Synopsis: Communication For Productivity
Letters written to some 7500 Workers / Managers /
Union Leaders, following a period of strike / Go slow / Murders (1979 -
1987), at Mumbai factory of Larsen & Toubro Ltd. This direct / open /
honest communication led to a remarkable atmosphere of trust between
Workers and Management, which, in turn, increased productivity at 3% per year
(ave).
|
30 sep 1985
To:
All
Production Managers:
A few days
ago, some of the Production Managers had got together to identify various
unproductive practices being followed by the workmen in the Company. A list was drawn-up of such unproductive 5
counter-productive practices for discussion with the Union. I am enclosing herewith the Work Sheets (sent
to the Union).which will be discussed with the Union Representatives in the next
4/5 months. It is imperative that you
participate in all these meetings to impress upon the Union the urgency and
seriousness of the issue. This is a
man-management problem and all the Managers should get closely involved in it.
Your
co-operation through active participation in the discussions is solicited.
THE EXISTING PRACTICE
Shop
Representatives go to see Joint Secretaries other than the concerned Joint Secretary from Powai last to Powai Vest and vice-versa
Adversely affects workplace industrial relations at the particular
department as the foreman finds people (S.Rs) from
other areas interferring and this becomes a disruptive
'foreign' element to his internal Industrial Relation sub-system.
US THAT
CHANGE HAS TAKEN PLACE ?__________________
Shop
Representatives would go to see only the concerned Joint Secretary. The
availability of Shops Representatives for productive work would increase.
THE EXISTING
PRACTICE
A Qualitatively wrong practice Adverse effect on
discipline
US THAT
CHANGE HAS TAKEN PLACE ?
Shop
Representatives will go out on Gate Pass only when
they have genuine Union Work. No one
other than Joint Secretary would leave Powai on
'Union Work'.
A number of
Shop Representatives collectively discuss minor problems of the Shop with
the Foreman, instead of the concerned Shop Representative doing so, as was the practice.
- Time spent by the Foreman is more than what
it would have otherwise
been.
-
Representatives other than the concerned one,
do not know much about the Problem since
they have no familiarity, yet they spend
time.
US THAT
CHANGE HAS TAKEN PLACE ?
Only the
concerned Shop Representative would meet the Foreman, in a separate place, to
discuss minor problems of the shop floor.
THE EXISTING PRACTICE
Shop
Representatives argue with Supervisors/Superiors in case they are not
allowed for 'Union Work'
when required, disturbing peace
on the Shop floor. (They do not accept 'No' for an answer to any such requests)
Shop floor
discipline gets disturbed causing bitterness between Supervisors and Shop
Representatives.
US THAT
CHANGE HAS TAKEN PLACE ?
There will
be proper procedure laid down regarding permission for attending to 'Union Work', after following which,
there will not be such disturbances.
THE EXISTING PRACTICE
WHAT
"QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT
CHANGE HAS TAKEN PLACE ?
Workmen
other than Shop Representatives will not approach Supervisors for Gate Pass on
'Union Work'. They will not meet the Union Committee Members during
working hours.
Shop
Representatives, though available on -the Shop floor are not available for Productive Work, since they
are busy in what they term as 'Union Work''
Feeling :
Shop Reps. are away from workplace - 25%
to 30% of time Shop
Adverse
effect on discipline Loss of Production time - Affects line balancing Capacity
available, but cannot be used.
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT
CHANGE HAS TAKEN PLACE ?
Shop
Representatives when available on the
Shop floor, will be productively utilized on
the job.
Adversely affects effective use
of working hours
US THAT CHANGE HAS TAKEN PLACE ?
Workmen will
visit the credit society office/extension counter
only during lunch time/outside normal working hours.
THE EXISTING
PRACTICE
Adverse
effect on discipline - Unexemplary behaviour
US THAT
CHANGE HAS TAKEN PLACE ?
LTACCS Administrators will only spend pre-assigned
time for LTACCS Work and will be available for
productive work on the Shop floor for the rest of the shift.
THE EXISTING
PRACTICE
Tendency is
to leave the Shop floor - leading to
waste of time for self and others.
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT
CHANGE HAS TAKEN PLACE ?
Workmen will
not visit PLA for reasons which are not very
urgent.
THE EXISTING
PRACTICE
Escort the
injured even for minor injuries
Adversely affects effective use of working
hours. The attitude reflected is unhealthy
US THAT
CHANGE HAS TAKEN PLACE ?
Escort will
be 'given only where justified and not for minor
injuries.
THE EXISTING PRACTICE
Visiting Dispensary for reasons such as Cold/Cough etc., which are non-industrial in nature and for
Pathological Testa/X-rays etc.
