Hi Friends,
                                              Even as I launch this today ( my 80th Birthday ), I realize that there is yet so much to say and do.
                                                  There is just no time to look back, no time to wonder,"Will anyone read these pages?"
                                       With regards,
                                       Hemen Parekh
                                       27 June 2013

Monday, 30 September 1985

PROJECT - RESURRECTION

Synopsis: Communication For Productivity
Letters written to some 7500 Workers / Managers / Union Leaders, following a period of strike / Go slow / Murders (1979 - 1987), at Mumbai factory of Larsen & Toubro Ltd. This direct / open / honest communication led to a remarkable atmosphere of trust between Workers and Management, which, in turn, increased productivity at 3% per year (ave).

30 sep 1985

To:

All Production Managers:

A few days ago, some of the Production Managers had got together to identify various unproductive practices being followed by the workmen in the Company.  A list was drawn-up of such unproductive 5 counter-productive practices for discussion with the Union.  I am enclosing herewith the Work Sheets (sent to the Union).which will be discussed with the Union Representatives in the next 4/5 months.  It is imperative that you participate in all these meetings to impress upon the Union the urgency and seriousness of the issue.  This is a man-management problem and all the Managers should get closely involved in it.

Your co-operation through active participation in the discussions is solicited.

PROJECT - RESURRECTION

THE EXISTING PRACTICE

Shop Representatives go to see Joint Secretaries other than the concerned Joint Secretary from  Powai last to Powai Vest and vice-versa

WHAT IS "BAD"  ABOUT IT ?   HOW .DOES IT "HURT" ?

Adversely affects workplace industrial relations at the particular department as the foreman finds people (S.Rs) from other areas interferring and this becomes a disruptive 'foreign' element to his internal Industrial Relation sub-system.

HOW DID IT COME ABOUT  ?   WHA"CAUSED" IT  ?





WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?





WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL tell
US THAT CHANGE HAS TAKEN PLACE  ?__________________

Shop Representatives would go to see only the concerned Joint Secretary.   The availability of Shops Representatives for productive work would increase.


THE EXISTING PRACTICE

Shop Representatives go out with Gate Pass on 'Union Work' without giving any  specific reason.

WHAT IS "BAD" ABOUT IT  ?   HOW DOES  IT "HURT"  ?

A Qualitatively wrong practice Adverse effect on discipline



HOW DIP IT COME ABOUT  ?   ……..WHAT "CAUSED" IT ?




WHAT CAN BE  DONE TO CHANGE IT  ?   ……WHO SHOULD DO IT  ?




WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Shop Representatives will go out on Gate Pass only when they have genuine Union Work.   No one other than Joint Secretary would leave Powai on  'Union Work'.

THE' EXISTING PRACTICE

A number of Shop Representatives collectively discuss minor problems of the Shop with the Foreman, instead of the concerned Shop Representative doing so, as was the practice.

WHAT IS "BAD" ABOUT IT  ?   HOW-DOES IT "HURT"  ?

-    Loss of production time of a number of Shop Representatives.
-    Time spent by the Foreman is more than what it would    have otherwise
      been.
-    Representatives other than the concerned one, do not know much about the  Problem since they have no familiarity, yet  they spend time.

HOW DID IT COME ABOU?   WHAT "CAUSED"  IT  ?




WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?




WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Only the concerned Shop Representative would meet the Foreman, in a separate place, to discuss minor problems of the shop floor.

THE EXISTING PRACTICE

Shop Representatives argue with Supervisors/Superiors in case they are not allowed for 'Union Work' when required, disturbing peace on the Shop floor. (They do not accept  'No' for an answer to any such requests)

WHAT IS "BAD" ABOUT IT  .?  HOW-DOES  IT "HURT"  ?

Shop floor discipline gets disturbed causing bitterness between Supervisors and Shop Representatives.


HOW DID IT COME ABOUT  ?   WHAT "CAUSED" IT  ?



