Production Incharge

1. MANPOWER MANAGEMENT & MANPOWER COST (MAIN FOCUS)

• Decide the right number of workers needed for each machine and each line to meet the daily target - not more, not less.

• Reduce the number of workers used per shift wherever possible, without reducing production.

• Track manpower cost every day and compare it to production output - the goal is maximum output per worker, at the lowest manpower cost.

• Cut overtime hours by planning and managing manpower better.

• Work towards removing the night shift completely, by making day and evening shifts efficient enough to cover the full target.

• Train workers to handle more than one machine or job, so fewer workers can run more stations.

• Remove unnecessary manpower stages - any point in the process where extra workers are placed but not adding real value.

• Handle attendance, shift roster, and daily manpower deployment across the shop floor.

• Train supervisors and line in-charges to run their line independently, with the least number of workers, without dropping output or quality.

2. PRODUCTION PLANNING

• Make the daily, weekly, and monthly production plan for press shop, pipe bending, welding, and fabrication.

• Make sure material planning is done on time - no line should stop because material was not ready.

• Set the priority of jobs (which order to run) based on customer requirement and dispatch plan.

• Break the plan into hour-by-hour targets for each machine, not just a shift-end number.

3. LINE BALANCING & EFFICIENCY

• Balance manpower and machines on each line so that no worker or machine sits idle.

• Remove bottlenecks that slow down the full line.

• Find out why night shifts and low-efficiency shifts are happening, and fix the reason permanently.

4. PRODUCTION COST REDUCTION

• Reduce cost per part, with manpower cost as the main lever.

• Reduce scrap, rework, and rejection through better process discipline.

• Find and implement cost-saving ideas on the shop floor - consumables, power, tooling, changeover time.

5. DAILY REPORTING

• Give hourly production reports for every machine - output against target.

• Give daily downtime reports - which machine stopped, for how long, and why.

• Give breakdown reports - when it happened, when it was fixed, and the reason.

• Reports should be quick and clear, so problems are caught the same shift, not the next day.

6. KAIZEN (CONTINUOUS IMPROVEMENT)

• Run regular Kaizen activities on the floor to improve cycle time, layout, and material flow.

• Keep a simple running list of improvements raised and closed.

7. PROBLEM SOLVING

• Walk the shop floor daily to catch problems that reports may not show - idle time, small stoppages, wasted movement.

• Find the root cause of repeat problems (breakdowns, low-efficiency shifts, rejections) and fix them permanently, not temporarily.

• Inform the Plant Head about any issue that needs support beyond the shop floor.