2012064_Abegail de Melo_Glenmark_SIP Final Report

8/11/2019 2012064_Abegail de Melo_Glenmark_SIP Final Report

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Analysis of Occupancy andManpower Utilization Levels toExplore Solutions to optimize thesame.

G l e n m a r k G e n e r i c s L t d .

G o a P l a n t

A b e g a i l D e M e l o

S u m m e r T r a i n e e , H u m a nR e s o u r c e s

7 t h J u n e , 2 0 1 3


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Analysis of occupancy and manpower utilization levelsof employees to explore solutions to optimize the same.

Summer Project

Submitted by:

Abegail De Melo

Submitted to:

Prof. Christo Fernandes

For the award of the

POSTGRADUATE DIPLOMA IN MANAGEMENT

GOA INTITUTE OF MANAGEMENT, GOA


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ACKNOWLEDGEMENT

A summer internship is a golden opportunity for learning and self-development. I considermyself very lucky and honoured to have so many wonderful people lead me through incompletion of this project.

I would like to extend my sincere gratitude to my project guide at Glenmark Generics Ltd. Mr.Arvind Kuri, Senior Manager Human Resources, for his invaluable guidance and advice. Heprovided me immense support throughout the project.

My grateful thanks to Mr Shailesh Laul, Vice President Operation, who inspite of being extraordinarily busy with his duties, took time out to hear, guide and keep me on the correct path. A

humble Thank you Sir.

I also take this opportunity to thank Ms. Deepti Dixit of the HR Team for their constant supportand help at every step of my project.

Additionally, I would also like to thank my institute, Goa Institute of Management (GIM) forproviding me with the opportunity to work with Glenmark Generics. This project has given mewith vast exposure and learning.

Finally, an honorable mention goes to my Faculty guide Mr., Christo Fernandes, who guided me

throughout the project, right from its inception, until the completion of this report.


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Table of Contents:

Executive Summary..................................................................................................................................

Purpose ..................................................................................................................................................Background ...........................................................................................................................................

Expected Outcome ................................................................................................................................

Glenmark- A brief overview.....................................................................................................................

Glenmark Pharmaceuticals Ltd. ...........................................................................................................

Glenmark Generics Ltd. ........................................................................................................................

Glenmark Generics Ltd Goa Plant. .....................................................................................................

Glenmark Vision and Values..................................................................................................................

Problem Definition....................................................................................................................................

Objective. ..............................................................................................................................................

Scope. ....................................................................................................................................................

Literature Review......................................................................................................................................

Time and Motion Studies. .....................................................................................................................Most Method. ........................................................................................................................................

Methodology..............................................................................................................................................

Process Flow..............................................................................................................................................

Granulation ...............................................................................................................................................

The Process. ..........................................................................................................................................

Observations. ........................................................................................................................................Compression.............................................................................................................................................

The Process. ..........................................................................................................................................

Observations. ........................................................................................................................................


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Coating .....................................................................................................................................................

The Process. ..........................................................................................................................................

Observations. ........................................................................................................................................

Inspection .................................................................................................................................................

The Process. ..........................................................................................................................................

Observations. ........................................................................................................................................

Additional Observations. ......................................................................................................................

Other Studies ............................................................................................................................................

Occupancy of Officer. ...........................................................................................................................

Occupancy of Junior Officer .................................................................................................................

Consolidated Observation.........................................................................................................................

Suggestions(Granulation, Compression, Coating & Inspection)............................................................... 2

Packing .....................................................................................................................................................

Part time employee utilization in packing ............................................................................................

Current Scenario. ..................................................................................................................................

Daily Utilization. ..................................................................................................................................

Suggestions(Packing)................................................................................................................................

References.................................................................................................................................................

List of Tables:

Table 1:Task performed by Officer ..........................................................................................................

Table 2: Task performed by Junior Officer ...............................................................................................

Table 3: Task performed by Officer ..........................................................................................................


Table 5: Task performed by Officer ..........................................................................................................


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Table 7: Additional observations made for inspection facility ................................................................

Table 8:Occupancy of Officer ..................................................................................................................

Table 9: Occupancy of Junior Officer ......................................................................................................

Table 10:Consolidated Observation .........................................................................................................

Table 11: Daily Utilization ........................................................................................................................

