Dear Sir,
I am looking after the Training and Development Department in an Automobile Parts Small Company. One of the recruitment authorities asked me how I can generate revenue for the company. I explained that through training and development, motivation training, capacity enhancement, and other methods, we can contribute to increasing revenue.
He is interested in improving production, sales, and revenue and has given me a timeframe of 2-3 months. How can I achieve this goal? Please suggest.
Thank you.
From India, Bhopal
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2I am looking after the Training and Development Department in an Automobile Parts Small Company. One of the recruitment authorities asked me how I can generate revenue for the company. I explained that through training and development, motivation training, capacity enhancement, and other methods, we can contribute to increasing revenue.
He is interested in improving production, sales, and revenue and has given me a timeframe of 2-3 months. How can I achieve this goal? Please suggest.
Thank you.
From India, Bhopal
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Dear friend,
Of course, you've given a brief and apt answer, and the questioner might be well aware of the answer. If you really want to translate the answer in terms of tangible results, better first identify the areas in every activity, say inventory, production, sales, and the like, where deficiencies are noticed. Then select the type of training and its modules befitting the purpose, and effective trainers for the purpose. Whether the organization is small or large, the training imparted should simultaneously cover all the inter-related activities or departments to have a holistic effect.
For example, the effective handling of inventory depends upon the combined coordination of the Purchase Dept or the Materials Dept, Production Dept, and the Sales Dept. More than required stocks of inventory in the form of raw materials or semi-finished products or finished products will certainly result in unnecessary locking up of working capital. Therefore, the personnel of these departments should first be trained to develop a mindset of interdependence and plan their activities in consultation with one another to keep the stock position, irrespective of their type, in optimal quantities.
If the production dept encounters a higher rate of rejection and re-working, the supervisors or unit heads should be well-trained to identify the actual reasons such as defective raw materials, insufficient maintenance and handling of machinery, lack of coordination among the various segments of the assembly line, and the like. Even the conservancy staff have to be trained effectively to understand the importance of their job, which plays a vital role in the upkeep of cleanliness and hygiene of the entire premises. Better form a Training Committee comprising the heads of all departments.
From India, Salem
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Of course, you've given a brief and apt answer, and the questioner might be well aware of the answer. If you really want to translate the answer in terms of tangible results, better first identify the areas in every activity, say inventory, production, sales, and the like, where deficiencies are noticed. Then select the type of training and its modules befitting the purpose, and effective trainers for the purpose. Whether the organization is small or large, the training imparted should simultaneously cover all the inter-related activities or departments to have a holistic effect.
For example, the effective handling of inventory depends upon the combined coordination of the Purchase Dept or the Materials Dept, Production Dept, and the Sales Dept. More than required stocks of inventory in the form of raw materials or semi-finished products or finished products will certainly result in unnecessary locking up of working capital. Therefore, the personnel of these departments should first be trained to develop a mindset of interdependence and plan their activities in consultation with one another to keep the stock position, irrespective of their type, in optimal quantities.
If the production dept encounters a higher rate of rejection and re-working, the supervisors or unit heads should be well-trained to identify the actual reasons such as defective raw materials, insufficient maintenance and handling of machinery, lack of coordination among the various segments of the assembly line, and the like. Even the conservancy staff have to be trained effectively to understand the importance of their job, which plays a vital role in the upkeep of cleanliness and hygiene of the entire premises. Better form a Training Committee comprising the heads of all departments.
From India, Salem
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Hi,
The inputs given by the Additional Labour Commissioner are apt and in the right direction.
First, an analysis of data needs to be done with respect to various departments. Then, the Finance Department should also be involved for various Costing Activities.
Production and Assembly time should be worked out and converted to the Cost of the production. Even the cost of various functions should be taken into production.
Value addition should be worked out. This is a big process. However, a roadmap can be created in 2-3 months. All the employees should be educated on this, so training the employees is required in case of skill gaps, so that production time comes down. Their skill levels need to be upgraded so that re-work and rejections are minimized. Many industries in Manufacturing have a 20-60% scrap generation which needs to be reduced, which also improves the environment if implemented to a 100% scrap-free generating company.
First, Management has to accept such a study and give permission. Without the support of Management, it may be an uphill task. Since, in this case Management has asked for this, their support is understood to be given. There may be a lot of technical things that need to be understood by the HR.
Do it professionally, and you will get the answers. All the best!
Regards
A lot of brainstorming sessions and interactions with various departments are required to bring out.
From India, Bangalore
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The inputs given by the Additional Labour Commissioner are apt and in the right direction.
First, an analysis of data needs to be done with respect to various departments. Then, the Finance Department should also be involved for various Costing Activities.
Production and Assembly time should be worked out and converted to the Cost of the production. Even the cost of various functions should be taken into production.
Value addition should be worked out. This is a big process. However, a roadmap can be created in 2-3 months. All the employees should be educated on this, so training the employees is required in case of skill gaps, so that production time comes down. Their skill levels need to be upgraded so that re-work and rejections are minimized. Many industries in Manufacturing have a 20-60% scrap generation which needs to be reduced, which also improves the environment if implemented to a 100% scrap-free generating company.
First, Management has to accept such a study and give permission. Without the support of Management, it may be an uphill task. Since, in this case Management has asked for this, their support is understood to be given. There may be a lot of technical things that need to be understood by the HR.
Do it professionally, and you will get the answers. All the best!
Regards
A lot of brainstorming sessions and interactions with various departments are required to bring out.
From India, Bangalore
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Identify performance bottlenecks, whether they are related to people, processes, or workflow. Map the performance improvements you have implemented through the steps you have taken. Quantify qualitative business performance enhancements such as increased customer satisfaction through motivated teams, improved employee morale, product quality, business flow, etc., and incorporate these into your strategies. Bingo, you're on the right track.
From India, Surat
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From India, Surat
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