Kra 210114 R

NIPMAN FASTENER INDUSTRIES PVT. LTD.
- Manesar Plant
KRA & KPIs OF MR. Sandeep Bhimwal (N-2), DGM - OPERATIONS & TEI Facilitation
Foundation Roadmap
TEI
Outcome
TEI
1. Absenteeism
2. Attrition
3. Kaizen Originator
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
Jan'
2014
Feb'
2014
Mar'
2014
Remarks
%
%
%
5%
0
100%
People and process

People and process
People and process
4. Training and Development
Hr / man / annum
Updated
48 hr /man/annum
updated at each workstation
People and process
5.Status of CAP-D Register
Date
Before 10th
People and process
% Emp covered
100%
4 /year
People and process
before 4th
People and process
6. Kaizen ceremony /PRC meeting in every month

7. New QC Circles formation to cover everyone
8. Total projects per QCC
Nos
9.Submission of reward paper on time to A/C
Date
10.Participation in exteral events ( NCQC/CII / ACMA)
Nos
11. Updated display in the Kaizen Gallary
Date
14%
14.Environment Health and Safety

Red Tag Status
Last Red Tag Compaign done as per plan
Next Red Tag Compaign planning done
Oldest Red Tag
Shadow boards and displays on the shopfloor
Filng system
%
Zero Accidents
Money spent on covering accident
cases (Zero)
Nos
Date adherence
Date adherence
30 Days
updated
updated
5S
Audit Compliance (Including Counter measure submission)

Status of WPP
People and process
100%
People and process
100%
People and process
People and process
People and process
Date adherence
Date adherence
30 Days
People and process

People and process
People and process
People and process
75%
100%
Nos
3 points / day
100% of Machine
To Demonstrate best shopfloor practices on shop floor
Shop floor to be ready for visit with

in 20 min for any visitor(5)
3M
People and process
No tool missing
Z - Marking done
Implementation of Autonomous Maintenance
People and process
Updated / 2nd every month
12%
Interplant level Audit Score
People and process
atleast 1 event/year
Internal 360 Feedback on QTRLY

12. Effectiveness and acceptance by Other Team Members
basis by peer and Senior
13.Weekly Review with direct reports on KRA's / KPI's
People and process
People and process

Coordinate with Audit
teams for internal audits
and process
improvements
People and process
People and process
100%
20 minutes
20%
People and process
Coordinate with MD,

Finance, Purchase and
Marketing to ensure
feasibility of the JV /
Partnership
Finance
Reduction in Operating Costs
Variable cost per kg
5%
Finance
Finance
Reduction in Fixed cost
Value addition/ fixed cost (5)
??
Finance
Finance
Safety Audit Score (Interplant level)
100%
PPM
PPM
Nos
0
0
0
QCD Score
Achieve 0 ppm and 100%

timely delivery
Safety
100%

and process
improvements
People and process
10%
Accident Frequency
Accident Severity
Near Miss Accident
People and process

People and process
People and process
People and process
Customer & Market
Customer Quality & Delivery Rating
Customer & Market

Customer & Market
Response to Customer complaints
100 % closure
Product Development
Vendor/ Supplier Audit
Within defined target dates
Within 24 hrs
Availability of M/c to Engg.
Within 2 days
Customer & Market

Engg
Customer & Market

Customer & Market
Customer Return (PPM)

Quality Management
9%
DOL audit report given to customer on time
Customer & Market
In Process N/C (PPM)
Customer & Market
Supplier N/C (PPM)
Customer & Market
Inventory Audit
Dead Stock & Slow Moving /stock

which is not there
ITR
Navision v/s Physical stock should
match
consumption matching with navision
10%
100% match
updated
100%
RED =0 Grey = 10% Green =

90%
OEE
70%
Enhance Process effectiveness

Yield improvement
Manpower Cost
Rs./Kg
Rs./Kg
Rs./Kg
Done on monthly basis
Develop second and third line leadership for critical

processes
Driving Change management
Job Rotations / Changes

Promotions
Exteral Audits of IMS and customer's Audit

Inter Plant visit Audit for horizontal deployment of Best
kaizens
Customer satisfaction
Sustained VAPCO
Number of NCs
15%
%
No.
People and process

People and process
People and process
People and process
Marketing
People and process

People and process
100%
People and process
Implementation of learnings in
area of work
Report submission after tour
Continuous improvement

and process
improvements
People and process
Date adherence
10%
People and process

Finance
People and process

People and process
People and process
People and process
People and process
People and process
People and process
Sustenance
100% match
Age analysis of Inventory (Coils /WIP / FG / Spares)
In Forging and rolling

In Heat Treatment
In Plating ( DACRO COATING )
Work station audit
0
??
production record in navision

Productivity Management
Customer & Market
No of pokayoke done
Inventory Management
Customer & Market
Learning
Learning
No NCs
Learning
5 Nos./month
Learning
95%
6
Learning
Learning
100%
Prepared By:_____________________
Checked By:_________________
Counter Checked By:_________________
Approved By:_______________________
Document No.: QSF0508

Revision No. 01
Revision Date: 12.02.14
Linkage to roadmap
Organization policies & system
Continous improvement
Org policies & system / CI
Communication
Organization
Organization
Organization
Organization
Organization
policies
policies
policies
policies
policies
&
&
&
&
&
system
system
system
system
system

Audit calendar
Mergers and Acquisitions /Readiness of Plant &

Process for B2C Business
Financial Health
Financial Health
Audit Calendar
Organization
Organization
Organization
Organization
policies
policies
policies
policies
&
&
&
&
system
system
system
system
Grow business from Current Customers /

Products /MKT / Brand Recognition

Products
/MKT /from
Brand
Recognition
Grow business
Current
Customers /

Audit calendar
Audit calendar
Audit calendar
Audit calendar
C
______________
Succession planning
Succession planning
Succession planning
Succession planning
Succession planning
Succession planning
KRA & KPIs OF MR. Sandeep Bhimwal (N-2), DGM - OPERATIONS & TEI Facilitation
Outcome
TEI
1. Absenteeism
2. Attrition
6. Kaizen ceremony /PRC meeting in
every month
7. New QC Circles formation to cover
everyone
9.Submission of reward paper on time to
A/C
10.Participation in exteral events
( NCQC/CII / ACMA)
11. Updated display in the Kaizen
Gallary
12. Effectiveness and acceptance by
Other Team Members
13.Weekly Review with direct reports on
KRA's / KPI's
Measures
Weightage
Targets 2013
DailyTarget
%
%
%
5%
0
100%
5
0
3%
Hr / man / annum
48 hr /man/annum
1 hour /week
Updated
Date
Green/ Red
Before 10th
Green/ Red
Nos
100%
4 /year
Activities G/ R
red / green
Date
before 4th
red / green
% Emp covered
Nos
Date
Internal 360
Feedback on
QTRLY basis by
peer and Senior
%
14%
red / green
100%
100%
Zero Accidents
Money spent on
covering accident
cases (Zero)
01
Red Tag Status
Nos
Green/ Red
Last Red Tag Compaign done as per

plan
Date adherence
Date adherence
Green/ Red

Oldest Red Tag
Date adherence
30 Days
Date adherence
30 Days
Green/ Red
Green/ Red
No tool missing
Z - Marking done
75%
Green/ Red
Green/ Red
75%
Shadow boards and displays on the

shopfloor
Filng system
Audit Compliance (Including Counter
measure submission)
Status of WPP
Implementation of Autonomous
Maintenance
updated
updated
%
12%
100%
3 points / day
Nos
100% of Machine
Shop floor to be
To Demonstrate best shopfloor practices ready for visit with
on shop floor
in 20 min for any
visitor(5)
Variable cost per

kg
Value addition/
fixed cost (5)

measure submission)
Accident Frequency
Accident Severity
Near Miss Accident
PPM
PPM
Nos
100%
Green/ Red
100%
Green/ Red
20 minutes
.min
20%
5%
??
10%
100%
100%
100%
100%
0
0
0
0
0
0
QCD Score
Achieve 0 ppm and 100% timely delivery
BOP PPM
CID PPM
delivery /day
100 % closure
Within 24 hrs
Product Development
Within defined
target dates
Availability of M/c to Engg. Within 2 days

