1.

INDEX OF WORKING MANUAL

AUKO -TEX GROUP TITLE OF CONTENTS

SL Page
No. Particulars Remarks
Number

01 Index of the Working Manual.

02 Introduction (Aim & Objective and Mission & Vission).

03 Training Modules on Working Manual.

04 Departmental Terms & Definitions

Organogram (Considering Work Load & Nature/Product

05
Mix).

06 Job Description (JD) of Departmental Employee.

07 List of Machines With Capacity.

08 Departmental Zero Tolerance (ZT).

09 Work Sequence (A to Z).

10 Description of SOP.

11 Departmental Risk Assesment.

12 M/C Setting Parameters Depending on Various Products.

13 Departmental KPI for Work Process & Products.

14 Document Retention Policy.

Formating for A) MIS ( Hourly, Daily, Monthly & Yearly)

15
B) Department/Floor Management & C) Register.

16 Relevant Stack Holders Contacts & Address.

Company is General Rules & Regulation Including
17
Compliance, Best Practices & Benefits.

Page 1 of 145
 Training Module
Training Title-01: “SUPPLY CHAIN MANAGEMENT & STANDARD
OPERATIONS”
K.
mvcø
vB‡P
Bb
Trainin e¨e¯’v
g cbv
Module
wK ?
L.
s
mvcøv
B‡PB
b Gi
D‡Ïk¨
M.?
mvcøv
B‡PB
b Gi
wfwË
N.
?mvcøv
B‡PB
b
e¨e¯’v
cbvi
AšÍwb
O.
©wnZ
mvcøv
bxwZ
B‡PB
b? Gi
P.
Dcv`v
bmvcøv
B‡PB
mg~n
?b Gi
wµqv
Q.
Kjvc
mvcøv
(Kvh
B‡PB
©ÿgZ
b Gi
v) ?
Kvh©
wefvR
bI
Kv‡Ri
cÖevn
cwµqv
?
R. Kvh©Ki mvcøvB‡PBb Acv‡ikb Gi djvdj ?

Page 2 of 145
 Training Title-02: “CONTENT SUPPLY CHAIN - INVENTORY &
LOGISTICS MANAGEMENT”

Traini
gRy‡`i msÁv, gRy` nIqvi Kvib, cÖwZôv‡bi gRy‡`i e¨e¯’vcbv ?
ng
Modu
les

L. gRy‡`i cªKvi I gRy‡`i ch©vq mg~n ?

M. gRy` e¨e¯’vcbvi Kvh©KvwiZv ?

N. gRy` e¨e¯’vcbvi f~wgKv ?

O. gRy` e¨e¯’vcbvi mgq mxgv ?

P. gvjvgv‡ji cÖ‡qvRbxqZvi cwiKíbv ?

Q. gvjvgv‡jiwej
Q. gvjvgv‡ji wej? ?
R. Inventory replenishing system

gRy‡`i †KŠkj (MÖnb A_ev eR©b) ?

T. gRy` wbixÿvi ZvwjKv, gRy` g~j¨vq‡bi cwµqv ?

U. †óvi e¨e¯’vcbv I ¸`v‡gi e¨e¯’vcbvi D‡Ïk¨ ?

AwZwi³ gRy` I AcÖ‡qvRbxq gRy` wbqš¿b ?

W. ‡MvWvDb web¨vmKib I gRy‡`i mwVK ¸`vgRvZ

Kib ?

wewfbœ ai‡bi cb¨ cÖev‡ni mgqmxgv ?

Z. Five
Training Title-03: “S” Gi wfwˇZPURCHASING
“UNDERSTANDING gRy` ¸`vgRvZ UNDER
Kib I ¸`v‡gi myiÿv &
INT. TRADE
IMPORT PROCEDURE THROUGH L/C, LCA wbwðZ
OR T.T.Kib
WITH? COST MANAGEMENT”.

Page 3 of 145
Traini AvšÍRvwZ©K evwb‡R¨i Rb¨ INCO Terms ¸wj wKwK ?
ng
Modul
es

L. AvšÍRvwZ©K evRv‡i Payment (cÖ`vb) c×wZ ¸wj wKwK ?

M. IPO 2009-2012 Gi cÖavb ‰ewkó¨ ¸‡jv wKwK ?

N. UCPDC wK ? UCPDC Gi ¸iæZ¡c~b© aviv ¸‡jv wK

wK ?

O. HS code Gi msÁv wK ? HS code Gi fvj cÖ‡qvM ¸wj wKwK ?

P. L/c wK ? L/c Gi †kÖbx web¨vm ¸wj wKwK ?

Q. L/C opening Gi †ÿ‡Î wK wK ¸iæZ¡c~b© bw_c‡Îi cÖ‡qvRb nq,

L/C m¤úwK©Z bw_cÎ ¸‡jvi welqe¯‘ wK ?

R. L/C Gi mv‡_ e¨vs‡Ki RwoZ Kvh©µg ¸‡jv wKwK ?

S. L/C Gi K‡qKwU ¸iæZ¡c~b© Dcv`vb ?

T. Bill of lading wK? Bill of lading Gi wek` eb©bv ?

U. L/C ‡Z †jb‡`b cwi‡kva c×wZ ¸wj wKwK ?

Page 4 of 145
 V. Avg`vbxK…Z cb¨ ¸‡jvi Rb¨ ïé, Ki Ges Kv÷gm Gi ¸iæZ¡c~b¨
AvbyôvwbKZv ¸‡jv wKwK ?

W. ïé I Ki wba©vi‡bi Kvh©cÖbvjx ¸‡jv wKwK ?

X. g~j¨vqb‡hvM¨ gvb Mbbv (AV) ?

Y. wUwU AvB Mbbv (†gvU K‡ii NUbv) ?

Z. Kvh©Ki e¨q, Avg`vbx ïé g~j¨vqb I Lvjvm LiP cwµqvwUi Rb¨

‡KŠkjMZ Abykxjb|

4. Drpartmental Terms & Definations:

Supply Chain Department Defination:

1) The Department of Supply Chain is the strategic management activities involved in the
acquisition and conversion of materials into finished products then delivered to the customer.

2) mvcøvB‡PBb e¨e¯’vcbv হ'ল GKwU কৌশলগত পরিচালনা কার্যক্রম যা গ্রাহকের কাছে বিতরণকৃত পণ্যগুলিতে
উপকরণ গ্রহণ ও রূপান্তরের সাথে জড়িত ।
3) Supply Chain is an integrated chain of business process “Involved directly or indirectly in
fulfilling a customer demand effectively & efficiently, the supply chain also includes
manufactories, suppliers’ transporters, warehouses, retailers and customers”.

4) "সাপ্লাই চেইন প্রক্রিয়াটি n‡jv ব্যবসায়ের একটি সংহত শৃ ঙ্খলা" কার্যকরভাবে এবং দক্ষতার সাথে গ্রাহকের চাহিদা পূ রণে প্রত্যক্ষ
বা অপ্রত্যক্ষভাবে জড়িত, সরবরাহ চেইনে উ rcv দনকারী, সরবরাহকারীদের পরিবহনকারী, গুদাম, খু চরা বিক্রেতা এবং গ্রাহকরাও
অন্তর্ভু ক্ত থাকে "।
5) Supply Chain Management encompasses the planning and management of all activities
involved in sourcing and procurement and all logistics management activities. Importantly, it
also includes coordination and collaboration with channel partners, which can be suppliers,
intermediaries, third-party service providers. In essence, supply chain management integrates
supply and demand management within and across companies as well as uninterrupted
operations and it drives coordination of processes and activities with and across Maintenance,

Page 5 of 145
 Store & Inventory, Marketing, Product design & development, Finance and Information
Technology.

6) সাপ্লাই চেইন ম্যানেজমেন্ট সোর্সিং এবং সংগ্রহের সাথে জড়িত সমস্ত ক্রিয়াকলাপের পরিকল্পনা এবং পরিচালনা এবং সমস্ত
লজিস্টিক পরিচালনা কার্যক্রমকে অন্তর্ভু ক্ত করে । গুরুত্বপূ র্ণভাবে, এটিতে চ্যানেল অংশীদারদের সাথে সমন্বয় ও সহযোগিতাও রয়েছে,
যা সরবরাহকারী, মধ্যস্থতাকারী, তৃতীয় পক্ষের পরি‡m বা সরবরাহকারী হতে পারে । সংক্ষেপে, সাপ্লাই চেইন ম্যানেজমেন্ট সংস্থাগুলির
অভ্যন্তরে এবং অপরদিকে সরবরাহ এবং চাহিদা পরিচালনকে নির w বচ্ছিন্ন অপারেশনগুলিকে একীভূত করে এবং এটি রক্ষণাবেক্ষণ,
স্টোর এবং ইনভেন্টরি, বিপণন, পণ্য নকশা ও বিকাশ, ফিনান্স, Z_¨ cÖhyw³i সাথে এবং তার Dc‡i প্রক্রিয়া এবং ক্রিয়াকলাপের
সমন্বয় সাধন করে ।

a) Objective:
7) The fundamental objective of Supply Chain Management manual is to obtain the
appropriate purpose to meet demand more efficiently by providing the cost effective right
products, the right quantity, at the right location, on the right time and in the right condition as
well as right service as per JIT basis and in a manner which balances the overall organizational
requirements.

In a sence, objective of Supply Chain is flow of goods, services, money, and information among
business entities as per flowing manner;

8) mvcøvB‡PBb g¨vbyqvjwUi †gŠwjK D‡Ïk¨ n‡jv cÖwZôv‡bi Dchy³ Pvwn`v I `ÿZvi mv‡_
b¨vh¨ g~‡j¨, mwVK cb¨, mwVK mg‡q, mwVK ¯’v‡b, mwVK Ae¯’vq mieivn K‡i (JIT)
cÖ‡qvRbxqZvi mvgMÖxK fvimvg¨ eRvq ivLv|

9) GK `„wó‡Z mvcøvB‡PBb Gi g~j D‡Ïk¨ n‡jv cb¨ mieivn, †mev, A_©, প্রবাহিত পদ্ধতি অনু সারে
ব্যবসায়িক সংস্থাগুলির মধ্যে তথ্য‡cÖib Kiv|

K. ‡KŠkjMZ fv‡e cÖ‡qvRbxq DcKib Gi Drm Luy‡R †ei Kiv|

L. JIT Gi wfwˇZ m‡e©vËg g~‡j¨ cb¨ I ‡mev msMÖn K‡i cwi‡ekb Kiv|
M. AwaKZi jvf I Kg LiP bxwZ eRvq ivLv|
N. SzuwK n«vm Kiv I Pwn`v Abyhvqx fvj mieivn Kivi Rb¨ mn‡hvwMZv e„&w× Kiv|
O. mwVK cwigv‡b cb¨ gRy` Kiv|

a) Keep costs to a minimum and meet customer demand in the following ways;
wb‡¤œv³ c×wZ‡Z me©wb¤œ e¨v‡q †µZvi Pvwn`v c~ib Kiæb-

10) Effectiveness (value for money)

Kvh©KvwiZv (A‡_©i g~‡j¨i)

11) Economy;
A_©bxwZ

12) Open, fair and transparent procedures;

M yôz, ¯^”Q Ges D¤§y³ c×wZ

13) Accountability;
Revw`nxZv

14) Environmental and social sustainability; and

cwi‡ekMZ Ges mvgvwRK ¯’vwqZ

Page 6 of 145
15) Responsiveness to particular operational circumstances.
ms‡e`bkxj cwiw¯’wZ‡Z wbw`©ó wµqvKjv‡c

16) To maintain required inventories considering above for uninterrupted & smooth
operation of the organization, such as raw materials, packing materials, consumable
stores, spares, tools, office stationery, etc. Planned purchasing system is an important
element of material control. Competitive price for purchase of goods/materials should be
ensured for proper utilization of fund. The purchasing process would be successful to a
great extent if the right quantities can be purchased at right time from right sources and at
the right prices and right “JIT” basis deliveries.

cÖwZôv‡bi wbwiwew”Qbœ I gm„b cwiPvjbvi Rb¨ we‡kl we‡ePbvq ZvwjKv eRvq ivLv †h‡Z
cv‡i-‡hgbt KuvPvgvj, c¨vwKs gvjvgvj, Dc‡fvM‡hvM¨ gRy`, LyPiv hš¿vsk, Awdm gwbnvix
BZ¨vw`| cwiKwíZ µq e¨e¯’v gRy` wbqš¿‡bi GKwU ¸iæZ¡c~b© Dcv`vb| cÖwZ‡hvwMZvg~jK
evRv‡i cb¨ µ‡qi ‡ÿ‡Î Znwe‡ji h_vh_ e¨envi wbwðZ Ki‡Z n‡e| cb¨ µ‡qi cwµqvwU Z‡eB
A‡bKvs‡k mdj n‡e hw` mwVK mg‡q, mwVK Dr‡mi gva¨‡g, mwVK `v‡g, mwVK cb¨wU µq K‡i
(Just in Time) weZib Ki‡Z cv‡i|

2.2). cb¨ K&ª‡qi †ÿ‡Î Purchase/Supply Chian/Procurement Department Gi Rb¨ ‡h mKj

†gŠwjK ¸bvejx _vKv cÖ‡qvRb Zvnv wb‡¤œ †`Iqv njt

Fundamental Work (‡gŠwjK KvR )t

K. Financial Honesty (Avw_©K mZZv)t cb¨ K&ª‡qi †ÿ‡Î Aek¨B 100% Financial
Honesty(mZZv) _vK‡Z n‡e|

L. Price Bargaining (`i-KlvKwl)t Avw_©K mZZvi mv‡_ mv‡_ Bargaining G `ÿ n‡Z n‡e|

M. Sourcing (AbymÜvb)t Honesty Ges Bargaining Power Gi mv‡_ mv‡_ mwVK Sourcing Rb¨
National I International Ges me©‡kl ch©v‡qi Information _vK‡Z n‡e|

N. Top Management Utilization: DשZb Kg©KZv©‡`i ‡Pqv‡ii c`gh©v`v I AwfÁZv‡K Kv‡R

jvMv‡Z n‡e|

O. Alternative Latest Technology Knowledge: ‡h cb¨wU e¨envi n‡”Q Zvi †P‡q Latest Ges weKí
Technology mÜvb Ki‡Z n‡e hvnv‡Z Cost Reduce K‡i Best Benefits cvIqv hvq|

2.3 Ethics, Loyalty, Impartiality and Conflict of Interest of Supply Chain:

No employee, executive, any member of his/her immediate family, his/her partner, or an
organization which employs or is about to employ any of the parties indicated herein has a
financial or other interest shall be selected for an award of contract or Purchase Order / Work
Order.
mieivn e¨e¯’vcbvq ‰bwZKZv, AvbyMZ¨, wbi‡cÿZv I ¯^v‡_©i ØÜ BZ¨vw` we‡ePbvi
wfwˇZ ‡Kvb Kg©Pvix, Kg©KZ©v, m`m¨, wbKUeZx© cwievi, Zvnvi Askx`vi/cÖwZôvb
Ab¨ ‡Kvb cÿ‡K wb‡qvM †`Iqvi welqwU GKwU Avw_©K ev AvMÖ‡ni wfwˇZ Pzw³ ev
µq Kvh© Av‡`‡ki Rb¨ wbe©vwPZ n‡e|

a) The executives, employees and agents shall neither solicit nor accept gratuities, favors or
anything of monetary value from the vendors or parties.

Page 7 of 145
 Kvh©wbe©vnx, Kg©Pvix ev Kg©Pvix weµqKvix cÖwZôvb nB‡Z MÖvBPzwU, AbyMÖn,
A_© ev Avw_©K g~‡j¨i †Kvb wKQz MÖnb Ki‡Z cvi‡e bv|
b) The executives, employee will not take nor have interest that makes it difficult to perform
work for objectively and effectively. The entrusted assignment shall never be subordinated to
personal gain & advantage.
নির্বাহী, কর্মকর্ত া, কর্মচারীগন উদ্দেশ্য প্রনোদিত আগহী হবেন না যা দ্বারা কার্যকর ভাবে কাজ সম্পাদনে সমস্যা হয় বা অসু বিধা বোধ করে |
Awc©Z `vwqZ¡wU KL‡bvB e¨w³MZ jvf ev myweavi Rb¨ n‡e bv|
c) Responsible all executives involved with direct or indirect procurements must sign the
Conflict of Interest Undertaking & the same to keep in personal file maintain by HRD.
mvcøvB‡PBb Gi mKj `vwqZ¡cÖvß Kg©KZ©v cÖZ¨ÿ ev c‡ivÿ fv‡e Kv‡R RwoZ Zviv mK‡j
¯^v_©mswkøó mKj cÖKvi Sv‡gjv cwinv‡ii Rb¨ gvbem¤ú` wefv‡Mi gva¨‡g ¯^vÿi K‡i
e¨w³MZ dvBj msiÿb Kwi‡eb |
d) Must assist the Executive Director in combating fraud, corruption, favoritism and unfair and
irregular practices in the supply chain management process; and must report to the Chief
Executive Officer any alleged irregular conduct, which that person may become aware of,
including;

17) Any alleged fraud, corruption, favoritism or unfair conduct;

18) Any alleged contravention of company’s policy; and
19) Any alleged breach of this code of ethical standards.

mvcøvB‡PBb Kvh©µ‡g †hb †Kvb cÖKv‡ii cÖZvibv, `~bxwZ, cÿcvwZZ¡, Ab¨vh¨ I Awbqbg
†gvKv‡ejvq Aek¨B wbe©vnx cwiPvjK Zv‡`i‡K mvnvh¨ mn‡hvwMZv Ki‡eb| Ges †Kvb
ai‡bi wba©vwiZ, Awbqg, AvPi‡bi Rb¨ wbe©vnx cÖavb‡K wi‡cvU© K‡i‡eb hv‡Z K‡i
Awfhy³ e¨w³ m‡PZb n‡Z cv‡ib wb‡¤œv³ welq ¸wji e¨vcv‡i-

কোনও অভিযোগযু ক্ত জালিয়াতি, দুর্নীতি, পক্ষপাতিত্ব বা অন্যায় আচরণ;

কোন কথিত জালিয়াতি, দুর্নীতি, পক্ষপাতিত্ব বা অন্যায্য আচরণের;
কোন কথিত ev পক্ষপাতিত্ব hv bxwZMZ gvb`‡Ûi cwicš’x

Auko-Tex has made available an anonymous reporting facility (hotline to HR) for individuals
who would want to remain anonymous when reporting incidents of fraud, corruption and
related irregularities.

A‡Kv-‡U· wjwg‡UW RvwjqvwZ, `~bxwZ Awbqg ¸‡jv AÁvZ cwiP‡q cÖKvk Kivi Rb¨ GBP
Avi Gi gva¨‡g GKwU wi‡cvwUs nUjvBb L‡j‡Q hv‡Z K‡i †Kvb e¨w³ ev cÖwZôvb Zvi
wb‡Ri cwiPq †Mvcb K‡i wi‡cvU© Ki‡Z cv‡ib|

a) Values and Code of Conduct:

The values and code of conduct are premised on the belief that all Group employees, who are
involved in the supply chain management function, must possess high levels of professional
ethics and have the highest standards of personal integrity. Company expects a standard of
behavior in relation to supply chain management based on:

মান এবং আচরণবিধি এই বিশ্বাসের ভিত্তিতে তৈরি করা হয় যে সমস্ত গ্রুপ ‡m mg¯Í †Kv¤úvbx mvcøvB †PBb
KvRKg© I e¨e¯’vcbvi mv‡_ RwoZ Kg©KZ©v Av‡Qb Zv‡`i wbKU nB‡Z D”PZi gv‡bi
†ckvMZ ‰bwZKZv, e¨w³MZ mZZv মান _vK‡Z n‡e| ‡Kv¤úvbx mvcøvB‡PBb e¨e¯’vcbvi
mv‡_ RwoZ Kg©KZ©v‡`i gva¨‡g wb‡¤œ D‡jøwLZ D×…wZi gva¨‡g GKwU gvb m¤§Z
AvPib Avkv K‡i-

20) Open, honest and co-operative business relations with colleagues and suppliers;
21) Confidentiality of both internal - External and the business information;

Page 8 of 145
22) Avoidance of conflict of interest or a perception of bias;
23) Disclosure of possible conflicts of interest, whether real or capable of being perceived, to
the Head of the Supply Chain Management Unit as soon as they arise;

24) Fair dealing and impartiality in the conduct of bid evaluations; and
25) The highest possible standard of professional competence and the encouragement of similar
standards among all group employees.

gvb I AvPib wewat

মান এবং আচরণবিধি (Values and Code of Conduct) এই বিশ্বাসের ভিত্তিতে তৈরি করা হয় যে সমস্ত গ্রুপ কর্মচারী, যারা
সাপ্লাই চেইন ম্যানেজমেন্ট কার্যক্রমে জড়িত তাদের অবশ্যই উচ্চতর পর্যায়ে পেশাদার নৈতিকতা থাকতে হবে এবং ব্যক্তিগত সততার
সর্বোচ্চ মান থাকতে হবে| mvcøvB‡PBb e¨e¯’vcbvi mv‡_ RwoZ Kg©KZ©v‡`i wbKU nB‡Z
‡Kv¤úvbx GKwU gvb m¤§Z AvPib wewa Avkv K‡i| †hgbt

K) mnKgx© I mieivnKvix‡`i mv‡_ fvj, mr I †Lvjv †gjv I eÜzZ¡c~b© mn‡hvwMZvi m¤úK©

eRvq _vK‡e|
L) evemvwqK Z_¨ Avf¨šÍixb I ewnivMZ Df‡qi wbKU †Mvcbxq _vK‡e|
M) cÿcvwZZ¡ I ¯^v‡_©i ØÜ Gwo‡q Pj‡e|
N) D`NvwUZ DÌvwcZ ¯^v‡_©i Øܸ‡jv cÖK…Z wKbv Zv mvcøvB‡PB e¨e¯’vcbv cÖav‡bi
eySvi ÿgZv Av‡Q wKbv|
O) cÖ¯Íve g~j¨vq‡bi †ÿ‡Î myôz AvPib I wbi‡cÿZv eRvq ivLv|
P) mg¯Í MÖæc Kg©x‡`i g‡a¨ GKB gv‡bi †ckv`vi †hvM¨Zvi m‡e©v”P gvb eRvq ivLv|

2. Introduction (m~Pbv)

‡Kvb cÖwZôv‡bi avivevwnK fv‡e Drcv`b cÖwµqv I †mev Ae¨vnZ ivLvi Rb¨ Drcv`‡bi wewfbœ
Level Abyhvqx gvjvgv‡ji ¸iæZ¡ we‡ePbv K‡i AwahvPb (digv‡qk) Gi gva¨‡g h_v mg‡q, mwVK
wbq‡g Ges Quality m¤úbœ cb¨ ev †mev wbwðZ Kib Kiv‡K Procurement ev Avnib e‡j| Demand
Gi wfwˇZ Requisition ‰Zix K‡i Zv †óvi Ges c‡b¨i Demand K…Z Section Gi mv‡_ “X”
Check Gi gva¨‡g D³ c‡b¨i Order Level Check K‡i µ‡qi Aby‡gv`b I mwVK cb¨ ev †mev wbwðZ
nIqv ch©šÍ hveZxq KvRB Procurement Gi AšÍf©~³|

Procurement is the overarching function that describes the activities and processes to acquire
goods and services. Importantly and distinct from “Purchasing” Procuremnt involves the
activities involve in establishing fundamental requirements, Sourcing activities such as
market research and vendor evaluation and negotiation of contracts. It can also include the
purchasning activities require to order and receive goods.

Page 9 of 145
 It also involved in Under activities (GwU wb‡Pi Kg©Kv‡Ûi mv‡_ RwoZ) -

26) Purchase Target & Planning (µ‡qi D‡Ïk¨ I cwiKíbv Kiv)|

27) Standards Determination (gvb wbiƒcb Kiv)|

28) Specific Development (wbw`©ó Dbœqb Kiv)|

29) Supplier Research and selection (M‡elbvi gva¨‡g mieivnKvix wbe©vPb Kiv )|

30) Value Analysis (g~j¨ we‡kølb Kiv)|

31) Financing (A_©vqb Kiv)|

32) Price negotiation With bargain (`i KlvKwli gva¨‡g g~j¨ wba©vib Kiv )|

33) Making the Purchase (µ‡qi Rb¨ cÖ¯‘Z Kiv)|

34) Supply of Contract (mieivn Pzw³ Kiv)|

35) Inventory Control (gRy` wbqš¿b Kiv)|

36) Disposals and other related functions (Av‡iv Ab¨vb¨ KvR n¯ÍvšÍi Kiv)|

3a. Mission/Target (D‡Ïk¨ / jÿ¨)

Procurement Gi cÖavb Mission/Target ev D‡Ïk¨ n‡jv hyw³ m½Z Li‡P `ÿZv I `vwqZ¡kxjZvi gva¨‡g
Quality m¤ú~b© cb¨, gvjvgvj ev †mev mieivn Kiv| Procurement cÖwZôv‡bi cÖwZwU
wefvM/BDwbU‡K wbw`©ó j‡¶¨ †cŠQv‡bvi Rb¨ e¨e¯’vcbv cwiPvjK wKsev cwiPvjbv †ev‡W©i
mnvqK wnmv‡e KvR K‡i| Procurement Zvi Target (jÿ¨) wVK K‡i Plan (cwiKíbv) K‡i _v‡K Ges
Plan Abymv‡i Gi Kvh©µg m¤úv`b (Execution) K‡i _v‡K| m¤úvw`Z Kv†h©i Development wKsev
cybivq ‡Kvb Kvh© m¤úv`‡bi j‡¶ Further Improvement K‡i Awfó j‡¶¨ ‡cuŠ‡Q _v‡K| e¨emv
evwb‡R¨i DbœwZ I Kviiv‡ii bxwZ cwieZ©‡bi †ÿ‡Î RwUjZv e„w× †c‡q‡Q, Gi m‡½ m‡½
Procurement Mission/Target I Avgyj cwieZ©b NU‡Q| Procurement Gi m~Pbv cy‡e© ev
Procurement Gi cÖv_wgK chv©‡q av‡i / bM` UvKvi wfwˇZB gvjvgvj, cb¨ ev †mev µq KivB wQj
GKgvÎ D‡Ïk¨| eZ©gvb Kv‡j Procurement Gi AvIZv ev cwiwa e„w× †c‡q Market survey,
Comparative Study, Offer Price, Confirm Price, Goods Quality, Service after Purchase, Warranty
& Gruntee Valuation Gi wfwˇZ KvR K‡i _v‡K| Procurement mgš^xq hveZxq Z_¨ Dcv‡Ëi mgš^h
NwU‡q GKwU Zzjbvg~jK e¨q weeibx wi‡cvU© cÖ`v‡bi gva¨‡g ‡Kv¤úvbxi DaŸZ©b Kg©KZvi
Aby‡gv`b mv‡c‡ÿ hyw³ m½Z Li‡P †KvqvwjwU m¤úbœ gvjvgvj, cb¨ ev ‡mev msMÖn Ki‡Z mwVK
wm×v‡šÍ DcwbZ n‡Z mvnvh¨ K‡i|

Page 10 of 145
Ab¨vb¨ Mission/Target ¸‡jv wb¤œiƒct

K. hyw³ m½Z Li‡Pi wfwˇZ cb¨/gvjvgvj ev †mev msMÖn Kiv|

L. Sourcing Gi wfwˇZ Orginal Imported Supplier Lyu‡R †ei Kiv|

M. Quality m¤úbœ gvjvgvj µq Kiv|

N. Market sourcing Gi wfwˇZ Comparative Statement ‰Zix Kiv|

O. Data Bank e¨vsK ˆZixi gva¨‡g Purchase lead time reduce Kiv|

P. Procurement Gi gva¨‡g Cost save with the best GB bxwZ‡Z e¨q wbqš¿b Kiv|

Q. Accounting Period ci Total Local Purchase Cost (Mechanicla & Electrical Spare prarts, oil,
Mobile etc.) Statement AvKv‡i cÖKv‡ki gva¨‡g e¨q wbqš¿b Kiv|

R. weMZ eQ‡ii e¨‡qi mv‡_ eZ©gvb erm‡ii e¨‡qi Zzjbvg~jK (Favourable/Un favroubale) cv_©K¨
†ei Kiv Ges Unfavourable n‡j h_vh_ fv‡e wbqš¿b Kiv|

S. cÖwZwU ‡mKk‡b Drcv`‡bi mv‡_ e¨‡qi mvgÄm¨Zv Av‡Q wKbv Zv †ei Ki‡Z mvnvh¨ Kiv|

T. cb¨/gvjvgvj ev †mev msMÖn Ki‡Z Motion Gi nvi Kwg‡q Avbv|

U. wbiwew”Qbœ MwZ‡Z Drcv`b KvR Ae¨vnZ ivLv|

3b. Vision (`k©b, KwíZ wPÎ)t

Vision is one kind of structure hvi Dci wfwË K‡i fwel¨‡Zi Kg©cš’v wba©vib Kiv nq| Vision ev
Philosophy i welqwU Av‡cwÿK welq hv aiv hvq bv †Quvqv hvq bv wKš‘ Dcjwã Kiv hvq| Dcjwãi
gva¨‡g D‡`¨vM³v Zvi D‡`¨vM ¸‡jv mvwR‡q Kg©cš’vi gva¨‡g ev¯Í‡e iƒc †`q|

Vision is an experience of seeing someone or something in a dream or trance, or as a

supernatural apparition (AwZ cÖvK…wZK Avwef©ve)|

Procurement Vision: cÖwZwU ‡mKkb Gi wKQz Vision (`k©b, KwíZ wPÎ) _v‡K| GB Vision
(`k©b, KwíZ wPÎ) Gi Dc‡i `uvwo‡q cieZx©/fwel¨r Kg©cš’v wba©vib K‡i _v‡Kb| Procurement
Department Gi Vision wb¤œiƒct

K| Cost save with the best Collection (m‡e©v”P †mev/ msMÖ‡ni gva¨‡g e¨q wbqš¿b Kiv)|
L| mKj Local Purchase Zzjbvg~jK e¨qweeibxi gva¨‡g Aby‡gv`b mv‡c‡ÿ m¤úbœ Kiv|
M| mKj KvRKg© ¸‡jv Kw¤úDUvi WvUv Gw›Uªi gva¨‡g m¤úbœ Kiv hv cieZx©‡Z Material ¸wj
Source, Price, Quality, wba©vi‡b mí mg‡q wbf©yj wm×všÍ Mn‡bi †ÿ‡Î mnvqZv Ki‡e|

Page 11 of 145
5. Organogram-(AM©vbvB‡Rkb PvU)© (Volume + Strength
+Etc):
‡Kvb cÖwZôv‡bi wbf©i †hvM¨, `ÿ, Kg©V Kg©KZ©v Kg©Pvix ˆZix Ki‡Z n‡j cÖ‡qvRb
cwiKíbv †gvZv‡eK Rbej wb‡qvM cÖ`vb Kiv Ges cÖwZwU cÖwZôvb Organogram Abyhvqx
cÖwkÿb cÖ`v‡bi wfwˇZ Kg©KZ©v wb‡qvM cÖ`vb Ki‡j RbmsL¨v‡K Rbm¤ú‡` cwibZ Kiv hvq|

Page 12 of 145
6. Job Description-Kv‡Ri eb©bv
(JD):

Job Description of
AGM (SCM).

Page 13 of 145
1) Ensure effective and efficient procurement of goods and services for both consulting and
non-consulting services.

2) Analyzing business trends and product availability to accommodate the best market price for
company goods and services without sacrificing quality or delivery times.

3) Lead towards continuous improvement within the team members in challenging existing
practices and actively seek ways to achieve better outcomes, contributing to ensure key
performance & Provide decisions for day to day procurement activities like, frame work
agreement, vendor enlistment, training related issues.

4) Monitor and manage the procurement system of the organization and ensure transparent and
timely procurement of production materials and other day to day requirements by identifying
and selecting potential suppliers, soliciting, negotiating bids and awarding contracts.

5) Conduct business review meeting with key stakeholders to assess risk, review future
strategies, and identify potential cost down and improvement opportunities.

6) Ensure compliance, Civil Development, Capital Materials issues and improve overall
relationship with stakeholders.

7) Track and report key performance indicators of Vendor Relationship Management Process.

8) Organize inter organizational communications for providing timely & qualitative

procurement services.

9) Establishing and managing unfavorable events through analysis of data and prepare control
strategies.
10) Implementing risk management for supply contracts, framework agreements and vendor
enlistment.

11) Leading transformational activities to build procurement organizational capabilities and

improve procurement efficiency.

12) Develop and manage the Procurement Department including setting Target and monitoring
Performance.

13) Ensure all goods and services Purchased comply with the corporate social sustainability
Policies.

14) Monitor overall activities of local as well as foreign market, Technical seminar & Product
Presentation of the Suppliers.

15) Keep vigilance in the Department and ensure that the Department and ensure that the
Department is fully Compliant with company policy of ethical Practices.

16) Settlement of Quality & Short Claim against imported & Local Purchased Materials.

17) Work with supply chain planners to forecast Demand or Create supply plans that ensure
materials and Products are available.

Page 14 of 145
18) Study Comparative Statement of offers received and pick up the prospective supplier and
obtain approval from top Management.

19) Arrange meeting with suppliers/Contractors to review and resolve all supply issues.

20) Monitoring all procurement activities will be executed with Proper Way.

21) Explore new sources of all Materials.

22) Negotiate prices keeping long term vision.

23) & Monitor Procurement Performance against Targets.

24) Any Other Job assigned by the Management from time to time.

Job Description of
Manager (SCM).

1) Develop and manage the procurement department including setting targets and
monitoring performance.
2) Ensure all goods and services purchased comply with the corporate social sustainability
policies.

Page 15 of 145
 3) Supervise the activities of department executive’s employees.
4) Monitoring all procurement activities will be executed with proper way.
5) Select Suppliers/Contractors by making sufficient evaluation of capabilities and price
offered.
6) Explore new sources of all materials.
7) Monitor progress of all bidding activities.
8) Study comparative statement of offers received and pick up the prospective supplier and
obtain approval from top management.
9) Sign up purchase orders.
10) Scrutinize and approve bills against credit purchase and cash memo of cash/spot
purchases.
11) Place purchase orders/ work orders/ finalize contracts with suppliers fully guarding the
interest of the company.
12) Negotiate prices keeping long term vision.
13) Make procurement decision with full involvement of stakeholders.
14) Visit market and check prices at regular intervals. Also visit their plants whenever felt
necessary.
15) Arrange meeting with suppliers /contractors to review and resolve all supply issues.
16) Monitor overall activities of local as well as foreign market, Technical seminar &
Product presentation of the suppliers.
17) Participate in relevant committee meeting at the head office.
18) Monitor procurement performance against targets.
19) Keep vigilance in the department and ensure that the department is fully compliant with
company policy of ethical practices.
20) Any other job assigned by the management from time to time.

Job Description of
Assistant Manager (SCM).

Daily Work:

Page 16 of 145
1) To Develop & Implement purchasing practices and monitors the purchasing system.
2) To the discuss purchase item with top management.
3) To communicate the respective Department, Store & Parties.
4) Price evaluation with the various parties by physically & over the phone.
5) Market price Survey.
6) To purchase the important item in the market.
7) To follow up the purchase.
8) Bill checking with MRR, Quality Report & Price.
9) Make factory visit at least two times in a week to checking & monitoring MRR with
Store & A/C Department.
10) Checked of payment confirmation statement.
11) Any other duties assigned by the management.
Monthly Work:
12) Checked monthly consumption with Production.
13) Any other duties assigned by the management.
Yearly Work:
14) Prepared the annual report
15) Participant for physical inventory at factory with Accounts & Audit Team.
16) Any other duties assigned by the management.

Job Description of
Sr. Executive (SCM).

Daily Work:

Page 17 of 145
1) Make factory visit at least three/four times in a week to checking & monitoring all
Department.
2) Requisition Collect K‡i DaŸZ©b Kg©KZ©vi gva¨‡g Approval Kiv‡bv nq|
3) Requisition G D‡jøwL_ Material ¸wj mwVK Av‡Q wKbv Zv Store I Consumer
Department Gi mv‡_ ÓXÓ Check Kiv nq|

4) A‡bK mgq Requistion G D‡jøwLZ gvjvgvj ¸wji cwigvb mwVK Av‡Q wKbv Zv Audit
Department Gi gva¨‡g ÓX Ó Check Kiv|

5) Requisition wU Approval Gi e¨e¯’v Kiv|

6) Material ¸wji Market Survey K‡i Comparative Study ‰Zix Kiv| Z‡e Regular Item ¸wj
Avgv‡`i Selected ‡`vKvb ‡_‡K Purchase Kivi e¨e¯’v Kiv Ges gv‡S gv‡S Selected ‡`vKvb ¸wji
Price ÓXÓ Check Gi e¨e¯’v Kiv|

7) Any other duties assigned by the management.

Monthly Work:
8) Checked monthly consumption with Production.
9) Any other duties assigned by the management.

Yearly Work:
10) Participant for physical inventory at factory with Accounts & Audit Team.
11) Any other duties assigned by the management.

Job Description of
Executive(SCM)

1) Requisition Collect K‡i DaŸZ©b Kg©KZ©vi gva¨‡g Approval Kiv‡bv nq|

2) Requisition G D‡jøwL_ Material ¸wj mwVK Av‡Q wKbv Zv store I Consumer
Department Gi mv‡_ ÓXÓ Check Kiv nq|

Page 18 of 145
 3) A‡bK mgq Requistion G D‡jøwLZ gvjvgvj ¸wji cwigvb mwVK Av‡Q wKbv Zv Audit
Department Gi gva¨‡g ÓX Ó Check Kiv|

4) Requisition wU Approval Gi e¨e¯’v Kiv|

5) Material ¸wji Market Survey K‡i Comparative Study ‰Zix Kiv| Z‡e Regular Item ¸wj
Avgv‡`i Selected ‡`vKvb ‡_‡K Purchase Kivi e¨e¯’v Kiv Ges gv‡S gv‡S Selected ‡`vKvb
¸wji Price ÓXÓ Check Gi e¨e¯’v Kiv|

6) Comparative Study Aby‡gv`b K‡i Purchase Gi e¨e¯’v Kiv|

7) Market Survey Gi wfwˇZ Accounts †_‡K IOU Gi gva¨‡g UvKv D‡Ëvjb Kiv|
8) Material ¸wj mwVKfv‡e Factory ‡Z †cŠuQv‡jv wKbv Zv wbwðZ Kiv|
9) Material ¸wji quality mwVK Av‡Q wKbv Zv consumer Department Gi mv‡_ ÓXÓ
CheckGi gva¨‡g cÖ‡qvR‡b cwieZ©‡bi e¨e¯’v Kiv|

10) Material ¸wji MRR n‡q Head Office Gi Accounts G G‡m Adjust n‡q‡Q wKbv Zv ÓXÓ
check Kiv nq|

7. List of Machineries with Capacity

Information Provide by Administration Department.

Page 19 of 145
 8. Departmental Zero Tolerance (ZT).