List of Figures:

Figure 1:Process Flow ..............................................................................................................................

Figure 2: Occupancy of an Officer ...........................................................................................................

Figure 3: Occupancy of Junior Officer .....................................................................................................


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1. EXECUTIVE SUMMARY

Purpose

When you can measure what you are speaking of and express it in numbers you know that on

which you are discoursing. But if you cannot measure it and express it in numbers, your

knowledge is of a very meager and unsatisfactory kind.

-Lord Kevin

There are a number of reasons for wanting to know the amount of time a particular task

should take and what is the level of engagement of each employee with his job. One reason

could be sheer curiosity but mainly:

To accomplish planning Determine Performance

Knowing the time to manufacture and assemble various parts and/or components, a manager

could: Determine the total labour cost for a product or service Determine the number of workers and staff needed

Measure individual or departmental performance Implement a performance based pay system

Knowing how much time it takes to perform certain tasks enables a manager to achieve andmaintain a high utilization of personnel, material and equipment. This will make sustainableorganizational growth possible.

Background

Glenmark Pharmaceuticals Ltd. (GPL) is a research-driven, global, integrated pharmaceutical

company. Glenmark is a leading player in the discovery of new molecules both NCEs (new

chemical entity) and NBEs (new biological entity) with five molecules in various stages of

clinical development. The company has a significant presence in branded generics markets

across emerging economies including India. Its subsidiary, Glenmark Generics Limited has a


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fast growing and robust US generics business. The subsidiary also markets APIs to regulated

and semi-regulated countries.

Glenmark employs over 10,000 people in over 80 countries. It has thirteen manufacturing

facilities in four countries and has five R&D centres. Glenmark Generics Ltd., Goa Plant

employs 875 individuals working in different roles. We have 706 people working in the OSD

(Oral Solid Dosage), 22 people working in the Semi Solids Facility and 147 people working the

in Hormone Facility.

The scope of my project is limited to the OSD facility which employs the maximum number of

employees. Managing 706 people and ensuring that the company gets itsmoneys worth is a

daunting task. Therefore it is essential for the company to know exactly for how long itsemployees are occupied. Knowing this it will be easier for the company to plan its task in a

better way so that its man power utilizations are at optimum levels.

Expected Outcome:

At the end of the project we will have the occupancy levels of Officers and Junior Officers in

the following facilities:

Granulation Compression Coating Inspection

We will have suggestions to optimize the same.

Within the packing facility we will check the current utilization levels of part time employees

and devices a system to optimize the daily utilization levels.


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2. Glenmark- A Brief Overview

Glenmark Pharmaceuticals Ltd. (GPL):

Glenmark Pharmaceuticals Ltd. (GPL) is a research-driven, global, integrated pharmaceutical

company. Glenmark is a leading player in the discovery of new molecules both NCEs (new

chemical entity) and NBEs (new biological entity) with five molecules in various stages of

clinical development. The company has a significant presence in branded generics markets

across emerging economies including India. Its subsidiary, Glenmark Generics Limited has a

fast growing and robust US generics business. The subsidiary also markets APIs to regulated

and semi-regulated countries. Glenmark employs over 10,000 people in over 80 countries. It

has thirteen manufacturing facilities in four countries and has five R&D centres.

Since getting listed on the stock exchange in 2000 when Glenmark registered revenue of USD32 Million, the company is currently ranked among the World's top 100 Pharmaceutical &Biotech companies*. Recently, Glenmark has been chosen as the 'Best Company AcrossEmerging Markets' 2011, and recognized for the 'Best Overall Pipeline' 2011 by SCRIP, thelargest selling and most respected pharmaceutical magazine in the world. SCRIP had alsorecognized Glenmark as 'Best Pharmaceutical Company in the World SME' and 'BestCompany in an Emerging Market' in 2008.

Other awards and recognitions received by the company include the "Best under a BillionDollar companies in Asia" for 2008 by Forbes, a leading international publication, "IndianInnovator Pharmaceutical Company of the Year - 2010" by Frost & Sullivan, and Gold PatentAward 2011 in the categories of API Formulations & Export of bulk drugs (Non Biological) byPharmexcil.

