Final Project of Pms

8/8/2019 Final Project of Pms

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Table of Contents

Millat Tractors ................................................................................................................ 4

Introduction ................................................................................................................. 4

Achievements ................................................................................................................. 5

Millat Group Vision ........................................................................................................ 6

Mission Statement ........................................................................................................... 6

Strategic planning ........................................................................................................... 7

Process of linking performance management to strategic plans ........................................ 7

Organizations Strategic plan .......................................................................................... 7

Mission ....................................................................................................................... 7

Vision ......................................................................................................................... 7

Goals and objectives .................................................................................................... 7

Strategies .................................................................................................................... 7

Units strategic plan ........................................................................................................ 8

Mission ....................................................................................................................... 8

Vision ......................................................................................................................... 8

Goals and objectives .................................................................................................... 8

Strategies .................................................................................................................... 8

Job description ................................................................................................................ 8

Task knowledge .......................................................................................................... 8

Skill ............................................................................................................................ 8

Ability ......................................................................................................................... 8

Abilities ...................................................................................................................... 8

Individual and team performance .................................................................................... 8

Results ........................................................................................................................ 8

Behaviors .................................................................................................................... 8

Department ................................................................................................................. 8

Environmental analysis ................................................................................................... 8

Internal analysis .......................................................................................................... 8

Organizational structure .............................................................................................. 9

Organizational culture ................................................................................................. 9

Size ............................................................................................................................. 9

Politics ........................................................................................................................ 9


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Process ...................................................................................................................... 10

External analysis ........................................................................................................... 10

Economic: ................................................................................................................. 10

Political: .................................................................................................................... 10

Social: ....................................................................................................................... 11

Technology: .............................................................................................................. 11

Competitors:.............................................................................................................. 11

Customers: ................................................................................................................ 11

Suppliers: .................................................................................................................. 12

Swot Analyses .............................................................................................................. 12

Strength:.................................................................................................................... 12

Good Will / Well Established Image: ........................................................................ 12

MTL has an excellent goodwill in the market and it is the oldest company of Pakistan................................................................................................................................... 12

Market Share: ............................................................................................................ 12

Repair Facility: .......................................................................................................... 12

Delivery through Dealers and Direct Cash Basis: ...................................................... 13

Licenses and Technology: ......................................................................................... 13

ISO 9002 Certification: ............................................................................................. 13

AFTER SALE SERVICES: ....................................................................................... 13

Availability of Parts: ................................................................................................. 13

Network of Dealers and Workshops: ......................................................................... 13

Diversification: ......................................................................................................... 13

Experience: ............................................................................................................... 14

Price Earning Ratio: .................................................................................................. 14

WEAKNESSES ............................................................................................................ 14

Job stationary: ........................................................................................................... 14

Long Delivery Period: ............................................................................................... 14

Diversion of Concentration: ...................................................................................... 14

Non Specialized People at Front Desks: .................................................................... 14

Long Procedures of Decision Making: ....................................................................... 14

Opportunities: ............................................................................................................... 15

High yields of Crops and rates: .................................................................................. 15

E-Commerce: ............................................................................................................ 15

THREATS .................................................................................................................... 15


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Political Instability: ................................................................................................... 15

Strong Competition: .................................................................................................. 15

Organizations Strategic plan ........................................................................................ 16

STRATEGIC PLAN ..................................................................................................... 16

Mission: .................................................................................................................... 16

Vision: ...................................................................................................................... 16

Millat to be global group of companies, recognized for a range of quality productswith innovative design capabilities . ...................................................................... 16

Goals and objectives:................................................................................................. 16

Strategies .................................................................................................................. 17

Units developing plan .................................................................................................. 17

Mission: .................................................................................................................... 17

Vision: ...................................................................................................................... 18Goals:........................................................................................................................ 18

Strategies: ................................................................................................................. 18

Job description .......................................................................................................... 18

Assistant Manager of assembling department ................................................................ 19

