...1640-60-260075-2900 do 1 Production Manager 1 In charge of Production Plant 21900 2 Asst Manager Production Asst Manager Maintenance Asst Manager Quality Control Jr. Manger (Q.A)- A 4 3 1 4 1 5 1 Supervision of Production Activities 14500 do 14500 do 14500 do 10840 6 Jr. Manger (Q.A)- B 1 MSc (Pharmaceutical 1640-60-2600In charge of Quality Chemistry)/ MSc (Micro Biology) with 2 years 75-2900 Assurance experience in the relevant field. do 10840 7 Jr. Manger (Q.C) 2 B.Pharm with 2 years experience OR Msc. In charge of Quality (Chemistry)with 2 years 1640-60-2600Control 75-2900 experience/ BSc (Chemistry) with 5 to 7 years experience in relevent Field do 10840 STAFF/WORKERS:TECHNICAL 750-40-950-50B.Sc. (Chemistry) with D.Pharm 1200-60-1500Industrial DA Production of Drug and minimum 3 years 70-1990-80based on cost experience in Pharmaceutical Formulations 2390-95-2865- of living Index production 110-3415 630-25-755-30Minimum 10th Standard + ITI in 905-35-1080Production of Drug Fitter/ Machinist Trade with 2 40-1360-45years experience in a Formulations 1585-55-1860Pharmaceutical Company 65-2185 Minimum 10th Standard + ITI in 605-20-705-25Production of Drug Fitter/ Machinist Trade with 1 830-30-950-35Formulations year experience in a 1230-40-1430 Pharmaceutical Company 630-25-755-30Minimum 10th Standard + ITI in 905-35-1080Maintenance of Plant &Mechanical Fitter Trade with 2-5 years...
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...Make Versus Buy Case ABC Ltd. is a manufacturing company engaged in the manufacturing of valves. They have been in the business for last 3 years and have been manufacturing only one type of valves. They started their business initially with sales of 10,000 valves per month and now they have grown the volume to about 50,000 valves per month. They have been buying all the raw material for the valve and were doing all the manufacturing in house. Now they have established themselves in the market and are planning to expand and produce different varieties of valves. They have their plant in the main city and the total area of the plant is 50,000 sq. ft. Now if they want to expand and continue doing all the activities of manufacturing of all the varieties in house, they would need another 50,000 sq.ft. of the area. In the recent times, the land prices in the area have more than doubled in the last 3 years and still land is available with great difficulty. Mr. Mohan is the production head of ABC Ltd. and has been successful with the production and the level is continuously increasing. But in recent times, he is facing the problem of quality complaints which have gone up from average 0.2 % in previous 2 years to 0.5 % this year. Also, he is finding that there is a high level of dissatisfaction among the workers regarding workload as well as salary levels. The workers are regularly complaining about the over work. Although, Mr. Mohan has found...
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...it gives its plant managers? Analysis The company was fairly stable at that moment in time. It was competing among the other major competitors in the packaging industry. However, it had flaws in spite of its top position in the market at that time. First, the sales manager that is in charge in making the sales budget does not consider the perspective of the plant manager. This oversight could lead to unrealistic forecasts. Even if the sales manager is knowledgeable in the workings of the plant, it is still necessary to include the insights of the plant manager, since the latter is an expert in the mechanisms of the plant. Also regarding the forecasting method, the head office staff almost manages everything regarding the whole forecasting. Yes, there are insights from the sales managers that are considered, but the central market research staff consolidates everything in more detail and in a general manner. Furthermore, the plant managers are being incentivized in a wrong manner. They are being assessed according to profit. Housed in an engineered expense center, a plant manager should only focus on the costs incurred by the factory. The mantra of the company, “the customer always comes first” is actually favoring the sales managers more than the plant managers. In turn, the freedom of the plant managers to be efficient in their jobs is hindered due to the pressures done by the sales budget that they did not take a part of in planning and by the sales managers who visit the...
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...IT’S MY BIKE Debbie Martin was overjoyed when she was selected the new Supplier Quantity Manager for the commercial product division of Cold Air Corporation. In this role, she was responsible for monitoring the quality of component parts for twelve production lines scattered throughout the large manufacturing plant. When she started the new position, Debbie knew she would be faced with many opportunities and conflicts. Her immediate supervisor, the manager of shipping and receiving, was not known as an easy person to work for. He expected his subordinates to have a take charge attitude and to avoid bothering him with trivial issues. What Debbie had not envisioned was just how trivial and non-productive some of the conflicts in her new position would be. She certainly had not expected to be on the verge of a fistfight. Debbie was just starting her shift when she received a telephone call from Ronnie, one of her subordinates. Ronnie was a purchasing parts inspector, and was responsible for inspecting certain incoming parts for all production lines in the plant. He was complaining that the Airhandler Quality team had borrowed “the bike” for a special project and would not return it. He reminded Debbie of his current project and how covering the entire 15-acre plant on foot would only delay completion of the project. Debbie rolled her eyes as she thought about the logistics of inspecting component past’s three separate buildings. She also realized that Ronnie had a...
