final project of pms
TRANSCRIPT
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Table of Contents
Millat Tractors ................................................................................................................ 4
Introduction ................................................................................................................. 4
Achievements ................................................................................................................. 5
Millat Group Vision ........................................................................................................ 6
Mission Statement ........................................................................................................... 6
Strategic planning ........................................................................................................... 7
Process of linking performance management to strategic plans ........................................ 7
Organizations Strategic plan .......................................................................................... 7
Mission ....................................................................................................................... 7
Vision ......................................................................................................................... 7
Goals and objectives .................................................................................................... 7
Strategies .................................................................................................................... 7
Units strategic plan ........................................................................................................ 8
Mission ....................................................................................................................... 8
Vision ......................................................................................................................... 8
Goals and objectives .................................................................................................... 8
Strategies .................................................................................................................... 8
Job description ................................................................................................................ 8
Task knowledge .......................................................................................................... 8
Skill ............................................................................................................................ 8
Ability ......................................................................................................................... 8
Abilities ...................................................................................................................... 8
Individual and team performance .................................................................................... 8
Results ........................................................................................................................ 8
Behaviors .................................................................................................................... 8
Department ................................................................................................................. 8
Environmental analysis ................................................................................................... 8
Internal analysis .......................................................................................................... 8
Organizational structure .............................................................................................. 9
Organizational culture ................................................................................................. 9
Size ............................................................................................................................. 9
Politics ........................................................................................................................ 9
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Process ...................................................................................................................... 10
External analysis ........................................................................................................... 10
Economic: ................................................................................................................. 10
Political: .................................................................................................................... 10
Social: ....................................................................................................................... 11
Technology: .............................................................................................................. 11
Competitors:.............................................................................................................. 11
Customers: ................................................................................................................ 11
Suppliers: .................................................................................................................. 12
Swot Analyses .............................................................................................................. 12
Strength:.................................................................................................................... 12
Good Will / Well Established Image: ........................................................................ 12
MTL has an excellent goodwill in the market and it is the oldest company of Pakistan................................................................................................................................... 12
Market Share: ............................................................................................................ 12
Repair Facility: .......................................................................................................... 12
Delivery through Dealers and Direct Cash Basis: ...................................................... 13
Licenses and Technology: ......................................................................................... 13
ISO 9002 Certification: ............................................................................................. 13
AFTER SALE SERVICES: ....................................................................................... 13
Availability of Parts: ................................................................................................. 13
Network of Dealers and Workshops: ......................................................................... 13
Diversification: ......................................................................................................... 13
Experience: ............................................................................................................... 14
Price Earning Ratio: .................................................................................................. 14
WEAKNESSES ............................................................................................................ 14
Job stationary: ........................................................................................................... 14
Long Delivery Period: ............................................................................................... 14
Diversion of Concentration: ...................................................................................... 14
Non Specialized People at Front Desks: .................................................................... 14
Long Procedures of Decision Making: ....................................................................... 14
Opportunities: ............................................................................................................... 15
High yields of Crops and rates: .................................................................................. 15
E-Commerce: ............................................................................................................ 15
THREATS .................................................................................................................... 15
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Political Instability: ................................................................................................... 15
Strong Competition: .................................................................................................. 15