Tasks:........................................................................................................................ 19

Knowledge: ............................................................................................................... 19

Skills: ........................................................................................................................ 19

Abilities: ................................................................................................................... 19

Individual and team performance .................................................................................. 19

Results: ..................................................................................................................... 20

Behaviors: ................................................................................................................. 20

Development plan: .................................................................................................... 20

Approaches to measure performance ............................................................................. 20

Result approach:............................................................................................................ 20

Behavior and results are obviously related: ................................................................ 20

Result shows improvement: ....................................................................................... 21

Ways to do the write job: ........................................................................................... 21

Measuring results .......................................................................................................... 21

Objective, accountabilities and standard .................................................................... 21

Objective: .............................................................................................................. 21

Accountability ....................................................................................................... 21

Standard: ............................................................................................................... 22


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Objective: .............................................................................................................. 22

Standard: ............................................................................................................... 22

Objective: .............................................................................................................. 23

Standard: ............................................................................................................... 23

Objective: .............................................................................................................. 23

Standard: ............................................................................................................... 23

Measuring behaviors ..................................................................................................... 24

Competencies ............................................................................................................ 24

Comparative system: ................................................................................................. 24

Paired Comparison: ............................................................................................... 24

Behavioral indicator .................................................................................................. 24

FINAL PROJECT

Performance Management

Group Members Name:

ZAMAN ARSHAD mi-01091069

SHOAIB ASIF mi-01091054


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Submitted T0: ATIF RANA

Millat Tractors

Introduction

Tractors Limited (MTL) was established in 1964 to introduce Massey Ferguson

(MF) Tractors in Pakistan. An assembly plant was set up in 1967 to assemble tractorsimported in semi-knocked down (SKD) condition.

The company was nationalized under Economic Reforms Order in 1972 andstarted assembling tractors on behalf of Pakistan Tractor Corporation (PTC) which was

formed by the Government for import of tractors in SKD condition. In 1980 theGovernment decided on indigenization of the tractors and entrusted this task to PTC.


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PTC transferred this role of indigenization in 1981 to MTL. This was the turning

point in the Companys history and it went about the task methodically and rapidly. TheCompany undertook this new role with enthusiasm and in the spirit of national

development and proved its engineering capabilities by surprising the deletion targets set

by the Government. Just in one years time, the company took a giant step towards self-reliance by setting up the first engine assembly plant in Pakistan.

The Company made a strategic decision right in the beginning to bring thosemanufacturing facilities in-house for which capabilities did not exist in the country and

designed for parts which required high precision and investment. Therefore, in 1984,sophisticated manufacturing facilities for the machining of complex components were set

up. These were previously not available in Pakistan. Currently, critical components likeEngine Blocks, Sump, Transmission Case, Axle Housing, Hydraulic Lift Cover, Front

Axle Support and Centre Housing are all being machined most successfully in-house atMTL from locally sourced castings.

At MTL, we firmly believe that producing to International quality standards is the key toour continued success and growth, and our quality control department converts this belief into

reality. In 1992, the company was privatized. The employees joined hands and took over themanagement by winning an open bid.

To maintain its leadership role in tractor manufacturing in the country, MTL continues tolook toward future, to identify and exploit new opportunities and to combine existing ones. The

Tractor Assembly Plant is part of this philosophy. This plant started its production in 1992. The

establishment of this modern plant not only increased production capacity to 16000 tractors peryear on a single shift basis, but also provided a quantum jump to the quality of the assembledtractors and pushed MTL into ranks of the major tractor manufacturing companies of the World.

After successful takeover, MTL also acquired the management. The company has been the

regular receiver of the Corporate Excellence Award of Management Association of Pakistan andthe Top Companies Award of Karachi Stock Exchange, since early eighties. MTLs Annual

Report has been acknowledged as the Best Annual Report by the Institute of CharteredSecretaries and Admin Association of Pakistan for several years.