1. wbR wbR wefv‡M Appropriate Report msiÿb bv Kiv|

2. Grouping Kiv ev `jxq Kib Kiv|

3. Negative Attitude ‡cvlb Kiv|

4. New Comer ‡K AvšÍwiK fv‡e mn‡hvMxZv bv Kiv|

Page 20 of 145
 5. Ill Motive/Contrtoversial Mentality _vK‡j|

6. Pushing bv Ki‡j KvR nq bv Ggb gvbwlKZv _vK‡j|

7. †h †Kvb KvR Block K‡i ivLv|

8. Dishonesty.

9. cÖ‡qvRbxq / ¸iæZ¡c~b© †Kvb Z_¨ Hide K‡i ivLv|

10. B‡”Q K‡i †Kv¤úvbxi Z_¨, wRwbmcÎ Destroyed Kiv |

11. Conspiracy Kiv|

12. Back Bitching Kiv|

13. Intentionally Kv‡R fzj Kiv|

14. Time Killing

15. Intentionally Work Pending ivLv|

16. Departmental Disobey.

9. Sequence of Work-(Kv‡Ri cwiµgv) (A to Z):

‡Kvb e¨vw³ ev cÖwZôvb ‰`bw›`b, mvßvwnK, gvwmK ev ‰Î-gvwmK wfwˇZ KvR ¸‡jv
m¤úv`b Kivi Rb¨ †h Step, Process ev Kg©cš’vq ¯^-¯^ wefv‡Mi KvR ¸‡jv m¤úv`b K‡i _v‡Kb
Zv‡K Sequence of Work- ev Kv‡Ri cwiµgv e‡j|
Local Purchase Gi †ÿ‡Î mswkøó wefvM n‡Z Demand Note Gi wfwˇZ ˆZix
Demand
K…Z wiwKDwRk‡bi Dci wfwË K‡i Work Order/ Spot Purchase Gi gva¨‡g
Note
µ‡qi e¨e¯’v Kiv nq|

Rate µqK…Z gvjvgvj ¸wj µ‡qi †ÿ‡Î mgRvZxq PviwU/cuvPwU Supplier Gi Rate
Quotation Quotation MÖnb Kiv nq Ges Zvi wfwˇZ Comparative Statement ‰Zix K‡i
Kg `v‡g fvj cb¨ µq Kiv nq|
†Kvb gvjvgvj digv‡qk Abyhvqx bv n‡j Zv †dir w`‡q digv‡qk/Pvwn`vi
Require
wfwˇZ gvjvgvj µq Kiv nq|
ment
Wise
Page 21 of 145
 µqK…Z gvjvgv‡ji †KvqvwjwU d¨v±ix‡Z (Kv‡Ri mv‡_ mshy³
Quality wefvM) wbixÿv Kiv nq|

†Kvb gv‡ji Warranty _vK‡j †mB gvj WarrantyÕ i c~‡e©B Use Off (A‡K‡Rv)
n‡q †M‡j Replacement K‡i bZzb gvj msMÖn Kiv nq|
Warranty

gv‡ji ¸iæZ¡/Pvwn`v/ cÖ‡qvRbxqZvi wfwˇZ Riæix wfwˇZ gvjvgvj µq Kiv

MRR nq|

Gate pass, Challan, MRR Gi wfwˇZ ‡h †Kvb cvwU©i wej cÖ`vb Kiv nq|
d¨v±ix †_‡K †Kvb gv‡ji Gg Avi Avi bv Avm‡j ev digv‡qk c‡Îi cwigv‡bi mv‡_
Importan Gg Avi Avi Gi cwigvb bv wgj‡j wej cÖ`vb Kiv nq bv|
ce

Gate pass, Challan, MRR Gi wfwˇZ ‡h †Kvb cvwU©i wej cÖ`vb Kiv nq|
d¨v±ix †_‡K †Kvb gv‡ji Gg Avi Avi bv Avm‡j ev digv‡qk c‡Îi cwigv‡bi mv‡_
MRR Gg Avi Avi Gi cwigvb bv wgj‡j wej cÖ`vb Kiv nq bv|

†Kvb gv‡ji †iU †Kv‡Uk‡bi †ÿ‡Î e¨e¯’vcbv cwiPvjK g‡nv`q / wWwRGg

(wnmve) g‡nv`‡qi Approval Kwc msMÖn Kiv nq Ges †mB wfwˇZ gvjvgvj
µq Kiv nq|
Approval

µq K…Z gvjvgvj ¸wj d¨v±ix‡Z cÖ‡e‡ki mgq d¨v±ix †MB‡U I wewfbœ †óv‡i
Gate mwVK fv‡e wjwce× Kiv nq wKbv Zv gv‡S gv‡S hvPvB evPvB Kiv nq|
Check

Sequence of Work at a Glance (GK bR‡i Kv‡Ri cwiµgv) t wb‡Pi KvMR cÎ ¸‡jvi (Documents)
gva¨‡g Procurement Department Gi KvR m¤úv`b Kiv nq| cÖ‡qvRbxq KvMR cÎ ¸‡jv wb‡¤œ Zz‡j
aiv njt

1.
Head Office
(Procurement
Dept.)

3.
Page 22 of 145 Supplier (Domestic
/ Foreign)
 2.
Factory
(Store
Section)

K| Purchase Requisition- 03 Copies t (01 Kwc gywo eB‡qi mv‡_ jvMv‡bv _vK‡e, 01 Kwc †óvi
‡mKk‡b dvBj Kiv n‡e Ges g~j Kwc cÖavb Kvh©vj‡q gvjvgvj µq Kivi Rb¨ Procurement
Department G †cÖib Kiv n‡e)|

2| Work Order-02 Copy t (Work Order 01 Kwc Supplier ‡K cÖ`vb Kiv n‡e Ges 01 Kwc Supplier
G ¯^vÿi mn cÖavb Kvh©vj‡q dvBj Kiv n‡e Ges d‡UvKwc d¨v±ix‡Z †cÖib Kiv n‡e ‡óvi wefv‡M
h_vh_fv‡e gvjvgvj ey‡S †bIqvi Rb¨)|

3| Challan-02 Copy (µ‡qi †ÿ‡Î) t (gvjvgvj MÖnY K‡i 01 Kwc Pvjvb Received K‡i Supplier ‡K
cÖ`vb Kiv nq Ges Ab¨Kwc Pvjvb MRR Gi mv‡_ mshy³ K‡i cÖavb Kvh©vj‡q †cÖib Kiv nq)|

4| Challan-03 Copy (weµ‡qi †ÿ‡Î) t (01 Kwc Pvjvb µqK…Z cvwU©‡K cÖ`vb Kiv nq, 01 Kwc
Pvjvb gywo eB‡qi mv‡_ jvMv‡bv _vK‡e Ges 01 Kwc Pvjvb cÖavb Kvh©vj‡q wej cÖ`v‡bi Rb¨
cÖavb Kvh©vj‡q †cÖib Kiv nq)|

5| Bill-02 Copies (µ‡qi †ÿ‡Î) t (02 Kwc wej Mªnb K‡i Acknowledgement Gi gva¨‡g 01 Kwc
Supplier ‡K cÖ`vb Kiv nq Ges 01 Kwc wej cÖavb Kvh©vj‡q fvDPvi Gi mv‡_ mshy³ K‡i wnmve
wefv‡M ivLv nq)|

6| MRR-03 Copy t (01 Kwc MRR gywo eB‡qi mv‡_ jvMv‡bv _v‡K, 01 Kwc cÖavb Kvh©vj‡q
†cÖib Kiv nq Ges 01 Kwc MRR ‡óv‡i msiÿb Kiv nq)|

7| Money Receipt-01 Copy (cvwU©‡K cÖ`v‡bi ‡ÿ‡Î) t (cvwU©‡K UvKv cÖ`vb Kiv n‡j cvwU©
UvKv MÖnb Gi wecix‡Z Money Receipt cÖ`vb K‡i _v‡K hvnv wnmve wefv‡M msiÿb Ki nq
wnmv‡ei Rb¨)|

8| Money Receipt-03 Copy (cvwU© †_‡K UvK MÖn‡bi ‡ÿ‡Î) t (01 Kwc iwk` cvwU©‡K †`Iqv
nq, 01 Kwc iwk` gywo eB‡qi mv‡_ mshy³ _v‡K, 01 Kwc iwk` cvwU©i h_vh_ wnmve ivLvi Rb¨
wnmve wefv‡M msiÿb Kiv nq cÖavb Kvh©vj‡q)|

9| Proforma Invoice (P.I)-01 Copyt (01 Kwc P.I Collect K‡i L/c i Rb¨ Bank G cvVv‡bv nq A_ev
PI G D‡jøwLZ UvKvi mgcwigvb UvKvi Cheque /Cash cÖ`v‡bi e¨e¯’v Kiv nq|

10| L/C-01 Copyt

The category of Major types of all items group:

1) Raw Materials
2) Packing Materials

Page 23 of 145
 3) Lubricants
4) Machineries & Equipment
5) Utilities & Auxiliaries
6) Spare Parts for Production Machinery
7) Hardware Items
8) Other Maintenance item of Electric / Generator
9) Construction Materials
10) Computer & IT Equipment
11) Furniture & Fixtures
12) Medical & Surgical Equipment
13) Air Conditioning Plant & Air Conditioner
14) Electrical installation, Generator, Boiler
15) House Keeping Equipment
16) Office Equipment
17) Vehicle

10. Standard Operating Procedure-(Kvh© cwiPvjbvi aviv)/

(SOP):
Imp Importance, Area & Advantage we‡ePbvq Procurement Department n‡jv ˆZix †cvlvK wk‡íi Rb¨
GKwU ¸iæZ¡c~b© nvwZqvi| Drcv`‡bi avivevwnKZv eRvq ivLvi Rb¨ mwVK mg‡q, mwVK
c×wZ‡Z, mwVK cwigvb I mwVK †KvqvwjwU m¤úbœ gvjvgvj ev †mev cÖ`vb KivB n‡jv
Procurement Gi cª_g I cÖavb KvR| AvaywbK wek¦qv‡bi hy‡M Zvj wgwj‡q †h mKj cÖwZôvb
Procurement Gi KvRKg© ¸‡jv mwVK I my›`i fv‡e mwVK mg‡q ¸wQ‡q m¤úv`b Ki‡Z m¤¢e
n‡q‡Q †mB mKj cÖwZôvbB DbœwZi wkL‡i c`vc©b K‡i‡Q|

Standard Operating Procedure (Kvh© cwiPvjbvi aviv) t Procurement Department Gi Kvh©

cwiPvjbvi aviv ¸‡jv wb‡Pi Q‡Ki gva¨‡g Zz‡j aiv njt

Page 24 of 145
 Material Purchase Requisition (MPR)

Perscrutation of Material Purchase Requisition (PMPR)

Assemble/Collect Quotations

Prepared a Comparative Statement (PCS)

Get Approval on Comparative Statement

Place Order (APS Or Requisition)

Delivery of Goods

Quality Assured by Expertise

Collect MRR (After Audit)

Procedure Bill (After Audit)

Take Approval (After Audit)

Bill Submit (After Approval)

*** Standard Operating Procedure for Purchase ( µ‡qi Rb¨ Kvh© cwiPvjbvi avivt Kvh©
cwiPvjbvi aviv ¸‡jv wb‡P wek` AvKv‡i e¨vL¨v cÖ`vb Kiv njt

Kvh© cwiPvjbvi avivt Kvh© cwiPvjbvi aviv ¸‡jv wb‡P wek` AvKv‡i e¨vL¨v cÖ`vb Kiv njt
K. Material Purchase Requisition (MPR): cÖwZwU †mKkb Zv‡`i Pvwn`v †gvZv‡eK d¨v±ixi

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 DaŸZ©b Kg©KZ©vi Aby‡gv`b mv‡c‡ÿ Procurement Department Gi gva¨‡g gvjvgvj µq Kivi
wbwg‡Ë Material Purchase Requisition cÖavb Kvh©vj‡q †cÖib Kiv nq|

L. Perscrutation of Material Purchase Requisition (PMPR): d¨v±ix nB‡Z Material Purchase

Requisition ‡c‡q Zv †mKkb I ¸iæZ¡ cÖ‡qvRbxqZvi wfwˇZ ‡kÖbxweb¨vm K‡i my-we‡ePbv
Kiv nq|

M. Assemble/ Collect Quotaions: Material Purchase Requisition Abyhvqx wewfbœ cvwU©i

wbKU nB‡Z Rate Quotation Collect Kiv nq|

N. Prepared a Comparative statement (PCS): gv‡K©U Survey Gi wfwˇZ wewfbœ cvwU©

nB‡Z msM„nxZ Rate Quotation Abyhvqx Comparative Statement (Imported Name, Brand,
Origin, Rate, Gurantee, Warranty) ‰Zix Kiv nq|

O. Get Approval on Comparative statement: ‰Zix K…Z Comparative Statement G MD

g‡nv`q or Authorized Person Gi Approval/Aby‡gv`b †bIqv nq|

P. Place Order (APS or Requisition): Comparative Statement Gi Aby‡gv`b mv‡c‡ÿ †h mKj

gvjvgv‡ji Rb¨ Work Order ‡`Iqv cÖ‡qvRb †m¸wji Rb¨ Work Order ‡`Iqv nq Aewkó gvjvgvj
µ‡qi †ÿ‡Î cvi‡mm Awdmv‡ii gva¨‡g Local Market ‡_‡K µq Kiv nq|

Q. Delivery of Goods: APS or Requisition Abyhvqx Comparative Statement Aby‡gv`b mv‡c‡ÿ

gvjvgvj µq K‡i ‡Kv¤úvbxi wek¦¯Í hvbevn‡bi gva¨‡g d¨v±ix‡Z ‡cÖib Kiv nq|

R. Quality Assured by Expertise: µqK…Z gvjvgvj ¸wj µq K‡i d¨v±ix‡Z †cÖib Kiv n‡j Expertise
Øviv d¨v±ix PZ¡‡i Material Received Committee i Dcw¯’wZ‡Z Quality Assured Kiv nq Ges
cieZx©‡Z ‡óvi KZ©©„K gvjvgvj ¸‡jv MÖnY Kiv nq|

S. Collect MRR (After Audit): gvjvgvj MÖnb Kivi cieZx©‡Z wbixÿv wefvM Work Order,
Requisition Gi mv‡_ wgwj‡q cy•Lvbycy•L wbixÿv K‡i Store Section Gi gva¨‡g MRR cÖavb
Kvh©vj‡q ‡cÖib Kiv nq|

T. Procedure Bill (After Audit): gvjvgvj mieivnK…Z cvwU©i wbKU nB‡Z wej msMÖn Kiv nq
Ges cwieZx©‡Z MRR Gi mv‡_ wgwj‡q wej cÖ`vb Kivi Rb¨ cÖ¯‘Z Kiv nq|

U. Take Approval (After Audit): cvwU©‡K wej cÖ`v‡bi Rb¨ cÖ¯‘ZK…Z wej ¸‡jv‡Z GgwW
g‡nv`q ev †Kv¤úvbxi DaŸZ©b Kg©KZ©vi Aby‡gv`b ‡bIqv nq|

V. Bill Submit (After Approval): GgwW g‡nv`q ev †Kv¤úvbxi DaŸZ©b Kg©KZ©v KZ©„K
Aby‡gvw`Z wej ¸wj cvwU©‡K cÖ`v‡bi Rb¨ wnmve wefv‡M cÖ`vb Kiv nq|

02. Requisition Procedure (digv‡qk Kvh©cÖbvjx):

(K) Material Purchase Requisition (MPR): cÖwZwU †mKkb Zv‡`i gvjvgv‡ji Requisition ev
Pvwn`vcÎ ˆZix K‡i d¨v±ixi wbixÿv wefv‡M Rgv/cÖ`vb Kwi‡e Ges wbixÿv wefvM D³ Requisition
ev Pvwn`vcÎ Review K‡i P~ovšÍ Ki‡j d¨v±ixi DaŸZ©b KZ…©c‡ÿi Aby‡gv`b mv‡c‡ÿ Material
Purchase Requisition cÖavb Kvh©vj‡q †cÖib Ki‡e|

(i) bZzb fv‡e µq bv K‡i hw` bó †Kvb Spare Parts ‡givg‡Zi gva¨‡g e¨envi †hvM¨ nq Zvn‡j cÖ_g
†PóvB _vK‡e †givg‡Zi K‡i KvR Pvwj‡q hvIqv Ges Purchase Requisition ‡`Iqv nB‡Z weiZ _vKv|

(ii) ‡h Department Gi gvjvgv‡ji Rb¨ Requisition ‰Zix Kiv n‡e Requisition G D³ Department Gi
cÖavb ev `vwqZ¡ cÖvß Kg©KZ©vi ¯^vÿi _vKv GKvšÍ Avek¨K|

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L. Perscrutation of Material Purchase Requisition (PMPR): d¨v±ix nB‡Z Material Purchase
Requisition ‡c‡q Zv Procurement Section my-we‡ePbvi gva¨‡g †mKkb, ¸iæZ¡ cÖ‡qvRbxqZvi
wfwˇZ mg¯Í gvjvgv‡ji ‡kÖbxweb¨vm Ki‡e|

M. Time Line (mgq mxgv): Requisition ev Pvwn`vi wecix‡Z †kÖbx web¨vmK…Z cÖwZwU
gvjvgv‡ji Rb¨ †Kv¤úvbxi DaŸZ©b KZ…©cÿ KZ…©K mgq mxgv ev Time Line wba©vib Kiv
_vK‡e| †hgbt Kvh©w`em wnmv‡e Stationery gvjvgv‡ji Rb¨ 02 w`b nB‡Z 04 w`b, Electrical &
Mechanical gvjvgv‡ji Rb¨ 03 w`b nB‡Z -07 w`b, Oil RvZxq gvjvgv‡ji Rb¨ 03 w`b nB‡Z 07 w`b
Ges New Item Gi †ÿ‡Î 07 w`b nB‡Z 15 w`b ch©šÍ mgq _vKv Avek¨K|

N. New Item Requisition (bZzb gvjvgv‡ji Pvwn`v cÎ): bZzb fv‡e †Kvb cb¨ ev †mev ev gvjvgvj
µq ev msMÖ‡ni †ÿ‡Î Five Source c×wZ Abymib Kiv †h‡Z cv‡i| †hgbt

1| Group Discuss K‡i|

2| mgRvZxq †Kvb †Kv¤úvbx/cvwU©i mv‡_ Av‡jvPbv K‡i|
3| mvcøvBqvi Gi mv‡_ Av‡jvPbv K‡i|
4| Consumer Gi mv‡_ Av‡jvPbv K‡i|
5| Online Searching Gi gva¨‡g Ges µ‡qi Rb¨ m¨v¤új msMÖn ev Pvi m`m¨ KwgwUi Dcw¯’wZ‡Z
µq Kiv †h‡Z cv‡i| KwgwUi m`m¨iv n‡jb-
1| µq msµvšÍ Awdmvi ev óvd|
2| AwWUi cÖavb Kvh©vjq/ d¨v±ix|
3| mswkøó wWcvU©‡g›U Gi cÖavb ev cÖwZwbwa|
4| wmwKDwUiwU B݇c±i|

O. Importance (¸iæZ¡/cÖ‡qvRbxqZv): Requisition ev Pvwn`v c‡Î D‡jøwLZ cb¨, †mev ev

gvjvgvj µq Kivi Rb¨ ¸iæZ¡ ev cÖ‡qvRbxqZv we‡ePbv Kiv Avek¨K| †Kvb gvj KZUv ¸iæZ¡c~b©
Zv †evSvi Rb¨ Requisition Gi Remarks Column G Urgent, Top Urgent or Fire Urgent wjLv
Avek¨K| Z‡e Ggb GKwU ev `yBwU AvB‡Ug n‡Z cv‡i Gi †ekx †Kvb fv‡e MÖnb †hvM¨ bq|

P. Re-Order Level (cybt web¨vm ¯Íi)t †h †Kvb gvjvgv‡ji Rb¨ Requisition cÖ`vb Ki‡Z n‡j Aek¨B
Re-Order Level ev cybt web¨vm ¯Íi we‡ePbv Kwiqv ev Stock Position Physically ‡`‡L Requisition
cÖ`vb Kiv Avek¨K| Domestic Materials Gi †ÿ‡Î b~b¨Zg 15 w`b Ges Foreign Materials Gi †ÿ‡Î 01
gvm nB‡Z 03 gvm ch©šÍ mg‡qi gRy` nv‡Z †i‡L Requisition cÖ`vb Kiv Riæix|

Maintenance of Stocks and Requisitioning System:

There shall maintain different stock levels in register generally used for effective materials/ spare
parts control and computation of stock requirements for avoiding problems of over-stocking and
under-stocking.
gRy` I digv‡q‡ki cwiPvjb c×wZt
wewfbœ ai‡bi / wewfbœ ¯Í‡ii gRy‡`i †hb AwZwi³ gRy` I Aí gRy‡`i mgm¨v cwinvi ev wbqš¿b
Kivi Rb¨ †iwRóvi LvZv e¨envi Kiv nq|

Re-order level systems - formula:

Re-order level (ROL) = Demand in the lead-time + Safety stock (S)

cybt digv‡qk ¯Íi c×wZi m~Ît

cybt digv‡qk ¯Íi = cwiPvjb mg‡q Pvwn`v + wbivcËv gRy`

Periodic review systems - formula to calculate the order size:

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Order size = (Demand over the review interval + demand to cover lead-time) – (Actual stock) –
(Pipeline stock) + (Safety stock)

ch©vqµwgK ch©v‡jvPbv c×wZi m~Î (AW©vi mvBR Gi wnmve)

AW©vi mvBR = (cwiPvj‡b m‡e©v”P Pvwn`v+¯^vfvweK Pvwn`v)-cÖK…Z gRy`-cw_g‡a¨
gRy`+wbivcËv gRy`

Safety stock calculation:

Safety stock = (Maximum Lead Time-Normal lead time) x Consumption rate

wbivcËv gRy‡`i wnmv‡ei m~Ît

wbivcËv gRy` = (m‡e©v”P mgq+¯^vfvweK mgq) x Li‡Pi nvi

1. Re-order Level: Re-order level of a material is that level at which the Head of Stores Initiates
Stock Replenishment Request for fresh purchase/stock of the materials for replenishing the stock
at warehouse. The level is the guiding point of “when to purchase”
2. cybt digv‡qk ¯Íit cybt digv‡qk ¯Íi n‡jv Ggb GKwU ¯Íi †hB ¯Í‡i gRy` G‡m co‡j ‡÷vi cÖavb ev
†÷vi Kg©KZ©v cybivq gvjvgvj µq K‡i †÷v‡i ¸`vgRvZ Ki‡bi Rb¨ digv‡qk cÎ w`‡q _v‡Kb| GK
K_vq n‡jv-cybt digv‡qk ¯ÍiwU n‡jv KLb cb¨wU µq Ki‡Z n‡e Zvi GKwU MvBW jvBb|
3. Minimum Level: Minimum level of a material is that level, below which the stock should not be
allowed to fall at any point of time. In other words, this level indicates the lowest quantitative
balance of the materials which must be maintained in hand at all times of ensure smooth
operation activities.
4. me©wb¤œ ¯Íit কোনও উপাদানের সর্বনিম্ন স্তর হল সেই স্তর, যার নীচে স্টকের কোনও সময়ে পড়তে দেওয়া উচিত নয় । GK
কথায়, এই স্তরটি উপাদানের সর্বনিম্ন পরিমাণগত ভারসাম্য নির্দে শ করে যা মসৃ ণ fv‡e Kvh©cwiPvjbvi ক্রিয়াকলাপগুলি নিশ্চিত
করার জন্য সর্বদা হাতে gRy` ivL‡Z nq|
5. Maximum Level: Maximum level of a material is that level above which the stock should not
be allowed to exceed at any time. In other words, this level indicates the highest quantitative
balance of the materials, beyond which the stock is not permitted to exceed.
সর্বোচ্চ স্তর: কোনও উপাদানের/gRy‡`i সর্বাধিক স্তর হল সেই স্তরটি যার উপরে স্টকটিকে কোনও সময়ে অতিক্রম করার অনু মতি দেওয়া
উচিত নয় । অন্য কথায়, এই স্তরটি উপকরণগুলির সর্বোচ্চ পরিমাণগত ভারসাম্য নির্দে শ করে, এর বাইরে স্টককে অতিক্রম করার অনু মতি
নেই ।

The management shall follow this guiding principle for the procurement and inventory control
process implementing in the ERP system.
e¨e¯’vcbv KZ©„cÿ gvjvgvj msMÖn, gRy` Kib I wbqš¿b Gi †ÿ‡Î ERP system cÖwZ¯’vcb Ki‡Z
cv‡i|

03. Sourcing Procedure (msMÖn Kvh©cÖbvjx)t

K. Collect Quotation (D×…wË msMÖn): Purchase Requisition Abyhvqx Material µq Kivi Rb¨
wewfbœ cvwU©i wbKU nB‡Z Rate Quotation Collect Kiv| Z‡e Rate Quotation Aek¨B cuvPwU
nB‡Z mvZwU cvwU©i wbKU nB‡Z Collect Ki‡Z nB‡e|

L. Five Sources (cuvPwU Drm): Purchase Requisition Abyhvqx Material µq Kivi Rb¨ Five
Sources c×wZ Abymib Kiv Avek¨K| Z‡e †ÿÎ we‡k‡l wZbwU I n‡Z cv‡i| †hgbt

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1| Group Discuss K‡i|
2| mgRvZxq †Kvb †Kv¤úvbx/cvwU©i mv‡_ Av‡jvPbv K‡i|
3| mvcøvBqvi Gi mv‡_ Av‡jvPbv K‡i|
4| Consumer Gi mv‡_ Av‡jvPbv K‡i|
5| Online Searching Gi gva¨‡g|
M. Comparative Study (Zzjbvg~jK we‡kølb): gv‡K©U Survey Gi wfwˇZ wewfbœ cvwU©
nB‡Z msM„nxZ Rate Quotation Abyhvqx Comparative Statement ‰Zix Kiv| Rate Quotation Ges
Comparative statement G Aek¨B Imported Name, Brand, Origin, Rate, Guarantee, Warranty and
Payment System D‡jøL _vKv Avek¨K|
N. Delivery Trams and Condition (e›Ub Pzw³ I kZ©): weµq‡Ëvi †mev ‡`Iqvi wbwg‡Ë †Kvb
cvwU©i wbKU nB‡Z cb¨ ev †mev µq Kiv n‡j wKQz w`b AwZevwnZ nIqvi ci D³ cvwUi †mev
h_vh_ fv‡e cvIqv hvq bv| ZvB GB ai‡bi mgm¨v cwinvi Gi Rb¨ Delivery Trams and Condition ¸wj
kw³kvjx nIqv DwPZ|

O. Collect Goods in locally (¯’vbxq fv‡e cb¨ ev gvjvgvj msMÖn): gv‡ji ¸bv¸b ev DrKl©Zv I `vg
wVK †i‡L ‡Kvb gvjvgvj d¨v±ix Gwiqv‡Z ¯’vbxq fv‡e msMÖn Kiv †M‡j Zv Purchase Committee
Gi gva¨‡g µq Kiv †h‡Z cv‡i|

P. Approval (Aby‡gv`b) : ‰Zix K…Z Comparative Statement G MD g‡nv`q or Authorized

Person Gi Approval/Aby‡gv`b †bIqv Avek¨K|

04. Material Purchase & Delivery Procedure (gvjvgvj msMÖn I mieivn Kvh©cÖbvjx) :

K. gvjvgvj µ‡qi Aby‡gv`b mv‡c‡ÿ †Kvb gvjvgvj msMÖ‡ni †ÿ‡Î Stand by ev mv‡_ mv‡_
wb‡¤œv³ welq ¸wj hvPvB Kiv Avek¨K| †hgbt

1| Brand: Purchase Requisition Abyhvqx µqK…Z gvjvgv‡ji Brand wVK Av‡Q wKbv|
2| Origin: Purchase Requisition Abyhvqx µqK…Z gvjvgv‡ji Origin wVK Av‡Q wKbv|
3| Quality: Purchase Requisition Abyhvqx µqK…Z gvjvgv‡ji Quality wVK Av‡Q wKbv|
4| Quantity: Purchase Requisition Abyhvqx µqK…Z gvjvgv‡ji Quantity wVK Av‡Q wKbv|
5| Price: Purchase Requisition Abyhvqx µqK…Z gvjvgv‡ji Price wVK Av‡Q wKbv|
6| Availability: Purchase Requisition Abyhvqx µqK…Z gvjvgv‡ji Availability Av‡Q wKbv|
7| Part Number: Purchase Requisition Abyhvqx µqK…Z gvjvgv‡ji Part Number wVK Av‡Q
wKbv|

L. Time, Cost & Distance: Purchase Requisition Abyhvqx µqK…Z gvjvgvj ¯’vbxq fv‡e msMÖnb
Kiv †hZ wKbv| ¯’vbxq fv‡e msMÖn Kiv †M‡j Zv µq KwgwUi gva¨‡g msMÖn Kiv|

M. Delivery: µqK…Z gvjvgvj wbf©i †hvM¨ cwien‡b wbf©i‡hvM¨ wmwKDwiwUi gva¨‡g

d¨v±ix‡Z †cÖib Kiv|

N. Place Order (AW©vi cÖ`vb Kiv): Comparative Statement Gi Aby‡gv`b mv‡c‡ÿ †h mKj
gvjvgvj ¯’vbxq fv‡e ev Locally msMÖn Kiv m¤¢e bq Ges †h ¸wji Rb¨ Work Order Gi gva¨‡g
‡`Iqv cÖ‡qvRb †m¸wji Rb¨ Work Order cÖ`vb Kiv| Work Order Gi GK Kwc cvwU©‡K cÖ`vb
Kiv, GK Kwc mswkøó ‡óvi‡K cÖ`vb Kiv, GK Kwc Af¨šÍixb wbixÿK‡K cÖ`vb Kiv Ges GK Kwc
Awdm dvB‡j msiwÿZ ivLv|

05. Quality Procedure (¸bv¸b Kvh©cÖbvjx):

K. µqK…Z gvjvgvj ¸wj d¨v±ix‡Z †cÖib Kiv n‡j D³ gvjvgvj †óvi †jRv‡i wjwce× Kivi c~‡e©B 08

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N›Uvi g‡a¨ Expertise Øviv d¨v±ix PZ¡‡i Material Received Committee i Dcw¯’wZ‡Z Quality
Assured K‡i cieZx©‡Z ‡óvi KZ©©„K gvjvgvj ¸‡jv MÖnY Kiv|

L. cvi‡mm Awdmvi µqK…Z gvjvgv‡ji mvwU©wd‡KU Aek¨B µq Kivi mgq msMÖn Ki‡eb
(hZUyKz m¤¢e) |

M. As Per Purchase Requisition Abyhvqx µqK…Z gvjvgv‡ji †KvqvwjwU cixÿv Kivi mgq
wb‡¤œv³ welqMywj fvjfv‡e hvPvB K‡i wb‡e| †hgbt (Brand, Origin, Quality, Quantity, Part
Number, Shape, Size, Hole, Moving etc).

N. Expertise Øviv d¨v±ix PZ¡‡i Material Certify Kivi ci D³ gv‡ji mvwU©wd‡K‡U Quality
Approved Seal ‡g‡i /hy³ K‡i †óv‡i cÖ`vb Ki‡eb|

06. Gate and Store Entry Procedure ( ‡MBU I †óv‡i wjwLZ c×wZ): ‡h †Kvb gvjgvj µq Kiv n‡j
Ges cieZx©‡Z d¨v±ix †MB‡U cÖ‡ek Kv‡j wb¤œwjwLZ fv‡e †MB‡U wjwce× Kwi‡Z nB‡et

Gate Entry (‡MB‡U wjwce×): wb¤œwjwLZ Z_¨¸‡jv †MB‡U wjwce× _vwK‡Z nB‡et

K| Mvoxi WªvBfv‡ii bvg|

L| Mvoxi bv¤^vi|
M| Mvox cÖ‡e‡ki mgq|
N| Mvox‡Z Rbe‡ji msL¨v|
O| †Kv_vq nB‡Z Avwmqv‡Q|
P| †K cvwV‡q‡Q|
Q| wK gvjvgvj wb‡q G‡m‡Q|
R| Mvox mv‡_ Pvjvb Kwc I wej Kwc h_vh_ fv‡e Av‡Q wKbv|
S| †h cwigvb gvjvgvj †cÖib Kiv n‡q‡Q Zv mwVK Av‡Q †Zv Ges Physically Driver Ges †óvi Gi
Kg©KZ©v‡`i Dcw¯’wZ‡Z ¸‡b ivLv|
T| gvjvgvj Kg ev †ekx cvIqv ‡M‡j mv‡_ mv‡_ WªvBfvi‡K AewnZ K‡i †Kv¤úvbxi DaŸZ©b
Kg©KZ©v‡K Rvbv‡bv|
U| mwVK fv‡e gvjvgvj cvIqv ‡M‡j †÷vi †mKkb Gi Dcw¯’wZ‡Z †MBU cvk I Pvjvb Kwc‡Z
†MBU Gi cÖ‡ek wmj hy³ Kiv (Pvc) †`Iqv|
V| Mvox d¨v±ix nB‡Z †ei nIqvi mgq|

Store Entry (‡óv‡i wjwce×): wb¤œwjwLZ Z_¨¸‡jv ‡÷v‡i wjwce× _vwK‡Z nB‡et

K| Pvjvb, wiKzBwRkb I IqvK© AW©v‡ii mv‡_ wgwj‡q †`L‡e cwigvb mwVK Av‡Q wKbv|
L| Brand and Origin mwVK Av‡Q wKbv|
M| D³ gv‡ji mv‡_ ‡KvqvwjwU mvwU©wd‡KU Av‡Q wKbv|
N| Avgv‡`i †Kv¤úvbxi Expertise & Consumer Department Øviv mvwU©dvB n‡q‡Q wKbv|
O| gv‡ji g~j¨, mieivnK…Z †Kv¤úvbxi bvg I ˆZixK…Z †Kv¤úvbxi bvg, Drcv`b ZvwiL, Rxebve‡kl
ZvwiL wjwce× Av‡Q wKbv|
P| Warranty and Grantee _vK‡j mv‡_ Warranty and Grantee KvW© Av‡Q wKbv|
Q| ‡MBU cvk I Pvjvb Kwc‡Z †MBU wbivcËv Kg©x‡`i Øviv †Kv¤úvbxi cÖ‡ek wmj Av‡Q
wKbv|
R| gvjvgvj ¸‡jv †Kvb Zvwi‡L d¨v±ix‡Z cÖ‡ek K‡i‡Q Zv wjwce× Kiv|

Dc‡iv³ Z_¨ ¸‡jv h_vh_ fv‡e cvIqv †M‡j ‡÷vi †mKkb D³ gvjvgvj †jRvi ewn‡Z wjwce× Kwi‡e|

Good housekeeping practices should be followed at all times.

1) Materials and supplies should be stored in an orderly fashion towards to the rack, shelf & a
certain location as identified in software or other manual register to facilitate accurate commodity

Page 30 of 145
 identification and counting.
2) Storage areas must be kept neat, safe and clean to protect inventories against losses from
damage and deterioration of quality, etc.
M„n K‡gi© (cwi®‹vi cwi”Qbœ I mvwR‡q ¸wQ‡q ivLvi KvR ¸‡jv) Abykxjb ¸‡jv me©`v
Abymib Kiv DwPZt

K) mwVK fv‡e Reve w`nxZv I wnmve iÿ‡bi Rb¨ †÷v‡ii gvjvgvj ¸‡jv- AW©vi Abyhvqx, Pvwn`v
Abyhvqx eøK, †iK, ZvK, KvU©yb, ¯’vb Abyhvqx Software or Manua Leader Gi gva¨‡g mvwR‡q
ivLv †h‡Z cv‡i|

L) gRy` c‡b¨i/gv‡ji ¸bv¸b n«vm Ges ÿwZi nvZ nB‡Z iÿv cvIqvi Rb¨ ¸`vgNi cwi®‹vi cwi”Qbœ
ivLv Avek¨K|

Type of Procurement & Execution Method:

3) TYPE OF PROCUREMENT:
i. Corporate Procurement (CP)
ii. Foreign Procurement by Import (FP)
iii. Local Purchase – direct Procurement (LP)
iv. Procurement from Factory / Office. (FP)
v. Critical / Emergency Procurements (EP)
msMÖnKib aib Kvh©Ki Kivi c×wZt
msMÖnb Kib c×wZ 4 wU h_vt
K) কর্পোরেট সংগ্রহ c×wZ (সিপি)
L) Avg`vwbi gva¨‡g we‡`kx cb¨ msMÖn (এফপি)
M) স্থানীয় ক্রয় - সরাসরি সংগ্রহ c×wZ (এলপি)
N) কারখানা / অফিস থেকে সংগ্রহ c×wZ (Gdwc)
O) msKUc~b© / Riæix wfwˇZ msMÖn Kib c×wZ (ইপি)

b. Corporate Procurement: Regular RM, PM and others regular consumable items purchase
under systematic process from listed vendors / suppliers will be considered as Corporate Purchase.
K‡c©v‡iU msMÖnKib t wbqwgZ/ ‰`bw›`b gvjvgvj, ch©vqµwgK gvjvgvj ¸‡jv wbqgvbyM
c×wZ‡Z ZvwjKvf~³ mieivnKvixi wbKU nB‡Z msMÖn Kiv‡K K‡c©v‡iU msMÖnKib c×wZ
e‡j|

Process Flow:
i. MPR will be issued by user
ii. Department Head will certify the demand
iii. Head of Store will check the details
iv. .Head of Factory / Concern should recommend.
v. Management / Authority will approve the Requisitions
vi. Supply Chain Department will source & collect the price/quotations/ make CS.
vii. Supply Chain Department will make Price & Technical Comperision Statement.

Page 31 of 145
viii. QC Department will check the Technical Specifications & recommend
ix. Purchase committee will negotiate the price & confirm order
x. Audit will check the full process & requisite queries.
xi. For Local Supply Chain will issue PO / WO on favor the supplier
xii. From foreign import collect P/I or Indent from the supplier / agent for processing L/C or ADP
or to definite the order.
xiii. Accounts & finance Department will be responsible for fund management

cwµqvi cÖevn ¸‡jv wb¤œiƒct

K) gvjvgvj µ‡qi Rb¨ e¨envi Kvix digv‡qk cÎ cÖ`vb Ki‡eb|
L) wefvMxq cÖavb Pvwn`v cÎwU mvwU©dvB/mZ¨vwqZ Ki‡e|
M) ‡óvi wefv‡Mi cÖavb hveZxq welq¸‡jv hvPvB evPvB Ki‡e|
N) `vwqZ¡ cÖvß d¨v±ixi cÖavb D³ digv‡qk c‡Î mycvwik Ki‡eb|
O) KZ©„c‡ÿi `vwqZ¡ cÖvß Kg©KZ©v digv‡qk c‡Î Aby‡gv`b Ki‡eb|
P) mvcøvB †PBb wefvM digv‡qk c‡Îi wfwˇZ gv‡ji mieivn Drm, `i, g~‡j¨i cÖhyw³MZ
‰ewkó¨ wefvRb Ki‡eb|
Q) mvcøvB‡PBb wefvM KviMix Zzjbvg~jK weeibxi gva¨‡g (Brand, Country, Origin,
Delivery, Rate, Quality, Gurrantee, warrenty) GKwU g~j¨ wba©vib Ki‡eb|
R) wKDwm wefvM KwiMix hvPvB evPvB Gi wfwˇZ mycvwik Ki‡eb|
S) µq KwgwU mieivnKvixi mv‡_ `i KlvKwl K‡i AW©vi wbwðZ Ki‡eb|
T) wbixÿK wUg mKj cwµqv¸‡jv wbixÿv K‡i cÖ‡qvRbxq cÖkœ Ki‡Z Ki‡eb|
U) mvcøvB‡PBb wefvM mvcøvBqv‡ii AbyK~‡j cvm‡m©m AW©vi ev Kvh©ZvwjKv cÖ`vb
Ki‡e|
V) we‡`kx Avg`vwbi Rb¨ mvcøvB‡PBb wefvM mieivnKvix cÖwZôvb/G‡R›U nB‡Z PI Collect
K‡i L/ C cÖ¯‘Z Ki‡eb cÖ‡qvRbxq c‡b¨i Rb¨|
W) A_© I wnmve wefvM Znwej e¨e¯’vcbvi Rb¨ `vqe× _wK‡eb|

4.2 Foreign Items Procurement: Materials are not available in Local market or for the price
competitiveness to be imported from foreign country under systematic process from listed supplier
or through agent will be considered as foreign procurements.
¯’vbxq evRv‡i gvjvgvj mnRjf¨ bq ZvB g~j¨/`i `vg Gi cÖwZ‡hvwMZvi Rb¨ ZvwjKvf~³
mieivnKvix ev G‡R›U Gi gva¨‡g wbqwgZ c×wZ‡Z we‡`k †_‡K †Kvb gvjvgvj µq ev msMÖn
Kiv n‡j Zv‡K we‡`kx msMÖnK wnmv‡e we‡ewPZ nq|

Process Flow:
ii) MPR will be issued by user
iii) Department Head will certify the demand
iv) Head of Store will check the details.

Page 32 of 145
v) Head of Factory / Concern will give recommendation
vi) Management / Authority will approve the Requisitions
vii) Supply Chain Department will source & collect the price / quotations & make CS.
viii) QC Department will check the Technical Specifications
ix) Purchase committee will negotiate the price & confirm order
x) Audit will check full process & requisite queries.
xi) Supply Chain will collect P/I or Indent from the supplier / agent and process L/C or T.T.
LCA or ADP to definite the order.
xii) Follow-up shipment status
xiii) Conduct all formalities to release the goods from customs.
xiv) Accounts & finance Department will be responsible for fund management

cwµqvi cÖevn ¸‡jv wb¤œiƒct

K) gvjvgvj µ‡qi Rb¨ e¨envi Kvix digv‡qk cÎ cÖ`vb Ki‡eb|

L) wefvMxq cÖavb Pvwn`v cÎwU mvwU©dvB/mZ¨vwqZ Ki‡e|
M) ‡óvi wefv‡Mi cÖavb hveZxq welq¸‡jv hvPvB evPvB Ki‡e|
N) `vwqZ¡ cÖvß d¨v±ixi cÖavb D³ digv‡qk c‡Î mycvwik Ki‡eb|
O) KZ©„c‡ÿi `vwqZ¡ cÖvß Kg©KZ©v digv‡qk c‡Î Aby‡gv`b Ki‡eb|
P) mvcøvB †PBb wefvM digv‡qk c‡Îi wfwˇZ gv‡ji mieivn Drm, `i, g~j¨I cÖhyw³MZ
‰ewkó¨ wefvRb Ki‡eb|
Q) mvcøvB‡PBb wefvM KviMix Zzjbvg~jK weeibxi gva¨‡g (Brand, Country, Origin,
Delivery, Rate, Quality, Gurrantee, warrenty) GKwU g~j¨ wba©vib Ki‡eb|
R) wKDwm wefvM KwiMix hvPvB evPvB Gi wfwˇZ mycvwik Ki‡eb|
S) µq KwgwU mieivnKvixi mv‡_ `i KlvKwl K‡i AW©vi wbwðZ Ki‡eb|
T) wbixÿK wUg mKj cwµqv¸‡jv wbixÿv K‡i cÖ‡qvRbxq cÖkœ Ki‡Z Ki‡eb|
U) mvcøvB‡PBb wefvM mvcøvBqv‡ii AbyK~‡j µ‡qi Kvh©v‡`k ev Kvh©ZvwjKv cÖ`vb
Ki‡e|
V) we‡`kx Avg`vwbi Rb¨ mvcøvB‡PBb wefvM mieivnKvix cÖwZôvb/G‡R›U nB‡Z PI Collect
K‡i L/ C cÖ¯‘Z Ki‡eb cÖ‡qvRbxq c‡b¨i Rb¨|
W) mvcøvB‡PBb wefvM c‡b¨i †Wwjfvix ev wkc‡g›U Gi cÖwZ jÿ¨ ivL‡eb|
Y) ïé Gi gva¨‡g cb¨ Lvjvm Kivi Rb¨ mKj cÖKvi AvbyôvwbKZv cvjb Ki‡eb|
W) A_© I wnmve wefvM Znwej e¨e¯’vcbvi Rb¨ `vqe× _wK‡eb|

b) Local Market – direct Procurement: Materials & service (assorted) are available in Local
open market, needed to purchase by cash or credit directly from rack on shop from different
vendors under systematic process will be considered as Local Market – direct Procurement.

Page 33 of 145
¯’vbxq evRvi ev cÖZ¨ÿ msMÖn Kibt ¯’vbxq Db¥³ evRv‡i gvjvgvj I cwi‡mfv mnRjf¨|
c×wZMZ cwµqvi gva¨‡g wewfbœ we‡µZv‡`i wbKU nB‡Z mivmwi bM` ev av‡i µ‡qi gva¨‡g
†Kvb cb¨ ev †mev msMÖn Kib c×wZ‡K ¯’vbxq evRvi ev cÖZ¨ÿ msMÖn Kib c×wZ e‡j|
Process Flow:
i) MPR will be issued by user.
ii) Department Head will certify the demand.
iii) Head of Store will check the details.
iv) Head of Factory / Concern will give consent
v) Management / Authority will approve the Requisitions
vi) Supply Chain will source, CS & make Budget & subsequent fund requisition for
purchasing.
vii) Supply Chain Department will purchase the materials with Pre-approval of Audit.
viii) QC Department will co-operate in the procurement process to check the Technical
Specifications physically at the vendor premises if necessary.
ix) Audit will check full process & requisite queries.
x) Accounts & finance Department will be responsible for fund management

cwµqvi cÖevn ¸‡jv wb¤œiƒct

K) gvjvgvj µ‡qi Rb¨ e¨envi Kvix digv‡qk cÎ cÖ`vb Ki‡eb|

L) wefvMxq cÖavb Pvwn`v cÎwU mvwU©dvB/mZ¨vwqZ Ki‡e|
M) ‡óvi wefv‡Mi cÖavb hveZxq welq¸‡jv hvPvB evPvB Ki‡e|
N) `vwqZ¡ cÖvß d¨v±ixi cÖavb D³ digv‡qk c‡Î mycvwik Ki‡eb|
O) KZ©„c‡ÿi `vwqZ¡ cÖvß Kg©KZ©v digv‡qk c‡Î Aby‡gv`b Ki‡eb|
P) mvcøvB †PBb wefvM digv‡qk c‡Îi wfwˇZ gv‡ji mieivn Drm, `i, g~j¨I cÖhyw³MZ
‰ewkó¨ wefvRb Ki‡eb|
Q) mvcøvB‡PBb wefvM KviMix Zzjbvg~jK weeibxi gva¨‡g (Brand, Country, Origin,
Delivery, Rate, Quality, Gurrantee, warrenty) GKwU g~j¨ wba©vib Ki‡eb|
R) mvcøvB‡PBb wefvM wbixÿ‡Ki cÖvK Aby‡gv`b Gi wfwˇZ gvjvgvj µq Kwi‡eb|
S) wKDwm wefvM KwiMix hvPvB evPvB Gi wfwˇZ mycvwik Ki‡eb| wKDwm cÖ‡qvR‡b
we‡µZvi cÖwZôv‡b ev †MvWvD‡b wM‡q gvjvgv‡ji ¸bv¸b ‡PK Ki‡Z cvi‡e|
T) wbixÿK wUg mKj cwµqv¸‡jv wbixÿv K‡i cÖ‡qvRbxq cÖkœ Ki‡Z Ki‡eb|
U) A_© I wnmve wefvM Znwej e¨e¯’vcbvi Rb¨ `vqe× _wK‡eb|

c) Procurement from Factory / Office: Materials & service (assorted) not frequently but
suddenly required and also available in Local open market, maximum value upto BDT
………………. need to purchase by cash directly from rack on shop from different vendors will be
considered as Procurement from Factory / Office.

Page 34 of 145
Awdm I d¨v±ixi nB‡Z msMÖnKib c×wZt †Kvb gvjvgvj ev †mev cÖvqkB bq nVvr cÖ‡qvRb
n‡j Zv Db¥³ evRvi nB‡Z m‡e©v”P..............................UvKvi µq Kiv hv‡e| বিভিন্ন বিক্রেতাদের কাছ
থেকে সরাসরি রেকের /ZvK nB‡Z নগদ অর্থের মাধ্যমে ক্রয় করা †h‡Z cv‡i hv কারখানা / অফিসের কাছ থেকে প্রাপ্তি হিসাবে
বিবেচিত হবে| G Qvov I d¨v±ixi কিউসি বিভাগ প্রয়োজনে বিক্রেতার cÖwZôv‡b শারীরিকভাবে Dcw¯’Z n‡q প্রযু ক্তিগত
ˆewkó¨ wefvRb K‡i ক্রয় প্রক্রিয়াতে সহযোগিতা করবে ।

Process Flow:
i) MPR will be issued by user
ii) Department Head will certify the demand
iii) Head of Store will check the details.
iv) Head of Factory / Concern will give consent
v) Purchase committee (assigned Members) will source & purchase the materials with Pre/
Post approval of nearby Audit.
vi) QC Department will check the Technical Specifications physically at the vendor
premises if needed.
vii) Audit will check full process & requisite queries.
viii) Accounts & finance Department will be responsible for fund management

cwµqvi cÖevn ¸‡jv wb¤œiƒct

K) gvjvgvj µ‡qi Rb¨ e¨envi Kvix digv‡qk cÎ cÖ`vb Ki‡eb|
L) wefvMxq cÖavb Pvwn`v cÎwU mvwU©dvB/mZ¨vwqZ Ki‡e|
M) ‡óvi wefv‡Mi cÖavb hveZxq welq¸‡jv hvPvB evPvB Ki‡e|
N) `vwqZ¡ cÖvß d¨v±ixi cÖavb D³ digv‡qk c‡Î mycvwik Ki‡eb|
O) µq KwgwU (wba©vwiZ m`m¨Mb) wbixÿ‡Ki wbKUeZ©x †Kvb cÖvK Aby‡gv`b ev µq
cieZx© Aby‡gv`b Gi wfwˇZ gvjvgvj µ‡qi Drm msMÖ‡ni gva¨‡g µq Ki‡eb|
P) কিউসি বিভাগ প্রয়োজনে বিক্রেতার cÖwZôv‡b শারীরিকভাবে Dcw¯’Z n‡q প্রযু ক্তিগত ˆewkó¨ wefvRb K‡i ক্রয়
প্রক্রিয়াতে সহযোগিতা করবে ।
Q) wbixÿK wUg mKj cwµqv¸‡jv wbixÿv K‡i cÖ‡qvRbxq cÖkœ Ki‡Z Ki‡eb|
R) A_© I wnmve wefvM Znwej e¨e¯’vcbvi Rb¨ `vqe× _wK‡eb|

d) Critical / Emergency Procurement: Materials & service are available in local market, needed
to purchase urgent basis to run the uninterrupted operations or crucial risk coverage considering
priority to be treated as Critical / Emergency Procurement.

