Table of contents
TABLE OF CONTENTS........................................................1 1. INTRODUCTION OF THE TOPIC........................................3 2. OBJECTIVES OF STUDY.................................................10 3. RESEARCH METHODOLY...............................................12 4. COMPANY PROFILE......................................................15 23 5. LITERATURE SURVEY....................................................25 1. LIMITATIONS OF THE STUDY.........................................52 ANNEXURE.....................................................................55
1
Introduction of the Topic
2
1. INTRODUCTION OF THE TOPIC
The first essential component in manpower is its development. This component involves optimal development of human resources through formal and informal educations and creation of congenial conditions for rising technical, managerial, Economics and other skills. Arousing of public enthusiasm or development of motivation is also an essential part of manpower development. Then come towards manpower utilization. This stage involves optimal and effective utilization of various categories of manpower classified on the basis of education and sex. The development manpower turns from a stock into a flow as a consequence of proper utilization. Next component is manpower forecasting. The future demand of manpower along their essential characteristics is forecast using relevant statistical techniques. The various methods used are: through conduct of surveys and seeking the opinion of employers; the use of incremental labor- output ratio; density quotient method that estimates the number of people required to do a certain job in an efficient manner; Productivity change method and lastly through international comparisons. Matching of manpower supply with manpower demand; this phase involves matching manpower supplies with manpower demand keeping in view the nature of manpower requirements and its characteristics. This takes us into the orbit of policy action. Last component is provision of productive and gainful employment. It involves provision of productive and gainful employment to the new entrants in the job market. Manpower planning is also known as personnel planning or human resource planning. Human resources are regarded as the only dynamic factor of production. Other factors like materials, methods, machines, money etc. are useless without their effective use by the human resources. Thus, it is logical that there should be proper manpower or human resource planning in the organization to use the other resources effectively.
3
SCOPE AND RATIONALE OF THE STUDY.
• • • • • • • •
Estimating numbers of additional workers/staff / managers etc. Identifying / planning skills of different levels. Developing flexibility in job handling. Achieving equal employment opportunities. Experience- lifting the experience levels. Capabilities-- improving capabilities for performance. Increase potential of people. Training etc.
This will involve now • • • • • • • • • Recruitment / selection plan. Training plan. Retraining plan. Early retirement plan. Redundancy plan. Changes in workforce utilization plan. Succession plan. Personnel and career plans. These plans will help to bring supply and demand into equilibrium, not just as
a one-off but as a continual workforce planning. 4
•
Exercise the inputs to which will need constant varying to reflect the actual as
against predicted experience on the supply side and changes in production actually achieved as against forecast on the demand side.
5
DEFINITION
•
Estimating or projecting the number of personnel with different skills required
over time or for a project, and detailing how and when they will be acquired. • E. Geisler, “Manpower planning is the process including forecasting,
developing and controlling by which a firm ensures that it has the right number of people and the right kind of people at the right places, at the right time doing work for which they are economically most useful”.
IMPORTANCE
•
Manpower planning is very important tool of human resources management
because it is beneficial in a number of ways: for instance • It refers to the process of using available assets for the implementation of the
business plans. • Manpower planning can ensure control of labour costs because it helps the
management to anticipate shortages and surpluses of manpower and correct these imbalances before they become unmanageable and expensive. • It offsets uncertainty and change and helps to have right men at right time and
in right place. • • It helps to anticipate the cost of salary enhancement, better benefits etc. Manpower planning can provide the necessary personnel with requisite
capabilities, qualifications, skills, aptitudes and work experience in accordance with the changing requirements of any organization. • It facilitates the control of all the functions, operations, contribution and cost
of human resources.
6
•
It also involves the process of coordinating and controlling various activities
in the organization. • • • Efficient utilization and skilled labor. Higher productivity. It is the first step towards manpower management.
5 MAIN ELEMENTS
1. Analyzing the current manpower resource. 2. Reviewing employee utilization. 3. Forecasting the demand for employees. 4. Forecasting supply. 5. Developing a manpower plan.
ADVANTAGES
• • • • •
Manpower planning ensures optimum use of available human resources. It is useful both for organization and nation. It generates facilities to educate people in the organization. It brings about fast economic developments. It boosts the geographical mobility of labor.
7
NEEDS
Every organization has to do manpower planning for the following reason: Surpluses can be identified, shortage of certain categories of employees, advancement of technology results in need for new skills and new categories of employees, changes in organization design and structure affecting manpower demand, changes in production affecting manpower demand, introduction of Warehouse Management System, all the recruitment and selection programs are based on manpower planning, reduce blue collars cost and over staffing can be avoided, manpower can be utilized properly.
8
Objective of Study
9
2. OBJECTIVES OF STUDY
• • • • • • •
To understand manpower planning policy in an organinsation. To know adequacy of manpower in each studied location. To know the effectiveness of workforce at workplace. To analyze overall manpower adequacy in studied locations. To analyze daily work schedule & identify the effective utilization of time. To provide data for better manpower utilization. To design manpower requirement for studied location.
10
Research Methodology
11
3. RESEARCH METHODOLY
Meaning of Research
Any study to create new knowledge or aims to increase existing fund of knowledge may it be through observation or by some other methods, is called research if it takes into account the biases, the errors and limitations. As such, research may be described as systematic and critical investigation of phenomena toward increasing the stream of knowledge.
Population: 61. Sample size: 10 Sample unit: Individual Blue collar (B/C) employee. Sampling frame: B/C employees. Area: Warehouse of BLGP Logistics Pvt.Ltd. Research: Combination of descriptive & diagnostic research. Sampling technique: Simple random sampling & area sampling technique adopted.
Data collection includes both primary data and secondary data Primary data collected through observation method and secondary data collected from daily reports made by company. Primary data is collected by work study method & personal interview through structured questionnaire Secondary data collected for analyzing manpower report of previous months, manuals and documents. As work study is done by observation method so samples are not taken & the conclusions are drawn through the observations of work study technique.
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TYPE OF PRIMARY DATA COLLECTION: OBSERVATION METHOD • Observation becomes a scientific tool and the method of data collection for the researcher when it serves a formulated research purpose is systematically planned and recorded and is subjected to checks and controls on validity and reliability. Under the observation method the information is sought by way of investigators own direct observation without asking from respondent
•
EXAMPLE • • • In a study relating to consumer behavior the investigator instead of asking the brand of wristwatch used by the respondent may himself look for the watch. In my project I used to observe work, all the activities done by B/C and time required for the activities in company under selected area. Area for research was decided by company and note down the result obtained in observations.
ADVANTAGES • • The method eliminates subjective bias The information obtained under this method relates to what is current happening it is not complicated either by past behaviour or future intentions and attitudes. • This method is independent of respondent willingness to respondents as such is relatively less demanded of active co-operation on the part of the respondents as happens to be the case in interview or the questionnaire method. • This method is particularly suitable in studies, which deal with subjects who are not capable giving verbal reports of their feeling for one reason or the other. DISADVANTAGES • • • • Its s an expensive method The information provided by this method is very limited. Sometimes unforeseen factors may interfere with the observational task. The fact that some people are rarely accessible to direct observation creates obstacle for this method to collect data effectively. 13
Company Profile
14
4. COMPANY PROFILE
In February 1877, 65 businesspeople found BLG as the “Bremer LagerhausGesellschaft - Aktiengesellschaft von 1877” (“Bremen Warehouse Company - Stock Corporation of 1877”). They want to concentrate their warehouses, spread over the entire city, near the water and also operate goods handling jointly and centrally, making Bremen a front-runner in port development. Bremen experiences a dramatic boom as a port and trading city with the new BLG model. From 1888, BLG thus also takes on operation of the newly built Free Port I. Soon after come Free Port II, the granary, and in 1953 also the free ports in Bremerhaven. The Neustadt port is built in Bremen in the 1960s. The change from the pushcart to the forklift changes port operations in the 1950s. RoRo ships are built for overseas transportation. Trailers are held at the port and rolled onto the ships with tractors on onboard ramps. Soon, everything with wheels is rolled onboard on its own axl The first containers come across the Atlantic to Europe in the mid 1960s, and in May 1966, Bremen becomes the first German container port. Containers need special equipment and lots of space, which is why the container terminal in Bremerhaven is built from 1968. There is enough free space at the mouth of the Weser. So far, the terminal has grown to a length of five kilometers. Bremerhaven is one of the top 20 world container ports. In the early 1970s, BLG acknowledges the importance of computers as a production factor, resulting in the Bremen Ports database in 1973 and with it, the first port information system in the world. Handling companies, shipping companies, shipping agents, load controllers and authorities form a union, and the foundations for the IT network are la The BLG LOGISTICS GROUP, with a number of subsidiaries and holding companies on several continents, was thus created from 1998 out of the Bremen Warehouse Company founded in 1877.
15
BLG Parekh Logistics Pvt Ltd was founded in 2008 as a joint venture with the Parekh Group. The company is based in Mumbai. The branch office in Ranjangaon employs about 490 people. Services: • • • • • • • Consolidation / Deconsolidation On-site Logistics Sequencing Value added services Contract logistics Line Feeding Car parts logistic
Business Divisions of BLG Group: AUTOMOBILE
This business division covers the worldwide logistics for finished vehicles from the manufacturing process to the dealers in the specific countries. Its cornerstones are terminals on the coasts, on major rivers and inland, transportation by road, rail and water, as well as its own technical centers. With over five million vehicles a year, this business division is the leading automobile logistics provider on the continent.