Achievements

1964: Company was established

1972: Company nationalized

1973: Licensing and transfer of technology agreement with MF, U.K.

1973: Licensing and transfer of technology agreement with Perkins, U.K.


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1982: Installation of engine assembly plant.

1984: Installation of machining plant

1990: Perkins distributor agreement

1992: Installation on new tractors assembly plant

1993: Bolan castings limited buy out

1994: Mass production- Generating sets

1994: Millat equipment limited established

1998: ISO 9002 certification achieved

2000: licensing agreement-Heli Forklift trucks (China)

2002: Quality management system upgraded to ISO 9001:2000

2002: Millat industrial products limited established

Millat Group Vision

Millat is a global group of companies, recognized for a range

of quality products with innovative design capabilities.

Mission Statement

Millat to be market leader in agricultural tractors and

machinery, building Companys image through innovation and competitiveness, grow by

expanding market and investing into group companies, ensuring satisfaction to customersand stakeholders and to fulfill social obligations.


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Strategic planning

Is a process that involves describing the organizationsdestination assessing barriers that stand in the way of that destination and selecting

approaches for moving toward goals? The main goal of strategic planning is to allocate

resources in a way that provides organization with a competitive advantage.

Process of linking performance management tostrategic plans

Organizations Strategic plan

Mission

VisionGoals and objectives

Strategies


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Units strategic plan

Mission

Vision

Goals and objectives

Strategies

Job description

Task knowledge

Skill

Ability

Abilities

Individual and team performance

Results

Behaviors

Department

Environmental analysis

Internal analysis


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Organizational structure

The structure is good because they have

effective communication and fast.

Organizational culture

Culture of MTL is encouraging for developmentand can communicate with Assistant manager and Manager. They can take part in

development. They have right of innovation.

Size

The company founded in 1964, the company was acquired by its

employees in 1992 with 51% share holding. Subsequently, the company also acquired

Bolan casting Limited, one of the largest foundries in the country. Over the years, the

company is maintaining a wide field network spread all over the country. Its tractor

dealers are 69, 46 spare parts dealers and 312 lone shops.

So the company has spread its products throughout the length and breath of the

country. Today the population of MF tractor made by MTL exceeds 250000 while the

total member of tractors in the company is approximately 500,000. Every second tractor

in Pakistan is a MF tractor.

This achievement has been made possible only through the companys

commitment to quality, after sale service and its human remorse development.

Politics

There are politics in organization also have a union. if some one working onheavy work t hey can go easier work by the commitment of supervisor.


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Process

y Customer goes to dealer and tells the problem.y Dealers replace the parts from his inventory and afterwards fills the claims

form and takes the collective defective parts to the Millat Tractors Limited.

y MTL inspects the part and then either replaces part to the dealer or creditsthe balance to dealers accounts.

For the extra ordinary problem or defect the claim procedure is different and as

follows:

y Customers go to dealer and tell the problem.y Sends a notice to the Millat Tractors Limited and then a team from MTL

visits the tractor and then decides whether to improve the claim or not.

If the claim is accepted then the part is sent to the dealer for replacement.

External analysis

Economic:

The Millat tractor is effected by inflation due to this the spare parts prices

increases, per unit cost increases. And heavy taxes affected the business of MTL, by thisMTL has increase the price of per unit.

Political:

There is lot of effect of politically in our country. Every day there is change

in tax law and also excises duty. Also MTL facing Zardari tax.MTL pays 15 thousand foreach tractor.


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Social:

Socially there is no any problem with the business of MTL. Every thing is going

smoothly. MTL give funds for Hospitals and charitable trusts as and where requested by

them. The Company has been sponsoring Golf Tournaments at the national level.

Technology:

As part of the Company's policy of providing appropriate products to

meet customers' requirements, two new models i.e. MF-260 Turbo (60 HP) and low cost

option of higher HP MF-375E (75 HP) have been introduced in addition to the existing

models MF-240 (50 HP), MF-385 (85 HP) and MF-385 4 Wheels Drive. We are now

well placed in the market by offering a wide range of products meeting all pocket needs.