This is done
during working hours leading to waste of productive time
The medical facility is basically provided for first-aid and for pre-employment tests.
US THAT
CHANGE HAS TAKEN PLACE ?
(Management Requirements List at 17.3.83-84 Negotiations).
THE EXISTING
PRACTICE
- Number of employees
doing "marginal" work goes on increasing
causing loss of productive man-hours.
-
effects shop floor morale in general.
US THAT
CHANGE HAS TAKEN PLACE?
Reduction in
the present population of such "marginal"
employees by making them "retire" early.
THE EXISTING PRACTICE
Accident Leave without "warranted"
Accident/Injury
Mandays lost without "good-enough" reason. Dishonesty when high committment is expected. What is worse,
"accidents" during
II shift, in the evening, are more
frequent and the workman goes home getting himself
declared 'unfit'.
This is not even a reported accident, nor there is an accident leave,
yet productive hours are lost.
US THAT CHANGE
HAS TAKEN PLACE
?
Rejecting
requests for being declared "unfit" for not
"serious-enough" accidents.
Lowering of
incidence of accidents during IInd shift/on
Sundays.
THE EXISTING PRACTICE
WHAT
"CONDITIONS" WILL PREVAIL WHEN CORRECTED ?
WHAT
"QUANTITATIVE/QUALITATIVE" PROOF WILL
TELL
US THAT
CHANGE HAS TAKEN PLACE ?
Neither Shop
Representatives (nor any other workmen) shall go to see their ailing colleague
during normal working hours.
(Refer hcp's
letter to BKS dated 11.4.1980)
Workmen attending Workers'' Education Classes - leave the
workplace much before time.
amounts to deviation from agreed norms and
adversely affects effective use of
working hours.
US THAT- CHANGE HAS TAKEN PLACE ?
The agreed
norms regarding time concession for attending Workers' Education Classes will
be adhered to.
THE EXISTING
PRACTICE
unexemplary
behaviour on the part of these group leaders and opinion makers; affects
adversely use of working hours.
WHAT
"CONDITIONS" WILL PREVAIL WHEN CORRECTED ? WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL US THAT CHANGE
HAS TAKEN PLACE ?
Works
Committee Members will be available for regular work and will spend time for
Works Committee matters only when strictly required to.
THE EXISTING
PRACTICE
Tendency on
the part of a workman to remain idle rather than
take-up work of any other nature, in case work of
his category
is not available.
- Such idling leads to waste of time, lower
productivity
- higher cost of production.
US THAT
CHANGE HAS TAKEN PLACE ?
Workman will
follow the Settlement to the Spirit and take initiative in making effective use
of working hours and not remain idle when work of
his category is not available.
THE EXISTING
PRACTICE
After
'taking' the benefit of the Settlement,
'giving' not regarded as a responsibility, hence, the 'giving' not whole-hearted
and we have unproductive labour practices.
WHAT
"QUANTITATIVE/QUALITATIVE" PROOF WILL
TELL
US THAT
CHANGE HAS TAKEN PLACE ?
Workmen will
consider 'productivity
improvement by 25% as their responsibility and this
positive attitude
itself will go a long way in curbing
unproductive labour practices.
·
This is not
a practice by itself but a significant attitude that influences behaviour i.e. results in
unproductive labour practice
THE EXISTING
PRACTICE
Workmen and Shop
Representatives flouting procedures pertaining to Mutual Exchange of
Shifts
Non-implementation
of Settlement. Foreman's authority taken for granted. Indiscipline. Extra
strain on Supervisors to control. Idling of Machines, Production affected.
Workmen coming in wrong shifts, cannot be used effectively Shop Representatives
reluctant to work in II sniff, neither they
exchange shift with co-workmen. Some workmen continuously come in a particular
shift so that shift change notice- and attendance
cards show different shift continuously.
US THAT
CHANGE HAS TAKEN .PLACE ?
Settlement.
THE EXISTING
PRACTICE
Extend Tea-break
Waiting for Tea and Snacks. (Tea-breaks extended as workmen read Powai Pageant, etc.)
- Non-implementation of Settlement.
- The break instead of refreshing causes obstacle to
restart work.
- Loss of Production time.
- Indiscipline
WHAT "QUANTITATIVE/QUALITATIVE"
PROOF WILL TELL
There will
be effective use of working hours.
Workman will implement Clause 5.6(i) & (ii)
and 5.2 of the Settlement. Management Requirement put forth in March 1983 to BKS will be met namely :
During tea
break workmen shall not leave their workplace, except for the
purpose of
getting tea/snacks. Workmen shall not
assemble at any place
during tea
break, go to other departments, attend to personal work or indulge in any recreational activities.
