Dear all,
I'm working in a manufacturing company. Now, my problem is that if we delay in the dispatch of material and if we discuss this issue in an open forum, our production department says that the purchase department has not provided the raw material on time. The purchase team says that the QC department is not giving them the green signal to buy the product, or the accounts team is not providing advance payment to the party for purchasing raw materials. Likewise, they blame each other. This situation has been ongoing for many years.
Now, I need to establish a system to address and reduce these types of problems, or at least ensure that everyone understands the urgency of their work. The company is located in a town where people are not very familiar with computers. They do check emails but not frequently enough to use the email system on a daily basis.
HR scholars, please help me solve this issue. I have to implement a new system within 10 days to mitigate these problems, or I may lose my job. Thank you.
From India, Mumbai
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12I'm working in a manufacturing company. Now, my problem is that if we delay in the dispatch of material and if we discuss this issue in an open forum, our production department says that the purchase department has not provided the raw material on time. The purchase team says that the QC department is not giving them the green signal to buy the product, or the accounts team is not providing advance payment to the party for purchasing raw materials. Likewise, they blame each other. This situation has been ongoing for many years.
Now, I need to establish a system to address and reduce these types of problems, or at least ensure that everyone understands the urgency of their work. The company is located in a town where people are not very familiar with computers. They do check emails but not frequently enough to use the email system on a daily basis.
HR scholars, please help me solve this issue. I have to implement a new system within 10 days to mitigate these problems, or I may lose my job. Thank you.
From India, Mumbai
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I request all HODs to show keen interest in each other, i.e., if any future order comes or any PO from other companies arrives, they should inform each other department's HODs. If you have regular business for a particular product, then the first PO raised by the customer should be sent by the Marketing Department to the Production Department, then to the Purchase Department, QC Department, and finally, the Accounts Department.
The HR manager has to implement SOPs - specifying the responsibilities and duties for each department. For example: Purchase Department - SOPs for purchasing materials for upcoming product manufacturing and regular manufacturing.
1) Indent from Stores department given by Production Department for the manufacturing of a specific product.
2) Approval by the HODs' Department.
SOPs should be created for each department and strictly followed.
You have mentioned that computer access and email checking are not being performed by departments. This can be done through phones or mobile devices, etc. Streamline processes by implementing SOPs and ensuring strict adherence. Any individual failing to follow the SOPs will face punishment, including possible retrenchment.
My suggestion is that coordination should be demonstrated by every department, including employees and HODs. Weekly meetings should be conducted by HR managers, and training programs should be provided to all employees.
Regards,
Sreenivasa Rao
Hyderabad
From India, Hyderabad
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The HR manager has to implement SOPs - specifying the responsibilities and duties for each department. For example: Purchase Department - SOPs for purchasing materials for upcoming product manufacturing and regular manufacturing.
1) Indent from Stores department given by Production Department for the manufacturing of a specific product.
2) Approval by the HODs' Department.
SOPs should be created for each department and strictly followed.
You have mentioned that computer access and email checking are not being performed by departments. This can be done through phones or mobile devices, etc. Streamline processes by implementing SOPs and ensuring strict adherence. Any individual failing to follow the SOPs will face punishment, including possible retrenchment.
My suggestion is that coordination should be demonstrated by every department, including employees and HODs. Weekly meetings should be conducted by HR managers, and training programs should be provided to all employees.
Regards,
Sreenivasa Rao
Hyderabad
From India, Hyderabad
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I agree with Mr. Sreenivasa, however you may also ask details by fax to avoid any mis-communication or problems related to specs or quantity. Rgds, Neeta
From India, Mumbai
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From India, Mumbai
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Further on improvement on the processes and checks, you can make variable pay as a component dependent on the output based on tasks. This will maximize participation and accountability for responsibilities.
From India, Bangalore
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From India, Bangalore
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Dear Vandana,
The solution to all of these is simple, as you have process heads for each of them. Please set guidelines for all these people so that if there is a delay, you can always track it.
Firstly, the requisition that is raised needs to be documented, and from there, the Turnaround Time (TAT) starts. Inform them that these tasks need to be completed within the stipulated time mentioned.
I hope this solution resolves your problem, as it is primarily book-driven.
Regards,
Shashank
From India, Bangalore
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The solution to all of these is simple, as you have process heads for each of them. Please set guidelines for all these people so that if there is a delay, you can always track it.