Glenmark Generics Limited (GGL):

Glenmark Generics Limited (GGL) is a subsidiary of Glenmark Pharmaceuticals Limited andaims to become a leading integrated global generics organization. The business comprises of US

Generics, Europe generics, the API business and the Oncology business. GGL focuses on

developing, manufacturing, selling, and the distribution of generics products through


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wholesalers, retailers and pharmacy chains etc. GGL focuses on key niche segments including

Dermatology, Hormones, Controlled Substances, Oncology, and Modified Release Products.

GGL has an established presence in North America, European Union (EU) and Argentina and

maintains marketing front-ends in these countries. GGL also develops, manufactures, marketsand distributes active pharmaceutical ingredients (APIs) to other pharmaceutical companies. It

markets around 65 APIs globally in approximately 65 countries, including the US, various

countries in the EU, South America and India. GGL has so far filed 41 DMFs (Drug Master Files)

with the US-FDA.

Glenmark Generics Limited (GGL) Goa Plant:

GGL has three plants in Goa, India, one each for manufacturing oral solids, semi solids and

hormones (oral solids) for the US and UK markets. The facilities are approved by regulatory

bodies like US-FDA, TPD (Canada), MCC (South Africa), WHO-GMP, ANVISA (Brazil) and

MHRA (UK). The monthly capacity of the Oral solids plant is 400 million tablets and 50 million

capsules. For the semisolid plant, the monthly capacity is 2.75 million tubes and the installed

capacity of the Hormone plant is 40 million tablets per month. The three manufacturing

facilities are spread over an area of around 20 acres.


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3. Glenmark- Vision and Values:

Our Vision

To emerge as a leading integrated research based global pharmaceuticalcompany

Our Values

Achievement

We value achievement of objectives and consistently strivetowards our Vision, with perseverance.

Respect

We respect all our stakeholders.

Knowledge

We value knowledge such that it empowers our people to findinnovative solutions to manage change


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5. LITERATURE REVIEW

Time and Motion Study:

Time and motion study is the scientific study of the conservation of human resources in thesearch for the most efficient method of doing a task. A fascination with the word efficiency

began in the late 19th and early 20th centuries when it was considered one of the most

important concepts. Time study began in the 1880s as a means of wage-rate setting by

Frederick W. Taylor, who is regarded asthe father of scientific management. It consists of a

wide variety of procedures for determining the amount of time required, under certain

standard conditions of measurement, for tasks involving some human activity.

Motion study was developed by Frank B. Gilbreth and Lillian M. Gilbreth and consists of a wide

variety of procedures for the description, systematic analysis, and means of improving work

methods. It is difficult to separate these two aspects completely. Therefore, the combined term

usually refers to all three phases of the activity: method determination, time appraisal, and

development of material for the application of these data. Frank and Lillian also broadened

scientific management by including the human element, therefore using psychology to gain the

cooperation of employees.

Motion and time analysis could be used to help find a preferential way of doing the work and

could assist in effectively managing or controlling the activity. This approach has been

successfully applied to factories, hospitals, department stores, housework, banks, cafeteria

work, libraries, music, and to many other human activities as well. For instance, factories have

used it to reduce wasted time and improve the time to compete a task, while banks use it to

help team members reach their sales goals.

The goal of a time and motion study is not simply efficiency. These studies are done to create a

baseline that can be used in the future when evaluating procedural, equipment, or personnel

changes. The goal can be to understand the skills required to enable individuals to perform the

work and, thus, to provide the correct training. Another may be to reduce the excess of

manpower and thus leading to an efficient manpower utilization which is the need of the hour.


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6. METHODOLOGY

o Understand the various activities conducted in the Granulation, Compression,

Coating, Inspection and Packing facilities in the OSD (Oral Solid Dosage) facility

of the plant. o Visit the Compression, Coating and Inspection facilities and calculate the time

for which the employee is occupied with his job.o Visit the Granulation facility and check if the values are in agreement with that

measured by GGL.o Conduct a data analysis.o Evaluate the process at micro level. Categorize the activities as Value Added

(VA), Essential Non Value Added (NVA) & Non-essential Non Value Added. o Compare the obtained reading with the ones submitted by GGL and UMAS. o Give plausible reasons for the mismatch in the readings. o Make suggestions for optimizing the occupancy levels in the Granulation,

Compression, Coating and Inspection facilities.o Get a thorough understanding of the casual employee utilization in the packing

department.

o Design a system to calculate the utilizations on a daily basis and finally makesuggestions on how to improve the same.


