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

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. ( )

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

Rejection totally Re-screening Re-screening of any particular color Remake Discounts Partially acceptable

Lecture 19 Post 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