Management Philosophy - Copy

8/3/2019 Management Philosophy - Copy

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Chapter 01

Management Philosophy

1. Kaizen.

Kaizen means Improvement or "change for the better" refers to philosophy or practices

that focus upon continuous improvement of processes in manufacturing, engineering, and

business management.

It is a Japanese term for a gradual approach to ever higher standards

in quality enhancement and waste reduction, through small but continual

improvements involving everyone from the chief executive to the lowest level workers.

In its second use, Kaizen identifies a group of methods for making work process

improvements. The methods that have been placed under the label Kaizen are varied and

range from suggestion systems (Teian Kaizen) to planned events conducted in the

workplace that systematically uncover waste in a work process and eliminate it (Gemba

Kaizen)

Methods ofKaizen

Kaizen eliminates waste by allowing workers to uncover improvement opportunities and eithersuggest or make changes. In common usage, the term Kaizen may refer to different kinds ofimprovement activities. In Japan, some use the term to refer to a process that gathers suggestionsfor improvements from employees.

Others use the term to refer to periodic meetings of employees who brainstorm improvementideas and immediately select and make an improvement (e.g., as in Quality Circles). Still othersuse the term to refer to special events (up to five days in length) during which a team of workerssystematically detect and eliminate the presence of waste in a targeted work process.


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Importance ofKaizen

The most important highlight of Kaizen approach is that involves every single employee within

an organization starting right from senior managers to the bottom line employees, and makes

every person working there, feel the company as something personal. This indirectly helps in

improving the individual performance and motivates them to deliver better output. With every

employee is looking for ways to make improvements, an effective Kaizen approach can lead to

have better results like:

1) It helps in decreasing the waste in areas such as inventory, transportation, and over

production.

2) It focuses on discovering problems at their source and solving them at their source, and if in

case a situation arises where one needs to change the standards, it further helps in changing the

standard so that the problem can be solved.

3) It helps in positive space utilization and better use of production capacity, capital and

employee retention.

4) Kaizen can be easily implemented by effective and well planned elimination or transformation

of existing procedures

5) It focuses on creative investments and small improvements instead of large capital

investments and thus provides immediate results.


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2. Meaning of Business

Business means balancing ROI premium and Risk. There are two main major areas on

this.

1. Do not expect low return on Investment from high risk business.

2. Do not expect high return on Investment from low risk business.

ROI (Return on Investment)

A performance measure used to evaluate the efficiency of an investment or to compare

the efficiency of a number of different investments. To calculate ROI,

ROI = Profit / Capital

High Risk and Return

y Higher risk corresponds to higher returns. Let's get an example. The seller has a record ofsuccess; people will feel comfortable giving the seller money for a promised return later. Theseller knows this, and therefore can offer a low rate. A buyer may feel safe and thereforepurchase the debt, or not if they decide that the low return isn't worth having their money tied upwith the issuer for years.

Low Risk and Return


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y By contrast, if the bond issuer has a questionable reliability record, it will take promise of alarger return (a "junk bond") to entice investors. A buyer may be greedy for the possibility ofhigh returns and purchase the bond or decline by deciding the potential payoff isn't worth thepossibility of losing some, if not all, of the original invested amount.

3. Enhance value addition relatively to achieve the goals in the goal hierarchy by without

violating the natural laws as well as local, national and international laws and regulations.

Added value in financial analysis of shares is to be distinguished from value added. Used as a

measure of shareholder value, calculated using the formula:

Added Value = Price that the product/service is sold at - cost of producing the product

By improving the value adding pie it can improve the profit also. Can increase the value

by looking at the processes. Improving processes means improving activities.

Value adding activities -Actions or jobs in any given process that can meet all defining values

as perceived by the customer without wasting any resources.


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Non value adding activities

Actions or activities in a process, procedure, or service that do not add value to the external

customer, (customer requirements), or company and do not meet all three criteria for value-

adding which includes rework, inspection, control, and the like. These are usually not profitable

activities, for example scrap. One major goal of any six sigma endeavor is to reduce any activity

that does not add value.

Waste

Waste is unwanted or useless materials and have to reduce the waste.

Goal hierarchy

A hierarchical tree that shows how organizational goals, pictured at the top or on the left aresubdivided into more specific goals for value chains, processes, sub-processes and ultimately toactivity goals. For every goal there are measures - specific tests of whether the goal is achievedor not. Thus, there is also a measures hierarchy that shadows the goal hierarchy.

ROI

QUALITY, COST,

DELAY

QUALITY,QUANTITY,TIME

5S


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What is 5s?