Organizations Strategic plan ........................................................................................ 16
STRATEGIC PLAN ..................................................................................................... 16
Mission: .................................................................................................................... 16
Vision: ...................................................................................................................... 16
Millat to be global group of companies, recognized for a range of quality productswith innovative design capabilities . ...................................................................... 16
Goals and objectives:................................................................................................. 16
Strategies .................................................................................................................. 17
Units developing plan .................................................................................................. 17
Mission: .................................................................................................................... 17
Vision: ...................................................................................................................... 18Goals:........................................................................................................................ 18
Strategies: ................................................................................................................. 18
Job description .......................................................................................................... 18
Assistant Manager of assembling department ................................................................ 19
Tasks:........................................................................................................................ 19
Knowledge: ............................................................................................................... 19
Skills: ........................................................................................................................ 19
Abilities: ................................................................................................................... 19
Individual and team performance .................................................................................. 19
Results: ..................................................................................................................... 20
Behaviors: ................................................................................................................. 20
Development plan: .................................................................................................... 20
Approaches to measure performance ............................................................................. 20
Result approach:............................................................................................................ 20
Behavior and results are obviously related: ................................................................ 20
Result shows improvement: ....................................................................................... 21
Ways to do the write job: ........................................................................................... 21
Measuring results .......................................................................................................... 21
Objective, accountabilities and standard .................................................................... 21
Objective: .............................................................................................................. 21
Accountability ....................................................................................................... 21
Standard: ............................................................................................................... 22
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Objective: .............................................................................................................. 22
Standard: ............................................................................................................... 22
Objective: .............................................................................................................. 23
Standard: ............................................................................................................... 23
Objective: .............................................................................................................. 23
Standard: ............................................................................................................... 23
Measuring behaviors ..................................................................................................... 24
Competencies ............................................................................................................ 24
Comparative system: ................................................................................................. 24
Paired Comparison: ............................................................................................... 24
Behavioral indicator .................................................................................................. 24
FINAL PROJECT
Performance Management
Group Members Name:
ZAMAN ARSHAD mi-01091069
SHOAIB ASIF mi-01091054
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Submitted T0: ATIF RANA
Millat Tractors
Introduction
Tractors Limited (MTL) was established in 1964 to introduce Massey Ferguson
(MF) Tractors in Pakistan. An assembly plant was set up in 1967 to assemble tractorsimported in semi-knocked down (SKD) condition.
The company was nationalized under Economic Reforms Order in 1972 andstarted assembling tractors on behalf of Pakistan Tractor Corporation (PTC) which was
formed by the Government for import of tractors in SKD condition. In 1980 theGovernment decided on indigenization of the tractors and entrusted this task to PTC.
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PTC transferred this role of indigenization in 1981 to MTL. This was the turning
point in the Companys history and it went about the task methodically and rapidly. TheCompany undertook this new role with enthusiasm and in the spirit of national
development and proved its engineering capabilities by surprising the deletion targets set
by the Government. Just in one years time, the company took a giant step towards self-reliance by setting up the first engine assembly plant in Pakistan.
The Company made a strategic decision right in the beginning to bring thosemanufacturing facilities in-house for which capabilities did not exist in the country and
designed for parts which required high precision and investment. Therefore, in 1984,sophisticated manufacturing facilities for the machining of complex components were set
up. These were previously not available in Pakistan. Currently, critical components likeEngine Blocks, Sump, Transmission Case, Axle Housing, Hydraulic Lift Cover, Front
Axle Support and Centre Housing are all being machined most successfully in-house atMTL from locally sourced castings.
At MTL, we firmly believe that producing to International quality standards is the key toour continued success and growth, and our quality control department converts this belief into
reality. In 1992, the company was privatized. The employees joined hands and took over themanagement by winning an open bid.
To maintain its leadership role in tractor manufacturing in the country, MTL continues tolook toward future, to identify and exploit new opportunities and to combine existing ones. The
Tractor Assembly Plant is part of this philosophy. This plant started its production in 1992. The
establishment of this modern plant not only increased production capacity to 16000 tractors peryear on a single shift basis, but also provided a quantum jump to the quality of the assembledtractors and pushed MTL into ranks of the major tractor manufacturing companies of the World.
After successful takeover, MTL also acquired the management. The company has been the
regular receiver of the Corporate Excellence Award of Management Association of Pakistan andthe Top Companies Award of Karachi Stock Exchange, since early eighties. MTLs Annual
Report has been acknowledged as the Best Annual Report by the Institute of CharteredSecretaries and Admin Association of Pakistan for several years.
Achievements
1964: Company was established
1972: Company nationalized
1973: Licensing and transfer of technology agreement with MF, U.K.