16
CONTRACT
Customized service packs spanning the globe are created in the areas of automotive logistics, industrial logistics and trade logistics. The main focuses are on the sectors of automobile production, electronics and consumer goods, although the sectors of conventional cargo and chilled cargo are also concentrated in this business division. BLG is one of the leading German contract logistics providers. CONTAINER
The joint venture EUROGATE provides a European network with currently ten container terminals, intermodal transportation and cargo-modal services. A terminal in Tangier and the
• •
Portugal Russia 17
• • • • • • •
Slovakia Slovenia Spain South Africa Czech Republic Ukraine USA
COMPANY SIZE (According to data of 2008) Sales: 970 mills. € Earnings (EBT): 84 mills. € Equity: 354 mills. € Investments: 171 mills. € Total Employees: 15,500 Handling 160 Mio picks Port Logistics 5, 5 Mio tons Covered Area: 1.100.000 m² Open Storage Area: 1.100.000 m² Areas Managed: 2.200.000 m²
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19
2.
20
Parekh Group(Data According to 2010) ? ? ? ? ? ? ? Fully owned by Parekh Family 19 Offices in India (i.e. Delhi, Mumbai, Chennai, Pune, Bangalore, etc.) Annual turnover of 108 Mio US$ Employees 1000 (450 Office, 550 Labour) Storage Area 80.000 m² Carrier Agent for Eukor and Hamburg Süd Activities Contract and Automotive Logistics
ClIENTS:1. FIAT 2. MERCEDEZ BENZ 3. VALKSWAGEN 4. DAIMLER BREMEN 5. NEMAK SK ETC.
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22
23
Literature Survey
24
5. LITERATURE SURVEY
What is Work Study?
Work Study is the systematic examination of the methods of carrying out activities such as to improve the effective use of resources and to set up standards of performance for the activities carried out.
Work Study
Method Study. Examining a job and finding more efficient methods to perform him. Work Study Time Study. Determining the times necessary to perform a job and its elements
Higher Productivity
Improved Planning
25
Another definition of Work Study could be: A generic term for those techniques, particularly method study and work measurement, which are used in the examination of human work in all its contexts, and which lead systematically to the investigation of all the factors which affect the efficiency and economy of the situation being reviewed, in order to effect improvement'. This has to do with Productivity Improvement, but also improvement of Quality and Safety. Operations Management - Work Study Managing people within operations involves actual design decisions about jobs, methods, relationships between jobs and machines and systems of control and communication. Work design involves complex "people" relationships between operative staff, supervisors and specialists e.g. engineering managers and staff who commission new machines and maintain them. Other specialists may co-ordinate health and safety systems or monitor performance and plan maintenance People are not mere extensions to machines or horsepower to be switched on and off. A worker's performance may be better than a machine's capability - yet a machine may outstrip the human being for many tasks. People can be hurt/injured physically by operating environments or trapped socially and psychologically in them/by them. How operational systems are designed and the jobs and performance relationships within them are of great operational, economic and social importance. In this context then work study is a collection of techniques used to examine work what is done and how it is done - so that there is systematic analysis of all the elements, factors, resources and relationships affecting the efficiency and effectiveness of the work being studied.
26
Considerable diplomacy and sensitivity is needed by the industrial engineer or operations manager who becomes involved in work study (or business process improvement) investigations.
In the Path of F. W. Taylor Method study and work measurement are two principal activities of work study which originated in the work of F. W. Taylor (see Rose: 1978). FW's "scientific management" imperatives are: investigate the work situation and identify weaknesses where and why is poor performance happening? The "scientific" title for this approach to management means placing emphasis on data gathering and rational analysis certain narrow assumptions about the objectivity of efficiency criteria the existence of direct, deterministic relationships between worker performance and incentive payments and consideration of the worker to some extent as a machine. Thus we can evaluate and introduce improvements in operating methods. This includes type of equipment, its use, layout of operations, supply and use of materials, materials handling, work organization, effectiveness of planning procedures and so on. Productivity improvement is the aim. We can select staff with characteristics that fit the job, train and reward them using payment schemes the offer particular economic incentive by linking payment to measured performance. Such propositions are commonly the stuff of managerial populists and "how-to" texts on human resource management.
27
Methods study Approach is an analysis of ways of doing work. The mnemonic SREDIM (a common-sense heuristic or general problem-solving strategy) represents the method study stages 1. Select the tasks to study 2. Record the facts about it 3. Examine these 4. Develop a new method 5. install/implement it 6. Maintain it Work measurement involves assessing the time a job should take to do. Similar steps are involved as to method study 1. Select the tasks 2. Record the facts 3. Analyze them 4. Calculate basic and standard times for the task 5. Agree the method and its related time In the 1950's and 1960's the work study officer or OandM Person (organization and methods) gathered the data and gave advice. In the 1970's the titles evolved e.g. to that of management services officer. Work-study and methods study came within the scope of the industrial engineer. Today the techniques of method study are inclusive within the tool-kits and applications of the business systems analyst. The most modern application of some of the techniques of work study is the early 1990's managerial recipe, "business process re-engineering" i.e. re-designing business processes which have developed to the extent that they mismatch the needs of the situation today. 28
However -- having said this - the scope for work study definition and evaluation is useful for operations managers in a general sense. Such roles require data on operational capacities and effectiveness and the use of time and resources. Methods need regular re-evaluation. Some may have evolved and changed over time to become disjointed, patch works that no longer fully serve requirements. The case may need to be put for more staff or new methods and equipment. Such arguments call for data and measurement. How many extra hours/people are needed? Why? What will the new method offer? Is it possible to change methods? What will be the costs/benefits? Thus the techniques, assumptions and weaknesses of work study reflect important know-how for the operations manager generally - and not just those working in engineering or manufacturing environments. However the assumptions, difficulties and limitations of the claims must be understood. Efficiency Indices Using data on measured work, unmeasured work and idle time we can attempt to derive effectiveness indices. Constable and New exemplify efficiency and effectiveness indices a. efficiency While performing measured work (ratio of standard/measured hours of work produced and the actual time taken) b. effectiveness Which includes accounting for work done for which no measured time exists. Such work is typically paid for by an agreed hourly/day rate i.e. there is no direct, measured relationship between pay and how much work is actually completed in that hour. Of course a supervisor may pass a judgment or state that the amount of work and its quality are inadequate. Recognition of possible idle time caused e.g. by management not allocating any work, supplier/materials delays, machine breakdowns etc.
29
Findings
30
6.
FINDINGS (DATA COLLECTION & ANALYSIS)
The human resource requirement for any organization depends on the number of customers it has or the number of products sold by it, for an organization like Logistic the number of personnel required depends on the number of product it has to supply on production line for producing number of product and for designing the future manpower requirement, the basic criteria is the percentage increase in the number of cars which is found by comparing previous months data and projecting it for the current and coming month manpower requirement.
31
The changes in the number manpower of B/C for last four month’s estimates are as follows:
TOTAL MANPOWER REPORT OF CAR PLANT
TABLE 6. 1
MONTH FEBRUARY MARCH APRIL MAY
APPROVED 8556 9803 10340 9830
REPLACEMENT 492 796 372 261
PERCENTAGE 5.75% 8.12% 3.60% 2.66%
FIGURE 6. 1
The above data shows the total approved requirement of manpower from February to May have been increasing with reduction in replacement of the manpower. Manpower planning in BLG-Parekh depends on number of cars produce in month as per the schedule of Fiat. 32
These changes occur as per the production schedule of Fiat.
33
FPT MAN POWER REPORT
TABLE 6. 2
SR. NO 1 2 3 4
MONTH February 2010. March 2010. April 2010. May 2010.
APPROVED 1764 2056 1767 1611
REPLACEMENT ABSENT 122 153 197 60 58 51 2 33
PERCENTAGE 6.92% 7.44% 11.15% 3.72%
FIGURE 6. 2
FPT manpower requirement also varies from month February to May 2010 as per the production schedule of FPT.
34
How time study can be done in sequencing area?
Time Study of sequencing area
The function of this area is to provide Headlamp, Steering wheel and Parcel shelf on the assembly line. The activities include in this area are as given below in the table: The table shows all the activities in the area and time required for these activities * Total time cannot be measure because lack of standard activities Process 1st: Transfer Empty trolleys From Door kitting to Doc Time 00:07:37 00:10:47 00:08:00 Most likely Time Total time for 62 Trolleys 00:08:48 09:05:36
35
Process 3rd: Loading Headlamp Trolley of Time 1 2 3 Most likely Time Total Time For 20 trolleys 00:04:30 00:40:00 01:38:30 2:23:00
a. Remove sticker from 00:00:07 00:00:11 00:00:09 00:00:09 empty trolley b. Add new sequence to 00:01:02 00:01:18 00:01:40 00:01:20 trolley c. Load new trolley 00:03:54 00:02:23 00:03:34 00:03:17 Total time for 20 trolleys(300 cars) For 300 car production , no. 30 of trolleys (2 Headlamp/Car) = 1 Trolley capacity =20
Process 4th: Loading Trolley of steering wheels Time 1 a. Remove sticker from empty trolley b. c. Add new sequence to trolley Load new trolley 00:00:14 00:01:10 00:03:43 2 00:00:10 00:01:18 00:03:55 Most likely Time 00:00:12 00:01:14 00:03:49 Total Time 00:03:00 00:18:30 00:57:15 01:18:45 15 1 Trolley capacity 20
Total time for 15 trolleys(300 cars) For 300 car production , no. of trolleys (1 steering wheel/Car) =
Process 5th: Loading Trolley of Parcel shelf Time 1 2 Most likely Time Total Time
36
a. Remove sticker from empty trolley b. Add new sequence to trolley C. Load new trolley
00:00:19
00:00:17
00:00:18
00:05:06
00:01:09
00:01:55
00:01:32
00:26:04
00:01:55
00:01:44
00:01:49
00:31:02 01:02:11
Total time for 17 trolleys(300 cars)
For 300 car production , no. of trolleys (1 Parcel shelf/Car) =
17
1 Trolley capacity=
18
As per the work study method I divide work of location in small activity and take time of each activity. So I get average time of each activity. This gives total time required for particular work as per the production of 300 cars daily.
