Thru To : : Ms.Am meeHibala ThePr resident,Engr.

AnthonyLe ee TheOp perationsDir rector July9,2012 Evalua ations,Sugge estionsandRecommendat tions

From : Date :

Subject:

These are my genera observations and suggestions durin my ten (1 days training on diff e al ng 10) ferent offices/de epartments. The objectiv is to com ve meup with suggestions on how to further improve o operation efficiencie in relation to the detailed Job Description of the Operations Director wit the nal es e th specificobjectiveofim mprovingcustomerservice e. I. Obser rvations:
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Usageoftwoof fficesystemsN NISandMYOBi inAccountingDept. WorkFlowdet tailingaparticu ulartaskando ofthepersonne elhandlingthe etask(s).All AbsenceoftheW orms/documen nts,ifneeded,shouldbeiden ntifiedandbei includedinthe eprocesswork kflow. fo Noticeableanduncontrollable edelayand/orabsenceofdo ocumentationsthatisnecessarytocomplet tea rocess.ThereisnoIaminc chargeculture e. pr Se ection/Dept.Performance/M MonthlyMonit toringReportp preparationisnotgivenimpo ortance. La ackofprogram msforupdatedtrainingofper rsonnelspeciallythoseworkingonparticularassignedtas sks. (e e.g.properhan ndlingandusag geoftoolsand dinstruments) Ba aseonexperie enceornonsta andardizedcos sting. La ackofanupdatedpricelistfortherewind dingofAC3m motors.Whatwasgiventom mewastheAugust 15 5,2006docum ment. Th heneedtoidentifywhichite emsmovesfast t,andwhichite emsareslowm moving.(InventorySystem) Co ontinuesasses ssmentofthet trainingneedsofpersonnelb bytheimmedia atesupervisor. Th hereareobvioussignsthatthecurrentstaf ffingneedsare enotinlinewiththeconditio onofthe or rganization.[R Regularbreakd downsinthepr rocessflows,w whichjeopardiz zerelationship pswithclientsand cu ustomers.Thes seincludemiss seddeadlines,increasedretu urns,decreasedcustomerloy yalty,andregu ular ad dministrationm mistakes.]Data asareneededtosupportand dfurtherstudy ythis. NoDraftsmanto ohandleengin neeringdrawin ngs. reventivemain ntenancedirec ctivesareinpla acebutnomon nitoringreport tiskept. Pr Sh hopmanagerisobviouslyove erloadedwithpaperworks. Tr ransportation/ /Vehiclesmaintenanceisnotenough. Directivesonho owtodopartic cularjobsarep presentbutmo ostofthemare enotcloselym monitoredand ollowed. fo Cr rossfunctionalprocessowne ersarenotpre esentorcannot tbeidentifiedineveryproce ess. Th hereisastrong gworkforcecu ulture.Acultureofweared doingthisfora alongtimeand dwhythesudd den ch hangeattitude.Thereisanindicationofs strongresistancetochange. La ackofstrategic cplanningatth hesupervisory yandmanageri iallevel. Gantrycraneloa adingcapacityisnoted.
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11. 12. 13. 14. 15. 16. 17. 18. 19.

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20. Sp paceplanningand5Sprogram m.Althoughthemaintenanc cepeopleared doingtheirbes sttokeepacle ean en nvironment,th helackofspace eispreventing gthemfromdo oingtheirjobe efficiently.The ereareplentyof no onmovingmo otorsforrepair rinourshop. 21. AbsenceoftheCompanysSaf fetyCode. afetyEngineersshouldalway ysbepresentin ntheworkshop. 22. Sa 23. W Workingsuperv visorsarenota allowedtorend derovertimew workandbegiv venstructured dcompensation n be enefitsfortheovertimeworkrendered. 24. Th heneedforcostcuttingmea asuresineverydepartmento operations. 25. So omesupervisorsarecomplainingaboutthe eirlengthofse ervicethatisno otcommensur ratetothesala ary th heyarereceivin ng.Theyarec complainingwh hysomesuper rvisorswhohav vealesserleng gthofservicea are re eceivingmore. 26. Po ooloftrained/ /skilledpersonnelthattoaug gmenttheexist tingones.Ifitispossible,int ternalhiringsh hould be edonefirst. 27. Pr roductivityme easurementtoo olsshouldbein nplace. 28. IS SOCertification napplication.