1973: Licensing and transfer of technology agreement with Perkins, U.K.
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1982: Installation of engine assembly plant.
1984: Installation of machining plant
1990: Perkins distributor agreement
1992: Installation on new tractors assembly plant
1993: Bolan castings limited buy out
1994: Mass production- Generating sets
1994: Millat equipment limited established
1998: ISO 9002 certification achieved
2000: licensing agreement-Heli Forklift trucks (China)
2002: Quality management system upgraded to ISO 9001:2000
2002: Millat industrial products limited established
Millat Group Vision
Millat is a global group of companies, recognized for a range
of quality products with innovative design capabilities.
Mission Statement
Millat to be market leader in agricultural tractors and
machinery, building Companys image through innovation and competitiveness, grow by
expanding market and investing into group companies, ensuring satisfaction to customersand stakeholders and to fulfill social obligations.
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Strategic planning
Is a process that involves describing the organizationsdestination assessing barriers that stand in the way of that destination and selecting
approaches for moving toward goals? The main goal of strategic planning is to allocate
resources in a way that provides organization with a competitive advantage.
Process of linking performance management tostrategic plans
Organizations Strategic plan
Mission
VisionGoals and objectives
Strategies
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Units strategic plan
Mission
Vision
Goals and objectives
Strategies
Job description
Task knowledge
Skill
Ability
Abilities
Individual and team performance
Results
Behaviors
Department
Environmental analysis
Internal analysis
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Organizational structure
The structure is good because they have
effective communication and fast.
Organizational culture
Culture of MTL is encouraging for developmentand can communicate with Assistant manager and Manager. They can take part in
development. They have right of innovation.
Size
The company founded in 1964, the company was acquired by its
employees in 1992 with 51% share holding. Subsequently, the company also acquired
Bolan casting Limited, one of the largest foundries in the country. Over the years, the
company is maintaining a wide field network spread all over the country. Its tractor
dealers are 69, 46 spare parts dealers and 312 lone shops.
So the company has spread its products throughout the length and breath of the
country. Today the population of MF tractor made by MTL exceeds 250000 while the
total member of tractors in the company is approximately 500,000. Every second tractor
in Pakistan is a MF tractor.
This achievement has been made possible only through the companys
commitment to quality, after sale service and its human remorse development.
Politics
There are politics in organization also have a union. if some one working onheavy work t hey can go easier work by the commitment of supervisor.
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Process
y Customer goes to dealer and tells the problem.y Dealers replace the parts from his inventory and afterwards fills the claims
form and takes the collective defective parts to the Millat Tractors Limited.
y MTL inspects the part and then either replaces part to the dealer or creditsthe balance to dealers accounts.
For the extra ordinary problem or defect the claim procedure is different and as
follows:
y Customers go to dealer and tell the problem.y Sends a notice to the Millat Tractors Limited and then a team from MTL
visits the tractor and then decides whether to improve the claim or not.
If the claim is accepted then the part is sent to the dealer for replacement.
External analysis
Economic:
The Millat tractor is effected by inflation due to this the spare parts prices
increases, per unit cost increases. And heavy taxes affected the business of MTL, by thisMTL has increase the price of per unit.
Political:
There is lot of effect of politically in our country. Every day there is change
in tax law and also excises duty. Also MTL facing Zardari tax.MTL pays 15 thousand foreach tractor.
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Social:
Socially there is no any problem with the business of MTL. Every thing is going
smoothly. MTL give funds for Hospitals and charitable trusts as and where requested by
them. The Company has been sponsoring Golf Tournaments at the national level.
Technology:
As part of the Company's policy of providing appropriate products to
meet customers' requirements, two new models i.e. MF-260 Turbo (60 HP) and low cost
option of higher HP MF-375E (75 HP) have been introduced in addition to the existing
models MF-240 (50 HP), MF-385 (85 HP) and MF-385 4 Wheels Drive. We are now
well placed in the market by offering a wide range of products meeting all pocket needs.