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...PROBLEM: • ABSENCE OF VIABLE ALTERNATIVE CANDIDATE to fill the position after the resignation of General Manager. Also lack of skilled labor/ Knowledge workers at Gourmet faulty hiring and no training. SOLUTION: Mr. Nawaz Chathha the CEO of Gourmet Foods is not delegating any of his authority to capable Personnel. ” seldom relies on anyone for making key decisions” He needs to delegate his authority to his capable children. He should take services from ‘ Head Hunters’ to solve the imidiate need for capable General manager .Also the CEO needs to take services from Staff managers . (He can take help from agencies for recruitment) • HIGH TURNOVER RATE AND WORK PLACE DEVIANCE among gourmet’s lower staff. “Sales people did not deal with the customers politely, took too long or often appeared to be aloof of any customer queries”….. • UNFAVORABLE PUBLICITY of Gourmet’s bakery: ‘ rat invasion’ incident at Karim Block outlet in Lahore • LOW QUALITY OF PRODUCTS AND WORK ENVIRONMENT at production facility and TRAINING OF EMPLOYEES OVERLOOKED to keep costs low. “The lower level staff in the production plants is also prone to injuries, most commonly burns,” Time is wasted as they have to take lot of time off from work in order to get healed. • FAULTY HIRING SYSTEM: ‘Experience’ and the number of recruitments by each manager were given preference instead of qualification and ‘suitability’ of employees for the required position. ...
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...There are some components to these arguments that make a compelling case for a company to implement a diversity program. In the Cost Savings argument the example is given that if an employee is valued and respected they will be more productive and stay with the company longer. Productivity and employee retention are very important to a company. The cost of losing an employee, the recruitment process and new employee onboarding is both costly and time consuming. Treating an employee as a valued employee to me would be intuitive, but this is not always the case. I discussed briefly during our last class about an experience I had with a small start-up Pharma company that did not respect or value me. Within one month of starting this position, I noticed changes in my mangers behavior that at first were subtle. It started with her not making eye contact with me when we were speaking or in a meeting. This progressed to her not acknowledging my greetings when I would see her. Towards the end of my employment with this company my manger was blatantly disrespectful of me in front of all employees including upper management. I was ignored in team meetings and was not asked to contribute or provide the team with updates on my projects. It is very difficult to be a productive employee when you are afraid of what your manger will do or say next. After eight months I left this company. The experience left me not only doubting my skills but also depressed and anxious. It...
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...Member Name of Present Incumbent: (the person holding the position leaving) Mr Bob Brown__________________________________________________________ Position Reports to: Plant Manager NSW – Gary Denver Proposed Salary: $48,000 - $52,000 Existing Staff Salary: $50,944.40 Target Starting Date: 09/04/2014 Length of Probationary Period: 3 Months Recommended By: Gary Denver Date: 09/02/2014 Department Head: Jim Saunders Date: 09/02/2014 HUMAN RESOURCES Human Resources Advisor: Date: 09/02/2014 AUTHORISATIONAuthorised :Jim Saunders Date: 09/02/2014 (Managing Director of Business Unit): Al Perez Position Description POSITION TITLE:Shift Supervisor DIVISION:Production DEPARTMENT:Manufacturing RESPONSIBLE TO:Plant Manager Production of awnings. Ensuring stock control and stacking and re-stacking of product in warehouse. Maintenance of all plant and machinery. Liaise with suppliers and contractors. Arrange for efficient staffing for each shift, including selection, induction and training of staff and associated matters such as wages and conditions of employment. Work with the assembly-line team to ensure that the production plan is met in full and on time. Duties and Responsibilities In consultation with Production Manager, purchase all items necessary for production....
