Winning Hearts and Minds wo pwd PDF

 Table 1: Workforce strength in Duke & Sons plant Year Staff Permanent Temporary Total Workers Workers 1994 42 493 25...

 Table 1: Workforce strength in Duke & Sons plant Year Staff Permanent Temporary Total Workers Workers 1994 42 493 257 792 1995 41 309 160 510 1996 32 284 140 456 1997 38 280 130 448 1998 42 277 121 435 1999 36 233 65 334 2000 34 230 45 309 2001 37 227 45 309 2002 36 225 45 306 2003 35 223 45 303 2004 26 218 45 289 2005 25 215 45 285 2006 22 212 45 279 Source: Company records  Table 2: Number of employees opting for VRS 1st V.R.S. 2nd VRS 3rd VRS Total (1995) (1996) (1998) Permanent 184 25 41 250 Temporary 97 17 50 164 Total 281 42 91 414  Table 3: Features of VRS 1st VRS 2nd VRS 3rd VRS March-95 January-96 May-98 60 days wages + 60 days wages + 75 days wages + gratuity +15 days Permanent gratuity (for each gratuity (for each Ex gratia (ad hoc ) Employees completed year) completed year) + Early Bird – Rs. 25,000 cash or gift Early Bird - Rs. items 25,000 Mediclaim policy of Rs.70,000 up to 60 years age Minimum compensation assured Rs. 2,70,000 including gratuity Temporary 60 days wages 60 days (for each Worked up to 5 years - Rs. 1,25,000 Employees only (for each completed year) + (including gratuity) completed year) Rs.10,000 lump More than 5 & up to 10 years – sum Rs. 1,50,000 (including gratuity) More than 10 & up to 15 years – Rs. 1,75,000 (including gratuity) More than 15 years – Rs. 2,00,000 (including gratuity) Gift of Mixer Grinder (worth Rs.2,200) was given extra to all those who opted.  Table 4: Achievements of work agreements 2001 2006 Ceiling of variable DA Only critical workstations will be manned by Ceiling of bonus permanent employees 10400 NPCI man-days saved Line to run continuously for eight hours/shift Reduction in line manning and other areas with staggered lunch break for workmen Flexibility - work one level below Complete flexibility across line, skills and Reduction of 20 restrictive practices functions Maintenance workmen to work on line and other areas, as and when required Staggering of weekly offs Operators to do changeover of equipment Source: Information provided by company  Exhibit 1 52 Sample Job Description Job Description for the Post of Filler A Operating Skills 1 Knowledge of Safeties on Filler 2 Knowledge of Sensors on Filler 3 Knowledge of Operating Panel 4 Pneumatic operation of Lift Cylinder 5 CIP of Filler 6 Date Coder operation a. Changing of Reservoir b. Coding operation c. Programming of Coder 7 Lubrication of Conveyors a. Level of SU Source b. Ratio Setting c. SU Dosing & its mechanism 8 Lubrication of Filler 9 Cleaning & Setting of Valves 10 Vent tube Setting 11 Tulip checking 12 Bottle Filling Operation - Complete cycle 13 Crowner operation a. Crown dumping b. Crowner Head Setting c. Auto / Manual operation 14 Setting of Counter Pressure 15 Beverage in Filler – Procedure 16 Float Level control of Filler 17 Conveyor panel operation 18 Controls of Conveyor related to Filler 19 Filler Start - Auto mode 20 Bottle Burst Procedure & Water jet spray 21 Adjustment of Filler Height 22 Setting of Strikers 23 Locking of Crowner 24 Flushing of Filler 25 Beverage temperature for Filling 26 Pressure less Combiner operation 27 Air Washer operation 28 Leakage testing of Filler 29 Cleaning of Filler a. for Mould b. for Rust c. Swab test B Maintenance Skills 1 Technical data of machine a. Make, Model & Capacity b. RPM, Power Supply Requirement c. Drives, Drive Ratio 2 Motor - Make, Capacity, RPM 3 Main Drive Current 4 Bearings - Make & No. 5 Utilities Requirement of Machine a. Air - Optimum Pressure & Quantity b. Water - Optimum Pressure & Quantity c. CO2 - Optimum Pressure & Quantity 6 Lubrication Points, Timing & Procedure 7 Oil / Grease Specification & Usage 8 Valve Maintenance a. Types of Rubber parts used & their purpose b. Identification of Wear-n-Tear of Rubber parts c. Replacement of Rubber parts d. Types of Springs used & their purpose e. Identification of Wear-n-Tear of Springs f. Replacement of Springs g. Assembly of Valve 9 Setting of Star Guide & Centering Cup 10 Crank failure procedure 11 Speed Synchronization of Filler, Crowner, Conveyors 12 Lubrication & Maintenance of Conveyor System a. Gearboxes & Motors b. Bearings & Chain sprockets 13 Maintenance of Date Coder a. Alignment of Jet b. Cleaning of Head 14 Maintenance of Crowner a. Head b. Sanitation of crowner 15 Storing of spares C. Soft Skills 1 First Bottle – Sensory 2 Calculation of Yields a. Crown - physical stock & printer counter b. Concentrate 3 Knowledge of Syrup Brix 4 Gas Volume 5 Go / No-Go Gauge & its purpose 6 SU consumption 7 Glass breakage on Filler 8 Crown disposal procedure 9 Types of rejection - Knowledge & Remedy  Exhibit 2 53 PepsiCo Code of Conduct  Exhibit 3 Pre and Post Acquisition Comparison Pre -acquisition Post acquisition 4 BSD lines 2 BSD & 1 PET line & Juice line One shift operation Three shifts operation 792 strong workforce 279 strong workforce Production volume 30 Production volume more than 70 lakh cases lakh cases Plant started to work in three shifts instead of one shift. This helped in increasing line efficiency by 85%. Low participation High participation Workers involved in safety committee, canteen committee, small group activities, preparation for International Quality Audit. Safety committee members organized the Safety week, ten days Lord Ganpati festival organized by Ganpati committee members (80% are workers). Suggestions on improvement in productivity, suggestions sought in implementation of new machine/s and their installation. Undisciplined workforce Disciplined workforce Introduced disciplinary actions in the plant wherever required. Educated the union on various labour laws, trained workers on various subjects like work ethics, team work, discipline, etc. Low ownership Increased ownership This was achieved by involving workers in different committees. For example canteen committee, safety committee, small group activities (SGA), regular interaction with management team; involved union in productivity improvement; departmental meeting for improving the work and efficiency in their respective department, suggestions implementation, etc. Restrictive practices Reduced most of them