During the COVID-19 epidemic, the company has planned and adjusted the management approach to meet the changes that have occurred.
Risk from the epidemic situation of the COVID virus
Challenges
Sales dropped dramatically, especially for automotive part products.
Employees and family members are infected with COVID-19.
Decreased liquidity due to lower sales and some customers requesting to extend their credit term.
Management approaches
Consider cash flow reserves to provide liquidity to be able to operate continuously + Strict cost management in all aspects + Manage production to reach a high level of OEE.
Analyze and track customer order plans regularly to adjust the production plan in advance in time + Increase the multi skills of employees to increase production flexibility.
Improve machine performance to increase production efficiency. Re-layout the support systems and consider replacement of machines and support systems to save energy and reduce wasted time caused by waiting or improper layout.
Execute measures to prevent and control the COVID situation by using the Bubble & Seal measure in field hospitals or waiting centers in warehouse buildings and supplying vaccines and medicines for Thai and migrant employees.
Results from strict management under the Covid-19 crisis
There has been development of data for better organizational efficiency manage ment, resulting in
Executives are quick to make decisions on various actions from effective data resource, especially in times of crisis.
Employees can perceive their own department's performance level for further improvement and for strict operational efficiency management.
With Improved Productivity (OEE), resulting in
Lower overall cost.
More flexible to fluctuations in sales.
Skill development of skilled workers is more diverse (multi skill), resulting in
Employee cost per sales is more efficient.
More flexible to fluctuations in sales.
Having thoroughly taken care of the health and welfare of employees at all levels and their families during the outbreak of Covid19 is resulting in
Employees have better morale towards their works.
Especially for migrant workers whose welfare is not covered by the government. This measure makes the employees become more engaged with the organization.
Including intensive improvement of internal control measures to make the opera tion smooth and safe.
(1) Spraying disinfectant in common areas and operational areas
Spray cleaning for day and night shifts
Common areas such as toilets, cafeterias, finger scan points, rest areas
Office or operational area
Production line work area
Warehouses
Employee shuttle bus
(2) Disinfectant spraying in delivery vehicles, third-party vehicles
Delivery car disinfectant spray
All delivery vehicles (empty containers), when entering the factory, need to be parked at the tunnel for disinfectant spraying.
Spray disinfectant inside the van and the driver's room.
Carry out the spraying of disinfectants among the transportation vehicles that come to deliver goods in the factory area by focusing on touch points to prevent the spread of infection.
(3) Work area distribution measures to separate groups and work areas
Measures are executed for dividing employees in the department into 2 groups and separating work areas to reduce the risk of epidemic. Desk partitions were put in place to maintain distance and reduce the spread of infection.
(4) Organize rest and dining areas for employees in separated bubbles for each group.
(5) The smoking area limits the number of employees who come in to smoke along with installing barriers to prevent the spread of COVID-19.
(6) Factory Isolation Waiting Center, Samutsakhon Branch (PJW FI)
(7) Measurement of body temperature, blood oxygen level, blood pressure
Measurement of body temperature, blood oxygen level, blood pressure
Record and report to the director of the Center for Control and Prevention of the spread of the Covid-19 virus.
During the COVID-19 epidemic, the company has planned and adjusted the management approach to meet the changes that have occurred.
Risk from the epidemic situation of the COVID virus
Challenges
Sales dropped dramatically, especially for automotive part products.
Employees and family members are infected with COVID-19.
Decreased liquidity due to lower sales and some customers requesting to extend their credit term.
Management approaches
Consider cash flow reserves to provide liquidity to be able to operate continuously + Strict cost management in all aspects + Manage production to reach a high level of OEE.
Analyze and track customer order plans regularly to adjust the production plan in advance in time + Increase the multi skills of employees to increase production flexibility.
Improve machine performance to increase production efficiency. Re-layout the support systems and consider replacement of machines and support systems to save energy and reduce wasted time caused by waiting or improper layout.
Execute measures to prevent and control the COVID situation by using the Bubble & Seal measure in field hospitals or waiting centers in warehouse buildings and supplying vaccines and medicines for Thai and migrant employees.
Results from strict management under the Covid-19 crisis
There has been development of data for better organizational efficiency manage ment, resulting in
Executives are quick to make decisions on various actions from effective data resource, especially in times of crisis.
Employees can perceive their own department's performance level for further improvement and for strict operational efficiency management.
With Improved Productivity (OEE), resulting in
Lower overall cost.
More flexible to fluctuations in sales.
Skill development of skilled workers is more diverse (multi skill), resulting in
Employee cost per sales is more efficient.
More flexible to fluctuations in sales.
Having thoroughly taken care of the health and welfare of employees at all levels and their families during the outbreak of Covid19 is resulting in
Employees have better morale towards their works.