This also places us in a comfortable position to meet future WTO conditional ties. We are

confident that our current products quality will place us in a good position to compete

globally. Encouraged by this acceptability we plan to continue with the concept of

offering products suited to the market needs to further enhance our existing tractor range.

Competitors:

MTL has faced a very strong competition not only in tractors but in

agriculture implements as well. In tractors the major competitor is Al-Gahzi Tractors

Limited and in agricultural implements all the local manufacturers are its competitors

.AGTL has achieved a major portion of the market share so rapidly by reducing per unit

cost of tractor by switching from Italy (FIAT) technology to Turkish technology

(TUMOSAN) and by managing its delivery period.

Customers:

Farmers are the biggest customer of tractors. which they used inagriculture sector. Factories are also used tractor to take their laguage from one place to

another place.


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Suppliers:

Iran. England and china is the supplier of the parts by tractor. There are

some local companies of Pakistan which are also providing spare parts of tractor.

Swot Analyses

Strength:

Millat tractors limited is strong organization as for as its competitor is

concerned. Basically the activities the firm does well or the resources it has or it controls

are referred to as its strength.

Good Will / WellEstablished Image:

MTL has anexcellent goodwill in the market and it is the oldest company ofPakistan.

Market Share:

A market share of 80%-85% proves to be a demanding strength of

the Millat Tractors Limited.

Repair Facility:

MF tractors can be repair from any workshop located in any area

of Pakistan. There is no specification, regarding repair maintenance of tractors such as if

the customer has purchased tractor from Lahore, he can repair it from D.G. KhanWorkshop as well.


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Delivery through Dealers and DirectCash Basis:

MTL has strength over their

competitors. It delivers tractors through dealers and direct cash basis delivery is also

made. But Al-Ghazi tractor makes delivery just through dealers.

Licenses andTechnology:

Licenses and technology from Massey Ferguson, UK

gives Millat Tractors limited an extra edge.

ISO9002Certification:

Another, solid strength of Millat Tractors Limited isISO 9002 certification for its engine assembly, tractor assembly and laboratory.

AFTERSALESERVICES:

A good package of after sales service by Millat

Tractor is strength on its competitor and provides the customer satisfaction.

Availability ofParts:

Millat tractors parts are readily available all over Pakistan

that is strength.

Network of Dealers and Workshops:

There are 69 tractor dealers, 146 spare

parts dealers and 412 workshops all over Pakistan.

Diversification:

Millat tractors limited has diversified its business by producing

agricultural implements, generating sets, fork lifters, rex barren batteries and now

working on the automobiles business as well.


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Experience:

Another strength of MTL is that it has been established since 1964 so

it has experience labor force.

Price EarningRatio:

MTL enjoys a higher percentage in stock exchange due to

higher price earning ratio.

WEAKNESSES

Job stationary:

There is lack of job rotation in MTL which has created the staticness which reduce the productivity and efficiency of the employees.

Long DeliveryPeriod:

As compare to its competitors delivery time period of

tractors delivery is long it takes 5 to 6 month to delivery.

Diversion ofConcentration:

Due to diversified work at MTL, it might not able to

fully concentrate on its primary operations.

Non SpecializedPeople at Front Desks:

The marketing department has good

workers but they are not good at public dealing and less interaction with the customers,

no special advertisement.

LongProcedures of DecisionMaking:

There is long decision making

procedure. Not quick decision is taken so these long procedures are time consuming.


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Opportunities:

Expansion in Automobiles equipments, Fork Lifts Trucks and

Generating sets of barring and batteries. Due to changing needs of country, MTL has the

opportunity to make power machine along with manufacturing tractors and diversifying

its business.

High yields ofCrops and rates:

If the crop yield is high and the farmers are going

to get good price for it so this will increase the demand of the tractors.