Firstly, the requisition that is raised needs to be documented, and from there, the Turnaround Time (TAT) starts. Inform them that these tasks need to be completed within the stipulated time mentioned.
I hope this solution resolves your problem, as it is primarily book-driven.
Regards,
Shashank
From India, Bangalore
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Dear Vandana,
The problem/situation shows there is a lacuna that exists in corporate management. Because for a good organization, everything should be in place for effective implementation. Therefore, considering the problem, a roadmap needs to be built, such as SOP, etc. Then, taking all possible deviations and problems, a presentation is to be made focusing on the outcomes for better implementation of procedures. Involving top management and HODs from all sections, a brainstorming session can be held where all feedback can be taken. Finally, before implementation, another meeting can be held with everyone to ensure their concurrence in this regard.
If you have any queries or confusion, external faculties can be invited to your organization as they can have a good impact. So, don't worry. Have patience. You have to overcome the problem.
Regards,
Manoranjan
From India, Bhubaneswar
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The problem/situation shows there is a lacuna that exists in corporate management. Because for a good organization, everything should be in place for effective implementation. Therefore, considering the problem, a roadmap needs to be built, such as SOP, etc. Then, taking all possible deviations and problems, a presentation is to be made focusing on the outcomes for better implementation of procedures. Involving top management and HODs from all sections, a brainstorming session can be held where all feedback can be taken. Finally, before implementation, another meeting can be held with everyone to ensure their concurrence in this regard.
If you have any queries or confusion, external faculties can be invited to your organization as they can have a good impact. So, don't worry. Have patience. You have to overcome the problem.
Regards,
Manoranjan
From India, Bhubaneswar
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Dear Vandana,
No need to worry. From that day onwards, try to write emails and CC all HODs. Also, try to set reminders every day. Remember, you have your work to do. If not, try to communicate with the HODs for the same. Emails have the power to get work done, so make your words powerful and urgent.
Regards,
Neha
From India, New Delhi
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No need to worry. From that day onwards, try to write emails and CC all HODs. Also, try to set reminders every day. Remember, you have your work to do. If not, try to communicate with the HODs for the same. Emails have the power to get work done, so make your words powerful and urgent.
Regards,
Neha
From India, New Delhi
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Dear Vandana,
I too had a similar problem of late, despite being so advanced in technology, let alone emails, including video conferencing facilities for interacting in business meetings across plants and cities.
Please understand that HR Managers can't do anything without the support of all HODs and other employees. Try to identify the root cause of the problem and address it first. Everything starts from finance and ends at finance. If your company's finance is good even during a recession, you have to consider that there are a few hard nuts in your company who are not supporting. A few heads must roll before your head rolls. Identify those who are not cooperating with the organizational goals and align them with the needs.
As an HR manager, you have to establish SOPs and implement foolproof policies and procedures. Involve all HODs to provide their feedback on the SOPs and then ensure implementation.
Follow the process, starting with the purchase department (supply chain), fix problems, and ensure raw materials are in place, then move to production and beyond. I do not know your product or process; this may serve as a guideline. I hope this works.
Very important: make the management aware of who is not performing or where the bottleneck is and how to address it.
Hold the HODs more accountable.
Do you see some light at the end of the tunnel?
Best of luck.
Prabhakar
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I too had a similar problem of late, despite being so advanced in technology, let alone emails, including video conferencing facilities for interacting in business meetings across plants and cities.
Please understand that HR Managers can't do anything without the support of all HODs and other employees. Try to identify the root cause of the problem and address it first. Everything starts from finance and ends at finance. If your company's finance is good even during a recession, you have to consider that there are a few hard nuts in your company who are not supporting. A few heads must roll before your head rolls. Identify those who are not cooperating with the organizational goals and align them with the needs.
As an HR manager, you have to establish SOPs and implement foolproof policies and procedures. Involve all HODs to provide their feedback on the SOPs and then ensure implementation.
Follow the process, starting with the purchase department (supply chain), fix problems, and ensure raw materials are in place, then move to production and beyond. I do not know your product or process; this may serve as a guideline. I hope this works.
Very important: make the management aware of who is not performing or where the bottleneck is and how to address it.
Hold the HODs more accountable.
Do you see some light at the end of the tunnel?
Best of luck.