DOL audit report given to customer on
time
Green / Red
9%
Green / Red
No of pokayoke done
Green / Red
target v/s actual
Green / Red
Supplier N/C (PPM)
target v/s actual
Green / Red
Dead Stock &

Slow Moving
/stock which is not
there
100% match
100%
100% match
100%
ITR
Navision v/s
Physical stock
should match
Inventory Audit
consumption
matching with
navision
10%
10%
Inventory Audit
production record
in navision
updated
Green / red

measure submission)
100%
100%
Age analysis of Inventory (Coils /WIP /

FG / Spares)
RED =0 Grey = 10% Green = 90%
0/10/90
OEE
70%
Yield improvement
Manpower Cost
In Heat Treatment
In Plating
98%
98%
Done on monthly
basis
Date adherence
green / red
100%
Green / red
Work station audit

measure submission)
Develop second and third line

leadership for critical processes
Rs./Kg
Rs./Kg
Rs./Kg
10%
Job Rotations /
Changes
Promotions
Implementation of learnings in area of work

Exteral Audits of IMS and customer's
Audit
Number of NCs
Inter Plant visit Audit for horizontal

deployment of Best kaizens
Continuous
improvement
70%
15%
green / red
No NCs
green / red
5 Nos./month
green / red
95%
95%
Sustained VAPCO
No.
6
100%
02
03
04
05
06
07
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Zone Captain - Despatch
NIPMAN FASTENER INDUSTRIES PVT. LTD. - Manesar Plant
KRA & KPIs OF MR. ANKIT KESARWANI ( N-3)

Foundation Roadmap
Outcome
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
TEI
TEI
1. Absenteeism
5%
2. Attrition
100%
Hr / man / annum
48 hr /man/annum
Updated

Date
% Emp covered
Nos
Date
Nos
Before 10th
14%
4 /year
before 4th
Date
Red Tag Status
5S

100%
100%
Zero Accidents

cases (Zero)
Nos
Date adherence
Date adherence
Date adherence
Date adherence
Oldest Red Tag
30 Days
30 Days
updated
Filng system
updated
12%
No tool missing
Z - Marking done
75%
100%
100% of Machine
Status of WPP
Nos

20 minutes
Per Kg.
Custom Clearing Charges
0.00
Semi Finished Screws and Bolts Consumption
1.52
Freight and Cartage - Inward
Coordinate with Audit teams for

internal audits and process
improvements
100%
3 points / day
Semi Finished Goods Washer Consumption

3M
100%
1.64
20%
0.77
Forging and Sec. Operation Charges
1.00
Printing and Stationary
0.065
Freight and Cartage - Out Word
1.42
Service Tax on Transport Services
0.065
Coordinate with MD, Finance,

Purchase and Marketing to ensure
feasibility of the JV / Partnership
Finance
Jan'2014 Feb'2014
Mar'20
14

Safety
Value addition/ fixed cost (5)
??
100%
10%
PPM
Accident Severity
PPM
Near Miss Accident
Nos
QCD Score

timely delivery
100 % closure
Product Development

improvements
100%
Accident Frequency
Finance
Within 24 hrs
Within 2 days
Engg

Quality Management
9%
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

which is not there
ITR
match
100% match
??
10%
updated
100%

90%
OEE
70%

Yield improvement
Work station audit
Date adherence
100%

processes
Sustenance
100% match

kaizens
Sustained VAPCO
10%

Promotions
area of work
Number of NCs

No NCs
15%
5 Nos./month
95%
No.
6
100%
Prepared By:_____________________
Checked By:_________________
Finance
improvements
Marketing

Revision No. 01
Strategic Pillar
People and process
People and process
People and process
People and process
Linkage to Roadmap
Organization policies &
system
system
system
People and process

system
People and process

system
People and process

People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
Org policies & system /

CI
CI
system
system
system
system
Communication
system
system
system
system
system
system
system
system
People and process

Audit calendar
Finance

system
system
system
Mergers and
Acquisitions
/Readiness of Plant &
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
People and process

People and process
People and process
Finance
Finance
Financial Health
Audit Calendar
People and process

People and process
People and process
People and process
People and process
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market

Customer & Market
Customer & Market
Customer & Market
Customer & Market
Organization policies
system
system
system
system
&
&
&
&
Grow business from Current

Customers / Products /MKT /
Grow
from Current
Brandbusiness
Recognition
Customers
/ Products
/MKT /
Grow business
from Current
Brand
Recognition
Grow
from Current
Brandbusiness
Recognition
Brand Recognition
Brand Recognition
Brand Recognition
Brand Recognition
Brand Recognition
Brandbusiness
Recognition
Grow
from Current
Grow
from Current
Brandbusiness
Recognition
Brand Recognition
People and process

system
system
People and process
Audit calendar
People and process
Audit calendar
People and process
People and process
Audit calendar
system
system
Organization
policies &
system
People and process
People and process
People and process
People and process

People and process
People and process
Audit calendar
People and process

C
Learning
Succession planning
Learning
Learning
Succession planning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Approved By:_______________________
KRA & KPIs OF MR. ANKIT KESARWANI ( N-3)

Outcome
Measures
Weightage
TEI
1. Absenteeism
2. Attrition

6. Kaizen ceremony /PRC meeting in every
month
Hr / man / annum
Updated
Date
% Emp covered
Nos
Date
10.Participation in exteral events ( NCQC/CII /

ACMA)
Nos
Date
14%
Internal 360 Feedback

12. Effectiveness and acceptance by Other Team
on QTRLY basis by
Members
peer and Senior
13.Weekly Review with direct reports on KRA's /
KPI's
%
Zero Accidents
Money spent on covering
accident cases (Zero)
Red Tag Status
Nos
Date adherence
Date adherence
Oldest Red Tag
30 Days
updated
Filng system
updated
Audit Compliance (Including Counter measure

submission)

Status of WPP
100% of Machine
Nos
12%
Shop floor to be ready

To Demonstrate best shopfloor practices on shop
for visit with in 20 min
floor
for any visitor(5)
Custom Clearing Charges

Semi Finished Screws and Bolts Consumption
20%
Semi Finished Goods Washer Consumption

Freight and Cartage - Inward
Forging and Sec. Operation Charges
Printing and Stationary
Freight and Cartage - Out Word
Service Tax on Transport Services
Value addition/ fixed

cost (5)

submission)
Accident Frequency
Accident Severity
Near Miss Accident
PPM
PPM
Nos
10%
QCD Score
100 % closure
Product Development
Within defined target

dates
9%

No of pokayoke done
Supplier N/C (PPM)
Dead Stock & Slow

Moving /stock which
is not there
ITR
10%
Navision v/s Physical

stock should match
Inventory Audit
consumption matching
with navision
10%
production record in
navision
submission)
Age analysis of Inventory (Coils /WIP / FG /