TABLE 6.1 Process No. Total Tag Time 1 2 3 4 5 6 7 8 9 10 Total Time(minimum) 09:05:36 00:40:28 2:23:00 1:18:45 01:02:11 00:03:10 00:02:10 00:00:56 00:14:28 00:40:18 15:31:02
The table shows total minimum time required for the activities are of the location is 15 hours and thirty-one minute for the production of 300 cars in a day. So as per the shift of 8 hours, 2 blue collars required at the location if the production is of 300 cars.
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Activity Mapping of Linea W/H
As per requirement of company I choose both the warehouse for manpower planning .For that I had to start with activity mapping of both warehouse How activity mapping can be done in warehouse?
TABLE 6.2
LINEA WAREHOUSE TEAM LEADER KAPIL KOMARIA MAHESH KONDE
SR. NO.
ACTIVITY
SUPERVISOR 1
NO. OF WORKER SHIFT 1 SHIFT 2 3 3
ACTIVITE S
B/C
1 A
ISSUING AREA AS PER REQUIREMENT BY USING KANBAN and FIFO TAKE MATERIAL FROM LOCATION TO LINE POSTING OF ISSUE MATERIAL FROM W/H TO PRODUCTION LINE and MAKE DAILY REPORT OF ISSUE MATERIAL GIVE STAMP ON INVOICE OF RECEIVED MATERIAL FROM SUPPLIER INVOICES SEQUENCING and FILLING THEM AS PER G.R. no. CHECKING OF ISSEUING MATERIAL AS PER KANBAN
RAJENDRA TAMBALKAR
COPA B/C
2 1
B
C
D E
2
OPM (ORDERLY PART MNGT.)
PRAVIN BHANDVALK AR
8
7
B/C
14
A
LOADING OF TROLY AS PER SEQUENCE OF STICKERS ON PROPER LOCATION AS PER THE TARGET OF THE DAY KEEP DAILY STOCK OF REQUIRED MATERIAL IN OPM MAINTAIN 2BIN SYSTEM SHORTAGE PART HIGHLIGHT FOR SHORTAGE,CHECK SHORTAGE THEN CHECK GRN,IF IT IS ON GR GATE THEN COMMUNICATION GOES IN THIS WAY OPM SUPERVISOR LINE SUPERVISOR FIAT PLANNNER GR DEPARTMENT
B
C D
E F
FIFO MAINTAIN TROLLEY DEVLOPMENT AND REWORK
38
G
PICKING PART INFORMATION MAINTAIN TO REGISTER OPM AREA(1hour extra work)
3 A
BINNING DISTRIBUTE and LOCATE RECEIVEING MATERIAL AS PER LOCATION AS PER LINE REQUIREMENT KANBAN REFILLING SHORTAGE MATERIAL FOLLOW UP and SEND IT AS EARLY AS POSSIBLE WITHIN POSSIBLE LEAD TIME. CKD MATERIAL BINNING and STORING AS PER LOCATION NEW DEVLOPMENT MATERIAL STORE TO W/H and CREAT NEW LOCATION and GIVE INFORMATION TO ALL SUPERVISOR MANTAIN HOUSEKIPPING REPACKING IMPORT MATERIAL KEEP CHECK ON CRITICAL PART SEND DAILY REPORT OF CRITICAL TO CUSTOMER PART EG. DYACO,CKD LATCH
DAYANAND DEVKAR D.P.THOMBRE
16
7
B/C F/K
14(5 IN 2ND) 1(1 IN 2ND ) 1(1 IN 2ND)
B C
STACKER DRIVER
D E
F G H I
The above data shows Linea warehouse has 3 locations with their activities and manpower which are 1. Issuing Area 2. OPM Area 3. Binning Area Activity mapping was necessary to understand all activities in the location and checking current manpower in the location.
Activity Mapping of X1 W/H
TABLE 6.3
X1 WARE HOUSE TEAM LEADER SUPERVISO R ANIL KUMAR NO. OF WORKER
SR .N O.
ACTIVITY
SHIFT 1
SHIFT 2
ACTIVITY
B/C
39
1
DOC
AWARE NAKUL
9
9
F/K
2
A
CHEACK DOCUMENT
PHYSICAL INSPECTION COPA WRITING DOC PP and BIN LOADING
2
B C
CONFORMATION MATERIAL UNLOADING MATERIAL
1 1
E
SAP ACKNOWLEDGMENT and POSTING
3
2
P.Q.R.and DOOR PAD
KAPIL PATIDAR
21
6
BINNING
7(3 IN 2ND) 5(2 IN 2ND) 3(1 IN 2ND)
A
TRANSFER MATERIAL FROM STAGING AREA TO BINNING AREA
YOGESH SATAV
REBINNING
B
BINNING
VIKAS GUNJAWAT E (f/k)
ISSUE
C
CHEACK EMPTY BINS IN LOWER RACK and FILL THEM WITH MATERIAL
BHUPENDRA CHAVAN(f/k)
FLOOR DOR PAD SEQUENSIN G SHORTAGE
3
D
TRASFER EMPTY BINS and PP BOX TO EMPTY BIN AREA SUPPLIER BINS TO BE DONE EMPTY and BACK THEM TO EMPTY BINS AREA ISSUE MATERIAL TO LINE SHORTAGE CHEACKING KEEP CHEACK ON CRITICAL MATERIAL and MAKE IT AVAILABLE FIFO MAINTAING SEND DAILY STOCK REPORT VIRSIONWISE STOCK CHECKING DOOR PAD SEQUENCING SEND DISCRIPANCY and SHORTAGE REPORT
2
E
F G H
I J K L M
3
IMPORT CASE MANAGMENT
MAHENDRA SHINDE
2
B/C
1
40
A B
UNLOADING FROM DOC CHEACKING INVOICES and DOC CHEACKING MATERIAL CHEACKING OF WHETHER IT IS 183 PLANT OR OTHERS BINNING and SHIFTING TO ITS RESPECTIVE LOCATION SEND CRITICAL MATERIAL INFORMATION TO LINEA W/H IF CRITICAL MATERIAL IS EXCEES THEN KEEP IT IS AS STOCK and MAINTAIN FIFO. UPDATE EXCELL SHEET (ALL CASE DETAILS)and MAIL IT AUDIT OF CASE MANAGMENT AS PER CUSTOMER REQUIREMENT ISSUED CASE IN CUSTOMER END
F/K
1
C
D
E
F
G
H I
X1 warehouse has 3 locations which are Doc, Binning and Import case management.
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How work study can be done in Linea warehouse binning area?
Work study of Linea warehouse BINNING AREA
TABLE 6.4
Sr.No . 1 2 3 4 5 6 7 2 5 16 7 15 5 5 55 02:01:00 31 00:49:00 00:02:00 00:05:00 36 00:09:00 Binning Bins Duration 00:02:00 00:37:00 00:37:00 00:09:00 00:36:00 2 6 6 17 Storing(box manually) Box Duration 00:09:00 00:02:00 00:24:00 00:10:00 00:04:00 Storing(box Reach truck) Box Duration 00:02:00 Pick material for binning(pallet) Pallet Duration 00:05:00 Fill the pallet with box Box Duratio n 20 00:05:00 16 00:04:00
Tot al
Interpretation: The above chart shows B/C has given his 48% time in a shift in other activities which are non-productive to the company those activities are given below in the chart. And the activities like Binning took 34%, Storing box manually took 14%, and storing box with reach truck took 1%, material picking took 1% and for filling pallet with boxes took 2%.
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Thus it shows near about 48% time of particular B/C in binning area of Linea warehouse took non-productive activities which are needed to be cut down so total time of B/C can be utilize. The other nonproductive activities are given below in the table with time taken by them.
TABLE 6.5
Other Lunch(extra time) Tea break(extra time) Nothing Wait for Reach truck Go to doc for checking shortage and Taking empty bins Taking Bins from empty bin area(bins unavailable) Keep Bins at proper location
1 0:30:00 0:13:00 0:07:00 0:15:00 0:08:00 0:05:00 0:05:00
2
Total 0:30:00 0:13:00
0:17:00 0:02:00
0:24:00 0:17:00 0:08:00 0:05:00 0:05:00 1:42:00
This data show B/C took 30 minutes extra in lunch which is too much, then 13 minutes in tea break, did nothing for 24 minutes.
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How time study can be done in OPM area?
