#!e upper level
management
involves t!e
employees in t!ebrain storming
session forcreatingideas or
solving problems.#!e meeting is on
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t!e -uarterly
basis and it also
knon as
"("estle ontinuous
%cellence). mployees are free
to s!are t!eirideas it!
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t!e management.#
!e ideas are t!en
evaluated, s!ort
listed and acceptedon t!e basis of
t!eirsignificance.e !
ave an e%ample of internal feedbac
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k. iss Iram !a
!een told us t!at
s!e !as also parti
cipated in issueresolving session.
#!ere are t!irtyguidelines for
-uality in nestle,so t!ereare t!irty
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different
documents for it.
!e takes an
initiative andsummarizes t!ose
guidelines tomaket!em easier to
understand. #!isas accepted all
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over t!e Asia and
s!e got star aard
fromt!e
organization ont!is ac!ievement.
ExternalFeedback:
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"estle take t!e
feedback from
customers on
mont!ly basis. #!ecall centers are
created fort!is purpose and
t!ey !ave t!ep!one numbers of
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all of t!eir
customers in t!eir
data
base. Anot!er tec!ni-ue is used to
avoid t!e biasnessin taking t!e
feedback, t!e callcenter of Karac!i
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calls t!ecustomers
of Islamabad and
t!e call center of
Islamabad calls t!ecustomers of
Karac!i.Types of
Teams:
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/)Process improv
ement team0)ro
ss functional
team1)elf managed teamIn "estle
t!ey are orkingin to types of
team2
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In process
improvement team
t!e members
represents t!e eac!operation of t!e
process.3suallyt!e scope of t!e
team4s activity islimited to t!e ork
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of -uality
department and
t!ey !ave to do
t!is ork it!int!eir team. #!is
issue is not inrelevance to ot!er
departments.8
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In ross$unctional #eam
t!ere are 5 to /6members ill
represent a no. ofdifferentfunctiona
l areas suc! as
ngineering,
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Production etc. In
"estle, t!ey are
also using
t!ecrossfunctional teams
but it dependsupon t!e nature
of t!e product.e can
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takee%ample of a
pro7ect of "estle
in !ic! t!ey
!ave e%tract alimited ater
from ell tomaket!eir environment
safe. In t!is pro7ectt!ey ere using
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cross
functional teams
!ic!is formed by
differentdepartment
members.Continuou
s Process
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Improvement:
8uality is a neverending -uest and
ontinuousProcess
Improvement
(PI) is a never
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endingeffort to
discover and
eliminate t!e main
causes ofproblems.
PDSACycle:
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"estle strongly
rely on P+A
cycle for solving
several of itsproblems. A
P+A cycle isasystem for
continuouslyimproving
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environmental
management
systems.
$olloing t!iscycle, "estle ill
Plan (setenvironmental
policies andtargets for itself
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and create a plan
to ac!ievet!em),
+o (put t!e plan
into practice),tudy (c!eck t!e
results and makecorrections) and
Act(makerevisions and
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improvements for
t!e ne%t step in t!e
cycle).Figure3: PDSACycleSource: Miss IramShaheen
9
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