Spares)
OEE
Yield improvement
Work station audit
Done on monthly
basis

submission)
Develop second and third line leadership for

critical processes
10%
Job Rotations /
Changes
Promotions

Number of NCs
Inter Plant visit Audit for horizontal deployment of Continuous

Best kaizens
improvement
Sustained VAPCO
%
No.
15%
Targets 2013
DailyTarget
5%
100%
3%
48 hr /man/annum
1 hour /week
Green/ Red
Before 10th
100%
4 /year
Activities - G/ R
before 4th
Green/ Red
Green/ Red
Green/ Red
100%
100%
0
0
Green/ Red
Date adherence
Green/ Red
Date adherence
Green/ Red
30 Days
Green/ Red
No tool missing
Z - Marking done
75%
100%
100%
3 points / day
Green/ Red
Green/ Red
75%
100%
Green/ Red
Green/ Red
01
02
03
04
05
06
07
20 minutes
.min
Per Kg.
0.00
1.52
1.64
0.77
1.00
0.065
1.42
0.065
??
100%
100%
100%
100%
0
0
0
0
0
0
BOP PPM
CID PPM
delivery /day
Within 24 hrs
Green / Red
Green / red
Green / red
Green / red
Green / red
??
100% match
100%
100% match
100%
updated
Green / red
100%
100%
0/10/90
70%
70%
98%
Date adherence
Green / red
100%
Green / red

Green / red
No NCs
Green / red
5 Nos./month
Green / red
95%
95%
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Zone Captain - LAB & RM
KRA & KPIs OF MR. SHASHI BHUSHAN (N-3)

Foundation Roadmap
Outcome
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
TEI
TEI
2. Attrition
100%
Hr / man / annum
48 hr /man/annum
Updated

Date
Nos
Date
Red Tag Status
4 /year
before 4th

%
100%
100%
Zero Accidents
cases (Zero)
0
0
Nos
Date adherence
Date adherence
Date adherence
Date adherence
Oldest Red Tag
30 Days
30 Days
updated
Filng system
updated

Status of WPP
Safety
100%
14%
3M
Before 10th
% Emp covered
Nos
Date
5S
5%
1. Absenteeism
12%
No tool missing
Z - Marking done
75%
100%
100%
100% of Machine
Nos

Weighing Charges
3 points / day
20 minutes
Per Kg.
20%
0.01
Testing Charges
0.01
R & M Lab Equipment
0.01
%
Accident Frequency
PPM
Accident Severity
PPM
100%
100%
10%

Finance
0.02
Steel Converson Charges

improvements
0
0

improvements
Jan'2014 Feb'2014 Mar'2014
Nos
QCD Score

timely delivery
Near Miss Accident

100 % closure
Product Development
Within 24 hrs
Within 2 days
Engg
Quality Management
9%
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

which is not there
ITR
match
10%
100% match
updated
100%
90%
OEE
%

Promotions

kaizens
Sustained VAPCO
Number of NCs
Prepared By:_____________________
70%
10%

processes
%
No.
Checked By:_________________
Date adherence
100%
area of work
15%
Finance
100% match
Yield improvement
Work station audit
Sustenance
0
??
No NCs
5 Nos./month
95%
6
100

improvements
Marketing

Revision No. 01
Strategic Pillar
Linkage to Roadmap
People and process

system
system
system
People and process
People and process

system
People and process

system
People and process

CI
People and process

People and process
People and process

People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process

CI
system
system
system
system
Communication
system
system
system
system
&
&
&
&
People and process

system
People and process

system
People and process

system
People and process

system
People and process

People and process
People and process
People and process
Finance
Audit calendar
system
system
system
Mergers and Acquisitions
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
People and process

People and process
People and process
People and process
Audit Calendar
system
system
system
People and process

Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market

system
Grow
from Current
Brandbusiness
Recognition
Grow
from Current
Brandbusiness
Recognition
Grow
business
from Current
Brand Recognition
Brand Recognition
Customers
/ Products
/MKT /
Grow business
from Current
Brand Recognition
Customers
/ Products /MKT /
Brand Recognition
Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
People and process

system
system
People and process
Audit calendar
People and process
Audit calendar
People and process
People and process

People and process
People and process
Audit calendar
system
system
system
Audit calendar
People and process
People and process
People and process

People and process
People and process
C
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Learning
Succession planning
Succession planning
Approved by
Approved By:_______________________
KRA & KPIs OF MR. SHASHI BHUSHAN (N-3)

Outcome
Measures
Weightage
TEI
1. Absenteeism
2. Attrition

month
Hr / man / annum
Updated
Date
% Emp covered
Nos
Date

ACMA)
Nos
Date
14%

on QTRLY basis by
Members
peer and Senior
KPI's
%
Zero Accidents
Red Tag Status
Nos
Date adherence
Date adherence
Oldest Red Tag
30 Days
updated
Filng system
updated

submission)

Status of WPP
100% of Machine
Nos
12%

floor
for any visitor(5)
20%
Weighing Charges
Steel Converson Charges
Testing Charges
R & M Lab Equipment charges

submission)
Accident Frequency
Accident Severity
Near Miss Accident
PPM
PPM
Nos
10%
QCD Score
100 % closure
Product Development

dates
9%

No of pokayoke done
Supplier N/C (PPM)
Dead Stock & Slow

Moving /stock which
is not there
ITR
stock should match
Inventory Audit
with navision
navision

submission)
10%

Spares)
%
OEE
Yield improvement
Work station audit
Done on monthly
basis

submission)

critical processes
10%
Job Rotations /
Changes
Promotions

Number of NCs
15%

Best kaizens
improvement
Sustained VAPCO
%
No.
100%
Targets 2013
DailyTarget
5%
100%
3%
48 hr /man/annum
1 hour /week
Green/ Red
Before 10th
Green/ Red
100%
4 /year
Activities - G/ R
before 4th
Green/ Red
Green/ Red
Green/ Red
100%
100%
0
0
Green/ Red
Date adherence
Green/ Red
Date adherence
Green/ Red
30 Days
Green/ Red
No tool missing
Z - Marking done
75%
100%
100%
3 points / day
Green/ Red
Green/ Red
75%
100%
Green/ Red
Green/ Red
01
02
03
04
05
06
07
20 minutes
.min
Per Kg.
0.02
0.01
0.01
0.01
100%
100%
100%
100%
0
0
0
0
0
0
BOP PPM
CID PPM
delivery /day
Within 24 hrs
Green / red
Green / red
Green / red
Green / red
Green /red
??
100% match
100%
100% match
100%
updated
red / green
100%
100%

70%
0/10/90
70%
98%
Date adherence
Green / red
100%
Green / red

red / green
No NCs
red / green
5 Nos./month
red / green
95%
95%
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Zone Captain - Forging &

Rolling
KRA & KPIs OF MR. CHANDER PAL

Foundation Roadmap
Outcome
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
TEI
TEI
2. Attrition
100%
Hr / man / annum
48 hr /man/annum
Updated

Date
Nos
Date
Red Tag Status
Before 10th
% Emp covered
Nos
Date
5S
5%
1. Absenteeism
100%
14%
4 /year
before 4th

%
100%
100%
Zero Accidents
cases (Zero)
0
0
Nos
Date adherence
Date adherence
Date adherence
Date adherence
Oldest Red Tag
30 Days
30 Days
updated
Filng system
updated

Status of WPP
12%
Z - Marking done
75%
100%
Nos

3 points / day
20 minutes
Per Kg.
0.46
Spares Forging Consumption
20%
0.06
Oil Sludge Removal Expences
0.01
R & M Air Compressor
0.03
R & M Forging Plant
0.03
R & M - EOT Crane
0.02
Extra Working Expenses
1.15

Finance
56.53
Oil & Lubricant Consumption
Safety

improvements
100%
100% of Machine
Steel Wire Consumption

3M
No tool missing
100%

improvements
Jan'2014 Feb'2014 Mar'2014
100%
10%
Accident Frequency
PPM
Accident Severity
PPM
Near Miss Accident
Nos
QCD Score

timely delivery

100 % closure
Product Development
Within 24 hrs
Within 2 days
Engg
Quality Management
9%
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

which is not there
ITR
match
10%
100% match
updated
100%
90%
Finance
100% match
OEE
Yield improvement
Manpower Cost

improvements
Marketing
70%
%
Rs./Kg
Work station audit
Sustenance
0
??