Time study of OPM area
TABLE 6.6
SR. NO. 1 OPM LINE A TROLLEY NO. 13 NO.OF PARTS 3 PART NAME TROLLEY CAPACITY 20 20 15 48(24) 24 36 20 25 25 23 4 A NO NUMBER 2 fuel neck pipe Linea 518153060 518153040 5 A NO NUMBER 3 fuel neck pipe (Punto) 25 25 25 25 00:29:00 25 50 25 25 25 00:20:00 00:17:30 BOX/BIN/TROLLEY CAPACITY 30 50 20 88 00:25:00 TOTAL TIME 00:07:50
AC PIPE AC PIPE AC PIPE
2
A
15
2
(Defroster Grill) RH LH
3
A
17
4
BRK PIPE
518153070 518153050 518407270 6 A 22 6 break pipe
25 25 25 30
25 25 25 10 bundle 00:09:47
BREAK PIPE Tube depress survofer Rigid tube from pump FRI TUBE Depression for power brk depressor tube 7 8 9 10 11 12 13 14 B B B B B B B B 1 2 5 7 8 9 11 15 1 1 1 4 3 1 5 Cover wire engine AIR FILTER insulation and cover luggage C PILLAR RH(PUNTO) C PILLAR LH(PUNTO) HANDRESH wheel cap P LARGE LINEA PUNTO COVER FOR WHEEL 15 B 18 2 front door primary end RH
30 30 30 30 30 25 15 34 15 15 56 30 30 30 30 25
10 bundle 10 bundle 10 bundle 10 bundle 10 bundle 30 4 OR 5 4 5 5 66 22 15 15 30 30 00:05:00 00:06:00 00:05:00 00:12:25 00:08:00 00:06:00 00:12:00 00:16:00 00:19:00
44
16
B
21
4
rare door primary end RH V LARGE,X1
25 8 (BUNDLE) 4 1 4
30 00:09:10
17
B
25
5
BREAK PIPE ECL LINEA/PUNTO
30 30 DIESEL=15, PETROL=10 72 20 40 20 20
100/TROLLEY 6/BIN
00:17:00
18
C
1
1
FUEL NECK PIPE,DIESEL,PETROL wheel cap x1 vapour filter washer bottle washer bottle(3.5 lit.)
00:07:30
19 20
C C
2 4
1 3
10 90 20 12 BIN=1,BIN=1, 30
00:08:40
21
C
11
3
RR RT LAMP RR RT LAMP X1 TATA TALE LAMP TALE LAMP,LINEA,PUNTO ,X1 TANK FOR WIND SCREEN(RH) PUNTO ACTION,EMOTION, LINEA EMOTION ORNAMENT(LH) ORNAMENT(RH)
00:10:00
22 23
C C
13 25
3 3
20(LH) 18
BIN=1,BIN=1, 30
00:10:00 00:06:00
15,15/9, 15-Sep 24 24 12 12 00:15:00 00:06:00
24 25
C C
26 NO NUMBER 27
1 1
26
C
1
TERRYN COLOUM
30
60
00:14:31
27 28 29
D D D
1 3 6
1 2 2
Shock absorber LINEA/PUNTO POWER STEERING X1 LINEA/PUNTO BREAK DRUM,BREAK HOOK,WHEEL HUB non ABS,STUB REAR AXEL non ABS,STUB REAR AXEL ABS WHEEL HUB DIESEL ER DRAMING FRONT HUB WHEEL HUB PETROL BREAK CALIPER(RH/LH) ASSEMBLY FRONT HUB,FRONT BREAK DISK WIRE FOR BREAK
As per no. of sequence 12 24
48 of each type 48/48 4 3
00:13:00
00:22:00
30
D
8
7
20
00:25:20
31
E
1
3
28 24 22 30(15=RH/1 5=LH) 4
00:07:10
32
E
2
2
33
E
3
3
00:08:00
34
E
28
2(LT,R T)
LT=150,RT =150
LT=5BUND LE, 1 BUNDLE=10
00:15:00
45
PIECE
Table showing loading time of trolleys and their distribution as per the OPM lines
TABLE 6.7
OPM line A Trolley 13 15 17 NO NUMBER NO NUMBER 22 Time 00:07:50 00:25:00 00:17:30 00:20:00 00:29:00 00:09:47 Trolley 1 2 5 7 8 9 11 15 OPM line B Time 00:06:00 00:05:00 00:12:25 00:08:00 00:06:00 00:12:00 00:16:00 00:19:00 Trolley 1 2 4 11 13 25 26 NO NUMBER 27 OPM line C Time 00:07:30 00:08:40 00:28:00 00:10:00 00:10:00 00:06:00 00:15:00 00:06:00 Trolley 1 3 6 8 OPM line D Time 00:13:00 00:19:00 00:22:00 00:25:20 Trolley 1 2 3 28 OPM line E Time 00:07:10 00:10:00 00:08:00 00:15:00
18
00:05:00
00:14:31
21
00:09:10
25
00:17:00
Interpretation: Thus above data shows time required to load trolley in particular line of OPM area with trolley capacity. So as per parts requirement of particular day, required no. of trolleys and time required for it. It will give required manpower in OPM area for above trolleys.
46
How work study can be done in X1 warehouse binning area?
Work study of X1 warehouse Binning area
TABLE 6.8 Sr.No Binning . Bins Duration 1 2 3 4 5 6 7 8 9 10 11 12 13 total 1 4 4 2 1 1 9 7 10 4 4 4 4 55 00:06:00 00:02:00 00:16:00 00:05:00 00:02:00 00:09:00 00:12:00 00:15:00 00:17:00 00:19:00 00:05:00 00:06:00 00:08:00 02:02:0 0 Storing(box manually) Box/bin 9 6 14 15(packets ) 1 3 Duration 00:02:00 00:04:00 00:04:00 00:02:00 00:05:00 00:01:00 00:15:00 Pick material for binning(pallet) Pallet Duration 4 3 5 1 1 00:03:00 00:02:00 00:10:00 00:04:00 00:03:00 picking (manually) Box/packet/ba g 1 7 Duration 00:01:00 00:03:00
33
00:33:00
14
00:22:00
8
00:04:00
Time wise chart of activities of the above table
Pie chart of above table
47
TABLE 9 Other Nothing Take empty bins from empty bin area wait For Reach truck Lunch - 30 min(additional) Tea break - 15 min(additional) material issue Getting Empty bins wait for empty bins Housekeeping Material Checking Move Empty pallets Total 1 00:03:00 00:11:00 00:12:00 00:16:00 00:11:00 00:08:00 00:02:00 00:04:00 00:04:00 00:03:00 00:03:00 2 00:11:00 00:11:00 00:06:00 3 00:04:00 00:03:00 00:04:00 4 00:07:00 00:03:00 Total 00:25:00 00:25:00 00:25:00 00:16:00 00:11:00 00:08:00 00:05:00 00:04:00 00:04:00 00:04:00 00:03:00 02:10:00
00:01:00
00:02:00
00:01:00
Interpretation: Time study of X1 binning area shows that B/C in this area used 49% of his working time in non- productive activities and activities like Binning took 34%, Storing took 10%, Picking using reach truck took 6% and manually picking took 1%. Other activities table shows, unproductive activities with their time in which 25 minutes he did nothing, 25 minutes in waiting for reach truck, 16 minute additional in Lunch,11 minutes additional in tea break.
48
Conclusion and RecommondationS
49
7.
CONCLUSION and RECOMMENDATIONS
Manpower planning in BLG-Parekh depends on number of cars produce in month as per the schedule of Fiat. It changes as the Fiat production plan changes As per my research project, conclusions about manpower planning is given on location wise as the work-study result of each area is different and technique of the work study is also different and therefore conclusions of each area are different.
Conclusion of Kitting sequencing area As shown in table no.4 total minimum time required for the activities are of the location is 15 hours and thirty-one minute for the production of 300 cars in a day. So as per the shift of 8 hours, 2 blue collars required at the location if the production is of 300 cars. Previously only one manpower required in that location but due to decreasing no. of tow-truck the process 1 requires maximum time which result into addition of extra one manpower.
Conclusion for Binning area in Linea and X1 warehouse The table 7 and 8 shows in binning area of Linea warehouse near about 48% time of B/C spent on non-productive activities which in X1 warehouse 49%. Lac of supervision by their supervisor, poor planning and no seriousness about proper manpower utilization are the things responsible for this extra time. This result into addition of one extra B/C in each rack than actual work required.
Suggestions: To minimize these things there should be 1 extra working supervisor who can supervise well for proper utilization of manpower. Company should give increment to the supervisors on decreasing manpower so they will motivate and become serious about proper manpower utilization. Color coding system can also be used in racks so planning can be done in binning work 50
.Binning activities should be done in binning area. Bin should be available all the time and should be near to the working location which also takes lot of time.
Conclusion for OPM AREA In time study of each trolley in this area it has been seen that time required for loading trolleys is much more because of unmatched packing and packaging which results into requirement excess manpower. This result into addition of 2 B/C extra than actual work required. Suggestion: If proper packing and packaging is done by vendors then time required for loading trolleys would become less and will decrease manpower.
51
1. LIMITATIONS OF THE STUDY
• Manpower planning is a vast subject involving process such as job analysis, description, specification etc. which could not be taken up due to time constraint. Therefore manpower planning was done purely on the basis of the work study results.
• In short manpower planning in my project is limited to only work study technique.
• As BLG-Parekh is logistic expertise and in India they are working as service provider for Fiat India Automobile Pvt.Ltd. The work is totally depending on Fiat production schedule so as the production quantity changes work also varies. So it may happen that the day on which I have done my work study might have less work and on other day production would be more and the workload would be more.
• As the company development team always involve in the development of logistics process, warehouse management and planning of work. So the activities may be change or the time required to it may change which would lead to changes in my manpower report.
52
53
REFERENCES • Manpower Planning by Dharmender Aggarwala – Deep and Deep
Publications • The Manpower Planning Handbook by Malcolm Bennison and Jonathan
Cassen, McGraw Hill Books Company (UK) Ltd. • • http//www.citehr.com/manpower planning http//www.scribd.com
54
Annexure
Questionnaire: It is managerial level questionnaire which include following questions: 1. What is manpower planning? 2. Why do you want to do manpower planning? 3. Which are the techniques used for manpower planning in logistic organization? 4. Which is most suitable method for manpower planning? 5. Which are areas do you want to do work study? 6. How activity mapping can be done in warehouse? 7. How time study can be done in sequencing area? 8. How time study can be done in OPM area? 9. How work study can be done in binning area?