Prabhakar
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Dear All,
Could I get a sample of the format of a Statement of Purpose (SOP)? What exactly should be written in it for any department? Any department will do. It will give me some idea to prepare. Although I have joined this company just a week before, we have the Production department, QC, Purchase, and Accounts as the main departments.
From India, Mumbai
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Could I get a sample of the format of a Statement of Purpose (SOP)? What exactly should be written in it for any department? Any department will do. It will give me some idea to prepare. Although I have joined this company just a week before, we have the Production department, QC, Purchase, and Accounts as the main departments.
From India, Mumbai
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Dear Mona,
This is nothing but a blame game. The motivation of the employees seems to be low to accept ownership for any decision, action, and result. You need to bring all concerned on a common platform to ensure that they develop trust in each other, accept ownership & responsibility for their decisions, and support other team members in the chain. If you succeed in initiating this step, it will certainly help you bring about a change in their attitude and behavior. Please take the help of a behavioral consultant or an outside consultant to bring in the desired result.
Regards & best wishes always,
SANJAY JAGTAP
abhirutu@gmail.com
From India, Mumbai
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This is nothing but a blame game. The motivation of the employees seems to be low to accept ownership for any decision, action, and result. You need to bring all concerned on a common platform to ensure that they develop trust in each other, accept ownership & responsibility for their decisions, and support other team members in the chain. If you succeed in initiating this step, it will certainly help you bring about a change in their attitude and behavior. Please take the help of a behavioral consultant or an outside consultant to bring in the desired result.
Regards & best wishes always,
SANJAY JAGTAP
abhirutu@gmail.com
From India, Mumbai
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Thank you so much for your assistance. I believe I need to create a Standard Operating Procedure (SOP) for this. Could someone please guide me on how to create an SOP for the purchase, quality control, and production departments? If anyone has a template or format of an SOP used in their company, could you kindly share it with me.
From India, Mumbai
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From India, Mumbai
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There is something that you need to develop beyond improving process capabilities, and that is your personal relationship with other departments to obtain cooperation in tough times. Obviously, it's a long-term solution but essential to run all departments in harmony.
In SOPs, don't forget to include the control document, document retention period, and turnaround time for dispatch, approval, or placement. Get a sign-off from HODs post-approval to end the blame game. Start sending documented reminders, keeping photocopies of signed reminders, and copying HODs on the same. Let them not have surprises and have files to refer to instead of playing blame games.
I wish you all the best. This is a common situation in all industries where there is no process laid for departmental tasks and responsibilities, so I am sure everything will be fine.
Regards,
Prince Grover
Sr. Manager - Corporate Quality and Training
From India, New Delhi
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In SOPs, don't forget to include the control document, document retention period, and turnaround time for dispatch, approval, or placement. Get a sign-off from HODs post-approval to end the blame game. Start sending documented reminders, keeping photocopies of signed reminders, and copying HODs on the same. Let them not have surprises and have files to refer to instead of playing blame games.
I wish you all the best. This is a common situation in all industries where there is no process laid for departmental tasks and responsibilities, so I am sure everything will be fine.
Regards,
Prince Grover
Sr. Manager - Corporate Quality and Training
From India, New Delhi
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Dear Vandana,
It would be simple to say, but very critical to implement. First of all, you have to have a clearly defined escalation mechanism. Secondly, an agreed SLA from all the stakeholders. These two parameters should form the core part of the structure.
Then comes the defaulter management. You have to clearly define how you will identify defaulters who don't comply with the process and in what ways you will discipline them. Discipline can be done in various ways. For example, have a salary component which would be based on the company's profitability. This should vary from department to department based on their individual performance, or it could escalate the person's name who is defaulting and finally sack the person who repeatedly does not comply. Fear of losing the job will put people in perspective, so go ahead, be creative and be a true HR.
Let me know if you need any more insights. You can reach me at 9003042155.
From India, Madras
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It would be simple to say, but very critical to implement. First of all, you have to have a clearly defined escalation mechanism. Secondly, an agreed SLA from all the stakeholders. These two parameters should form the core part of the structure.
Then comes the defaulter management. You have to clearly define how you will identify defaulters who don't comply with the process and in what ways you will discipline them. Discipline can be done in various ways. For example, have a salary component which would be based on the company's profitability. This should vary from department to department based on their individual performance, or it could escalate the person's name who is defaulting and finally sack the person who repeatedly does not comply. Fear of losing the job will put people in perspective, so go ahead, be creative and be a true HR.
