nestle word doc.docx

8/9/2019 nestle word doc.docx

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Agricom has been endeavoring to improve socio-economic environment of society through value added

products. Our seeds, fertilizers and pesticide division have contributed significantly towards raising yields

of various crops which have contributed towards prosperous rural society. Continuing with our traditions,

we have now introduced Urban Pest Management Division so as to contribute towards Urban society.

Agricom Urban Pest Management Division will provide termite proofing and Fumigation Services.

Ranger 50SC, Viper 25 EC, Hitter 15EC, Kick out 100SC and Gallant 10Wp are the main products of

Agricom Urban Pest Management.

For Inquiries and further details please contact our Business office:

A key performance

indicator (KPI) is

a specific measure

of

an organization's


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performancein

some area of its

business. It is a

very generalconcept, it!

differentimplementationsde

pending ont!e type of


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business and goals

of t!e

organization.

In "estle upperlevelmanagers or

team leaders areusing KPIs. #!ey

made t!e policies,rules and


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regulationsfor

assigning t!e

tasks to

employees andkeeping t!em in

rig!t direction.#!ese

are basically t!etasks of t!e upper


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level

management. $or

e%ample& mac!ine

c!ecking,trainingof employees,

monitoring, settingsales targets .#..


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Process

Performance

Indicator is used

by t!e plantmanagers. Plant

managers directandcoordinate

plant operationsit!in company


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policies and

procedures.

aintain a

cleanandsafe plant. stabli

s! and direct plantpolicies and

procedures.*esponsible for


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plant production

goals. stablis!

and maintain a

positivecommunity

relations!ip.onductemployee

performancerevies. Plant


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managers used

PPIs to ensure t!at

t!ere s!ould beno

gap inmanufacturing

process andeveryt!ing is

going smoot!ly.#!ey direct


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t!eorkers to

different tasks.

Plant manager

calls upon t!emeeting it! t!e

upperlevelmanagement

and discuss t!ecurrent issues.


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+rivers are usedby orkers.

orkers areactually

implementing t!e

rules !ic!

aredesigned

by t!e upper


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level management

. If t!ere is

any issue

during t!emanufacturing pro

cess, t!e orkersimmediately report

to t!e plantmanager. Plant


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manager c!ecks

t!elevel of t!e

issue, if t!e issue

is out of !iscapacity& !e

sc!edules ameeting it! t!e

upper levelmanagement.


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Feedback:In "estle t!ey takebot! internal as

ell as e%ternal

feedback.

7

InternalFeedback:


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#!e upper level

management

involves t!e

employees in t!ebrain storming

session forcreatingideas or

solving problems.#!e meeting is on


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t!e -uarterly

basis and it also

knon as

"("estle ontinuous

%cellence). mployees are free

to s!are t!eirideas it!


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t!e management.#

!e ideas are t!en

evaluated, s!ort

listed and acceptedon t!e basis of

t!eirsignificance.e !

ave an e%ample of internal feedbac


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k. iss Iram !a

!een told us t!at

s!e !as also parti

cipated in issueresolving session.

#!ere are t!irtyguidelines for

-uality in nestle,so t!ereare t!irty


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different

documents for it.

!e takes an

initiative andsummarizes t!ose

guidelines tomaket!em easier to

understand. #!isas accepted all


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over t!e Asia and

s!e got star aard

fromt!e

organization ont!is ac!ievement.

ExternalFeedback:


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"estle take t!e

feedback from

customers on

mont!ly basis. #!ecall centers are

created fort!is purpose and

t!ey !ave t!ep!one numbers of


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all of t!eir

customers in t!eir

data

base. Anot!er tec!ni-ue is used to

avoid t!e biasnessin taking t!e

feedback, t!e callcenter of Karac!i


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calls t!ecustomers

of Islamabad and

t!e call center of

Islamabad calls t!ecustomers of

Karac!i.Types of

Teams:


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/)Process improv

ement team0)ro

ss functional

team1)elf managed teamIn "estle

t!ey are orkingin to types of

team2


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In process

improvement team

t!e members

represents t!e eac!operation of t!e

process.3suallyt!e scope of t!e

team4s activity islimited to t!e ork


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of -uality

department and

t!ey !ave to do

t!is ork it!int!eir team. #!is

issue is not inrelevance to ot!er

departments.8


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In ross$unctional #eam

t!ere are 5 to /6members ill

represent a no. ofdifferentfunctiona

l areas suc! as

ngineering,


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Production etc. In

"estle, t!ey are

also using

t!ecrossfunctional teams

but it dependsupon t!e nature

of t!e product.e can


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takee%ample of a

pro7ect of "estle

in !ic! t!ey

!ave e%tract alimited ater

from ell tomaket!eir environment

safe. In t!is pro7ectt!ey ere using


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cross

functional teams

!ic!is formed by

differentdepartment

members.Continuou

s Process


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Improvement:

8uality is a neverending -uest and

ontinuousProcess

Improvement

(PI) is a never


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endingeffort to

discover and

eliminate t!e main

causes ofproblems.

PDSACycle:


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"estle strongly

rely on P+A

cycle for solving

several of itsproblems. A

P+A cycle isasystem for

continuouslyimproving


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environmental

management

systems.

$olloing t!iscycle, "estle ill

Plan (setenvironmental

policies andtargets for itself


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and create a plan

to ac!ievet!em),

+o (put t!e plan

into practice),tudy (c!eck t!e

results and makecorrections) and

Act(makerevisions and


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improvements for

t!e ne%t step in t!e

cycle).Figure3: PDSACycleSource: Miss IramShaheen

9


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