Page 35 of 145
m¼Uc~b© Ae¯’vq ev Riæix wfwˇZ msMÖnKibt gvjvgvj ev cwi‡mev ¯’vbxq evRv‡i
ch©vß cwigvb i‡q‡Q, Riæix msMÖn ev AMÖwaKvi wfwˇZ wbwiwew”Qbœ ‡Kbv KvUvi
Rb¨ Ab¨vb¨ SzuwK mg~n cÖkgb Kiv cÖ‡qvRb|

i) Emergency / Urgent Procurements Criteria:

Emergency procurement can be made under the following circumstances:
37) Urgent engineering or maintenance (mechanical or electrical) need
38) Is / are going to be consumed with in 72 Hours
39) Does not allow time for inviting offers
40) Requirement occurs out of office hours

Riæix wfwˇZ msMÖnKi‡bi wbb©qK mg~n wb¤œiƒct

নিম্নলিখিত পরিস্থিতিতে জরুরী সংগ্রহ করা যেতে পারে
41) Riæix cÖ‡qvR‡b BwÄwbqvwis gvjvgv‡ji iÿbv‡eÿb (‡gKvwbK¨vj /B‡jKwUªK¨vj)|
42) hv 72 N›Uvi g‡a¨ e¨envi/cÖ‡qvRb n‡Z cv‡i|
43) cÖ¯Íve ¸‡jv‡K MÖnb Kivi ch©vß mgq bv _vKv|
44) cÖ‡qvRbxqZv ¸‡jv Awdm PjvKvjxb mg‡qi evwn‡i n‡j|

Head – Procurement has got discretionary power to procure critical items doing proper due
diligence. Before making the procurement the nature and reason of emergency should be recorded
by the concerned department along with proper documentation. Disbursement against emergency
purchase will be either in cash, cash cheque or account payee cheque on delivery or spot as agreed.
Post-facto approval of the Purchase Committee will be required for all Emergency procurements

mvcøvB‡PBb e¨e¯’vcbvi cÖavb‡K h_vh_ cwikÖg I wePÿbZv Gi gva¨‡g Riæix wfwˇZ msMÖn
Kivi ÿgZv _vK‡Z n‡e| Riæix wfwˇZ msMÖn Kivi Av‡M mswkøó wefvM Øviv cÖ‡qvRbxq
KvMR cÎ I Gi h_vh_ Kvib I †iKW© ivLv DwPZ| Riæix msMÖn Kivi c~‡e© ev µq Kivi c~‡e©
mvcøvBqvi KZ©„K bM`, †PK, h_vh_ e¨vsK wnmv‡ei gva¨‡g †PK MÖnb Kivi Rb¨ ivwR ev
m¤§Z _vK‡Z n‡e| mg¯Í Riæix µ‡qi †ÿ‡Î µq KwgwUi c~e©vAby‡gv`b Gi cÖ‡qvRb n‡e

Process Flow:
Before Purchase:

i) Department Head will send SMS to Management / Authority and take prior approval and
forward to SCM department.
ii) Supply Chain Department will source & purchase the materials urgent basis with Pre-
consent from Audit by over phone SMS.
iii) Accounts & finance Department will be responsible for fund management according to
the management approval through SMS.

1) wefvMxq cÖavbMb KZ©„cÿ‡K AewnZ/evZ©v †cÖib K‡i µq ev msMÖn Kivi c~‡e©B

Aby‡gv`b MÖnb Ki‡eb Ges mvcøvB‡PBb wefv‡M †cÖib Ki‡eb|

Page 36 of 145
 2) mvcøvB‡PBb wefvM evZ©v †cÖib Gi gva¨‡g wbixÿ‡bi cÖK-m¤§vwZ‡Z/Aby‡gv`b Gi
wfwˇZ Riæix cÖ‡qvR‡b gvjvgv‡ji Drm LuyR‡eb Ges µq Ki‡eb|
3) A_© I wnmve wefvM Aby‡gvw`Z evZ©vi gva¨‡g cÖ‡qvRbxq Znwe‡ji hveZxq e¨e¯’v Ki‡eb|

After Purchase:
i. MPR could be issued by user
ii. Department Head will certify the demand
iii. Head of Store will check the details.
iv. Head of Factory / Concern will recomend
v. Management / Authority will approve the Requisitions
vi. Supply Chain Department will source & purchase the materials with Pre/ Post approval of
Audit.
vii. QC Department will check the Technical Specifications physically at the vendor premises
if needed.
viii. Audit will check full process & requisite queries.
ix. Accounts & finance Department will be responsible for fund management.

1) gvjvgvj e¨enviKvix wefvM KZ…©K gvjvgvj µ‡qi Rb¨ digv‡qk cÎ †cÖib Ki‡Z n‡e|
2) wefvMxq cÖavb Pvwn`v cÎwU mvwU©dvB/mZ¨vwqZ Ki‡e|
3) ‡óvi wefv‡Mi cÖavb hveZxq welq¸‡jv hvPvB evPvB Ki‡e|
4) `vwqZ¡ cÖvß d¨v±ixi cÖavb D³ digv‡qk c‡Î mycvwik Ki‡eb|
5) KZ©„c‡ÿi `vwqZ¡ cÖvß Kg©KZ©v digv‡qk c‡Î Aby‡gv`b Ki‡eb|
6) µq KwgwU (wba©vwiZ m`m¨Mb) wbixÿ‡Ki wbKUeZ©x †Kvb cÖvK Aby‡gv`b ev µq
cieZx© Aby‡gv`b Gi wfwˇZ gvjvgvj µ‡qi Drm msMÖ‡ni gva¨‡g µq Ki‡eb|
7) wKDwm wefvM KwiMix hvPvB evPvB Gi wfwˇZ mycvwik Ki‡eb| wKDwm cÖ‡qvR‡b
we‡µZvi cÖwZôv‡b ev †MvWvD‡b wM‡q gvjvgv‡ji ¸bv¸b ‡PK Ki‡Z cvi‡e|
8) wbixÿK wUg mKj cwµqv¸‡jv wbixÿv K‡i cÖ‡qvRbxq cÖkœ Ki‡Z Ki‡eb|
9) A_© I wnmve wefvM Znwej e¨e¯’vcbvi Rb¨ `vqe× _wK‡eb|

PROCUREMENTAS METHOD AT GELENCE

SL. No. Documents & Process CP LP FP FP EP
1. MPR will be issued by user
gvjvgvj e¨enviKvix wefvM KZ…©K gvjvgvj
µ‡qi Rb¨ digv‡qk cÎ †cÖib Ki‡Z n‡e|
2. Department Head will certify the demand
wefvMxq cÖavb Pvwn`v cÎwU
mvwU©dvB/mZ¨vwqZ Ki‡e|
3. Head of Store will check the details.
‡óvi wefv‡Mi cÖavb hveZxq welq¸‡jv
hvPvB evPvB Ki‡e|
4. Head of Factory / Concern should recommend.
`vwqZ¡ cÖvß d¨v±ixi cÖavb D³ digv‡qk c‡Î
mycvwik Ki‡eb|
5. Management / Authority will approve the

Page 37 of 145
 Requisitions
KZ©„c‡ÿi `vwqZ¡ cÖvß Kg©KZ©v
digv‡qk c‡Î Aby‡gv`b Ki‡eb|
6. Supply Chain Department will source & collect
the price/quotations/ Technical Specification
mvcøvB †PBb wefvM digv‡qk c‡Îi wfwˇZ
gv‡ji mieivn Drm, `i, g~j¨I cÖhyw³MZ
‰ewkó¨ wefvRb Ki‡eb|
7. Supply Chain Department will make Price &
Technical Comparison Statement.
mvcøvB‡PBb wefvM KviMix Zzjbvg~jK
weeibxi gva¨‡g (Brand, Country, Origin,
Delivery, Rate, Quality, Gurrantee,
warrenty) GKwU g~j¨ wba©vib Ki‡eb|
8. QC Department will check the Technical
Specifications & recommend
wKDwm wefvM KwiMix hvPvB evPvB Gi
wfwˇZ mycvwik Ki‡eb| wKDwm
cÖ‡qvR‡b we‡µZvi cÖwZôv‡b ev
†MvWvD‡b wM‡q gvjvgv‡ji ¸bv¸b ‡PK
Ki‡Z cvi‡e|
9. Purchase committee will negotiate the price &
confirm order
µq KwgwU mvcøvBqvi Gi mv‡_ `vg `i
KlvKwli gva¨‡g AW©vi wbwðZ Ki‡eb|
10. Audit will check the full process & requisite
queries.
wbixÿK wUg mKj cwµqv¸‡jv wbixÿv K‡i
cÖ‡qvRbxq cÖkœ Ki‡Z Ki‡eb|
11. For Local Supply Chain will issue PO / WO on
favor the supplier
¯’vbxq µq KwgwU mvcøvBqv‡ii AbyK~‡j
Purchase Order/Work Order ‡cÖib Ki‡eb|

12. From foreign import collect P/I or Indent from the

supplier / agent for processing L/C or ADP or to
definite the order.

13. Accounts & finance Department will be

responsible for fund management
A_© I wnmve wefvM Znwej e¨e¯’vcbvi Rb¨
`vqe× _wK‡eb|

10) Title and Application

a. This manual shall be called the Supply Chain Manual.
b. All the procedures contained in this policy will be effective from the date of approval of the
manual by the Board of Directors………………….

11) পরিচালনা পর্ষদ কর্তৃ ক ম্যানু য়াল অনু মোদনের তারিখ থেকে এই নীতিমালায় অন্তর্ভু ক্ত সমস্ত প্রক্রিয়া কার্যকর হবে..............|

Page 38 of 145
a. These policies and procedures shall apply to all kinds of procurement of goods & services and
control the respective inventory.
12) এই নীতিগুলি এবং পদ্ধতিগুলি পণ্য ও পরিষেবাদি সকল ধরণের সংগ্রহের ক্ষেত্রে প্রযোজ্য এবং সংশ্লিষ্ট তালিকা নিয়ন্ত্রণ করবে

13) Process for updating the Manual:

a. Supply Chain Department of Auko-Tex Group (ATG) shall have the right to modify,
amend, replace, revise and/or add any of the provision of this Manual in such manner and to
such extent, as may be deemed fit, subject to approval of Management (Managing Director,
Director).
A‡Kv-‡U· MÖæ‡ci mvcøvB‡PBb KZ©„cÿ D³ g¨vbyqvjwU cwieZ©b, cwiea©b, ms‡kvab,
cÖwZ¯’vcb A_ev †h †Kvb ai‡bi hy³/gy‡Q †djvi Rb¨ Dchy&³ e¨vw³ wnmv‡e we‡ewPZ nB‡e|
D³ g¨vbyqvjwU e¨e¯’vcbv cwiPvjK KZ©„K Aby‡gvw`Z n‡e|

b. Any change or modification / amendment, as approved by the management, shall be circulated

through inter-office memo/circular under the signature of the Managing Director or Director of
the Company.
‡h †KvbI cwieZ©b, cwiea©b, ms‡kvab, cÖwZ¯’vcb A_ev †h †Kvb ai‡bi hy³/gy‡Q †djv ev bZzb
fv‡e ms‡hvwRZ welq¸‡jv e¨e¯’vcbv cwiPvjK KZ©„K Aby‡gvw`Z n‡e Ges †m ¸‡jv
†Kv¤úvbxi MÖæc †gBj, e¨e¯’vcbv cwiPvjK ev cwiPvj‡Ki ¯^vÿ‡ii Aax‡b cÖPvwiZ n‡e|

c. All the changes/amendments that have taken place since the date of last revision, with the
approval of the Management shall be incorporated in the revised version of the Manual.
‡h mg¯Í welq ¸‡jv eZg©v‡b ms‡kvab, cwigvR©b ev cwiea©b Kiv n‡q‡Q †h ¸wj e¨e¯’vcbv
cwiPvjK g‡nv`q‡i Aby‡gv`‡bi ZvwiL nB‡Z †m mg¯Í welq ¸‡jv m¨vcøvB‡PBb g¨vbyqv‡j
AšÍf~³ Kiv n‡e|

14) Legend:
ATG : Auko-Tex Group
MANAGEMENT : Board of Directors
MPR : Material Purchase Requisition
MRR : Materials Received Report
WO : Work Order
PO : Purchase Order
RM : Raw Materials
PM : Packing Materials
GRN : Goods Return Note
PC : Procurement Committee
RTS : Return to Supplier
PIS : Production Information System

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15) Procurement Principles:
a. The general rule is that procurement shall be as financially favorable as possible. At the same
time procurement shall be as, appropriate as possible to suit the requirements of Auko-Tex Group

সাধারন নিয়ম হলো মালামাল সংগ্রহের ‡ÿ‡Î যতটা সম্ভব g~j¨ ev `i Klv Kwli gva¨‡g †Kv¤úvbxi AbyK~‡j wb‡q
Avmv Ges GKB mv‡_ †Kv¤úvbxi cÖ‡qvRb Abymv‡i µq ev msMÖn Kiv|
b. Procurement should be planned in a way that satisfies following principles:
msMÖnKib wefvM‡K Ggb fv‡e cwiKív cÖwZ¯’vcb Kiv hv‡Z K‡i mš‘wó AR©‡bi gva¨‡g
bxwZgvjv ¸‡jv Abymib Kiv hvq|
1. Suitable for intended use
Dc‡hvMx D‡Ï‡k¨ e¨env‡ii Rb¨ cÖ‡hvR¨
2. Avoidance of holding excess inventories;
AwZwi³ gRy` Kib c×wZ Gwo‡q hvIqv
3. Reduction of cost;
e¨vq n«vm Kib
4. Promote competition in procurement process;
msMÖnKib cwÎqvi cÖwZ‡hvwMZv cÖKvk Kiv|

5. Competitive price;
cÖwZ‡hvMx g~j¨
6. Durable as desired;
‡UKmB Ges AvLvw¼Z cb¨

ii. Promoting integrity and fairness and maintaining the transparency in the procurement
process; and
সততা এবং ন্যায্যতাi wfwˇZ প্রচার এবং msMÖnKib প্রক্রিয়া স্বচ্ছতা বজায় রাখা;
iii. Procurements are in interest of the company;
msMÖnKib c×wZ/msMÖnKib gvjvgvj ‡Kv¤úvbxi ¯^v‡_© Kiv n‡e-

iv. Collecting information features about new items and technologies.

নতুন আইটেম এবং প্রযু ক্তি সম্পর্কে তথ্য বৈশিষ্ট্য সংগ্রহ করা|
c. All procurement transactions must provide open and free competition and ensure competitive
price for equipments, goods and services. Competition in procurement is the primary means to
ensure that the best price is paid for the procured goods and services.
cÖwZ‡hvwMZvg~jK g~j¨ wbwðZ Ki‡Z mKj cÖKvi miÄvg, cb¨ Ges cwi‡mev msMÖnKi‡bi
†jb‡`b Aek¨B gy³ Ges wbRLi‡P cÖwZ‡hvMx mieivn Ki‡e, msMÖnKi‡bi †ÿ‡Î cÖwZ‡hvwMZv
nj D‡ËvjbK…Z cb¨ I cwi‡mevi Rb¨ m‡evËg g~j¨ cÖ`vb Kiv nq Zv wbwðZ Kivi cÖv_wgK Dcq|
d. Procurement function must be entrusted, assigned & separated from accounting and
receiving functions. All the procurement of supplies will require observance of complete
accounting procedures and expenses must be substantiated by proper documentation and proper
approval.
msMÖnKi‡bi Kvh©Kjvc¸wj Aek¨B wnmveiÿb Ges MÖnb Kvjxb Kvh©Kjvc n‡Z Avjv`v Kiv
DwPZ| সরবরাহের Rb¨ সমস্ত সংগ্রহের LiP wnmveiÿ‡bi সম্পূ র্ণ প্রক্রিয়াটি পালন করা প্রয়োজন,যথাযথ bw_cÎ এবং যথাযথ
অনু মোদনের মাধ্যমে ব্যয়কে অবশ্যই Aby‡gv`b Ki‡Z n‡e|

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e. Splitting up of procurements to avoid quotations or specific approvals is strictly prohibited and
should result in disciplinary actions.
msMÖnKi‡bi Rb¨ †Kvb cÖKvi g~j¨ ZvwjKv Aby‡gv`b e¨ZxZ †Kvb gvjvgvj msMÖn Kiv
m¤ú~b© fv‡e wbwl× Ges Gi d‡j Zvi Rb¨ kvw¯Í‡hvM¨ e¨e¯’v MÖnb Kiv DwPZ|

16) Budget and Budgetary Control [set in consideration of budgetary control]:

a. There shall estimate for future procurement needs to include in the annual budget/work plan.
The budget should be flexible according to demand, spare parts for production machinery, spare
parts for auxiliary machineries, packing materials supplies and itemized capital expenditure.
fwel¨‡Z gvjvgvj msMÖnKi‡bi cÖ‡qvR‡bi ZvwM‡` evrmwiK ev‡RU cwiKíbvq msMÖnKib
KvR‡K AšÍf~³ Kiv DwPZ| Pvwn`v Abyhvqx ev‡RU bgbxq n‡Z cv‡i, Drcv`‡bi Rb¨ ‡gwkbvix,
LyPiv hš¿vsk, mnvqK hš¿cvwZ, c¨vwKs gvjvgvj ¸‡jv g~jabvwqZ e¨q wnmv‡e we‡ewPZ n‡e|

b. All procurement shall be made out of the approved budget. Any items will not be purchased
without clearance from Finance department in respect of exceeding the budgetary provision. The
exceeded amount will be reconciled with proper justification from the concerned department.
সমস্ত ক্রয় অনু মোদিত বাজেটের বাইরে করা হবে । ev‡R‡Ui weavb AwZµg Kivi †ÿ‡Î ‡Kvb gvjvgvj µq Kiv n‡e
bv wnmve wefv‡Mi QvocÎ Qvov| অতিক্রমকৃত পরিমাণ সংশ্লিষ্ট বিভাগের যথাযথ ন্যায়সঙ্গততার সাথে wgj Kib করা হবে ।
c. Audit & Finance department shall regularly / periodically monitor utilization of budget to
ensure expenditure control and shall undertake variance analysis for presentation to the
management.
নিরীক্ষা ও ফিনান্স বিভাগ ব্যয় নিয়ন্ত্রণ নিশ্চিত করার জন্য নিয়মিত / পর্যায়ক্রমে বাজেটের ব্যবহার পর্যবেক্ষণ করবে এবং ব্যবস্থানায়
উপস্থাপনের জন্য বৈকল্পিক বিশ্লেষণ করবে ।

17) Authority of Approval:

For smooth and effective functioning of the purchase operations, following policies are to
be complied with by the management:
ক্রয় ক্রিয়াকলাপকে সুষ্ঠু ও কার্যকরভাবে পরিচালনার জন্য KZ©„cÿ KZ©„K নিম্নলিখিত নীতিগুলি মেনে
চলতে হবে:
Sl. No. Value & Items Governance / Approval Authority
1. 5000.00
2. 5001 to above
3. 10001 to above
4. 20001 to above
5. 50001 to above

1. Procurement transactions up to Tk. 5000,00: Total purchase value upto Taka 00,000
(less than one PO/WO) does not require formal competitive bid or quotation from suppliers;
these can be purchased from the open market or from the suppliers verifying the price by the
Head of Procurement. Head of Procurement may also purchase these items directly from the

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 suppliers without obtaining formal quotations. These purchases shall have post facto approval
from the Purchase Committee.

msMÖnKi‡bi †ÿ‡Î ‡jb‡`‡bi cwigvb 5000.00 UvK ch©šÍ t মোট ক্রয়মূ ল্য ১,০০,০০০ টাকা পর্যন্ত (Purchase
Order / Work Order এর চেয়ে কম) সরবরাহকারীর কাছ থেকে আনু ষ্ঠানিক প্রতিযোগিতামূ লক বিড বা উদ্ধৃতি প্রয়োজন হয় না; এগুলি
উন্মু ক্ত বাজার থেকে বা সরবরাহকারীর দ্বারা মূ ল্য যাচাই করা সরবরাহকারীদের কাছ থেকে কেনা যাবে । সংগ্রহের প্রধানও আনু ষ্ঠানিক
কোটেশন না পেয়ে সরাসরি সরবরাহকারীদের কাছ থেকে এই আইটেমগুলি ক্রয় করতে পারেন । এই ক্রয়গুলি ক্রয় কমিটির কাছ থেকে
µq cieZx©‡Z অনু মোদন থাকবে ।
2. Procurement transactions Tk. 50,01 and above: Head of Procurement shall prepare a
list of items to be purchased and ask the suppliers to submit two or three competitive
quotations/bids must be there to evaluate the bids/quotations except in case of sole distributor/
manufacture representative, branded items, etc. All bids/quotations/proposals are to be opened
for preparation of comparative statement. Head of Procurement shall send the comparative
statement along with all quotations/ bids/ proposals to the Purchase Committee for
evaluation and necessary approval. A Purchase Committee meeting shall be arranged to
jointly evaluate the bids/quotations and to select the supplier. After evaluation of bids,
Purchase Committee shall forward all the papers with specific recommendation for
observing purchase formalities. After the approval is accorded, a formal PO/WO shall be
issued to the selected vendor/supplier by the Head of Procurement.
ক্রয় লেনদেন ৫০,০১ এবং তদূর্ধ্ব : প্রকিউরমেন্ট প্রধান ক্রয় করার জন্য আইটেমের একটি তালিকা প্রস্তুত করবেন এবং সরবরাহকারীদের
দু'টি বা তিনটি প্রতিযোগিতামূ লক Quotation/ Bid জমা দেওয়ার জন্য বলবেন Bid / Quotation মূ ল্যায়ন করার জন্য একমাত্র পরিবেশক
/ উ rcv দন প্রতিনিধি ব্যতীত, ব্র্যান্ডযু ক্ত আইটেম ইত্যাদি তুলনামূ লক বিবরণী প্রস্তুত করার জন্য সমস্ত Bid / Quotation / প্রস্তাব খোলা
হবে । সংগ্রহের প্রধান মূ ল্যায়ন এবং প্রয়োজনীয় অনু মোদনের জন্য সমস্ত উদ্ধৃতি / বিড / প্রস্তাব সহ তুলনামূ লক বিবৃ তি ক্রয় কমিটিতে
প্রেরণ করবেন । বিড / কোটেশনগুলি যৌথভাবে মূ ল্যায়ন এবং সরবরাহকারী নির্বাচন করার জন্য একটি ক্রয় কমিটির সভার ব্যবস্থা করা হবে
। বিড মূ ল্যায়ন করার পরে, ক্রয় কমিটি সমস্ত কাগজপত্র ক্রয়ের আনু ষ্ঠানিকতা পর্যবেক্ষণের জন্য নির্দি ষ্ট সু পারিশ সহ প্রেরণ করবে ।
অনু মোদনের পরে, ক্রয় প্রধানের দ্বারা নির্বাচিত বিক্রেতার / সরবরাহকারীকে একটি আনু ষ্ঠানিক Purchase Order / Work Order প্রদান
করা হবে ।

3. Approval Validity: To smoothen the purchase process the approval comparative

statement will remain valid for next twelve months’ subject to approved price will remain be
unchanged even with change of vendor / brand but quality of the item remaining same.

অনু মোদনের বৈধতা: ক্রয় প্রক্রিয়াটি গতিময় করার জন্য অনু মোদনের তুলনামূ লক বিবৃ তিটি আগামী বারো মাসের জন্য বৈধ থাকবে
Aby মোদিত দাম সাপেক্ষে বিক্রেতা / ব্র্যান্ড পরিবর্তি ত হলেও আইটেমের মানটি একই থাK‡e|

07. Bill Making & Payment Procedure (wej cÖ¯‘Z cÖYvjx):

K. Collect MRR (After Audit): gvjvgvj MÖnb Kivi cieZx©‡Z wbixÿv wefvM Work Order,
Requisition, Challan, Gate Pass & MRR Copy Gi mv‡_ wgwj‡q cy•Lvbycy•L wbixÿv K‡i Store
Section Gi gva¨‡g MRR cÖavb Kvh©vj‡q ‡cÖib Kiv|

L. Procedure Bill (After Audit): gvjvgvj mieivnK…Z cvwU©i wbKU nB‡Z wej msMÖn Kiv nq
Ges d¨v±ix nB‡Z AvMZ MRR Gi mv‡_ wgwj‡q wej cÖ`vb Kivi Rb¨ cÖ¯‘Z Kiv nq| Z‡e GB †ÿ‡Î
wej Ges Pvjvb ¸wj Aek¨B Original nB‡Z n‡e| †Kvb Duplicate or Photocopy wej, Pvjvb †Kvb
fv‡eB MÖnb †hvM¨ n‡ebv|

M. Take Approval (After Audit): cvwU©‡K wej cÖ`v‡bi Rb¨ cÖ¯‘ZK…Z wej ¸‡jv‡Z cÖavb
Kvh©vj‡qi wbixÿK Øviv wbixÿv cieZx©‡Z GgwW g‡nv`q ev †Kv¤úvbxi DaŸZ©b Kg©KZ©vi
Aby‡gv`b ‡bIqv nq|

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N. Bill Submit (After Approval): GgwW g‡nv`q ev †Kv¤úvbxi DaŸZ©b Kg©KZ©v KZ©„K
Aby‡gvw`Z wej ¸wj cvwU©‡K wej cÖ`v‡bi Rb¨ wnmve wefv‡M †cÖib Kiv nq|

O. MRR ‡cÖib : MRR Aek¨B wZb Kg© w`e‡mi g‡a¨ d¨v±ix nB‡Z cÖavb Kvh©vj‡q †cÖib Ki‡Z
n‡e|

P. wej Payment Kivi †ÿ‡Î Cash Payment ‡K m¤ú~b©fv‡e AbyrmvwnZ K‡i Accounts Pay Cheque
Gi gva¨‡g Bill Payment Kiv Avek¨K| Z‡e †Kvb †Kvb †ÿ‡Î KZ©„c‡ÿi Aby‡gv`b mv‡c‡ÿ Riæix
cÖ‡qvR‡b 100-10,000/= UvKvi gvjvgvj Cash Øviv µq Kiv hvB‡Z cv‡i|

08. Spare Parts Repair (hš¿vsk †givgZ)t

K. †h mKj Spare Parts bó n‡q‡Q cÖ_‡gB †`L‡Z n‡e †m mKj Spare Parts ‡givgZ c~e©K e¨envi
Kiv hvq wKbv| hw` Spare Parts ‡givgZ Kwi‡Z nq Zvn‡j wb‡¤œi cwµqv Abymib K‡i †givg‡Zi
Rb¨ †cÖib Kwi‡Z nB‡e| †hgbt

L. Spare Parts Repair ev hš¿vsk †givgZ Kwi‡Z nB‡j †givg‡Zi c~‡e©B GKwU †bvU ‰Zwi K‡i
(mgm¨v D‡jøL c~e©K) wbixÿv wefvM KZ©„K wbixÿv K‡i GgwW g‡nv`‡qi Aby‡gv`b A_ev
d¨v±ixi DaŸZ©b KZ©„c‡ÿi Aby‡gv`b mv‡c‡ÿ UvKvi cwigvb D‡jøL c~e©K †bvUwU cÖavb
Kvh©vj‡q †cÖib Ki‡Z n‡e|

M. D‡jøwLZ hš¿vskwU/¸‡jv †MU cv‡ki gva¨‡g ‡givg‡Zi Rb¨ †M‡Ui evwn‡i hv‡e, hš¿vskwU †K
enb Ki‡e, KZ w`‡bi g‡a¨ ‡givgZ n‡q †dir Avm‡e, KZ wcm hv‡”Q, †givgZ Kvix cÖwZôv‡bi bvg
BZ¨vw` †MU cv‡k wjwce× _vK‡e Ges GB Rb¨ GKwU †iwRóvi I †gBb‡UBb Kiv Avek¨K|

N. ‡givgZK…Z hš¿vskwUi †KvqvwjwU Aek¨B c~‡e©i gZ e¨envi‡hvM¨ Ges ¯’vbxq BwÄwbqvi

Øviv mvwU©dvB GB mv‡c‡ÿ wej cÖ`vb Kiv n‡e|

09. Data Bank (Z_¨ ev DcvË msMÖn kvjv)t

K. Local Purchase ev ¯’vbxq fv‡e µqK…Z mKj cÖKvi gvjvgv‡ji Rb¨ GKwU Hard Copy and Soft
Copy gva‡g Data Bank _vKv Avek¨K|

L. Z_¨ ev DcvË wnmv‡e _vK‡e †hgbt Material Name, Supplier Name, Supplier Address, Supplier
Cell No, Material Price, Last Purchase rate, Brand, Origin, Quality, Quantity, Substitute Goods,
Substitute Supplier, Auko-Tex Group Selected Goods and so on.

10. Sourcing Development (msMÖn Dbœqb)t Aóv`k kZvãx‡Z óxg BwÄb Avwe®‹v‡ii c‡i
Drcv`‡bi †ÿ‡Î GK Af~Zc~e© cwieZ©b G‡m‡Q Avi †mB avivevwnKZvq Drcv`‡bi Rb¨ †hvMvb I
mieivn Dbœq‡bi Rb¨ GKwesk kZvãx‡Z G‡m wek¦‡K nv‡Zi bvMv‡j cvIqvi Rb¨ ˆZix nq Internet
ev Online c×wZ hv wKbv c„w_exi †h †Kvb cÖvšÍ †_‡K e‡m wbR wbR cÖ‡qvRbxq mvgMÖx
B‡”Q gZ ev cÖ‡qvRb gZ Luy‡R †bIqv hvq| ZvB †h †Kv¤úvbxi ev e¨vw³i Sourcing ev msMÖn
kvjv hZ Strong D³ †Kv¤úvbxi Drcv`b avivevwnKv I e¨q wbqš¿b ZZ †ekx Strong. ZvB e¨qwbqš¿b I
Drcv`b avivevwnKZv eRvq ivLvi Rb¨ wZb gvm AšÍi AšÍi Sourcing Develop Kiv Avek¨K|

18) Security Measures:

Losses shall be investigated to determine the cause and to take corrective action to protect
property against future loss occurrences.
Capital items shall be permanently marked to identify them as Property.

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Equipment serial numbers shall be recorded since they are required when reporting items that
are stolen or missing.
Easily concealed sensitive items shall be kept in locked cabinets, desks or storage rooms when
not in use.
Sign-out and return procedures shall be implemented for items not assigned to specific
individuals.
Personnel shall be made responsible for the safekeeping of assigned property.

19) ক্ষতির কারণ নির্ধারণ করতে এবং ভবিষ্যতে ক্ষতির ঘটনার বিরুদ্ধে সম্পত্তি রক্ষা করতে সংশোধনমূ লক ব্যবস্থা গ্রহণের জন্য তদন্ত
করা হবে ।
20) মূ লধন আইটেমগুলিকে সম্পত্তি হিসাবে চিহ্নিত করার জন্য স্থায়ীভাবে চিহ্নিত করা হবে|
21) চুরি বা নিখোঁজ থাকা আইটেমগুলির প্রতিবেদন করার সময় সরঞ্জামগুলির ক্রমিক নম্বরগুলি রেকর্ড করা হবে|
22) সহজেই লু কানো সংবেদনশীল আইটেমগুলি ব্যবহার না করা অবস্থায় লক ক্যাবিনেট, ডেস্ক বা স্টোরেজ কক্ষে রাখতে হবে ।
23) নির্দি ষ্ট ব্যক্তিদের বরাদ্দ না দেওয়া আইটেমগুলির জন্য সাইন আউট এবং রিটার্ন পদ্ধতি কার্যকর করা হবে ।
24) নিয়োগকৃত সম্পত্তির সু রক্ষার জন্য কর্মীদের দায়বদ্ধ করা হবে ।
25)Procedure for Reporting Stolen/Missing Property:
1. Stolen property, regardless of value, shall be reported im mediately upon discovery to the
administration department and to a Department's internal security force (surveillance).
 মূ ল্য নির্বিশেষে চুরি হওয়া সম্পত্তি তদন্তের সাথে সাথে প্রশাসন বিভাগ এবং বিভাগের অভ্যন্তরীণ wmwKDwiwU বাহিনীকে
(নজরদারি) রিপোর্ট করা হবে ।
2. Obtain a copy of the admin report from admin department, or internal security, if applicable.
 cÖ যোজ্য ক্ষেত্রে অ্যাডমিন বিভাগ থেকে প্রতিবেদনের একটি অনু লিপি বা অভ্যন্তরীণ wmwKDwiwU পান ।
3. Complete a Report of Missing or Stolen Property Form (Incident Form). The Department
Head will be required to sign off on their Missing and Stolen Property Report before the loss can
be written off by the department of Finance & Accounts subject to management approval.

wb‡LuvR ev Pzwi hvIqv m¤úwËi Rb¨ GKwU cÖwZ‡e`b dig c~ib Ki‡Z n‡e| wnmve I A_©
wefv‡Mi gva¨‡g D³ c‡b¨i wK cwigvb ÿwZ n‡q‡Q Zvi wnmve ‰Zix K‡i wefvMxq cÖav‡bi
¯^vÿi wb‡q KZ…©c‡ÿi Aby‡gv`‡bi Rb¨ Dc¯’vcb Ki‡Z n‡e|
4. Report the loss if: Capital equipment is involved.
ÿwZi Rb¨ wi‡cvU© Kiv t hw` ÿwZi mv‡_ †Kvb g~jabvwqZ m¤úwË RwoZ _v‡K Zvn‡j
wi‡cvU© Ki‡Z n‡e|

5. The custodial Department shall submit one copy of the admin report and any other supporting
documentation to the Department of Finance & Accounts.
হেফাজতকারী বিভাগ/‡óvi wefvM cÖkvmb wefv‡Mi GKwU wi‡cvU© I hveZxq mshy&w³ mg~n
A_© I wnmve wefv‡M Rgv w`‡eb|

6. In addition to these procedures, the procedure for reporting theft of a motor vehicle to the
Insurance Company shall be followed.

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 GB QvovI ‡gvUihvb Pzwii Rb¨ exgv †Kv¤úvbx ¸‡jv‡K †gvUi hvb Pzwii Rb¨ wi‡cvU© cÖ`vb
Ki‡Z n‡e Ges wb‡¤œv³ c×wZ Abymib Ki‡Z n‡e|
b. There is no evidence of theft or forced entry; and
চুরি বা জোর করে প্রবেশের কোনও প্রমাণ নেই; এবং

c. Property disappearance is not sudden or conspicuous; and

m¤úwË ¸g ev cÖ`wk©Z bq/ my-¯úó bq Ggb

d. The loss is disclosed as a result of an audit or inventory reconciliation.

wbixÿv I gRy` we‡køl‡bi gva¨‡g D³ ÿwZi cwigvb cÖKvk Ki‡Z n‡e

e. All employees known to be involved in the loss shall be identified.

ÿwZi mv‡_ RwoZ mKj Kg©KZ©v‡K wPwüZ Ki‡Z n‡e
f. Measures being taken to prevent future occurrences are subject to.

fwel¨‡Z NUbv¸wj †iva mv‡c‡ÿ †bIqv e¨e¯’v¸wj-

Organization is not responsible for the theft or other disappearance of the personal belongings of
an employee.
কোনও কর্মচারীর ব্যক্তিগত জিনিসপত্র চুরি বা অন্য অন্তর্ধানের / ‡Mvcb Kivi জন্য সংস্থা দায়বদ্ধ নয় ।

26) Custodianship:
The General Manager (Head of Factory) shall act as the Chief Custodian of all assets. A list of
all Fixed Assets should be kept at the office of the GM for tracking and instant reference. The
Finance and Accounts department shall also retain a copy of the same.
All departmental heads are to perform the primary custodianship function for the assets lying
under his/her jurisdiction/area. As such, they are primarily responsible for regular maintenance
of fixed assets under their custody. In discharging this responsibility, the departmental heads
need to perform the following functions.
a. Maintain a list of fixed assets under their custody.
b. Update the list of assets annually with all additions and deletions of fixed assets.
c. Conduct physical verification of fixed assets periodically to ensure existence and quality
of assets and record shortages/excesses with explanations
d. Ensure regular maintenance and servicing of fixed assets, wherever necessary, with the
assistance of other departments, if required.

মহাব্যবস্থাপক (কারখানার প্রধান) সকল সম্পদের প্রধান iÿbKvix হিসাবে কাজ করবেন । সমস্ত ¯’vqx সম্পদের একটি তালিকা /ট্র্যাকিং
b¤^i ˆZix K‡i ত vrÿ ণিক রেফারেন্সের জন্য জিএম কার্যালয়ে রাখতে হবে । অর্থ ও হিসাব বিভা‡M ও এর একটি অনু লিপি msiÿb
Ki‡eb ।

সমস্ত বিভাগীয় প্রধানগণ তার আওতাধীন / ক্ষেত্রের অধীনে থাকা সম্পত্তির প্রাথমিক রক্ষণাবেক্ষণ কার্য সম্পাদন কর‡eb । এ B হিসাবে,
তারা তাদের হেফাজতে থাকা স্থায়ী সম্পদের নিয়মিত রক্ষণাবেক্ষণের জন্য মূ লত দায়বদ্ধ _vwK‡eb । এই দায়িত্ব পালনের ক্ষেত্রে বিভাগীয়
প্রধানদের নিম্নলিখিত কার্য সম্পাদন করা প্রয়োজন ।

ক) তাদের হেফাজতে থাকা স্থির সম্পদের একটি তালিকা ˆZix ivL‡eb ।

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খ) স্থায়ী সম্পত্তির সমস্ত সংযোজন এবং we‡qvRb Gi †ÿ‡Î সম্পদের তালিকা বার্ষিক wi‡cvU© আপডেট Ki‡eb ।

গ) সম্পদের অস্তিত্ব ও গুণগতমান নিশ্চিত করতে এবং ব্যাখ্যা সহ রেকর্ড /msiÿb নিশ্চিত করার জন্য পর্যায়ক্রমে স্থায়ী সম্পদের Phyiscal
Inventory MÖnb Kiæb|

ঘ) প্রয়োজনে অন্যান্য বিভাগের সহায়তায় স্থির সম্পদের নিয়মিত রক্ষণাবেক্ষণ ও সার্ভি সিং wbwðZ Kiv ।

i. Disposal of Materials and Supplies

There shall be a disposable policy of scrap, obsolete, damage, date expired, Overstock and
unused stock items. Withdrawals from materials and supplies inventory shall be controlled by
withdrawal challans prepared in sufficient detail to properly show the quantity and description
of items being reported. Disposal of materials and supplies are subject to Management decision.

ewR©Zvsk, অপ্রচলিত/‡m‡K‡j, ক্ষতি, মেয়াদ শেষ, AwZwi³ gRy` এবং অব্যবহৃত gRy` আইটেমগুলির GKwU
নিষ্পত্তিযোগ্য নীতি থাকবে । gvjvgv‡ji mwVK wnmve cÖ`k©b Gi ¯^v‡_© PjwZ gRy` n‡Z cÖZ¨vnviK…
Z gRy` ¸‡jv ev` w`‡q wnmve wbqš¿b Ki‡Z n‡e| †Kvb gvjvgv‡ji wbt‡kl Ki‡bi Rb¨ e¨e¯’vcbv
KZ©„c‡ÿi wm×všÍB M„nxZ n‡e|

27)Disaster Management:

Logistics and Supply Management

28)Develop and maintain an updated inventory of all equipment, spare parts and supplies;
establish a shortage-alert mechanism.
29)Estimate the consumption of essential spare parts and supplies, (e.g. amount used per
week) using the most likely disaster scenarios.
30)Consult with authorities to ensure the continuous provision of essential stores and
supplies.
31)Assess the quality of contingency items prior to purchase; request quality certification if
available.
32)Establish contingency agreements (e.g. memorandam of understanding, mu tual aid
agreements) with vendors to ensure the procurement and prompt delivery of equipment,
supplies and other resources in times of shortage.
33)Identify physical space within the store for the storage and stockpiling of additional
supplies, taking ease of access, security, temperature, ventilation, light exposure, and
humidity level into consideration. Ensure an uninter rupted cold chain for essential items
requiring temperature maintenance.
34)Ensure that a mechanism exists for the prompt maintenance and repair of equipment
required for essential services. Postpone all non-essential services when necessary.
Coordinate a contingency transportation strategy with transportation services to ensure
continuous inward and outward delivery.
177) সমস্ত সরঞ্জাম, খু চরা যন্ত্রাংশ এবং সরবরাহের একটি আপডেট তালিকা cÖ¯‘Z ivLv Ges msiÿb G রাখা Ges †Kvb

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gvjvgv‡ji Afv‡e mZK© ms‡KZ eRvq ivLv|
178) `~‡qv©M cwiw¯’wZ‡Z e¨envi Kiv hvq cÖ‡qvRbxq wRwbm c‡Îi AvbygvwbK GKwU
ZvwjKv cÖ¯‘Z K‡ib (hv cÖwZ mßv‡n AvbygvwbK fv‡e e¨eüZ)|
179) cÖ‡qvRbxq gvjvgvj ev †mev mieiv‡ni Rb¨ Ges mvcøvBqvi wbwðZ Ki‡bi Rb¨ KZ©„c‡ÿi
wbKU Av‡jvPbv Kiæb|
180) fwel¨‡Z ‰`e NUbvq e¨eüZ gvjvgvj µ‡qi c~‡e© †KvqvwjwU we‡ePbv Kiæb Ges †Kvb
mskq ev mgm¨v _vK‡j D³ gv‡ji †KvqvwjwU mvwU©wd‡KU cÖ`vb Kivi Rb¨ mvcøvBqvi‡K
ejyb|

181) অভাবের সময় সরঞ্জাম, সরবরাহ এবং অন্যান্য সংস্থাগুলির ক্রয় এবং ত vrÿ ণিক সরবরাহ নিশ্চিত করার জন্য বিক্রেতাদের সাথে
A¯^vfvweK NUbv mv‡c‡ÿ চুক্তি স্থাপন করুন (উদাঃ mg‡SvZv ¯§viK I cvi¯úvwiK mn‡hvwMZv Pzw³)|

182) অতিরিক্ত সাশ্রয়, সু রক্ষা, তাপমাত্রা, বায়ুচলাচল, হালকা এক্সপোজার এবং আর্দ্র তা স্তর বিবেচনায় নিয়ে স্টোরের অতিরিক্ত স্টোরেজ
এবং মজু দ করার জন্য স্টোরের মধ্যে Physically স্থান চিহ্নিত করুন । তাপমাত্রা রক্ষণাবেক্ষণের জন্য প্রয়োজনীয় আইটেমগুলির জন্য একটি
ZvcgvÎv wbhš¿b †gwkb ¯’vcb Kiæb ।

183) নিশ্চিত করুন যে প্রয়োজনীয় পরি‡m বা গুলির জন্য প্রয়োজনীয় সরঞ্জামগুলির তাrÿ ণিক রক্ষণাবেক্ষণ এবং মেরামতের জন্য ব্যবস্থা
বিদ্যমান । যখন প্রয়োজন হয় তখন সমস্ত অপ্রয়োজনীয় পরিষেবা স্থগিত করুন । ক্রমাগত অভ্যন্তরীণ এবং বাহ্যিক সরবরাহ নিশ্চিত করতে
পরিবহন ‡mev cÖ`vbKvix cÖwZôv‡bi সাথে Riæwi †mev পরিবহন কৌশল সমন্বয় করুন ।

a. Purchase Committee:
1. Members:
Purchase Committee shall be composed of the following ex-officio members:

35) Head of Committee: Sr. DGM - Accounts & SCM; Acting DGM- Cost Control & Audit in
his absence;
36) Secretary / Convener: AGM of Supply Chain or Acting Head or whoever in-charge of the
Department in their absence.
37) Members:
(Manager) Head of Finance
(Manager) Audit Department,
(Manager) Head of Admin (next designate in his absence),
(Manager) Heads of the user Department

184) কমিটির প্রধান- gnve¨e¯’vcK (wnmve I A_©), mnKvix gnve¨e¯’vcK (mvcøvB‡PBb), fvicÖvß
Dc-gnve¨e¯’vcK Zvnvi Abycw¯’wZ‡Z mKj e¨q wbqš¿b I wbixÿb Ki‡eb|

১৮৫) সচিব / আহবায়ক: সাপ্লাই চেইনের এজিএম বা ভারপ্রাপ্ত প্রধান বা যারা অনু পস্থিতিতে বিভাগের দায়িত্বে আছেন ।

186) সদস্য:
(পরিচালক) অর্থ বিভাগের প্রধান
(পরিচালক) নিরীক্ষা বিভাগ,
(পরিচালক) অ্যাডমিনের প্রধান (তার অনু পস্থিতিতে পরবর্তী মনোনীত),
(ব্যবস্থাপক) ব্যবহারকারী বিভাগের প্রধানগণ

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The respective Head of Department or Acting Head in their absence shall be called in the
Purchase Committee Meetings when their requisitions are being reviewed by the Committee.
তাদের অনু পস্থিতিতে সংশ্লিষ্ট বিভাগীয় প্রধান বা ভারপ্রাপ্ত প্রধানকে কমিটি যখন তাদের প্রয়োজনীয়তা পর্যালোচনা করা হয় তখন ক্রয় কমিটি
সভায় ডাকা হবে ।

1. Terms of reference of the Purchase Committee:

i) Procure qualitative items in competitive price.
ii. Evaluation of quotations and comparative statement.
iii. Ensure transparency and accountability in the bidding process.
iv. Avoid unnecessary & unauthorized purchase.
v. Reduce the potential risk of misuse and malpractice.
vi. Approve procurement, plans, budgets, VMIs and Trail Items.
vii. Recommend Capital Procurements.
viii. Approve (post-facto) Spot, Emergency Procurements
ix. Approve Enlisted Price Lists and
x. Discuss reports of Head of Procurement.
xi. Check the analysis of Credit and Cash purchase alternatives
xii. Check the buy or Lease alternative analysis
1) ক্রয় কমিটির D‡jøwLZ শর্ত াদি:

K) প্রতিযোগিতামূ লক মূ ল্যে গুণগত আইটেমগুলি কিনু ন ।

L) g~j¨ ZvwjKv ও তুলনামূ লক বক্তব্য মূ ল্যায়ন ।
M) বিড প্রক্রিয়াতে স্বচ্ছতা এবং জবাবদিহিতা নিশ্চিত করুন ।
N) অপ্রয়োজনীয় ও অননু মোদিত ক্রয় এড়ানো উচিত ।
O) অপব্যবহার এবং অপব্যবহারের সম্ভাব্য ঝুঁ কি হ্রাস করুন ।
P) সংগ্রহ, পরিকল্পনা, বাজেট, ভিএমআই এবং ট্রেল আইটেম অনু মোদন করুন ।
Q) মূ লধনী অধিগ্রহণের পরামর্শ দিন ।
R) Riæix µq ev Spot G `uvwo‡q µ‡qi/msMÖ‡ni অনু মোদিত (পোস্ট-ফ্যাক্টো) w`b|
S) ZvwjKvf~³ †Kv¤úvbxi ZvwjKv|
T) সংগ্রহের প্রধানের প্রতিবেদনগুলি আলোচনা করুন ।
U) ক্রেডিট এবং নগদ ক্রয়ের বিকল্পগুলির বিশ্লেষণ পরীক্ষা করে দেখু ন |
V) কেনা বা লিজ বিকল্প বিশ্লেষণ পরীক্ষা করুন |

1. Quorum:
The quorum shall be minimum 4 members including one compulsory representative from user
department, one from the finance department, one from the audit department in addition to the
Secretary of the Committee or the person nominated by him in his absence.
কোরামটিতে নূ ন্যতম ৪ জন সদস্য থাকবেন যার মধ্যে ব্যবহারকারীর বিভাগের একজন বাধ্যতামূ লক প্রতিনিধি, অর্থ বিভাগের একজন, নিরীক্ষা
বিভাগের একজন কমিটির সেক্রেটারি ছাড়াও বা তার অনু পস্থিতিতে মনোনীত ব্যক্তি কর্তৃ ক অন্তর্ভু ক্ত থাকবে ।

2. Selection Criteria:
Purchase Committee need not necessarily select the supplier who quoted the lowest price.
Factors such as reliability, experience, quality, and timely delivery of goods and services

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should also be considered and noted at the time of selection. Any exception or special
criteria considered must be noted, explained and recorded on the evaluation sheet.

