Front Line Team Leaders Development – Nai Disha, Nai Umang

Programme Background:

Frontline Impact on the Bottom Line:
Frontline supervisors are pivotal for both short-term and long-term organizational growth. Their contribution significantly influences the overall success of the company.
PQCDSEM and Customer Trust:
Productivity, Quality, Cost, Delivery, Safety, Environment, and Morale (PQCDSEM) are the pillars for building and maintaining customer trust. The program underscores their importance in frontline performance.
The winning strategy involves addressing critical aspects such as rejection and rework, machine productivity, manpower productivity, inventory management, and the effective utilization of technology.
Cost Competitiveness:
In a market driven by demand and supply, cost competitiveness is a key focus. The program acknowledges the challenges of matching costs, especially in industries with thin profit margins.
People as a Competitive Edge:
People emerge as the primary differentiator for gaining a competitive edge. The organization’s competition is rooted in its most valuable resource—its people. Human resources are seen as a channel for organizational growth.
Importance of Human Relations:
Emphasizing that money alone cannot buy loyalty and trust, the program underscores the importance of human relations and involvement. It encourages the integration of hand, heart, and head to instigate change as part of daily habits.
SMART People for Success:
A systematic approach to people development is highlighted, focusing on SMART individuals (Self-Confident, Motivated, Assertive in Approach, Reasoning, and Teamwork). Rigorous thinking, collaboration, and taking charge are deemed essential for success.

Programme Outline:

Participant Inclusion:
The program encompasses all staff and workers, including shift supervisors, operators, and workers from various functions and sections.
Duration and Structure:
The comprehensive program spans 120 days, consisting of four days of classroom training (two modules of two days each), supplemented by homework, post-training reviews, and workplace improvement/project work.
Module Structure:
The program comprises two modules: “Jeet Hi Jeet” based on 3 Cs (Connect, Communicate, Commitment) and “Manthan” based on 3 Is (Involve, Improve, Impact).
Program Frequency:
Modules are conducted with a minimum gap of 60 days to foster the development of a work culture and establish the tangible benefits of the program.
Batch Size and Diversity:
Maintaining a batch size of 16-20 participants ensures effective team learning. Participants are selected from various functions and levels to encourage cross-functional teamwork.
Batch Leader Involvement:
A Batch Leader from the Functional Leader level is nominated for each batch, playing a crucial role in mentoring and coaching the team on the shop floor.

Programme Objectives:

The primary objectives of the program are to train, mentor, coach, and develop participants to enhance operational efficiency by:

Taking ownership and pride in the workplace.
Supporting the next operation/production section as a team, focusing on waste control, cost savings, improving machine and workforce productivity, and providing ideas and suggestions for improvement.