5S is the name of a workplace organization methodology that uses a list of five Japanese words

which are seiri, seiton, seiso, seiketsu and shitsuke. Transliterated or translated into English, they

all start with the letter "S". The list describes how to organize a work space for efficiency and

effectiveness by identifying and storing the items used, maintaining the area and items, and

sustaining the new order. The decision-making process usually comes from a dialogue about

standardization which builds a clear understanding among employees of how work should be

done. It also instills ownership of the process in each employee.

1. Seiri Identifying wanted and unwanted Items according to the process and discard the

unwanted items.

2. Seiton There should be a dedicated place for everything according to the process and those

items should be in their dedicated places after use.

3. Seiso Cleaning by Inspection.

4. Saiketshu Improve the first 5s continuously.

5. Shitshuke All employees of the organization should perform the above 4ss autonomously.

4. Treat customer as a king.

Customer is the person who will pay price and buy the products.They are the most important

people for any organization. They are the resource upon which the success of the business

depends. When thinking about the importance of customers it is useful to remember the

following points:

1. Repeat business is the backbone of selling. It helps to provide revenue and certainty for the

business.

2. Organizations are dependent upon their customers. If they do not develop customer loyalty

and satisfaction, they could lose their customers.

3. Without customers the organization would not exist.

4. The purpose of the organization is to fulfill the needs of the customers.


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7. Update and upgrade the machines, equipment and technology.

To go with newest technology we have to update and upgrade our machines and equipment to

stay with the competitive business world. We have to provide customer with differentiationfeatures with newest technology. Older pattern things have a lesser demand and everyonesearches for a change to get a quality and efficient work we have to update and update machines,equipment and technology.

8. Build the trust between financial Institutions

Marketers who focus on regainingtrust will makeitinto the nextera. Companies- especially financial

institutions- will start earning trust by reaching their customers exactly when and where they need

something.Simply put,that means bettercustomerservice. Buttodays definition ofsuperb customerservicegoes

beyond, thankyou foryourbusiness maam. Customerstodayexpectinstantgratification. Customers

wantto beseen asindividuals. And todays customers have biggerproblemsto solveand biggervoices

than everbefore.

9. Contributeto harmoniousand sustainable development ofthesociety by paying duetax.

We haveto stayin a business with agood nameand recognition.Forthis, From theincome weare

getting we haveto paysomeamount of moneyasatax. When we paytaxitistaken forthe development

ofthe country. So payingtax means weare helping forthe development ofthe country.Also it willkeep

thegoodwill of ourorganization.

10. Minimizetheenvironmentalimpact ofthe business operations.

Every organization haveaimpact on environmentin the business operations.we haveto protect ourenvironment by doingallthe necessaryactivitiesto protectthat.Haveto minimizethe bad effects

happening from organizations which harm fortheenvironment.then we can haveaeco friendly

organization.


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CHAPTER 02

ISO 9001: 2008 Quality Management System

ISO 9001:2008 specifies requirements for aquality management system where an

organization

needs to demonstrate its ability to consistently provide product that meets customer and

applicable statutory and regulatory requirements, and

Aims to enhance customer satisfaction through the effective application of the system,

including processes for continual improvement of the system and the assurance of

conformity to customer and applicable statutory and regulatory requirements.

All requirements of ISO 9001:2008 are generic and are intended to be applicable to allorganizations, regardless of type, size and product provided.

Where any requirement(s) of ISO 9001:2008 cannot be applied due to the nature of an

organization and its product, this can be considered for exclusion.

Where exclusions are made, claims of conformity to ISO 9001:2008 are not acceptable

unless these exclusions are limited to requirements within Clause 7, and such exclusions

do not affect the organization's ability, or responsibility, to provide product that meets

customer and applicable statutory and regulatory requirements.

In addition,the methodology known as Plan-Do-Check-Act(PDCA) Can be applied to all

processes.PDCA can be briefly described as follows.

Plan establish the objective and processes necessary to deliver result in accordance with

customer requirements and the organizations policies.

Do Implement the Processes.

Check Monitor and measure processes and product against policies,objectives andrequirements for the product and report the results.

Act Take actions to continually improve process performance.


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Model of a Process based Quality Management System

.

Management

Responsibility

Resource

mana ement

Measurment,analysis,

and improvement

Product realization

Continual improvement of the

Quality Management System

Customer

satisfacton

Customer

Re uirements Productout ut

Input


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Chapter 03

Introduction

Introduction to the organization

MAS Holdings

With an annual turnover of USD 700 million, MAS Holdings is the South Asias LargestIntimate apparel manufacturer, and the regions most rapidly growing provider of competitionSportwear.Our seamless concept to deliver solutions across the value chain create an awarewinning amalgamation of research and innovation, design and development, manufacturingexcellence and raw material supply in our global operations.