55
doc_219772642.doc
TABLE OF CONTENTS........................................................1 1. INTRODUCTION OF THE TOPIC........................................3 2. OBJECTIVES OF STUDY.................................................10 3. RESEARCH METHODOLY...............................................12 4. COMPANY PROFILE......................................................15 23 5. LITERATURE SURVEY....................................................25 1. LIMITATIONS OF THE STUDY.........................................52 ANNEXURE.....................................................................55
1
Introduction of the Topic
2
1. INTRODUCTION OF THE TOPIC
The first essential component in manpower is its development. This component involves optimal development of human resources through formal and informal educations and creation of congenial conditions for rising technical, managerial, Economics and other skills. Arousing of public enthusiasm or development of motivation is also an essential part of manpower development. Then come towards manpower utilization. This stage involves optimal and effective utilization of various categories of manpower classified on the basis of education and sex. The development manpower turns from a stock into a flow as a consequence of proper utilization. Next component is manpower forecasting. The future demand of manpower along their essential characteristics is forecast using relevant statistical techniques. The various methods used are: through conduct of surveys and seeking the opinion of employers; the use of incremental labor- output ratio; density quotient method that estimates the number of people required to do a certain job in an efficient manner; Productivity change method and lastly through international comparisons. Matching of manpower supply with manpower demand; this phase involves matching manpower supplies with manpower demand keeping in view the nature of manpower requirements and its characteristics. This takes us into the orbit of policy action. Last component is provision of productive and gainful employment. It involves provision of productive and gainful employment to the new entrants in the job market. Manpower planning is also known as personnel planning or human resource planning. Human resources are regarded as the only dynamic factor of production. Other factors like materials, methods, machines, money etc. are useless without their effective use by the human resources. Thus, it is logical that there should be proper manpower or human resource planning in the organization to use the other resources effectively.
3
SCOPE AND RATIONALE OF THE STUDY.
• • • • • • • •
Estimating numbers of additional workers/staff / managers etc. Identifying / planning skills of different levels. Developing flexibility in job handling. Achieving equal employment opportunities. Experience- lifting the experience levels. Capabilities-- improving capabilities for performance. Increase potential of people. Training etc.
This will involve now • • • • • • • • • Recruitment / selection plan. Training plan. Retraining plan. Early retirement plan. Redundancy plan. Changes in workforce utilization plan. Succession plan. Personnel and career plans. These plans will help to bring supply and demand into equilibrium, not just as
a one-off but as a continual workforce planning. 4
•
Exercise the inputs to which will need constant varying to reflect the actual as
against predicted experience on the supply side and changes in production actually achieved as against forecast on the demand side.
5
DEFINITION
•
Estimating or projecting the number of personnel with different skills required
over time or for a project, and detailing how and when they will be acquired. • E. Geisler, “Manpower planning is the process including forecasting,
developing and controlling by which a firm ensures that it has the right number of people and the right kind of people at the right places, at the right time doing work for which they are economically most useful”.
IMPORTANCE
•
Manpower planning is very important tool of human resources management
because it is beneficial in a number of ways: for instance • It refers to the process of using available assets for the implementation of the
business plans. • Manpower planning can ensure control of labour costs because it helps the
management to anticipate shortages and surpluses of manpower and correct these imbalances before they become unmanageable and expensive. • It offsets uncertainty and change and helps to have right men at right time and
in right place. • • It helps to anticipate the cost of salary enhancement, better benefits etc. Manpower planning can provide the necessary personnel with requisite
capabilities, qualifications, skills, aptitudes and work experience in accordance with the changing requirements of any organization. • It facilitates the control of all the functions, operations, contribution and cost
of human resources.
6
•
It also involves the process of coordinating and controlling various activities
in the organization. • • • Efficient utilization and skilled labor. Higher productivity. It is the first step towards manpower management.
5 MAIN ELEMENTS
1. Analyzing the current manpower resource. 2. Reviewing employee utilization. 3. Forecasting the demand for employees. 4. Forecasting supply. 5. Developing a manpower plan.
ADVANTAGES
• • • • •
Manpower planning ensures optimum use of available human resources. It is useful both for organization and nation. It generates facilities to educate people in the organization. It brings about fast economic developments. It boosts the geographical mobility of labor.
7
NEEDS
Every organization has to do manpower planning for the following reason: Surpluses can be identified, shortage of certain categories of employees, advancement of technology results in need for new skills and new categories of employees, changes in organization design and structure affecting manpower demand, changes in production affecting manpower demand, introduction of Warehouse Management System, all the recruitment and selection programs are based on manpower planning, reduce blue collars cost and over staffing can be avoided, manpower can be utilized properly.
8
Objective of Study
9
2. OBJECTIVES OF STUDY
• • • • • • •
To understand manpower planning policy in an organinsation. To know adequacy of manpower in each studied location. To know the effectiveness of workforce at workplace. To analyze overall manpower adequacy in studied locations. To analyze daily work schedule & identify the effective utilization of time. To provide data for better manpower utilization. To design manpower requirement for studied location.
10
Research Methodology
11
3. RESEARCH METHODOLY
Meaning of Research
Any study to create new knowledge or aims to increase existing fund of knowledge may it be through observation or by some other methods, is called research if it takes into account the biases, the errors and limitations. As such, research may be described as systematic and critical investigation of phenomena toward increasing the stream of knowledge.
Population: 61. Sample size: 10 Sample unit: Individual Blue collar (B/C) employee. Sampling frame: B/C employees. Area: Warehouse of BLGP Logistics Pvt.Ltd. Research: Combination of descriptive & diagnostic research. Sampling technique: Simple random sampling & area sampling technique adopted.
Data collection includes both primary data and secondary data Primary data collected through observation method and secondary data collected from daily reports made by company. Primary data is collected by work study method & personal interview through structured questionnaire Secondary data collected for analyzing manpower report of previous months, manuals and documents. As work study is done by observation method so samples are not taken & the conclusions are drawn through the observations of work study technique.
12
TYPE OF PRIMARY DATA COLLECTION: OBSERVATION METHOD • Observation becomes a scientific tool and the method of data collection for the researcher when it serves a formulated research purpose is systematically planned and recorded and is subjected to checks and controls on validity and reliability. Under the observation method the information is sought by way of investigators own direct observation without asking from respondent
•
EXAMPLE • • • In a study relating to consumer behavior the investigator instead of asking the brand of wristwatch used by the respondent may himself look for the watch. In my project I used to observe work, all the activities done by B/C and time required for the activities in company under selected area. Area for research was decided by company and note down the result obtained in observations.
ADVANTAGES • • The method eliminates subjective bias The information obtained under this method relates to what is current happening it is not complicated either by past behaviour or future intentions and attitudes. • This method is independent of respondent willingness to respondents as such is relatively less demanded of active co-operation on the part of the respondents as happens to be the case in interview or the questionnaire method. • This method is particularly suitable in studies, which deal with subjects who are not capable giving verbal reports of their feeling for one reason or the other. DISADVANTAGES • • • • Its s an expensive method The information provided by this method is very limited. Sometimes unforeseen factors may interfere with the observational task. The fact that some people are rarely accessible to direct observation creates obstacle for this method to collect data effectively. 13
Company Profile
14
4. COMPANY PROFILE
In February 1877, 65 businesspeople found BLG as the “Bremer LagerhausGesellschaft - Aktiengesellschaft von 1877” (“Bremen Warehouse Company - Stock Corporation of 1877”). They want to concentrate their warehouses, spread over the entire city, near the water and also operate goods handling jointly and centrally, making Bremen a front-runner in port development. Bremen experiences a dramatic boom as a port and trading city with the new BLG model. From 1888, BLG thus also takes on operation of the newly built Free Port I. Soon after come Free Port II, the granary, and in 1953 also the free ports in Bremerhaven. The Neustadt port is built in Bremen in the 1960s. The change from the pushcart to the forklift changes port operations in the 1950s. RoRo ships are built for overseas transportation. Trailers are held at the port and rolled onto the ships with tractors on onboard ramps. Soon, everything with wheels is rolled onboard on its own axl The first containers come across the Atlantic to Europe in the mid 1960s, and in May 1966, Bremen becomes the first German container port. Containers need special equipment and lots of space, which is why the container terminal in Bremerhaven is built from 1968. There is enough free space at the mouth of the Weser. So far, the terminal has grown to a length of five kilometers. Bremerhaven is one of the top 20 world container ports. In the early 1970s, BLG acknowledges the importance of computers as a production factor, resulting in the Bremen Ports database in 1973 and with it, the first port information system in the world. Handling companies, shipping companies, shipping agents, load controllers and authorities form a union, and the foundations for the IT network are la The BLG LOGISTICS GROUP, with a number of subsidiaries and holding companies on several continents, was thus created from 1998 out of the Bremen Warehouse Company founded in 1877.
15
BLG Parekh Logistics Pvt Ltd was founded in 2008 as a joint venture with the Parekh Group. The company is based in Mumbai. The branch office in Ranjangaon employs about 490 people. Services: • • • • • • • Consolidation / Deconsolidation On-site Logistics Sequencing Value added services Contract logistics Line Feeding Car parts logistic
Business Divisions of BLG Group: AUTOMOBILE
This business division covers the worldwide logistics for finished vehicles from the manufacturing process to the dealers in the specific countries. Its cornerstones are terminals on the coasts, on major rivers and inland, transportation by road, rail and water, as well as its own technical centers. With over five million vehicles a year, this business division is the leading automobile logistics provider on the continent.