This also places us in a comfortable position to meet future WTO conditional ties. We are
confident that our current products quality will place us in a good position to compete
globally. Encouraged by this acceptability we plan to continue with the concept of
offering products suited to the market needs to further enhance our existing tractor range.
Competitors:
MTL has faced a very strong competition not only in tractors but in
agriculture implements as well. In tractors the major competitor is Al-Gahzi Tractors
Limited and in agricultural implements all the local manufacturers are its competitors
.AGTL has achieved a major portion of the market share so rapidly by reducing per unit
cost of tractor by switching from Italy (FIAT) technology to Turkish technology
(TUMOSAN) and by managing its delivery period.
Customers:
Farmers are the biggest customer of tractors. which they used inagriculture sector. Factories are also used tractor to take their laguage from one place to
another place.
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Suppliers:
Iran. England and china is the supplier of the parts by tractor. There are
some local companies of Pakistan which are also providing spare parts of tractor.
Swot Analyses
Strength:
Millat tractors limited is strong organization as for as its competitor is
concerned. Basically the activities the firm does well or the resources it has or it controls
are referred to as its strength.
Good Will / WellEstablished Image:
MTL has anexcellent goodwill in the market and it is the oldest company ofPakistan.
Market Share:
A market share of 80%-85% proves to be a demanding strength of
the Millat Tractors Limited.
Repair Facility:
MF tractors can be repair from any workshop located in any area
of Pakistan. There is no specification, regarding repair maintenance of tractors such as if
the customer has purchased tractor from Lahore, he can repair it from D.G. KhanWorkshop as well.
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Delivery through Dealers and DirectCash Basis:
MTL has strength over their
competitors. It delivers tractors through dealers and direct cash basis delivery is also
made. But Al-Ghazi tractor makes delivery just through dealers.
Licenses andTechnology:
Licenses and technology from Massey Ferguson, UK
gives Millat Tractors limited an extra edge.
ISO9002Certification:
Another, solid strength of Millat Tractors Limited isISO 9002 certification for its engine assembly, tractor assembly and laboratory.
AFTERSALESERVICES:
A good package of after sales service by Millat
Tractor is strength on its competitor and provides the customer satisfaction.
Availability ofParts:
Millat tractors parts are readily available all over Pakistan
that is strength.
Network of Dealers and Workshops:
There are 69 tractor dealers, 146 spare
parts dealers and 412 workshops all over Pakistan.
Diversification:
Millat tractors limited has diversified its business by producing
agricultural implements, generating sets, fork lifters, rex barren batteries and now
working on the automobiles business as well.
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Experience:
Another strength of MTL is that it has been established since 1964 so
it has experience labor force.
Price EarningRatio:
MTL enjoys a higher percentage in stock exchange due to
higher price earning ratio.
WEAKNESSES
Job stationary:
There is lack of job rotation in MTL which has created the staticness which reduce the productivity and efficiency of the employees.
Long DeliveryPeriod:
As compare to its competitors delivery time period of
tractors delivery is long it takes 5 to 6 month to delivery.
Diversion ofConcentration:
Due to diversified work at MTL, it might not able to
fully concentrate on its primary operations.
Non SpecializedPeople at Front Desks:
The marketing department has good
workers but they are not good at public dealing and less interaction with the customers,
no special advertisement.
LongProcedures of DecisionMaking:
There is long decision making
procedure. Not quick decision is taken so these long procedures are time consuming.
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Opportunities:
Expansion in Automobiles equipments, Fork Lifts Trucks and
Generating sets of barring and batteries. Due to changing needs of country, MTL has the
opportunity to make power machine along with manufacturing tractors and diversifying
its business.
High yields ofCrops and rates:
If the crop yield is high and the farmers are going
to get good price for it so this will increase the demand of the tractors.