WHAT CAN  BE DONE TO CHANGE IT  ?   VHP SHOULD DO IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

There will be proper procedure laid down regarding permission for attending to  'Union Work', after following which, there will not be such disturbances.

THE EXISTING PRACTICE

Workmen other than Shop  Representatives called for 'Union Work'

WHAT IS "BAD" ABOUT IT  ?   HOW DOES IT    "HURT" ? 

Prevents effective use of working hours


HOW DID IT COME ABOUT  ?   WHAT  "CAUSED" IT  ?



WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN  PLACE  ?

Workmen other than Shop Representatives will not approach Supervisors for Gate Pass on  'Union Work'.  They will not meet the Union Committee Members during working hours.

THE EXISTING PRACTICE

Shop Representatives, though available on -the Shop floor are not available for Productive  Work, since they are busy in what they term as  'Union Work''
WHAT IS "BAD" ABOUT IT   ?   HOW DOES IT "HURT"  ?

Feeling : Shop Reps.  are away from workplace       -      25% to   30% of time Shop
Reps.  not doing work                          -      70% to 80% of time

Adverse effect on discipline Loss of Production time - Affects line balancing Capacity available, but cannot be used.

HOW DID IT COME ABOUT  ?   WHAT  "CAUSED" IT  ?



WHAT CAN BE DONE TO CHANGE IT  ?   VHP SHOULD DO  IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Shop Representatives when available on  the Shop floor, will be productively utilized on  the job.

THE EXISTING PRACTICE

Workman visit the Credit Society during their normal working hours

WHAT IS ""BAD" ABOUT IT  ?   HOW DOES IT "HURT"  ?

Adversely affects  effective use of working hours


HOW DID IT COME ABOUT  ?   WHAT  "CAUSED" IT  ?



WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?


Workmen will visit the credit society office/extension counter only during lunch time/outside normal working hours.

THE EXISTING PRACTICE
LTACCS Administrators  spend all their time in Credit Society Office.


WHAT IS "BAD" ABOUT IT   ?   HOW-DOES IT "HURT"  ?
Adverse effect  on discipline - Unexemplary behaviour


HOW DID IT COME ABOUT  ?   WHAT "CAUSED"  IT  ?



WHAT CAN BE POKE TO CHANGE IT   ?  WHO SHOULD DO  IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?           

LTACCS Administrators will only spend pre-assigned time for LTACCS Work and will be available for productive work on the Shop floor for the rest of the shift.

THE EXISTING PRACTICE

Going to PLA Office for reasons which are not very urgent

WHAT IS "BAD" ABOUT IT  ?   HOW DOES  IT "HURT"  ?

Tendency is to leave the  Shop floor - leading to waste of time for self and others.

HOW DID IT COME ABOUT   ?   WHAT "CAUSED" IT  ?



WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD  DO IT  ?




WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Workmen will not visit PLA for reasons which are not very urgent.

THE EXISTING PRACTICE

Escort the injured even for minor injuries

WHAT  IS  ""BAD")" ABOUT IT ?   HOW DOES  IT "HURT?


Adversely affects effective use of working hours. The attitude reflected is unhealthy

HOW DID IT COME ABOUT  ?   WHAT "CAUSED" IT  ?




WHAT CAN BE DONE TO CHANGE IT  ?   VHP SHOULD DO IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?


Escort will be 'given only where justified and not for minor injuries.
THE EXISTING PRACTICE

Visiting Dispensary for reasons such as Cold/Cough  etc., which are non-industrial in nature and for Pathological Testa/X-rays etc.


WHAT IS "BAD" ABOUT  IT  ?   HOW-DOES IT "HURT " ?

This is done during working  hours leading to waste of productive time  The medical facility is basically provided for first-aid and for pre-employment tests.

.HOW  DID IT COME ABOUT  ?   WHAT  "CAUSED" IT  ?



WHAT CAN BE DONE TO CHANGE IT  ?   VHP  SHOULD DO IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?


