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Sisira
KumaraManaging Director
SK POLYPACK
Sri Lanka
APO International
Productivity Showcase
amp Best Practice Networking
Forum on SMEs
Product ndash Printed Polythene
bags
Started on ndash 20080101
Started as a subcontractor
Intermediate person
At first we bought only a cutting
machine
Later we bought an Extruder
Machine to produce polythene
(2008 Dec)
After 6 months we bought a printing
machine
SK Polypack
Product ndash Printed Polythene
bags
Started on ndash 20080101
Started as a subcontractor
Intermediate person
At first we bought only a cutting
machine
Later we bought an Extruder
Machine to produce polythene
(2008 Dec)
After 6 months we bought a printing
machine
SK Polypack
Our growth was very slow
No one to guide us
We continue only with the past
experience
(I have been working in awaloka
Polythene Factory since 1991 )
Before 2010
We joined Kaizen Entrepreneurs Project
In 2010 Mach
Productivity concepts were introduced to us
We were guided by Productivity Promotion Officers of National Productivity Secretariat
We learned theories of productivity and practical training
After 2010
On time Delivery
Direct customer care
Investment only with the profit (without bank loans)
Learn about productivity concepts (Mrs Yamuna learns productivity in Kaizen Managers Training Program in Gampaha District))
Usage of recycled raw materials
Recycling of polythene waste
Best Practice
9
Changed
Employees
Attitudes
Built up the
Confidence
Reduced
Production
Cost
Increased
Revenue
Results
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
APO International
Productivity Showcase
amp Best Practice Networking
Forum on SMEs
Product ndash Printed Polythene
bags
Started on ndash 20080101
Started as a subcontractor
Intermediate person
At first we bought only a cutting
machine
Later we bought an Extruder
Machine to produce polythene
(2008 Dec)
After 6 months we bought a printing
machine
SK Polypack
Product ndash Printed Polythene
bags
Started on ndash 20080101
Started as a subcontractor
Intermediate person
At first we bought only a cutting
machine
Later we bought an Extruder
Machine to produce polythene
(2008 Dec)
After 6 months we bought a printing
machine
SK Polypack
Our growth was very slow
No one to guide us
We continue only with the past
experience
(I have been working in awaloka
Polythene Factory since 1991 )
Before 2010
We joined Kaizen Entrepreneurs Project
In 2010 Mach
Productivity concepts were introduced to us
We were guided by Productivity Promotion Officers of National Productivity Secretariat
We learned theories of productivity and practical training
After 2010
On time Delivery
Direct customer care
Investment only with the profit (without bank loans)
Learn about productivity concepts (Mrs Yamuna learns productivity in Kaizen Managers Training Program in Gampaha District))
Usage of recycled raw materials
Recycling of polythene waste
Best Practice
9
Changed
Employees
Attitudes
Built up the
Confidence
Reduced
Production
Cost
Increased
Revenue
Results
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
Product ndash Printed Polythene
bags
Started on ndash 20080101
Started as a subcontractor
Intermediate person
At first we bought only a cutting
machine
Later we bought an Extruder
Machine to produce polythene
(2008 Dec)
After 6 months we bought a printing
machine
SK Polypack
Product ndash Printed Polythene
bags
Started on ndash 20080101
Started as a subcontractor
Intermediate person
At first we bought only a cutting
machine
Later we bought an Extruder
Machine to produce polythene
(2008 Dec)
After 6 months we bought a printing
machine
SK Polypack
Our growth was very slow
No one to guide us
We continue only with the past
experience
(I have been working in awaloka
Polythene Factory since 1991 )
Before 2010
We joined Kaizen Entrepreneurs Project
In 2010 Mach
Productivity concepts were introduced to us
We were guided by Productivity Promotion Officers of National Productivity Secretariat
We learned theories of productivity and practical training
After 2010
On time Delivery
Direct customer care
Investment only with the profit (without bank loans)
Learn about productivity concepts (Mrs Yamuna learns productivity in Kaizen Managers Training Program in Gampaha District))
Usage of recycled raw materials
Recycling of polythene waste
Best Practice
9
Changed
Employees
Attitudes
Built up the
Confidence
Reduced
Production
Cost
Increased
Revenue
Results
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
Product ndash Printed Polythene
bags
Started on ndash 20080101
Started as a subcontractor
Intermediate person
At first we bought only a cutting
machine
Later we bought an Extruder
Machine to produce polythene
(2008 Dec)
After 6 months we bought a printing
machine
SK Polypack
Our growth was very slow
No one to guide us
We continue only with the past