processes

Promotions

kaizens
Sustained VAPCO
Number of NCs
10%
Date adherence
100%
area of work
15%
No NCs
5 Nos./month
%
No.
95%
6
100%
Prepared By:_____________________
Checked By:_________________

Revision No. 01
Strategic Pillar
Linkage to Roadmap
People and process

system
system
system
People and process
People and process

system
People and process

system
People and process

People and process
People and process

People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process

CI
CI
system
system
system
system
Communication
system
system
system
system
&
&
&
&
People and process

system
People and process

system
People and process

system
People and process

system
People and process

People and process
People and process
People and process
Finance
Audit calendar
system
system
system
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
People and process
Audit Calendar
People and process

system
system
system
People and process

system
People and process

People and process
Customer & Market

Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market

Grow
from Current
Brandbusiness
Recognition
Brand Recognition
Brand Recognition
Brand Recognition
Customers
/ Products
/MKT /
Grow business
from Current
Brand Recognition
Customers
/ Products /MKT /
Brand Recognition
Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
People and process

system
system
People and process
Audit calendar
People and process
Audit calendar
People and process
People and process

People and process
People and process
People and process
People and process
Audit calendar
system
system
system
Organization
policies &
system
Organization
policies &
system
Audit calendar
People and process
People and process
People and process

People and process
People and process
C
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Learning
Succession planning
Succession planning
Approved By:_______________________
KRA & KPIs OF MR. CHANDER PAL

Outcome
TEI
1. Absenteeism
2. Attrition
Red Tag Status

Oldest Red Tag
Filng system
Status of WPP
Steel Wire Consumption
Oil & Lubricant Consumption
Spares Forging Consumption
Oil Sludge Removal Expences
R & M Air Compressor
R & M Forging Plant
R & M - EOT Crane
Extra Working Expenses

Accident Frequency
Accident Severity
Near Miss Accident

Product Development
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

Yield improvement
Manpower Cost
Work station audit
Develop second and third line leadership for critical processes

Inter Plant visit Audit for horizontal deployment of Best kaizens

Sustained VAPCO
Measures
Weightage
Targets 2013
5%
100%
Hr / man / annum
48 hr /man/annum
Updated
Date
Before 10th
% Emp covered
Nos
14%
Date
100%
4 /year
before 4th
Nos
Date
Internal 360 Feedback on QTRLY basis by peer

and Senior
100%
100%
Zero Accidents
Money spent on covering accident cases (Zero)
Nos
Date adherence
Date adherence
Date adherence
Date adherence
30 Days
30 Days
updated
updated
12%
No tool missing
Z - Marking done
75%
100%
100%
100% of Machine
Nos
3 points / day
Shop floor to be ready for visit with in 20 min for

any visitor(5)
20 minutes
Per Kg.
56.53
0.46
20%
0.06
0.01
0.03
0.03
0.02
1.15
100%
100%
PPM
PPM
Nos
10%
QCD Score
0
0
0
100 % closure
Within 24 hrs
9%
Dead Stock & Slow Moving /stock which is not

there
ITR
??
Navision v/s Physical stock should match
100% match
10%
100% match
updated
100%
OEE
70%
%
10%
Rs./Kg
Date adherence
100%

Promotions

Number of NCs
15%
No NCs
15%
5 Nos./month
95%
No.
DailyTarget
5
0
3%
1 hour /week
Green/ Red
Green/ Red
Activities - G/ R
Green/ Red
Green/ Red
Green/ Red
0
0
Green/ Red
Green/ Red
Green/ Red
Green/ Red
Green/ Red
Green/ Red
75%
100%
Green/ Red
Green/ Red
.min
01
02
03
04
05
06
07
08
09
10
11
12
13
14
15
16
100%
100%
0
0
0
BOP PPM
CID PPM
delivery /day
Green / Red
Green / Red
Green / Red
Green / Red
Green / Red
100%
100%
Green / red
100%
0/10/90
70%
98%
green / red
Green / red
Green / red
Green / red
Green / red
95%
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Zone Captain - Heat

Treatment
KRA & KPIs OF MR. HIMMAT SINGH

Foundation Roadmap
Outcome
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
Jan'2014 Feb'2014 Mar'2014
Strategic Pillar
TEI
TEI
1. Absenteeism
5%
People and process
2. Attrition
People and process
100%
People and process
Hr / man / annum
48 hr /man/annum
People and process
Updated

Date
Nos

Red Tag Status
before 4th
People and process

People and process
Date
%
Zero Accidents
cases (Zero)
People and process
100%
People and process
100%
People and process
People and process
People and process

People and process
Nos
Date adherence
Date adherence
Oldest Red Tag
30 Days
30 Days
updated
Filng system
updated
Status of WPP
People and process
4 /year
Date adherence
People and process
100%
Date adherence
People and process
14%
3M
Before 10th
% Emp covered
Nos
5S
Date
People and process
12%
People and process

People and process
People and process
People and process
No tool missing
People and process
Z - Marking done
improvements
75%
100%
People and process
100%
People and process
100% of Machine
Nos

LPG consumption
Per Kg.
20%
Spares Heat Treatment Consumption
People and process
3 points / day
20 minutes
R & M - Heat Treatment

Finance
Finance
Finance
0.215
Finance
0.08
Finance
0.03
Finance
Elecrtical cost / kg
Finance
Manhour Cost / kg
Safety
People and process
Finance
Accident Frequency
PPM
Accident Severity
PPM
100%
100%
10%

improvements
People and process

People and process
People and process
People and process
Nos
QCD Score

timely delivery
Near Miss Accident
People and process

Customer & Market
Customer & Market

Customer & Market
100 % closure
Product Development
Within 24 hrs
Within 2 days
Customer & Market

Engg
Customer & Market

Customer & Market
Quality Management
Customer & Market
Customer & Market
Supplier N/C (PPM)
Customer & Market
Inventory Audit

which is not there
ITR
match
0
??
10%
100% match
updated
100%
90%
People and process

Finance
100% match
OEE
Yield improvement
Manpower Cost
In Heat Treatment
Rs./Kg

processes

Promotions

kaizens
Sustained VAPCO
Number of NCs
People and process

Marketing
Date adherence
People and process

People and process
People and process
People and process
People and process
100%
People and process
area of work
%
No.
People and process

People and process
10%
15%
People and process

People and process
70%
People and process

People and process

improvements
Work station audit
Sustenance
Customer & Market
9%
No of pokayoke done
Customer & Market
Learning
Learning
No NCs
Learning
5 Nos./month
Learning
95%
6
Learning
Learning
Err:522
Prepared By:_____________________
Checked By:_________________
Approved By:___________

Revision No. 01
Linkage to Roadmap
system
system
system
system
system
CI
CI
system
system
system
system
Communication
system
system
system
system
&
&
&
&

system
system
system
system
Audit calendar
system
system
system
Financial Health
Financial Health
Financial Health
Financial Health
Financial Health
Financial Health
Audit Calendar
system
system
system

system
Grow
from Current
Brandbusiness
Recognition
Grow
from Current
Brandbusiness
Recognition
Grow
business
from Current
Brand Recognition
Brand Recognition
Customers
/ Products
/MKT /
Grow business
from Current
Brand Recognition
Customers
/ Products /MKT /
Brand Recognition
Brand Recognition
Brand Recognition
Brand Recognition
Brand Recognition
Brand Recognition
system
system
Audit calendar
Audit calendar
Audit calendar
system
system
system
Organization
policies &
system
Organization
policies &
system
Audit calendar
C
Succession planning
Succession planning
Succession planning
Succession planning
Succession planning
Succession planning
_______________
KRA & KPIs OF MR. HIMMAT SINGH

