- MANPOWER MANAGEMENT & MANPOWER COST (MAIN FOCUS) • Decide the right number of workers needed for each machine and each line to meet the daily target - not more, not less.
- Reduce the number of workers used per shift wherever possible, without reducing production.
- Track manpower cost every day and compare it to production output - the goal is maximum output per worker, at the lowest manpower cost.
- Cut overtime hours by planning and managing manpower better.
- Work towards removing the night shift completely, by making day and evening shifts productive enough to cover the full target.
- Train workers to handle more than one machine or job, so fewer workers can run more stations.
- Remove unnecessary manpower stages - any point in the process where extra workers are placed but not adding real value.
- Handle attendance, shift roster, and daily manpower deployment across the shop floor.
- Train supervisors and line in-charges to run their line independently, with the least number of workers, without dropping output or quality.
- PRODUCTION PLANNING • Make the daily, weekly, and monthly production plan for press shop, pipe bending, welding, and fabrication.
- Make sure material planning is done on time - no line should stop because material was not ready.
- Set the priority of jobs (which order to run) based on customer requirement and dispatch plan.
- Break the plan into hour-by-hour targets for each machine, not just a shift-end number.




- LINE BALANCING & EFFICIENCY • Balance manpower and machines on each line so that no worker or machine sits idle.
- Remove bottlenecks that slow down the full line.
- Find out why night shifts and low-efficiency shifts are happening, and fix the reason permanently.
- PRODUCTION COST REDUCTION • Reduce cost per part, with manpower cost as the main lever.
- Reduce scrap, rework, and rejection through better process discipline.
- Find and implement cost-saving ideas on the shop floor - consumables, power, tooling, changeover time.
- DAILY REPORTING • Give hourly production reports for every machine - output against target.
- Give daily downtime reports - which machine stopped, for how long, and why.
- Give breakdown reports - when it happened, when it was fixed, and the reason.
- Reports should be quick and clear, so problems are caught the same shift, not the next day.
- KAIZEN (CONTINUOUS IMPROVEMENT) • Run regular Kaizen activities on the floor to improve cycle time, layout, and material flow.
- Keep a simple running list of improvements raised and closed.
- PROBLEM SOLVING • Walk the shop floor daily to catch problems that reports may not show - idle time, small stoppages, wasted movement.
- Find the root cause of repeat problems (breakdowns, low-efficiency shifts, rejections) and fix them permanently, not temporarily.
- Inform the Plant Head about any issue that needs support beyond the shop floor.

📌 Production Incharge (Ludhiana)
🏢 Abp Empower
📍 Ludhiana