II. Sugge estedStrateg gies/Recomm mendations/ /GeneralizeP Plans: LongTerm mPlans:With hin3to5yea ars. MediumT TermPlans:N Notmoretha an3years. ShortTerm mPlans:Wit thinayear.
Note:Thesearetheonlythesuggestedtermsan ndcanberevisedonceanagreemen ntonthedetails

SHORTTE ERMPLANS SuggestedStrategi ies/Generali izePlans

1. Rigging/liftingequipmentsuchas stheslings (syn nthetic,chaina andwire egularlyassesse edbeforeuseastotheirsafe ety rope),shouldbere pliancebyaco ompetentperso on. comp Drive ers/ForkliftOperatorsshould dbeassessedfirstbeforethe eycan beco omeanauthori izedandqualif fiedtooperate eallcompany vehic cle/forklifts. Awrit ttenCertification/A AuthorizationshouldcomefromSaf fety/QADept. CRRReorientationSeminarProgr ramforallemp ployees.
AbookletformofCRRs shouldbegiventoeachparticipantr rightaftertheOrie entation nar. Semin

Responsible Office/D Dept./Person Safety/QADept. Safety/QADept.

2.

3. 4. 5. 6.

HRAD HRAD HRAD HRAD

Orga anizationChart tshouldbevisiblydisplayedi intheCompan nypremises. Telep phoneetiquett teshouldalwaysbeobserved dwhenansweringacall beitaninternalorexternalcusto omers.
Wesh houldcomeoutwi ithguidelinesonT TelephoneEtiquett te.

Revie ewofthepresentsalaryofallpersonnelto oaddressthevarious comp plaintsreceivedmostlyfromtheworkingsupervisorsand dthenew breedofengineers [someofthecom s. mplaintstatement tare:whyIamre eceivinga
smalle erwagewheninfa actweareinthes samepositionbutIamworkinginth hecompany longer rtheheis]

Wemusttrainnowtok keepapoolofexpe ertsandspecialist tonthecorebusin nesswehave: rrepairs. motor

7.

Thereshouldbewr rittenguideline esontherespo onsibility/inch hargefor

HRADtospe earhead
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every ypieceoftools s,equipmentsandmachiner ries(e.g.GenSetsof NEEC CO,Inc.,aparticularTestInst truments,ABRObalancingm machines, etc.).
CompanyPropertyNum mberingSystemshouldbeimplemen ntedonallCompanyproperties.

8.

Theremustbeanu updatedSingle eLineElectrical lDiagramfora allNEECO, officesandsho ops. Inc.o

Topre eventfaultyelectricalwiringsystem,weshouldremod delourMainElect tricalPanel andot therelectricalpan nels.

Engineering/ /Maintenance e

9.

AllCo ompanyvehicl lesshouldber regularlycleane edandmaintained.They arethereflectiono oftheCompany ysimagespec ciallytheSalespeople cles. vehic 10. Allm meetingsshould dbeaccompan niedbytheMin nutesoftheM Meeting (MOM).ThisMOMshouldbecom mpiledinhardc copyandsoftc copyfor rereference. futur
Dailym meetingisnotenc couragedsoasnot ttowastetoomuchtimeespecially ywiththe workin ngsupervisors;ins steadasmallgrou upofDepartmentManagersandthe eEngineersIn Charge,togetherwithO OperationsAdminCoordinatorswillmeettoprovided dailyupdates ePresident. tothe oordinatorswillm meetthesuperviso orsintheirchosentimeschedulesoastogetthe TheCo necessaryinformationt thattheTopMana agementneed.W Wemustencourage einvolvement rsupervisorsinthedecisionmaking gprocesstomotiva atethem.Employ yeeswhoare byour empoweredcanoftenm makebetterandm moreinformeddec cisionsthancanamanagerwho intheprocess. isnotdirectlyinvolvedi

Maintenance e/Sales AllDepartme ent /Heads /Coordinators /Supervisors s

11. MON NTHLYPERFORMANCEREPOR RTS:Supervisorshouldsubm mita MonthlyPerforman nceReportdet tailingtheirwo orkaccomplish hment. artmentManag gersshouldcomeoutwithPerformanceRe eport Depa form matstandards.
Ineve erydocument,alls signatoriesshouldverifythecorrect tnessofthedatab beforesigning. Accou untabilityandasen nseofresponsibili ityshouldalwaysb bepresentinever ryprocess.

AllDepartme ent /Supervisors s

12. Allde epartmentsshouldcomeupwiththedetai iledWorkFlow wDiagrams thatincludesallthe eformsthatar reneededandtheidentificat tionofthe onresponsible eforanyactivit tiesofthewor rkflow.Depart tment perso Managerswillspea arheadthisund dertakinginsu upportoftheir ervisors. Supe
Allsup pervisorsshouldh haveatimeandmo otionstudyofallt theactivitiesinap particularwork flow.ThisshouldbevalidatedbytheirHe . eads

AllDepartme ent /Heads /Supervisors s

13. Assig gnmentofEngi ineerInCharge(EIC)forcriti icalprojects.T TheEIC Engineering/ /Operations shou uldbethesoletroubleshoote erfromaccept tancetocomm missioningof thep projectincludin ngdailystatusreports. QApe eopleshouldnotb beassignedasanE EICtoavoidconflic ctofinterest. 14. Oldm motorsforrepairsshouldbesoldasscrapo orberepairedandsoldas asec condhand.
Wesh houldcomeupwit thapolicytocharg gestoragefeesf forallmotorsthat tstillwaitingin oursp pacestorage.