Especially for migrant workers whose welfare is not covered by the government. This measure makes the employees become more engaged with the organization.
Including intensive improvement of internal control measures to make the opera tion smooth and safe.
(1) Spraying disinfectant in common areas and operational areas
Spray cleaning for day and night shifts
Common areas such as toilets, cafeterias, finger scan points, rest areas
Office or operational area
Production line work area
Warehouses
Employee shuttle bus
(2) Disinfectant spraying in delivery vehicles, third-party vehicles
Delivery car disinfectant spray
All delivery vehicles (empty containers), when entering the factory, need to be parked at the tunnel for disinfectant spraying.
Spray disinfectant inside the van and the driver's room.
Carry out the spraying of disinfectants among the transportation vehicles that come to deliver goods in the factory area by focusing on touch points to prevent the spread of infection.
(3) Work area distribution measures to separate groups and work areas
Measures are executed for dividing employees in the department into 2 groups and separating work areas to reduce the risk of epidemic. Desk partitions were put in place to maintain distance and reduce the spread of infection.
(4) Organize rest and dining areas for employees in separated bubbles for each group.
(5) The smoking area limits the number of employees who come in to smoke along with installing barriers to prevent the spread of COVID-19.
(6) Factory Isolation Waiting Center, Samutsakhon Branch (PJW FI)
(7) Measurement of body temperature, blood oxygen level, blood pressure
Measurement of body temperature, blood oxygen level, blood pressure
Record and report to the director of the Center for Control and Prevention of the spread of the Covid-19 virus.
During the COVID-19 epidemic, the company has planned and adjusted the management approach to meet the changes that have occurred.
Risk from the epidemic situation of the COVID virus
Challenges
Sales dropped dramatically, especially for automotive part products.
Employees and family members are infected with COVID-19.
Decreased liquidity due to lower sales and some customers requesting to extend their credit term.
Management approaches
Consider cash flow reserves to provide liquidity to be able to operate continuously + Strict cost management in all aspects + Manage production to reach a high level of OEE.
Analyze and track customer order plans regularly to adjust the production plan in advance in time + Increase the multi skills of employees to increase production flexibility.
Improve machine performance to increase production efficiency. Re-layout the support systems and consider replacement of machines and support systems to save energy and reduce wasted time caused by waiting or improper layout.
Execute measures to prevent and control the COVID situation by using the Bubble & Seal measure in field hospitals or waiting centers in warehouse buildings and supplying vaccines and medicines for Thai and migrant employees.
Results from strict management under the Covid-19 crisis
There has been development of data for better organizational efficiency manage ment, resulting in
Executives are quick to make decisions on various actions from effective data resource, especially in times of crisis.
Employees can perceive their own department's performance level for further improvement and for strict operational efficiency management.
With Improved Productivity (OEE), resulting in
Lower overall cost.
More flexible to fluctuations in sales.
Skill development of skilled workers is more diverse (multi skill), resulting in
Employee cost per sales is more efficient.
More flexible to fluctuations in sales.
Having thoroughly taken care of the health and welfare of employees at all levels and their families during the outbreak of Covid19 is resulting in
Employees have better morale towards their works.
Especially for migrant workers whose welfare is not covered by the government. This measure makes the employees become more engaged with the organization.
Including intensive improvement of internal control measures to make the opera tion smooth and safe.
(1) Spraying disinfectant in common areas and operational areas
Spray cleaning for day and night shifts
Common areas such as toilets, cafeterias, finger scan points, rest areas
Office or operational area
Production line work area
Warehouses
Employee shuttle bus
(2) Disinfectant spraying in delivery vehicles, third-party vehicles
Delivery car disinfectant spray
All delivery vehicles (empty containers), when entering the factory, need to be parked at the tunnel for disinfectant spraying.
Spray disinfectant inside the van and the driver's room.
Carry out the spraying of disinfectants among the transportation vehicles that come to deliver goods in the factory area by focusing on touch points to prevent the spread of infection.
(3) Work area distribution measures to separate groups and work areas
Measures are executed for dividing employees in the department into 2 groups and separating work areas to reduce the risk of epidemic. Desk partitions were put in place to maintain distance and reduce the spread of infection.
(4) Organize rest and dining areas for employees in separated bubbles for each group.
(5) The smoking area limits the number of employees who come in to smoke along with installing barriers to prevent the spread of COVID-19.
(6) Factory Isolation Waiting Center, Samutsakhon Branch (PJW FI)
(7) Measurement of body temperature, blood oxygen level, blood pressure
Measurement of body temperature, blood oxygen level, blood pressure
Record and report to the director of the Center for Control and Prevention of the spread of the Covid-19 virus.
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