The name MAS came through 3 brothers who are the owners of this company.

y M - Mahesh Amalean ( Chairmon )

y A - Ajay Amalean ( MD of MAS )

y S- Sharad Amalean (CEO)

Today, MAS is the lead strategic partner for Victories Secret (VS), Servicing numerous globalbrands including Nike,Speedo,Marks and Spencer (M & S) & Triumph International. In additionto our manufacturing capabilities, the group also provides a range of non apparel relatedsolutions to other companies, including other apparel manufacturing worldwide.

Our global operations include design studio and 28 world class manufacturing facilitiesspearheaded by our skilled international team of over 45,000 people.we continued to becommitted to be ethical and sustainable practices that complement the balance in social andenvironmental sphres alongside our operational excellence.we are an equel opportunity employerand distinguish ourselves through our commitment to innovation.


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MAS IntimatesLinea Clothing-Kandy Industrial Park

Background of the Study.

Located in pallekale within the kandy Indusrial park,a BOI free trade zone , the linea clothingDivision Manufactures ladies brief for limited brands under the label pink,signature cotton andpout with 50% of the product being enhanced with embellishment.

The History of the linea clothing goes back to 1996.The factory commenced operation as lineaclothing (Maldives) pvt ltd,MAS Holdingsfirst offshore venture,on nov.5th.The localadministrative and logistical office was linea clothing (pvt) ltd housed kolpetty.

In January 2000 a parallel operation was started in small way within the former Unichela

premises in Rathmalana.In 2002 operation in Rathmalana moved to permanent home in thekandy Industrial park while the Maldives operation continued in 2005 the home in the kandyIndustrial park while the Maldives operation ceased.As at march 2011 the total employeenumbers ,1945(Including Manager,Executives,Staff and workers).

All employees are urged to pursue their Individual talents and dreams.The company can proudlyboast of sportsmen and boxing,Table tennis ,volleyball,Criket and Rugby,Football in theircadre.In addition the Art,Music,Singing and Literary pursuits are also encouraged.


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Quality Management System

ISO 9001:2008

Quality Policy

The Policy of MAS Linea Clothing is to be committed to manufacture world class QualityProducts as well as provide an exceptional service, which together will exceed customerexpectations.

The design of our Planning, Monitoring and Reviewing process throughout the supply chainensures the continual improvement of the effectiveness of the Quality Management Systemthrough the use of high technology

We ensure that all our employees are aware of the Quality Policy and the role of eachemployee in its implementation.

Our employees are carefully selected and provided with training and instructions at all levelsin the organization to promote their development, knowledge and skills.

The Company recognizes the need for building close relationships with our suppliers, basedon mutual trust, confidence and goodwill.

The effectiveness of this Policy will be constantly reviewed by the management team.


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Business Overview of the Company

MAS IntimatesLinea Clothing is a fully owned company of MAS Holdings (Pvt) Ltd . Thecompany commenced commercial operations from 1996 in the Republic of Maldives becomingthe first offshore venture of MAS Holdings.

We are a leading manufacturer of cotton-based ladies briefs, for the premier lingerie provider inthe US, Victorias Secret Stores.

In keeping with our companys vision to become a US$ 100 million business by the year 2010,we have expanded our customer base with renowned European brand names and in preparationfor the 2005 quota free era; we set up a production facility in Kandy in 2002.

The factory is situated in 5 acre of land surrounded with scenic beauty of the Kandyan hills.

With the dawn of 2005 and the subsequent facing out of the Multi Fiber Agreement, theMaldivian operation was brought down to Kandy.

The amalgamation of the two operations under one roof equates to over one thousand highlyskilled and committed workforces, from all parts of the island and a sophisticated & fully fledged production facility with a capacity of 45 Million pcs per annum on offer for our valuedcustomers.

A vibrant and proactive operation, MAS Intimates Linea Clothing will consistently seek newopportunities and is confident of long-term growth in the years to come.


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BRIEF OUTLINE OF MAIN PROCESSES

CUSTOMER

Merchandising Maintenance Quality

ProductionIT

Commercial

Finance Technical HR and Admin


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CHAPTER 04

Data Presentation

Questions for develop Management System Based on ISO 9001 : 2008

1. Who are the Internal Customers?

All departments in the establishment.

2. What are the requirements of internal customers?

To recruit the right person for the right job, who can perform their duties well and a person

Who can adapt to the organization culture.