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...a firm engaged in retailing and financing motorcycle sales. He was the first employee recruited by the newly assigned manager of Santiago City branch. When Mr. Cortes was hired, the branch was only one week old. Within five years, the branch had a full complement of twenty persons including the branch manager, a cashier, a credit and collection supervisor, a sales supervisor, and a parts and service supervisor. Mr. Cortes record as salesclerk was commendable and the branch manager was considering him for promotion as sales supervisor. The salesclerk’s job consisted of entertaining inquiries from prospective customers. If a sale is made he prepares the various documents required including the deed of sale, invoice, and receipt. The sales supervisor, on the other hand, was responsible for overseeing the activities of the salesclerk, the utility boy, the driver, the records clerk, the documents clerk, and the stock clerk. Oftentimes, the sales supervisor had to leave office at 8:00 P.M. due to the requirements of the job. Mr. Cortes indicated to the branch manager that he was happy with his job as salesclerk and he did not aspire to have a bigger responsibility. The branch manager, however, was very insistent, and he informed Mr. Cortes that the following month, he would be replacing the current sales supervisor who was going to be promoted as branch manager and assigned to another area. Since the announcement of the impending promotion, Mr. Cortes’ behavior began to change...
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...time. At that time, Mr. Bapat, worked both in the office and in the factory and knew his men and they knew him. Production standard were always maintained and labour turnover was practically non-existing. As the business mushroomed, the number of employees has progressively increased. Thus, Mr. Bapat's greetings and conversation with his workers became less frequent. In fact, he had so many things to do, that he could no longer supervise the factory. Thus, he hired another man, Mr. Godse as a plant supervisor. As this time though the number of workers increased to about 500, labour turnover and absenteeism increased along with the labour cases. The only thing that decreased was productivity. In order to meet the situations, Mr. Bapat granted substantial increase in wages which were already high and made some arrangements for increment earnings based on merit rating on seniority. Yet labour turnover and absenteeism continue at a high rate. On investigation, it was found that the new plant supervisor lacked the patience and understanding which is necessary for dealing with the employees. When something was found wrong, he was scolding the employees but no attempt was made to find the case of faulty work. Meanwhile, labour unrest developed. The ,Worker began to complain about working on Saturdays and not having either time or facilities change from work clothes to original dresses after work, about toilet facilities etc. Some of the claims were' not found sufficiently justified or...
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...BEVERAGES CORPORATION LIMITED HYDERABAD RTI ACT INFORMATION HAND BOOK A.P. BEVERAGES CORPORATION LTD., 9 & 10, Proh. & Excise Complex, M.J.Road, Nampally, HYDERABAD-1. 1 ::1:: ANDHRA PRADESH BEVERAGES CORPORATION LIMITED 1.0. INTRODUCTION: The Andhra Pradesh Beverages Corporation Limited (APBCL) was established in the year 1986 as a fully owned undertaking of the Government, with the main objective of supplying hygienic packed arrack to the licensees and is incorporated under Companies Act,1956. The Corporation had set up 22 field units for carrying arrack operations at capital outlay of Rs. 32.65 crores, various district locations with a total which includes buildings and civil works. The various fixed assets like Plant and Machinery other than buildings valued at Rs. 24.70 crores were transferred to the Corporation in the form of Debt and Equity in the ratio of 2:1. The authorised share capital of the Corporation is Rs.10 Crores and the paid up share capital as on date is Rs.833.37 lakhs. The erstwhile Arrack Bottling units are converted into IML Depots for the wholesale trading activities of IML & BEER. 2.0. OPERATIONS: 2.1. ARRACK PACKING OPERATIONS: (from 1-1-87 to 30-9-93) The Corporation commenced its commercial operations on 1-1-1987 and successfully handled the arrack packing operations from 1.1.1987 to 30.9.93 i.e. till the imposition of ban on arrack by the Government. 2.2. WHOLESALE TRADE OF IML & BEER: (from 1-1-94 to 12-1-95) ...
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...Assessment Submission Form Student Names Dissanayake H.W.Wannigama Assessment Title Assignment 01 Module Code BMGT3002L Module Title Management of Organizations Module Co-ordinator Dr. Michelle O’Toole Tutor (if applicable) Date Submitted 11-07-2015 Date Received Grade/Mark A SIGNED COPY OF THIS FORM MUST ACCOMPANY ALL SUBMISSIONS FOR ASSESSMENT. STUDENTS SHOULD KEEP A COPY OF ALL WORK SUBMITTED. Procedures for Submission and Late Submission Ensure that you have checked the School’s procedures for the submission of assessments. Note: There are penalties for the late submission of assessments. For further information please see the University’s Policy on Late Submission of Coursework, (http://www.ucd.ie/registrar/) Plagiarism: the unacknowledged inclusion of another person’s writings or ideas or works, in any formally presented work (including essays, examinations, projects, laboratory reports or presentations). The penalties associated with plagiarism designed to impose sanctions that reflect the seriousness of University’s commitment to academic integrity. Ensure that you have read the University’s Briefing for Students on Academic Integrity and Plagiarism and the UCD Plagiarism Statement, Plagiarism Policy and Procedures, (http://www.ucd.ie/registrar/) Declaration of Authorship I declare that all material in this assessment is my own work except where there is clear acknowledgement and appropriate reference to the work...