Outcome
Measures
Weightage
TEI
1. Absenteeism
2. Attrition

month
Hr / man / annum
Updated
Date
% Emp covered
Nos
Date

ACMA)
Nos
Date
14%

on QTRLY basis by
Members
peer and Senior
KPI's
%
Zero Accidents
Red Tag Status
Nos
Date adherence
Date adherence
Oldest Red Tag
30 Days
updated
Filng system
updated

submission)

Status of WPP
12%
100% of Machine
Nos

floor
for any visitor(5)

20%
20%
LPG consumption
Spares Heat Treatment Consumption
R & M - Heat Treatment
Elecrtical cost / kg
Manhour Cost / kg

submission)
Accident Frequency
Accident Severity
Near Miss Accident
PPM
PPM
Nos
10%
QCD Score
100 % closure
Product Development

dates
9%

No of pokayoke done
Supplier N/C (PPM)
Dead Stock & Slow

Moving /stock which
is not there
ITR
stock should match
with navision
Inventory Audit
10%
navision
submission)

Spares)

Yield improvement
OEE
%
Manpower Cost
In Heat Treatment
Rs./Kg
10%
10%
Work station audit
submission)

critical processes
Done on monthly
basis
%
Job Rotations /
Changes
Promotions

Number of NCs

Best kaizens
improvement
Sustained VAPCO
%
No.
15%
F MR. HIMMAT SINGH

Targets 2013
DailyTarget
01
5%
100%
3%
48 hr /man/annum
1 hour /week
Green/ Red
Before 10th
Green/ Red
100%
4 /year
Activities - G/ R
before 4th
Green/ Red
Green/ Red
Green/ Red
100%
100%
0
0
Green/ Red
Date adherence
Green/ Red
Date adherence
Green/ Red
30 Days
Green/ Red
No tool missing
Z - Marking done
75%
100%
100%
Green/ Red
Green/ Red
75%
100%
Green/ Red
3 points / day
Green/ Red
20 minutes
.min
Per Kg.
02
03
04
05
06
07
0.215
0.08
0.03
100%
100%
100%
100%
0
0
0
0
0
0
BOP PPM
CID PPM
delivery /day
Within 24 hrs
Green / Red
Green / Red
Green / Red
Green / Red
Green / Red
??
100% match
100%
100% match
100%
updated
Green / red
100%
100%
0/10/90
70%
70%
98%
Date adherence
green / red
100%
Green / red

Green / red
No NCs
Green / red
5 Nos./month
Green / red
95%
95%
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Zone Captain - Electrician
KRA & KPIs OF MR.
Zone captain 6 Electrician

Foundation Roadmap
Outcome
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
TEI
TEI
2. Attrition
100%
Hr / man / annum
48 hr /man/annum
Updated

Date
Nos

Red Tag Status
Before 10th
% Emp covered
Nos
Date
5S
5%
1. Absenteeism
100%
14%
4 /year
before 4th
Date

%
100%
100%
Zero Accidents
cases (Zero)
0
0
Nos
Date adherence
Date adherence
Date adherence
Date adherence
Oldest Red Tag
30 Days
30 Days
updated
Filng system
updated

Status of WPP
12%
Z - Marking done
75%
100%
Nos

Electricity Charges

improvements
100%
100% of Machine
3 points / day
20 minutes
Per Kg.
Diesel Consumption
3M
No tool missing
0.47
20%
2.08
DG Set Hiring Charges
0.025
R & M D.G. Set
0.039
R & M Electric Installation
0.10
Energy Cost (Diesel + Electricity Charges)
2.55

Finance
Jan'2014 Feb'2014
Mar'201
4
Safety
100%
100%
10%
Accident Frequency
PPM
Accident Severity
PPM
Near Miss Accident
Nos
QCD Score

timely delivery

100 % closure
Product Development

improvements
Within 24 hrs
Within 2 days
Engg
Quality Management
9%
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

which is not there
ITR
match
10%
100% match
updated
100%
90%
OEE
%

Promotions

kaizens
Sustained VAPCO
Number of NCs

improvements
Marketing
70%
10%

processes
Finance
100% match
Yield improvement
Work station audit
Sustenance
0
??
Date adherence
100%
area of work
15%
No NCs
5 Nos./month
%
No.
95%
6
100%
Prepared By:_____________________
Checked By:_________________

Revision No. 01
Strategic Pillar
Linkage to Roadmap
People and process

system
system
system
People and process
People and process

system
People and process

People and process
People and process

People and process
People and process

system
CI
CI
People and process

system
People and process

system
People and process

People and process
People and process
People and process
People and process

system
system
Communication
system
system
People and process

system
People and process

system
People and process

system
People and process

system
People and process

People and process

system
system
People and process

People and process
People and process
People and process
Finance
Audit calendar
system
system
system
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Audit Calendar
People and process
People and process

system
system
system
People and process

system
People and process

People and process
Customer & Market

Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market

Brand Recognition
Brand Recognition
Grow
from Current
Brandbusiness
Recognition
Grow
from Current
Brandbusiness
Recognition
Customers
/ Products
/MKT /
Grow business
from Current
Brand Recognition
Customers
/ Products /MKT /
Brand Recognition
Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
People and process

system
system
People and process
Audit calendar
People and process
Audit calendar
People and process
People and process

People and process
People and process
Audit calendar
system
system
system
Audit calendar
People and process
People and process
People and process

People and process
People and process
C
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Learning
Succession planning
Succession planning
Approved By:_______________________
Outcome
Measures
Weightage
TEI
1. Absenteeism
2. Attrition

month
Hr / man / annum
Updated
Date
% Emp covered
Nos
Date

ACMA)
Nos
Date
14%

on QTRLY basis by
Members
peer and Senior
KPI's
%
Zero Accidents
Red Tag Status
Nos
Date adherence
Date adherence
Oldest Red Tag
30 Days
updated
Filng system
updated

submission)

Status of WPP
12%
100% of Machine
Nos

floor
for any visitor(5)
20%
Diesel Consumption
20%
Electricity Charges
DG Set Hiring Charges
R & M D.G. Set
R & M Electric Installation
Energy Cost (Diesel + Electricity Charges)

submission)
Accident Frequency
Accident Severity
Near Miss Accident
PPM
PPM
Nos
10%
QCD Score
100 % closure
Product Development

dates
9%

No of pokayoke done
Supplier N/C (PPM)
Dead Stock & Slow

Moving /stock which
is not there
ITR
stock should match
Inventory Audit
with navision
navision

submission)
10%

Spares)
%
OEE
Yield improvement
Work station audit
Done on monthly
basis

submission)

critical processes
10%
Job Rotations /
Changes
Promotions

Number of NCs

Best kaizens
improvement
Sustained VAPCO
%
No.
15%
Targets 2013
DailyTarget
01
5%
100%
3%
48 hr /man/annum
1 hour /week
Green/ Red
Before 10th
Green/ Red
100%
4 /year
Activities - G/ R
before 4th
Green / red
Green / Red
Green / Red
100%
100%
0
0
Green/ Red
Date adherence
Green/ Red
Date adherence
Green/ Red
30 Days
Green/ Red
No tool missing
Z - Marking done
75%
100%
100%
Green/ Red
Green/ Red
75%
100%
Green/ Red
3 points / day
Green/ Red
20 minutes
.min
02
03
04
05
06
07
Per Kg.
0.47
2.08
0.025
0.039
0.10
2.55
100%
100%
100%
100%
0
0
0
0
0
0
BOP PPM
CID PPM
delivery /day
Within 24 hrs
Green / Red
Green / Red
Green / Red
Green / Red
Green / Red
??
100% match
100%
100% match
100%
updated
Green / red
100%
100%

