Maximising Output


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Mr. Kapoor, head of the ‘Production Planning and Control Department’ of BELCO Ltd, Mr. Kapoor is known for his hardwork and involvement in every important decisions taken by his bosses. He is with BELCO for the last twenty years and supposed to retire after and the ten years of service. He is known for his mild temperament and very friendly nature.

He looks after production planning for both the factories, at Pune and Jamshedpur. He devotes half of every month for visiting and directly controlling these 2 factories. He has got a young team of 5 engineers, 3 MBA graduates and one computer graduate.

Unfortunately, Mr. Kapoor doesn’t have an effective information system and communication infrastructure. His subordinates do not report to him properly and in time. Mr. Kapoor always faces a problem when he has to submit the production plans to his superiors and to the factories.

Market variables have now drastically changed. BELCO does not enjoy any monopoly now. Ancillary houses can now think alternatively. Suppliers also are demanding timely orders from BELCO. Sales executives of the company are fed-up with the poor factory supplies.

Mr. Kapoor works for 12 hours in the office, without any concrete support from his colleagues. None of his colleagues are willing to work beyond office hours. Mr. Kapoor’s bosses, though they appreciate his hard work, are not fully happy with him. He has now realized that, because of his disorganized and untimely approach to work, he is not in a position to deliver the right goods in time. These days, with increasing pressure of work, he forgets his priorities. He also forgets the commitments he made to his colleagues, his family members and friends. Sometimes he feels frustrated. He is afraid that he may not get his next promotion, which is due after six months.

Q. What are your suggestions for Mr. Kapoor, to maximize his output and give it in time?

 


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