ক্রয় কমিটি যে সরবরাহকারীকে সর্বনিম্ন মূ ল্য উদ্ধৃত করেছে তা নির্বাচন করার দরকার নেই । নির্ভ রযোগ্যতা, অভিজ্ঞতা, গুণমান এবং
সময়মতো পণ্য ও পরিষেবাদি সরবরাহের মতো বিষয়গুলিও নির্বাচনের সময় বিবেচনা করা উচিত এবং নোট করা উচিত । বিবেচিত যে
কোনও ব্যতিক্রম বা বিশেষ মানদণ্ড অবশ্যই মূ ল্যায়ন c‡Î অবশ্যই উল্লেখ করা, ব্যাখ্যা করা এবং রেকর্ড করা উচিত ।

3. Frequency of the meeting:

Purchase Committee shall sit once in a month on an ongoing basis. However, if need arises,
Member Secretary shall call meeting(s) as and when appropriate.
ক্রয় কমিটি চলমান ভিত্তিতে মাসে একবার বসবে। তবে, যদি প্রয়োজন দেখা দেয় তবে সদস্য সচিব যথাযথ হিসাবে সভা (গুলি) কল
করবেন ।
4. Minutes and documentation:
Member Secretary will keep the minutes of the Purchase Committee meetings while pointed out
as guidance for future action. All documents prescribed in this Manual related to the
procurement must be presented to the Purchase Committee meetings.
সদস্য সচিব ক্রয় কমিটির সভার কার্যবিবরণী রাখবেন এবং ভবিষ্যতের পদক্ষেপের দিকনির্দে শনা হিসাবে চিহ্নিত করবেন। সংগ্রহ সংক্রান্ত এই
ম্যানু য়ালটিতে নির্ধারিত সমস্ত নথি ক্রয় কমিটির সভায় উপস্থাপন করতে হবে ।
38) Supplier Selection Criteria (in order to ensure integrity of each supplier of the chain):
Company Profile Overview
39) Legal entity documents.
40) Distributor / Manufacturer- Certificate
41) Customer reference record
42) Market Reputation
38) সরবরাহকারী নির্বাচনের মানদণ্ড (চেইনের প্রতিটি সরবরাহকারীর অখণ্ডতা নিশ্চিত করার জন্য):
কোম্পানির cvk¦wPÎ mswÿß weeibt
39) আইনী সত্তার নথি ।
40) পরিবেশক / উত্পাদনকারী- শংসাপত্র |
41) গ্রাহক রেফারেন্স রেকর্ড |
42) বাজার খ্যাতি |

43) Supplier Evaluation:

i. PURPOSE: To ensure that suppliers are evaluated periodically to assess their performance
and update supplier list.
উদ্দেশ্য: সরবরাহকারীরা তাদের কার্য সম্পাদন এবং সরবরাহকারী তালিকা আপডেট করার জন্য পর্যায়ক্রমে পর্যায়ক্রমে মূ ল্যায়ন করা হয়
তা নিশ্চিত করার জন্য ।
ii. SCOPE:
All approved supplies of ATG from whom materials are procured in the evaluation period.
Distributor / other major suppliers’ performance in the evaluation period.
মূ ল্যায়ন সময়কালে এটিজির সমস্ত অনু মোদিত সরবরাহ যা থেকে উপকরণ সংগ্রহ করা হয় । মূ ল্যায়ন সময়কালে বিতরণকারী / অন্যান্য
বড় সরবরাহকারীদের কর্মক্ষমতা ।

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 iii. RESPONSIBILITY: Head of Supply Chain shall coordinate supplier evaluation activity
and responsible for supplier grandfathering. He is also responsible and authorized for
evaluating supplier on price and service.
Head of Quality Assurance is responsible for evaluating quality parameters.
দায়িত্ব: সাপ্লাই চেইন Gi cÖavb সরবরাহকারী মূ ল্যায়ন ক্রিয়াকলাপ সমন্বিত করবে এবং সরবরাহকারী গ্র্যান্ড-পিতৃত্বের জন্য দায়ী ।
দাম এবং পরি‡m বার সরবরাহকারীকে মূ ল্যায়নের জন্য তিনিও দায়বদ্ধ এবং অনু মোদিত ।

গুণমানের মান নিশ্চিত করার জন্য হেড অফ কোয়ালিটি আশ্বাস responsible.

iv. SCOPE: METHODS:
a. Suppliers shall be evaluated at least once in a year preferably in January for the previous
twelve months i.e. January to December of the previous year.
ক। সরবরাহকারীরা কমপক্ষে eQ‡i একবা জানু য়ারিতে পূ র্ববর্তী বারো মাসের অর্থাr পূ র্ববর্তী বছরের জানু য়ারি থেকে ডিসেম্বর পর্যন্ত
মূ ল্যায়ন করা হবে ।
b. Suppliers shall be evaluated on 3 (three) different level of performance:

i) Price
ii) Quality
iv) Service (Meeting Delivery Schedule)

তিন (তিন) স্তরের wfwˇZ সরবরাহকারীর পারফরম্যান্সে মূ ল্যায়ন করা হবে:

i) দাম
ii) গুণ
iv) পরিষ m বা (ডেলিভারির সময়সূ চী ‡gvZ‡eK)
2. Suppliers shall be evaluated on 3 (three) different level of performance:
3. Weighted-Point Plan method will be followed for supplier evaluation.
4. Weightage / Marks will be assigned as follows:

Very Good or Excellent or Just In Time : Each grade 05 points.

Competitive or Good or Regular : Each grade 03 points
Reasonable or Average or Irregular : Each grade 02 points

সরবরাহকারীদের কার্যকারিতার বিভিন্ন স্তরের /তিন ¯Í‡ii (তিন) মূ ল্যায়ন করা হবে:
৩. সরবরাহকারী মূ ল্যায়নের জন্য ওয়েট-পয়েন্ট প্ল্যান পদ্ধতি অনু সরণ করা হবে ।
৪. ওজন / চিহ্নগুলি নিম্নরূপ নির্ধারিত হবে:

খু ব ভাল বা দুর্দ ান্ত বা ঠিক সময়ে: প্রতিটি গ্রেডের 05 পয়েন্ট ।

প্রতিযোগিতামূ লক বা ভাল বা নিয়মিত: প্রতিটি গ্রেড 03 পয়েন্ট |
যু ক্তিসঙ্গত বা গড় বা অনিয়মিত: প্রতিটি গ্রেডের 02 পয়েন্ট|

Evaluate for marking justification as follows:

JUSTIFICATION SCORING
CATEGORY SCORE-5 SCORE-3 SCORE-2
RECORD BY
Price Very Good Competitive Reasonable Existing Market H/Dept.
trend

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 Quality Excellent Good Average Quality Test H/Dept.
Report
Service Just In Time Regular Irregular Schedule H/Dept.
(Delivery)

Evaluate for Grading as follows:

TOTAL MARK TO BE
GRADING Marking by
OBTAINED (MIN)
A 15 Head of concern department
B 13 Head of concern department

C Up to 12 Head of concern department

All ratings will be combined and supplier’s performance will be considered as follows:

সমস্ত রেটিং একত্রিত হবে এবং সরবরাহকারীর কার্য সম্পাদন নীচের হিসাবে বিবেচনা করা হবে:
Satisfactory: Overall performance greater or equal to 80%.

সন্তুষ্টিজনক: সামগ্রিক কর্মক্ষমতা ‡_‡K †ekx A_ev 80% সমান |

Conditional Acceptance: Overall performance less than 80% and greater or equal to 70% remains
on the Approved Supplier Evaluation List. Commercial person notifies supplier of areas of concern.
Where appropriate, suppliers shall be provided counseling by ATL to ensure that quality is
maintained. When all avenues to improve supplier’s performance is closed then the supplier for that
particular product shall be deleted and status on “Approved Supplier Evaluation List” shall be
updated. This information shall be documented.

If performance of such supplier not improved, it should be removed form the Approved Supplier
Evaluation List in next the year.
শর্ত াধীন স্বীকৃতি: সামগ্রিক কর্মক্ষমতা 80%এর চেয়ে কম এবং এর চেয়ে বেশি বা সমান 80% অনু মোদিত সরবরাহকারী মূ ল্যায়ন তালিকায়
রয়ে গেছে । Kgvwk©qvj ব্যক্তি সরবরাহকারীকে উদ্বেগের এলাকায় অবহিত Ki‡e ন । যেখানে উপযু ক্ত হবে, সরবরাহকারীরা এটিএল
দ্বারা গুণমান বজায় রয়েছে কিনা তা নিশ্চিত করার জন্য পরামর্শ দেওয়া হবে । সরবরাহকারীর কর্মক্ষমতা উন্নত করার সমস্ত সু যোগ বন্ধ হয়ে
গেলে সেই নির্দি ষ্ট পণ্যের সরবরাহকারীকে মু ছে ফেলা হবে এবং "অনু মোদিত সরবরাহকারী মূ ল্যায়ন তালিকার" অবস্থান আপডেট করা হবে ।
এই তথ্য নথিভুক্ত করা হবে ।
যদি এই জাতীয় সরবরাহকারীর কার্যকারিতা উন্নত না হয় তবে পরের বছরে অনু মোদিত অনু মোদিত সরবরাহকারী মূ ল্যায়ন তালিকা তৈরি করে
তা সরানো উচিত ।

Unsatisfactory: Less than 70%, removal from Approved Supplier Evaluation List.

Persons responsible for evaluating suppliers as follows:

Quality : Head of Concern Department.

Price : Head of Procurement & Planning.
Service/Delivery : Head of Procurement & Planning.

অসন্তুষ্টিহীন: 70% এরও কম, অনু মোদিত সরবরাহকারীর মূ ল্যায়ন তালিকা থেকে অপসারণ ।

সরবরাহকারীদের মূ ল্যায়নের জন্য দায়ী ব্যক্তিরা নিম্নরূপ:

গুণ: উদ্বেগ বিভাগের প্রধান।

মূ ল্য: সংগ্রহ ও পরিকল্পনা প্রধান
পরিষেবা / বিতরণ: সংগ্রহ ও পরিকল্পনা প্রধান

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 b. Suppliers evaluation shall be documented on “Supplier Evaluation Form” (No. 00-03-
SCD-00-1). Head of Supply Chain shall maintain these records.

ইংরেজী বর্ণমালার দ্বিতীয় অক্ষর. সরবরাহকারী মূ ল্যায়ন "সরবরাহকারী মূ ল্যায়ন ফর্ম" (নং 00-03- এসসিডি -00-1) এ নথিভুক্ত
করা হবে। হেড অফ সাপ্লাই চেইন এই রেকর্ড গুলি বজায় রাখতে হবে।

c. Methods for the evaluation of major suppliers (as decided by Head of Supply Chain):
Major suppliers (if decided) shall be evaluated once in a year preferably in January for the
period of twelve months from January to December of previous year.

প্রধান সরবরাহকারীদের মূ ল্যায়নের জন্য পদ্ধতিগুলি (হেড অফ সাপ্লাই চেইনের সিদ্ধান্ত অনু যায়ী):
প্রধান সরবরাহকারীদের (যদি সিদ্ধান্ত হয়) এক বছরে একবার মূ ল্যায়ন করা হয় জানু য়ারিতে পূ র্ববর্তী বছরের জানু য়ারি থেকে ডিসেম্বর
পর্যন্ত বারো মাসের জন্য ।

d. The evaluation will be carried out to assess the satisfactory fulfillment of provision of existing
contract work orders / or any other agreement.

বিদ্যমান চুক্তি কাজের আদেশ / বা অন্য কোনও চুক্তির বিধানের সন্তোষজনক পরিপূ রণ মূ ল্যায়ন করার জন্য মূ ল্যায়ন করা হবে ।

6.0 REFERENCES:

Supplier Evaluation Form (No. 00-03-SCD………

সরবরাহকারী মূ ল্যায়ন ফর্ম (নং 00-03-এসসিডি ………

44) Settlement of Invoices/bills:

1. The supplier shall submit the invoice/bill to the procurement department with delivery
challan duly singed by the factory personnel just after delivery of the goods or submit to the
Accounts department later on. But the bill have to be submitted to the accounts department
within 5 working days of the transaction has been done.
সরবরাহকারীর পণ্য সরবরাহের ঠিক পরে কারখানার কর্মীদের দ্বারা যথাযথভাবে ডেলিভারি চলানের সাথে চালান বিভাগে চালান / বিল
জমা দিতে হবে বা পরে অ্যাকাউন্টস দফতরে জমা দিতে হবে। তবে লেনদেনের 5 কার্যদিবসের মধ্যে বিলটি অ্যাকাউন্ট বিভাগে জমা
দিতে হবে ।
2. Procurement executives shall verity the invoice/bill & Manager Procurement shall approve the
invoice/bill for payment and forward all the necessary documents pertaining to the supply of
goods or services to the Finance Department.

প্রকিউরমেন্ট এক্সিকিউটিভগণ চালান / বিল এবং ম্যানেজার প্রকিউমেন্টের সত্যতা পরিশোধের জন্য চালান / বিল অনু মোদনের জন্য এবং
অর্থ বিভাগে পণ্য বা পরিষেবাদি সরবরাহ সম্পর্কি ত সমস্ত প্রয়োজনীয় কাগজপত্র প্রেরণ করবেন।

3. Finance Department will check all documents pertaining to the purchase before making any
payment
অর্থ বিভাগ কোনও অর্থ প্রদানের আগে ক্রয়ের সাথে সম্পর্কি ত সমস্ত নথি পরীক্ষা করবে
4. Finance Department will ensure following actions before making any payment:
45) Check the comments of the approval and certifying authorities.
46) Check the approval and certification of Quality and Quantity.

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 47) Check Price/Rate of supplied item.
48) Prepare payment voucher;
49) Attach PO/WO, GRN, Invoices/Bills with payment voucher;
50) Issue of Account Payee Cheque as per terms of the PO/WO.
৪) অর্থ দফতর কোনও অর্থ প্রদানের আগে নিম্নলিখিত পদক্ষেপগুলি নিশ্চিত করবে:

45) অনু মোদনের মন্তব্যগুলি এবং কর্তৃ পক্ষকে প্রত্যয়িত করুন।

46) মান এবং পরিমাণের অনু মোদন এবং শংসাপত্র পরীক্ষা করুন।

47) সরবরাহ করা আইটেমের দাম / হার পরীক্ষা করুন।

48) পেমেন্ট ভাউচার প্রস্তুত করুন;

49) পিও / ডাব্লুও, জিআরএন, ইনভয়েস / বিল পেমেন্ট ভাউচার সহ সংযু ক্ত করুন;

৫০) পিও / ডাব্লুও এর শর্ত াবলী অনু সারে অ্যাকাউন্ট প্রদানকারীর চেক প্রদান

i. On receipt of supplier's invoice/bill, Finance Department shall check the quantity, amount,
GRN and arrange payment as per terms of payment contained in the PO/WO
আমি। সরবরাহকারীর চালান / বিল প্রাপ্তির পরে, অর্থ বিভাগের পরিমাণ, পরিমাণ, জিআরএন পরীক্ষা করে এবং পিও / ডব্লিউও-তে
অন্তর্ভু ক্ত প্রদেয় শর্ত াদি অনু সারে অর্থ প্রদানের ব্যবস্থা করবে

ii. Payment to the supplier’s/service providers shall be made by account payee cheques /
account to account transfer except in Emergency Procurements if required or special
instruction provided.
সরবরাহকারীর / পরিষেবা সরবরাহকারীদের অর্থ প্রদান প্রদানকারীর চেক / অ্যাকাউন্টের মাধ্যমে অ্যাকাউন্ট ট্রান্সফারে অ্যাকাউন্টের মাধ্যমে
জরুরি প্রয়োজনে ব্যতীত প্রয়োজনে বা বিশেষ নির্দে শনা সরবরাহ করা হবে।

b. Working Advance:
Usually no advance payment shall be allowed against Work Order / Purchase Order. But in
specific circumstances, where payment of advance is necessary or it is the policy of the
supplier advance may be allowed. Purchase Committee at the time of purchase approval
shall also approve advance in such cases. Advance can be given to Vendors / Suppliers /
Service Providers after the award of bid. Terms and conditions for payment of working
advance must be mentioned in the bidding documents submitted by the Vendor / Supplier / Service
Provider otherwise no working advance can be paid.

সাধারণত ওয়ার্ক অর্ড ার / ক্রয় আদেশের বিপরীতে কোনও অগ্রিম অর্থ প্রদানের অনু মতি দেওয়া হবে না। তবে নির্দি ষ্ট পরিস্থিতিতে যেখানে
অগ্রিম প্রদানের প্রয়োজন হয় বা এটি সরবরাহকারী অগ্রিমের নীতি অনু মোদিত হতে পারে। ক্রয় অনু মোদনের সময় ক্রয় কমিটিও এ জাতীয়
ক্ষেত্রে অগ্রিম অনু মোদন করবে। বিড প্রদানের পরে বিক্রেতারা / সরবরাহকারী / পরিষেবা সরবরাহকারীদের অগ্রিম দেওয়া যেতে পারে।
কাজের অগ্রিম প্রদানের জন্য শর্ত াদি এবং বিক্রেতার / সরবরাহকারী / পরিষেবা সরবরাহকারীর দ্বারা জমা দেওয়া বিড ডকুমেন্টগুলিতে অবশ্যই
উল্লেখ করা উচিত অন্যথায় কোনও কাজের অগ্রিম প্রদান করা যাবে না।

Page 53 of 145
 11. Departmental Risk Assessment):

Data Provide by AGM Supply Chain

12. M/C Setting Parameters:

Data Provide by Administrative Department.

13. Departmental KPI:

Data Provide by AGM Supply Chain

Page 54 of 145
14. Document Retention Policy:

Page 55 of 145
15. Formating for (A). MIS (Hourly, Daily, Monthly & Yearly:

Page 56 of 145
15. Formating for (B). Department/ Floor Management:

Page 57 of 145
 31,KAKI Bukit road-3,
#02-03,Techlink,
Singapore 417818
Tel: (65) 65082789
Fax: (65) 6508 2780

15. Formating for (C). Register.

mwVK I my›`i wnmve/Z_¨ mwVK fv‡e mwVK mg‡q cvIqvi Rb¨ †h †Kvb †mKk‡b File/Register

Page 58 of 145
Maintain Kiv AZ¨vek¨K GKwU KvR| File/Register Maintain Kiv bv nB‡j †Kv¤úvbxi cÖ‡qvR‡b
†Kvb Z_¨ cÖ`vb Kiv m¤¢e bq| Procurement Section G †h mKj File/Register Maintain Kiv nq Zv
wb¤œiƒct

K| Purchase Requisition Documentory File.

L| Departmental Note file.
M| Rate Quotation File.
N| Comparative Statement File.
O| Market Survey File.
P| Purchase Work order file.
Q| Purchase Challan file.
R| Quality Assurance file.
S| Purchase Bill file.
T| Purchase MRR file.
U| Material return & replacement file.
V| Total Monthly Expenses file.
W| MRR Top sheet record file.
X| Party list with price, location, Brand, Origin etc file (On going Process).
Y| Yearly expenses Comparative statement file (On going Process).
Z| P.I & L/C file.
_| All types of Materials Classification file.

Mimaki 31,KAKI Bukit road-3,

#02-03,Techlink,
Singapore 417818
MIMAKI SINGAPORE PTE. LTD. Tel: (65) 65082789
Fax: (65) 6508 2780

Page 59 of 145
Proforma Invoice
Distributed by: NAF Overseas (Pvt) Ltd.
Proforma Invoice No: 20150805 Date: 1st August-2015

Sold To: Ship To:

Yasin Knittex Ind. Ltd. Yasin Knittex Ind.Ltd.
South Panishil, Zarini Bazar South Panishil, Zarini Bazar.
BKSP Gazipur, Bangladesh BKSP Gazipur, Bangladesh.
Mr. Ashim Kumar Ghosh, DGM Mr. Ashim Kumar Ghosh.
Tel: 027788140. Tel: 027788140

Person In Charge: Naser Cusomer ref No: NAF/MSPL/PO/040815

Ship Via: Seafreight Order date : 04 August-2015
Incoter: CFR Designation: Chittagong Sea Port
Payment Tern: L/C at Site Bangladedh
Shipment Date: To be advided Sock Availability: To be advised
Orderd Items

Shipment Item Destription Qty Currency Unit Price Amount

From
Mimaki Dye Sublimation Printing
Japan 2 USD 20,000 40,000
Machine TS34-1800A
Japan OPT-J0305 MBIS2 2 USD FOC FOC
China SB53 INK 2L Blue 8 USD FOC FOC
China SB53 INK 2L Magenta 8 USD FOC FOC
China SB53 INK 2L Yellow 8 USD FOC FOC
Japan SB53 INK Dark Black 8 USD FOC FOC
China SB 53 INK 2L Blue 12 USD 60.00 720.00
China SB 53 INK 2L Magenta 12 USD 60.00 720.00
China SB 53 INK 2L Yellow 8 USD 60.00 720.00
Japan SB 53 INK Dark Black 16 USD 60.00 720.00

Sub Total: $ 42, 880.00

Remarks:
TS34-1800A: 8443.32.900.5
SB53 ink 2L pack Yellow, Magenta, Blue-3215.19-000 5 Air Freight from Japan : $ 351.00
SB 53 ink 2L pack Deep Black-3215.19-000 6 Air Freight from China : $ 61.00

Country of Origin: JAPAN

Port of Loading: TOKYO OR YOKOHAMA (TS34, MBIS2, SB53 DK)
Port of loading: SHANGHAI (SB 53 Yellow, Magenta, Blue) Grand Total: $ 43292.00

Beneficiary Name: Mimaki Singapore Pte Ltd

Mimaki Bank Detials:
MIZUHO BRANCH
12 MARINA VIEW
# 08-01 ASIA SQUARE TOWER 2
SINGAPORE 018961
TEL: (65) 6805-2000 FAX: 6334-8060
Swift Address: MHCBSGSG Signature-------------------------
USD Currency Account No: F10-749-124288 MIMAKI SINGAPORE LTD

Challan

Phone: 9557119, 9515943

Page 60 of 145
Mobile: 01749-878735
E-mail: alvi@gmail.com
M/S ALVI MACHINERY & CO.
Imprter & Dealer of all kinds of Bearing & Machinery Parts
Sole Distributior of INA & IKO Company
95/3, Nawabpur Road, Dhaka-100

Bill No.----------------------------------
Date:--------------------------------------------

Name &
Address:------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------
--------------------------------

SL
Quantity Description of Goods Rate Taka Remarks
NO.

Total =

Inword:-----------------------------------------------------------------------------

Purchaser Sign Seller Sign

Bill/Voucher

Phone: 9557119, 9515943

Mobile: 01749-878735
E-mail: alvi@gmail.com

Page 61 of 145
M/S ALVI MACHINERY & CO.
Imprter & Dealer of all kinds of Bearing & Machinery Parts
Sole Distributior of INA & IKO Company
95/3, Nawabpur Road, Dhaka-100

Bill No.----------------------------------
Date:------------------------------------------

Name &

Address:------------------------------------------------------------------------------------------------------------

-----------------------------------------------------------------------------------------------------------------------

--------------------------------

SL
Quantity Description of Goods Rate Taka Remarks
NO.

Total =

Inword:-----------------------------------------------------------------------------

Purchaser Sign Seller Sign

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 17. Company’s General Rules (‡Kv¤úvbxi mvavib
51)
wb‡qvM msµvšÍ welq mg~n:
bxwZgvjv)t
A‡Kv-‡U· cwiev‡i mKj m`m¨ wb‡qv‡Mi †ÿ‡Î myôz, my›`i wb‡`©kbvi Av‡jv‡K wb‡qv‡Mi mKj
Kvh©µg cwiPvjbvi Rb¨ wb¤œwjwLZ Guide Line ¸‡jv Follow K‡i mKj Kvh©µg m¤úv`b Ki‡Z
n‡e|

1.1 AvZ¥xq-¯^Rb/ Reference Gi wfwˇZ wb‡qvMt

‡Kvb Lvwj c‡` ‡jvK wb‡qv‡Mi cÖ‡qvRb n‡j Reference Gi wfwˇZ wb‡qvM I Head Hunting Gi
gva¨‡g Lvwj c` c~ib Kivi †ÿ‡Î †h mKj welq¸‡jv Properly Maintain Ki‡Z n‡e Zv wb¤œiƒct

52) Reference Gi gva¨‡g Lvwj c` c~ibt HR Department n‡Z time to time reference Gi
wfwˇZ wb‡qvM cÖv߇`i ZvwjKv ‰Zix Ki‡Z n‡e| ZvQvov Reference Kvix
Kg©KZ©v‡`iMb‡KI wbR D‡`¨v‡M Reference Gi Z_¨ w`‡q cÖkvmb I HR Department †K
mn‡hvwMZv Ki‡Z n‡e| hw` †Kvb Kg©KZ©v I Kg©Pvix †Kvb Z_¨ †Mvcb Ki‡j ‡Kv¤úvbx
Zvnvi weiæ‡× cÖkvmwbK e¨e¯’v MÖnb Ki‡eb|

53) Head Hunting Gi gva¨‡g Lvwj c` c~ibt Head Hunting Gi gva¨‡g Lvwj c` c~i‡Yi j‡ÿ¨
Kg©iZ mnKg©xMY cwiwPZ gnj †_‡K Dchy³ †jvK w`‡q HR & Admin Department †K
mn‡hvwMZv Ki‡eb| G ai‡bi mn‡hvwMZv Performance Appraisal Gi †ÿ‡Î Positive wn‡m‡e
Count Kiv n‡e Ges eQi †k‡l †Kvb e¨vw³ KZ Rb Reference w`‡q wb‡qvM w`‡q‡Qb Zvnv
Zvnvi Performance Appraisal †hvM n‡e|

54) Blood Relation Regerencet Refrence Gi wfwˇZ wb‡qvM Kiv n‡j Reference Kvix‡K
Appreciate Kiv n‡e| GKB †mKk‡b Blood RelationGi †Kvb e¨w³‡K wb‡qvM †`qv hv‡ebv|
Reference Gi Z_¨ HR wefvM KZ©„K Notify Ki‡Z n‡e|

1.2) Manpower Requisition:

mKj †mKkb / wefv‡M Avjv`v Avjv`v Organogram with Manpower set up Aek¨B _vK‡Z n‡e| hw`
†Kvb †mKk‡bi Rbej cÖ‡qvRb nq Zv mswkøó †mKk‡bi cÖavb‡`i D³ †mKk‡bi Drcv`‡bi Pvwn`v
Abyhvqx wK cwigvb Rbej Av‡Q Ges AviI wK Manpower cÖ‡qvRb mn GKwU Status Report
cÖ¯‘Z K‡i HR Department -G Rgv w`‡Z n‡e| HR Department †mKkb cÖavb‡`i wbKU n‡Z cÖvß
Manpower Status Report Abyhvqx mswkøó †mKk‡bi Pvwn`v †gvZv‡eK `ÿ I Qualified Rbej
wb‡qvM cÖ`vb Ki‡eb| †h †mKk‡bi Manpower cÖ‡qvRb n‡e †mB †mKk‡bi mK‡j mn‡hvMxZv
wb‡q Rbej wb‡qv‡Mi e¨e¯’v Kiv n‡e|

1.3) Recruitment Procedure:

 kÖwgK wb‡qv‡Mi †ÿ‡Î e¨vbvi, †cvóvi ev Ab¨vb¨ gva¨‡g weÁvcb †`Iqv nq|
 mKj kÖwgK‡`i wewa m¤§Z Dcv‡q wb‡qvM Kiv nq Ges KLbI RvwZ, ag©, eY© Ges wj½
†f‡` cÿcvZg~jK AvPib Kiv nq bv|
 AÎ KviLvbvq †Kvb wkï kÖwgK Ges gvbwmK cÖwZeÜx GB KviLvbvq wb‡qvM †`Iqv nq bv|
 A‡Kv-‡U· MÖæc-Gi Kg©iZ mKj †Q‡j Ges †g‡q‡`i mgvb AwaKvi cÖ`vb Kiv nq|
 KvD‡K †Rvi K‡i Kv‡R eva¨ Kiv nqbv| Av`vjZ KZ©„K mvRv cÖvß kÖwgK‡K wb‡qvM Kiv
nq bv|
 kvixwiK cÖwZew܇`i wb‡qv‡Mi weavb Av‡Q, hvnv Av‡e`bKvixi kvixwiK Ae¯’vci Dci
we‡eP¨|
 wb‡qvMK…Z kÖwgK‡`i †Kvb cÖKvi RwUj ev msµvgK †ivM Av‡Q wK-bv Zv wbiæc‡bi
Rb¨ h_vh_ †Póv Pvjv‡bv nq|
 Dfq c‡ÿi Av‡jvPbv mv‡c‡ÿ †eZb wba©vib Kiv nq| Z‡e me©wb¤œ gRyix 5300 (cuvP nvRvi

Page 98 of 145
wZbkZ) UvKv cÖ`vb Kiv nq|
 GKwU wb‡qvMKvix KwgwU Øviv kÖwgK wb‡qvM Kiv nq Ges wb‡qvM cÖvß cÖwZwU
kÖwgK‡K wb‡qvM cÎ cÖ`vb Kiv nq|
 Av‡e`bKvix‡K Avek¨B 06 Kwc cvm‡cvU© mvBR Qwe Ges g‡bvbxZ 02 (`yB) Rbvi 02 (`yB)
Kwc Qwemn c~b© Rxeb e„ËvšÍ Ges Ab¨vb¨ cÖ‡qvRbxq KvMRcÎvw` Rgv w`‡Z nq|
 wb‡qv‡Mi c~‡e© cÖ‡Z¨K‡K R‡¤œi cÖZ¨qb cÎ-`vwLj Ki‡Z nq| wb‡qvwRZ wPwKrmK KZ…
©K cÖ‡Z¨K Kgx©I ¯^v¯’¨ cixÿv I eq‡mi h_v_©Zv cixÿv Kiv nq|
 cÖv_©x evsjv‡`‡ki bvMwiK wK-bv Zv wbiæc‡bi Rb¨ cÖv_x©I GjvKvi BDwbqb cwil`/
†cŠimfvi †Pqvig¨vb Gi mvwU©wd‡KU MÖnb Kiv nq|
 PvKzix cÖvwßi ci b~b¨Zg 03 (wZb) gvm wkÿvbexk Kvj wn‡m‡e PvKzix Ki‡Z n‡e| hw`
wkÿvbexk Kvj m‡šÍvlRbKfv‡e †kl nq, Zvn‡j †Kvb wPwV cÖ`vb QvovB Zv‡K ¯’vqx kÖwgK
wnmv‡e Mb¨ Kiv nq|

1.4) kÖwgK, Kg©Pvix I Kg©KZ©vi †ÿ‡Î †hfv‡e wb‡qvM cÖwµqv m¤úbœ Ki‡Z n‡et

Factory †Z †Kvb kÖwgK, Kg©Pvix I Kg©KZ©v‡`i wb‡qvM cÖ`v‡bi ‡ÿ‡Î wb‡qvM cÖwµqvq
mKj Kvh©µg my&ôz I my-k„s•Ljfv‡e m¤úv`b Kivi j‡ÿ¨ e¨e¯’vbv KZ©„cÿ KZ©„K cÖ`Ë †h mKj
wbqgKvbyb †g‡b KvR Ki‡Z n‡e Zv wb¤œiƒct
 Main Gate G Avmvi ci Zvnv‡`i hveZxq Information cÖv_wgK Z_¨ weeibx †gŠwLK fv‡e
wRÁvmv Kivi ci Zvnv‡`i Factory’ i wfZi Training Centre G cvVv‡bvi Rb¨ Gate Pass Issue Kiv|
Gate Pass †gvZv‡eK Security Gate G Floor Wise Register G Entry Kiv|
 d¨v±ixi †gBb †MBU †_‡K cÖv_wgK †MBU cvk wb‡q bZzb kÖwgK‡`i †Uªwbs †m›Uv‡i
†Kv¤úvbxi cwjwmi msµvšÍ wel‡q Orientation Kiv‡eb Ges †Uªwbs †k‡l bv¯Ív Kiv‡eb|
 †hvM¨Zv, `ÿZv I Kg©g~j¨vqb Kivi Rb¨ Work Study Department-Intervew wb‡eb|
 6ô Zjvq Interview Gi gva¨‡g Skill Test G cvm Kivi ci A_©vr Skill Test G Select nIqvi ci IE,
Floor In-charge/PM, Mechanics, Line chief, HR D³ c`gh©v`v avix KwgwUi †jvKRb Skill Test Gi
Salary Fixation Guide Line †gvZv‡eK Salary Fix Up Ki‡eb| Salary Fix up Kivi ci HR Dept. Gi
Training Gi `vwqZ¡ cÖvß Kg©KZ©vMb †Kv¤úvbx cÖ‡`q cÖPwjZ wbqgKvby‡bi Dci
Orientation Ki‡eb|
 Orientation Kivi ci Operator †`i ¯^-¯^ †mKk‡b KvR Kivi Rb¨ †cÖib Ki‡e|
 Work Study Department G KvR m¤úbœ nIqvi ci HR Department – G Personal File ˆZixi G
†eZb wba©vib Ki‡eb|
 Kg©KZ©v wb‡qv‡Mi †ÿ‡Î mswkøó wb‡qvM KwgwU KZ©„K fv‡jvfv‡e hvPvB-evQvB
c~e©K wb‡qv‡Mi Rb¨ cÖv_vwgKfv‡e wbe©vPb K‡i P~ovšÍ wbe©vP‡bi Rb¨ e¨e¯’vcbv
cwiPvjK eivei mycvwik †ck Ki‡eb|
 mKj †ÿ‡Î †Kv¤úvbxi wba©vwiZ Selection, Verification and Approval Proceduere Abymib
Ki‡Z n‡e|
 cÖ`Ë Z_¨vejx mwVKfv‡e hvPvB-evPvB, c~‡e©v³ d¨v±ixi Z_¨ MÖnb I PvwiwÎK wel‡q
wbwðZ n‡Z n‡e|
 c~e©eZx© Kg©¯’j †_‡K mvwf©m eyK G‡b‡Q wKbv BZ¨vw` hvPvB Kiv|
 wb‡qvM KwgwU wb¤œiæct
K) wWwRGg Acv‡ikb-wUg wjWvi, L) GBP Avi Awdmvi /g¨v‡bRvi-mwPe M) mswkøó
wefvM-m`m¨, N) IqvK© ÷vwW Awdmvi-m`m¨ O) wmwKt BbPvR©-m`m¨, P) UvBg
wKcvi-m`m¨, Q) †gKvwbK-m`m¨,

1.5) Worker Interview & Salary Fixation:

‡h mKj kÖwgK bZzb †hvM`vb Kivi Rb¨ d¨v±ix‡Z Avm‡eb Zvnv‡`i‡K 6ô Zjvq Interview Gi
gva¨‡g Skill Test Kiv n‡e| Skill Test †gvZv‡eK wb‡qvM cÖ`vb Kiv n‡e:
55) Main Gate G Operator Avmvi ci Zvnv‡`i hveZxq cÖv_wgK Z_¨ weeibx †gŠwLK fv‡e
wRÁvmv Kiv|
56) ‡gŠwLKfv‡e wRÁvmv Kivi ci Zvnv‡`i Factory Õi wfZ‡i Training Centre G cvVv‡bvi Rb¨
Gate Pass Issue Kiv|
57) Gate Pass ‡gvZv‡eK Security Gate G Floor wise Register G Entry Kiv|
58) Registeter G Entry nIqvi ci mivmwi Training Centre G Skill Test Gi Rb¨ cvVv‡bv|
Page 99 of 145
59) Skill Test G Select nIqvi ci IE, Floor In-charge/PM, Mechanics, Line Chief, HR D³
c`gh©v`vavix KwgwUi †jvKRb Skill Test Gi Salary Fixation Guide Line †gvZv‡eK Salary
Fixup Ki‡eb|
60) Salary Fix up Kivi ci HR Dept. Gi Training Gi `vwqZ¡ cÖvß Kg©KZ©vMb †Kv¤úvbx
cÖ‡`q cÖPwjZ wbqgKvby‡bi Dci Orientation Kiv‡eb|
61) Orientation Kivi ci Operator ‡`i ¯^-¯^ †mKk‡b KvR Kivi Rb¨ †cÖib Ki‡eb|

1.6) Personal File:

bZzb wb‡qvMK…Z kÖwgK/Kg©KZ©v-Kg©Pvix‡`i Personal File ˆZix Kivi Rb¨ Gate Pass mn
cÖ‡qvRbxq KvMRcÎ †hvM`v‡bi 03 w`‡bi g‡a¨ cÖkvmb wefv‡M Rgv w`‡Z n‡e| †hgbt Kgx©I 06
Kwc cvm‡cvU© mvB‡Ri Qwe, RvZxq cwiPq cÎ/ Rb¥ wbeÜb dig, †Pqvig¨vb mvwU©wd‡KU,
wkÿvMZ †hvM¨Zvi mb` cÎ (hw` _v‡K)| †hvM`v‡bi 03 (wZb) Kg©w`e‡mi g‡a¨ dvBj ˆZix Ki‡Z
n‡e|

1.7) Verification:

bZzb Kgx© wb‡qv‡Mi †ÿ‡Î (Helper to Above) cÖ_g gv‡mi Salary cÖ`v‡bi c~‡e©B 3wU Layer
†_‡K wb‡qvMK…Z e¨vw³i Verification Complete Ki‡Z n‡e|
Verification Kivi mgq Kgx©i c~‡e©i KviLvbvq Z`šÍ Ki‡Z n‡e| Kgx© †h Z_¨ cÖ`vb K‡i‡Qb Zv
mZ¨ wKbv| †hgb-Kgx©i bvg, KvW© bv¤^vi, c`ex, †mKkb, cÖvß †eZb, AvPvi-AvPib, †Kvb
†Mvj‡hvM/gvivgvwi K‡iwQj wKbv ev RwoZ wQj wKbv, PvKzix Qvovi Kvib, †Kv¤úvbxi †Kvb
ÿwZ mvab K‡iwQj wKbv BZ¨vw` †dv‡bi gva¨‡g Rvb‡Z n‡e Ges cÖv_wgK Z`šÍ wi‡cvUwU
mwVKfv‡e c~ib Ki‡Z n‡e| †h 3wU Layer †_‡K bZzb wb‡qvMK…Z e¨w³i Verification Complete
Ki‡Z n‡e Zv wb¤œiƒct

62) HR Department: bZzb †hvM`v‡bi ci ciB c~‡e©i †Kv¤úvbx Verification Complete Ki‡Z
n‡e| Kg©KZ©vi †ÿ‡Î wb‡qvM cÎ cÖ`v‡bi c~‡e© eZ©gvb Kg©¯’‡ji c~‡e©I Kg©¯’‡j Ki‡Z
n‡e| wb‡qvM cÎ cÖ`v‡bi cÖ_g gv‡mB eZ©gvb Kg©¯’j Gi Verification Complete Ki‡Z n‡e|

63) Security Department: bZzb †hvM`vbK…Z mKj kÖwgK I Kg©Pvix‡`i cÖ_g gv‡mB 30
Zvwi‡Li g‡a¨ Verification Complete Ki‡Z n‡e|

64) Concern Department/ Section: First Priority Basis Past Background Check, cÖ_g gv‡mi 30
Zvwi‡Li g‡a¨ Verification Complete Ki‡Z n‡e| Ab¨_vq mswkøó †mKk‡b cÖav‡bi gvwmK
†eZb eÜ _vK‡e|

Human Resource Department KZ©„K bZzb †hvM`vbK…Z‡`i cÖwZwbqZ Follow-up

2.
& Monitoring:

A‡Kv-‡U· MÖæ‡ci †h mKj kÖwgK, Kg©Pvix I Kg©KZ©v bZzb †hvM`vb K‡ib Zv‡`i bZzb
Kg©cwi‡eki mv‡_ Adjust Kiv‡bv Ges be‡hvM`vbK…ZivI hv‡Z bZzb cwi‡e‡k Adjust Ki‡Z cv‡i
†mB j‡ÿ¨ e¨e¯’vcbv KZ©„cÿ KZ©„K wb¤œwjwLZ Guide Line mKj‡KB Abymib K‡i †Kv¤úvbxi
mKj Kvh©µg myôz I my-k„•Lj fv‡e e¨e¯’vcbvi j‡ÿ¨ Human Resource Department G Kg©iZ mKj
Kg©KZ©vMb e¨e¯’vcbv KZ©„c‡ÿi w`K wb‡`©kbv I wbqg ‡gvZv‡eK hveZxq Kvh© m¤úv`b
Ki‡eb| HR Department I bZzb †hvM`vbK…Z e¨w³‡`i †h mKj welq¸‡jv Follow-up K‡ib Zv
wb‡¤œ Av‡jvPbv Kiv njt

2.1) HR Department KZ©„K Kibxqt

 cÖ_g w`b dzj w`‡q ¯^vMZ Rvbv‡bv Ges Pv-bv¯Ív w`‡q Avc¨vqb Kiv|
 †hvM`vb cÎ †bqv (cÖavb Kvh©vjq †_‡K hv‡`i wb‡qvM nq) Ges mKj †mKkb cÖavb‡`i mv‡_
Introduction Kwi‡q †`Iqv|

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 E-mail Gi gva¨‡g bZzb †hvM`vbK…Z e¨w³i Name, Designation, Department Ges Photo mn
mKj‡K AewnZ Kiv‡bv|
 Attendance Register Ges Security In-Out Register -G ‡hvM`vbK…Z e¨w³i bvg Entry K‡i
†`Iqv|
 Setting Arrangement cÖ‡qvRbxq Stationaries †`Iqv mn mswkøó Department -Gi Policy, Guide
Line I SOP msµvšÍ mKj welqv`x Orientation Kiv‡bv|
 cÖ_g 6 gvm ch©šÍ †hvM`vbK…Z e¨w³i cÖwZ gv‡m Performance Evaluation Kiv|
 Induction/Orientation Program: K) †njcvi †_‡K †Kvt B݇c±I ch©šÍ-1 w`b, L) mycvifvBRvi
†_‡K Awdmvi -2 w`b, M) g¨v‡bRvi †_‡K wRGg -3 w`b

2.2) Supervision & Monitoring Committee:

A‡Kv-‡U· cwiev‡i †hvM`vb Kivi ci 1-6 gvm ch©šÍ By Rotation G Observation, Supervision &
Monitoring Kivi Rb¨ wba©vwiZ Committee civgk© I Guide Line cÖ`vb mn Time to Time
Follow-up Kiv, mßv‡n 2 w`b mivmwi †`Lv K‡i Kv‡Ri †LuvR Lei †bqv| D³ mg‡q †Kvb ai‡bi
mgm¨v cwijwÿZ n‡j mv‡_ mv‡_ wmwbqi Kg©KZ©v‡K AewnZ Ki‡eb|

KwgwUt K) GBP. Avi ‡Kv-AwW©‡bUi| L) G.wcGm Uz GgwW| M) mn gnv-e¨e¯’vcK, GBP

Avi| N) mn gnv-e¨e¯’vcK, wm Gm| O) Dc-mne¨e¯’vcK (cwiPvjb) P) wmwb. Dc-mne¨e¯’vcK
(wnmve) Q) cwiPvjK (KvwiMix) R) cwiPvjK (cwiPvjb) S)wbe©vnx cwiPvjK| T) cÖavb
wbe©vnx Kg©KZ©v|

2.3) bZzb wb‡qvMK…Z Kg©KZ©v‡`i (Jr. Executive ‡_‡K GM ch©šÍ) Observation Report
Rgv cÖ`vb cÖm‡½t

GZØviv mswkøó mK‡ji AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h, A‡Kv-‡U· MÖæc G †h mKj
Kg©KZ©vMb bZzb †hvM`vb K‡ib Zv‡`i †hvM`v‡bi ci cy‡iv Campus Vist K‡i Observation
Report cÖ`vb Ki‡Z n‡e| D³ Report cÖ`vb Kivi mgq †h mKj welq¸wj jÿ¨ Ki‡Z n‡e Zv wb¤œiƒct
¯^-¯^ †mKk‡b wK Av‡Q, wK _vKv DwPZ wQj Ges †Kvb wKQ~ cwieZ©b Ki‡Z n‡e wKbv|
†mKk‡b KvR¸‡jv wKfv‡e cwiPvwjZ nIqv DwPZ wQj| Kv‡Ri †ÿ‡Î †Kvb cÖKvi Gap/Missing
Av‡Q wKbv| Formatting -G †Kvb cÖKvi Gap/Missing Av‡Q wKbv| †Kvb †gwkbvwi‡Ri
Gap/Missing Av‡Q wKbv| D³ welq¸‡jv m¤ú‡K© †hfv‡e Report cÖ`vb Ki‡Z n‡e Zv nj-cÖ_g
mßv‡ni 1wU Report, wØZxq mßv‡ni 1wU Report , Z…Zxq mßv‡ni 1wU Report, cÖ_g gv‡mi
†k‡l 1wU Report Ges 6 gvm ch©šÍ cÖwZ gv‡m 1wU K‡i Report cÖkvmb wefv‡M Rgv w`‡Z
n‡e| Report Kivi mgq †Kvb cÖKvi Problem n‡j DaŸZ©b Kg©KZ©vi wbKU ey‡S wb‡Z n‡e|