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8. Granulation:

The process:

In the pharmaceutical industry, granulation refers to the act or process in which primarypowder particles are made to adhere to form larger, multi particle entities called granules. It isthe process of collecting particles together by creating bonds between them. Bonds are formedby compression or by using a binding agent. Granulation is extensively used in themanufacturing of tablets and pellets (or spheroids).

The granulation process combines one or more powder particles and forms a granule that willallow tableting or spheronization process to be within required limits. This way predictable andrepeatable process is possible and quality tablets or pellets can be produced using tabletting orspheronization equipment.

Granulation is carried out for various reasons; one of those is to prevent the segregation of theconstituents of powder mix. Segregation is due to differences in the size or density of thecomponent of the mix. Normally, the smaller and/or denser particles tend to concentrate at thebase of the container with the larger and/or less dense ones on the top. An ideal granulationwill contain all the constituents of the mix in the correct proportion in each granule andsegregation of granules will not occur.

Observation:

The methodology that I chose to measure the readings for the granulation facility is a littledifferent from the methodology I followed for the rest of the facilities. The reason for this beingthat Granulation is a much bigger facility with multiple processes going on simultaneously. Sorather than taking readings myself I chose to check if the readings collected at GGL match thatof what actually happens.

What I observed was that the readings matched nearly 99% of the times with minor differencesin timings. The differences were negligible. Therefore in conclusion the occupancy levels asfound by me match the occupancy levels as calculated by GGL.

Occupancy of the Officer: 27

Occupancy of the Junior Officer: 53


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Task performed by the Junior Officer:

TASK DURATION CLASSIFICATIONGowning 5 ENVALC taken QA 2 ENVAMachine labelling 4 ENVAArrangement of poly bag and silica 6 ENVAAssembling of lower cam 7 ENVAPunch and die setting 57 ENVAAssembling of lower punch safety rail 3 ENVAAssembling of dust caps 5 ENVAassembling of scraper plate 4 ENVAassembling of recirculating plate 4 ENVAAssembling of feeder 15 ENVA

Setting of feeder 10 ENVAAssembling of hopper 6 ENVAAssembling of discharge chutes 6 ENVAAssembling of dust collector pipes 6 ENVAassembling of metal detector 6 ENVAAssembling of deduster 7 ENVAAssembling of hose pipe deduster 3 ENVAChecking of machine setting 27 ENVAIssuance of Empty container for good tablets 5 ENVAPlacing the polybags in HDPE container 3 ENVA

De Gowning 3 ENVALunch Break 35 NENVAGowning 5 ENVALoading in the material 10 VASetting tablet parameter 27 ENVADocumentation 7 ENVASetting tablet parameter 9 ENVASetting on control panel 7 ENVAStart machine and continuous checking oftabs 32 ENVA

Table 2

VA 10ENVA 281NENVA 35Occupancy 60.63


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10. Coating:

The Process:

Many tablets today are coated after being pressed. Although sugar-coating was popular in thepast, the process has many drawbacks. Modern tablet coatings are polymer and polysaccharidebased, with plasticizers and pigments included. Tablet coatings must be stable and strongenough to survive the handling of the tablet, must not make tablets stick together during thecoating process, and must follow the fine contours of embossed characters or logos on tablets.Coatings are necessary for tablets that have an unpleasant taste, and a smoother finish makeslarge tablets easier to swallow. Tablet coatings are also useful to extend the shelf-life ofcomponents that are sensitive to moisture or oxidation. Special coatings (for example with

pearlescent effects) can enhance brand recognition.