16
CONTRACT
Customized service packs spanning the globe are created in the areas of automotive logistics, industrial logistics and trade logistics. The main focuses are on the sectors of automobile production, electronics and consumer goods, although the sectors of conventional cargo and chilled cargo are also concentrated in this business division. BLG is one of the leading German contract logistics providers. CONTAINER
The joint venture EUROGATE provides a European network with currently ten container terminals, intermodal transportation and cargo-modal services. A terminal in Tangier and the
• •
Portugal Russia 17
• • • • • • •
Slovakia Slovenia Spain South Africa Czech Republic Ukraine USA
COMPANY SIZE (According to data of 2008) Sales: 970 mills. € Earnings (EBT): 84 mills. € Equity: 354 mills. € Investments: 171 mills. € Total Employees: 15,500 Handling 160 Mio picks Port Logistics 5, 5 Mio tons Covered Area: 1.100.000 m² Open Storage Area: 1.100.000 m² Areas Managed: 2.200.000 m²
18
19
2.
20
Parekh Group(Data According to 2010) ? ? ? ? ? ? ? Fully owned by Parekh Family 19 Offices in India (i.e. Delhi, Mumbai, Chennai, Pune, Bangalore, etc.) Annual turnover of 108 Mio US$ Employees 1000 (450 Office, 550 Labour) Storage Area 80.000 m² Carrier Agent for Eukor and Hamburg Süd Activities Contract and Automotive Logistics
ClIENTS:1. FIAT 2. MERCEDEZ BENZ 3. VALKSWAGEN 4. DAIMLER BREMEN 5. NEMAK SK ETC.
21
22
23
Literature Survey
24
5. LITERATURE SURVEY
What is Work Study?
Work Study is the systematic examination of the methods of carrying out activities such as to improve the effective use of resources and to set up standards of performance for the activities carried out.
Work Study
Method Study. Examining a job and finding more efficient methods to perform him. Work Study Time Study. Determining the times necessary to perform a job and its elements
Higher Productivity
Improved Planning
25
Another definition of Work Study could be: A generic term for those techniques, particularly method study and work measurement, which are used in the examination of human work in all its contexts, and which lead systematically to the investigation of all the factors which affect the efficiency and economy of the situation being reviewed, in order to effect improvement'. This has to do with Productivity Improvement, but also improvement of Quality and Safety. Operations Management - Work Study Managing people within operations involves actual design decisions about jobs, methods, relationships between jobs and machines and systems of control and communication. Work design involves complex "people" relationships between operative staff, supervisors and specialists e.g. engineering managers and staff who commission new machines and maintain them. Other specialists may co-ordinate health and safety systems or monitor performance and plan maintenance People are not mere extensions to machines or horsepower to be switched on and off. A worker's performance may be better than a machine's capability - yet a machine may outstrip the human being for many tasks. People can be hurt/injured physically by operating environments or trapped socially and psychologically in them/by them. How operational systems are designed and the jobs and performance relationships within them are of great operational, economic and social importance. In this context then work study is a collection of techniques used to examine work what is done and how it is done - so that there is systematic analysis of all the elements, factors, resources and relationships affecting the efficiency and effectiveness of the work being studied.
26
Considerable diplomacy and sensitivity is needed by the industrial engineer or operations manager who becomes involved in work study (or business process improvement) investigations.
In the Path of F. W. Taylor Method study and work measurement are two principal activities of work study which originated in the work of F. W. Taylor (see Rose: 1978). FW's "scientific management" imperatives are: investigate the work situation and identify weaknesses where and why is poor performance happening? The "scientific" title for this approach to management means placing emphasis on data gathering and rational analysis certain narrow assumptions about the objectivity of efficiency criteria the existence of direct, deterministic relationships between worker performance and incentive payments and consideration of the worker to some extent as a machine. Thus we can evaluate and introduce improvements in operating methods. This includes type of equipment, its use, layout of operations, supply and use of materials, materials handling, work organization, effectiveness of planning procedures and so on. Productivity improvement is the aim. We can select staff with characteristics that fit the job, train and reward them using payment schemes the offer particular economic incentive by linking payment to measured performance. Such propositions are commonly the stuff of managerial populists and "how-to" texts on human resource management.
27
Methods study Approach is an analysis of ways of doing work. The mnemonic SREDIM (a common-sense heuristic or general problem-solving strategy) represents the method study stages 1. Select the tasks to study 2. Record the facts about it 3. Examine these 4. Develop a new method 5. install/implement it 6. Maintain it Work measurement involves assessing the time a job should take to do. Similar steps are involved as to method study 1. Select the tasks 2. Record the facts 3. Analyze them 4. Calculate basic and standard times for the task 5. Agree the method and its related time In the 1950's and 1960's the work study officer or OandM Person (organization and methods) gathered the data and gave advice. In the 1970's the titles evolved e.g. to that of management services officer. Work-study and methods study came within the scope of the industrial engineer. Today the techniques of method study are inclusive within the tool-kits and applications of the business systems analyst. The most modern application of some of the techniques of work study is the early 1990's managerial recipe, "business process re-engineering" i.e. re-designing business processes which have developed to the extent that they mismatch the needs of the situation today. 28
However -- having said this - the scope for work study definition and evaluation is useful for operations managers in a general sense. Such roles require data on operational capacities and effectiveness and the use of time and resources. Methods need regular re-evaluation. Some may have evolved and changed over time to become disjointed, patch works that no longer fully serve requirements. The case may need to be put for more staff or new methods and equipment. Such arguments call for data and measurement. How many extra hours/people are needed? Why? What will the new method offer? Is it possible to change methods? What will be the costs/benefits? Thus the techniques, assumptions and weaknesses of work study reflect important know-how for the operations manager generally - and not just those working in engineering or manufacturing environments. However the assumptions, difficulties and limitations of the claims must be understood. Efficiency Indices Using data on measured work, unmeasured work and idle time we can attempt to derive effectiveness indices. Constable and New exemplify efficiency and effectiveness indices a. efficiency While performing measured work (ratio of standard/measured hours of work produced and the actual time taken) b. effectiveness Which includes accounting for work done for which no measured time exists. Such work is typically paid for by an agreed hourly/day rate i.e. there is no direct, measured relationship between pay and how much work is actually completed in that hour. Of course a supervisor may pass a judgment or state that the amount of work and its quality are inadequate. Recognition of possible idle time caused e.g. by management not allocating any work, supplier/materials delays, machine breakdowns etc.
29
Findings
30
6.
FINDINGS (DATA COLLECTION & ANALYSIS)
The human resource requirement for any organization depends on the number of customers it has or the number of products sold by it, for an organization like Logistic the number of personnel required depends on the number of product it has to supply on production line for producing number of product and for designing the future manpower requirement, the basic criteria is the percentage increase in the number of cars which is found by comparing previous months data and projecting it for the current and coming month manpower requirement.
31
The changes in the number manpower of B/C for last four month’s estimates are as follows:
TOTAL MANPOWER REPORT OF CAR PLANT
TABLE 6. 1
MONTH FEBRUARY MARCH APRIL MAY
APPROVED 8556 9803 10340 9830
REPLACEMENT 492 796 372 261
PERCENTAGE 5.75% 8.12% 3.60% 2.66%
FIGURE 6. 1
The above data shows the total approved requirement of manpower from February to May have been increasing with reduction in replacement of the manpower. Manpower planning in BLG-Parekh depends on number of cars produce in month as per the schedule of Fiat. 32
These changes occur as per the production schedule of Fiat.
33
FPT MAN POWER REPORT
TABLE 6. 2
SR. NO 1 2 3 4
MONTH February 2010. March 2010. April 2010. May 2010.
APPROVED 1764 2056 1767 1611
REPLACEMENT ABSENT 122 153 197 60 58 51 2 33
PERCENTAGE 6.92% 7.44% 11.15% 3.72%
FIGURE 6. 2
FPT manpower requirement also varies from month February to May 2010 as per the production schedule of FPT.
34
How time study can be done in sequencing area?
Time Study of sequencing area
The function of this area is to provide Headlamp, Steering wheel and Parcel shelf on the assembly line. The activities include in this area are as given below in the table: The table shows all the activities in the area and time required for these activities * Total time cannot be measure because lack of standard activities Process 1st: Transfer Empty trolleys From Door kitting to Doc Time 00:07:37 00:10:47 00:08:00 Most likely Time Total time for 62 Trolleys 00:08:48 09:05:36
35
Process 3rd: Loading Headlamp Trolley of Time 1 2 3 Most likely Time Total Time For 20 trolleys 00:04:30 00:40:00 01:38:30 2:23:00
a. Remove sticker from 00:00:07 00:00:11 00:00:09 00:00:09 empty trolley b. Add new sequence to 00:01:02 00:01:18 00:01:40 00:01:20 trolley c. Load new trolley 00:03:54 00:02:23 00:03:34 00:03:17 Total time for 20 trolleys(300 cars) For 300 car production , no. 30 of trolleys (2 Headlamp/Car) = 1 Trolley capacity =20
Process 4th: Loading Trolley of steering wheels Time 1 a. Remove sticker from empty trolley b. c. Add new sequence to trolley Load new trolley 00:00:14 00:01:10 00:03:43 2 00:00:10 00:01:18 00:03:55 Most likely Time 00:00:12 00:01:14 00:03:49 Total Time 00:03:00 00:18:30 00:57:15 01:18:45 15 1 Trolley capacity 20
Total time for 15 trolleys(300 cars) For 300 car production , no. of trolleys (1 steering wheel/Car) =
Process 5th: Loading Trolley of Parcel shelf Time 1 2 Most likely Time Total Time
36
a. Remove sticker from empty trolley b. Add new sequence to trolley C. Load new trolley
00:00:19
00:00:17
00:00:18
00:05:06
00:01:09
00:01:55
00:01:32
00:26:04
00:01:55
00:01:44
00:01:49
00:31:02 01:02:11
Total time for 17 trolleys(300 cars)
For 300 car production , no. of trolleys (1 Parcel shelf/Car) =
17
1 Trolley capacity=
18
As per the work study method I divide work of location in small activity and take time of each activity. So I get average time of each activity. This gives total time required for particular work as per the production of 300 cars daily.