3. What is the purpose of intend system?

To get a person who can done well in their duties at the right time in a better way.

4. What are the resources available for the intended system?

M1-Men

a) HR Assistant 01

b) HR Assistant 02

c) Trainee

d) Nurse

e) Machine Test Trainer

f) Lady Security Officer


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M2 MACHINE AND EQUIPMENT

g) Photocopy Machine

h) Telephone

i) Machine

j) Scale

k) height Ruler

M3- MATERIAL AND SERVICES

l) Pen

m) Pencil

n) Electricity

o) Stapler

p) Manuals

q) Files

r) A4 Sheets

s) files

5) What is the system Boundary?

Redesign the company recruitment process in order to save time in the organizational members

and as well as the people who comes to the interviews.

6) What is the process to transform the resources (input) to achieve the objective (outcome)

of the system?

1. Come to the entrance.

2. Meeting the Lady staff officer for information.


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3. Filling the Information with name / ID / Area

4. Guidence to the Auditorium by lady staff officer.

5. Meeting the LSO nearBar code.

6. LSO Guiding to auditorium.

7. Walking towards auditorium.

8. Waiting for the Interviewer.

9. Meeting the HR Assistant1.

10. Ask information byHR Assistant

11. Checking the ID for Age

12. Checking for Eligibility.

13. Filling the ID Information by the HR Assistant.

14. Handing the application for the candidates.

15. Filling the medical test questions first.

16. After that filling the application.

17. Waiting for the medical test.

18. Medical test

19. Waiting for machine test.

20. Introduction for the machine test.

21. Machine test

22. Waiting for others Machine test.

23. Waiting for the final Interview.

24. Waiting to fill the feedback form.

25. Facing the Final Interview.

26. Handing over the filled application form to the HR Assistant 2.

27. Going back to the LSO point at the entrance.


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28. Signing the register at LSO s office.

7. How to Compare the desired results and the achieved Results?

ACTIVITY ACTUAL

TIME

DESIRED

TIME

1. Come to the entrance. 1min 1min

2. Meeting the Lady staff officer for information. 1min 1min

3.Filling the Information with name / ID / Area 1min 1min

4. Guidence to the Auditorium by lady staff officer. 1min 1min

5. Meeting the LSO nearBar code. 1min 1min

6. LSO Guiding to auditorium. 1min 1min

7.Walking towards auditorium 2min 2min

8. Waiting for the Interviewer. 15min 5min

9.Meeting the HR Assistant1 1min 1min

10.Ask information by HR Assistant 3min 2min

11.Checking the ID for Age 1min 1min

12. Checking for Eligibility. 2mi n 1min

13. Filling the ID Information by the HR Assistant. 2min 2min

14. Handing the application for the candidates. 1min 1min

15.Filling the medical test questions first 5min 5min

16. After that filling the application. 20min 20min

17. Waiting for the medical test. 10min 5min

18.Medical test 5min 5min

19. Waiting for machine test. 10min 5min

20. Introduction for the machine test. 10min 10min


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y Actual time spend =136 min

y Desired time spend = 96 min

y Total save time = 40 min

y Total save time as a percentage =29%

21.Machine test

22. Waiting for others Machine test. 10min 0min

23. Waiting for the final Interview. 10min 5min

24. Waiting to fill the feedback form. 3min 1min

25. Facing the Final Interview. 10min 10min

26. Handing over the filled application form to the HRAssistant 2.

2min 2min

27. Going back to the LSO point at the entrance. 1min 1min

28. Signing the register at LSO s office. 1min 1min

TOTAL 136 MIN 96MIN


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Chapter 5

Gant chart


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System chart.


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CHAPTER6

Conclusion

In the recruitment process of MAS linea clothing I identified some non value adding activities in

their recruitment process. The main thin I identified is that they spend lot of time for waitingactivities.

y They are printing their application forms for candidates in the recruitment day morning

and candidates have to wait between 10-15 minutes till the interviewers come.

y Also one person have to wait till the other person finish their machine test. That also a

time wasting activity. I talk with HR A assistant about this and she also identified that is a

waste activity. So I recommend not staying till others finish the machine test, after one

who finishes the machine test would ask to meet HR Assistant2 to get their final

interview.

y

I ask them to fill the medical test question first, so that they can send to the medical testtill the others fill the application form.

So I identified some non value adding activities in this process and it helps them to keep

time save by getting my recommendations.im able to save time by 29% and that helps

them to keep them happy and also to save the time of the candidates who comes for the

interviews

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