I am an Industrial engineer by qualification and started my career as Management Trainee.In a short span of time, was promoted to the position of Chief Production Coordinator and went on to become Manager Production Panning & Coordination. Further went on to become Factory Manager and in final stages of my career was DGM Operations.
My career growth & span had me working for some very prominent Exporters in India and abroad.
Having come from the Shop Floor, gave me full exposure to all aspects of the Floor Management - Machinery / Work Force planning, Production Planning & Implementation, Quality Control, and other intricacies.
The Management positions reflects the credibility to my capacity and efficiency. Also the same strengthened my Management Capabilities.
The combination of expertise - Technical and Management skills, provide me the edge to look into the entire set up in very comprehensive and detailed manner.
The areas of absolute expertise include:
Sourcing of Apparel - Woven.
- Complete liaison and follow up with Vendors.
- Training of the Workforce.
- Set up or Re engineer the Existing Set up to International Standards.
- Machinery & Floor Planning and recommendations including Electrical & Lighting.
- IE Practices - planning and implementation.
- Quality Management.
- Implementation of Standard Procedures for Compliance - Technical & Social.
- The Apparel Industry is a complex Production Unit and the end product changes 50 to about 120 different process. Further complication lies in the fact that the process are handled by equally large numbers of Semi Skilled and Un Skilled Workforce. A complex system is required to control the entire process systematically. A Single System cannot be so devised, as to be acceptable, useful and be usable, by the entire Industry. The Products are varied, so are the Quantities, Time Schedule, and so many other factors.
In my opinion, from the virtue of my practical experience, The Systems & Solutions cannot be standardized and applied to all the Industries. The same has to be Tailor Made or Custom Made for each Industrial Unit. Elaborate studies should be made and the same needs to be discussed with the Management and the Employees before arriving at any conclusions. The Systems so devised should be acceptable and well perceived by one and all, or else the entire exercise will be a wasted effort. Unless and until the process has been discussed & debated with all concerned and accepted in principle by all, no one can implement and sustain the Systems and Practices.
This process needs to broken down for each functioning department and worked on individually. The coordination between the Process and Department will be of high significance. The same is described in brief in the sections to come...