70%
0/10/90
70%
98%
Date adherence
green / red
100%
Green / red

green / red
No NCs
green / red
5 Nos./month
green / red
95%
95%
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Zone Captain - ETP
KRA & KPIs OF MR.
Foundation Roadmap
Outcome
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
TEI
TEI
5%
1. Absenteeism
2. Attrition
100%
Hr / man / annum
48 hr /man/annum
Updated

Date
Before 10th
% Emp covered
Nos
Date
Nos
Date
100%
14%
4 /year
before 4th

%
Red Tag Status
5S
0
0
Nos
Date adherence
Date adherence
Date adherence
Date adherence
Oldest Red Tag
30 Days
30 Days
updated
Filng system
updated

Status of WPP
Safety
Zero Accidents
cases (Zero)
3M
100%
100%
12%
Z - Marking done
75%
100%
Nos

Chemical Water Treatment Consumption
3 points / day
20 minutes
Per Kg.
20%
0.00
R & M Water Cooler
0.00
R & M Tube Well
0.00
%
Accident Frequency
PPM
100%
100%
10%

Finance
0.01
R & M Motor Pump

improvements
100%
100% of Machine

No tool missing

improvements
Jan'2014 Feb'2014
Mar'201
4
10%
Accident Severity
PPM
Near Miss Accident
Nos
QCD Score

timely delivery

100 % closure
Product Development
Within 24 hrs
Within 2 days
Engg
Quality Management
9%
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

which is not there
ITR
match
10%
100% match
updated
100%
90%
OEE
%

Promotions

kaizens
Sustained VAPCO
Number of NCs

improvements
Marketing
70%
10%

processes
Finance
100% match
Yield improvement
Work station audit
Sustenance
0
??
Date adherence
100%
area of work
15%
No NCs
5 Nos./month
%
No.
95%
6
100%
Prepared By:_____________________
Checked By:_________________

Revision No. 01
Strategic Pillar
People and process

People and process
People and process
People and process
People and process
Linkage to Roadmap
system
system
system
system
People and process

system
People and process

CI
People and process

CI
People and process

system
People and process

People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process

system
system
system
Communication
system
system
system
system
system
system
People and process

system
People and process

system
People and process

People and process
People and process
People and process
Finance
Audit calendar
system
system
system
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
People and process

People and process
People and process
Audit Calendar
system
system
People and process

system
People and process

system
Customer & Market

Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market

Brand Recognition
Brand Recognition
Grow
from Current
Brandbusiness
Recognition
Grow
from Current
Brandbusiness
Recognition
Customers
/ Products
/MKT /
Grow
business
from Current
Brand Recognition
Customers
/ Products /MKT /
Brand Recognition
Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
People and process

system
system
People and process
Audit calendar
People and process
Audit calendar
People and process
People and process

People and process
People and process
Audit calendar
system
system
system
Audit calendar
People and process
People and process
People and process

People and process
People and process
C
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Learning
Succession planning
Succession planning
Approved By:_______________________
Outcome
TEI
1. Absenteeism
2. Attrition
Red Tag Status

Oldest Red Tag
Filng system
Status of WPP
Chemical Water Treatment Consumption
R & M Motor Pump
R & M Water Cooler
R & M Tube Well
Accident Frequency
Accident Severity
Near Miss Accident

Product Development
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

Yield improvement
Work station audit

Sustained VAPCO
Measures
Weightage
Targets 2013
5%
100%
Hr / man / annum
48 hr /man/annum
Updated
Date
Before 10th
% Emp covered
Nos
14%
Date
100%
4 /year
before 4th
Nos
Date

and Senior
100%
100%
Zero Accidents
Nos
Date adherence
Date adherence
Date adherence
Date adherence
30 Days
30 Days
updated
updated
12%
No tool missing
Z - Marking done
75%
100%
100% of Machine
%
100%
Nos
3 points / day

any visitor(5)
20 minutes
Per Kg.
20%
0.01
0.00
0.00
0.00
100%
100%
PPM
PPM
10%
0
0
10%
Nos
QCD Score
100 % closure
Within 24 hrs
9%

there
ITR
??
100% match
100% match
10%
updated
100%
OEE
70%
10%
Date adherence
100%

Promotions

Number of NCs
No NCs
15%
5 Nos./month
95%
No.
100%
DailyTarget
5
0
3%
1 hour /week
Green/ Red
Green/ Red
Activities - G/ R
Green / red
Green / red
Green / Red
0
0
Green/ Red
Green/ Red
Green/ Red
Green/ Red
Green/ Red
Green/ Red
75%
100%
Green/ Red
Green/ Red
.min
100%
100%
0
0
01
02
03
04
05
06
07
08
09
10
11
12
13
14
15
16
0
BOP PPM
CID PPM
delivery /day
Green / Red
Green / Red
Green / Red
Green / Red
Green / Red
100%
100%
Green / red
100%
0/10/90
70%
98%
Green / red
Green / red
Green / red
Green / red
Green / red
95%
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Zone Captain- Plating
KRA & KPIs OF Mr RISHAV
Foundation Roadmap
Outcome
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
TEI
TEI
5%
1. Absenteeism
2. Attrition
100%
Hr / man / annum
48 hr /man/annum
Updated

Updated at each workstation
Date
Before 10th
% Emp covered
Nos
Date
Nos
Date
100%
14%
4 /year
before 4th

%
Red Tag Status
5S
100%
100%
Zero Accidents
cases (Zero)
0
0
Nos
Date adherence
Date adherence
Date adherence
Date adherence
Oldest Red Tag
30 Days
30 Days
updated
Filng system
updated

Status of WPP
12%
Z - Marking done
75%
100%
Nos
3 points / day
100% of Machine

Safety

improvements
100%
20 minutes
Per Kg.
Chemical Electro Plating Consumption

3M
No tool missing

Finance
2.71
Consumable Stores
20%
0.11
Spares Electro Plating Consumption
0.17
R & M - Electro Plating
0.10
Electro Plating Charges
3.43
Water Charges
0.001
100%
100%
10%

improvements
Jan'2014 Feb'2014
Mar'20
14
Safety
10%
Accident Frequency
PPM
Accident Severity
PPM
Near Miss Accident
Nos
QCD Score

timely delivery

100 % closure
Product Development
Within 24 hrs
Within 2 days
Engg
Quality Management
9%
No of pokayoke done
Supplier N/C (PPM)

which is not there
ITR
match
Inventory Audit
10%
100% match
updated
100%
90%
Finance
100% match
OEE
Yield improvement
Manpower Cost

improvements
Marketing
70%
%
In Plating
Rs./Kg
Work station audit
Sustenance
0
??

processes

Promotions

kaizens
Sustained VAPCO
Number of NCs
10%
Date adherence
100%
area of work
15%
No NCs
5 Nos./month
%
No.
95%
6
100%
Prepared By:_____________________
Checked By:_________________

Revision No. 01
Strategic Pillar
People and process

People and process
People and process
People and process
People and process
Linkage to Roadmap
system
system
system
system
People and process

system
People and process

CI
People and process

CI
People and process

system
People and process

People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process

system
system
system
Communication
system
system
system
system
system
system
People and process

system
People and process

system
People and process

People and process
People and process
People and process
Finance
Audit calendar
system
system
system
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
People and process
Audit Calendar
People and process

system
People and process

system
system
People and process

system
People and process
Customer & Market

Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market

Grow
from Current
Brandbusiness
Recognition
Grow
business
from Current
Brand Recognition
Grow
from Current
Brandbusiness
Recognition
Brand Recognition
Customers
/ Products
/MKT /
Grow
business
from Current
Brand
Recognition
Customers
/ Products /MKT /
Brand Recognition
Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
People and process

system
system
People and process
Audit calendar
People and process
Audit calendar
People and process
Audit calendar
system
system
system
Organization
policies &
system
Audit calendar
People and process
People and process