E-Commerce:
MTL can establish B2B e-commerce application with its dealers,
spare parts and workshops. This will help them to make true Management information
system
THREATS
Political Instability:
The major threat which is faced by MTL is the
instable political environment. A policy being carried out by one government is changed
by next coming up government. Such as Awami Tractor Scheme and Green
Tractors Loaning Scheme. Every government shows biasness and makes policies by
considering their favorites. Now a days there is zardari tax. The MTL per unit
pays 1500 to zardari.
StrongCompetition:
MTL has faced a very strong competition not only in tractors
but in agriculture implements as well. In tractors the major competitor is Al-Gahzi
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Tractors Limited and in agricultural implements all the local manufacturers are its
competitors .AGTL has achieved a major portion of the market share so rapidly by
reducing per unit cost of tractor by switching from Italy (FIAT) technology to Turkish
technology (TUMOSAN) and by managing its delivery period.
Organizations Strategic plan
STRATEGICPLAN
Mission:
To be market leader in agricultural tractors and machinery building
companys image through innovation and composition, grow by investing into group of
companies, ensuring satisfaction to customers and stakeholders and to fulfill social
obligation.
Vision:Millat to be global group of companies, recognized for a range of
quality products with innovative design capabilities.
Goals and objectives:
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i. Establish dealers network all over Pakistan to ensure the availability oftheir products.
ii. To completely satisfy the customers.iii. Ensure customer satisfaction by providing quality products at competitive
prices with the warranty coverage and ensuring after sale service.
iv. Constantly attempt to be market leader in terms of market share andtechnology pace-setters in area of operations and to continuously improve
efficiency and competitive strength.
v. By continuously improving performance, aim to generate earningssufficient to ensure a secure future for the company and to produce and
increase shareholders return.
vi. To enhance creativity and job satisfaction, provide employees opportunityfor personal development.
vii. 15% increase the sale in 2011.
Strategies
After the making of goals and object they constantly compute is our
sufficient goals are going too achieved? They constantly review.
y Communicate constantly vision and mission and goals statements.y After making goals then MTL make targets on daily basis.y Check on daily basis either it is going on right direction.y Critical review all departments are consistent in their jobs, top quality, innovative
and customer satisfaction.
y If any difficulties are there they arrange training sessions.y MTL give rewards who participate in development
Units developing plan
Mission:
To retain and improve Millat Tractor good will, profit ability and market
leadership by manufacturing the quality Tractors and machinery and satisfy our customer
by our top efficient human capital.
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Vision:
To improve and maintain the leadership position
Millat Tractors Limited is dedicated to provide quality innovative products
with the best package of guaranty and warranty for its customers when ever they are
We can here to better serve our customers with the best quality and
diversified range of products providing best after sale service as well.
Goals:
MTL assembly unit arrange monthly and year wise meetings and set the target
according to the orders which the MTL received. MTL durig this year has to made 26000
tractor. To complete the order assembly line divided it into monthly basis and then they
divided into daily basis.
Strategies:
There are two-way communications in order to set the targets. In this
communication session two parties are involve. Top management and middle
management. These targets are split in different targets and spread them to make these
targets operationally. Again monthly meetings are held in order to check the performance
of the employees towards the achievement of these targets. There is incentive scheme to
motivate the employees to achieve these targets. There are production bonuses and cash
rewards.
Job description
The job of unit level is that to guide the employ,
communicate, and check the performance on daily basis either todays target is complete
or not?
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Assistant Manager of assembling department
Tasks:
Supervising whole engines, cross check of production, test to ascertain
assembly as well as parts& sharing reports of employ with departments
Knowledge:
B.SC engineering
Skills:
Know the whole work/each and every thing of assemblying of parts andguide the worker how was the right way to do work.
As point of view labors, the company trained their employ 15 days for fresh candidates
,and in a year 5 days are work shop for training, also when new model are launched theygive lecture tells the specifications of new models, creative employ are motivated and
shift to upper level.