Use of Dispensary will be restricted for causes of Industrial Accidents and Emergencies.

(Management Requirements List at 17.3.83-84   Negotiations).

THE EXISTING PRACTICE

Issue related, "to requests for 'Light Work'

WHAT IS "BAD" ABOUT IT   ?                                HOW DOES IT "HURT?

-    Manpower balancing gets disturbed.
-    Number of employees doing "marginal" work goes on increasing causing loss of productive man-hours.
-    effects shop floor morale in general.

HOW DID IT COME ABOUT  ?   WHAT "CAUSED" IT  ?


WHAT CAN BE DONE TO CHANGE IT  ?   VHP SHOULD DO IT  ?


WHAT: "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT  "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL        
US THAT CHANGE HAS TAKEN PLACE?

Reduction in the present population of such "marginal" employees by making them "retire" early.

THE EXISTING PRACTICE

Accident Leave without "warranted" Accident/Injury

WHAT IS "BAD" ABOUT  IT  ?   HOW DOES  IT "HURT"  ?

Mandays lost without  "good-enough" reason. Dishonesty when high  committment is expected. What is worse, "accidents" during II shift,  in the evening, are more frequent and the workman goes home getting himself declared 'unfit'.   This is not even a reported accident, nor there is an accident leave, yet productive hours are lost.

HOW DID IT COME ABOUT   ?   WHAT "CAUSED" IT  ?


WHAT CAN BL DONE TO  CHANGE IT  ?   WHO SHOULD DO IT ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Rejecting requests for being declared "unfit" for not "serious-enough" accidents.

Lowering of incidence of accidents during IInd shift/on Sundays.

We will not find any  'accident-prone' employees.

THE EXISTING PRACTICE

Shop Representatives going to Hospital to see  their sick colleagues during normal working hours.

WHAT IS "BAD" ABOUT IT  ?   HOW DOES IT "HURT?

Affects adversely effective use of working  hours

HOW DID IT COME ABOUT  ?   WHAT  "CAUSED" IT  ?


VHAT CAN BE DONE TO CHARGE IT  ?   WHO SHOULD DO IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Neither Shop Representatives (nor any other workmen) shall go to see their ailing colleague during normal working hours.
(Refer hcp's letter to BKS dated 11.4.1980)

THE EXISTING PRACTICE

Workmen attending Workers'' Education Classes - leave the workplace much before time.                          

WHAT IS "BAD" ABOUT IT  ?   HOW DOES  IT "HURT"  ?

-  Management already has norms regarding extent to which    productive time
  will be 'given up' for Workers' Education    Classes.  The existing practice 
  amounts to deviation from agreed norms and adversely affects effective use of
  working hours.


HOW DID IT COME ABOUT  ?   WHAT  "CAUSED" IT  ?





WHAT CAN  BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN  CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT- CHANGE HAS TAKEN PLACE ?

The agreed norms regarding time concession for attending Workers' Education Classes will be adhered to.

THE EXISTING PRACTICE

Works Committee Members  are hardly available for regular work.

WHAT' IS "BAD" ABOUT IT  ?   HOW .DOES IT "HURT"  ?

unexemplary behaviour on the part of these group leaders and opinion makers; affects adversely use of working hours.


HOW DID IT COME  ABOUT  ?   WHAT "CAUSED" IT  ?


WHAT CAN  BE DONE TO CHANGE IT   ?  VHP  SHOULD SO IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED ? WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL US THAT CHANGE  HAS TAKEN PLACE  ?

Works Committee Members will be available for regular work and will spend time for Works Committee matters only when strictly required to.

THE EXISTING PRACTICE

Tendency on the part of a workman to remain idle rather than take-up work of any other nature, in case work of his  category is not available.

WHAT IS "BAD" ABOUT IT  ?    HOW DOES IT "HURT"  ?

Not following the spirit of the Settlement/Classification.

-    Such idling leads to waste of time, lower productivity
-    higher cost of production.

