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Pradeep S.

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  • Name
    Pradeep Singh
  • Company
    Carryfast logistics Pvt. Ltd.
  • Designation
    Audit Manager

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  1. Define 1. Highlight Urgency. Define possible issues and risks which may occur in future. Analyzing the chances which can be noticed through effective interventions. Initiate open and transparent dialogues and discussions to motivate people to accept the issues at hand and provide convincing reasons for doing so. On the issue of change, encourage industry professionals, key stakeholders, and customers to participate and support us. Measure 2. Form a Powerful Coalition. Identifying your organization's effective change leaders as well as key stakeholders and requesting their participation and contribution to the entire process. Develop a strong change coalition which will work together. Identify the problem areas in the coalition teams and make sure that they include a diverse group of influential people from various cross-functional departments and levels of an organization. Analyze 3. Create a Vision for Change. Identifying core values, defining the desired vision, and continuing to develop strategies for implementing change in a company. Inspect whether the change leaders can effectively describe the vision in a way that others can comprehend and follow. Improve 4. Communicate the Vision. Communicate the shift in vision as often as possible, and do so in a compelling and persuasive manner. Connect the vision to all of the important aspects, such as performance evaluations and training. Handle people's concerns and issues with honesty and involvement. 5. Remove Obstacles. Verify that the organization's procedures and framework are in place and that they are in line with the company's overall vision. Check for obstacles or people who are resistant to change on a regular basis. Take proactive steps to overcome the challenges that come with the change process. Incentivize people for supporting the change process and endorsing it. 6. Create Short-Term Wins. You can give an indication of victory in the early stages of change by creating short-term wins early in the process. Create a number of short-term goals rather than a single long-term goal, which are more attainable, less expensive, and less likely to fail. Recognize and reward the contributions of those who are involved in achieving the goals. Control 7. Build on the Change. Continuously improve by evaluating success stories one by one and learning from each one. 8. Anchor the Changes in Corporate Culture. Every chance you get, talk about success stories related to change initiatives. Ensure that the change becomes ingrained in your company's culture and is visible in all aspects of operations. Ensure that the existing company leaders, as well as the new ones, continue to support the change.
  2. Types of Visual control. 1. Colour Coding In which we apply colour to indicate status, is the simplest sort of visual controls to implement. It helps staff to quickly choose what action to do next after it is deployed. Color-coding guidelines in the workplace will assist to guarantee a consistent look throughout the company. E.g. HACCP chart, wire diagram, area maps colour coding as per population /pollution index. Effectiveness- For coding visual information on a display, colour is perhaps the most effective, convincing, and eye catching method available. 2. Andon An "Andon" system is one that informs management, maintenance, and operators to a quality or process issue. Part shortages, manufactured or found faults, tool/machine failure, or the presence of a safety issue are all common Andon triggers. E.g. a manufacturing equipment could have three caution lights. Effectiveness- When a problem is discovered during a process, it lets a worker quickly stop production and request for assistance. Where raising an Andon flag implies the process will not proceed to the next phase until the issue is rectified. 3. Standard Work Standard Work gives structure and consistency to employees at all levels, allowing them to improve their productivity and effectiveness. The process of creating standard work guarantees that workers are aware of all of their "must-do" duties and allots the most suitable amount of time to perform them, contain 4 elements- content, Sequence, timing & outcome. E.g. work Instruction, control plans. Effectiveness- To produce the correct & consistent result for long terms E.g. Quality product in manufacturing. 4. Floor Line Marking & Signage Pathways, vehicle lanes, worker cells, and crossroads are all marked by floor line markings and signs. Color-coded floor markings, as well as signs with various logos and markings, are used to make them simply and rapidly recognized. E.g. floor demarcation, waste bin colour coding as per type of waste dump, signage at construction side or production floor, Kamishbai Board + Tee Cards, OSHA safety chart. Effectiveness- Visual controls such as floor markings and signs specify where materials and people should move, establishing a safety culture without disrupting the industrial process, reduce transport or motion waste, helps in maintaining 5S at location. Increase safety awareness in employee whether the shop floor, on road, in hospital Etc. 5. Quality Standards Having product quality standards provides your operators with a visible control on which to make their judgments when deciding quality. Operators should have access to these standards for simple reference. When used in the quality control process, visual controls assist to decrease faults and eliminate quality control inspections. E.g. Do & Don't with picture based display. Effectiveness- To support visual management goals- Quality standard visual controls are used to assist your company detect wastes, reduce the time it takes to discover information and materials, and build a continuous improvement culture of Plan, Do, Check, Act.
  3. INVEST is acronym can help you to identify features of a user story. Its stands for “I” Independent –a user story explain concepts of a system's capabilities & ensure that there is no overlapping (means independent) of concepts so that we able to schedule & implement in any order. Common types of dependency- Overlap, order & containment. “N” Negotiable - a user story gives details about the importance of collaboration, evolutionary of design and feedback, which is provided by the customer or design team. Negotiable is concept about team work, ideas sharing & share the results. “V” Valuable - a user story is need to be valuable in customer point of view what goal is achieve. Our thinking for a user story is not valuable whereas customer conscious is important to finalize the user story is valuable or not. “E” Estimable - a user story is estimate not exact but enough to track the customer position, cost and schedule, it is also partly a function of being negotiated. If user story is not understand it is hard to estimate. Estimate will vary as per the team experience but it will make a mostly correct estimate. “S” Small - a user story usually good if it is small. Small stories is more accurate to estimate customer position and schedule, having 3 levels of thinking –high (suggest- shape & extent, medium (suggest- role, action & context) and low (suggest- Only details). “T” Testable - a user story is testable before the implementation gives the idea whether the goal is achieving or not. A testable storyline is one for which we can agree on the predicted system behavior and/or outcomes given any inputs. “E” Estimable is most challenging to follow.
  4. The McClelland theory is a hypothesis for analyzing and evaluating human motivation as well as how employees of a company are driven based on the three needs listed below. 1. Need for Achievement (N-Ach) an unspoken desire to improve in order to achieve a higher standard of excellence. People who have a strong Need for Achievement set clear goals for themselves. They accept moderate risks, individualistic activities, recreational activities that require a score and occupations that require individual performance data. 2. Need for Power (N-Affil) People with high N Pow frequently assert themselves by holding positions of power. They preferred employment in which they could aid or have an impact on others and very much like to lead, liked to gather items that signified prestige to others. 3. Need for Affiliation (N-Pow) to be a part of warm, personal relationships, such as friendships. People with high N Affil love to spend time with close friends or significant others, used to send letters or call friends or family, prefer to work in groups, and are sensitive to the reactions of others. They love collaborative activities and jobs that require close collaboration with others. One of the reason we also called it “theory of needs” as we assess the human motivation on these three needs. E.g. Successful entrepreneurs all across the world have high N Ach, low N Affil, and moderate N Pow. Effective leaders, middle-level, and executive managers have high N Pow, moderate to low N Affil, moderate N Ach, and high Activity Inhibition (a measure of self-control). Project leaders use the “theory of needs” in team management through DISC (Drive-Influence-Steadiness-Compliance) assessments, in which team members are assessed based on their personalities, and the leader improves/directs/changes how the team members think and act in order to achieve project results. Individuals with “D” personalities are ego and put a priority on achieving bottom-line results. Individuals with “I” personalities are much more open and appreciate relationships as well as influencing or encouraging others. Individuals with “S” personalities are dependable & appreciate cooperation and sincerity above anything else. Individual with “C” personalities Quality, accuracy, expertise, and competency is important to the people.
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