2.4) bZzb †hvM`vbK…Z Kg©KZ©v I Kg©Pvix‡`i cÖwZ gv‡m GAP/SWOT Analysis

Report Rgv cÖ`vb cÖm‡½t

‡hvM`v‡bi cÖ_g 6 gvm ch©šÍ Time to time e¨e¯’vcbv cwiPvjK g‡nv`‡qi mv‡_ K_v ejv,
†Kv¤úvbxi wbqg-Kvbyb fv‡jv fv‡e Rvbv I cov| cÖ_g 6 gvm ch©šÍ cÖwZ gv‡m GAP/SWOT
Analysis Report ˆZix K‡i gZvgZ I civgk© †`Iqv Ges 4 (Pvi) M h_vt i) Man ii) Machine iii)
Material iv) Method / System, Motivation / Training , Compliance , Cost Savings BZ¨vw`
welq¸‡jv c~sLvby c~sLvbyfv‡e †`‡L ev¯Í‡e Ges Avcbvi AwfÁZvi Av‡jv‡K GAP (SWOT)
mnKv‡i cÖ‡qvRbxq gZvgZ I mgm¨v mgvav‡bi Dcvq mn GKwU wjwLZ wi‡cvU© Rgv w`‡eb|
d¨v±ix Ges cÖavb Kvh©vj‡q wb¤œ wjwLZ e¨vw³i wbKU Report wU Rgv w`‡eb Zv wb¤œiæct 1|
†gvt Aveyj evkvi, e¨e¯’vcK (cÖkvmb I G.wcGm Uz GgwW)-d¨v±ix 2) †gvt ivwRe Dj
nvmvb, wmwbt Gw·wKDwUf (cÖkvmb I GBP Avi)-cÖavb Kvh©vjq|

Kg©KZ©v Ges Kg©Pvix‡`i Official Time (Awdm mgq m~wP) Ges Daily
3. Attendance Ensure:

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‡h †Kvb d¨v±ix/cÖwZôvb myôz I my-k„•Ljfv‡e cwiPvjbv I KvR ïiæi Rb¨ GKwU wbw`©ó mgq
Maintain Kiv nq| mK‡jB mwVK mg‡q Kg©¯’‡j Dcw¯’Z n‡q ¯^-¯^ Kvh©µg ïiæ I Zv mwVK
mg‡q †kl Ki‡Z cv‡i| d‡j d¨v±ix/ cÖwZôv‡bi Kvw•LZ jÿ¨gvÎv AR©b mnR nq| wb‡¤œ Official
Time Maintain Kivi wKQ~ wbqgKvbyb †`Iqv njt

3.1) Kg©¯’‡j Dcw¯’wZ I k„•Ljv cÖm‡½t

‡Kvb cÖwZôvb‡K `ÿ fve‡ cwiPvjbvi †ÿ‡Î Kg©¯’‡j k„s•Ljv AZ¨šÍ ¸iæZ¡c~b© f~wgKv cvjY K‡i
_v‡K| we‡kl K‡I Awd‡mi k„s•Ljv iÿv‡_© h_v mg‡q Awd‡m Dcw¯’Z nIqv I Awdm Z¨vM Kiv
GKwU ¸iæZ¡c~b© `vwqZ¡| G‡Z Awd‡mi wbqg-k„•Ljvi cÖwZ Kg©iZ kÖwgK, Kg©Pvix I
Kg©KZ©v‡`i AvbyMZ¨ cÖKvk cvq| wbqg k„•Ljv iÿv Kivi Rb¨ †Kv¤úvbx cÖ`Ë¡ Guide Line
†g‡b Pj‡Z n‡e|

3.2) Awdm mgq m~Px (Office Time)t

MÖx®§ Kv‡j I kxZ Kv‡j w`ev-ivwÎi ZviZg¨‡K we‡ePbv K‡i Kg©iZ kÖwgK, Kg©KZ©v-
Kg©Pvix‡`i myweav‡_© †Kv¤úvbxi Awdm mgq-m~Px wba©vib Ki‡Z n‡e| †m ‡ÿ‡Î wb‡¤œv³
MvBW jvBb Abymib KiZ‡ n‡et

65) 15 wgt c~‡e© d¨v±ix‡Z Dcw¯’Z nIqvt wbw`©ó mg‡q Drcv`b KvR ïiæi j‡ÿ¨ mswkøó
mKj‡KB wba©vwiZ mg‡qi Kgc‡ÿ 15 wgwbU c~‡e© d¨v±ix/Kg©¯’‡j Dcw¯’Z n‡Z n‡e|
66) cÖwZ Kg©w`e‡m mKvj 8.00 NwUKvq Awd‡m Dcw¯’Z n‡Z n‡e|
67) hviv XvKv †_‡K †Kv¤úvbxi Mvwo‡Z G‡m d¨v±ix‡Z Awdm K‡ib Zv‡`i mKvj 9.00
NwUKvi g‡a¨ Avm‡Z n‡e|
68) MÖx®§ Kv‡j (gvP©-A‡±vei) mܨv 7.00 Uvq Ges kxZ Kv‡j (b‡f¤^i-‡deªæqvix) mܨv
6.00 Uvq d¨v±ix Z¨vM Ki‡eb|
69) Ab¨vb¨‡`i †ejvq Awdm mgq m~Px h_vixwZ mKvj 8.00 Uv n‡Z mܨv 7.00 Uv ch©šÍ
Ae¨vnZ _vK‡e|
70) ‡`ix‡Z Dcw¯’Z n‡j cÖwZ 3 w`‡bi wej‡¤^I Rb¨ 1 w`‡bi nvwRiv KZ©b Kiv n‡e|
71) GKvšÍ Riæix KvR _vK‡j h_vmg‡q Awd‡m Dcw¯’Z n‡q AZtci AbygwZ mv‡c‡ÿ evwn‡i
†h‡Z n‡e|

3.3) nvwRiv †iwRóv‡i ¯^vÿi Ges Punch (Signature of Attendance Register & Fingur Punch)t

nvwRiv LvZvq ¯^vÿ‡ii gva¨‡gB GKRb Kg©KZ©, Kg©Pvix Kg©¯’‡j Dcw¯’wZ cÖgvwbZ nq|
ZvB bZzb †hvM`vbK…Z Ges cyivZb mKj e¨vw³i bvg cÖwZ gv‡mB bvg, c`ex, KvW© bs †mKkb
Abyhvqx Register LvZvq Entry K‡i w`‡Z n‡e| ‰`wbK nvwRiv wbwðZ Kivi ‡ÿ‡Î Manual Ges
Biometric c×wZ‡Z Attendance wn‡m‡e MÖnb Kiv n‡e| bZzb †hvM`vbK…Z e¨vw³ Ges d¨v±ixi
mKj Kg©KZ©v, Kg©Pvix‡K ‰`wbK Kg©¯’‡j Dcw¯’Z n‡q Aek¨B †h mKj welq¸wj cvjb Ki‡Z
n‡e Zv wb¤œiƒct

 Attendance Register G Signature Ki‡Z n‡e| †Kv¤úvbxi Kv‡Ri cÖ‡qvR‡b evwn‡i †M‡j Aek¨B
Movement Register G Entry Ki‡Z n‡e|
 d¨v±ix‡Z cÖ‡e‡ki ci evwn‡i Avmv-hvIqv Ki‡Z n‡j Aek¨B d¨v±ixi Main Gate -G iwÿZ Finger
Punch Machine G Punch Ki‡Z n‡e|
 †Kv¤úvbxi Kv‡Ri Rb¨ Head Office G Ae¯’vb Ki‡j †mLv‡b iwÿZ Register -G Singnature Ki‡Z
n‡e Ges H w`b d¨v±ixi Attendance Register G H/O wjL‡Z n‡e| Short Break Gi Rb¨ evwn‡i hvIqv-
Avmvi †ÿ‡Î Fingure Impression w`‡Z n‡e|
 cÖwZw`b mKvj 9.15 NwUKvq mKj Staff †`i Attendance Register cÖkvmb wefv‡M Check
Kivi Rb¨ Rgv n‡e| Kg©¯’‡j Dcw¯’Z n‡q Aek¨B mKvj 10.00 NwUKvi g‡a¨ Attendance Register
G Signature wbwðZ Ki‡Z n‡e|
 †hM`v‡bi ci HR Department KZ©„K ID Card Number cÖ`vb Ki‡Z n‡e Ges Biometric Payroll
–G Fingure Impression Registration Ki‡Z n‡e|

4. †Kv¤úvbxi cÖ`Ë Lunch Gi mgq-m~Px Ges KiYxq welq mg~nt

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mKj kÖwgK, Kg©PvixI Kg©KZ©v‡`i Lunch (ga¨vý †fvR) Gi Rb¨ wbw`©ó mgq †`Iqv nq| hv‡Z
K‡i Zviv Lunch Ki‡Z cv‡i| Lunch Gi mgq hv‡Z †Kv¤úvbx‡Z wb‡qvwRZ mKj kÖwgK,
Kg©Pvix I Kg©KZ©vMb my-k„•Ljfv‡e d¨v±ix/Kg©¯’j †_‡K evwni I c~bivq d¨v±ix/Kg©¯’‡j
Kv‡R †hvM`vb Ki‡Z cv‡i| D³ mg‡q d¨v±ixi †Kvb cÖKvi ÿwZ mvab bv nq †mB j‡ÿ¨ wKQy
wb‡`©kbv cÖ`vb K‡i‡Qb| hv wb¤œiæct

4.1) WvBwbs nj (Dianing Hall)t

kÖwgK, Kg©Pvix Ges Kg©KZ©vMb hv‡Z DbœZ I ¯^v¯’¨ m¤§Z Lvevi myweav ‡c‡Z cv‡ib
†mB Rb¨ AÎ cÖwZôv‡bi AvIZvaxb QqwU (06) c„_K WvBwbs i‡q‡Q| AÎ cÖwZôv‡b Kg©iZ
kÖwgK, Kg©Pvix Ges Kg©KZ©vMb‡K wewfbœ Category †Z wef³ K‡i Dianing Hall mg~n
wba©vib Kiv n‡q‡Q| GQvovI A‡Kv-‡U· wjt Gi 6ô Zjv Ges Bqvwmb wb‡U· BÛvwóªR wjt Gi 8g
Zjvq 2 (`yB) wU c„_K WvBwbs nj i‡q‡Q, hv mK‡ji Rb¨ Db¥y³|

Catageory Abymv‡i Dianing Hall Gi ZvwjKvt

K) wRGg †_‡K GgwW Ges mKj evqvi| L) wmwbqi Awdmvi †_‡K wWwRGg| M) Rywbqi
Awdmvi †_‡K Awdmvi| N) wmwKDwiwU MvW©‡`i Rb¨| O) kÖwgK I Kg©Pvix-A‡Kv-
‡U· wjwg‡UW I Bqvwmb wb‡U· BÛvwóªR wjwg‡UW|

4.2) Lunch Gi mgq m~Pxt

mKj kÖwgK, Kg©KZ©v-Kg©Pvix‡K jv‡Âi Rb¨ GK N›Uvi ga¨vý weiwZ †`Iqv nq| Z‡e mKj
†mKk‡bi kÖwgK, Kg©PvixMb GKB mg‡q jv‡Âi Rb¨ K¨vw›Ub e¨envi Ki‡j k„s•Ljv I myôz
e¨e¯’vcbv wewNœZ n‡Z cv‡i| ZvB k„s•Ljv iÿv K‡í Section Wise ga¨vý weiwZ wb‡¤œv³ mgq-
m~Px †gvZv‡eK Pvjy _vK‡et
72) KvwUs+A‡Kv-‡U· 3q Zjv =12.45 NwUKv n‡Z 1.45 NwUKv| myBs 4_© Zjv+ A‡Kv-‡U·
wdwbwks+wcÖw›Us =1.00 NwUKv n‡Z 2.00 NwUKv|
73) Bqvwmb myBs I wdwbwks+ m¨v¤új =1.15 NwUKv n‡Z 2.15 NwUKv| Ab¨vb¨ †mKkb
=1.00 NwUKv n‡Z 2.00 NwUKv ch©šÍ|

4.3) Lunch Gi mgq KiYxqt

Kg©iZ mKj kÖwgK, Kg©Pvix I Kg©KZ©vMb wbR wbR `vwq‡Z¡ Lunch Ki‡eb| d¨v±ix‡Z
kÖwgK I Kg©Pvix‡`i Rb¨ 2 wU K¨vw›Ub i‡q‡Q| K¨vw›U‡bi wbqg cÖ‡Z¨K‡K Properly
Maintain Ki‡Z n‡e Zv wb¤œiæct
 Lunch †ej evRvi mv‡_ mv‡_ kÖwgK /Kg©Pvix/ Kg©KZ©v wbR wbR Running -KvR †kl K‡i
jv Kivi Rb¨ Floor Z¨vM Ki‡eb|
 Lunch G hvIqvi Av‡M †gwk‡bi myBP eÜ K‡i †gwk‡bi wdWv‡ii wb‡P Kvco w`‡q †h‡Z n‡e|
 Lunch G hvIqvi mgq †Kvb fv‡eB G‡jv‡g‡jv ev ˆn ûjøi K‡I †d¬vi Z¨vM Kiv hv‡e bv|
 cyiæl Ges gwnjv kÖwgK‡`i c„_K c„_K wbw`©ó wmwo e¨envi Ki‡Z n‡e| KL‡bv Lunch Gi
mgq-G Nygv‡bv hv‡e bv|
 Lunch-Gi mgq Floor -G ‡gwkb, jvBU, GWRv÷ d¨vb Ges Ab¨vb¨ B‡jKwUªK hš¿cvwZ eÜ
ivL‡Z n‡e|
 cÖ‡Z¨K Floor -Gi Electric DB Board -Gi †eªKvi eÜ ivL‡eb|
 Lunch Gi mgq mK‡j WvBwbs n‡j e‡m Lvevi Lv‡eb Ges Lvevi ci nvZ fvjfv‡e cwi®‹vi K‡i
†d¬v‡i cÖ‡ek Ki‡eb|
 Lunch UvBg †kl nIqvi 5 wgwbU c~‡e© †d¬v‡ii †gwkb, jvBU, GWRvó d¨vb Ges Ab¨vb¨
B‡jKwUªK hš¿cvwZ Ab K‡i wbw`©ó RvqMvq e‡m KvR ïiæ Kivi Rb¨ cÖ¯‘Z n‡Z n‡e|
 Lunch UvBg †kl nIqvi ci ciB Drcv`b Kvh©µg ïiæ Ki‡Z n‡e|

4.4 Desk ev Working Floor -G Lvevi MÖnbt

e¨e¯’vcbv KZ©„c‡ÿi wb‡`©kbv †gvZv‡eK mKj kÖwgK, Kg©Pvix I Kg©KZ©vMb‡`i wbR
Kg©¯’‡j, wbR †Uwej ev wU iæ‡g e‡m `ycy‡ii Lvevi MÖnY Kivi d‡j Kg©¯’j Acwi®‹vi mn
Fabric I Garments Gi Dci Spot c‡o| hv †Kv¤úvbxi Avw_©K ÿwZi Kvib| ZvB `ycy‡ii Lvevi
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QvovI Ab¨vb¨ †h‡Kvb mgq Lvevi MÖn‡Yi †ÿ‡Î wb‡¤œv³ wbqg †g‡b Pj‡Z n‡et wbR Desk ev
Working Floor G Lvevi MÖnb Kiv hv‡e bv| mKj‡KB Dianing Hall G wM‡q `ycy‡ii Lvevi MÖnb
Ki‡Z n‡e| wbR †Uwej, cÖkvmwbK fe‡bi Tee Room G Lvevi MÖnY bv K‡i Canteen ev Dianing
G †L‡Z n‡e| hw` †Kvb e¨vw³ D³ wb‡`©kbv Agvb¨ K‡i, Z‡e Zvnvi weiæ‡× cÖkvmwbK e¨e¯’v
MÖnb Kiv n‡e|

5. Riæix cÖ‡qvR‡b Kg©¯’j Z¨vM Ges Goods Out Aby‡gv`b msµvšÍ welq mg~nt

d¨v±ix PjvKvjxb mg‡q kÖwgK- Kg©Pvix‡`i‡K Kg©¯’‡ji evwn‡i Avmv-hvIqv I Ab¨vb¨

cÖ‡qvR‡b myôz e¨e¯’vcbv wbwðZ Ki‡bi j‡ÿ¨ wewfbœ ai‡bi Pass Issue Kiv Av‡Q| †hgb- Floor
Pass, Medical Pass, Gate Pass & Short Leave Pass BZ¨vw`| D‡jøwLZ Pass ¸‡jv e¨envi I Bmy¨
Kivi wbqg-Kvbyb wb¤œiæc:

5.1) †MBU cvm (Gate Pass)t

‡Kv¤úvbxi mKj gvjvgvj I Rbe‡ji my›`i I my-k„•Lj e¨e¯’vcbvi j‡ÿ¨ d¨v±ix‡Z 3(wZb) ai‡bi Gate
Pass e¨envi Kiv nq| hvnv mKj wefv‡Mi Rb¨ cÖ‡h¨R¨| †hgb-

 Worker Recruitment Gate Pass: †h mKj bZzb kÖwgK, Kg©Pvix wb‡qvM Kiv nq Zv‡`i
Gate Pass Format c~ib K‡i Authorized Person KZ…©K Singnature wb‡q Factory †Z cÖ‡ek
Kiv‡bv nq|

 Employee Movement Gate Pass: †hmKj kÖwgK, Kg©Pvix I Kg©KZ©vMY Zv‡`i e¨w³MZ
cÖ‡qvR‡b 1 N›Uv, 2 N›Uv ev mvivw`‡bi Rb¨ evwn‡i P‡j hvb, Zv‡`i cÖ‡Z¨‡KiB Gate Pass
Format c~ib K‡i wefvMxq cÖavb I cÖkvmb wefvM KZ…©K ¯^vÿi wb‡q D³ Gate Pass wU
Security Section G Rgv w`‡q evwn‡i †h‡Z n‡e|

 Goods Delivery Gate Pass: d¨v±ix n‡Z wewfbœ mgq Buyer Gi Sample, Gift, Accessories,
Machinaries Parts, Electrical Part, Fabric, Construction Parts BZ¨vw` evwn‡i cvVv‡bv nq| ZvB †h
ai‡bi Buyer Gi Sample , †Kvb e¨w³/‡Kv¤úvbx/cÖwZôvb‡K †`Iqv Sample, Gift, Accessories,
Machinaries Parts, Electrical Part, Fabric, Construction Parts BZ¨vw` evwn‡i cvVv‡bvi cÖ‡qvRb
n‡j Store Department n‡Z Gate Pass wj‡L Dnv‡Z mswkøó Authorized Person Gi ¯^vÿi wb‡q
Gate Pass mn gvjvgvj evwn‡i †cÖib Ki‡Z n‡e| †Kvb Ae¯’v‡ZB Gi e¨wZµg Kiv hv‡ebv| A_©vr
Main Gate (Security Gate) w`‡q 1 wU wcb evwn‡i wb‡Z n‡j Zv Gate Pass Kwi‡q wb‡q †h‡Z
n‡e|

5.2) ‡d¬vi cvm (Floor Pass)t

Kg©Kvjxb mg‡q cÖ‡qvRbxq KvR QvovI A‡bK mgq wKQz msL¨K kÖwgK/ Kg©Pvix wewfbœ
ARynv‡Z GK †d¬vi †_‡K Ab¨ †d¬v‡i hvZvqvZ K‡i wbR wbR Kv‡Ri ÿwZmn Ab¨vb¨‡`iI
Kv‡Ri ÿwZ K‡i _v‡K| ZvB Kg©‡ÿ‡Îi k„sLjv iÿv‡_© wb‡¤œ-ewY©Z wbq‡g †d¬vi cvm (Floor
Pass) MÖn‡bi gva¨‡g GK †d¬vi †_‡K Ab¨ †d¬v‡i hvZvqvZ Ki‡Z n‡e:
 †d¬vi cvm e¨wZZ †Kvb kÖwgK I Kg©PvixMY GK †d¬vi n‡Z Ab¨ †d¬v‡i †h‡Z cvi‡e bv|
 mswkøó wefvM/ †mKkb cÖavb ev wcGgMY wbR wbR †mKk‡bi Kg©x‡`i cvm Bmy¨ Ki‡eb|
 KvR †k‡l `ªæZ Kg©¯’‡j wd‡i G‡m mswkøó wefvM/‡mKkb cÖav‡bi wbKU cvm †diZ w`‡eb|

5.3) †gwW‡Kj cvm (Medical Pass)t

A‡Kv-‡U· MÖæ‡ci wbR¯^ GKwU †gwW‡Kj †m›Uvi i‡q‡Q| †mLvb †_‡K Kg©iZ kÖwgK,
Kg©Pvix I Kg©KZ©v‡`i mve©ÿwYK wPwKrmv †mev †`Iqv n‡q _v‡K| G‡ÿ‡Î myôz e¨e¯’vcbvi
j‡ÿ¨ wb‡¤œv³ wbqg †g‡b mKj‡K wPwKrmv †K‡›`ª Avm‡Z n‡e:
 mswkøó wefvM/ †mKkb cÖavb ev wcGgMY wbR †mKkb/ ‡d¬v‡ii Kg©KZ©v-Kg©Pvix‡`I

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†ivM we‡ePbv c~e©K Medical Pass Card cÖ`vb Ki‡eb |
 At a Time †Kvb Section/Floor n‡Z 2 R‡bi †ekx Pass Card cÖ`vb Kiv hv‡e bv|
 †gwW‡Kj AwdmviMY Medical Pass Card e¨wZZ †Kvb wPwKrmv cÖ`vb Ki‡eb bv|
 wPwKrmv †k‡l mswkøó e¨w³MY AwZ`ªæZ Kg©¯’‡j wd‡i wM‡q mswkøó ‡mKkb cÖavb ev
wcGg Gi wbKU Medical Pass Card Rgv w`‡eb|

5.4) Short Leave, Emergency Leave, Internal Pass Issue:

e¨e¯’vcbv KZ…©c‡ÿi wm×všÍ Abyhvqx mKj †mKk‡bi Kvh©µ‡gi ¯^vfvweK MwZ eRvq ivLvi
Rb¨ hw` †Kvb e¨w³ Short Leave, Emergency Leave, Internal Pass Issue †bIqvi cÖ‡qvRb nq Zvn‡j
mswkøó kÖwgK, Kg©Pvix I Kg©KZ©vMY‡K Short Leave Pass Format c~iY K‡i
wefvMxqcÖavb I cÖkvmb wefv‡Mi ¯^vÿi wb‡q D³ Gate Pass wU Main Gate G Rgv w`‡q
†mKkb Z¨vM/ evwni n‡Z n‡e| G‡ÿ‡Î Time Line Followwbw`©ó Ki‡Z n‡e| †hgb-

SI. Designation Short Leave Emergen Intern Rema

No (Min) cy Leave al rks
Pass
01. Supervisor/ Inspector N/A N/A N/A
02. Line Chief/ Quality Controller Sr. 0.10 N/A 0.15
Supervisor
03. Section/ Floor/ Shift In charge Officer/ 0.15 1.00 0.20
Executive
04. Sr. Officer/ Sr. Executive Merchandiser 0.20 2.00 0.30
05. Manager/ Dy. Manager/ Asst. Manager/ Sr. 0.25 3.00 0.40
Merchandiser
06. HR Department 0.35 Full Day N/A

 Short Leave : Kg©Kvjxb mg‡q e¨w³MZ cÖ‡qvR‡b d¨±ixi evwn‡i Mgb Gi Rb¨ e¨envi
n‡e|
 Emergency Leave: Kg©¯’‡j Dcw¯’Z nIqvi c‡i cvwievwiK/ e¨w³MZ Riæix KvR †hgb- wbKU
AvZ¥xqi g„Zz¨, `~N©Ubv msev`/ cwiev‡ii mv‡_ †`Lv Kiv ev Amy¯’Zv RwbZ Kvi‡bi Rb¨
 Internal Pass : †Kv¤úvbxi Kv‡R d¨v±ixi g‡a¨ Ab¨ †mKk‡b Mgb Kivi cÖ‡qvRb n‡j
Internal Pass e¨envi K‡i Mgb Ki‡Z n‡e|

5.5) Short Break Gi Rb¨ Finger Impression †gwkb Ges Short Time Register e¨envi:
†hmKj Kg©KZ©v/ Kg©Pvix Short Break Gi Rb¨ evwn‡i hvb Zv‡`i evwn‡i hvIqv-Avmvi k„•Ljv
Avbvq‡bi Rb¨ Security Section G Finger Impression †gwkb jvMv‡bv Av‡Q| ZvB †hmKj
Kg©KZ©v/ Kg©Pvix evwn‡i hv‡eb Zv‡`i mKj‡KB D³ †gwk‡b Finger Impression w`‡q Short
Break Gi Rb¨ evwn‡i †h‡Z n‡e Ges wd‡i Avmvi ci c~bivq Finger Impression w`‡q In Time
wbwðZ Ki‡Z n‡e| hv‡`i Finger Impression nqbv Zv‡`i‡K Gate G iwÿZ Short Time Register G
bvg, KvW© bs, c`ex , †mKkb, evwn‡i hvIqvi mgq I cÖ‡e‡ki mgq wj‡L ¯^vÿi wbwðZ Ki‡Z n‡e|
hw` †KD G Av‡`k Agvb¨ K‡ib Zvn‡j mswkøó Kg©KZ©v/ Kg©Pvixi weiæ‡× cÖkvmwbK e¨e¯’v
MÖnb Kiv n‡e|

DAY OF WORK & OTHERS msµvšÍ welq mg~n:

6.

Page 105 of 145

Buyer Gi Requirement Abyhvqx wbw`©ó mg‡q Garments Shipment wbwðZ Kivi Rb¨ A‡bK mgq
†Kvb †Kvb †mKk‡bi Riæix Kv‡Ri cÖ‡qvR‡b Holiday †Z duty Kiv‡Z nq| ZvQvov wbw`ó mg‡qi
g‡a¨ Drcv`‡bi wba©vwiZ Target c~iY Ki‡Z bv cvi‡j Night Duty Kiv‡Z nq| Z‡e G ai‡bi Duty
Kiv‡Z n‡j wb‡¤œv³ MvBW jvBb †g‡b KvR Ki‡Z n‡e:

6.1) GENERAL DUTYt

6.2) SHIFTING DUTYt

6.3) HOLY DAY DUTYt
wbw`©ó mg‡q wbwðZ Kivi Rb¨ A‡bK mgq †Kvb †Kvb †mKk‡bi Riæix Kv‡Ri cÖ‡qvR‡b †Z
Kiv‡Z nq| Riæix Kv‡Ri cÖ‡qvR‡b †Z Kiv‡Z n‡j wb‡¤œv³ c×wZ Aej¤^b Ki‡Z n‡e Zvn‡jv KZRb
Kg©KZ©v/ Kg©Pvix‡K †Z KvR Kiv‡Z n‡e Zvi ZvwjKv c~‡e©i w`b cÖkvmb wefv‡M Rgv
w`‡Z n‡e| c~e©w`b ZvwjKv cvIqv bv †M‡j cÖ`vb Kiv n‡e bv|

6.4) NIGHT DUTYt

A‡bK mgq c~‡e©i w`b Kivi Kvi‡Y cieZ©x w`b mvavib Kg©N›Uvq kÖwgK‡`i Kv‡R m¤ú~Y©
g‡bv‡hvM _v‡Kbv| ZvB mvavib Kg©N›Uvq Uv‡M©U c~iY bv n‡j m‡e©v”P 3 N›Uv AwZwi³
KvR Kwi‡q Drcv`b Uv‡M©U c~i‡Yi Rb¨ me©vZ¥K ‡Póv Ki‡Z n‡e Ges †_‡K weiZ _vK‡Z n‡e|
ZeyI Riæix Kv‡Ri cÖ‡qvR‡b Kiv‡Z n‡j c~‡e©B e¨e¯’vcbv cwiPvjK g‡nv`‡qi AbygwZ wb‡q
wb‡Z n‡e|

6.5) FASTIVAL HOLY DAY DUTYt

7. AvBwW KvW© (ID Card) Ges Worker Appron e¨envi msµvšÍ:

d¨v±ixi Af¨šÍ‡i Kg©KZ©v, Kg©Pvix, kÖwgK Ges ewnivMZ †jvK‡`I wPwýZ Kib I †Kv¤úvbxi
mvwe©K wbivcËvi wbwðZ Kivi Rb¨ d¨v±ix‡Z wb‡qvwRZ mKj‡KB d¨v±ix‡Z cÖ‡ek I
Kg©Kvjxb mg‡q ID Card e¨envi/ cwiavb Ki‡Z n‡e hw` †KD D³ wb‡`©kbv h_vh_ fv‡e cvjb bv
K‡i, Z‡e Zvnvi weiæ‡× cÖkvmwbK e¨e¯’v MÖnb Kiv nq|

7.1) AvBwW KvW© (ID Card):

7.2) Worker Appron:

8. d¨v±ixi Af¨šÍ‡i / †d¬v‡i PPE USE msµvšÍ welq mg~n:

9. COMPANY DECEPLINE MAINTAIN msµvšÍ welq mg~n:

9.1) †¯^”Qvq PvKzix Z¨vMt

‡Kv¤úvbx‡Z Kg©iZ †Kvb kÖwgK, Kg©Pvix I Kg©KZ©vMY hw` †¯^”Qvq PvKzix †Q‡o P‡j
‡h‡Z Pvq Zvn‡j Zv‡K evsjv‡`k kÖg AvBb 2006 (ms‡kvabx 2013) Abyhvqx ¯’vqx kÖwgK,
Kg©Pvix I Kg©KZ©v‡`i †ÿ‡Î 60 (lvU) w`b c~‡e© †bvwUk cÖ`vb Ki‡Z n‡e| †bvwU‡ki mgq †kl
nIqvi m‡½ m‡½ Zvnvi hveZxq cvIbvw` wnmve wbKvk K‡i cÖ`vb Kiv n‡e| Ab¨_vq hw` †KD 60
(lvU) w`‡bi †bvwUk cÖ`vb bv K‡iB PvKzix Z¨vM K‡i Zvn‡j Zvnvi hveZxq cvIbvw` wnmve
Kivi ci 60 (lvU) w`‡bi g~j‡eZb (Basic) KZ©b K‡i Zvi UvKv cwi‡kva Kiv n‡e|

9.2) e¨vw³ ev Department Gi Dci Penalty Kiv cÖm‡½t

GZØviv A‡Kv- †U· wj: I Bqvmxb wb‡U· BÛv: wj: Gi mKj Kg©KZ©v, Kg©Pvix I kÖwgK‡`i
AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h, †Kvb e¨vw³ ev Department Gi Dci Penalty Kivi mgq Company

Page 106 of 145

SOP A_©vr Root Cause Analysis Follow K‡i Penalty Ki‡Z n‡e| Penalty Kivi mgq Aek¨B
wb¤œwjwLZ Guide Line Follow K‡i Ki‡Z n‡e| hv wb¤œiæc:

 e¨vw³i †ÿ‡Î Penalty: †Kvb Problem hw` mswkøó Department/ Section KZ…©K Identify nq,
Zvn‡j H Department/ Section Gi gZvgZ ev civgk© Abyhvqx †K †K `vqx Zv‡K/ Zv‡`i‡K Penalty
Ki‡Z n‡e|

 Department/ Section Gi †ÿ‡Î Penalty: GK Department/ Section Gi Problem hw` Ab¨

Department/ Section KZ…©K Identify nq Zvn‡j mswkøó `vqx Department/ Section Gi Dci
Penalty Kiv n‡e|

9.3) k„sLjv f½RwbZ Kvi‡Y kvw¯Íg~jK e¨e¯’vt

d¨v±ix‡Z A‡bK mgq bvbvwea Kvi‡Y k„sLjv cwicwš’ KvR msNwUZ n‡q _v‡K| ZvB d¨v±ixi
mKj Kvh©µg myôz,my›`i I my-k„sLjfv‡e cwiPvjbvi Rb¨ G ai‡bi Aciv‡ai Kvi‡b kvw¯Í cÖ`v‡bi
†ÿ‡Î DשZb MY‡K Official Note Gi †ÿ‡Î wb¤œwjwLZ wb‡`©kbv †g‡b mycvwik Ki‡Z n‡e:

 kÖwgK‡`i †ÿ‡Ît mycvifvBRvi MY m‡e©v”P 01Õ w`b, BbPvR©MY m‡e©v”P 02Õ w`b,
g¨v‡bRviMY m‡e©v”P 03Õ w`b kvw¯Íi Rb¨ mycvwik Ki‡Z cvi‡eb| 03Õ w`‡bi AwaK †h †Kvb
kvw¯Íi Rb¨ cwiPvjK g‡nv`q PzovšÍ wm×všÍ MÖnb Ki‡eb|

 Kg©KZ©v- Kg©Pvix‡`i †ÿ‡Ît BbPvR©MY m‡e©v”P 01Õ w`b, g¨v‡bRviMY m‡e©v”P 02Õ
w`b, cwiPvjKMY m‡e©v”P 03Õ w`b kvw¯Íi Rb¨ mycvwik Ki‡Z cvi‡eb| 03Õ w`‡bi AwaK †h
†Kvb kvw¯Íi Rb¨ e¨e¯’vcbv cwiPvjK †_‡K wjwLZ Aby‡gv`b mv‡c‡ÿ PzovšÍ wm×všÍ MÖnb
Ki‡Z n‡e|
 kvw¯Í cÖ`v‡bi c~‡e© k„sLjv f‡½i Rb¨ mswkøóMY‡K Official Note wj‡L cÖkvmwbK
wefv‡M `vwLj Ki‡Z n‡e Ges cÖkvmwbK wefvM e¨e¯’vcbv KZ„©cÿ †_‡K cÖ`Ë mycvwik
ev¯Íevq‡bi PzovšÍ c`‡ÿc MÖnb Ki‡eb|

 Pzwi, AmvayZv, D”Q…sLj, Awkøj KvRt Pzwi, AmvayZv wKsev D”Q…sLj KvR I Awkøj
KvR Aek¨B Kg©- cwi‡e‡ki k„sLjv eRvq ivLvi †ÿ‡Î ûgwK ¯^iæc Ges †Kv¤úvbxi Avw_©K ÿwZi
KviY| ZvB G ai‡bi k„sLjv cwicwš’ Kv‡R †KD RwoZ _vK‡j Z_¨ cÖ`vbKvixi‡K wb‡¤œv³fv‡e
cyi¯‹„Z Kiv n‡e: Pzwi, AmvayZv, D”Q…sLj Kv‡R wjß e¨vw³‡`I Pzwi, AmvayZv, D”Q…sLj,
Awkøj KvR wel‡q AwMÖg Z_¨ cÖkvmb wefv‡M Rvbv‡j cÖvß Z_¨ hvPvB c~e©K m_¨
cÖgvwbZ n‡j Z_¨ cÖ`vbKvixi bvg †Mvcb ivLvi k‡Z© 500-1000 UvKv cyi¯‹„Z Kiv n‡e|

9.4) Company’s Product USE:

e¨e¯’vvcbv KZ©„c‡ÿi wm×všÍ Abyhvqx Kg©iZ †Kvb kÖwgK, Kg©Pvix I Kg©KZ©v
Kg©Kvjxb mg‡q †Kv¤úvbxi ˆZixK…Z Product †hgbt T-shirt, Polo shirt, Tank Top BZ¨vw`
cwiavb K‡i wWDwU Ki‡Z cvi‡e bv| GQvovI GK Buyer- Gi Rb¨ ˆZixK…Z Sample Ab¨ Buyer-
‡K †`Iqv hv‡e bv| Sample Production Time -G †Kvb e¨w³ Dnv e¨envi Ki‡Z cvi‡ebv wKsev
Gift/Sale Kiv hv‡ebv|hw` †KD e¨e¯’vcbv KZ©„c‡ÿi wb‡`©kbv Agvb¨ K‡ib Z‡e Zvnvi weiæ‡×
cÖkvmwbK e¨e¯’v MÖnb Kiv n‡e|

9.5) ‡jvb ev avi †bIqv t

†h mKj Kg©KZ©v I Kg©Pvix d¨v±ixi kÖwgK/ Kg©Pvix‡`i wbKU n‡Z avi/ †jvb K‡i Zv h_v
mg‡q cwi‡kva K‡ib bv| †Kvb ‡Kvb mgq avi / †jv‡bi UvKv cwi‡kva bv K‡iB KZ©…c‡ÿi webv
AbygwZ‡Z PvKzix †Q‡o P‡j hvq | hvi d‡j A‡bK Kg©KZ©v, Kg©Pvix I kÖwgKMb cieZ©x‡Z
cÖkvmb wefv‡M avi/‡jv‡bi UvKv Av`v‡qi Rb¨ Av‡e`b K‡ib| †mB †cÖwÿ‡Z A‡Kv-‡U· MÖæc
DשZb †Kvb Kg©KZ©v I Kg©Pvix Zvnvi Aaxb¯Í n‡Z avi/ †jvb †bIqv hv‡e bv| hw` †Kvb
DשZb Kg©KZ©v I Kg©Pvix avi/ †jvb Gi Rb¨ †Kvb e¨w³‡K †Rvi cÖ‡qvM K‡ib Zv n‡j
cÖkvmb wefvM‡K AeMZ Ki‡eb| cie©Zx‡Z cÖkvmwbK wefvM †_‡K cÖ‡qvRbxq e¨e¯’v MÖnb
Kiv n‡e|

9.6) Mobile Phone (†gvevBj †dvb):

Page 107 of 145
Awd‡mi cÖ‡qvR‡b †h †Kvb gyû‡Z© ev mve©ÿwYK †hvMv‡hvM Kivi myweav‡_©
†Kv¤úvwbi ¸iæZ¡c~b© Kg©KZ©v I Kg©Pvix‡`i‡K wba©vwiZ wmwjs †gvZv‡eK Corporate
Mobile SIM e¨env‡ii Rb¨ w`‡q‡Qb| Ab¨w`‡K eZ©gv‡b Aeva Z_¨ †hvMv‡hv‡Mi gva¨g wn‡m‡e
Ab¨ mnKg©xivI †gvevBj †dvb e¨envi K‡i _v‡Kb| ZvB Kg©¯’‡j k„sLjv eRvq ivLv I myôz
e¨e¯’cbv wbwðZ Kivi j‡ÿ¨ e¨w³MZ †gvevBj †dvb Ges †Kv¤úvwbi cÖ`Ë K‡c©v‡iU mxg e¨envi
Kivi †ÿ‡Î wb‡¤œv³ bxwZgvjv Abymib Ki‡Z n‡et
 wba©vwiZ wmwjs‡qi g‡a¨ LiP Ki‡Z n‡e| Gi †ekx LiP Ki‡j †Kv¤úvbxi †gvevBj e¨env‡ii
bxwZgvjvi cwicwš’ MY¨ n‡e|
 SIM nvwi‡q †M‡j mv‡_ mv‡_ IT-‡K Rvbv‡Z n‡e|
 PvKzix †Q‡o w`‡j IT-‡Z Rgv w`‡Z n‡e|
 ¯^- D‡`¨v‡M wb‡R‡`i g‡a¨ SIM cwieZ©b/ n¯’všÍi Kiv hv‡e bv|
 mycvifvBRvi †_‡K wb¤œ ch©v‡qi Kg©Pvix I kÖwgKM‡Yi Rb¨ d¨v±ix PjvKvjxb mg‡q
†gvevBj †dvb e¨envi Kiv wb‡la|
 Riæix †hvMv‡hvM iÿv‡_© mswkø÷MY ID Card G D‡jøwLZ cÖkvmwbK wefv‡Mi †gvevBj
bs-01955-550443, wmwKDwiwU BbPv‡R©i †gvevBj bs- 01955-550041 A_ev wbR wbR
wefvMxq cÖav‡bi †gvevBj b¤^i wbKU AvZ¥xq ev cwiev‡ii †jvKRb‡K w`‡q ivL‡Z cvi‡eb|
hv‡Z †Kvb cÖ‡qvR‡b Zviv †hvMv‡hvM Ki‡Z cv‡ib|
 jvBb Pxd †_‡K DשZbiv †gvevBj †dvb e¨envi Ki‡Z cvi‡eb|
 mswkøó mKj‡K D³ wb‡`©kbv †g‡b Pj‡Z n‡e| hw` †KD Gi e¨wZµg K‡i Z‡e Zvnvi weiæ‡×
cÖkvmwbK e¨e¯’v †bqv n‡e|

9.7) Office Equipment:

¯^ ¯^ †mKk‡b †hmKj Awdm miÄgv`x ( Chair, Table, Calculator, Punch Machine, Stapler
Machine, Computer, UPS, IPS, Light, Fan, Switch, Watch, Door, Window etc) e¨envi Kiv nq
†m¸‡jvi myôyfv‡e iÿbv‡eÿb Ki‡Z n‡e| †Kvb miÄvgv`x bó/ nviv‡bv †M‡j wjwLZ fv‡e Zv
cÖkvmb wefv‡M AeMwZ Ki‡Z n‡e| hw` cÖkvmb wefv‡Mi †Kvb e¨w³ hvIqvi ci Zv cwijwÿZ nq
Zvn‡j, hvnvi Øviv miÄvgv`x bó/ nviv‡bv wM‡q‡Q Zvnv‡K †mB miÄvgv`xi Rb¨ Rwigvbv Kiv
n‡e| Avi hw` †Kvb e¨w³‡K wPwýZ Kiv bv hvq Z‡e Gi `vqfvi †mKkb cÖavb‡K wb‡Z n‡e| ZvB
mKj‡K Awdm miÄvgv`x myôzfv‡e e¨envi Kivi ci Zv iÿbv‡eÿb Ki‡Z n‡e|

9.8) Visitor Register G gšÍe¨ wjwce× Kiv cÖm‡½:

mKj Drcv`b Floor- G Visitor Register iwÿZ Av‡Q| wewfbœ wefv‡Mi Kg©KZ©vMY wbR wbR
Kv‡Ri Rb¨ Drcv`b †d¬vi G hvb| ZvB †h mg¯Í Kg©KZ©vMY Floor- G hv‡eb Zvnviv Aek¨B D³
Floor- G †Kvb ai‡bi mgm¨v cwijwÿZ n‡j Zv mswkøó wefv‡Mi wefvMxq cÖavb ev †mKkb
cÖavb‡`i mv‡_ Av‡jvPbv K‡i Zv mgvav‡bi e¨e¯’v Ki‡Z n‡e Ges D³ mgm¨vwU Floor- G iwÿZ
Visitor Register G wjwce× Ki‡Z n‡e| cÖwZ e„n¯úwZevi Floor Wise Visitor Register G cÖvß
mgm¨v mg~‡ni mvims‡ÿc ¸wj cÖkvmb wefvM KZ…©K GKwÎKib K‡i Top Management Gi
wbKU †cÖib Ki‡Z n‡e|

10. ‡Kv¤úvbxi mfv (Meeting) mg~nt

‡Kv¤úvbxi mKj †mKk‡bi AeMwZi j‡ÿ cÖkvmwbK I †cÖvWvKkb m¤úwK©Z wewfbœ welq
wb‡q cÖwZ mßv‡n d¨v±ixi Kvh©vj‡q mvßvwnK Weekly Administration Coordination Meeting I
Weekly Production Coordination Meeting Abyôv‡bi ga¨‡g d¨v±ixi mKj †mKk‡bi mKj Kv‡Ri
mg¤^q Kiv nq Ges cie©Zx wb‡`©kbv †`qv n‡q _v‡K| ZvB D‡jøwLZ Meeting ¸‡jv‡Z mswkøó
†mKk‡bi Kg©KZ©v‡`i Dcw¯’Z †_‡K mKj welqv`x Av‡jvPbvi gva¨‡g mKj‡K AeMZ Kiv Ges
DשZb Kg©KZ©v I Top Management †_‡K cie©Zx w`K wb‡`©kbv wb‡q Kvh©µg cwiPvjbv
Ki‡Z n‡e| Meeting- G Av‡jvwPZ welq¸‡jv wb‡q ¯^- ¯^ †mKk‡b wM‡q Aa¯Íb‡`i mv‡_
Av‡jvPbv Ki‡Z n‡e| hv‡Z ZvivI Av‡jvP¨ welq¸‡jvi wm×všÍ m¤ú©‡K AeMZ _vK‡Z cv‡i|
d¨v±ix‡Z †h mKj Meeting AbywôZ nq Zv wb¤œiæc:

10.1) Meeting in Absence of MD:

Page 108 of 145

The following procedure to be followed for meeting in absence of MD:
 Weekly Meeting can be delayed for one day.
 Monthly meeting can be delayed for one week.
 Then meeting will be held on the following day after one week.