Abilities:
If any problem in production he can handle very well. And take the steps
which are useful to company, these are not for lose of company.For example if any part is not in good position then he should not assemble that part, stop
the production otherwise again the whole engine should be reopen.
Individual and team performance
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Results:
Results are checked on daily basis. Thy have to assemble 68 to 107tractors daily. the supervisor makes the group 2, 3 workers, and he assigned the job which
they have to do on time, because there is a specific time for each part to assemble, after
assembling that part ,they mark that part on the sheet, send it to the next part. With in 5minute they completed it.
Behaviors:
The behavior is checked by their work whether he can do his job; withinterest are not, these thing shows behaviors.
Development plan:
Although development plan is made by top management andalso engineers, but often they ask what kind of development you advised us. They also
ask about solution problems. Because the worker which is making these things he alsoknow better.
Approaches to measure performance
There are three kinds of approach but MTL use result approach
Result approach:
MTL are using result approach it is less expensive, cost effective.
Workers are skilled in the needed behavior:
Workers are trained to do their work, MTL gives training which part how fit, and providethe skill how it could be possible.
Behavior and results are obviously related:
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Result shows improvement:
There is a specific time for every part to fit, thereis complete description of ever part in front of them with in what time it should
completed.
Ways to do the write job:
Workers complete its work before time that mean he isaware of her responsibility.
MTL believe on result approach so that the employee conclude new types to do the
same work and make innovation, and gives advise if we take the better of tractor on frontit would be easy to assemble.
Measuring results
Objective, accountabilities and standard
Objective:
1. 10% increase production.2. Target complete daily basis.3. Innovation
Accountability
1. Constantly analyze the no. of units they make.2. Communicate with employ.3. Take part in Development plan
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Standard:
1. Superior employees.2. Constantly motivate.3. best performance and output
Objective Accountability Standard
10% increase production Constantly analyze the no. of unitsthey produce.
Superior human resources
Objective:
10%increase if production is clear and specific, it is although is
challenging because if supply of parts not reach on time, before making the plan it isasked by HRM to his subordinates A.M and supervisors both the shifts they are agreed
upon, they must achieve it on time, priorities because they have to complete the orders ontime it creates profit for company.
Standard:
Our staff have required skills and related to position they can achieved thetarget .
Objective Accountability Standard
Target complete daily basis Communicate with employ Constantly motivate
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Objective:
It is clear that we have to complete our target on time . we can achieved it andcommunicate each other to get this target .
Standard:
Motivation is related to position due to that we can measure the required result
due to motivation we achieve the target and review on regular basis who is doingbest..
Objective Accountability Standard
Innovation Take part in Development plan Best performance andoutput
Objective:
It is clear that we have to take part in development to produce new process although it is
challenging but not too much difficult it is prioritize that it is very important for success of acompany it is fully communicated that if any one add something if any one give advise it isacceptable and flexible , error can be acceptable .
Standard:
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It is related to position that every one have to perform very best which can be accountableand measureable and practically we saw its outcome. And access regularly either we are
going to right way.
Measuring behaviors
Competencies
Competencies are measurable clusters of knowledge skill andabilities that are critical in determining how results will be achieved.
Comparative system:
MTL use comparative system to access the performance of employees
Paired Comparison:
Supervisor systematically compares the performance of eachemployee against the performance of all other employees.
Behavioral indicator
He should communicate plan regularly to ensure business remain relevant. Business goals of MTL matches short term goals with long term goals. Ensure MTL goals are communicated and understood across business.
o Keep others informed of MTLs goals and inspire buy to them.
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Develop local goals to support wider goals. Inspire employees about MTL goals by showing how individual efforts contribute
to them.
Provide timely and appropriate information to supports achievements of MTLgoals.
Behavior when some one not demonstrates a competency effectively?
There are some points which are in effective competency.
If he shows unfairness to all. Take work with baseness. If he do not work with check list. Does not check performance regularly.
Does not communicate with employ. Does not take feed back from dealer and also employ.