experience
(I have been working in awaloka
Polythene Factory since 1991 )
Before 2010
We joined Kaizen Entrepreneurs Project
In 2010 Mach
Productivity concepts were introduced to us
We were guided by Productivity Promotion Officers of National Productivity Secretariat
We learned theories of productivity and practical training
After 2010
On time Delivery
Direct customer care
Investment only with the profit (without bank loans)
Learn about productivity concepts (Mrs Yamuna learns productivity in Kaizen Managers Training Program in Gampaha District))
Usage of recycled raw materials
Recycling of polythene waste
Best Practice
9
Changed
Employees
Attitudes
Built up the
Confidence
Reduced
Production
Cost
Increased
Revenue
Results
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
Our growth was very slow
No one to guide us
We continue only with the past
experience
(I have been working in awaloka
Polythene Factory since 1991 )
Before 2010
We joined Kaizen Entrepreneurs Project
In 2010 Mach
Productivity concepts were introduced to us
We were guided by Productivity Promotion Officers of National Productivity Secretariat
We learned theories of productivity and practical training
After 2010
On time Delivery
Direct customer care
Investment only with the profit (without bank loans)
Learn about productivity concepts (Mrs Yamuna learns productivity in Kaizen Managers Training Program in Gampaha District))
Usage of recycled raw materials
Recycling of polythene waste
Best Practice
9
Changed
Employees
Attitudes
Built up the
Confidence
Reduced
Production
Cost
Increased
Revenue
Results
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
We joined Kaizen Entrepreneurs Project
In 2010 Mach
Productivity concepts were introduced to us
We were guided by Productivity Promotion Officers of National Productivity Secretariat
We learned theories of productivity and practical training
After 2010
On time Delivery
Direct customer care
Investment only with the profit (without bank loans)
Learn about productivity concepts (Mrs Yamuna learns productivity in Kaizen Managers Training Program in Gampaha District))
Usage of recycled raw materials
Recycling of polythene waste
Best Practice
9
Changed
Employees
Attitudes
Built up the
Confidence
Reduced
Production
Cost
Increased
Revenue
Results
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
Productivity concepts were introduced to us
We were guided by Productivity Promotion Officers of National Productivity Secretariat
We learned theories of productivity and practical training
After 2010
On time Delivery
Direct customer care
Investment only with the profit (without bank loans)
Learn about productivity concepts (Mrs Yamuna learns productivity in Kaizen Managers Training Program in Gampaha District))
Usage of recycled raw materials
Recycling of polythene waste
Best Practice
9
Changed
Employees
Attitudes
Built up the
Confidence
Reduced
Production
Cost
Increased
Revenue
Results
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
On time Delivery
Direct customer care
Investment only with the profit (without bank loans)
Learn about productivity concepts (Mrs Yamuna learns productivity in Kaizen Managers Training Program in Gampaha District))
Usage of recycled raw materials
Recycling of polythene waste
Best Practice
9
Changed
Employees
Attitudes
Built up the
Confidence
Reduced
Production
Cost
Increased
Revenue
Results
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
9
Changed
Employees
Attitudes
Built up the
Confidence
Reduced
Production
Cost
Increased
Revenue
Results
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
Employee Analysis helliphelliphellip
23
7
10
15
0
2
4
6
8
10
12
14
16
2009 2010 2011 2012 20132014
No of
Em
plo
yee
s
Year No of Employees
Started Year
of Kaizen
10
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
Turnover (Rs Mn)helliphelliphelliphellip
008 02
09
17
25
34
0
05
1
15
2
25
3
35
4
200809 200910 201011 201112 201213 201314
Tu
rnov
er -
Mn
Year
Started Year
of Kaizen
11
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
Close supervision and training of staff to minimize defects
Changes of work floor to minimize unnecessary waiting transportation movements
Unnecessary inventory and unnecessary overproduction is a problem at present but their future plan is to have a proper Purchase Order Form to minimize errors
Wasting of dye is another problem at present ndash future plan is to get the proper measurement of the amount of dye needed for a specific production and apply that
data when necessary
Change MDrsquos room to have a close supervision
Future Plans
![アキレス株式会社 [Achilles] | トップ...SK-150 SK-151 01645rB/rå 31 SK-47 SK-150 SK-151 SK-85 32 : SK-410 (M*ã) SK-37 Y SK-111A.B[bø 39 SK-103A • B SK—IOI V 300R SK-69](https://img.dokumen.tips/doc/110x75/6129a1d73d37b20602014f9a/fc-achilles-ffff-sk-150-sk-151-01645rbr-31.jpg)