10.2) mvßvwnK cÖkvmwbK mfv (Weekly Administration Meeting):

 mvßvwnK cÖkvmwbK mfv Dc¯’vc‡bi Rb¨ cÖ‡Z¨K wefvM/ †mKk‡bi cÖwZ‡e`b c~e©w`b
3.00 NwUKvi g‡a¨ Hard Copy cÖkvmb wefv‡M Ges Soft Copy IT- i wmwbt g¨v‡bRv‡ii B-
‡gB‡j †cÖib Ki‡Z n‡e|
 mvßvwnK cÖkvmwbK mfvi ci AwWU wefv‡Mi mfv AbywôZ n‡e|
 mvßvwnK mfv PjvKvjxb †h wm×všÍ/ wb‡`©kbv cÖ`vb Kiv n‡e †m¸‡jvi g‡a¨ ‡KvbwU Awdm
Av‡`k ev cwjwm wn‡m‡e Mb¨ n‡e Zv ZvrÿwYK wbw`©ó K‡i wb‡Z n‡e|
 mvßvwnK ‡Kv- AwW©‡bkb wgwUs‡q Dc¯’vc‡bi Rb¨ d¨v±ixi hveZxq Z_¨vejx mswkøóMY
KZ…©K me©`v Up to date ivL‡Z n‡e|
 cÖ‡Z¨K mvßvwnK cÖkvmwbK mfvvi †k‡l †Kv¤úvbxi Management Improvement Policy-
2014 wel‡q ch©vqµwgK Av‡jvPbv Ki‡Z n‡e|
 mvßvwnK cÖkvmwbK mfv †k‡l †h †Kvb GKwU Departmental wel‡q cq©vqµwgK Av‡jvPbv
Ki‡Z n‡e|
 mswkøó wel‡qi Dci †gŠwLK eY©bv cÖ‡hvR¨ †ÿ‡Î Visualize Presentation Ges Gap Analysis
K‡i c~Y©v½ Av‡jvPbvi gv‡a¨‡g Dnv m¤úbœ Ki‡Z n‡e, hv‡Z AskMÖnbKvix mKjB
cwi®‹vifv‡e eyS‡Z cv‡ib|
 Departmental wel‡q Training Gi †ÿ‡Î wefvM/ †mKkb mg~n‡K `yÕwU MÖæ‡c wef³ Kiv
n‡q‡Q †hgbt Group-A: HR+ Admin+ Compliance+ CS+ IT+ Maintenance and Group-B:
Accounts+ Audit+ Cost Contro+ Store etc…
 mvßvwnK cÖkvmwbK mfvi mnt g¨v‡bRvi (AvBwU) cÖ‡qvRbxq IT Support w`‡eb|
 mfvi Kvh©weeiYx wjwce× Kiv nq Ges cieZ©x mfvq Dc¯’vcb Kiv nq|

10.3) mvßvwnK Drcv`b mfv (Weekly Production Meeting):

 wefvM/‡mKkb cÖavbMb wbR wbR wefv‡Mi weMZ mßv‡ni wK wQj Zv D‡jøLc~e©K mfvq
cÖwZ‡e`b Dc¯’vcb Ki‡eb|
 mKj wcGg, GwcGg, mnt e¨e¯’vcK, KvwUs I Iqvk BbPvR©Mb mvßvwnK Drcv`b mfvq
Dcw¯’Z _vK‡eb|
 mvßvwnK Drcv`b mfvq Dc¯’vc‡bi Rb¨ cÖ‡Z¨K wefvM/ †mKk‡bi cÖwZ‡e`b c~e©w`b 3.00
NwUKvi g‡a¨ Hard Copy cÖkvmb wefv‡M Ges Soft Copy IT- i wmwbt g¨v‡bRv‡ii B-‡gB‡j
†cÖib Ki‡Z n‡e|
 mvßvwnK Drcv`b mfvq mnt wmwbt g¨v‡bRvi (AvBwU) I wmwbt g¨v‡bRvi (AvBwU)
cÖ‡qvRbxq IT Support w`‡eb|
 mfvi Kvh©weeiYx wjwce× Kiv nq Ges cieZ©x mfvq Dc¯’vcb Kiv nq|

10.4) Departmental/ Sectional Meeting:

 Central Meeting G M„wnZ wm×všÍ/ wel‡qi ev¯Íevq‡bi j‡ÿ wefvM cÖavbMY †mKkb cÖavb I
Ab¨vb¨ mswkøó Kg©KZ©v‡`i wb‡q Group Discussion K‡i eywS‡q w`‡eb|
 cÖ‡Z¨K Central Meeting Gi c‡i Departmental Ges Sectional cÖavbMY wbg¤œiæc c×wZ‡Z
Implementation Meeting/ Group Discussion Ki‡eb|
 Central Meeting G M„wnZ wm×všÍ /mswkøó welq¸wj ev¯Íevq‡bi j‡ÿ wefvMxq cÖavb Zvi
Aaxb¯Í Section cÖavb I Ab¨vb¨ mswkøó Kg©KZ©v‡`i mg¤^‡q Group Discussion K‡i
ev¯ÍevqbZe¨ KvR welv`fv‡e eywS‡q w`‡q Dnv ev¯Íevq‡bi e¨e¯’v Ki‡eb|
 †mKkb cÖavbMY Floor Level G mswkøó KvR/ wm×všÍ ev¯Íevq‡bi j‡ÿ mswkøó Worker/
Staff †`i mg¤^‡q Group Discussion Gi gva¨‡g †gŠwLK Ges ev¯Íe fv‡e KvRwU/ wb‡`©kbv
eywS‡q w`‡eb, cÖ‡kœi gva¨‡g cixÿv wb‡eb Ges cÖ‡qvRbxq Follow-up K‡i mwVK ev¯Íevqb
wbwðZ Ki‡eb|

Page 109 of 145

10.5) Monthly Meeting Agenda:
Monthly Meeting Av‡qvR‡bi Rb¨ †h mKj welq¸‡jv Ki‡Z n‡e Zv wb¤œiæc: cÖ‡Z¨K wefv‡Mi
Agenda Abyhvqx gZvgZ Ges fwel¨r wiKfvix Kivi Rb¨ Kibxq wi‡c©vU Cross Check K‡i
cÖkvmb wefv‡M Rgv w`‡Z n‡e| Agenda Ges gZvg‡Zi wfwˇZ cÖ‡Z¨KwU Agenda †mKkb
Abyhvqx AwWU Kiv n‡e| cieZ©x‡Z 2/3 wU wefv‡Mi mg¤^‡q we¯ÍvwiZ Av‡jvPbvi Rb¨ mfvi
Av‡qvRb Kiv n‡e|

10.6) Textile Engineer †`i mv‡_ mfvt

gvbbxq e¨e¯’vcbv cwiPvjK g‡nv`q cÖwZ gv‡m GKw`b K‡i mKj Textile Engineer †`i mv‡_
Meeting Ki‡eb| ZvB d¨v±ix‡Z Kg©iZ mKj Textile Engineer †`i D³ Meeting -G Dcw¯’Z _vK‡Z
n‡e Ges gvbbxq e¨e¯’vcbv cwiPvjK g‡nv`‡qi wb‡`©kbv †gvZv‡eK mKj Kvh©µg cwiPvjbv Ki‡Z
n‡e| Meeting -G Av‡jvP¨ welq¸‡jvi Dci we‡kl ¸iæZ¡ w`‡q KvR Ki‡Z n‡e|

10.7) wgwUs Gi Av‡jvPbv ¸wj ¯^-¯^ †mKk‡b wM‡q cybivq Av‡jvPbv Kiv cÖm‡½t
ÓA‡Kv-‡U· MÖæcÓ -G †h mKj Kg©KZ©vMY/Kg©Pvix wgwUs- G Dcw¯’Z _v‡Kb Zv‡`i
cÖ‡Z¨‡K ¯^ -¯^ †mKk‡bi By Rotation G Rywbqvi‡`i wb‡q D³ wgwUs- Gi wm×všÍ mg~n cybivq
Av‡jvPbv Ki‡Z n‡e| Av‡jvPbv Kivi mgq †h mKj welq¸‡jv Properly Follow Ki‡Z n‡e Zv
wb¤œiæc:
 Rywbqvi‡`i mv‡_ Meeting- Gi mKj Av‡jvPbv ¸‡jv Zz‡j ai‡Z n‡e| mKj Av‡jvP¨ welq¸‡jv
fv‡jvfv‡e eywS‡q w`‡Z n‡e|
 K‡iv hw` †Kvb wel‡q cÖkœ _v‡K Zvn‡j Zv cybivq eywS‡q w`‡Z n‡e| cÖ‡kœvËi c‡e©i
gva¨‡g welq mg~n Zz‡j ai‡Z n‡e|
 cÖ‡qvR‡b Acv‡iUi Ges ‡njcvi‡`i wb‡q Meeting - Gi wm×všÍ mg~n Av‡jvPbv Ki‡Z n‡e| hw`
cÖ‡qvRb nq Zvn‡j cÖ‡R±‡ii gva¨‡g Av‡jvPbvi welqe¯‘ m¤ú‡K© mKj‡K eySv‡Z n‡e| Meeting -
Gi †Kvb welqe¯Íy hv‡Z ev` bv c‡o †mw`‡K we‡klfv‡e j‡ÿ ivL‡Z n‡e| mswkøó mKj‡K D³
wb‡`©kbv †gvZv‡eK myó I mwVKfv‡e cvjb Ki‡Z n‡e|

11. cÖ‡Z¨K Kg©KZ©v I Kg©Pvix Riæix Kibxq welq mg~n:

‡Kv¤úvbx‡Z Kg©iZ cÖ‡Z¨K Kg©KZ©v I Kg©Pvix cÖ‡Z¨‡K wbR wbR wjwLZ wb‡`©k ¸wj
cvjb c~e©K †Kv¤úvbxi mKj KvR m¤úv`b Ki‡eb| hw` †Kvb Kvi‡b †Kvb mgm¨vi m¤§yLxb nb
Zv n‡j ¯^- ¯^ wefv‡Mi wmwbqvi‡`i mv‡_ Av‡jvPbv K‡i Zv ey‡S wb‡Z n‡e|

11.1) Pending Job List Maintain:

wewfbœ Meeting, Visit, Sr. Boss ‘i mv‡_ †Kvb ¸iæZ¡c~b© Av‡jvPbv ev civgk© A‡bK mgq
Wvqixi cvZvq ev UzKiv KvM‡R wj‡L ivLv nq| G‡ÿ‡Î A‡bK KvR mwVK mg‡q m¤úbœ nqbv
wKš‘ Wvqixi cvZv ev KvM‡Ri UzKiv nvwi‡q hvq| d‡j Am¤ú~Y© KvR¸‡jvi nvwi‡q hvq| A_P
cÖ‡Z¨K Kv‡Ri Pending Job Progress Status Report Maintain Ki‡j Amgvß KvR¸‡jv Avi nvwi‡q
hvIqvi m¤¢vebv _v‡K bv | G Ae¯’v †_‡K cwiÎvb cvIqvi j‡ÿ wb‡¤œv³ c×wZ †gvZv‡eK Pending
Job List Maintain Ki‡Z n‡e:
 cÖ‡Z¨K wefvM/ †mKkb cÖavb I DשZb Kg©KZ©v cÖwZ mßv‡ni GKwU Pending Job List
Maintain wba©vwiZ di‡gU †gvZv‡eK cÖkvmb wefv‡M Rgv w`‡eb|
 Pending List - G _vK‡e Manpower Mgt., Material Mgt., Machine Mgt., SOP/System Mgt.,
Cost Control, Marketing, Order Status Mgt., Compliance & CRP, Others if any.
 DGM HRAC Dnvi mg¤^q‡Ki `vwqZ¡ cvjb Ki‡eb| wZwb Pending Job List msMÖn Kivi ci
GKwU Executive Summary ˆZwi K‡i DשZb KZ…©c‡ÿi wbKU Dc¯’vcb Ki‡eb| wZwb GKwU
dvB‡j `ywU cvU© K‡i GKcv‡U© cÖkvmb MÖæc I Ab¨ cv‡U© Drcv`b MÖæ‡ci Pending Job
List msiÿb Ki‡eb
74) wbR wbR Kv‡Ri Daily Departmental Pending Jobs Progress Status †Kv¤úvbxi wba©vwiZ
Formate †gvZv‡eK ˆZwi Kivi Af¨vm Ki‡Z n‡e|
75) cÖ‡Z¨K †mKkb cÖavb †_‡K WvB‡i±i ch©šÍ mKj‡K Zv Maintain Ki‡Z n‡e Ges
mvßvwnK wgwUs‡q Zv wb‡q Avm‡Z n‡e|

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 Awdwmqvj Kv‡Ri mKj Z_¨ Aek¨B Pending Jobs List - G _vK‡Z n‡e|

11.2) KPI Base MIS Report cÖm‡½:

MIS Report n‡jv †h †Kvb †mKkb ev wWcvU©‡g‡›Ui e¨e¯’vcbv Kvh©µ‡gi Z_¨ wfwËK `d©b
ev cÖwZdjb| hv †`‡L e¨e¯’vcbv KZ…©cÿ mn‡RB H †mKkb ev wWcvU©‡g‡›Ui mvwe©K
Kv‡Ri AMÖMwZ eyS‡Z cv‡i| ZvB mKj Section ev Department -‡K cÖwZw`b MIS Report
cÖ¯‘Z K‡i Zv e¨e¯’vcbv KZ…©c‡ÿi wbKU Submit Ki‡Z n‡e|

 Departmental MIS Report: e¨e¯’vbv KZ…©c‡ÿi wb‡`©kbv Abyhvqx d¨v±ixi mKj

Department †_‡K mswkøó wefvMxq cÖavbMY‡K cÖwZw`b MIS Report ˆZwi K‡i cÖkvmwbK
wefv‡M Rgv w`‡Z n‡e Ges Rgv †`Iqv MIS Report wU ¯^- ¯^ wefvMxq cÖav‡bi wbKU msiÿb
K‡i ivL‡Z n‡e| Email- G cÖwZw`b ¯^ -¯^ Department - Gi Update Report Check Ki‡Z n‡e |
†Kvb Ae¯’v‡Z Gi e¨vwZµg Kiv hv‡e bv | hw` †KD D³ wb‡`©kbv Agvb¨ K‡i Zvn‡j Zvi weiæ‡×
cÖkvmwbK e¨e¯’v MÖnb Kiv nq| Departmental MIS Report ˆZwii mgq †h mKj welqMywj D‡jøL
Ki‡Z n‡e Zv wb¤œiæc:

 Departmental MIS ˆZwi‡Z Target, Achieve, Variation, Reason and Quality D‡jøL _vK‡Z n‡e|
 D‡jøwLZ †h †Kvb c‡q›U- Gi Kvib AbymÜv‡bi †ÿ‡Î Man, Machine, Material msµšÍ Z_¨
D‡jøL Ki‡Z n‡e|
 Central I Departmental MIS Report: cÖ‡Z¨K Department-‡K cÖwZw`b wbR¯^ MIS Report
ˆZwi K‡i wbw`©ó dvB‡j msiÿb K‡i ivL‡Z n‡e| cÖkvmb wefvM n‡Z Color Code mn Central MIS
Report ˆZwi K‡i ˆ`wbK Bnv mK‡ji wbKU Mail Ki‡Z n‡e| mswkøó wefvM GLb †_‡K Zv‡`i Man
Power msµvšÍ Z_¨ MÖnb Ki‡eb| cÖ‡Z¨K wefv‡Mi MIS Report ˆZwi Kivi †ÿ‡Î e¨w³MZfv‡e
mn‡hvwMZv Ki‡eb Ges msiÿ‡bi welqwU wbwðZ Ki‡eb| wZwb ˆ`wbK G wel‡q GKwU
Executive Summary ˆZwi Ki‡eb|

11.3) Remainder System Use:

cÖ‡Z¨‡KB wbR wbR KvR ¸wj h_vmg‡q Zvnv‡K g‡b Kwi‡q †`Iqvi Rb¨ wbR Kw¤úDUvi Ges
†gvevBj G Remainder System Use K‡i KvR g‡b ivLvi mnR c×wZ| hw` †Kvb †mKk‡b
Management Gi cÿ †_‡K †Kvb Report PvIqv n‡j D³ Report mwVK mg‡qi g‡a¨ Submit Ki‡Z n‡e|
hv‡Z 2q evi Remainder w`‡Z bv nq| GKvwaK evi Remainder †`Iqv n‡j Zv Zero (0) Tolerance G
AvIZvfz³ n‡e| Zv mK‡jB Remainder System Use Kivi Rb¨ wb‡¤œ MvBW jvBb †`Iqv nj| hv
wb¤œiæc:
 24 N›Uvi g‡a¨ Assignment Abyhvqx KvR †kl Ki‡Z bv cvi‡j Zv Back Ki‡Z n‡e|
 cÖ‡Z¨K Computer-G Reminder Option Use K‡i Pending List Maintain Ki‡eb|
 As per Pending List Abyhvqx 1st Priority 2 evi Ges 2nd Priority 2 evi K‡i Desktop G Show Ki‡e|
 Code Number mnKv‡i 1st Half & 2nd Half Computer ON Ki‡j Pending List Avm‡e| Pending
List wU mevB wbR wbR Table Gi mvg‡b ivL‡eb|

11.4) Kvjvi wcÖ›Uvi (Color Printer) Usage:

gv‡P©ÛvBwRs I wWRvBb wefvM e¨wZZ Ab¨vb¨ mKj wefv‡Mi Kg©KZ©v I Kg©PvixMY
Riæix cÖ‡qvR‡b Kvjvi wcÖ›Uv‡i wcÖ›U w`‡Z n‡j c~‡e©B h_vh_ KZ…©c‡ÿi Aby‡gv`b wb‡Z
n‡e|

11.5) Computer Font Usage:

The following instruction should be followed in Computer font using:
 Head Office : Font to use: Book Antiqua, Font Bolt: 11
 Factory :Font to use: Tahoma, Font Bolt: 11
 SPL : Font to use: Swis 721 L1Cn BT, Font Bolt: 11

11.6) KvMR- c‡Î mycvwik:

mKj cÖKvi Gg.Avi.Avi wej- fvDPvi, †bvU, wiKzBwRkb mn Ab¨vb¨ Riæix KvMR-cÎ I
WKz‡g›U‡mi c`gh©v`v Abyhvqx Kg©KZ©v‡`i †Uwe‡j mycvwik ev gšÍ‡e¨i Rb¨ Rgv †`Iqv nq|
G KvRwU m¤úbœ n‡Z A‡bK mgq wej¤^ nq weavq wb‡¤œv³ wbqg Abymib K‡i KvR Ki‡Z n‡e|
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 Performance Appraise/ Evaluate Gi mgq †h me welq jÿ¨Yxq:

cÖ‡qvRbxq KvMR- cÎ I WKz‡g›Um c`gh©v`v Abyhvqx mswkøó Kg©KZ©v‡`i †Uwe‡j

mycvwik ev gšÍ‡e¨i Rb¨ Rgv †`qv n‡j wej¤^ bv K‡i m‡e©v”P 01 w`‡bi g‡a¨ mycvwik K‡i
cieZ©x †Uwe‡j †cÖiY Ki‡Z n‡e| ch©vqµ‡g e¨e¯’vcbv cwiPvjK KZ…©K PzivšÍ Aby‡gv`b nIqvi
ci Kvh©Kix c`‡ÿc MÖnb Ki‡Z n‡e|

11.7) T & A (Time & Action):

†h‡Kvb †mKkb †Kvb KvR nv‡Z cvIqvi mv‡_ mv‡_ Zv T & A Follow K‡i KvR ïiæ I †kl Ki‡Z
n‡e| T & A Follow Kivi mgq †h mKj welq¸wji Dci we‡klfv‡e bRi ivL‡Z n‡e Zv wb¤œiæc:
 T & A cvIqvi ci Zv fvjfv‡e †`Lv I †evSv Ges †mB †gvZv‡eK 100% Follow Kiv|
 KvR Kivi mgq †Kvb ai‡bi mgm¨v cwijwÿZ n‡j DשZb Kg©KZ©vi mv‡_ †hvMv‡hvM K‡i
D³ wel‡qi mgvavb Kwi‡q †bIqv|
 T & A cvIqvi ci wbR wbR Department Gi †jvK‡`i mv‡_ e‡m Group Discuss Kiv Ges †Kvb
mgm¨v _vK‡j Zv mv‡_ mv‡_ Rvbv‡bv Ges Zvi Feed Back †`Iqv|

11.8) Production Planning Follow- up Kiv cÖm‡½:

ÓA‡Kv-‡U· MÖæc Ó Gi mswkøó mKj Kg©KZ©v, Kg©Pvix‡`i m`q AeMwZ I cÖ‡qvRbxq
e¨e¯’v MÖn‡bi Rb¨ Rvbv‡bv hv‡”Q †h, mwVK mg‡q Drcv`‡bi jÿ¨ gvÎv AR©b Ki‡Z n‡j mKj‡K
100% Planning Follow- up K‡i KvR Ki‡Z n‡e| Gi mv‡_ cÖ‡Z¨K †mKkb‡K wbR wbR †mKk‡bi
1 wU K‡i Departmental Planning _vK‡Z n‡e| wb‡¤œ Gi wKQz Guide Line †`Iqv nj| mKj
†mKkb‡K Kgc‡ÿ 8 mßvn a‡i KvR Ki‡Z n‡e | hv wb¤œiæc:

c`ex cøvwbs mgqKvj c`ex cøvwbs mgqKvj

mycvifvBRvi 3-7 w`b jvBbPxd 1-2 mßvn
‡d¬vi BbPvR©/ G.wc.Gg 2-4 mßvn wc.Gg 4-8 mßvn
GwRGg 8-12 mßvn wRGg 16-24 mßvn

 Drcv`b msµvšÍ myBs e¨e¯’vcKMY Kgc‡ÿ 4 mßv‡ni Planning nv‡Z wb‡q KvR Ki‡eb| hw`
†Kvb Kvi‡b myBs e¨e¯’vcKMY 8 mßvn a‡i KvR Ki‡Z bv cv‡ib Zvn‡j Kgc‡ÿ 2 mßv‡ni Planning
a‡i Aek¨B KvRwU Ki‡Z n‡e|
 Planning †gvZv‡eK mKj †mKk‡bi wbR¯^ Shipment Date Maintain Ki‡Z n‡e| †Kvb
Ae¯’v‡ZB Shipment Date Delay Kiv hv‡e bv| hw` †Kvb Kvi‡b 1 w`bI Delay nq Zvn‡j c~‡e©B
Ab¨vb¨ †mKk‡b Rvbv‡Z n‡e|
 hw` †Kvb †mKkb †_‡K Planning †gvZv‡eK †hvMvb cvIqv bv hvq Zvn‡j c~e© †_‡KB
mswkøó e¨w³eM©‡K Rvbv‡Z n‡e|
 Supervisor †_‡K Above ch©šÍ mKj‡K Planning ey‡S KvR Ki‡Z n‡e|

11.9) d‡UvKwc, Kw¤úDUvi, wcÖ›Uvi e¨envi (Uses of Photocopy Machine, Computer &
Printer) t
d‡UvKwc †gwkb, Kw¤úDUvi wcÖ›Uvi BZ¨vw` hvwš¿K `ªe¨vw` e¨env‡i Ae¨kB m‡PZb _vK‡Z
n‡e| Kvib h_vwbq‡g G¸‡jv e¨envi Ki‡Z bv Rvb‡j †h †Kvb gyû‡_© bó n‡q †h‡Z cv‡i hv †givgZ
Ki‡Z mgq bó nq I Awd‡mi Pjgvb Kv‡Ri weNœ NUvq| ZvB d‡UvKwc †gwkb, Kw¤úDUvi,
wcÖ›Uvi I K‡¤úv‡Ri Gi †ÿ‡Î Font Gi e¨env‡ii wb¤œwjwLZ Guide Line Abymib Ki‡Z n‡e| †hgbt

11.10) Section wise Documents File:

e¨e¯’vcbv KZ…©c‡ÿi wb‡`©kbv Abyhvqx Factory I Head Office †_‡K cÖ‡Z¨K †mKk‡bi
hveZxq Documents †hgb: Office order, Guide Line, Reporting Formate, Leadger I Register
BZ¨vw`i KvR I gZvgZ wewbg‡qi myweav‡_© hveZxq Documents Gi 2 wU K‡i File Ki‡Z n‡e|
ˆZwiK…Z File 2 wUi g‡a¨ 1 wU Head Office G †cÖib Ki‡Z n‡e Ges Ab¨wU Factory †Z msiÿb
Ki‡Z n‡e|

11.11) Desk ev Working floor/ table G Lvevi bv LvIqv cÖm‡½:

‡K¤úvbxi wbqg †gvZv‡eK cÖ‡Z¨K Kg©KZ©v I Kg©Pvix‡`i Rb¨ Avjv`v Avjv`v WvBwbs Gi
e¨e¯’v Kiv Av‡Q| ZvB cÖ‡Z¨K‡K wbR Kg©¯’j, Kv‡Ri †Uwej ev wU iæg G e‡m `ycy‡ii Lvevi
LvIqv hv‡e bv| Lvevi MÖnb Kivi d‡j Garments/ fabric Gi Dci Spot nq ZvQvovI jvj wccouv
Page 112 of 145
Kvi‡bI Kvco Gi †KvqvwjwU bó nq| ZvB mKj‡K WvBwbs n‡j e‡m Lvevi LvIqvi Rb¨ e¨e¯’vcbv
KZ…©cÿ wb‡`©kbv cÖ`vb K‡ib|

11.12) WvBwbs nj (Dining Hall):

kÖwgK, Kg©Pvix Ges Kg©KZ©vMY hv‡Z DbœZ I ¯^v¯’¨m¤§Z Lvevi myweav †c‡Z cv‡ib †m
Rb¨ AÎ cÖwZôv‡bi AvIZvaxb QqwU (06) c„_K WvBwbs i‡q‡Q| AÎ cÖwZôv‡b Kg©iZ kÖwgK,
Kg©Pvix Ges Kg©KZ©vMY‡K wewfbœ Catagory †Z wef³ K‡i Dining Hall mgyn wba©vib Kiv
n‡q‡Q| GQ&ovI A‡Kv-‡U· wj: Gi 6ô Zjv Ges Bqvmxb wb‡U· BÛvwóªR wj: Gi 8 g Zjvq 2
(`ywU) c„_K WvBwbs nj i‡q‡Q, hv mK‡ji Rb¨ Db¥y³| Catagory Abymv‡i Dining Hall Gi
ZvwjKv:
K) wRGg †_‡K GgwW Ges mKj evqvi| L) wmwbqvi Awdmvi †_‡K wWwRGg| M) Rywbqvi
Awdmvi †_‡K Awdmvi|
N) wmwKDwiwU MvW©‡`i Rb¨| O) kÖwgK I Kg©Pvix- A‡Kv-‡U· wj: I Bqvmxb wb‡U·
BÛvwóªR wj:

12. Performance Appraise/ Evaluate Gi mgq †h me welq jÿ¨Yxq:

‡K¤úvbxi e¨e¯’vcbv KZ…©cÿ mKj kÖwgK/ Kg©Pvix Ges Kg©KZ©v‡K bZzb †hvM`vb Kivi ci
1-6 (Qq) gvm ch©šÍ cÖwZ gv‡m Performance Appraisal Kiv| hvnv cÖkvmb wefvM †_‡K †`Iqvi
ci m‡ev”P© 03 (wZb) w`‡bi g‡a¨ Zv c~ib K‡i Rgv w`‡Z n‡e| G‡ÿ‡Î Kg©xi c~e©eZ©x gv‡mi
Kv‡Ri `ÿZv, Kv‡Ri cÖwZ g‡bv‡hvwMZv Ges AvPvi-AvPib BZ¨vw` jÿ¨ †i‡L Performance
Appraisal Ki‡Z n‡e| Appraisal Kivi mgq wb¤œ wjwLZ welq ¸wj‡K cÖvavb¨ w`‡q Ki‡Z n‡e|
76) gvbwmK wbi‡cÿZv: †Kvb Kvi‡b kixi Lvivc, cÖPzi e¨¯ÍZv ev gvbwmK Pv‡c _vKv‡j
Gmgq g~j¨vqb Kiv hv‡e bv, my¯’ gw¯Í‡®‹ VvÛv gv_vq wbi‡cÿfv‡e g~j¨vqb Ki‡Z n‡e,
†Kvb cÖKvi Zvovûov Kiv hv‡e bv|
77) ˆbwZK wbi‡cÿZv: †Kvb ai‡bi †idv‡iÝ, GjvKv I ¯^RbcÖxwZi wfwˇZ g~j¨vqb Kiv hv‡e
bv|
78) mg‡qi wmgve×Zv: weMZ ev‡iv gv‡mi K_v gv_vq †i‡L g~j¨vqb Ki‡Z n‡e| †Kvb GK
gv‡mi ev †Kvb wbw`©ó mg‡qi Kg©Kv‡Ûi Dci wfwË K‡i g~j¨vqb Kiv hv‡e bv| g‡b ivL‡Z
n‡e †hb Ab¨‡Kvb mg‡qi †Kvb Kg©Kv‡Ûi cÖfve g~j¨vqbK…Z mg‡qi Dci bv c‡i|
79) e¨w³MZ: e¨w³MZ cQ›`-AcQ›`, Ø›`-Kjn, †ikv‡iwk Gi g~j¨qb Kiv hv‡e bv|
80) cÖfve I cÖ‡ivPbv: Ab¨ Kv‡iv Øviv cÖfvweZ I cÖ‡ivwPZ n‡q g~j¨vqb Kiv hv‡e bv|
81) Assessment Area ¸‡jv wKfv‡e Marking Ki‡Z n‡e Zv wb‡¤œ Zz‡j aiv nj:

SL Performance Mar Level

ks
01 Not Satisfactory 1 Below Average
02 Little better but not yet Satisfactory 2 Average
03 More than Average but need efforts 3 Average+
04 Good but need more pro- activeness 4 Good
05 Better but need further Improvement 5 Good+
06 Satisfactory, Can improve further 6 Very Good
07 Positive improvement, need to sustain 7 Very Good+
08 Very Much Stisfactory, Good Team Player & 8 Excellent
Showing Potential
09 Highly Satisfactory, Proven Team Player 9 Excellent+
10 Worthy of the position 10 Out standing

13) ‡evbvm (Bonus):

Page 113 of 145

ÓA‡Kv-‡U· MÖæ‡cÓ Kg©iZ mKj kÖwgK, Kg©KZ©v I Kg©Pvix‡`i wewfbœ ai‡bi I
†Kv¤úvbxi bxU jv‡fi Dci cÖ‡`q Avw_©K myweav cÖ`vb Kiv n‡q _v‡K| wewfbœ ai‡bi †evbvm
cÖvwß I cÖ`v‡bi wbqgvejwx wb¤œiæc:

13.1) C`/ Drme †evbvm (Eid Bonus):

kÖwgK Kg©KZ©v-Kg©Pvix‡`i‡K wb‡¤œv³ Guide Line †gvZv‡eK erm‡i 2 evi C`/Drme
†evbvm cÖ`vb Kiv n‡q _v‡K| †evbvm cÖ`vb Kivi mgq wb¤œwjwLZ Guide Line Follow Kiv nq:
 †Kv¤úvwbi cwjwm Abyhvqx kÖwgK I Kg©Pvix‡`i †ÿ‡Î Gross Salary Gi Dci wfwË K‡i
†evbvm cÖ`vb Kiv nq|  Kg©KZ©v‡`i †ÿ‡Î Basic salary Gi Dci wfwË K‡i †evbvm cÖ`vb Kiv
nq|  me©wb¤œ †evbvm 530 UvKv cÖ`vb Kiv nq|

13.2) cÖwdU †evbvm (Profit Bonus):

†Kv¤úvwbi evwl©K AwR©Z bxU gybvdv †_‡K wbqgvbyhvqx GKwU Ask kÖwgK‡`i‡K e›Ub
K‡i †`qv nq| G †ÿ‡Î †Kv¤úvwbi AwR©Z evwl©K Profit erm‡i 2Õ evi kÖwgK‡`i‡K 50% + 50%
K‡i 100% Profit Bonus w`‡q _v‡K| hv cÖwZ eQi 25 gvP© I 15 wW‡m¤^i Zvwi‡L cÖ`vb Kiv nq|

13.3) nvwRiv †evbvm (Attendance Bonus):

†h mKj kÖwg‡Ki gvwmK nvwRivq †Kvb cÖKvi Late, Lunch out, Absent I 3 (wZb) w`‡bi AwaK
QywU cvk Kiv bvB Zv‡`i‡K Kv‡R DrmvwnZ Kivi Rb¨ c`ex Abyhvqx me©wb¤œ 150 †_‡K 400
UvKv ch©šÍ Attendance Bonus cÖ`vb Kiv nq|

82) MAIN GATE SECURITY ACTIVITIES:

‡Kv¤úvbxi hveZxq wbivcËv wbwðZ KivB wmwKDwiwU †mKk‡bi mKj Rbe‡ji cÖavb KvR|ZvB
wmwKDwiwU †mKkb‡K †Kv¤úvbx mKj A_©‰bwZK, Rvb I gvj Ges mKj ai‡bi m¤ú` iÿvi †ÿ‡Î
me©`v mZ©K `„wó ivL‡Z n‡e| d¨v±ixi cÖavb dUK (Main Gate) I Ab¨vb¨ †cvó - G
`vwqZ¡ cvj‡bi mgq Zv‡`i †h mKj Guide line †gvZv‡eK KvR Ki‡Z n‡e Zv wb¤œiæc:

14.1) wmwKDwiwU †mKk‡bi cÖkvmwbK wb‡`©kbv:

wmwKDwiwU †mKkb‡K me©`v cÖkvmwbK wefvM cÖ`Ë mKj w`K-wb‡`©kbv †g‡b KvR
Ki‡Z n‡e| hv wb¤œiæc:
 d¨v±ix‡Z mKj cÖKvi hvbevnb Out nIqvi mgq cÖavb †MB‡U wmwKDwiwU KZ…©K †PK
n‡e|
 mKj Kg©KZ©v Security Gate G Movement Register ¯^vÿi K‡i Ges kÖwgKMY wefvM
cÖav‡bi †MU cv‡mi gva¨‡g wmwKDwiwU †mKk‡b Rgv w`‡q †ei n‡eb|
 mKj QzwU †fvM Kivi c~‡e© wba©vwiZ di‡gi gva¨‡g ¯^- ¯^ wefvM cÖavb I cÖkvmb
wefvM‡K AewnZ K‡i QzwU‡Z †h‡Z n‡e|

14.2) Employee Movement:

Office Time G †Kv¤úvbxi †Kvb Kg©KZ©v wKsev Kg©Pvix †h †Kvb Kvi‡b evwn‡i †h‡Z n‡j
Admin Department Ges Concern Department Gi cÖav‡bi Knowledge Qvov evwn‡i †h‡Z cvi‡e bv
Ges Aby‡gv`b mv‡c‡ÿ d¨v±ixi cÖavb dU‡K iwÿZ Movement Register G evwn‡i Mg‡bi mgq,
¯’vb I D‡Ïk¨ D‡jøL c~e©K ¯^vÿi Ki‡Z n‡e| AZ:ci wd‡i G‡mI Register G wd‡i Avmvi mgq
wjwce× Ki‡Z n‡e|

14.3) kÖwgK- Kg©Pvix‡`i kixi †PK:

kÖwgK, Kg©Pvix‡`i cÖwZw`b d¨v±ix‡Z cÖ‡e‡ki mgq I QzwUi †k‡l evwn‡i hvIqvi mgq Zv‡`i
kixi †PK Ki‡Z n‡e|hv‡Z †Kvb kÖwgK d¨v±ix‡Z XzKvi mgq †Kvb wmMv‡iU, w`qvkjvB, †gUvj
RvZxq `ªe¨ (Qzwi), †bkv RvZxq `ªe¨ (cvb, ¸j, cvbxq) wb‡q cÖ‡ek Ki‡Z bv cv‡i Ges d¨v±ix
QzwUi mgq hv‡Z †KD †Kv¤úvbxi ˆZwiK…Z †cvkvK, KvUcxQ, †dweªK, †÷kbvix `ªe¨vw`
wb‡q †h‡Z bv cv‡i †mRb¨ Zvi kixi I Lvev‡ii evwU †PK Ki‡Z n‡e| mKj kÖwgK, Kg©Pvix‡K
d¨v±ix‡Z XzKvi mgq I evwni nIqvi mgq fvj fv‡e †PK K‡i XzKv‡Z n‡e|

Page 114 of 145

14.4) e¨vM/ e¨v‡MR †PKt
 GwRGg, Gd Gg I Z`yש Kg©KZ©vMY: Awdm ev Kg©¯’j †_‡K †ei n‡q wbivcËv MvW©‡`i
w`‡q enbK…Z e¨vM/gvjvgvj †PK K‡i Mvox‡Z DV‡eb/‡MBU †_‡K †ei n‡Z n‡e|
 Ab¨vb¨ mKj Kg©KZ©v/Kg©Pix/ kÖwgK: Mvox‡Z DVvi c~‡e© ev †MB‡U `vwqZ¡iZ
MvW© Øviv e¨vM A_ev gvjvgvj †PK Kivq wb‡Z n‡e|

14.5) Guest/ Visitor Visit:

Ab¨ †Kvb †Kv¤úvbx †_‡K A_ev evwn‡ii †KD Visit Ki‡Z Avm‡j †m †ÿ‡Î Aek¨B Admin
Department ‡K inform Ki‡Z n‡e| G †ÿ‡Î Guest ev Visitor ‡Kvb cÖKv‡ii Video wKsev Photo
Zzj‡Z cvi‡e bv| Video wKsev Photo Zzj‡Z n‡j Aek¨B Admin Department Gi Aby‡gv`b wb‡Z
n‡e|

14.6) Main Gate G Awdwmqvj/ bb- Awdwmqvj WKz‡g›Um/ cv‡m©j MÖnb MvBW jvBb:
d¨v±ixi cÖavb dU‡K Security Guard MY evwni n‡Z Avmv †Kvb ai‡bi Official/Non-Official
Document/ Purcell mivmwi ¯^vÿi K‡i Receive Ki‡eb bv| †h‡Kvb KvMRcÎ cÖkvmwbK wefv‡Mi
`vwqZ¡cÖvß Kg©KZ©vMY ¯^vÿi K‡i Dnv Receive Ki‡eb| hw` †Kvb Kvi‡b cÖkvmwbK
wefv‡Mi `vwqZ¡cÖvß Kg©KZ©vMY d¨v±ix‡Z Dcw¯’Z bv _v‡Kb Zvn‡j Main Gate †_‡K
Zvnv‡`i mv‡_ †gvevBj †dv‡bi gva¨‡g Av‡jvPbv K‡i Dnv Receive K‡i cÖkvmb wefv‡M Rgv
w`‡eb| cieZ©x‡Z cÖkvmb wefv‡Mi Kg©KZ©vMY h_v mg‡q wbw`©ó e¨w³/ †mKk‡b Dnv
Distribution Ki‡eb|

14.7) Returnable Goods:

d¨v±ix n‡Z wewfb mg‡q Returnable Goods †hgb: Complete Garments Accessories, Machineries
Perts, Machine, Construction Material BZ¨vw` Sample wn‡m‡e Purchase/ Maintenance Kivi Rb¨
wewfbœ RvqMvq †bIqv nq| †h e¨w³ D‡jøwLZ Goods ¸wj wb‡eb Zvnvi wbR `vwq‡Z¡ 1 gv‡mi
g‡a¨ Dnv Return Ki‡eb| Main Gate G Returnable Goods Gi Rb¨ Avjv`v Register e¨envi Ki‡eb|
cÖwZw`b Returnable Goods Gi Report MIS G Avm‡e Ges cÖwZgv‡m Gi GKwU Summary
cÖ¯‘Z Ki‡eb|

14.8) RMS iæ‡g cÖ‡ek:

RMS iæg GKwU msiwÿZ I wec`RbK ¯’vb| ZvB Riæix cÖ‡qvR‡b †KejgvÎ wb‡¤œv³ KwgwUi
e¨w³MY Kgc‡ÿ 2Õ Rb GK m‡½ D³ iæ‡g cÖ‡ek Ki‡Z cvi‡eb:
K) d¨v±ix g¨v‡bRvi| L) e¨e¯’vcK, †gBb‡Ub¨vÝ|M) Dc- mnKvix cÖ‡KŠkjx,
†gBb‡Ub¨vÝ| N) mycvifvBRvi, BDwUwjwU| O) e¨e¯’vcK, cÖkvmb| P)
wmwK: BbPvR©, cÖkvmb|

15. Financial Related Guideline:

15.1) Prior Approval:

Financial Aspect Gi mv‡_ RwoZ mKj ¯^vfvweK I A¯^vfvweK Li‡Pi Rb¨ e¨e¯’vcbv cwiPvjK
†_‡K Piror Approval wb‡Z n‡e| †hgb: Work order Re-dyeing/ Re-process, Excess OT, Night &
Tiffin Bill, Re-work, Excess Fabrics/ Accessories, Unauthorized Manpower Recuruitment, Spare
parys purchase, Repairing and Maintenance and any other financial loss. Offer price for buyer,
Shipment Date Extension, Claim and Dispute Settelemen, Price Sattelement, Air Shipment &
Discount, Chemical Rejection Related Works, Work order for purchase/ Sun-conteact and
Administrative & Compliance Issues etc.

