Boss Is Barrier
The following report is intended to serve as a business case and a proposal to improve overall efficiency of the operations at Raw Material Yard. For the past few weeks, as part of my role as Raw Material In-Charge, I have been focusing on understanding the whole operating system of the plant and in order to gain an insight on all the operations, for one week, I have visited the plant in all the three shifts of the day. Today, I’m more dedicated and ambitious than ever towards my profession and hence in communicating the findings of my recent analysis pertaining to inefficiencies of the operations at Raw Material Yard.
First, with the price of Pig Iron plummeting, companies in our industry are in a fix to decide on cutting down additional costs that can maintain or improve the overall profits. In case of our plant, I have performed a detailed analysis of every activity and deduced a proposed cost structure. This proposal, when implemented, can save up to Rs. 9,033,750 of operational costs per year, without resorting to any radical changes that impact the continuous operations at the plant. Moreover, my research reveals that just by reducing 10% of the current workforce and decreasing the wheel loader system from 10 to 9 would allow us to reach above projected savings. Furthermore, implementation of these changes would not affect in any of the daily operations schedules. Please refer to the appendix (Exhibit I) for detailed financials.
Few weeks ago, I have taken this proposal to my Manager and sought his approval. However, to my surprise, not only I failed get a favorable response from him, but he also has dismissed the proposal citing that the current operations process does not need any tweaks. Instead of reacting to my Manager’s wrath, I chose to tackle this issue competently by emphasizing on the benefits the company can beget from implementing this proposal. Moreover, even if the proposal is put to implementation for a week, I foresee that people’s
First, with the price of Pig Iron plummeting, companies in our industry are in a fix to decide on cutting down additional costs that can maintain or improve the overall profits. In case of our plant, I have performed a detailed analysis of every activity and deduced a proposed cost structure. This proposal, when implemented, can save up to Rs. 9,033,750 of operational costs per year, without resorting to any radical changes that impact the continuous operations at the plant. Moreover, my research reveals that just by reducing 10% of the current workforce and decreasing the wheel loader system from 10 to 9 would allow us to reach above projected savings. Furthermore, implementation of these changes would not affect in any of the daily operations schedules. Please refer to the appendix (Exhibit I) for detailed financials.
Few weeks ago, I have taken this proposal to my Manager and sought his approval. However, to my surprise, not only I failed get a favorable response from him, but he also has dismissed the proposal citing that the current operations process does not need any tweaks. Instead of reacting to my Manager’s wrath, I chose to tackle this issue competently by emphasizing on the benefits the company can beget from implementing this proposal. Moreover, even if the proposal is put to implementation for a week, I foresee that people’s