TABLE 6.1 Process No. Total Tag Time 1 2 3 4 5 6 7 8 9 10 Total Time(minimum) 09:05:36 00:40:28 2:23:00 1:18:45 01:02:11 00:03:10 00:02:10 00:00:56 00:14:28 00:40:18 15:31:02
The table shows total minimum time required for the activities are of the location is 15 hours and thirty-one minute for the production of 300 cars in a day. So as per the shift of 8 hours, 2 blue collars required at the location if the production is of 300 cars.
37
Activity Mapping of Linea W/H
As per requirement of company I choose both the warehouse for manpower planning .For that I had to start with activity mapping of both warehouse How activity mapping can be done in warehouse?
TABLE 6.2
LINEA WAREHOUSE TEAM LEADER KAPIL KOMARIA MAHESH KONDE
SR. NO.
ACTIVITY
SUPERVISOR 1
NO. OF WORKER SHIFT 1 SHIFT 2 3 3
ACTIVITE S
B/C
1 A
ISSUING AREA AS PER REQUIREMENT BY USING KANBAN and FIFO TAKE MATERIAL FROM LOCATION TO LINE POSTING OF ISSUE MATERIAL FROM W/H TO PRODUCTION LINE and MAKE DAILY REPORT OF ISSUE MATERIAL GIVE STAMP ON INVOICE OF RECEIVED MATERIAL FROM SUPPLIER INVOICES SEQUENCING and FILLING THEM AS PER G.R. no. CHECKING OF ISSEUING MATERIAL AS PER KANBAN
RAJENDRA TAMBALKAR
COPA B/C
2 1
B
C
D E
2
OPM (ORDERLY PART MNGT.)
PRAVIN BHANDVALK AR
8
7
B/C
14
A
LOADING OF TROLY AS PER SEQUENCE OF STICKERS ON PROPER LOCATION AS PER THE TARGET OF THE DAY KEEP DAILY STOCK OF REQUIRED MATERIAL IN OPM MAINTAIN 2BIN SYSTEM SHORTAGE PART HIGHLIGHT FOR SHORTAGE,CHECK SHORTAGE THEN CHECK GRN,IF IT IS ON GR GATE THEN COMMUNICATION GOES IN THIS WAY OPM SUPERVISOR LINE SUPERVISOR FIAT PLANNNER GR DEPARTMENT
B
C D
E F
FIFO MAINTAIN TROLLEY DEVLOPMENT AND REWORK
38
G
PICKING PART INFORMATION MAINTAIN TO REGISTER OPM AREA(1hour extra work)
3 A
BINNING DISTRIBUTE and LOCATE RECEIVEING MATERIAL AS PER LOCATION AS PER LINE REQUIREMENT KANBAN REFILLING SHORTAGE MATERIAL FOLLOW UP and SEND IT AS EARLY AS POSSIBLE WITHIN POSSIBLE LEAD TIME. CKD MATERIAL BINNING and STORING AS PER LOCATION NEW DEVLOPMENT MATERIAL STORE TO W/H and CREAT NEW LOCATION and GIVE INFORMATION TO ALL SUPERVISOR MANTAIN HOUSEKIPPING REPACKING IMPORT MATERIAL KEEP CHECK ON CRITICAL PART SEND DAILY REPORT OF CRITICAL TO CUSTOMER PART EG. DYACO,CKD LATCH
DAYANAND DEVKAR D.P.THOMBRE
16
7
B/C F/K
14(5 IN 2ND) 1(1 IN 2ND ) 1(1 IN 2ND)
B C
STACKER DRIVER
D E
F G H I
The above data shows Linea warehouse has 3 locations with their activities and manpower which are 1. Issuing Area 2. OPM Area 3. Binning Area Activity mapping was necessary to understand all activities in the location and checking current manpower in the location.
Activity Mapping of X1 W/H
TABLE 6.3
X1 WARE HOUSE TEAM LEADER SUPERVISO R ANIL KUMAR NO. OF WORKER
SR .N O.
ACTIVITY
SHIFT 1
SHIFT 2
ACTIVITY
B/C
39
1
DOC
AWARE NAKUL
9
9
F/K
2
A
CHEACK DOCUMENT
PHYSICAL INSPECTION COPA WRITING DOC PP and BIN LOADING
2
B C
CONFORMATION MATERIAL UNLOADING MATERIAL
1 1
E
SAP ACKNOWLEDGMENT and POSTING
3
2
P.Q.R.and DOOR PAD
KAPIL PATIDAR
21
6
BINNING
7(3 IN 2ND) 5(2 IN 2ND) 3(1 IN 2ND)
A
TRANSFER MATERIAL FROM STAGING AREA TO BINNING AREA
YOGESH SATAV
REBINNING
B
BINNING
VIKAS GUNJAWAT E (f/k)
ISSUE
C
CHEACK EMPTY BINS IN LOWER RACK and FILL THEM WITH MATERIAL
BHUPENDRA CHAVAN(f/k)
FLOOR DOR PAD SEQUENSIN G SHORTAGE
3
D
TRASFER EMPTY BINS and PP BOX TO EMPTY BIN AREA SUPPLIER BINS TO BE DONE EMPTY and BACK THEM TO EMPTY BINS AREA ISSUE MATERIAL TO LINE SHORTAGE CHEACKING KEEP CHEACK ON CRITICAL MATERIAL and MAKE IT AVAILABLE FIFO MAINTAING SEND DAILY STOCK REPORT VIRSIONWISE STOCK CHECKING DOOR PAD SEQUENCING SEND DISCRIPANCY and SHORTAGE REPORT
2
E
F G H
I J K L M
3
IMPORT CASE MANAGMENT
MAHENDRA SHINDE
2
B/C
1
40
A B
UNLOADING FROM DOC CHEACKING INVOICES and DOC CHEACKING MATERIAL CHEACKING OF WHETHER IT IS 183 PLANT OR OTHERS BINNING and SHIFTING TO ITS RESPECTIVE LOCATION SEND CRITICAL MATERIAL INFORMATION TO LINEA W/H IF CRITICAL MATERIAL IS EXCEES THEN KEEP IT IS AS STOCK and MAINTAIN FIFO. UPDATE EXCELL SHEET (ALL CASE DETAILS)and MAIL IT AUDIT OF CASE MANAGMENT AS PER CUSTOMER REQUIREMENT ISSUED CASE IN CUSTOMER END
F/K
1
C
D
E
F
G
H I
X1 warehouse has 3 locations which are Doc, Binning and Import case management.
41
How work study can be done in Linea warehouse binning area?
Work study of Linea warehouse BINNING AREA
TABLE 6.4
Sr.No . 1 2 3 4 5 6 7 2 5 16 7 15 5 5 55 02:01:00 31 00:49:00 00:02:00 00:05:00 36 00:09:00 Binning Bins Duration 00:02:00 00:37:00 00:37:00 00:09:00 00:36:00 2 6 6 17 Storing(box manually) Box Duration 00:09:00 00:02:00 00:24:00 00:10:00 00:04:00 Storing(box Reach truck) Box Duration 00:02:00 Pick material for binning(pallet) Pallet Duration 00:05:00 Fill the pallet with box Box Duratio n 20 00:05:00 16 00:04:00
Tot al
Interpretation: The above chart shows B/C has given his 48% time in a shift in other activities which are non-productive to the company those activities are given below in the chart. And the activities like Binning took 34%, Storing box manually took 14%, and storing box with reach truck took 1%, material picking took 1% and for filling pallet with boxes took 2%.
42
Thus it shows near about 48% time of particular B/C in binning area of Linea warehouse took non-productive activities which are needed to be cut down so total time of B/C can be utilize. The other nonproductive activities are given below in the table with time taken by them.
TABLE 6.5
Other Lunch(extra time) Tea break(extra time) Nothing Wait for Reach truck Go to doc for checking shortage and Taking empty bins Taking Bins from empty bin area(bins unavailable) Keep Bins at proper location
1 0:30:00 0:13:00 0:07:00 0:15:00 0:08:00 0:05:00 0:05:00
2
Total 0:30:00 0:13:00
0:17:00 0:02:00
0:24:00 0:17:00 0:08:00 0:05:00 0:05:00 1:42:00
This data show B/C took 30 minutes extra in lunch which is too much, then 13 minutes in tea break, did nothing for 24 minutes.
43
How time study can be done in OPM area?