People and process
People and process
People and process
People and process
People and process
People and process
People and process
People and process

C
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Learning
Succession planning
Succession planning
Approved By:_______________________
Outcome
TEI
1. Absenteeism
2. Attrition
Red Tag Status

Oldest Red Tag
Filng system
Status of WPP
Chemical Electro Plating Consumption
Consumable Stores
Spares Electro Plating Consumption
R & M - Electro Plating
Electro Plating Charges
Water Charges
Accident Frequency
Accident Severity
Near Miss Accident

Product Development
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

Yield improvement
Manpower Cost
In Plating
Work station audit

Sustained VAPCO
Measures
Weightage
Targets 2013
5%
100%
Hr / man / annum
48 hr /man/annum
Updated at each workstation
Updated
Date
Before 10th
% Emp covered
Nos
14%
Date
100%
4 /year
before 4th
Nos
Date

and Senior
100%
100%
Zero Accidents
Nos
Date adherence
Date adherence
Date adherence
Date adherence
30 Days
30 Days
updated
updated
12%
No tool missing
Z - Marking done
75%
100%
Nos
3 points / day
100%
100% of Machine
any visitor(5)
20 minutes
Per Kg.
2.71
20%
0.11
0.17
0.10
3.43
0.001
100%
100%
PPM
10%
10%
PPM
Nos
0
0
QCD Score
100 % closure
Within 24 hrs
9%

there
ITR
??
100% match
10%
100% match
updated
100%
OEE
70%
%
10%
Rs./Kg
Date adherence
100%

Promotions

Number of NCs
15%
No NCs
5 Nos./month
95%
No.
DailyTarget
5
0
3%
1 hour/week
Green/ Red
Green/ Red
Activities - G/ R
Green / red
Green / red
Green / Red
0
0
Green/ Red
Green/ Red
Green/ Red
Green/ Red
Green/ Red
Green/ Red
75%
100%
Green/ Red
Green/ Red
.min
100%
100%
0
01
02
03
04
05
06
07
08
09
10
11
12
13
14
15
16
0
0
BOP PPM
CID PPM
delivery /day
Green / Red
Green / Red
Green / Red
Green / Red
Green / Red
100%
100%
Green / red
100%
0/10/90
70%
98%
Green / red
Green / red
Green / red
Green / red
Green / red
95%
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Zone Captain 9- TOOL ROOM
KRA & KPIs OF Mr

Foundation Roadmap
Outcome
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
TEI
TEI
2. Attrition
100%
Hr / man / annum
48 hr /man/annum
Updated
Date
Before 10th

Nos
100%
4 /year
Date
before 4th
Nos
Date

Red Tag Status

%
100%
100%
Zero Accidents
cases (Zero)
0
0
Nos
Date adherence
Date adherence
Date adherence
Date adherence
Oldest Red Tag
30 Days
30 Days
updated
Filng system
updated

Status of WPP
Safety
14%
3M
% Emp covered
5S
5%
1. Absenteeism
12%
No tool missing
Z - Marking done
75%
100%
100% of Machine
100%
Nos

Dies & Tools
3 points / day
20 minutes
Per Kg.
20%
Packing Material
0.30
0.007
R & M Dies and Tools
0.030
R & M Tool Room Machinery
0.03
%
Accident Frequency
PPM
100%
100%
10%

Finance
1.09
Dies & Tool Imported Consumption

improvements

improvements
Jan'2014
Feb' Mar'20
2014
14
10%
Accident Severity
PPM
Near Miss Accident
Nos
QCD Score

timely delivery

100 % closure
Product Development
Within 24 hrs
Within 2 days
Engg
Quality Management
9%
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

which is not there
ITR
match
10%
100% match
updated
100%
90%
OEE
%

Promotions

kaizens
Sustained VAPCO
Number of NCs

improvements
Marketing
70%
10%

processes
Finance
100% match
Yield improvement
Work station audit
Sustenance
0
??
Date adherence
100%
area of work
15%
No NCs
5 Nos./month
%
No.
95%
6
100%
Prepared By:_____________________
Checked By:_________________

Revision No. 01
Strategic Pillar
Linkage to Roadmap
People and process

system
system
system
People and process
People and process

system
People and process

system
People and process

People and process
People and process

People and process

People and process

system
People and process

system
People and process

People and process
People and process
People and process
People and process

system
system
Communication
system
system
People and process

system
People and process

system
People and process

system
People and process

system
People and process

system
People and process

system
People and process

People and process
People and process
People and process
Finance
Audit calendar
system
system
system
/Readiness of Plant & Process for
B2C Business
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
People and process
Audit Calendar
People and process

system
People and process

system
People and process

system
People and process

system
Customer & Market

Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market
Customer & Market

Grow
from Current
Brandbusiness
Recognition
Grow
from Current
Brandbusiness
Recognition
Grow
from Current
Brandbusiness
Recognition
Grow
from Current
Brandbusiness
Recognition
Brand Recognition
Brand Recognition
Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
People and process

system
system
People and process
Audit calendar
People and process
Audit calendar
People and process

People and process
Audit calendar
system
system
People and process
People and process

People and process
People and process

Audit calendar
People and process
People and process
People and process

C
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Learning
Succession planning
Succession planning
Approved By:_______________________
Outcome
Measures
Weightage
TEI
1. Absenteeism
2. Attrition

month
Hr / man / annum
Updated
Date
% Emp covered
Nos
Date

ACMA)
Nos
Date
14%

on QTRLY basis by
Members
peer and Senior
KPI's
%
Zero Accidents
Red Tag Status
Nos
Date adherence
Date adherence
Oldest Red Tag
30 Days
updated
Filng system
updated

submission)

Status of WPP
100% of Machine
Nos
12%

floor
for any visitor(5)

20%
Dies & Tools

Packing Material
Dies & Tool Imported Consumption
R & M Dies and Tools
R & M Tool Room Machinery

submission)
Accident Frequency
Accident Severity
Near Miss Accident
PPM
PPM
Nos
10%
QCD Score
100 % closure
Product Development

dates
9%

No of pokayoke done
Supplier N/C (PPM)
Dead Stock & Slow

Moving /stock which
is not there
ITR
stock should match
Inventory Audit
with navision
navision
10%
10%

submission)

Spares)
OEE
Yield improvement
Work station audit
Done on monthly
basis

submission)

critical processes
10%
Job Rotations /
Changes
Promotions

Number of NCs

Best kaizens
improvement
Sustained VAPCO
%
No.
15%
Targets 2013
DailyTarget
5%
100%
3%
48 hr /man/annum
1 hour /week
Green/ Red
Before 10th
Green/ Red
100%
4 /year
Activities - G/ R
before 4th
Green / Red
Green / red
Green / red
100%
100%
0
0
Green/ Red
Date adherence
Green/ Red
Date adherence
Green/ Red
30 Days
Green/ Red
No tool missing
Z - Marking done
Green/ Red
75%
100%
100%
3 points / day
Green/ Red
75%
100%
Green/ Red
Green/ Red
01
02
03
04
05
06
07
20 minutes
.min
Per Kg.
1.09
0.30
0.007
0.030
0.03
100%
100%
100%
100%
0
0
0
0
0
0
BOP PPM
CID PPM
delivery /day
Within 24 hrs
Green / Red
Green / Red
Green / Red
Green / Red
Green / Red
??
100% match
100%
100% match
100%
updated
Green / red
100%
100%
0/10/90
70%
70%
98%
Date adherence
green / red
100%
Green / red

green / red
No NCs
green / red
5 Nos./month
green / red
95%
95%
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Zone Captain 10- QUALITY
KRA & KPIs OF Mr RAVI VERMA