THE EXISTING PRACTICE
Reflects
lack of committment as this affects adversely
effective use of working hours
US THAT
CHANGE HAS TAKEN PLACE ?
Workmen will
display committment to the job and to
making effective use of working hours -there will not be partial stoppage of work
between shifts.
THE
EXISTING" PRACTICE
Tendency to
waste -time
at the start and end of the shift and also
before and after Tea/Lunch recess.
- Leaving workplace early 10 to 15 minutes for washing before lunch or close of shift.
- Productive time wasted.
- Discipline affected.
- Workmen, by going for lunch early, trying to avail more lunch time for playing cards.
WHAT "CONDITIONS"
WILL PREVAIL WHEN
CORRECTED ? WHAT "QUANTITATIVE/QUALITATIVE"
PROOF WILL TELL US THAT CHANGE HAS TAKEN PLACE ?
- Non-Implementation of Settlement Clause 5.7.1
- Productive time
(shift time) used thereby affecting production.
- Tendency of workmen to come late has increased.
WHAT "CONDITIONS"
WILL PREVAIL WHEN
CORRECTED ? WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL US
THAT CHANGE HAS TAKEN PLACE
?_
THE
EXISTING. PRACTICE
Spending
time for planning
and purchase of materials for Pujas,, Felicitations, etc.
Pujas/Festivals
other than "Dassera
Puja" i.e. other than those with Management
Sanction, are celebrated, for example :
Although one hour is
officially permitted for celebrating Dassera puja,
employees spend more time on - making arrangements for Puja; - collecting
requisitions for Management's
contribution form PWD, going to PWD for collecting
Payment Vouchers and going to Cashier for enchashment of Payment Vouchers.
2 to 3 employees from every dept. spend the whole day for Puja. Preparations for days for
collections,
etc.
Time sperrt unproductively gets multiplied as shops are divided more and more.
WHAT "CONDITIONS" will PREVAIL WHEN CORRECTED ? WHAT "quantitative/qualitative" PROOF WILL
TELL US THAT
CHANGE HAS TAKE. PLACE ?
Workmen will not spend
more time than officially
permitted; workmen will not spend
time out of- normal working
hours for any puja other than the officially permitted
Dassera Puja.
THE EXISTING PRACTICE
- More than the maximum number of persons fixed
by the Works
Committee leave the workplace to attend the
funeral. (Refer HCP's
letter to BKS April
1980).
- Heavy loss in
production.
- Workmen/Shop Representatives ask for concessional
leave.
- Those not allowed also stand around and waste their
time.
US THAT
CHANGE HAS TAKEN PLACE ?
Only the
permissible number of employees, as per the Works Committee norms will leave.
THE EXISTING
PRACTICE
Adversely
affects effective use of working- hours.
WHAT "QUANTITATIVE/QUALITATIVE" PROOF WILL TELL
US THAT
CHANGE HAS TAKEN PLACE ?
Workmen will
not be allowed during working- hours to
attend to their personal work in Credit
Society, Sports Club, Personnel Department, etc.
THE EXISTING
PRACTICE
US THAT
CHANGE HAS TAKEN PLACE ?
THE EXISTING
PRACTICE
Some workmen
do not clean
their workplace and sometime leave hardware on the board.
- Bad working
environment
- Sometimes quality of output is adversely
affected leading to Customer rejections
- Creating accident
proneness.
US THAT
CHANGE HAS TAKEN PLACE ?
Better
working conditions. - Less customer rejection. Safer working conditions.
THE EXISTING
PRACTICE
Arranging
for Picnic, etc., and spending productive time for
:
- collection
of names and signatures.
- collection
of money from the' workmen.
US THAT CHANGE HAS TAKEN PLACE ?
More
effective use of working hours.
Collection of names and
signatures should not be done in normal working
hours.
THE
EXISTING PRACTICE
Considerable
amount of time is wasted in reading these and discussing the contents during
working hours.
More
effective use of working hours.
THE
EXISTING:- PRACTICE
Breaking for lunch earlier
than the scheduled time -1st lunch break/
2nd lunch break and 3rd lunch break
Loss of Productive Time -
- Loss of discipline
Workmen will
not break for lunch earlier than the
scheduled time
THE EXISTING
PRACTICE
Getting
ready to leave, as early as an hour, before actual closing time.
Loss of Productive Time
- Loss of discipline
- Needs more policing
- Disturbs canteen
service
WHAT
"QUANTITATIVE/QUALITATIVE" PROOF WILL
TELL
US THAT
CHANGE HAS TAKEN PLACE ?
Workmen will
not get ready to leave before actual
closing time.