15.2) Avw_©K m¤ú„³Zv I Aby‡gv`b:

e¨e¯’vcbv cwiPvj‡Ki PzovšÍ Aby‡gv`b Qvov Avw_©K m¤ú„³Zv m¤úbœ †Kvb KvR, gvjvgvj
msMÖn I mievin Kiv hv‡ebv|

15.3) wnmve wefv‡Mi Kvh©vejx PzovšÍ Kib:

Page 115 of 145

d¨v±ixi wnmve wefvM I †÷v‡ii hveZxq Kvh©vejx wbe©vnx cwiPvjK KZ…©K PzovšÍ Ki‡bi ci
Accounts for Ki‡Z n‡e Ges cÖavb Kvh©vj‡q †cÖiY Ki‡Z n‡e| ch©vqµ‡g Certify Ki‡e- K)
cÖ_‡g- mswkøó wefvM cÖavb, L) 2q- cÖkvmb wefvM, M) 3q- B›Uvibvj AwWUi, N)4_©-
wnmve wefvM O) 5g- d¨v±ix g¨v‡bRvi/ wRGg IP) me©‡kl- wbe©vnx cwiPvjK KZ…©K PzovšÍ
Kiv n‡e|

15.4) †mKkb Wise Cost Control Committee MVb:

Cost Control Kivi Rb¨ †mKkb Wise 6wU wefvMxq Cost Control Committee MVb Kiv n‡q‡Q| hv
wb¤œiæc:
K) GWwgb, GBPAvi, KvwUs I KbֻvKkb wefvM L) wbwUs, WvBs (AvDU mvBW) wefvM M)
WvBs (Bb nvDR) wefvM N) myBs (3q I 4_© Zjv), wdwbwks, wcÖ›U,G¤^ªqWvix, Iqvk I
†gB‡›Ub¨vÝ wefvM O) gv‡P©ÛvBwRs (cÖ:‡Kv:,d¨v±ix), Kgcøv‡qÝ, gv‡K©wUs, m¨v¤új I
†KvqvwjwU wefvM P) GKvD›Um, †÷vi, Kg©vwkqvj, cvi‡PR I cÖwKDi‡g›U wefvM|

15.5) Advance (IOU):

Employees are often laking cash Money from company against Salary of Wages under
IOU, Regarding the Following Procedure to be maintained:
 e¨w³MZ IOU (AwMÖg UvKv D‡Ëvjb) Kiv hv‡e bv|
 Only in any special case/emergency ground with the approval of the honorable MD.
 Aby‡gv`b mv‡c‡ÿ †Kv¤úvbxi †Kvb `ªe¨mvgMÖx µq msµvšÍ wel‡q IOU †bIqv hv‡e|
 Riæix Kv‡R hw` †Kv¤úvbxi Av‡k cv‡k wKQz µq Kivi cÖ‡qvRb nq Zvn‡j mv‡_ mv‡_B IOU
mgš^q Ki‡Z n‡e| †Kvb Ae¯’v‡ZB GKw`‡bi †ekx wej¤^ Kiv hv‡e bv|
 XvKv ev `~iewZ© ¯’vb n‡Z µq Ki‡j m‡ev©”P 03 (wZb) w`‡bi g‡a¨B IOU mgš^q Ki‡Z n‡e|
 ‡Kvb IOU _vK‡j w`¦Zxq †Kvb IOU Issue Kiv n‡e bv Ges IOU wej‡¤^i Rb¨ First Time n‡j
Remainder Ges 2nd Time n‡j Warning Letter Bmy¨ Kiv n‡e|
 Very Emergency Cause G IOU Issue Kiv hv‡e| †hgb: †Kvb kÖwgK-Kg©Pvix Ges
Kg©KZ©v †Kv¤úvbxi Af¨šÍ‡I Amy¯’Zvi Rb¨ wPwKrmv LiP ev Zvnvi gv, evev, ¯^vgx, ¯¿x
g„Zy¨eiY/Amy¯’Zvi RwbZ Ki‡Y Bmy¨ Kiv hv‡e|
 In case of failure this is to be deducted from Salary/Wages of the concerned person.
 wba©vwiZ Av‡e`b di‡g wefvM cÖav‡bi ¯^vÿimn 2 Rb M¨viv›Ui w`‡q Av‡e`b Ki‡Z n‡e|

15.6) µq (Purchase) t
‡Kv¤úvbxi cª‡qvR‡b wewfbœ `ªe¨ mvgMªx wewfbœ mg‡q µq Ki‡Z nq| G ‡ÿ‡Î †Kvb Kg©KZ©vi
e¨w³ cÖ‡Pôvq †Kvb `ªe¨-mvgMªx µq Kiv †hgwb KwVb †Zgb A‡bK µqK…Z c‡Y¨i †ÿ‡Î ¸bMZ
gvb I iÿv Kiv m¤^e nq bv| ZvB c‡Y¨i Quality Ges evRvi `i hvPvB c~e©K µq Kvh© m¤úv`‡bi
j‡ÿ¨ GKwU KwgwU MVb Kiv n‡q‡Q| Wv wb¤œiæc: 1) µq msµvšÍ Awdmvi/÷vd| 2) AwWU
cÖavb Kvhv©jq/d¨v±ix| 3) mswkøó wWcvU©‡g›U cÖavb ev cÖwZwbwa| 4) wmwKDwiwU
B݇c±i|
we:`ª: evwni n‡Z µqK…Z `ªe¨ mvgMÖxi wej/fvDPvi D‡jøwLZ KwgwUi Øviv ¯^vÿwiZ nIqvi ci
MRR Ki‡Z n‡e|
15.7) evrmwiK Bb‡f›Uix t
‡Kv¤úvbxi mKj wefvM/‡mKk‡b e¨eüZ `ªe¨ mvgMªx †hgb t (Raw Matarials, WIP (Inside &
Outside), Finished Goods, Leftover Goods, Machinery, Furniture) LvZv-cÎ, †iwR÷vi mg~n
Up to date K‡i evrmwiK Bb‡f›Uix Kivi Rb¨ KwgwU MVb K‡i wb¤œwjwLZ cØwZ †gvZv‡eK
KvRwU m¤úbœ Ki‡Z n‡et
 1 RyjvB †_‡K 30 ÕRyb ZvwiL ch©šÍ evrmwiK Bb‡f›Uix cÖwZ erm‡ii 1 ÕRyjvB Zvwi‡L
Ki‡Z n‡e|
 cÖwZ eQ‡ii 1ÕRvbyqvix I 1 ÕRyjvB Zvwi‡L c~e©eZx© 6 Õgv‡mi Bb‡f›Uix Ki‡Z n‡e|
 Bb‡f›Uix KvR myôzfv‡e m¤úv`‡bi Rb¨ †mKkb/wefvM Abyhvqx KwgwU MVb K‡i
`vwqZ¡ cÖ`vb Ki‡Z n‡e|

Page 116 of 145

16. QywU (Leave) t

mKj kªwgK, Kg©Pvix I Kg©KZ©v‡`i ‰`bw›`b wewfbœ cÖ‡qvRb, Amy¯’¨Zv, Drmevw` I

gwnjv mnKg©x‡`I cÖmeKvjxb mzweavw`mn A‡Kv-‡U· MÖæ‡ci mKj Notice-G GKwU
evrmwiK QzwUi bxwZgvjA I ZvwjKv i‡q‡Q| D³ bxwZgvjv Abyhvqx evrmwiK Aby‡gvw`Z
QzwUi weeiY I QzwU‡Z hvIqvi wbqg| †h †Kvb cÖKvi QzwU‡Z †h‡Z PvB‡j AšÍZt 2/3 w`b
c~‡e© wbav©wiZ di‡g †d¬vi/‡mKkb †_‡K ¯^vÿi Kwi‡q cÖkvmb wefv‡M Rgv w`‡q cvk Kwi‡q
wb‡Z n‡e|
16.1) ‰bwgwËK QzwU (Casual Leave) =10 Ów`bÓ
‰bwgwËK QzwU‡Z †h‡Z n‡e Aek¨B QzwU‡Z hvIqvi 2/3 w`b c~‡e© cÖkvmb wefvM †_‡K
QzwUi dig wb‡q wbR wbR †mKkb cÖav‡bi mycvwik mnKv‡i GBP Avi wefv‡M Rgvw`‡Z n‡e|
GBP Avi wefv‡M QzwU cvm Gi ci GKwU cv‡ki Abywjwc wb‡q QywU‡Z †h‡Z n‡e|
16.2) Amy¯’¨Zv QzwU (Sick Leave) =14 w`b t
Amy¯’Zv RwbZ QzwUi Rb¨ c~‡e© Aby‡gv`b bv wb‡jI Pj‡e| 01 w`b QzwUi Rb¨ Wv³vix mb`
cÖ‡qvRb n‡e bv| 2 ev Z‡ZvwaK QzwUi Rb¨ Aek¨B Wv³vix mb` Qz‡Ui dig Gi mv‡_ Rgv wb‡eb|

16.3) AwR©Z QzwU (Earn Leave) = cÖwZ 18 Kg©w`e‡m 1 w`b t

mKj kÖwgK I Kg©KZ©v AwR©Z QzwU Ges eQi †k‡l QywUi UvKv cv‡eb| cÖ‡qvR‡b wbR
wbR cvIbv QzwU I †fvM Ki‡Z cvi‡eb|

16.4) Drme QzwU (Festival Leave) = 11 w`b t

cÖwZ eQi †k‡l e¨e¯’vcbv KZ…©cÿ AskMÖnb/KwgwUi mv‡_ Av‡jvPbv K‡i cieZx© erm‡ii
Drme QzwU wba©viY Kiv hvq| hvnv me©wbb¥ 11 w`b|

15.5) gvZ„Z¡Kvjxb QzwU (Maternity Leave) = 16 mßvn t

8 mßvn EDDÕi c~‡e© Ges 8 mßvn EDDÕi c‡i| Z‡e cÖm‡ei Ae¨ewnZ c~‡e© Awew”Qbœ fv‡e
PvKzixi †gqv` 6 Õgvm c~Y© n‡Z n‡e|

17. ‡Kv¤úvbxi hvbevnb (Transport) Gi e¨envi t

‡Kv¤úvbx cÖkvmb wefvM, Mvox e¨enviKvix, WªvBfvi mKj cÖKvi SOP †g‡b KvR Ki‡e|
cÖ‡Z¨KwU Mvox †Kv¤úvbxi m¤ú` ZvB cÖ‡Z¨K‡K wb‡Ri g‡b K‡i Mvox e¨envi, †gB›Ub¨vm,
R¡vjvbx MÖnb mgq mve©ÿbxK hZœevb n‡eb| wb‡¤œv³ wbqgvejx h_vh_ AbymiY Ki‡Z n‡e t

17.1) Mvox e¨env‡ii wbqgvejx t

 Uªv݇cvU© cvm e¨wZZ †Kvb kÖwgK Awd‡m Avmv-hvIqvi Rb¨ Mvox e¨envi Ki‡Z cvi‡ebv|
cÖwZw`b d¨v±ix‡Z Mvox Avmvi ci evwn‡i †h‡Z n‡j ¯^-¯^ †mKkb cÖavb KZ©„K †MBU cvm
¯^vÿi K‡i cÖkvmb wefv‡Mi AbygwZ wb‡q †h‡Z n‡e|

17.2) ‰`wbK Mvoxi †PwKs t

 Mvox PvjKMb ˆ`wbK Mvox †ei Kivi c~‡e© †PKwj÷ Abyhvqx Mvox †PK Ki‡eb|
83) Mvox‡Z hvÎx bv _vK‡j wmwKDwiwU‡`i mn‡hvMxZvq Ges hvÎx _vK‡j Zv‡`i m¤§‡L
R¡vjvbx †bqv, R¡vjvbxi msµvšÍ w`‡bi fvDPvi w`‡bB Rgv w`‡Z n‡e|
17.3) Mvoxi R¡vjvbx wej Mvox‡Z Ae¯’vbKvix Kg©KZ©v KZ©„K ¯^vÿi Kivt
 Mvoxi mKj cÖKvi R¡vjvbx wej Mvox‡Z Ae¯’vbKvix Kg©KZ©v KZ©„K Aek¨B ¯^vÿi Ki‡Z
n‡e| ïaygvÎ wmwKDwiwU MvW© MvW© KZ©„K ¯^vÿwiZ n‡j we‡ePbv Kiv n‡e bv|
84) niZvj/Ae‡iv‡ai mgq †Kv¤úvbxi Mvox e¨envi Kiv hv‡e bv| Z‡e †Kv¤úvbxi AwZ Riæwi
cÖ‡qvR‡b e¨e¯’vcbv cwiPvj‡Ki AbygwZ mv‡c‡ÿ Mvox e¨envi Kiv hv‡e|

Page 117 of 145

85) XvKv †_‡K hviv d¨v±ixi Mvox‡Z Avmv-hvIqv K‡ib Zv‡`i‡K Aek¨B wbav©wiZ
Mvox‡ZB ågb Ki‡Z n‡e|
86) wUg wjWvi/‡WcywU wUg wjWviMY wdwjs †÷k‡b R¡vjvbx fvDPvi MÖnb c~e©K
fvDPv‡i gvBj-wgUvi D‡jøL K‡i ¯^vÿi Ki‡eb|
87) XvKv †_‡K hviv d¨v±ix‡Z Awdm K‡ib mswkøóMY mKvj 9.00 NwUKvq d¨v±ix‡Z
cÖ‡ek Ki‡eb Ges mܨv 7.00 NwUKv ch©šÍ Awdm Ki‡eb|
88) ‡Kv¤úbxi mKj Mvoxi WªvBfvi‡`i‡K wbR PvwjZ Mvoxi cÖ‡qvRbxq KvMR-cÎ Ges wbR
wbR WªvBwfs jvB‡mÝi †gqv‡`vËxb© nIqvi Av‡MB bevqb Kivi myweav‡_© cÖkvmb
wefvM‡K Rvbv‡Z n‡e|

‡d¬vi ev d¨v±ixi Af¨všÍ‡ii my›`i Kg© cwi‡ek ‰Zix I cwi®‹vi ivLv t

18.

Kg©¯’‡j GKwU my›`I Kg©cwi‡ek mK‡jiB Kvg¨| GKwU my›`i I myk„sLj Kg©cwi‡ek ïay
Kg©iZ kªwgK, Kg©KZ©v, Kg©Pvix‡`i Kg©¯ú„nvB e„w× K‡ibv eis cÖwZôv‡bi fveg~wË Ges
ch©vqµ‡g DbœwZI e„w× K‡i| ZvB Kg©‡ÿ‡Î my›`i Kg©cwi‡ek m„wói j‡ÿ¨ e¨e¯’vcbv KZ©„cÿ
KZ©„K cÖ`Ë Guide Line †gvZv‡eK mK‡jiB ¯^-¯^ RvqMv †_‡K Kg©‡ÿ‡Î my›`i Kg©cwi‡ek
ˆZix I Zv euRvq ivLvi Rb¨ KvR Ki‡Z n‡e| hv wb¤œiæc|

18.1) Kg© cwi‡ek my›`i I cwi”Qbœ ivLv|

Kg©cwi‡ek my›`i I cwi”Qbœ ivLvi Rb¨ wb‡¤œv³ wbqg †g‡b Pj‡Z n‡e| †hgb-
89) Kg©¯’‡j mK‡j my-m¤úK© eRvq †i‡L wg‡j-wg‡k KvR Ki‡Z n‡e|
90) ‡KD KvR bv eyS‡j mycvifvBRvi ev Z`viKx Kg©KZ©vi wbKU n‡Z Zv ey‡S wb‡Z n‡e|
91) G‡K Aci‡K Acev` †`qv †_‡K weiZ _vK‡Z n‡e|
92) Kv‡iv wiiæ‡× †Kvb Awf‡hvM _vK‡j Zv Awf‡hvM ev civgk© ev‡· Rgv y`‡Z n‡e Ges
hviv †Kv¤úvbxi ÿwZ Ki‡Z Pvq Zv‡`i †_‡K mZ©K _vKv|
93) Kg©cwi‡ek my›`i I cwi”Qbœ ivLvi myweav‡_© `ycy‡ii Lvevi ev nvjKv bv¯Ív wbR †W·
ev †d¬v‡i MÖnb bv K‡i d¨v±ixi WvBwbs n‡j ev †g‡m wM‡q MÖnb Ki‡Z n‡e|

18.2) cwieZ©b, cwiea©b MvBW jvBbt

d¨v±ixi Af¨šÍ‡i wewfbœ ‡d¬vi ev †mKk‡b †mŠ›`h©¨ e„w× Kivi Rb¨ A‡bK mgq A‡bK wKQzB
cwieZ©b, cwiea©b Kivi cÖ‡qvRb nq&| hw` †Kvb Floor ev Section †Kvb wKQz cwieZ©b,
cwiea©b Kivi cÖ‡qvRb nq Z‡e e¨e¯’vcbv KZ©„c‡ÿi wb‡`©kbv †gvZv‡eK cwie©b, cwiea©b
Kivi c~‡e© cÖkvmb wefvM‡K Rvbv‡Z n‡e Ges D³ wefv‡Mi civgk© †gvZv‡eK KvR Ki‡Z n‡e|
†Kvb wKQz cwieZ©b I cwiea©b Kivi mgq wb¤œwjwLZ welq¸wj we‡klfv‡e jÿ¨ ivL‡Z n‡e|
‡hgb-
94) GKB is‡qi cÏv© e¨envi Kiv Ges bó n‡j c~bivq jvMv‡bv| Kvc‡oi UzKiv w`‡q †Kvb wKQz
bv evav|
95) XvKbv wn‡m‡e Kvc‡oi UzKiv e¨envi Kiv hv‡ebv| cÖ‡qvR‡b K¨vc †mjvB K‡i e¨envi Kiv|
96) Ifvi jK †gwk‡b Kvc‡oi e¨vM e¨envi Kiv hv‡ebv| cÖ‡qvR‡b Szwo K¨vej UvB w`‡q eva‡Z
n‡e|
97) GKB Kvjv‡ii Kvco w`‡q e¯Ív ˆZix K‡i e¨envi Kiv| Uq‡j‡Ui wfZ‡i Kvc‡oi UzKiv e¨envi
bv Kiv|
98) Kvco w`‡q evwjk ˆZix K‡i cv‡qi bx‡P e¨envi Kiv hv‡ebv|
99) ‡hLv‡b gqjv ˆZix n‡e Ges nv‡Zi bvMvj cvIqv ch©šÍ RvqMvi gqjv cwi®‹vi Ki‡Z n‡e|
100) Lvev‡ii ci mK‡jB mvevb w`‡q fv‡jvfv‡e nvZ ay‡Z n‡e, hv‡Z Kvc‡o nv‡Zi gqjv bv jv‡M|

18.3) cv‡mv©bvj jKvi e¨envi t

Kg©cwi‡e‡ki †mŠ›`h©¨ ea©b Ges wbivcËv e„w× j‡ÿ¨ Ges Dnv‡K Kvw•LZ gv‡b Dbœq‡bi
wbwg‡Ë wb¤œwjwLZ †mKkb¸‡jvi Rb¨ Personal Locker (cv‡m©vbvj jKvi) e¨env‡ii †ÿ‡Î
e¨e¯’vcbv KZ©„c‡ÿi wm×všÍ Abyhvqx wb¤œiæc bxwZgvjv AbymiY Ki‡Z n‡et myBs,

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wdwbwks, KvwUs, ‡KvqvwjwU †mKkb Gi kÖwgK, Kg©Pvix‡`i‡K Av‡e`‡bi Av‡jv‡K
Personal Locker iivÏ †`qv n‡e| cÖkvmb wefvM eivÏ wbwðZ Ki‡Z Ges Awd‡mi †mŠ›`h¨ ea©‡bi
j‡ÿ¨ mswkøó‡`i GKB ai‡bi Zvjv e¨envi Ki‡Z n‡e|

18.4) cyiæl I gwnjv mnKg©©x‡`i g‡a¨ m¤úK© t

Avgv‡`i‡K d¨v±ix‡Z mKj‡KB wg‡jwg‡k KvR Ki‡Z n‡e| GLv‡b cyiæl I gwnjv kÖwgK‡`i gv‡S
fv‡jv m¤úK© eRvq ivL‡Z n‡e| †Kvb gwnjv‡`i mv‡_B Lvivc e¨envi Kiv hv‡e bv| Kg©¯’‡j cyiæl
I gwnjv mnKgx©‡`i g‡a¨ kvwšÍc~b© mnvve¯’vb wbwðZ K‡í-mKj cyiæl I gwnjv Kg©KZ©v-
Kg©Pvix I kÖwgK‡`i g‡a¨ my-m¤úK© I kvwjbZvc~Y© Kg©cwi‡ek eRvq ivL‡Z n‡e| Zvn‡j
kvwšÍc~Y© mnve¯’vb wbwðZ n‡e|

18.5) Awdm Z¨vM Kivi c~‡e© KiYxq t

‡h †Kvb ai‡bi `~N©Ubv Gov‡bvi j‡ÿ¨ Awdm Z¨v‡Mi Kivi c~‡e© cÖwZw`b wbqwgZ
mwVKfv‡e Kw¤úDUvi, BDwcGm, jvBU, d¨vb, Gwm BZ¨vw` e× K‡i ‡Kv¤úvbxi Safety &
Security wbwðZ K‡i Awdm †_‡K †ei n‡Z n‡e|

18.6) mvßvwnK QzwUi c~e©w`b †mKkb cwi¯‹vi Kiv t

‡mKk‡b e¨eüZ mKj †gwkb, AvmevecÎ mn Avbymw½K wRwbm-Gi cwi¯‹vi-cwi”Qbœ ivLv‡Z
G¸‡jv †hgwb fv‡jv _v‡K †Zgwb Kg©cwi‡e‡ki †mŠ›`h©¨I e„w× cvq| ZvB †mKk‡bi cwi”QbœZv
I †mŠ›`h¨© e„w× Kivi Rb¨ wb¤œ ewb©Z wb‡`©kbv-‡g‡b Pj‡Z n‡e t cÖwZ mvßvwnK QzwUi
c~e©w`b Awdm QzwUi ci mKj wefvM cÖavb I †mKkb BbPvR©MY †mKk‡bi †jvKRb‡K mv‡_
wb‡q wbR wbR †mKkb Z_v †mKk‡bi Qv` †_‡K ïiæ K‡i e¨eüZ AvmevecÎ, †gwkb, †d¬vi, †iK,
jvBU †kW BZ¨vw` cwi¯‹vi-cwi”Qbœ K‡i Awdm †_‡K †ei n‡Z n‡e|

18.7) Uq‡jU I wjdU e¨envi t

A‡Kv-‡U· MÖæ‡ci d¨v±ix‡Z cªvqB wewfbœ ¸iæZ¡c~Y© Foreign Buyer Ges †`kx/we‡`kx
AwZw_MY Avmv hvIqv K‡ib| Zuv‡`i Rb¨ mve©ÿwYK cwi¯‹vi-cwi”Qbœ cwi‡ek wbwðZ K‡i
ivL‡Z n‡e| ZvB †Kv¤úvbxi cÖkvmwbK feb I Bqvmxb fe‡bi wjdU I Uq‡jU e¨env‡ii †ÿ‡Î Kg©iZ
mKj‡K wb‡¤œv³ wb‡`©kbv †g‡b Pj‡Z n‡e t
K) ïaygvÎ d¨v±ix g¨v‡bRvi Ges AGM n‡Z DaŸ©Zb Kg©KZ©vMY e¨envi Ki‡eb| L) Buyer Ges
†`kx/we‡`kx AwZw_Mb e¨envi Ki‡eb| M) Sr. Manager n‡Z wb¤œ c` gh©v`vi mK‡j wjd&U
e¨envi Kiv †_‡K weiZ _vK‡eb| N) cÖkvmwbK fe‡bi 5g Zjvi Uq‡jU `yÕwU †Kej gvÎ evqvi Ges
we‡`kx AwZw_Mb e¨envi Ki‡eb| O) †Kvb Buyer bv _vK‡j ZLb Uq‡jU `yÕwU Lock Kiv
_vK‡e|

18.8) PA system t
‡h †Kvb Riæix Announcement `~N©Ubv †_‡K ZvrÿwbK iÿv cvIqv I Prayer Time BZ¨vw`
†NvlYvi Rb¨ PA System e¨envi Kiv nq| PA System e¨env‡ii †ÿ‡Î wb‡¤œv³ Guide Line Follow
Ki‡Z n‡e t K) Floor Level G ïaygvÎ †mKkb cÖ`vb Ges ‡WcywU †mKkb cÖavb I †gB‡›Ub¨vÝ
Gi cÖwZwbwa PA System wbqš¿Y I e¨envi Ki‡eb| L) PA System Gi mvwe©ÿ wblš¿Y Admin
Gi Dci b¨¯Í _vK‡e| M) welqwU mvwe©Kfv‡e cªkvmb KZ©„K wbwðZ Ki‡Z n‡e|

18.9) e¨e¯’vcbv cwiPvjK g‡nv`q KZ©„K d¨v±ix cwi`k©b t

‡Kv¤úvbxi e¨e¯’vcbv cwiPvjK g‡nv`q KZ©„K d¨v±ix cwi`k©biKvjxb mg‡q wb¤œwjwLZ
Guide Line Abymv‡i Protocol cÖ‡UvKj cÖ`vb Ki‡Z n‡et d¨v±ix cwi`k©bKvjxb
cªkvmb/Kgcøv‡qÝ wefvM, AwWU wefvM, †g‡›UBb¨vÝ wefvM Ges wmwKDwiwU wefvM
†_‡K b~¨bZg 1ÕRb e¨w³ Dcw¯’Z _vK‡Z n‡e| e¨e¯’vcbv cwiPvj‡Ki cwi`k©b Kv‡j ÎæwU-
wePy¨w` wjwce× K‡i Dcw¯’Z e¨w³ cÖkvmb wefvM‡K AeMZ Ki‡Z n‡e|

18.10) ¯^-¯^ †mKk‡bi mKj ai‡bi Awdm miÄvgv`x myôzfv‡e iÿYv‡eÿY cÖm‡½t
GZØviv A‡Kv-‡U· wjt I Bqvwmb wb‡U· BÛvw÷ªR wjt Gi mKj kÖwgK, Kg©Pvix I
Kg©KZ©vMY‡`i AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h, ¯^-¯^ †mKk‡b †hmKj Awdm miÄvgv`x
(Chair, Table, Calculator, Punch Machine, Stapler Machine, Computer, UPS, IPS, Light,

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Fan, Switch, Watch, Door, Window etc) e¨envi Kiv nq †m¸‡jvi myôzfv‡e iÿYv‡eÿY Ki‡Z n‡e|
†Kvb miÄvgv`x bó/nviv‡bv ‡M‡j wjwLZfv‡e Zv cÖkvmb wefv‡M AeMwZ Ki‡Z n‡e| hw`
cÖkvmb wefv‡Mi †Kvb e¨w³ hvIqvi ci Zv cwijwÿZ nq Zvn‡j, hvnvi Øviv miÄvgv`x bó/nviv‡bv
wMqv‡Q Zvnv‡K †mB miÄvgv`x Rb¨ Rwigvbv Kiv n‡e| Avi hw` †Kvb e¨w³‡K wPwýZ Kiv bv
hvq Z‡e Gi `vqfvi ‡mKkb cÖavb‡K wb‡Z n‡e| ZvB mKj‡KB Awdm miÄvgv`x myôzfv‡e e¨envi
Kivi ci Zv iÿYv‡eÿY Ki‡Z n‡e| mswkøó mKj‡K Dc‡iv³ w`K wb‡`©kbv Awdm miÄvg`x e¨envi I
iÿYv‡eÿY Ki‡Z n‡e|
wewfbœ †mKkb n‡Z m„ó gqjv, SzU, †dweª· AcmviY e¨e¯’vcbv I KvUwcQ evQvB t
19.

wewfbœ †cÖvWvKkb †d¬vi n‡Z †h mKj gqjv, SzU, †dweª· Wastage wnmv‡e evwn‡i cvVv‡bv
nq †m¸‡jvi g‡a¨ A‡bK mgq Running Garments, Cut Pcs, Accessories mn wewfbœ ¸iæZ¡c~Y©
wRwbm-cÎ P‡j hvq| d‡j †Kv¤úvbx Avw_©Kfv‡e ÿwZMÖ¯Í nq| ZvB †Kv¤úvbx‡K Avw_©K
ÿwZi nvZ †_‡K cwiÎvb Kivi j‡ÿ¨ †h mKj gqjv, SzU, †dweª· BZ¨vw` e¨envi A‡hvM¨ e‡j
we‡ewPZ n‡e| †m mKj gvjvgvj Acmvi‡bi ‡ÿ‡Î wb‡¤œv³ c×wZ Aej¤^b Ki‡Z n‡e|
19.1) gqjv, SzU,‡dweª· AcmviY e¨e¯’vcbv t
 gqjv, SzU, †dweª· ‡MvWvD‡b †cÖi‡Yi c~‡e© Cleaning Supervisor I Audit Department
KZ©„K Sz‡Ui e¯Ív fv‡jvfv‡e hvPvB Ki‡Z n‡e|
101) weµqZe¨ SzU Avjv`v Ki‡Z n‡e Ges e¨envi‡hvM¨ wKQz _vK‡j Zv mswkøó kvLvq †cÖiY
Ki‡Z n‡e|
102) D³ Kvh©µ‡gi †Kv_vI †Kvb cÖKvi Awbqg cwijwÿZ n‡j m‡½ m‡½ Zv cÖkvmb wefvM‡K
Rvbv‡Z n‡e|‡d¬vi Abyhvqx MwVZ KwgwUi cÖwZwbwai Dcw¯’wZ‡Z gqjv, SzwU, †dweª·
Check Ki‡Z n‡e|D‡jøwLZ gvjvgvj †MvWvD‡b †bqvi c~‡e© wb¤œ-ewb©Z e¨w³M‡bi
Dcw¯’wZ‡Z e¯Ív¸‡jv X-Check K‡i 100% Ki‡Z n‡e t 1) wmwKDwiwU BbPvR©, 2) nvDR
wKwcs BbPvR© Ges 3) AwWU Kg©KZ©v|
19.2) SzU Ges KvUwcm evQvB c×wZ t
d¨v±ix‡Z cÖwZw`b Production Floor n‡Z SzU Ges KvUwcm †ei nq| D³ QzU I KvUwcm ¸‡jv
wb‡¤œv³ c×wZ Abyhvqx mKj cÖKvi SzUI KvUwcm evQvB cÖwµqv m¤úbœ Ki‡Z n‡e| hv
wb¤œiæc t
103) mswkøó †mKkb/‡d¬vi n‡Z SzU †MvWvD‡b hv‡e Ges evQvB K‡I msiÿY Ki‡Z n‡e|
104) KvUwcm ¸‡jv 1ÕRb AwWU‡ii Dcw¯’wZ‡Z †MÖW Abyhvqx evQvB Ki‡Z n‡e|
105) evQvBK„Z SzU I KvUwc‡mi e¯Ívq AwWUi KZ©„K ¯^vÿi I ZvwiL wjL‡Z n‡e|
106) ‡MvWvD‡b †Kvb Intact Fabric cvIqv ‡M‡j D³ Fabric Store -G eywS‡q w`‡Z n‡e|
107) KvwUs †mKk‡bi KvwUsK…Z mg¯Í SzU †_‡K mv`v SzU Avjv`v K‡i c¨v‡KURvZ
(e¯Ívq) Ki‡Z n‡e Ges cÖ‡Z¨KwU e¯Ívi Mv‡q mv`v SzU wj‡L ivL‡Z n‡e|

19.3) Visitor Register G gšÍe¨ wjwce× Kiv cÖm‡½ t

 A‡Kv-‡U· wjt I Bqvmxb wb‡U· BÛvt wjt G Kg©iZ Kg©KZ©vM‡Yi AeMwZi Rb¨ Rvbv‡bv
hv‡”Q †h, mKj Drcv`b Floor G Visitor Register iwÿZ Av‡Q| wewfbœ& wefv‡Mi
Kg©KZ©vMY wbR wbR Kv‡Ri Rb¨ Drcv`b †d¬v‡i Kv‡Ri Rb¨ hvIqvi ci Zv‡`i †Pv‡L †d¬v‡ii
wewfbœ Problem aiv co‡jI Zvnviv D³ Problem ¸‡jv wb‡q mswkøó wefvM ev †mKkb cÖavb‡`i
mv‡_ Discussion K‡ib bv ev Floor G iwÿZ Visitor Register G Zvnv wjwce× K‡ib bv| d‡j KZ…
©cÿ Floor Gi wewfbœ Problem m¤úK© AeMZ bv _vKvi Kvi‡Y wewfbœ ai‡bi mgm¨vi
m¤§wÿY n‡”Q|

 ZvB †h mg¯Í Kg©KZ©vMb Floor G hv‡eb Zvnviv Aek¨B D³ Floor G †Kvb ai‡bi mgm¨v
cwijwÿZ n‡j Zv mswkøó wefv‡Mi wefvMxq cÖavb ev †mKkb cÖavb‡`i mv‡_ Av‡jvPbv K‡I Zv
mgvav‡bi e¨e¯’v Ki‡Z n‡e Ges D³ mgm¨v wU Floor G iwÿZ Visitor Register G wjwce× Ki‡Z
n‡e|

108) cÖwZ e„n¯úwZevi Floor Wise Visitor Register G cÖvß mgm¨v mg~‡ni mvims‡ÿc ¸wj

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 Root Cause Analysic / 5 Point Method:

cÖkvmb wefvM KZ©„K GKwÎKiY K‡i Top Management Gi wbKU †cÖiY Ki‡Z n‡e|
109) AZGe mKj Kg©KZ©v‡K welqwU ¸iæZ¡ Abyaveb KiZ: Floor Visit Gi mgq Dc‡iv³ w`K
wb‡`©kbv †gvZv‡eK h_vh_ fv‡e `vwqZ¡ cvjb Kivi Rb¨ we‡kl fv‡e wb‡`©k cÖ`vb Kiv nj|

20.

‡h †Kvb wel‡qi Root Cause Analysis Kivi mgq Dnvi cÖ‡Z¨K Step G 5-10wU “Why” e¨envi
Ki‡j mdj fv‡e Root Cause AbymÜvb Kiv hv‡e| A_v©r mswkøó e¨wËeM©‡K 5-10 evi “Why”
cÖkœ Kivi gva¨‡g Root Cause †ei Ki‡Z n‡e|
20.1) SOP Abyhvqx Root cause †ei K‡i mgm¨v mgvavb Kiv t
‡h †Kvb Kvi‡Y mgm¨vi m„wó n‡j SOP ‡gvZv‡eK wb‡¤œv³fv‡e mgvavb Ki‡Z n‡e t
 ‡hLv‡b †_‡K mgm¨vi m„wó n‡e, †mLvb †_‡KB Revew`wn Ki‡Z n‡e Ges D³ ¯’vb †_‡KB
Root Cause †ei K‡i mgm¨vi mgvavb Ki‡Z n‡e|
110) D³ ¯’v‡b hw` mgvavb bv Kiv hvh Zvn‡j SOP Abyhvqx e¨e¯’v wb‡Z n‡e|
111) cÖ‡qvR‡b e¨e¯’vcbv cwiPvj‡Ki civgk© wb‡q mgvavb Ki‡Z n‡e|

20.2) Root Cause Analysis Time t

‡h‡Kvb ai‡bi Problem Gi Root Cause evwni Kivi Rb¨ 3 (wZb) w`b mgq †bIqv hv‡e| 3 w`‡b
g‡a¨B D³ mgm¨vi Root Cause evwni K‡i Management Gi wbKU Dc¯’vcb Ki‡Z n‡e| †Kvb
Ae¯’v‡ZB Gi e¨wZµg Kiv hv‡e bv | hw` †KB Gi e¨wZµg K‡i Zvn‡j Zvnvi weiæ‡× cÖkvmwbK
e¨e¯’v MÖnb Kiv n‡e|

20.3) Re-work/Re-process Guide Line t

‡Kvb ai‡bi Re-work/Re-process Ki‡Z n‡j Aek¨B SOP (Standard Operating Procedure)
Follow K‡i Ki‡Z n‡e| †hgb-
112) cÖ_g evi †Kvb ai‡bi fzj Ki‡j, fz‡ji KviY X-Check w`‡q Zv Analysis Ki‡Z n‡e|
113) Analysis Kivi ci mswkøó e¨w³‡`i wb‡q Group Meeting K‡i Zvnvi mgvavb Kivi Rb© 1g
evi c`‡ÿc †bIqv| hvnvi CC Copy gvbbxq e¨e¯’vcbv cwiPvjK g‡nv`q‡K †`Iqv|
114) hw` 2q evi AveviI fzj nq Zvn‡j †`L‡Z n‡e †h, X-Check †`Iqvi mgq †Kvb fzj wQj wKbv
Ges SOP 100% Follow Kiv n‡qwQj wKbv| hw` SOP †g‡b KvR bv Kiv nq Zvn‡j Root
Cause Analysis K‡i g~j mgg¨v mgvav‡bi KviY mn 2q evi KvR Kivi Rb¨ gvbbxq e¨e¯’vcbv
cwiPvjK g‡nv`‡qi Permission wb‡q 2q evi Kv‡Ri c`‡ÿc †bIqv |
115) ‡Kvb Ae¯’vhB gvbbxq e¨e¯’vcbv cwiPvjK g‡nv`‡qi AbygwZ e¨wZZ Re-work/Re-
process Kiv hv‡e bv|

20.4) Short Cutting Gi Aby‡gv`b cÖm‡½ t

A‡Kv-‡U· wjt I Bqvmxb wb‡U· BÛv: wjt Gi mKj Kg©KZ©v I Kg©Pvix‡`i AeMwZi Rb¨
Rvbv‡bv hv‡”Q †h, mvßvwnK Drcv`b mfvi wm×všÍ Abyhvqx †Kv AW©v‡ii Rb¨ Short Cutting
Gi cÖ‡qvRb n‡j Proper SOP Abyhvqx e¨e¯’vcbv cwiPvjK g‡nv`‡qi Aby‡gv`b mv‡c‡ÿ Ki‡Z
n‡e| hw` †Kvb Kvi‡Y e¨e¯’vcbv cwiPvjK g‡nv`q d¨v±ix/ †`‡ki evwn‡i Ae¯’vb K‡ib Zvn‡j
†gvevBj †dv‡b K_v e‡j/ SMS Gi gva¨‡g Aby‡gv`b wb‡Z n‡e| †Kvb Ae¯’v‡ZB Aby‡gv`b e¨wZZ
Short Cutting Kiv hv‡ebv|

Traning & Oraintation, Seminar, Fair, Buyers Business Meeting msµvšÍ t

21.

e¨e¯’vcbv KZ©„cÿ me mgq g‡b K‡i ‡h †Uªwbs Ges gwU‡ekb Gi gva¨‡g kÖwgK, Kg©KZ© I
Kg©Pvix‡`i †W‡eje Kiv m¤¢e| ZvB KZ©„cÿ d¨v±ixi wfZ‡i /evwn‡i Kgx©‡`i †Uªwbs e¨e¯’v K‡i

Page 121 of 145

_v‡Kb| †Kv¤úvbx‡Z GKwU †Uªwbs wWcvU‡g›U Av‡Q|

21.1) ‡Kv¤úvbx KZ©„K g‡bvbxZ Training, Seminar, Fair, Buyers Business Meeting G
AskMÖnbKvix Kg©KZ©v I Kg©Pvixi Kibxqt
e¨e¯’vcbv KZ©„c‡ÿi wm×všÍ Abyhvqx wewfbœ †mKkb/ wefvM n‡Z Zv‡`i Self Skill
Development Kivi Rb¨ †`‡k-we‡`‡k Training, Seminar, Fair, Buyer Business Meeting G
cvVv‡bv nq| mswkøó mKj Kg©KZ©v I Kg©PvixMY Self Skill Development Program G
AskMÖnb K‡i wd‡i Avmvi ci 72 N›Uvi (3 wZb) g‡a¨ Zvi wjwLZ Report cÖkvmb wefv‡M Rgv
w`‡eb| AskMÖnbKvix Kg©KZ©v Mb Carrier Benefit Gi Rb¨ †Kv¤úvbxi cÖwZ Thanks Full
†_‡K hv wk‡L‡Qb D³ welq ¸wj wb‡qZv ¯^-¯^ Department Gi †h RvqMvq †hUv cÖ‡hvR¨, †mB
†gvZv‡eK Planning K‡i Implement Ki‡eb| †h mKj Kg©KZ©v I Kg©Pvix wbw`©ó mg‡qi g‡a¨
Zv‡`i Report Rgv w`‡Z e¨_© n‡eb Ges Implement Gi D‡`¨vM wb‡eb bv cieZx©‡Z D³
Kg©KZ©v I Kg©Pvix‡K G ai‡bi †Kvb Self Skill Development Program (Trainning,
Seminar, Fair Etc.) †_‡K ewÂZ n‡eb| wjwLZ Report wU cÖ`vb Ges Department Gi †h
RvqMvq †hUv cÖ‡hvR¨, ‡mB †gvZv‡eK Planning K‡i Implement Ki‡Z n‡e|

21.2) Self Skill Development of Operator:

21.3) New Employee Oriantation:

21.4) Workers traningt

K. Avgv‡`i †gvU Gi msL¨v n‡”Q 850 Rb Ges myBs jvBb 40wU| cÖwZ 6gv‡m 1wU jvBb †_‡K
2.5 Rb nIqvi my‡hvM cv‡e| A_v©r 40X 2.5 Rb = 100 Rb|
L. A‡Kv-‡UKm& wewìs Gi 6ô Zjv 18-20 wU †gwkb emv‡bv n‡q‡Q| D³ †gwkb ¸wj w`‡q cÖwZ
By Rotation G Helper †`i Training Kiv‡bv n‡e|
M. cÖ_g mßv‡n cÖ‡Z¨K myBs Floor Gi Helper Short out K‡i Training Centre G cvVv‡bv|
N. Helper -‡`i ‡K Trining Assessment Kiv‡bvi ci hw` Kv‡iv wfZ‡i Operator nIqvi
Potentiality _v‡K Zvn‡j Zv‡K Operator nIqvi Rb¨ Training Continue Kiv|
O. cÖwZ gv‡m †gvU 08 Rb Helper -†K Training Gi AvIZvq Avbv| A_v©r eQ‡i 8 X 12 gvm
=96 Rb A_ev 100 Rb‡K Training Kiv‡bv n‡e| hvnvi Kgc‡ÿ 80 Rb‡K Operator evbv‡Z n‡e|
P. Training Kiv‡bvi Rb¨ 1 wU Manual ˆZix Ki‡Z n‡e|
Q. Register Ges Training Policy ˆZix K‡i Training Aviv¤¢ Ki‡Z n‡e|
R. Training Kiv‡bvi Rb¨ D³ ¯’v‡b 1 Rb Trainer _vK‡eb|

21.5) Management Training t

21.6) Training Center Ges Leftover Management t

e¨e¯’vcbv KZ©„c‡ÿi wb‡`©kbv Abyhvqx Training Centre Ges Leftover Management Gi
myôz I my-k„sLjfv‡e cwiPvjbvi j‡ÿ¨ Total Management w`‡K 5 wU fv‡M fvM Kiv n‡q‡Q|
†hgb 1) Training 2) New Worker Interview 3) Cut Pcs Management 4) Washing Gi Alter 5)
Garments Grading

D³ KvR ¸‡jv mwVKfv‡e m¤úv`b Kivi Rb¨ e¨e¯’vcbv KZ©„c‡ÿi wb‡`©kbv †gvZv‡eK KvR Ki‡Z
n‡e| hw` †KD G wb‡`©kbvi e¨wZµg K‡I Z‡e Zvnvi weiæ‡× cÖkvmwbK e¨e¯’v MÖnb Kiv n‡e|

21.7) Internship Qv·`i wb¤œwjwLZ welq¸wj Follow-up Kiv cÖm‡½ t

A‡Kv-‡U· MÖæc Gi mKj Kg©KZ©v I Kg©Pvix‡`i AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h, AÎ
†Kv¤úvbx‡Z †Kvb cÖv_©x Interne Kivi Rb¨ Avm‡j Zv‡`i Internship Gi Aby‡gv`b †`Iqvi
c~‡e© wb¤œwjwLZ Guide Line ¸wj Properly Follow Ki‡Z n‡e|

K. Internship Kivi c~‡e© HR Department KZ©„K †h mKj welq¸wj Verify Ki‡Z n‡e Zv

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wb¤œiæc t
 Organization KZ©„K †cªwiZ cÎwU mwVK Av‡Q wKbv|
116) cÖv_©xi Organization KZ©„K cÖ`vbK…Z Idintity Card wU mwVK Av‡Q wKbv|
117) cÖv_©xi 3rd Semester Gi Result Sheet Av‡Q wKbv|
118) Organization wU Government KZ©„K Approval Av‡Q wKbv| _vK‡j Zvnvi
†iwR‡÷ªkb bv¤^vi Av‡Q wKbv|
119) cÖv_x©i RvZxq cwiPq cÎ Av‡Q wKbv|
120) Organization KZ©„K cÖ`Ë PvwiwÎK mvwU©wd‡KU Av‡Q wKbv|
121) cÖv_x©i Medical Filness hv d¨v±ixi Wv³vi KZ©„K mvwU©wd‡KU n‡Z n‡e|

L. cÖv_x© Kv‡R †hvM`vb Kivi ci cÖv_x©‡K HR Department KZ©„K †hmKj welq¸wji

Dci MvBW jvBb w`‡Z n‡e Zv wb¤œiæc t
 Diploma Complete K‡i Avmv cÖv_©xMY 4 mßvn ev 1 gvm Interne Ki‡Z cvi‡e|
122) Graduate Complete K‡i Avmv cÖv_x©Mb 8 mßvn ev 2 gvm Interne Ki‡Z cvi‡e|
123) GK mv‡_ 4 Rb Gi †ekx Ki‡Z cvi‡e bv|
124) Internship cÖv_x©‡K mKj Department Gi Kv‡Ri Roster ˆZix K‡i †`Iqv Ges wK wK
KvR Ki‡eb Zvnvi 1wU Guide Line cÖ`vb Kiv|
125) Internship cÖv_©x‡K wbw`©ó Department QvovI Planing †gvZv‡eK Ab¨vb¨
Department -G Assignment Ki‡Z n‡e|
126) cÖv_x©‡K Internship Gi mgq †kl n‡q †M‡j Zvui Internship Gi mKj
Report/Assignment ‰Zix K‡i HR Department -G Rgv wb‡eb|
127) HR Department cÖv_x©i Report/Assignment cvIqvi ci Zv‡K Internship Certificate
cÖ`vb Kiv n‡e|
Procuction Related Guide Line t

22.