If the active ingredient of a tablet is sensitive to acid, or is irritant to the stomach lining, an

enteric coating can be used, which is resistant to stomach acid, and dissolves in the less acidic

area of the intestines. Enteric coatings are also used for medicines that can be negatively

affected by taking a long time to reach the small intestine, where they are absorbed. Coatings

are often chosen to control the rate of dissolution of the drug in the gastrointestinal tract. Some

drugs will be absorbed better at different points in the digestive system. If the highest

percentage of absorption of a drug takes place in the stomach, a coating that dissolves quicklyand easily in acid will be selected. If the rate of absorption is best in the large intestine or colon,

then a coating that is acid resistant and dissolves slowly would be used to ensure it reached that

point before dispersing


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Observation:

Task performed by an Officer:

Table 3

TASK DURATION CLASSIFICATION

Wait for LC 45 NENVALine clearence of Coating area with IPQA 10 ENVADegowning 2 ENVAcollect the material from quarantine 5 ENVADegowning 6 ENVAPress.diff.checking of airlock 6 ENVAGowning to enter to core area. 6 ENVAChecking the cleaning of the wash area and labelling with respect to the condition 5 ENVAMonitoring of environmental conditions & press.differnce 5 ENVAInstruction to Store person for issuance of Misc. items 2 ENVALeft for break 20 NENVAActual batch verification & documentation 5 ENVA

Segregation of compressed tablets lotwise 2 ENVADegowning 2 ENVADeposition of remaining lots in quarantine. 5 ENVAGowning 3 ENVAVerification & documentation of Coating material 10 ENVAPurified water weighing & temp. checking 2 ENVAPreparation of coating solution & Documentation 2 ENVASupervision 4 ENVADocumentation 2 ENVATesting the coating machine 2 ENVAdocumentation 2 ENVASupervision 2 ENVAHelped in getting out the coating solution from the solution preperation room 1 ENVASetting up the coating machine 4 ENVATesting the guns of the spray 5 ENVASupervision 7 ENVAInstructing the Jr. Officer 2 ENVADocumentation 4 ENVAStood idle 2 NENVASetting control panel parameters 3 ENVACleared out the wastes from the room 1 NENVASetting parameters and documentation 5 VAStarted the machine 3 VASupervise and continuosly monitor the screen 13 ENVADocumentation 1 ENVA

Supervision 7 ENVADocumentation 3 ENVASupervision 2 ENVALeft for lunch break 30 NENVAWearing of secondary gown 3 ENVASupervision 4 ENVA


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VA 8ENVA 149

NENVA 98Occupancy 32.71

Tasks performed by a Junior Officer:

Table 4

2 people1 Junior

OfficerVA 60 30ENVA 354 177NENVA 111 55.5

Occupancy 43.13

TASK DURATION CLASSIFICATION

Wait for LC 40 NENVALC from QA 10 ENVADegowning 3 ENVAcollect the batch and other material from quarantine 45 ENVAverification 30 ENVASegragation of tablets lotwise 30 ENVAGowning to enter to coating area. 8 ENVAWeighing of purified water for solution prepration 10 ENVAStirring of purified water to form the vertex 20 VAAddition of coating material in purified water 10 VAAssembling of silicon tube 20 ENVALunch break 45 NENVALoading of core tablets 40 VARemoval of solution vessele from stirring after comletion 12 ENVAAttachment of sieve and pot 12 ENVAFiltration of solution 30 VAVerification of weight of tablets on weighing balance 24 ENVASetting the solution vessel 4 ENVAPreparing for bringing out the solution from the solution room 4 ENVASetting up the gun for gun validation 29 ENVAEntered the wash area to dispose off used poly bags 1 ENVA

Setting of guns 6 ENVALeft for break 15 NENVATime to wear secondary 3 ENVAHad to leave again due to shortage of gloves 11 NENVAweighing the tablets 3 ENVAMaking changes and documentation 6 ENVAChecking the tablets, changing parameters and documentation 54 ENVA


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11. Inspection:

The process:

Following the coating process the tablets need to be inspected to ensure that the tablets withany kind of defect post coating are discarded. This is very essential because defective tablets

should not be packed. If the batch has a high percentage of defective tablets then the inspection

is done by placing the tablets on a conveyor belt and then inspecting. However if the batch is

found to be good with very few defects then the inspection is performed offline by spreading

the tablets on a table and checking for defects.