Foundation Roadmap
Outcome
Measures
Weightage
Targets 2013
Present status
Target Achieved
2013
Interdependencies
TEI
TEI
1. Absenteeism
5%
2. Attrition
100%
Hr / man / annum
48 hr /man/annum
Updated
updated at each
workstation
Date
Before 10th

Nos
Date
Nos

Red Tag Status
5S
% Emp covered
14%
4 /year
before 4th
Date

%
100%
100%
Zero Accidents
cases (Zero)
0
0
Nos
Date adherence
Date adherence
Date adherence
Date adherence
Oldest Red Tag
30 Days
30 Days
updated
Filng system
updated
12%
No tool missing
Z - Marking done
75%
100%

Status of WPP
100% of Machine
Nos

3 points / day
20 minutes
Per Kg.
Chemical Lab Consumption
0.004
Calibration Charges
0.015
R & M Computers
Training Expences

improvements
100%
R & M Measuring Instruments

3M
100%
0.002
20%
0.26
0.00
Inter Plant Connectivity Charges
0.27
Telephone/ Inter Net Expences
0.044

Finance
Jan'2014
Feb'201 Mar'201
4
4
Safety
ERP Implimentation Charges
0.025
IMS Certification Expences
0.010
R & M Fire Fighting Equipments
0.025
100%
100%
PPM
Accident Severity
PPM
Near Miss Accident
Nos
QCD Score

timely delivery
Quality Management
10%
Accident Frequency
100 % closure
Product Development

improvements
Within 24 hrs

Within 2 days
Engg
9%
No of pokayoke done
Supplier N/C (PPM)
Inventory Audit

which is not there
ITR
??

match
100% match
10%
100% match
Finance

improvements
Inventory Audit
10%
updated
100%

90%
OEE
70%
Yield improvement
Marketing
Manpower Cost
Rs./Kg
In Heat Treatment
Rs./Kg
In Plating
Rs./Kg
Work station audit
Date adherence
100%
Sustenance
10%

processes

Promotions

kaizens
Sustained VAPCO
Number of NCs
area of work
No NCs
15%
5 Nos./month
%
No.
95%
6
100%
Prepared By:_____________________
Checked By:_________________

Revision No. 01
Strategic Pillar
Linkage to Roadmap
People and process

system
People and process

system
People and process

system
People and process

People and process
People and process
People and process
system

system
CI
People and process

CI
People and process

system
People and process

system
People and process

People and process
People and process
People and process
People and process

system
system
Communication
system
system
People and process

system
People and process

system
People and process

system
People and process

People and process
People and process

system
system
system
People and process

People and process
People and process
People and process
Finance
Audit calendar
system
system
system
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
Finance
Financial Health
People and process

People and process
People and process
People and process
People and process
Audit Calendar
system
system
system
system
&
&
&
&
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
Customer & Market

Brand Recognition
People and process

system
People and process

system
People and process
Audit calendar
People and process
Audit calendar
People and process
Audit calendar
People and process

system
People and process
system
system
system
system
system
People and process

People and process
People and process
People and process
&
&
&
&
&
People and process
People and process
People and process
People and process
Audit calendar
People and process

C
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Succession planning
Learning
Learning
Succession planning
Succession planning
Approved By:_______________________
KRA & KPIs OF Mr RAVI VERMA

Outcome
Measures
Weightage
TEI
1. Absenteeism
2. Attrition

month
Hr / man / annum
Updated
Date
% Emp covered
Nos
Date

ACMA)
Nos
Date
14%

on QTRLY basis by
Members
peer and Senior
KPI's
%
Zero Accidents
Red Tag Status
Nos
Date adherence
Date adherence
Oldest Red Tag
30 Days
updated
Filng system
updated

submission)

Status of WPP
100% of Machine
Nos
12%

floor
for any visitor(5)
Chemical Lab Consumption

Calibration Charges
R & M Measuring Instruments
20%
R & M Computers
Training Expences
Inter Plant Connectivity Charges
Telephone/ Inter Net Expences
ERP Implimentation Charges
IMS Certification Expences
R & M Fire Fighting Equipments

submission)
Accident Frequency
Accident Severity
Near Miss Accident
PPM
PPM
Nos
10%
QCD Score
100 % closure
Product Development

dates
9%

No of pokayoke done
Supplier N/C (PPM)
Dead Stock & Slow

Moving /stock which
is not there
ITR
stock should match
Inventory Audit
10%
with navision
Inventory Audit
10%
navision
submission)

Spares)

Yield improvement
OEE
%
Manpower Cost
Rs./Kg
In Heat Treatment
Rs./Kg
In Plating
Rs./Kg
Work station audit

submission)

critical processes
10%
Done on monthly
basis
%
Job Rotations /
Changes
Promotions

Number of NCs

Best kaizens
improvement
Sustained VAPCO
%
No.
15%
Targets 2013
DailyTarget
5%
100%
3%
48 hr /man/annum
1 hour /week
Green/ Red
Before 10th
Green/ Red
100%
4 /year
Activities - G/ R
before 4th
Green/ Red
Green/ Red
Green/ Red
100%
100%
0
0
Green/ Red
Date adherence
Green/ Red
Date adherence
Green/ Red
30 Days
Green/ Red
No tool missing
Z - Marking done
75%
100%
100%
3 points / day
Green/ Red
Green/ Red
75%
100%
Green/ Red
Green/ Red
01
02
03
04
05
06
07
20 minutes
.min
Per Kg.
0.004
0.015
0.002
0.26
0.00
0.27
0.044
0.025
0.010
0.025
100%
100%
100%
100%
0
0
0
0
0
0
BOP PPM
CID PPM
delivery /day
Within 24 hrs
Green / Red
Green / Red
Green / Red
Green / Red
Green / Red
??
100% match
100%
100% match
100%
updated
Green / red
100%
100%
0/10/90
70%
70%
98%
Date adherence
Green / red
100%
Green / red

Green / red
No NCs
green / red
5 Nos./month
green / red
95%
95%
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
23
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25
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Kra 210114 R

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NIPMAN FASTENER INDUSTRIES PVT. LTD.

People and process

4. Training and Development

People and process

5.Status of CAP-D Register

People and process

People and process

People and process

6. Kaizen ceremony /PRC meeting in every month

9.Submission of reward paper on time to A/C

10.Participation in exteral events ( NCQC/CII / ACMA)

11. Updated display in the Kaizen Gallary

14.Environment Health and Safety

Audit Compliance (Including Counter measure submission)

People and process

People and process

People and process

People and process

People and process

People and process

To Demonstrate best shopfloor practices on shop floor

Shop floor to be ready for visit with

People and process

Implementation of Autonomous Maintenance

People and process

Updated / 2nd every month

People and process

Internal 360 Feedback on QTRLY

People and process

People and process

People and process

People and process

People and process

Coordinate with MD,

Reduction in Operating Costs

Variable cost per kg

Reduction in Fixed cost

Value addition/ fixed cost (5)

Safety Audit Score (Interplant level)

Audit Compliance (Including Counter measure submission)

Achieve 0 ppm and 100%

Coordinate with Audit

People and process

People and process

Customer Quality & Delivery Rating

Customer & Market

Response to Customer complaints

Within defined target dates

Customer & Market

Customer & Market

Customer Return (PPM)

DOL audit report given to customer on time

Customer & Market

In Process N/C (PPM)

Customer & Market

Supplier N/C (PPM)

Customer & Market

Dead Stock & Slow Moving /stock

RED =0 Grey = 10% Green =

Enhance Process effectiveness

Develop second and third line leadership for critical

Job Rotations / Changes

Exteral Audits of IMS and customer's Audit