15. AMo onthlyManCom mMeetingsho ouldbedoneto oreviewmont thly perfo ormances.

ThePresiden nt

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TERMPLANS MEDIUMT

SuggestedStrategi ies/Generali izePlans

16. Creat tionoftheCom mpanySafetyC Committeewh howillbetaske edtocome upw withaSafetyCo ode.Thissafet tycommitteew willbetasksals soto overs seethesafetyandhealthyw workingenviron nmentwithinN NEECO,Inc. 17. Deve elopaSolidWa asteManagementProgram.

Responsible Office/D Dept./Person

Safety/QA/HR RAD

Safety/QA/HR RAD All (Outsource e)

18. CompleteIntegrate edManagementSystemstha atwilladdress sthe puterizationne eeds(inrealtim me)ofallNEE ECO,Inc.operationssuch comp as:
a. a b. b c. c d. d HRIS(HRInfo ormationSystem)thissystemwillhandleallHuman nResources andAdministrativerelatedoperations. JobOrderManagementSystem ms,thissystemw willtracktherealt timeJobOrder statuses. StoreandInv ventorySystems willaddressstockitemand inventory/warehousingsystem ms FinancialMa anagementSystem ms(FMS)thesyst temsthatwilladdress accountinga andallfinancialtra ansactions.Itshou uldcaptureandrecordallthe transactions, ,operations,anda activitiesthathavefinancialconsequencesfor NEECO,Inc.

19. Annu ualPerformanc ceMonitoringPlan orCoreC CompetencyAs ssessments. HRAD Dwillspearhea adtheEmployeeAppraisalSy ystemthatwillbethe stand dardperformanceevaluation nindicatorsfor rallemployees s.This shou uldbethebasis softhemonetaryincentivesthatwillbeincorporated inthebasicsalary. 20. CoreandTechnical lCompetencyA Assessmentpr rogramforalle employees thecorebusine esswhichisMotorRepair.H HRADand trainingneedsfort dentifysuchne eedsandrecom mmend theimmediatesupervisorswillid trainings. 21. Once eayearoutof townteambu uildingseminar rshouldbeimplemented tostrengthenwork kingrelationshipwithintheteamandenhance kingasateam. work 22. Imple ementationof fOrganizationT Transformation/CultureCha angeand Deve elopmentofaC CompetitiveW Workforce.Weshoulddevelo opaWork Impr rovementTeam mandtrainkey ypersonnelon ntheproblems solving techn niquesforprio oritizingatask
Gearin ngtowardsISOCe ertificationisadvan ntageoustotheCo ompanyasmorec customersdeal onlyw withISOcertifiedc companies.

HRAD

HRAD Department /Managers /Supervisors HRAD Department /Section /Heads All(Outsource e)

23. Costcuttingmeasu uresshouldbeimplementedalloverNEECO O,Inc. 24. Merg gerofSalesandEngineering. .Withanendviewofafastt tracking a proje ectandlesseningbureaucraticredtape.
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All Sales/Enginee ering/HRAD

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LONGTERMPLANS:

SuggestedStrategi ies/Generali izePlans

25. Imple ementationof fHealthCardasaMedicalan ndHealthbene efitsofall employees.
Ahealthyemployeeisthemostimportan ntassetoftheCom mpany.

Responsible Office/D Dept./Person

HRAD HRAD Engineering /Operations e /Maintenance

26. Imple ementationof faPayGradeS Systemforalle employees. 27. Critic calupgradesof fequipmentsu uchasthepres sentGantryCranewhich canh handle10tons sonly.Adialog guewiththesu upervisorsindi icatedthat theyneedamoreh heavydutycranesthatiscap pableofhandling25tons ormore.
Amor relogicalbutexpe ensivewayisexpan nsionoracquiringanewlargerfacilitiesthatcan accom mmodateallNEECO O,Inc.offices.

28. Socia alResponsibilit tyParticipation nintheCommunity.

ACom mpanywideonceayearOutreachPr rogramshouldbedone.Thisisane effectiveway ofgivi ingbackwhatbles ssingwehavetoth helessfortunateo onesinourcommunity.

ThePresident t

Itisalsoinmyplantoco omeoutwithanofficialMont thlyNewslette eroraNEECO,Inc.Magazine. .Thepurposeisto provideinf formationandtoreachouttoallemployee esinourdailyu undertakings highlightingt thelatesteventsand milestones sofourcompa any.Thesugge estedmainwritersarethede epartmenthea adsandthosew withjournalism m background.Contributingwritersareo opentoallemp ployees.

Engr.ArnelCorpuz nsDirector Operation

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