The Hindu Business Line : Roots Ind thinks out of the `suggestion' box

At a time when sophisticated technologies have replaced the human element in manufacturing activities, how many organisations would care to take a peek into that suggestion box of ideas put forth by their employees?

Though a survey has not been made on those lines, the city-based Roots Industries Ltd (RIL) appears to be one organisation that is taking its workers' suggestions into consideration.

For the 2,000-odd workforce of Roots Industries the suggestion box is a great motivator. It drives them to think better. If a particular suggestion eventually leads to a savings on cost, the organisation works out the savings on implementing the process and awards the employee/team suitably.

But the employee is not penalised when a loss is incurred.

"The whole exercise is aimed at involving the employee in the production process. The monetary rewards motivate them to perform better. It is an image building exercise, a win-win situation for both the company and the employee," says Mr Kavidasan, Head-Corporate HRD, RIL.

He points out that technology alone, however sophisticated, will not bring about the desired change in an organisation's performance unless human potential was utilised to an optimum level in the production process.

"Of all the factors of production, human resource has the highest priority and is the single most significant factor.

It helps to optimise productivity and quality," he says.

According to him, trained workers willnot work hard, but work smarter, and smart working "is training of the mind". The company received 1,600 suggestions during the previous fiscal.

"Though it would be impossible to consider each and every suggestion with great seriousness, it should be understood that the very purpose of asking for a suggestion is only for initiating corrective steps. A calendar is made for different areas of suggestion like power saving, productivity improvement, rejection control, resource utilisation, house keeping, human relations, communication, etc.

The management team meets every month, reviews the progress of the earlier suggestions and takes stock of new ones.

Employees are thrilled to see their ideas working and gaining recognition.

"We have received suggestions for simple things like reducing the size of the screws used in alignment.

"There have been instances of workers being awarded a sum of Rs10,000-plus, when the savings for the organisation was phenomenal. Managing the quantum of monetary rewards and management monitoring are the keys in the success of the TEI (Total Employee Involvement) tool," Mr Kavidasan says.

After putting the TEI tools to practice, the company, according to him, recorded a 21 per cent rise in plant productivity, reduction in tool maintenance cost and time by 29 per cent and above all, the rejection rate fell by 23 per cent.

Mr Kavidasan agrees that the efforts in this direction cannot be achieved in a single stroke.

"Consistent, time lasting initiatives are a basic necessity. Any small deviation or imbalance could result in disbelief and distrust in the initiative," he adds. Meanwhile, suggestions continue to pour in.