Time study of OPM area
TABLE 6.6
SR. NO. 1 OPM LINE A TROLLEY NO. 13 NO.OF PARTS 3 PART NAME TROLLEY CAPACITY 20 20 15 48(24) 24 36 20 25 25 23 4 A NO NUMBER 2 fuel neck pipe Linea 518153060 518153040 5 A NO NUMBER 3 fuel neck pipe (Punto) 25 25 25 25 00:29:00 25 50 25 25 25 00:20:00 00:17:30 BOX/BIN/TROLLEY CAPACITY 30 50 20 88 00:25:00 TOTAL TIME 00:07:50
AC PIPE AC PIPE AC PIPE
2
A
15
2
(Defroster Grill) RH LH
3
A
17
4
BRK PIPE
518153070 518153050 518407270 6 A 22 6 break pipe
25 25 25 30
25 25 25 10 bundle 00:09:47
BREAK PIPE Tube depress survofer Rigid tube from pump FRI TUBE Depression for power brk depressor tube 7 8 9 10 11 12 13 14 B B B B B B B B 1 2 5 7 8 9 11 15 1 1 1 4 3 1 5 Cover wire engine AIR FILTER insulation and cover luggage C PILLAR RH(PUNTO) C PILLAR LH(PUNTO) HANDRESH wheel cap P LARGE LINEA PUNTO COVER FOR WHEEL 15 B 18 2 front door primary end RH
30 30 30 30 30 25 15 34 15 15 56 30 30 30 30 25
10 bundle 10 bundle 10 bundle 10 bundle 10 bundle 30 4 OR 5 4 5 5 66 22 15 15 30 30 00:05:00 00:06:00 00:05:00 00:12:25 00:08:00 00:06:00 00:12:00 00:16:00 00:19:00
44
16
B
21
4
rare door primary end RH V LARGE,X1
25 8 (BUNDLE) 4 1 4
30 00:09:10
17
B
25
5
BREAK PIPE ECL LINEA/PUNTO
30 30 DIESEL=15, PETROL=10 72 20 40 20 20
100/TROLLEY 6/BIN
00:17:00
18
C
1
1
FUEL NECK PIPE,DIESEL,PETROL wheel cap x1 vapour filter washer bottle washer bottle(3.5 lit.)
00:07:30
19 20
C C
2 4
1 3
10 90 20 12 BIN=1,BIN=1, 30
00:08:40
21
C
11
3
RR RT LAMP RR RT LAMP X1 TATA TALE LAMP TALE LAMP,LINEA,PUNTO ,X1 TANK FOR WIND SCREEN(RH) PUNTO ACTION,EMOTION, LINEA EMOTION ORNAMENT(LH) ORNAMENT(RH)
00:10:00
22 23
C C
13 25
3 3
20(LH) 18
BIN=1,BIN=1, 30
00:10:00 00:06:00
15,15/9, 15-Sep 24 24 12 12 00:15:00 00:06:00
24 25
C C
26 NO NUMBER 27
1 1
26
C
1
TERRYN COLOUM
30
60
00:14:31
27 28 29
D D D
1 3 6
1 2 2
Shock absorber LINEA/PUNTO POWER STEERING X1 LINEA/PUNTO BREAK DRUM,BREAK HOOK,WHEEL HUB non ABS,STUB REAR AXEL non ABS,STUB REAR AXEL ABS WHEEL HUB DIESEL ER DRAMING FRONT HUB WHEEL HUB PETROL BREAK CALIPER(RH/LH) ASSEMBLY FRONT HUB,FRONT BREAK DISK WIRE FOR BREAK
As per no. of sequence 12 24
48 of each type 48/48 4 3
00:13:00
00:22:00
30
D
8
7
20
00:25:20
31
E
1
3
28 24 22 30(15=RH/1 5=LH) 4
00:07:10
32
E
2
2
33
E
3
3
00:08:00
34
E
28
2(LT,R T)
LT=150,RT =150
LT=5BUND LE, 1 BUNDLE=10
00:15:00
45
PIECE
Table showing loading time of trolleys and their distribution as per the OPM lines
TABLE 6.7
OPM line A Trolley 13 15 17 NO NUMBER NO NUMBER 22 Time 00:07:50 00:25:00 00:17:30 00:20:00 00:29:00 00:09:47 Trolley 1 2 5 7 8 9 11 15 OPM line B Time 00:06:00 00:05:00 00:12:25 00:08:00 00:06:00 00:12:00 00:16:00 00:19:00 Trolley 1 2 4 11 13 25 26 NO NUMBER 27 OPM line C Time 00:07:30 00:08:40 00:28:00 00:10:00 00:10:00 00:06:00 00:15:00 00:06:00 Trolley 1 3 6 8 OPM line D Time 00:13:00 00:19:00 00:22:00 00:25:20 Trolley 1 2 3 28 OPM line E Time 00:07:10 00:10:00 00:08:00 00:15:00
18
00:05:00
00:14:31
21
00:09:10
25
00:17:00
Interpretation: Thus above data shows time required to load trolley in particular line of OPM area with trolley capacity. So as per parts requirement of particular day, required no. of trolleys and time required for it. It will give required manpower in OPM area for above trolleys.
46
How work study can be done in X1 warehouse binning area?
Work study of X1 warehouse Binning area
TABLE 6.8 Sr.No Binning . Bins Duration 1 2 3 4 5 6 7 8 9 10 11 12 13 total 1 4 4 2 1 1 9 7 10 4 4 4 4 55 00:06:00 00:02:00 00:16:00 00:05:00 00:02:00 00:09:00 00:12:00 00:15:00 00:17:00 00:19:00 00:05:00 00:06:00 00:08:00 02:02:0 0 Storing(box manually) Box/bin 9 6 14 15(packets ) 1 3 Duration 00:02:00 00:04:00 00:04:00 00:02:00 00:05:00 00:01:00 00:15:00 Pick material for binning(pallet) Pallet Duration 4 3 5 1 1 00:03:00 00:02:00 00:10:00 00:04:00 00:03:00 picking (manually) Box/packet/ba g 1 7 Duration 00:01:00 00:03:00
33
00:33:00
14
00:22:00
8
00:04:00
Time wise chart of activities of the above table
Pie chart of above table
47
TABLE 9 Other Nothing Take empty bins from empty bin area wait For Reach truck Lunch - 30 min(additional) Tea break - 15 min(additional) material issue Getting Empty bins wait for empty bins Housekeeping Material Checking Move Empty pallets Total 1 00:03:00 00:11:00 00:12:00 00:16:00 00:11:00 00:08:00 00:02:00 00:04:00 00:04:00 00:03:00 00:03:00 2 00:11:00 00:11:00 00:06:00 3 00:04:00 00:03:00 00:04:00 4 00:07:00 00:03:00 Total 00:25:00 00:25:00 00:25:00 00:16:00 00:11:00 00:08:00 00:05:00 00:04:00 00:04:00 00:04:00 00:03:00 02:10:00
00:01:00
00:02:00
00:01:00
Interpretation: Time study of X1 binning area shows that B/C in this area used 49% of his working time in non- productive activities and activities like Binning took 34%, Storing took 10%, Picking using reach truck took 6% and manually picking took 1%. Other activities table shows, unproductive activities with their time in which 25 minutes he did nothing, 25 minutes in waiting for reach truck, 16 minute additional in Lunch,11 minutes additional in tea break.
48
Conclusion and RecommondationS
49
7.
CONCLUSION and RECOMMENDATIONS
Manpower planning in BLG-Parekh depends on number of cars produce in month as per the schedule of Fiat. It changes as the Fiat production plan changes As per my research project, conclusions about manpower planning is given on location wise as the work-study result of each area is different and technique of the work study is also different and therefore conclusions of each area are different.
Conclusion of Kitting sequencing area As shown in table no.4 total minimum time required for the activities are of the location is 15 hours and thirty-one minute for the production of 300 cars in a day. So as per the shift of 8 hours, 2 blue collars required at the location if the production is of 300 cars. Previously only one manpower required in that location but due to decreasing no. of tow-truck the process 1 requires maximum time which result into addition of extra one manpower.
Conclusion for Binning area in Linea and X1 warehouse The table 7 and 8 shows in binning area of Linea warehouse near about 48% time of B/C spent on non-productive activities which in X1 warehouse 49%. Lac of supervision by their supervisor, poor planning and no seriousness about proper manpower utilization are the things responsible for this extra time. This result into addition of one extra B/C in each rack than actual work required.
Suggestions: To minimize these things there should be 1 extra working supervisor who can supervise well for proper utilization of manpower. Company should give increment to the supervisors on decreasing manpower so they will motivate and become serious about proper manpower utilization. Color coding system can also be used in racks so planning can be done in binning work 50
.Binning activities should be done in binning area. Bin should be available all the time and should be near to the working location which also takes lot of time.
Conclusion for OPM AREA In time study of each trolley in this area it has been seen that time required for loading trolleys is much more because of unmatched packing and packaging which results into requirement excess manpower. This result into addition of 2 B/C extra than actual work required. Suggestion: If proper packing and packaging is done by vendors then time required for loading trolleys would become less and will decrease manpower.
51
1. LIMITATIONS OF THE STUDY
• Manpower planning is a vast subject involving process such as job analysis, description, specification etc. which could not be taken up due to time constraint. Therefore manpower planning was done purely on the basis of the work study results.
• In short manpower planning in my project is limited to only work study technique.
• As BLG-Parekh is logistic expertise and in India they are working as service provider for Fiat India Automobile Pvt.Ltd. The work is totally depending on Fiat production schedule so as the production quantity changes work also varies. So it may happen that the day on which I have done my work study might have less work and on other day production would be more and the workload would be more.
• As the company development team always involve in the development of logistics process, warehouse management and planning of work. So the activities may be change or the time required to it may change which would lead to changes in my manpower report.
52
53
REFERENCES • Manpower Planning by Dharmender Aggarwala – Deep and Deep
Publications • The Manpower Planning Handbook by Malcolm Bennison and Jonathan
Cassen, McGraw Hill Books Company (UK) Ltd. • • http//www.citehr.com/manpower planning http//www.scribd.com
54
Annexure
Questionnaire: It is managerial level questionnaire which include following questions: 1. What is manpower planning? 2. Why do you want to do manpower planning? 3. Which are the techniques used for manpower planning in logistic organization? 4. Which is most suitable method for manpower planning? 5. Which are areas do you want to do work study? 6. How activity mapping can be done in warehouse? 7. How time study can be done in sequencing area? 8. How time study can be done in OPM area? 9. How work study can be done in binning area?
55
doc_219772642.doc