HOW DID IT COME ABOUT  ?   WHAT  "CAUSED" IT  ?


WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Workman will follow the Settlement to the Spirit and take initiative in making effective use of working hours and not remain idle when work of his category is not available.

THE EXISTING PRACTICE

·              Workmen do not consider productivity improvement by   25%  as their responsibility.

WHAT IS "BAD" ABOUT  IT  ?   HOW DOES IT "HURT" ?

After 'taking' the benefit  of the Settlement, 'giving' not regarded as a responsibility, hence, the  'giving' not whole-hearted and we have unproductive labour practices.



HOW DID IT COME ABOUT   ?   WHAT "CAUSED" IT  ?



VHAT CAN BE DONE TO  CHANGE IT  ?  VHP  SHOULD DO IT' ?




WHAT "CONDITIONS'' WILL PREVAIL WHEN CORRECTED ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Workmen will consider  'productivity improvement by 25% as their responsibility and this positive attitude itself will go  a long way in curbing unproductive  labour practices.

·              This is not a practice by itself but a significant attitude that   influences behaviour i.e. results in unproductive labour practice

THE EXISTING PRACTICE

Workmen and Shop Representatives flouting  procedures pertaining to Mutual Exchange of Shifts

WHAT IS "BAD" ABOUT IT  ?  HOW DOES  IT "HURT"  ?

Non-implementation of Settlement. Foreman's authority taken for granted. Indiscipline. Extra strain on Supervisors to control. Idling of Machines, Production affected. Workmen coming in wrong shifts, cannot be used effectively Shop Representatives reluctant to work in II sniff, neither they exchange shift with co-workmen. Some workmen continuously come in a particular shift so that shift change notice- and attendance cards show different shift continuously.

HOW DID IT  COME ABOUT  ?   WHAT "CAUSED" IT  ?


WHAT CAN BE DONE TO  CHANGE IT  ?   WHO SHOULD DO IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN .PLACE ?

-  Workmen and Shop' Representative shall abide by Clause  7.5    of the
    Settlement.

THE EXISTING PRACTICE

Extend Tea-break  Waiting for Tea and Snacks. (Tea-breaks extended as workmen read Powai Pageant, etc.)

WHAT IS "BAD" ABOUT IT  '?  HOW DOES  IT "HURT"  ?

-     Non-implementation of Settlement.
-    The break instead of refreshing causes obstacle to restart work.
-    Loss of Production time.
-    Indiscipline

HOW DID IT COME ABOUT   ?  WHAT  "CAUSED" IT  ?


WHAT CAN BE DONE TO CHANGE IT   ?  WHO  SHOULD DO IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

There will be effective use of working hours.   Workman will implement Clause 5.6(i) & (ii) and 5.2 of the Settlement. Management Requirement put forth in March 1983 to BKS will be met namely :

During tea break workmen shall not leave their workplace, except for the
purpose of getting tea/snacks.   Workmen shall not assemble at any place
during tea break, go to other departments, attend to personal work or  indulge in any recreational activities.

THE EXISTING PRACTICE

Partial stoppage of work between shifts

WHAT IS ""BAD" ABOUT IT ?   HOW .DOES IT "HURT?

Reflects lack of committment as this affects adversely effective use of working hours

HOW DID IT COME ABOU?   WHAT  "CAUSED" IT ?




WHAT CAN BE DONE TO CHANGE  IT  ?   WHO SHOULD DO IT ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL tell
US THAT CHANGE HAS TAKEN PLACE  ?

Workmen will display committment to the  job and to making effective use of working hours -there will not be partial stoppage of work between shifts.

THE EXISTING" PRACTICE

Tendency to waste  -time at the start and end of the shift and also before  and after Tea/Lunch  recess.

-  Leaving workplace  early 10 to 15 minutes for washing    before lunch  or close of shift.

WHAT IS "BAD" ABOUT IT  ?   HOW DOES IT "HURT"  ?

