Integrated

Management
Review Meeting

PRESENTED BY
Stores
Depratment
MRM INTERVAL : Jan.2022 - June.2022

MANGEMENT REVIEW MEETING

(QMS/EMS/OH&S)

PROCESS : (Stores)

PROCESS INCHARGE : (V.Gandhimathi)

 PROCESS PERFORMANCE
S.NO. Process Process Incharge

1 OPERATIONAL CONTROL Mr.Marimuthu

2 MR-OFFICE Mr.A.A.R.Kumar

3 QUALITY ASSURANCE Mr.Arunprasad

4 QUALITY CONTROL Mr.Arunprasad

5 PURCHASE Mr.Madhankumar

6 STORES Mrs.Gandhimathi

7 ENGINEERING Mr.Vijayan & Mr.Gunasekaran

8 TOOL ROOM Mr.Vijayan

9 MAINTENANCE Mr.Kumaraguru

10 PLANNING ,COMMERCIAL & MARKETING Mr.Srinivas & Mr.Hari Venkitesh

11 HUMAN RESOURCE Mr.Ramdhas

12 HEAT TREATMENT Mr.Gokulraj

13 PRODUCTION Mr.Suryaprakash
ORGANISATION CHART
 RESULT OF AUDIT

S.NO Description of Non-conformaties Status Remarks

Internal Audit :
1 Nil
Conducted on Feb.2022

Customer :
2 1. Uniklinger audit on May.2022 Nil
2. Sayatva audit on May.2022

Third Party :
3 1. PED 1st Surveillance Audit on April.2022 Nil -
 KEY PROCESS INDICATORS / QUALITY OBJECTIVES

S.NO Key Process Indicators/ Quality objectives Target-2020 Actual-[Jan-sep.] Graph Trend

MRN Closure within 3 working days on

1 Average
JAN -JULY MRN.xlsx JAN -JULY MRN.xlsx

2 DailyCycle count -Min 25 items 100%

JAN - JULY KPI IN CYCLE COUNT.xlsx JAN - JULY KPI IN CYCLE COUNT.xlsx

Number of Re order level items which is 100%

3
Zero Quantity JAN-JULY ROL.xlsx

Accuracy of inventory during cycle count

100%
4 (75%) & Physical stock taking accuracy
(25%) JAN -JULY MRN.xlsx
JAN-JULY ACCURACY.xlsx
 STATUS FOR CORRECTIVE AND PREVENTIVE ACTION

S.NO Description of the activity What When Why Where Who How

Reorder
A reorder
levels are
level is the
important To calculate the
point atwhich
because they reorder level ,
inventory A order point is
help a multiply the
need to be crucial for inventory
business average daily
1 Reorder Level replenished effective control Area in Stores Person
maximize usage rate by
in order to inventory Stores
their the lead time in
continue management
efficiency and day for an
doing
possibly even inventory item.
business
revenues and
effectively.
profits.

3
 ACTIONS FOR CONTINUAL IMPROVEMENT

Results
S.NO Description:About Continual Improvement activity Details
(P,Q,C,D,S,E,M)

Before we doing lathe works outside, now we are doing lathe works internally. It
1
reduce 50000 rupees per month.

Non Moving Tonnage 208- value 2.45 crores, Now Copmleted 169 Tonnage -
2
Value for 1.93 Crores.
KAIZEN PPT- 2022.pptx
3

P-Productivity Q-Quality C-Cost D-Delivery S-System E-Environmental M-Morale

 CHANGES IN INTERNAL & EXTERNAL ISSUES

S.NO Changes in internal activity Changes in external activity Status

1. Verfy Product Returens Request

2.create Returen Request
3.Process Payment & Complete
The Customer Return Process Material Not Clear
1 Return
an Daily Activity.
4.Completed in Store Prouct
Returns.
5.Return Items to inventory

5
 TO ADDRESS THE RISK AND OPPORTUNITIES

S.NO Description of the activity Risk Opportunity Corrective actions

1 No Change

5
 TRAINING NEED IDENTIFICATION

S.NO Description of the training need identified Remarks

1 How To handle in LPG Bulker Tank Training.

2 IMS & API Audit Training.

3 Safty Training.

5
 TRAINING ATTENDED

S.NO Description of the training attended Date Remarks

1 Nil

5
 ADEQUATE RESOURCE NEEDS

Cost (INR) /
S.NO Description of the requirements Justification
Impact area
Current Tank Capacity-20000.
Daily Usage :3000 x 7 = 21000
1 Increase Furnace Oil Purchase 16000 to 20000
Not Included Sunady. Production
& HT

Need one Helper for Material

2 Helper Movement & Oil Loading
Unloading Purpose .

3 Chair Old Chair Wire Damage

THANK YOU