List of suggestion for developing the competencies?
Produce detail plan to achieving required objective Every one knows what his work in MTL. Skills should be necessary and appropriate to assemble the parts. Clarification of the purpose
Appraisal form
Appraisal form should include these things.
Basic employ information
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EMPLOYEE NAMETitle
divisionManager:Date of appraisal meeting:
Accountabilities objectives and standardsMajor achievements and contributions
Developmental achievementsDevelopmental needs, plans, and goals
Stake holder inputEmployee comments
Signatures
Appraisal period and number of meetings
There is only one meeting about appraisal form it was held at the end of fiscal year.
How should provide performance informationIn MTL there is two persons which are giving information about worker one is the
supervisor and other is the assistant manager. Also some times ask from other work
fellows.
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Millat tractor limited held monthly and annual based meetings to set the goals and
targets. There are different types of targets just like, production related, import related,
supply related, quality maintenance, delivery, finance, and manpower related targets.
Proper budget is allocated to achieve these targets. There are some factors which
considered at the time of setting goals and targets.
y What is the current sale level and what it was in past?y What is companys current profit level and what it was in past?y What is the companys current growth and what it was?y Business success and failure.y How many complaints company receive and among these how much it
accept.
y Also consider how much time and cost it will take?Objective:
10% increase in the assembling units.
Accountability
Constantly analyze the units they make.
Standard:
Superior employees.
Objective:
1. Assembling unit list is clear for the customer of Millat tractor limited tounderstand better.
2. The assembler are not challenging that they could not afford, assembled unit arereasonable that benefit MTL and also its customer.
3. Both the company and customer are agrees upon assembling unit.4. The benefit the Disney Company it create profit for the company.5. Its priority on no. one pricing is very important.6. It is set for the 6 month.7. Before price setting it is communicated with the employ that it is better or not.8. These can be change with the business environment.9. these changes pricing have a few objective, profit salary increase of employ
Standard:
1. It is related with the position. Pricing are related with the things, like for TV, theyhave different ticket, film have different, home videos and DVD have different.
2. Performance is measure able and specific, it create profit like 10 million in a year.3. it is measure with the performance of the department4. It is important with the purpose of the job and benefit to the organization.5. It is achieve able with in time.6. On regular basis it should be determine these are good or need of changing.
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Objective:
Target complete daily basis.
Accountability
Communicate with employ.Standard:
Constantly motivate.
Objective:1. Our target complete are only on the daily basis of business.2. To achieve target with other business man is challenging but it is not difficult.3. creation of completion target employees are agree with him4. It is priorities number 2.5. There is a time for achieving target to complete of specific task.6.
Target can be made.7. There is a communication between employ and him to achieving business goals.
8. There should be change in target due to see some situations, mean first somebusiness partner supply spare parts now they have joint venture.
9. Target are limited in no. so many relations are bad for the organization.Standard:
1. Strong verbal and written communication very important based on key task of thejob.
2. Verifiable, negotiate with business partner.3. Provide necessary information related to business.4. Communication always for the organization. There should mean is that to
negotiate with customer its price is that.5. Communication is always flexible to get better result.
ObjectiveInnovation
Accountability
Take part in Development plan
Standard:best performance and output
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8/8/2019 Final Project of Pms
30/30
29
Objective:
1. It is clear that we want to innovate by critical analysis. We want to make an otherthem plant of assembling by MTL.
2.
It is challenging that innovate is little bit difficult, it require whole criticalanalysis.3. Both the manager and employ are agreed.4. we take it as no. 35. It should be completed with in 3 month.6. It can be completed.7. each days work is communicated with employ and manager8. strategy can be completed9. There are 6 objective witch are completed in this year.
Standard:1. it include key elements that can create the new park2. it is measurable how much the employ perform3. Its cost determined, from the data available on daily basis.4. If it become we got 100000 dollar monthly.5. it is possible to accomplish6. information is on regular basis