E-Commerce:

MTL can establish B2B e-commerce application with its dealers,

spare parts and workshops. This will help them to make true Management information

system

THREATS

Political Instability:

The major threat which is faced by MTL is the

instable political environment. A policy being carried out by one government is changed

by next coming up government. Such as Awami Tractor Scheme and Green

Tractors Loaning Scheme. Every government shows biasness and makes policies by

considering their favorites. Now a days there is zardari tax. The MTL per unit

pays 1500 to zardari.

StrongCompetition:

MTL has faced a very strong competition not only in tractors

but in agriculture implements as well. In tractors the major competitor is Al-Gahzi


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Tractors Limited and in agricultural implements all the local manufacturers are its

competitors .AGTL has achieved a major portion of the market share so rapidly by

reducing per unit cost of tractor by switching from Italy (FIAT) technology to Turkish

technology (TUMOSAN) and by managing its delivery period.

Organizations Strategic plan

STRATEGICPLAN

Mission:

To be market leader in agricultural tractors and machinery building

companys image through innovation and composition, grow by investing into group of

companies, ensuring satisfaction to customers and stakeholders and to fulfill social

obligation.

Vision:Millat to be global group of companies, recognized for a range of

quality products with innovative design capabilities.

Goals and objectives:


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i. Establish dealers network all over Pakistan to ensure the availability oftheir products.

ii. To completely satisfy the customers.iii. Ensure customer satisfaction by providing quality products at competitive

prices with the warranty coverage and ensuring after sale service.

iv. Constantly attempt to be market leader in terms of market share andtechnology pace-setters in area of operations and to continuously improve

efficiency and competitive strength.

v. By continuously improving performance, aim to generate earningssufficient to ensure a secure future for the company and to produce and

increase shareholders return.

vi. To enhance creativity and job satisfaction, provide employees opportunityfor personal development.

vii. 15% increase the sale in 2011.

Strategies

After the making of goals and object they constantly compute is our

sufficient goals are going too achieved? They constantly review.

y Communicate constantly vision and mission and goals statements.y After making goals then MTL make targets on daily basis.y Check on daily basis either it is going on right direction.y Critical review all departments are consistent in their jobs, top quality, innovative

and customer satisfaction.

y If any difficulties are there they arrange training sessions.y MTL give rewards who participate in development

Units developing plan

Mission:

To retain and improve Millat Tractor good will, profit ability and market

leadership by manufacturing the quality Tractors and machinery and satisfy our customer

by our top efficient human capital.


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Vision:

To improve and maintain the leadership position

Millat Tractors Limited is dedicated to provide quality innovative products

with the best package of guaranty and warranty for its customers when ever they are

We can here to better serve our customers with the best quality and

diversified range of products providing best after sale service as well.

Goals:

MTL assembly unit arrange monthly and year wise meetings and set the target

according to the orders which the MTL received. MTL durig this year has to made 26000

tractor. To complete the order assembly line divided it into monthly basis and then they

divided into daily basis.

Strategies:

There are two-way communications in order to set the targets. In this

communication session two parties are involve. Top management and middle

management. These targets are split in different targets and spread them to make these

targets operationally. Again monthly meetings are held in order to check the performance

of the employees towards the achievement of these targets. There is incentive scheme to

motivate the employees to achieve these targets. There are production bonuses and cash

rewards.

Job description

The job of unit level is that to guide the employ,

communicate, and check the performance on daily basis either todays target is complete

or not?


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Assistant Manager of assembling department

Tasks:

Supervising whole engines, cross check of production, test to ascertain

assembly as well as parts& sharing reports of employ with departments

Knowledge:

B.SC engineering

Skills:

Know the whole work/each and every thing of assemblying of parts andguide the worker how was the right way to do work.

As point of view labors, the company trained their employ 15 days for fresh candidates

,and in a year 5 days are work shop for training, also when new model are launched theygive lecture tells the specifications of new models, creative employ are motivated and

shift to upper level.