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... management should read this novel before entering the real world of management because it will help them to deal with the problems at work and at home. The novel “The goal” starts when Mr. Peach, Alex’s boss came for a surprise visit because the plant was not delivery the order on time. Mr. Peach start yelling at Alex because one of the company favorite customer complained about his late order (41427). This is a lesson that I will not forget because it happened to me. My experience was not in a management position but as an employee. I worked at an A Dollar Mart Store over the weekend and the management always comes for a surprise visit .The manager never let me say a word like Alex. My manager always tells me that I am putting the inventory in the wrong place when his wife told me to put the inventory in a certain area. My manager always gives me an warning saying “this is your last chance. Do it right or else “. I start to work harder when my manager gives me a warning even though the manager tells me every two weeks. The warning will help the managers or even other employees to work harder and do the work right to help their company to success. The managers have to learn...
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...Senior Manager-Retail Operations of a very established hyper mart. It was a Monday afternoon as he stood by the glass door at his office watching people coming in and leaving the store. It was a Monday and there were not too many people other than those who wait for the weekend rush to ebb before they stepped into the store for their week-long groceries He could see one young girl at the footwear section for ladies struggling to decide which pair to buy.| It seemed that she wanted to buy one pair and could not decide which one of the two to buy. Subhash could see her trying one out, walking to the mirror and repeating the same with the other pair. Finally, after the customer service representative of that section had a small conversation with her, the girl happily marched to the till with one pair. Subhash walked back to his chair wondering how similar this incidence was to the situation he was in. He had interviewed three candidates in the last three days for the position of customer service representative. The three candidates did fulfill the basic requirements of the job and did seem to fulfill all the requirements mentioned in the job description. But he could not decide which one to select. There was no way he could try all the candidates out to choose like the girl did with her footwear! And then an idea struck him—'If someone could help that girl decide, I could also do with the advice from someone'. He sat in his chair and called his friend Meera, who was an HR Manager in...
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...Supervisor – Kenneth Christmas, Produce Manager Worked in the produce department from June 2014 to present. Quickly worked my way up to top associate in the department behind the manager and assistant manager. Learned opening and closing procedures, how to order supplies, how to run reports, etc. Received highest feedback from any associate to ever work under the manager in my six-month review period. Enjoy the work and working with the public, but only a part time position. Thomas Sumter Academy 5265 Camden Hwy Rembert, SC 29128 (803)-499-3378 Supervisor – Debbie Nix, Head of School. BJ Reed, athletic director Began in February 2007 as a volunteer softball coach until present. Began assisting girls’ basketball the following season at the JV level and two years at the varsity level, and continued until taking over as head coach of B-team boys basketball in the 2014-15 season. Also served a season as head JV baseball coach. Was added to paid staff in 2011. Also served as a substitute teacher in 2013 and 2014. Becton Dickinson and Associates 1575 Airport Rd Sumter, SC 29153 (803)-469-8010 Worked as a production assistant in the push button blood collection set department. Began in August of 2013 until December 2013. Duties included packaging blood collection sets in boxes from the machine that produces them and cased the boxes up to be shipped out. Left position because I did not like working in a plant and preferred a job working with the public...
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...Description Page Introduction 3 How Gossip usually starts within an Organization 4 Who is usually involved in the gossip 5 Why Mangers are usually in the dark about the gossip within the Organization 6 How managers resolve gossip and keep it Under control within an Organization 7 Conclusion 8 Literature Review 9-10 References 11 Introduction This is an introduction about gossip that happens within the workplace, how it starts, how the rumors that cause the interruption of the production in the workplace. Managers are not trained to handle these types of conflicts; managers have a hard time dealing with issues that are interpersonal. Organizations should have third party counseling and mediators to handle conflict issues. This keeps managers from getting involved, being accused of playing favorites and keeps the manager on the tasks at hand which is production, quality and the safety of the employees. When there is gossip in the workplace should there be some kind of consequences set into place for the employees that want to be involved in the water cooler talk of the day? I believe there...
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