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Lecture 16
Coordination with PPC
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. ...
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.
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
Lecture 17
Production Follow Up
Follow-up
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
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
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
Lecture 18
Audit Internal and Final
Quality control department Quality assurance department
Quality Control
Basic function is control Approvals Record keeping Daily checking Tests
Quality Assurance
To ensure quality To conduct audits To make reports To monitor This department has no execution authority
Audit
In line Final shipment
In line
Daily Weekly Or at any time
Report is made and given to production people
Follow up is checked
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
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
Otherwise
Rejection totally Re-screening Re-screening of any particular color Remake Discounts Partially acceptable
Lecture 19Post Shipment Analysis
Prime duty of PPC, Merchandiser and production people
Finance department is also involved in it
Objective
To see the variation To measure the variation To check the reasons To fix the responsibilities To plan for better working in future
Procedure
Actual performance is compared with plan
Material
Required and consumed Required and purchased Required and ordered Planned and consumed
Variation
Due to wrong planning Due to wrong consumption Due to wrong quality Due to wrong calculation Due to change in customer requirements
Cost of variation
Impact on profit Impact on goodwill Impact on working
Labour Expenses and variation
Labour expenses planned and actual
Variation reasons
Change in styles Change in lead time Change in labour rates Any other
Conversion cost variation
Conversion cots variation Knitting dyeing, weaving printing embroidery
etc
Time Planned and Consumed
Planned and consumed factory days
Variation
Late availability of material Difficulty in working Labour shortage Machine problem Load shedding Any other
Cost of time
Very rare it is calculated But we need to calculate
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
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
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