Abilities:

If any problem in production he can handle very well. And take the steps

which are useful to company, these are not for lose of company.For example if any part is not in good position then he should not assemble that part, stop

the production otherwise again the whole engine should be reopen.

Individual and team performance


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Results:

Results are checked on daily basis. Thy have to assemble 68 to 107tractors daily. the supervisor makes the group 2, 3 workers, and he assigned the job which

they have to do on time, because there is a specific time for each part to assemble, after

assembling that part ,they mark that part on the sheet, send it to the next part. With in 5minute they completed it.

Behaviors:

The behavior is checked by their work whether he can do his job; withinterest are not, these thing shows behaviors.

Development plan:

Although development plan is made by top management andalso engineers, but often they ask what kind of development you advised us. They also

ask about solution problems. Because the worker which is making these things he alsoknow better.

Approaches to measure performance

There are three kinds of approach but MTL use result approach

Result approach:

MTL are using result approach it is less expensive, cost effective.

Workers are skilled in the needed behavior:

Workers are trained to do their work, MTL gives training which part how fit, and providethe skill how it could be possible.

Behavior and results are obviously related:


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Result shows improvement:

There is a specific time for every part to fit, thereis complete description of ever part in front of them with in what time it should

completed.

Ways to do the write job:

Workers complete its work before time that mean he isaware of her responsibility.

MTL believe on result approach so that the employee conclude new types to do the

same work and make innovation, and gives advise if we take the better of tractor on frontit would be easy to assemble.

Measuring results

Objective, accountabilities and standard

Objective:

1. 10% increase production.2. Target complete daily basis.3. Innovation

Accountability

1. Constantly analyze the no. of units they make.2. Communicate with employ.3. Take part in Development plan


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Standard:

1. Superior employees.2. Constantly motivate.3. best performance and output

Objective Accountability Standard

10% increase production Constantly analyze the no. of unitsthey produce.

Superior human resources

Objective:

10%increase if production is clear and specific, it is although is

challenging because if supply of parts not reach on time, before making the plan it isasked by HRM to his subordinates A.M and supervisors both the shifts they are agreed

upon, they must achieve it on time, priorities because they have to complete the orders ontime it creates profit for company.

Standard:

Our staff have required skills and related to position they can achieved thetarget .


Target complete daily basis Communicate with employ Constantly motivate


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Objective:

It is clear that we have to complete our target on time . we can achieved it andcommunicate each other to get this target .

Standard:

Motivation is related to position due to that we can measure the required result

due to motivation we achieve the target and review on regular basis who is doingbest..


Innovation Take part in Development plan Best performance andoutput

Objective:

It is clear that we have to take part in development to produce new process although it is

challenging but not too much difficult it is prioritize that it is very important for success of acompany it is fully communicated that if any one add something if any one give advise it isacceptable and flexible , error can be acceptable .

Standard:


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It is related to position that every one have to perform very best which can be accountableand measureable and practically we saw its outcome. And access regularly either we are

going to right way.

Measuring behaviors

Competencies

Competencies are measurable clusters of knowledge skill andabilities that are critical in determining how results will be achieved.

Comparative system:

MTL use comparative system to access the performance of employees

Paired Comparison:

Supervisor systematically compares the performance of eachemployee against the performance of all other employees.

Behavioral indicator

He should communicate plan regularly to ensure business remain relevant. Business goals of MTL matches short term goals with long term goals. Ensure MTL goals are communicated and understood across business.

o Keep others informed of MTLs goals and inspire buy to them.


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Develop local goals to support wider goals. Inspire employees about MTL goals by showing how individual efforts contribute

to them.

Provide timely and appropriate information to supports achievements of MTLgoals.

Behavior when some one not demonstrates a competency effectively?

There are some points which are in effective competency.

If he shows unfairness to all. Take work with baseness. If he do not work with check list. Does not check performance regularly.