Observation:

Task performed by Officer:

Task Duration ClassificationDocumentation 18 ENVALine Clearance 6 ENVASupervision 23 ENVATotal 47

Table 5

Occupancy 20.43

Task performed by Junior Officer:

TaskNumber of

people Time Duration ClassificationType Bcleaning 5(operators) 13:06-14:00 54 ENVAWait for LC 14:00-14:33 33 NENVA

LC1

(supervisor) 14:33-14:39 6 ENVAWait 14:39-14:47 8 NENVA


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Getting in thetablets andsetting up thepoly bags 5 (operators) 14:47-15:11 14 ENVAInspection 7 (operators) 15:11-17:06 115 VA

Table 6

Occupancy 70

Additional observations made for inspection facility:

Containernumber Duration

Number ofoperatorsat the table

Operatorsperformingother functions Comments

1 9 4 3

From container 1 to container 8 we had 4 peoplesitting at the table. The average time for inspectionper container was 6.75 minutes. One out of thethree people performing other functions*, is alwaysfree.

2 8 4 33 8 4 34 6 4 35 6 4 36 6 4 37 5 4 3

8 6 4 39 7 3 2

From container 9 to container 17 we had 3 peoplesitting at the table. The average time for inspectionper container was 6.79 minutes. 2 peopleperforming other functions*, and both occupied atall times.

10 7 3 211 9 3 212 8 3 213 5 3 214 6 3 215 6 3 216 5 3 217 8 3 2

* Other functions: 1 person to bring the drum and load the tablets on the table and another toweigh the inspected tablets ensure the weight of 10 kgs per small container.

Table 7


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12. Other studies:

Two more similar projects were conducted. One was conducted internally at GGL itself andanother by UMAS (Unique MOST Applications & Solutions Ptv. Ltd). The following are the

results comparing all the three findings.

Occupancy of an officer:

Percentage occupancy as perFacility UMAS GGL MY PROJECT

Granulation 4 27 27Compression 39 54 41

Coating 1 35 32Inspection 5 28 20

Table 8

Figure 2

0

20

40

60


UMAS

GGL

MY PROJECT


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Occupancy of a Junior Officer:

Percentage occupancy as perFacility UMAS GGL MY PROJECTGranulation 17 53 53Compression 48 64 60Coating 26 52 43Inspection 41 78 70

Table 9

Figure 3

As seen in the above tables and graphs, the occupancies of the employees lies somewhere inbetween that calculated by UMAS and GGL.

0

50

100


UMASGGL

MY PROJECT


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Labor). This will avoid delays introduced in calling and arranging for people at a laterstage.

The number of part time employees assigned to an inspection process must be reducedfrom 7 to 6.


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15. Packing:

Pharmaceutical packaging has to be carried out for the purpose of the safety of thepharmaceutical preparations in order to keep them free from contamination, hinder microbial

growth, and ensure product safety through the intended shelf life for the pharmaceuticals.Packaging is a critical tool in the pharmaceutical industry for product delivery and regulatorycompliance.

Part time employee utilization levels in the packing department:

Manpower Utilization:

Manpower utilization is a business concept that describes how effectively a business uses itsmanpower or employees. Businesses commonly use the concept of manpower utilization toevaluate output in relation to labor costs. Additionally, businesses use this concept to find newways to more effectively harness the output of labor.

In business, the employees are an important contributing factor to the organization and alsoone of the most expensive contributing factors. Not only does a company pay wages to itsemployees, but it typically invests in employees by paying for their. Thus, for a company tomaximize its chances of success, it needs not only to understand its manpower utilization but

also to work toward achieving optimal use of its workforce.

(Brian Bass)

Present Scenario in the packing department:

Currently there is no well-defined system that tracks the daily utilization of the part time

employees in the packing department. A need for this system arises because a large number of

part time employees are part of this department.


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Daily utilization:

I have calculated the daily utilization of manpower for a period of 10 days starting from the

21st of April to the 30th of April. The following are my observations:

Table 11

Average daily utilization = 43.13%

Date 21 22 23 24 25 26 27 28 29 30

S1 69 55 55 55 55 55 55 50 55 55

S2 69 55 55 55 55 55 55 50 55 55

Total Hours in mins 99360 79200 79200 79200 79200 79200 79200 72000 79200 79200

Minus Break hours in mins 86940 69300 69300 69300 69300 69300 69300 63000 69300 69300

