Reference no: EM133292305
Overview of GTC
The Georgia Transformer Operation is the largest, most state-of-the-art assembly and manufacturing facility among the VTC - GTC family and will become the largest revenue plant for the corporation. The GTC operation includes the design and manufacturing site (coil winding, phase assembly, insulation, magnetic core, HVA connections, external, test and shipping).
The GTC operation is a 250,000 square foot facility with 250-plus associates supporting an established two shift operation with the capability to increase capacity by including a third shift and working to 6 and 7 days in assembly area, due to growth in customer demand.
For the GTC Plant, 2022 was the year of preparation to support growth with larger MVA units. GTC has made improvements in FPY (95% and MVA >8000). GTC must continue to keep its focus on labor skill development and FPY and execute to our strategic plans in 2023 and beyond.
As we move into 2023, augmenting project for another line for Medium Power Transformer (MPT) is near completion to have L2 functioning in full swing. This will support GTC growth plan.
Major business key is meeting customer requirements around superior quality and on-time delivery while partnering with our commercial sales team to increase the exceptional end-customer experience by continuing the 3C (Customer Communication Coordination) program.Additionally, GTC's initiative to lead and drive the Installation and after sales warranty service by the plant team, has been very successful and now this team will be strengthened further by adding more manpower.
Moving into 2023, GTC will continue with the overall vision to become the preferred manufacturer for large power transformers and to move past our competition by improving the overall customer experience - by "delighting them", to solidify future repeat business with our core customers, and to entice new customers by increasing our overall internal capabilities and breadth of product range, process improvements, superior quality, and on-time delivery. Leadership engagement with a "bias" for results across all functional areas of the GTC plant to ensure that we are ready to meet our customer expectations and to overachieve their expectations. We will strive to provide value-added services to all our customers by ensuring they know how important they are to GTC and how we are laser focused daily on improving our goal of "manufacturing the perfect transformer".
Efforts of 2022 and the current market conditions have got GTC a very healthy orderbook with 18 months. This help GTC to be on its growth path.
How to implement strategic plan for new hires for GTC company
How to implement new wage structure based on assessment test
How to improve retention for GTC company and Wages above ‘threshold' for employees after 1 year
STRATEGIC DIRECTION AND ACTIONS
To support and sustain growth strategy for the plant following actions need to be implemented:
1. Productivity Improvement thru Continuous Improvement projects and improved methods (CI - Champ)
a. Target: 10% reduction in Labor ratios
b. CI Champion for the plant is identified. Target and scorecard for each area to be identified.
c. CI Teams in every department with local champions
d. Separate Technical manager and team for internal assembly and external assembly
e. Weekly review by plant CI champion and Monthly review by Plant head
2. Improve average skill level of operators (DLs): DIRECT LABOR
a. Implement strategic plan for New Hires (HR manager)
i. Testing and selection
ii. New wage Structure based on selection scores
iii. Training - EPI3 in 1 year (10 new E2Ws will be training per existing E2W training plan)
b. Improve Retention - Target to get > 65% DLs with greater than 3 years tenure by 2025 (HRM)
i. Continue Skill based Compensation program (SBC)
ii. Wages above ‘threshold' for employees after 1 year (TDL for HR Manager)
iii. Structured repetitive training to retain and reinforce skills
iv. Launch HR support on operational floor -- initiative to get employee connect to get; HR-Employee (Trust); Supervisor- employee (team engagement); Peer level connect (Team building)
| |
2022 |
Q1 -2023 |
Q2 2023 |
Total |
| E2W |
24 |
13 |
0 |
37 |
| QE |
4 |
4 |
4 |
12 |
| PE |
1 |
2 |
2 |
5 |
| Shift E |
0 |
3 |
3 |
6 |
| Total |
29 |
22 |
9 |
60 |
c. More than 25% engineers in the shopfloor. -VP role
i. Continue with E2W Program (Engineers as direct operators)
ii. Planned progression of these engineers to shift engineers, QEs, Process engineers
iii. Hire experienced engineers as Shift engineers
iv. All critical processes to be done by engineers - vacuum, leak test, VPD, Core ground etc....
3. Increased management bandwidth - VP role
a. New organization at GTC with identifies Job roles and vacancies.
b. All hiring in place at the beginning of year.
c. Leaders with smaller teams to improve focus and to achieve better quality/output
d. Prepare for 2024 and beyond by Q3 of 2023.
4. Customers connect and care: - VP role
a. Manufacturing Project managers in the plant for all orders
b. Implement ‘Last mile' operation improvement plan
i. Continue with installation supervision by plant engineers
ii. Handing over completed transformer to customer at site.
iii. GTC employee handing over the unit will be the assigned person at plant (for 1 year)
c. Continue routine weekly meetings starting 6 weeks prior to FAT/Shipping.
d. Monthly in-person meeting by the plant head
5. Restructure External Assembly