Cement, Energy and Environment July-Sep 2002

CASE STlJDY ON MANPO\VER LJTILISA TION of the product should justify the Work Load Sanwar M. l'vlisra, J.K. Cement Works, P. 0. Nimhahera- 3 I2617 creati on of the hierarchy level. Based on the job profile for Where the value addition is low or each activity, time estimates were nil, that layer was eliminated. prepared in order to determine the 1n a cemen t plant, having Allocation ofManpower identified a higher manpower cost per ton of cement, through benchmarkin g, th e management focussed attention on a systematic study, analysis and preparation of a proposal for downsizing. In thi s context, highlights of the case are given as under. Some of the important points of the s tudy compri sed the following: • Organisation • Allocation • Job profile • Workload Organisation Analysis of the organisation functions was carried out. It brought to light th at in addition to the generally employed main functions e.g. finance, production and Q.C., mai ntenance ( mec hani ca l, electrical, instrum enta l, c ivil ) human resources management, marketing and sa les, ma teri a ls • • • It was observed that four shift engineers were engaged, i.e. one in each shift of 8-hour duration and th e fourth as reliever. As in the general shift, full maintenance staff is available, hence during the day shi ft the eng inee r was not required. Further, matching the skill to the job revealed that a job could be accomplished by a foreman where an engi neer was employed. By empl oy ing multi- sk ill train ing, the operation staff could work for maintenance jobs, thus the manpower was reduced in the limes tone crushi ng department. Job Profile Core functional acti vities done daily and occasionally, together with supporting ope rations, were prepared for each employee and a management, administration, EDP sample profile drawn for the job (electronic data processing) some title, Supervisor - Accounts. ot her sub-functions were separately employed, s uch as , tra ining, Analysis overall work load leve l. These work load figures were later confirmed by Work Sampling Study. A total of75 employees were studied and the results tabulated and projected in th e wo rk load distri bution curve. Study Findings Present work- load s tud y makes an attempt to differentiate these categories. Top performers fall in the category of over-70-percent work-load, which means working over 5.6 hours/day to a maximum of 6.4 hours/day. Maximum work– load recorded 80 per cent, hence 1.6 hours/ day arc still available. They are fo llowed by the normal working level staffwith a work-load of 57 to 70 percent, i.e. working for 4.6 to 5.6 hours/day. Lastly, there are the poor performers having a work-load of less than 57 percent i.e. less than 4.0 hours per day. He re, an exception may be considered for tho se who a re req ui red on a statutory basis. Conc/w;ions • Discretion of the management shall be final regarding the cut– off point or fixing up of the normal work- load level on the classification curve. insurance, dispatch which cou ld Supervisor-Accounts working • In add ition to the work-load have been merged-training with HRM , insurance with Fin ance, di spatch with Sales and so on. Creating redu ndant functions or sub-functions would consume extra resources, unless they justify the cost. Hierarc hy leve l 1n th e organisation chart was scrutinised. Here, the criteria is that at each level, the contribution to value chain 70 per cent of the time for the core activity and 30 per cent of the time for insurance and dues recovery ope rati ons which form th e supporti ng and non-core activit y. After all the employees are studied, non- co re operations may be combi ned and out sourced o r di stributed to other staff who arc carrying out similar operations. and are less loaded. .. estimate, there can be several other considerations where the management reserves the right to take a decision. As a resu lt of the stu dy, it became c lear to reduce the employee strength by at least 20%. Couuesy : indian Cement Re,·iew. .lui 02, Pp. 18- 19 Tel: 012-:Fr6918: Fax· 022-2tr2 101 m