PTE 4 4 4 4 4 4 4 4 4 0

Time 30 505 645 250 856 972 640 351 465 0

Total 120 2020 2580 1000 3424 3888 2560 1404 1860 0

PTE 0 4 4 4 4 4 4 4 4 4

Time 0 385 480 810 905 280 170 810 1102 1014

Total 0 1540 1920 3240 3620 1120 680 3240 4408 4056

PTE 0 0 0 4 4 4 4 0 4 0

Time 0 0 0 675 40 1083 340 0 585 0

Total 0 0 0 2700 160 4332 1360 0 2340 0

PTE 8 8 8 8 8 6 8 8 8 8

Time 456 1285 1205 1296 865 831 615 545 675 838

Total 3648 10280 9640 10368 6920 4986 4920 4360 5400 6704

PTE 0 0 0 5 0 0 0 0 4 5

Time 0 0 0 285 0 0 0 0 30 390

Total 0 0 0 1425 0 0 0 0 120 1950

PTE 6 8 8 8 8 6 6 8 6 6

Time 465 405 918 360 700 755 915 725 1110 665

Total 2790 3240 7344 2880 5600 4530 5490 5800 6660 3990

PTE 8 6 6 6 8 7 7 8 8 8

Time 452 780 930 707 845 1105 920 1060 308 930

Total 3616 4680 5580 4242 6760 7735 6440 8480 2464 7440

PTE 0 4 4 4 4 0 0 4 4 4

Time 0 30 320 775 180 0 0 210 210 560

Total 0 120 1280 3100 720 0 0 840 840 2240

Misc 10080 10080 10080 10080 10080 10080 10080 10080 10080 10080

Daily Total 20254 31960 38424 39035 37284 36671 31530 34204 34172 36460

Utilisation Percentage 23.30 40.35 48.52 49.29 47.08 46.30 39.81 47.51 43.15 46.04

H2 Bottle 2

H3

Bottle 3

Blister 4

PTE

H1

Blister 1

Blister 2

Blister 3

Bottle 1

offline


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As seen above the average daily utilization is 43.13%. The following could be the reason for the

poor utilization levels:

The plans of packaging are not fixed and change multiple times.

The daily need for the number of employees is not judged appropriately. No system in place that accurately decides the number of part time employees needed

on a particular day. A weekly forecast of required number of part time employees is sent to HR. No major rewards and recognition program to help motivate the part time employees to

put in extra efforts.

There are a number of factors that keep changing and this leads to a number of changes in thepackaging plans. So this doesnt fall under the direct control of the packing department.

However the rest of the above mentioned points fall within the control of this department.


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16. Suggestions: (Packing)

The weekly forecast method needs to be eliminated. The daily requirement of manpower needs to be calculated based on the daily

packaging plan. The following can be used to judge the daily requirement:

By making use of an excel sheet we can return the maximum people needed per line and alsothe total number of people required as shown above.

The use of part time employee hours per line of packing needs to be documented in the

fashion followed in table 11. This will give the idea of daily utilization. This will help

track the wasted man-hours in a better fashion. Using the above method of forecasting daily utilizations and then calculation the daily

utilizations at the end of the day, by trial and error method we can reach a method of

optimizing the part time employees. This will prove very beneficial in the long run and

help in cutting costs on wages. In order to motivate the part time employees to put in extra efforts and work more

efficiently I can propose the following plan:o Give the operators, senior managers and shift incharge coupon books.o The coupons will each be of 10 points.o These can be given out to those part time employees that put in extra efforts and

do jobs by going out of their way.o The employees can then collect theses points and exchange them for small

prizes. These prizes could include small house hold items like pressure cookers,

tiffin boxes, frying pans, hot pots etc. based on the number of points that they

have collected, the minimum being 100 points.

Date: Shift:H2

Blister 1 Blister 2 Blister 3 Bottle 1 offline Bottle 2 Bottle 3 Blister 4

MAXIMUM 0 0 0 0 0 0 0 0 Total people required 0

H1 H3


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The above method will motivate the employees to work harder and better, thus

improving the quality of work they do.


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17. REFERENCES

ibliographyBrian Bass. (n.d.).

Brian Bass. (n.d.). Retrieved from smallbusiness.chron.com/manpower-utilization-13122.html.

Steven Harper, F.-T. M. (2013). Time and Motion studies.

www.scott-grant.co.uk . (n.d.). Retrieved from www.scott-grant.co.uk: http://www.scott-grant.co.uk/pages/the-most-technique.php

2012064_Abegail de Melo_Glenmark_SIP Final Report

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