Does not communicate with employ. Does not take feed back from dealer and also employ.

List of suggestion for developing the competencies?

Produce detail plan to achieving required objective Every one knows what his work in MTL. Skills should be necessary and appropriate to assemble the parts. Clarification of the purpose

Appraisal form

Appraisal form should include these things.

Basic employ information


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EMPLOYEE NAMETitle

divisionManager:Date of appraisal meeting:

Accountabilities objectives and standardsMajor achievements and contributions

Developmental achievementsDevelopmental needs, plans, and goals

Stake holder inputEmployee comments

Signatures

Appraisal period and number of meetings

There is only one meeting about appraisal form it was held at the end of fiscal year.

How should provide performance informationIn MTL there is two persons which are giving information about worker one is the

supervisor and other is the assistant manager. Also some times ask from other work

fellows.


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Millat tractor limited held monthly and annual based meetings to set the goals and

targets. There are different types of targets just like, production related, import related,

supply related, quality maintenance, delivery, finance, and manpower related targets.

Proper budget is allocated to achieve these targets. There are some factors which

considered at the time of setting goals and targets.

y What is the current sale level and what it was in past?y What is companys current profit level and what it was in past?y What is the companys current growth and what it was?y Business success and failure.y How many complaints company receive and among these how much it

accept.

y Also consider how much time and cost it will take?Objective:

10% increase in the assembling units.

Accountability

Constantly analyze the units they make.

Standard:

Superior employees.

Objective:

1. Assembling unit list is clear for the customer of Millat tractor limited tounderstand better.

2. The assembler are not challenging that they could not afford, assembled unit arereasonable that benefit MTL and also its customer.

3. Both the company and customer are agrees upon assembling unit.4. The benefit the Disney Company it create profit for the company.5. Its priority on no. one pricing is very important.6. It is set for the 6 month.7. Before price setting it is communicated with the employ that it is better or not.8. These can be change with the business environment.9. these changes pricing have a few objective, profit salary increase of employ

Standard:

1. It is related with the position. Pricing are related with the things, like for TV, theyhave different ticket, film have different, home videos and DVD have different.

2. Performance is measure able and specific, it create profit like 10 million in a year.3. it is measure with the performance of the department4. It is important with the purpose of the job and benefit to the organization.5. It is achieve able with in time.6. On regular basis it should be determine these are good or need of changing.


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Objective:

Target complete daily basis.

Accountability

Communicate with employ.Standard:

Constantly motivate.

Objective:1. Our target complete are only on the daily basis of business.2. To achieve target with other business man is challenging but it is not difficult.3. creation of completion target employees are agree with him4. It is priorities number 2.5. There is a time for achieving target to complete of specific task.6.

Target can be made.7. There is a communication between employ and him to achieving business goals.

8. There should be change in target due to see some situations, mean first somebusiness partner supply spare parts now they have joint venture.

9. Target are limited in no. so many relations are bad for the organization.Standard:

1. Strong verbal and written communication very important based on key task of thejob.

2. Verifiable, negotiate with business partner.3. Provide necessary information related to business.4. Communication always for the organization. There should mean is that to

negotiate with customer its price is that.5. Communication is always flexible to get better result.

ObjectiveInnovation

Accountability

Take part in Development plan

Standard:best performance and output


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Objective:

1. It is clear that we want to innovate by critical analysis. We want to make an otherthem plant of assembling by MTL.

2.

It is challenging that innovate is little bit difficult, it require whole criticalanalysis.3. Both the manager and employ are agreed.4. we take it as no. 35. It should be completed with in 3 month.6. It can be completed.7. each days work is communicated with employ and manager8. strategy can be completed9. There are 6 objective witch are completed in this year.

Standard:1. it include key elements that can create the new park2. it is measurable how much the employ perform3. Its cost determined, from the data available on daily basis.4. If it become we got 100000 dollar monthly.5. it is possible to accomplish6. information is on regular basis

Final Project of Pms

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