-    Non-implementation of Settlement Clause 5.6(i).
-    Productive time wasted.
-    Discipline affected.
-    Workmen, by going for lunch early, trying to avail more lunch time for playing cards.

HOW DID IT COME ABOUT   ?   WHAT "CAUSED" IT  ?



WHAT CAN BE DONE TO CHANGE IT  ?   VHP SHOULD DO IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED ? WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL US THAT CHANGE HAS TAKEN PLACE  ?

There will be effective use of working hours Settlement Clause 3.6 will be implemented.

THE EXISTING PRACTICE

Punching of Cards before changing into Uniforms                                     

WHAT IS "BAD" ABOUT IT  ?   HOW DOES  IT "HURT?

-    Non-Implementation of Settlement Clause 5.7.1        
-    Productive time  (shift time) used thereby affecting production.    
-    Tendency of workmen to come late has increased.
-    Discipline affected.

HOW  DID IT COME ABOUT   ?   WHAT "CAUSED" IT  ?


WHAT CAN  BE. DONE TO CHANGE IT  ?   WHO SHOULD DO IT   ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED ? WHAT "QUANTITATIVE/QUALITATIVE"  PROOF WILL TELL US THAT CHANGE HAS TAKEN PLACE  ?_

Clause 5.7.1 of "the Settlement will be implemented, there will be effective use  of working hours.

THE EXISTING. PRACTICE

Spending time  for planning and purchase of materials for Pujas,, Felicitations,  etc.

WHAT IS "BAD"  ABOUT IT ?   HOW DOES IT  "HURT" ?

Pujas/Festivals other than "Dassera Puja" i.e. other than those with  Management Sanction,  are celebrated, for example :

-    PCS - Shiv Jayanti  started in the year 1978;    
-    P-BOT  Ganpathi Puja  started in the year 1977;    
-    P-BOT  X'mas started in the year 1958;    
-    New Machine Puja's  (Refer HCP's letter to BKS of April 1980.

Although  one hour is officially  permitted for celebrating  Dassera puja, employees  spend more time on -  making arrangements for Puja; - collecting requisitions  for Management's  contribution form PWD, going to PWD for collecting Payment Vouchers and going to Cashier for enchashment of Payment Vouchers.

2  to 3 employees from every dept. spend the whole day for Puja.  Preparations for days  for collections,  etc.

Time sperrt unproductively gets multiplied  as shops  are divided more and more.

HOW DID  IT COME  ABOUT  ?  WHAT caused IT ?


WHAT CAN  BE DONE TO CHANGE  IT ?  WHO SHOULD DO IT ?         


WHAT  "CONDITIONS" will PREVAIL WHEN CORRECTED ? WHAT  "quantitative/qualitative"  PROOF WILL TELL  US THAT CHANGE HAS  TAKE. PLACE ?


Workmen  will not spend more time than officially permitted; workmen  will not spend  time out of- normal working hours for any puja other than the officially permitted Dassera Puja.

THE EXISTING PRACTICE

The entire department's workmen want to attend the funeral in the event of co-workman's death

WHAT IS "BAD" ABOUT  IT  ?   HOW DOES IT "HURT"  ?

-    More than the maximum number of persons fixed by  the Works    
Committee leave the workplace to attend the funeral.    (Refer HCP's
letter to BKS April 1980).
-    The Department is left with only 4 to 5 persons.
-    Heavy loss in production.
-    Workmen/Shop Representatives ask for concessional leave.
-    Those not allowed also stand around and waste their time.

HOW DID IT COME ABOUT  ?   WHAT  "CAUSED" IT  ?



WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT ?




WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Only the permissible number of employees, as per the Works Committee norms will leave.


THE EXISTING PRACTICE

Time spent  in Sports Activities during- working- hours

WHAT IS "BAD"  ABOUT IT  ?   HOW DOES IT "HURT"  ?

Adversely affects effective use of working- hours.

HOW DID IT COME  ABOUT  ?   WHAT "CAUSED" IT  ?


WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED ?  
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL 
US THAT CHANGE HAS TAKEN PLACE  ?   

Management Requirement (March 1983)

Workmen will not be allowed  during working- hours to attend to their personal work in  Credit Society, Sports Club, Personnel Department, etc.


THE EXISTING PRACTICE

Loss of productive time  in "trying" of Safety Shoes and exchanging for new safety  shoes,

WHAT IS "BAD" ABOUT IT   ?   HOW 'DOES IT "HURT" ?

Workmen disappear for hours together for this purpose.

HOW DID IT COME ABOU?   WHAT  "CAUSED" IT  ?



WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Productive time will not be wasted  in trying of Safety shoes and exchanging for new safety shoes.


THE EXISTING PRACTICE

Some workmen do not clean  their workplace and sometime leave hardware on the board.

WHAT IS "BAD" ABOUT IT  ?   HOW DOES IT  "HURT?

-    Bad working environment
-    Sometimes quality of output is adversely affected  leading to Customer rejections
-    Creating accident proneness.


HOW DID IT COME ABOUT ?   WHAT  "CAUSED" IT  ?


WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ? 


Better working conditions. -   Less customer rejection.     Safer working conditions.

THE EXISTING PRACTICE


Arranging for Picnic, etc., and spending productive time for :

-    collection  of names and signatures.
-    collection  of money from the' workmen.

WHAT IS "BAD"  ABOUT IT  ?   HOW 'DOES IT "HURT" ?

-  Since this is done during working; hours, productive time is wasted.
-  Workmen not directly  involved in the activities also misuse the situation.       

HOW DID IT COME ABOUT   ?  WHAT  "CAUSED" IT  ?


WHAT CAN BE DONE  TO CHANGE IT  ?   VHP SHOULD DO IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE ?

More effective use of working hours.   Collection  of names and signatures should not be done in normal working hours.

THE EXISTING   PRACTICE                                              

Reading Powai Pageant, Newsletter, Productivity Bulletins, etc., during normal working hours.

WHAT IS "BAD" ABOUT  IT  ?   HOW DOES IT "HURT"  ?

Considerable amount of time is wasted in reading these and discussing the contents during working hours.

HOW DID IT COME ABOUT  ?   WHAT  "CAUSED" IT  ?


WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?





WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL US THAT CHANGE HAS TAKEN PLACE  ? 

More effective use of working  hours.
Reading of Powai Pageant etc. shall be done in Lunch break/ outside normal working hours.


THE EXISTING:- PRACTICE

Breaking for lunch earlier  than the scheduled time -1st lunch break/ 2nd lunch  break and 3rd lunch break

Leaving place of work for canteen earlier. Stopping work but not leaving the department.

WHAT IS "BAD"  ABOUT IT  ?   HOW DOES IT "HURT"   ?

Loss of Productive Time -
-    Loss of discipline
-    Needs more policing
-    Disturbs canteen service

HOW DID IT COME ABOUT   ?   WHAT "CAUSED" IT  ?


WHAT CAN BE BONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?


WHAT "CONDITIONS" WILL PREVAIL WHEN  CORRECTED  ?
WHAT "QUANTITATIVE/ QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?_

Workmen will not break for lunch earlier than the  scheduled time

THE EXISTING PRACTICE

Getting ready to leave, as early as an hour, before actual closing time. 

WHAT IS "BAD"  ABOUT IT  ?   HOW DOES IT "HURT"  ?

Loss of Productive Time
-    Loss of discipline
-    Needs more policing
-    Disturbs canteen service

HOW DID IT COME ABOUT  ?   WHAT  "CAUSED" IT ?


WHAT CAN BE DONE TO CHANGE IT  ?   WHO SHOULD DO IT  ?



WHAT "CONDITIONS" WILL PREVAIL WHEN CORRECTED  ?
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT CHANGE HAS TAKEN PLACE  ?

Workmen will not get ready  to leave before actual closing time.

H. C. PAREKH