Let me know if you need any more insights. You can reach me at 9003042155.
From India, Madras
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Dear,
Please write SOP with timeline adherence and role – responsibility. Get it approved by final authority. Standardised format in accordance with SOP and circulate, with key notes. Link failures to KRA / Annual Review. Get system under audit, raise NCR and ask clarifications. Unsatisfactory replies can be brought to final authority at regular interval.
I think you would be able to resolve blame game by implementing above.
Regards
Bharat
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Please write SOP with timeline adherence and role – responsibility. Get it approved by final authority. Standardised format in accordance with SOP and circulate, with key notes. Link failures to KRA / Annual Review. Get system under audit, raise NCR and ask clarifications. Unsatisfactory replies can be brought to final authority at regular interval.
I think you would be able to resolve blame game by implementing above.
Regards
Bharat
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Dear Vandana,
I agree with the suggestion given by Prabhakaran. Without proper SOPs and systems, you would not be able to achieve the objective. Therefore, you are being suggested to conduct the meeting with all the concerned HODs and line managers and understand the root cause. At the same time, you should also prepare the SOP with the suggestions of these managers.
Regards,
Neelima
From India, Delhi
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I agree with the suggestion given by Prabhakaran. Without proper SOPs and systems, you would not be able to achieve the objective. Therefore, you are being suggested to conduct the meeting with all the concerned HODs and line managers and understand the root cause. At the same time, you should also prepare the SOP with the suggestions of these managers.
Regards,
Neelima
From India, Delhi
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Dear Vandana Suggest you also implement TQM in your company. It will help you a lot to find out root cause of the problem and getting a time tested solution. Regards
From India, Mumbai
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From India, Mumbai
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I agree with all of you. I will prepare an SOP, but what should we do if we have to meet any urgency? Some of our clients place orders over the phone due to their relationship with us and later send a purchase order. In that case, what do you suggest we should do? Is there any other method or process to address urgent orders?
From India, Mumbai
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From India, Mumbai
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Dear Madam,
1) Try to understand the steps involved in manufacturing company.
2) When a purchase order (PO) comes, it is the role of the secretary or an appointed person to prepare the work order.
Word Order: This is where you write the details of the product, amount, specific manufacturing time in days, delivery date, and allotting time to the customer or the last day. The work order is then given to the design department to process. The design department attaches the designs or diagrams to the work order, which they have quoted or placed during the quotation process.
3) This work order is then given to the Directors or the Head concerned person to sign and acknowledge. Further, copies of the work order, along with the purchase order, diagrams/designs if any, are given to other departments like Production, Quality, Manufacturing, Design, and Accounts. (Please ensure that all those involved in Production receive these copies).
Additionally, a secretary needs to keep track of delivery dates and inform the Directors and Production Engineers accordingly.
I hope this information will help solve the problem.
Regards,
Amita Ninave
From India, Mumbai
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1) Try to understand the steps involved in manufacturing company.
2) When a purchase order (PO) comes, it is the role of the secretary or an appointed person to prepare the work order.
Word Order: This is where you write the details of the product, amount, specific manufacturing time in days, delivery date, and allotting time to the customer or the last day. The work order is then given to the design department to process. The design department attaches the designs or diagrams to the work order, which they have quoted or placed during the quotation process.
3) This work order is then given to the Directors or the Head concerned person to sign and acknowledge. Further, copies of the work order, along with the purchase order, diagrams/designs if any, are given to other departments like Production, Quality, Manufacturing, Design, and Accounts. (Please ensure that all those involved in Production receive these copies).
Additionally, a secretary needs to keep track of delivery dates and inform the Directors and Production Engineers accordingly.
I hope this information will help solve the problem.
Regards,
Amita Ninave
From India, Mumbai
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Dear all,
I am new to the HR Dept. Now I am working in Microsoft HRMS and payroll platform for the last 2 months. Some of them are saying Oracle HRMS (PeopleSoft) is the best. Which one is best for my career? Which module should I concentrate on?
From India, Bangalore
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I am new to the HR Dept. Now I am working in Microsoft HRMS and payroll platform for the last 2 months. Some of them are saying Oracle HRMS (PeopleSoft) is the best. Which one is best for my career? Which module should I concentrate on?
From India, Bangalore
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