A‡Kv-‡U· MÖæc GKwU 100% ißvbxKviK bxU K‡¤úvwRU Mv‡g©›Um †Kv¤úvbx|

Peoduction ev Drcv`bB Dnvi g~j PvwjKv kw³| ZvB Drcv`b msµvšÍ Awbqg I †Kvb cÖKvi fzj
ÎæwU cwijwÿZ m‡½ m‡½ Zv DשZb Kg©KZ©v‡K Ges cÖkvmb wefv‡M Zv AeMZ K‡i D³
Awbqg I fzj ÎæwUi mgvavb Kwi‡q wb‡Z n‡e| Drcv`b msµvšÍ ‡Kvb cÖKvi Awbqg I fzj ÎæwU
†Kvb fv‡eB MÖnb †hvM¨ bq| ZvB Drcv`b msµvšÍ †Kvb fzj ÎæwU cwijwÿZ n‡j wb¤œwjwLZ
c×wZ Aej¤^j Ki‡Z n‡e t

22.01 Production Related Mistake t

Production Rekated Kv‡R cÖvqB wewfbœ ‡mKk‡b wKQz bv wKQz fzj ÎæwU n‡q| Z‡e
mshwUZ fz‡ji †ÿ‡Î †Kv¤úvbxi wb‡`©wkZ wbqg-bxwZ mwVKfv‡e AbymiY Kiv n‡q‡Q wKbv
†m wel‡q e¨e¯’vcbv KZ©„c‡ÿi wb‡`©kbv Abyhvqx Root Cause Analysis K‡i †`L‡Z n‡e| †m
†ÿ‡Î Production Related ‡h‡Kvb Mistake n‡j wb‡¤œv³ welq¸‡jv AbymiY K‡i KvR Ki‡Z n‡e t
128) mswkøó ‡mKkb n‡Z HR Department †K Rvbv‡Z n‡e Ges 5 point Gi Av‡jv‡K Root
Cause Analysis K‡i Report Rgv w`‡Z n‡e|
129) HR Department Gi `vwqZ¡ cÖvß Kg©KZ©v ¯^-kix‡i NUbv¯’j cwi`k©b I mswkøó‡`I
mv‡_ K_v e‡j Z_¨ D`NvUb Ki‡e|
130) Kv‡iv Gross Mistake/Negligence cvIqv †M‡j Zero Tolerance bxwZ Abymib Kiv n‡e|
131) Minor Mistake n‡j Training/Orientatin Gi gva¨wg ms‡kva‡bi e¨e¯’v Ki‡Z n‡e|

22.2) Production I Shipment Target c~i‡Y e¨_©Zv t

‡Kv¤úvwbi Avw_©K Ae¯’v, Peoduction I Shipment c~i‡Y e¨_©Zvi KviY ch©v‡jvPbv K‡i
mswkøó mK‡j wg‡j Meeting Gi gva¨‡g eZ©gvb Man Power, Machine, Practical Capacity Gi
mv‡_ mvgÄm¨ †i‡L Ggb GKwU Target †ei K‡i Assessment Ki‡Z n‡e| hv‡Z K‡i gvwmK
Shipment Gi mwVKZv mK‡j eyS‡Z cv‡ib| ZvB mKj‡K mwVK mg‡q, mwVK Li‡P I mwVK

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cwigvb Shipment wbwðZ Kivi Rb¨ AvšÍwiK fv‡e KvR Ki‡Z n‡e|
Shipment -G e¨_©Zvi KviY mg~n t †h ‡h Ki‡Y mwVK mg‡q, mwVK Li‡P, mwVK cwigvb
Shipment nqbv Zv wb¤œiæc t
 Proper Planning, monitoring Ges Co-Ordination Gi Afve _vKvi Rb¨|
132) Man, Machine, Material Ges Method Gi Proper Management Afv‡ii Rb¨|
133) GK wefv‡Mi mv‡_ Ab¨ wefv‡Mi mgš^‡qi Afv‡ei Rb¨| Management †K Peoper
Information bv w`‡q ¸Rvwgj w`‡q KvR Kivi Rb¨|
134) Kv‡Ri mgm¨v n‡j `ªæZ wm×všÍ wb‡Z bv cviv|
135) Unskilled Employee Ges Worker w`‡q KvR Kiv‡bv|
136) Employee/Worker Gi mwnZ Motivation AvPib bv Kiv|
137) Target Abyhvqx Kv‡Ri †hvMvb bv †`qv (hvi d‡j Target Gi 50% dj Achievenq)

22.3) wbqg-k„sLjv Abyhvqx Production t

‡Kv¤úvbxi wb‡`©wkZ wbqg-k„sLjv Abyhvqx mKj KvR h_vmg‡q K‡i Production Pvjy ivLvi
cvkvcvwk Commercial, Accounts & Store Gi mv‡_ mswkøó Document h_vmg‡q mieivn
Ki‡Z n‡e|

22.4) Job Closing t

cÖ‡Z¨KwU Style/Job -Gi Shipment nIqvi gva¨‡g Job Closing nq| Job Closing Register-G
Posting mn Closing Gi KvRwU m¤úbœ Kivi †ÿ‡Î wb‡¤œv³ MvBW jvBb Follow Ki‡Z n‡e t
 Shipment ‡kl nIqvi 03 (wZb) Kg© w`e‡mi g‡a¨ Job Closing m¤úbœ Ki‡Z n‡e|
138) Job Closing m¤cbœ Ki‡Z †Kvb Awbqg cvIqv †M‡j cieZx© Action-Gi Rb¨ `vwqZ¡ cÖvß
Kg©KZ©v‡K ZvrÿwYKfv‡e Rvbv‡Z n‡e|
139) wbw`©ó Formate †gvZv‡eK KvR Ki‡Z n‡e|
140) Department Wise Job Closing m¤úbœ Kivi Rb¨ KvR Ki‡ebt wmt gv‡P©ÛvBRvi
(KvwUs, wcÖw›Us myBs, Iqvwks I wdwbwks) Ges Gw·wKDwUf, K÷ K‡›Uªvj (wbwUs,
e¨vP, WvBs I wdwbwks)
141) Job Closing Gi 24 N›Uvi g‡a¨ mKj gvjvgv‡ji Closing Report wnmve wefv‡M Rgv w`‡Z
n‡e|
142) Closing Report ‡gvZv‡eK Aewkó gvjvgvj Left Over Section-G eywS‡q w`‡Z n‡e|

22.5) wKQz Kvh©µg bZzbfv‡e Pvjy Kiv t

‡Kv¤úvbxi mKj Kvh© h_vmg‡q m¤úbœ Kivi Rb¨ wb¤œwjwLZ wbqg¸‡jv cvjb Ki‡Z n‡et
143) WvBs Kivi ci iv‡Î wb‡qvwRZ †jvK‡`i mvg‡b Ki‡Z n‡e|
144) Grey Fabric Marking Kivi Rb¨ Red, Black, Yellow & Green Marker w`‡q Fabric Roll
gvK© Ki‡Z n‡e|
145) Short Q’ty n‡j Fabric and Cutting Department e¨e¯’v MÖnYKi‡e Fabric Mgt.
Committee and Knitting and Dyeing Factory Visit Sewing Print/Embroidery
Subcontract Factory Visit Committee MVb Kiv n‡q‡Q&| KwgwUi m`m¨Mb cÖwZw`b 2/3
wU K‡i d¨v±ix wfwRU K‡i wi‡cvU© Ki‡eb|

22.6) Production Floor Monitoring t

eZ©gvb cÖwZ‡hvMxZv g~jK wek¦ evRv‡i wU‡K _vKvi Rb¨ mwVK mg‡q Quality m¤úbœ
Garments Drcv`b K‡i Buyer Gi wbKU cvVv‡bvi j‡ÿ¨ d¨v±ixi mKj †mKk‡b wbw`©ó mg‡q
Drcv`b cÖwµqv Pvjy ivLv I Avw_©K ÿwZ †_‡K cwiÎvb cvIqvi j‡ÿ¨ e¨e¯’vcbv KZ©„cÿ KZ©„K
Floor Monitoring Committee MVb Kiv n‡q‡Q| cÖwZw`b GB Committee Õi mv‡_ mswkøó
mKj m`m¨Mb‡K ¯^-¯^ `vwqZ¡ cÖvß †mKk‡b Dcw¯’Z †_‡K wbw`©ó mg‡q Drcv`b cÖwµqv
Pvjy Ki‡Z n‡e| †Kvb Ae¯’v‡ZB Gi e¨wZµg Kiv hv‡e bv| hw` †KD Bnvi e¨wZµg K‡i Zvn‡j
Zvnvi weiæ‡× cÖkvmwbK e¨K¯’v MÖnb Kiv n‡e| ZvB mswkøó mKj‡K wg‡j wg‡k †Kv¤úvbxi
Dbœq‡bi ¯^v‡_© Man, Machine, Material, Management, Method, Marketing Ges Cost
Control Parameter ¸‡jv Proper Use K‡i Drcv`b e„w×I Rb¨ AvšÍwiKZvi mwnZ KviR Ki‡Z

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n‡e|

22.7) wkc‡g›U I mwVK Drcv`‡bi j‡ÿ d‡jv-Avc Kivt

wba©vwiZ mg‡q Kg Li‡P A_P ¸bMZ gvb eRvq †i‡L mwVK Drcv`‡bi j‡ÿ¨ GKwU
wmwWDj/cøvwbs K‡i h_vµ‡g mycvifvBRvi, jvBb Pxd, BbPvR©, g¨v‡bRvi d¨v±ix
g¨v‡bRvi/gnve¨e¯’vcK, cwiPvjK I e¨e¯’vcbv cwiPvj‡Ki g‡a¨ cøvwbs m~Px Abyhvqx
`vwqZ¡ e›Ub Kiv nq| G †ÿ‡Î wb‡¤œ³ MvBW jvBb †gvZv‡eK d‡jv-Avc Ges wbwðZ Ki‡Yi
welqe¯‘ wba©viY Kiv nqt
146) cøvwbs †gvZv‡eK cÖ‡qvRbxq `ÿ Rbej Av‡Q wKbv,
147) Quality Approval mn mKj Materials †mgqt Fabrics, Accessories, Cut Pcs BZ¨vw` In-
House n‡q‡Q wKbv, n‡q _vK‡j 07 w`‡bi Input Ready Av‡Q wKbv,
148) cÖ‡qvRbxq msL¨K †gwkb Av‡Q wKbv, _vK‡j †gBb‡Ub¨vÝ Kiv Av‡Q wKbv,
149) mswkøó ÷vB‡ji P P Approval, Work Study, Line Planning, Pattern, Measurement
Sheet, Technical Sheet, PO Sheet BZ¨vw` Av‡Q wKbv|
150) mswkøó ÷vBj-G Logistic Support jvM‡e wKbv|

22.8) Abyhvqx gvj †`Iqv cÖm‡½t

e¨e¯’vcbv wm×všÍ Abyhvqx KvwUs n‡Z ïiæ K‡i wdwbwks †KvqvwjwU †Uwej ch©šÍ mKj
¯’v‡b Bundle Card Abyhvqx Garments Body My‡jv w`‡Z n‡e| †Kvb Ae¯’vq Bundle Card
Qvov gvj GK Process n‡Z Ab¨ Process-G Delivery †`Iqv hv‡e bv| ZvB mKj ¯Í‡I Bundle Card
Abyhvqx gvjvgvj Delivery 100% wbwðZ Ki‡Z n‡e| G System Pvjy ivLvi Rb¨ Supervisor n‡Z
AGM (Production), DGM (Q.A) mn mevB KvR Ki‡eb| †Kvb Ae¯’vq Gi e¨wZµg Kiv hv‡e bv|
†h †mKk‡bi/hvnvi Øviv Gi e¨wZµg n‡e †mB †mKk‡bi/mswkøó e¨w³i weiæ‡× cÖkvmwbK
e¨e¯’v MÖnYKiv n‡e| ZvB mKj †mKkb‡K Bundle Card System Maintain K‡i Mv‡g©›Um
Delivery & Receive Ki‡eb|

22.9) mKj †mKk‡bi Input-Output †mKkb ¸wj Store Department Gi Aax‡b wiPvwjZ n‡et
A‡Kv-‡U· MÖæc Gi mKj kÖwgK, Kg©Pvix I Kg©KZ©v‡`I AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h,
Drcv`b cÖwµqvi cÖwZwU av‡c myó e¨e¯’vcbv I gvjvgv‡ji mwVK wnmve wbwðZK‡í mKj
wefv‡Mi Input-Output †mKkb ¸‡jv KvR †÷v‡ii b¨vq gvjvgvj Receive &Delivery Kiv| ‡mB
†cÖwÿ‡Z mswkøó †mKkb ¸wj Store Department Gi Aax‡b cwiPvwjZ n‡e| †÷vi wefv‡Mi
Kg©KZ©vMb Time to Time KvwUs, myBs, wcÖw›Us wdwbwks mn mKj †mKk‡b Input-
Output †mKk‡b ¸wj Z`viwK Ki‡eb| ZvB mKj Input-Output †mKkb G `vwqZ¡iZ mKj‡K
wnmve wbKvk Gi †ÿ‡Î 100% Ensure K‡i KvR Kivi Rb¨ wb‡`©k cÖ`vb Kiv nj|

22.10) AšÍmË¡v gwnjv kÖwgK/Kg©Pvix/Kg©KZ©v‡`i ¯^v¯’¨ cixÿv Kiv mn Zvnv‡`i‡K

nvjKv KvR †`Iqvt
¯^v¯’¨ Ag~j¨ m¤ú` I mKj my‡Li g~j| gwnjv kÖwgK-Kg©Pvix‡`i Sound Health gv‡bB More
Productivity, Better Quality and Healthy Generation. ZvB AšÍmË¡v gwnjv kÖwgK,
Kg©Pvix, Kg©KZ©v I Zv‡`i AvMZ mšÍv‡bi my-¯^v¯’¨ wbwðZ K‡í wb‡¤œ³ wb‡`©kbv
†gvZv‡eK wbqwgZ ¯^v¯’¨ cixÿvi gva¨‡g †mev cÖ`vb Ki‡Z n‡et
d¨v±ixi Wv³vi Øviv cÖwZ gv‡m Kgc‡ÿ 1 evi ¯^v¯’¨ cixÿv Kivi Rb¨ d¨v±ixi †gwW‡Kj †m›Uv‡i
†hvMv‡hvM Ki‡Z n‡e| AšÍ¯^Ë¡v gwnjv kÖwgK‡K wcÖ›Us Gi ¯’‡j Ab¨Î e`jx K‡i nvjKv KvR
w`‡q SuzwK gy³ ivL‡Z n‡e|

22.11) General Sample Analysis Kiv cÖm‡½t

ÓA‡Kv-‡U· MÖæcÓ Gi mKj weLvMxq cÖavb I wUg wjWvi‡`i m`q AeMwZi Rb¨ Rvbv‡bv
hv‡”Q †h, †Kvb Order- Gi Inquiry Avm‡j Generally Analysis Kivi Rb¨ cÖkvmb fe‡b wb¤œ
¯^vÿiKvixi mv‡_ mßv‡n 3 (wZb) w`b wb¤œwjwLZ e¨w³MY Dcw¯’Z †_‡K wgwUs Ki‡eb| †hgb-
151) Merchandising Team Leader & Deputy Team Leader (Sample) b) Production
Department- 1 Rb C) Printing Department-1 Rb d) Washing Department-1 Rb e)

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 Quality Department-1 Rb f) Knitting Department-1 Rb g) Fabric Department-Gi GK ev
GKvwaK e¨w³Mb|
mKj Merchandising Team Leader-MY hvi hvi Account Gi bZzb Order/Inquiry hw` Av‡m
Zvn‡j wbR `vwq‡Z¡ D‡jøwLZ e¨w³‡`I mgš^‡q wb¤œ ¯^vÿviKvixi mv‡_ Meeting K‡i Analysis
Kivi Rb¨ we‡klfv‡e Aby‡iva Kiv nj|

22.12) CPM Report Rgv cÖ`vb cÖm‡½t

Drcv`b wefvMxq mswkøó mKj mycvifvBRvi, jvBb Pxd, †d¬vi BbPvR© I wcGg M‡Yi
AeMwZiRb¨ Rvbv‡bv hv‡”Q †h, mwVK mg‡q Drcv`‡bi j‡ÿ gvÎv AR©‡bi Rb¨ e¨e¯’vcbv
KZ©„c‡ÿi wm×všÍ Abyhvqx D‡jøwLZ mKj‡K cÖwZw`b CPM Report Rgv w`‡Z n‡e| CPM
Report Rgv †`Iqvi Rb¨ †h mKj welq¸‡jv fv‡jvfv‡e AbymiY Ki‡Z n‡e Zv wb¤œiæc:
152) mKj mycvifvBRvi / jvBb Pxd MY wbR wbR jvB‡bi 3 (wZb) w`‡bi mKj ai‡bi †hvMvb
Geq Drcv`b msµvšÍ mgm¨v I mgvav‡bi Dcvq mn cÖwZw`b CPM Report Drcv`b e¨e¯’vcK /
†d¬vi BbPvR© Gi wbKU Rgv w`‡eb|
153) Drcv`b e¨e¯’vcK / †d¬vi BbPvR© MY wbR wbR †d¬v‡ii 15 (c‡bi) w`‡bi mKj ai‡bi
†hvMvb Ges Drcv`b msµvšÍ †Kvb mgm¨v I mgvav‡bi Dcvq mn cÖwZw`b CPM Report
d¨v±ix e¨e¯’vcK, mn-gnve¨e¯’vcK, e¨e¯’vcK (AvB.B) Ges wg. eRjyj Kwei (Gg GÛ Gg) Gi
wbKU Rgv w`‡eb|
154) hw` †Kvb mycvifvBRvi, jvBb Pxd, †d¬vi BbPvR© Ges Drcv`b e¨e¯’vcKMY cÖwZw`b
CPM Report Rgv cÖ`vb bv Kwi‡j D³ w`‡bi nvwRiv Coun Kiv n‡e bv|

22.13) Short / Extra Op _vK‡j 1g N›Uvq Operator mgš^ cÖm‡½t

mswkøó mKj PM/Floor In-Charge MY‡`i AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h, eZ©gv‡b jÿ¨ Kiv
hv‡”Q mgš^‡qi Afv‡e †d¬v‡ii g‡a¨ †Kvb Acv‡iUi Short/Extra _v‡K| hvi mwVK e¨envi Kiv
hvq bv| hvnvi d‡j FactoryÕi Total Production gvivZœK fv‡e ÿwZMÖ¯’ nq| D‡jøwLZ welq
†_‡K cwiÎvb cvIqvi Rb¨ cÖwZw`b 1g N›Uvq Drcv`b e¨e¯’vcK/‡d¬vi BbPvR© MY wbR wbR
Floor Gi Operator Short/Extra _vK‡j cÖwZw`b mKvj †ejv 1g N›Uvq cÖ‡Z¨K Gi Floor mv‡_
mgš^q Ki‡eb| myZivs Operator Short/Extra _vK‡j Zv GK Floor n‡Z Ab¨ Floor G
Distribution Ki‡eb|

23. Quality Ensure msµvšÍ MvBW jvBb t

gvbbxq e¨e¯’vcbv g‡nv`q KZ©„K Avw`ô n‡q mswkøó mK‡ji AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h,
wbw`©ó mg‡q mwVK Production Gi cvkvcvwk Quality Ensure AZ¨šÍ Riæix| Avcbviv mK‡jB
Kg †ekx Av‡Qb †h, Quality Problem Gi Kvi‡b Buyer KZ©„K Avgv‡`I †Kv¤úvbx‡K evi evi
Claim Ki‡Q Ges cÖwZwbqZ Buyer Gi wbKU †_‡K Quality msµvšÍ Awf‡hvM Avm‡Q|
eZ©gvb Quality msµvšÍ hveZxq System (SOP) cÖvqktB h_vh_ fv‡e Follow-up Kiv n‡”Q bv|
GQvovª AviI cwijwÿZ n‡q‡Q †h, “Production Team” Gi mv‡_ “Quality Team” Gi GesÓGK
Department” –Gi mv‡_ ÓAb¨ Department” –Gi mgš^q mva‡bÓ AvšÍwiKZvi cÖPÛ Afve
i‡q‡Q| D³ mgm¨v n‡Z D‡Ëi‡Yi Rb¨ A`¨ n‡Z Riæix wfwˇZ wb¤œwjwLZ c`‡ÿc ¸‡jv
AbwZwej‡¤^ MÖnY Kivi Rb¨ gvbYxq e¨e¯’vcbv cwiPvjK g‡nv`q wb‡`©k cÖ`vb K‡i‡Qbt-

23.1) ‡Kv¤úvbxi Quality msµvšÍ Philosophy t

‡Kv¤úvbxi Quality msµvšÍ Philosophy n‡jv “Problem Identifying at the Source” A_©¨vr
Problem wU †Kvb Kv‡Ri/Production Process Gi †h Point-G ‰Zix nq †mB Point GB
Identify K‡i mgm¨vi mgvavb Kiv| Quality msµvšÍ AviI GKwU Philosophy n‡jv “Preventive
is much Better than Cure” A_©¨vr †Kvb mgm¨v mgvav‡bi †P‡q H mgm¨v bv nIqvi Rb¨
ïiæ‡ZB hveZxq cwiKíbv Kiv A‡bK †ekx DËg| “Right First Time” A_©¨vr SOP Follow-up
K‡i First Shot-B- mwVKfv‡e KvRwU m¤úv`b Kiv| †Kv¤úvbxi AviI Philosophy n‡jv †h,
“Developments is a Continuous Process” KviY “Earn The Best Achievement of Today
Can be Even Better in Tomorrow”

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23.2) Quality Assurance SOP Follow-up msµvšÍ t
Quality Ensure Kivi Rb¨ †Kv¤úvbxi mKj cÖKvi SOP (Kv‡Ri Guide Line) Follow K‡i KvR
Kiv| ZvB †Kv¤úvbx g‡b K‡i †h, “Right First Time (RFT)” Gi j‡ÿ¨ cÖ‡Z¨KwU KvR First Shot
G mwVKfv‡e m¤úbœ Kiv| KviY hw` †Kvb KvR cÖ_‡gB mwVKfv‡e m¤úbœ Kiv bv hvq Z‡e
Re-Work/Re-Process K‡i mgvavb Ki‡j Target Abyhvqx Quality, Time Ges Costing Achieve
Kiv hv‡e bv| Continuous Improvement Philosophy Gi Ask wnmv‡e †Kv¤úvbx `„o fv‡e g‡b
K‡i †h, Quality msµvšÍ †h †Kvb Standard cÖwZwbqZB wewfbœ Test/Trial Gi gva¨‡g
D‡Ëv‡ivËi e„w× Kiv hvq| A_©vr Avgiv g‡b Kwi, “Even the Best can be Better” A_©vr
AvR‡Ki m‡e©vËg ev Best AR©b cÖ‡Póvi gva¨‡g AviI Best Kiv hvq|

23.3) Quality Ensure Gi `vwqZ¡ msµvšÍ t

Quality Ensure Gi cÖavb `vwqZ¡ mswkøó Production Team- Gi A_©vr Production Floor Gi
Supervisor/Line Chief/Floor In-Charge/ APM/PM/AGM/DGM/GM Mb 100% Quality
Ensure Kivi Rb¨ mve©ÿwbK Follow-up & Monitoring Ki‡eb| Quality Team Gi `vwqZ¡ n‡jv
Auditor-‡`i gZ| †Kvb Quality Claim n‡j Dfqcÿ mgvbfv‡e `vqx _vK‡eb|

23.4) Quality Problem Identify msµvšÍ Kibxq t

Quality msµvšÍ †Kvb mgm¨v Zv †hB Identify KiæK bv †Kb, Zvnvi mv‡_ Production People
Disagree Ki‡Z cvi‡eb bv| Production-Gi hw` †KD Negative Bargaining K‡ib Zvn‡j Zvi
weiæ‡× kvw¯Íg~jK e¨e¯’v MÖnY Kiv n‡e| hw` †KD mgm¨v a‡i †`b Z‡e Zvnv‡K g‡b Ki‡Z n‡e
†h wZwb Production People-†`i DcKvi K‡i‡Qb Ges mgm¨v a‡i †`Iqvi Rb¨ ab¨ev` Rvbv‡Z n‡e|

23.5) Quality Achieve Gi †ÿ‡Î Practical Limitation _vK‡j Kibxq t

Quality Achievement-Gi †ÿ‡Î Technical Limitation _vKv m‡Z¡I hw` QC Team ev Buyer- Gi
†h †Kvb Representative H Limitation †K †Kvb mgm¨v wnmv‡e a‡ib Zvn‡j cÖ_‡g Zvi Guide
Line wb‡q mgvavb Kivi me©vZ¡K †Póv Kiv| hw` mgvavb Kiv bv hvq Zvn‡j Z‡K Technical
Limitation ¸wj e¨vL¨v K‡i Positive Approach Gi gva¨‡g Convince Kivi †Póv Kiv| Zv‡`i mv‡_
†Kvb cÖKvi Negative Approach Kiv hv‡e bv| hw` †Kvb fv‡eB Convince bv nb Zvn‡j wb¤œ
¯^vÿiKvix‡K AwZmZ¡i Rvbv‡eb|

23.6) New Product ev New Buyer Gi †ÿ‡Î Kibxq t

Existing Buyer Gi †Kvb New Product ev New Buyer Gi †Kvb Development Gi †ÿ‡Î Root
Level †_‡K mswkøó mevB‡K Development Stage †_‡K A to Z Involve _vK‡Z n‡e| New
Product ev New Buyer-Gi †Kvb cÖKvi Development Sample gvbbxq e¨e¯’vcbv cwiPvjK
g‡nv`q Ges wb¤œ ¯^vÿiKvix‡K bv †`wL‡q Development ev Buyer-†K †`Iqv hv‡e bv|

23.7) DGM (Quality) Gi Mail Correspondence msµvšÍ Kibxq t

DGM (Quality) mv‡ne Quality msµvšÍ Buyer- Gi mKj Mail m‡e©v”P 1 (GK) w`‡bi g‡a¨
Response Ki‡eb| Quality msµvšÍ Buyer-Gi Correspondence G Dˇii †ÿ‡Î 3 wU w`K
we‡ePbv K‡i †hgb (K) wK wK Corrective Action Plan †bIqv nj, (L) KZ w`‡bi g‡a¨ Solve
Ki‡eb Ges (M) fwel¨‡Z Avi n‡e bv Zvi Ó Preventive Action Plan” D‡jøL K‡i Buyer-†K Mail
Gi Replay w`‡eb| D³ welq¸‡jv m¤ú‡K© Buyer-†K Rvbv‡bvi c~‡e© Concern Merchandiser
†K Involve K‡i Mail- Gi DËi †jLvi Rb¨ mn‡hvMxZv wb‡eb Ges DËi †jLvi Final Draft Copy
wU wb¤œ ¯^vÿiKvix‡K †`Lv‡bvi ci †gBj Send Ki‡eb|

23.8) Quality Control Summary Report t

Drcv`‡bi cvkvcvwk Buyer-Gi Requirement Abyhvqx Drcv`‡bi Quality I wbwðZ Ki‡Z n‡e|
ZvB mKj †mKk‡bi Quality cÖavbMb KZ©„K di‡g‡Ui wb‡¤œv³ 5wU c‡q›U Abyhvqx
cÖwZw`‡bi Quality Summary Report e¨e¯’vcbv cwiPvj‡Ki wbKU Rgv w`‡Z n‡e| Quality
Summary Report- G †h mKj Point ¸‡jv D‡jøL Ki‡Z n‡e Zv wb¤œiæc:

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a) Quality Problem, b) Reason, c) Corrective, d) Administrative Action, e) Precaution
Measure for Future etc.

23.9) ‡KvqvwjwUi wel‡q †Kvbiæc Qvo bv †`qv t

evqv‡ii wbKU †Kv¤úvbxi fveg~wZ© iÿv mn wekve evRv‡i †Kv¤úvbxi mybvg Aÿzbœ ivLvi Rb¨
d¨v±ix‡Z wbwUs, WvBs †_‡K ïiæ K‡i ißvbx Kivi c~e© gyûZ© ch©šÍ cÖwZwU ‡mKk‡b
cªwZwU av‡c †KvqvwjwUi wel‡q †Kvb iæc Qvo †`qv hv‡e bv| G‡ÿ‡Î mswkøó mKj‡K
mw¤§wjZ cÖ‡Póv Ae¨vnZ ivL‡Z n‡e|

23.10) ‡KvqvwjwU mgm¨v †_‡K D‡Ëvi‡Yi Rb¨ Quality Crisis Management cÖm‡½ t
mswkøó mK‡ji AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h, wbw`©ó mg‡q mwVK Production Gi
cvkvcvwk Quality Ensure AZ¨všÍ Riæix| Avcbviv mK‡jB Kg †ekx AeMZ Av‡Qb †h,
†KvqvwjwU mgm¨vi Kvi‡Y MZ gv‡mB evqvi KZ©„K Avgv‡`i †Kv¤úvbx‡K cÖvq `yB †KvwU
UvKvi Claim Kiv n‡q‡Q Geq cÖwZwbqZ Buyer Gi wbKU †_‡K †KvqvwjwU msµvšÍ
Awf‡hvM Avm‡Q| †h Kvi‡Y Avgv‡`i AW©vi¸‡jv Ab¨vb¨ †`‡k P‡j hv‡”Q| Beach (UK) Buyer
mn Ab¨vb¨ evqv‡ii Order Gi eZ©gvb †KvqvwjwUi bvRyK Ae¯’v †`‡L e¨e¯’vcbv cwiPvjK
g‡nv`q wb‡R gg©vnZ n‡q Root Cause Analysis Ki‡Z wM‡q nv‡Z bv‡Z cÖgvb †c‡jb †h,
Quality msµvšÍ hveZxq System (SOP) cÖvqktB Follow up Kiv n‡”Q bv| Analysis G AviI
cwijwÿZ n‡q‡Q †h, “Production Team” Gi mv‡_ “Quality Team i” Ges ÓGK Department Gi
mv‡_ Ab¨ Department Gi mgš^qÓ Ges AvšÍwiKZvi cÖPÛ Afve i‡q‡Q| †ÿÎ wewk‡l Motive
(Bad Intention) mn †bvsiv `jv`wj cwijwÿZ n‡”Q| wek¦ evRv‡ii Pvwn`v Abyhvqx Avgv‡`i
†Kv¤úvbx 2014 mv‡ji Management Improvement Target Ges Circulation †gvZv‡eK
D‡jøwLZ Ae‡njv †Kvb fv‡eB MÖnb †hvM¨ bq| D³ Claim Ges SOP bv gvbvi Kvib mg~n Z`šÍ
KwgwUi Report †gvZv‡eK `vqx e¨w³‡`I weiæ‡× PzovšÍ wm×všÍ †bIqv n‡e Ges D³ mgm¨v n‡Z
D‡Ëvi‡Yi Rb¨ A`¨ n‡Z Riæix wfwˇZ wb¤œwjwLZ c`‡ÿc My‡jv AbwZwej‡¤^ MÖnb Kivi Rb¨
gvbbxq e¨e¯’vcbv cwiPvjK g‡nv`q wb‡`©k cÖ`vb K‡ib|

A) Two Stage Quality Meeting. ‡hgb t

155) Sr. Management KZ…©K Quality Meeting :
D³ Meeting G Quality Controller (Q.C) Ges Above, Production-Gi Section In-Charge Ges
Above e¨w³‡`i wb‡q Director Operation Gi †bZ©„‡Ë¡ Department Wise Meeting Ki‡eb| hw`
†Kvb Kvi‡Y Director Operation Dcw¯’Z _vK‡Z bv cv‡ib, Zvn‡j Factory Manager Ges GM
(IE & PC) Gi †bZ…‡Ë¡ Quality Meeting AbywôZ n‡e|

156) Departmental Quality Meeting :

Departmental Quality Meeting Kivi mgq Quality Inspection (QI) †_‡K Above Ges
Production Section Gi Supervisor †_‡K Above Gi e¨w³‡`i wb‡q GM (IE & PC), DGM
(Quality), AGM (Production) & Factory Manager Gi mgš^‡q Departmental Quality
Meeting AbywôZ n‡e| D‡jøwLZ Dfq Stage G Quality Meeting Kivi mgq wb¤œwjwLZ Group
Wise Responsibility Ensure Ki‡Z n‡e|

157) Direct Working Group (Q.I, Hp. & Opt.)

158) Job Knowledge / Experience wb‡q Recruit n‡q‡Q wKbv? hw` _v‡K †mB †gvZv‡eK
KvR K‡ib bvB †Kb?
159) Job Knowledge Gi KgwZ _vK‡j ev bv eyS‡j mswkøó Supervisor Gi KvQ †_‡K ey‡S
†bb bvB †Kb?
160) hw` †Kvb Kvi‡b Supervisor Gi Properly Guide Line bv †c‡q _v‡Kb Zvn‡j Next Boss
†K Rvbvb bvB †Kb?
161) Next Boss hw` mgvavb bv †`b Zvn‡j Avcbvi Awf‡hvM ev civgk© Awf‡hvM
Box/cÖkvmb wefv‡M AeMZ K‡ib bvB †Kb?

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162) Direct Supervising & Controlling Group (Supervisor, Line chief, Q.C, In-
charge) :
163) SOP †gvZv‡eK †jvK hvPvB-evPvB Gi †ÿ‡Î Proper gZvgZ †`b bvB †Kb?
164) wb‡qvM Gi cieZ©x Guide Line (SOP) Abyhvqx KvR K‡ib bvB †Kb?
165) KvR bv ey‡S Training Ges Orientation/we‡kl †ÿ‡Î Motivation K‡ib bvB †Kb?
Motivation Gi c‡i Improvement bv n‡j KZ©„cÿ‡K AeMZ K‡ib bvB †Kb?
166) Mswkøó KZ©„c‡ÿi wbKU Hourly & Daily (MIS) Report cÖ`vb K‡ib bvB †Kb?
167) Production Target Ges Quality Target Default n‡j Zv mgvavb K‡ib bvB †Kb? hw` bv
mgvavb Ki‡Z bv cv‡ib Zvn‡j KZ©„cÿ‡K Report K‡ib bvB ‡Kb?
168) cÖwZ N›Uvi Random Quality Check Report K‡ib bvB †Kb? D`MvwUZ mgm¨v cÖwZ
N›Uvq mgvaAb K‡ib bvB †Kb?
169) In-Line Process Wise Quality Check Kivi e¨e¯’v MÖnY K‡ib bvB †Kb?
170) Kv‡Ri Rb¨ †Kvb Guide Line (SOP) bv †c‡j Immediate Boss †Kb Rvbvb bvB †Kb? hw`
bv †c‡q _v‡Kb Zvn‡j ey‡S †bb bvB †Kb?

171) Sr. Direct Supervising & Controlling (In-Charge to Sr. Manager) Group :
172) Proper Recruit Ges Justification K‡i wb‡qvM w`‡jb bv †Kb?
173) Proper Guide Line¸‡jv wb‡q KvR K‡ib bvB †Kb? KvR ¸‡jv wVK K‡i Kiv nq bvB †Kb?
174) Training & Motivation¸‡jv Kiv nq bvB †Kb?
175) Pre-Production Meeting Kiv n‡q‡Q wKbv? wgwUs n‡q _vK‡j †m Abyhvqx KvR nq
bvB †Kb?
176) Test Production Kiv n‡q‡Q wKbv? †m Abyhvqx wgwUs K‡i cÖ‡qvRbxq c`‡ÿc MÖnY
Kiv nq bvB †Kb?
177) In-Line Q.C Report Physically wM‡q Follow up K‡ib bvB †Kb?
178) Detail KPI (Target) Based MIS Report ¸‡jv Closely Monitoring Kiv mn cÖ‡qvRbxq
c`‡ÿc MÖnY Kiv nq bvB †Kb?

179) Higher Supervising & Controlling (FM/AGM/DGM/GM) Group :

180) mKj Policy ¸‡jv Implement Ki‡jb bv †Kb? cÖ‡qvR‡b System Improvement Gi e¨e¯’v
K‡ib bvB †Kb?
181) Production Ges Quality Gi Proper Target Fix-up K‡i Planning Ki‡jb bv †Kb?
182) Planning ‡gvZv‡eK Proper Co-Ordinate Ki‡jb bv †Kb?
183) Hourly/Daily MIS Report Study Ki‡jb bv †Kb? hw` Study K‡i _v‡Kb Zvn‡j †m
†gvZv‡eK e¨e¯’v wb‡jb bv †Kb?
184) cÖ‡qvRb †ev‡a Detail KPI (Target) Based MIS Report Update K‡i Motivation Ki‡jb
bv †Kb?
185) Root Cause Analysis K‡i Man, Machine, Material, Method & Planning Ki‡jb bv
†Kb?

D‡jøwLZ welq¸‡jv 4wU av‡c Implement Ges Monitoring Ki‡Z n‡e Systematic Way †Z
Hourly & Daily Report ¸‡jv MIS Study K‡i Physically Monitoring Ki‡Z n‡e| mswkøó
Merchandising Team Leader & Deputy Team Leader, DGM (MM), Factory Manager,
Director Operation, Production Ges Quality Gi 4wU MÖæ‡ci mv‡_ mivmwi hy³ †_‡K
Hourly & Daily MIS Study Ki‡eb Ges †ÿÎ we‡kl Floor Visit K‡i Physically Check w`‡eb
Ges ZvrÿwbK mgm¨vi mgvavb/Action wb‡eb| cwi‡k‡l †Kvb Ae¯’vq eZ©gvb Quality Õi
Negligence Pj‡Z †`qv hv‡e bv|

23.11) Drcv`b cÖwµqvi mKj av‡c GK †mKk‡b †cÖiY I MÖn‡Yi †ÿ‡Î mvcøvqvi I evqvi
wnmv‡e MY¨ K‡i Quantity I Quality ey‡S †`qv/‡bqv cÖm‡½ t
KviLvbvi Drcv`b cÖwµqvi wewfbœ av‡c Pjgvb Drcv`‡b KvU wcQ / ewW / Mv‡g©›Um GK
†mKkb ev wWcvU©‡g›U †_‡K Ab¨ †mKkb ev wWcvU©‡g›U-G †cÖiY I MÖn‡Yi mgq mwVK
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c×wZ Aej¤^b bv Kivi Kvi‡Y cÖvq cÖwZwU †ÿ‡ÎB cY¨/cY¨vs‡ki Quantity I Quality mwVK
Ges h_vh_ fv‡e Job Closing Kiv| ZvB Dc‡iv³ mgm¨vi mgvavb K‡í G e¨vcv‡i wb¤œewY©Z
c×wZ Aej¤^b Kivi Rb¨ mswkøó mKj‡K wb‡`©k †`qv n‡jv|

186) wbwUs †_‡K ïiæ K‡i wdwbwks I c¨vwKs ch©šÍ cÖ‡Z¨KwU †mKkb/wWcvU©‡g›U Zv‡`i
Drcv`b cY¨/cY¨vsk Drcv`b Drcv`b cÖwµqvi cieZ©x av‡c A_©¨vr cieZ©x †mKkb ev
wWcvU©‡g›U-G n¯ÍvšÍi Kivi mgq Dnvi Quantity I Quality wbwðZ n‡q n¯ÍvšÍi Ki‡eb Ges
MÖnYKvix †mKkb/wWcvU©‡g›U GKB fv‡e Dnvi Quantity I Quality fv‡jvfv‡e wbwðZ
n‡q MÖnY Ki‡eb| †÷vi †_‡K wbwUs, wbwUs †_‡K †MÖ †dweª· †÷vi, †MÖ †dweª· †÷vi
†_‡K e¨vP, e¨vP †_‡K WvBs, WvBs †_‡K WvBs wdwbwks , WvBs wdwbwks ‡_‡K †dweªK
†÷vi, †dweªK †÷vi †_‡K KvwUs, KvwUs †_‡K wcÖw›Us/GgeªqWvix/Iqvm, Ihvm †_‡K
KvwUs, KvwUs †_‡K myBs, myBs †_‡K Iqvm/ wcÖw›Us/ GgeªqWvix/wdwbwks BZ¨vw`
mKj †ÿ‡Î G c×wZ cÖ‡hvR¨ n‡e|

187) cY¨ n¯ÍvšÍiKvix †mKkb ev wWcvU©‡g›U Zv‡`i n¯ÍvšÍiK…Z gv‡ji evwÛj Gi mv‡_
Quantity I Quality msµvšÍ GKwU Certificate w`‡eb Ges MÖnYKvix
†mKkb/wWcvU©‡g›U †m Abyhvqx Dnvi Quantity ï‡b Quality Check Ges K‡i ey‡S
wb‡eb| G †ÿ‡Î Random Basis G gv‡ji 10-20% †PK Ki‡eb| G †ÿ‡Î †Kvb iæc Hiding ev f~j
Declaration Pzwii mgZ~j¨ wn‡m‡e MY¨ n‡e Ges †m Abyhvqx `vqx e¨w³i weiæ‡×
kvw¯Íg~jK e¨e¯’v †bqv n‡e|

188) ‡cÖiYKvix †mKkb ev wWcvU©‡g›U †cÖiYK…Z cY¨/dY¨vsk wbw`©È †iwRóv‡i Entry

K‡i †cÖiY Ki‡eb Ges MÖnYKvix †mKkb ev wWcvU©‡g›U Dnv ey‡S wb‡q wbw`©ó
†iwRóv‡i Entry Ki‡eb|

189) cY¨/cY¨vsk MÖn‡Yi mgq ‡Kvb iæc Awbqg cvIqv †M‡j Dnv KZ©„c‡ÿi bR‡i Avb‡eb Ges
cÖ‡qvRbxq Action wb‡eb| Quantity Kg ev Quality Rejection gvj †c‡j †cÖiYKvix
†mKk‡b †diZ w`‡eb|

190) Cutting Section gvj †K‡U Pass Gi gva¨‡g Quantity I Quality D‡jøL K‡i Printing/
Embroidery/Wash/ Sewing Section- G †cÖiY Ki‡eb Ges MÖnYKvix †mKkb ev
wWcvU©‡g›U Certificate Abyhvqx Dnv Ki‡eb

191) myBs †_‡K wdwbwks KvD›Uv‡i evwÛj Rgv †`qvi mgq Alter, Spot I Reject gvj GKB
evwÛ‡j Avjv`vfv‡e †eu‡a evwÛj Kv‡W©i wnmve Abyhvqx wdwbwks KvD›Uv‡i Rgv
w`‡eb|

192) Dc‡iv³ Kvh©µg mwVKfv‡e Implement Kiv n‡”Q wKbv wb¤œewY©Z KwgwU Dnv
Z`viwK I ch©‡eÿY Ki‡eb Ges e¨e¯’Acbv KZ©„cÿ‡K vewnZ ivL‡eb| KwgwU t wmwbt
g¨v‡bRvi (GWwgb), g¨v‡bRvi (‡÷vi), †WcywU g¨v‡bRvi (GWwgb), †WcywU g¨v‡bRvi
(GKvD›Um) I mnt g¨v‡bRvi (AwWU)|

193) wmwbqi Dc-gnv e¨e¯’vcK (AwWU I †mvwm©s) Ges Dc-gnv e¨e¯’vcK (gvbe m¤ú` I
cÖkvmb) Dc‡iv³ Kvh©µg Gi Overall Supervision Ki‡eb|

24. Z_¨ (Information) t

Z_¨ ev Information n‡jv GKwU cÖwZôv‡bi mvgMÖxK, welq wfwËK ev †mKkb/wefvM

Abyhvqx ¸iæZ¡c~Y© wb‡`©kbv, e¨emvwqK ev cÖkvmwbK wbqg-bxwZ, cwiPvjbv c×wZ hv
AZ¨šÍ †Mvcb I ¸iæZ¡c~Y©| †Kv¤úvbxi Management Gi Arv‡šÍ †Kvb Z¨_ †Mvcb, cvPvi Kiv ev
jyKv‡bv ev fzj Z_¨ †`qv †Kv¤úvbxi ¯^v‡_©I cwicwš’ KvR I kvw¯Í‡hvM¨ Aciva e‡j we‡ewPZ|

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ZvB G wel‡q wb‡¤œ‡³v MvBW jvBb mswkøó mKj‡K AbymiY Ki‡Z n‡et

24.1) Z_¨ ‡Mvcb Kivt

Kg©iZ †Kvb Kg©KZ©v-Kg©Pvix ev kÖwgK KZ©„K †Kv¤úvbx mswkøó †Kvb cÖK…Z Z_¨
†Mvcb Kiv †Kv¤úvbxi ¯^v‡_©i cwicwš’ KvR wn‡m‡e we‡ewPZ n‡e Ges Zvi weiæ‡× wb¤œiæc
e¨e¯’v
MÖnY Ki‡Z n‡et HR/Admin KZ©„K On the Spot G Z`šÍµ‡g †`vlx mve¨¯Í n‡j G‡Z Zvi
AmvayZv III Motive cÖgvwbZ n‡j| Zvi weiæ‡× ZvrÿwbK cÖkvmwbK e¨e¯’v ev PzovšÍ e¨e¯’v
MÖnY Kiv n‡e| Z‡e SOP Abymi K‡i KvR K‡i‡Q e‡j cÖgvwYZ n‡j, Z‡e Zvi `vq †Kv¤úvbx enb
Ki‡e|

24.2) Awdwmqvj Z_¨ e¨wZ‡i‡L Facebook, Paper Cutting I Ab¨vb¨ Z_¨ all@eequitex-G
†cÖiY Kiv cÖm‡½t
‡Kv¤úvbxi e¨e¯’vcbv KZ©„cÿ wewfbœ wkÿbxq welq¸wji Dci Z_¨ I cÖwZ‡e`b mvb‡›` MÖnY
K‡i| wewfbœ mvgvwRK †hvMv‡hvM gva¨g Paper Cutting Gi gva¨‡g †h mKj wkÿbxq welq¸wji
Dci Z_¨ ev cÖwZ‡e`b cvIqv hvq Zv †Kv¤úvbxi SOP Abyhvqx Centrally cÖkvmb wefv‡M
†cÖib Kivi Rb¨ ejv nj| cÖkvmb wefvM †_‡K D‡jøwLZ welq¸wj hvPvB evQvB K‡i e¨e¯’vcbv
KZ©„c‡ÿi Aby‡gv`b mv‡c‡ÿ Dnv Circulate Kiv n‡e| hv‡`i E-mail †_‡K hZ ¸wj G ai‡bi E-mail
Avm‡e Zv‡`i bv‡g Avjv`v Avjv`v fv‡e Data msiÿY Kiv n‡e Ges eQiv‡šÍ †K KZ¸wj wkÿbxq Z_¨
cÖkvmb wefv‡M †cÖib K‡i‡Qb Zv cÖkvsmbxq D‡Ï¨vM wnmv‡e e¨e¯’vcbv KZ©„c‡ÿi wnmv‡e
†bqv n‡e| Z‡e Awdwmqvj Z_¨ msµvšÍ E-mail mswkøó Kg©KZ©vMb h_vwbq‡g mswkøó‡`i
wbKU ‡cÖib Ki‡eb| mKj wkÿbxq wel‡qi Z_¨ ev cÖwZ‡e`b mivmwi all@eequitex.com †cÖiY
bv K‡i cÖkvmb wefv‡e †cÖiY Ki‡eb

24.3) Z_¨-DcvË ÷vwW Kiv t

‡Kvb cÖwZôvb ev Drm †_‡K cÖvß †h †Kvb welq ev Z_¨-DcvË mwVK wbq‡g Study bv Kivi
d‡j Avkvbyiæc dj cvIqv hvqbv| ZvB D³ wel‡qi Kvw•LZ dj jvf Ki‡Z n‡j wb¤œ-wjwLZ MvBW
jvBb Follow Ki‡Z n‡et
194) me©cÖ_g D³ welq ev Z_¨-DcvË g‡bv‡hvM mnKv‡i A to Z c‡o †Kvb Gap, Missing ev
Mistake _vK‡j Zv †ei Ki‡Z n‡e|
195) D³ welq m¤ú‡K© bv eyS‡j DשZb ev Ab¨‡`i mv‡_ Discus K‡i ey‡S wb‡Z n‡e|
196) ‡Kvb wel‡q Confusion _vK‡j Execution Kivi c~‡e© Group Meeting K‡i Zv Clear
Ki‡Z n‡e|

25. Immediate Boss / Next Higher Boss t

mKj wefv‡Mi cÖ`Ë System ev SOP Follow K‡i KvR Ki‡Z n‡e| cÖ‡qvR‡b mK‡ji mv‡_ Avjvc-
Av‡jvPbv (Group Discussion) K‡i KvR Ki‡j Problem Kg n‡e| hw` †KD System ev SOP
Follow K‡i KvR K‡i Ges Zvi ciI hw` Problem †`Lv †`q, Z‡e Zv mswkøó wefv‡Mi DשZb
Kg©KZ©vi `„wó‡Z Avb‡Z n‡e| mvaviY †ÿ‡Î hw` wZwb 72 N›Uvi (3 w`b) g‡a¨ †Kvb †ÿ‡Î
m‡šÍvlRbK mgvavb w`‡Z bv cv‡ib Z‡e mivmwi gvbbxq e¨e¯’vcbv cwiPvj‡Ki wbKU Problem
wU wb‡q Avm‡Z n‡e| GQvovI wb¤œwjwLZ wb‡`©kbvejx †g‡b KvR Ki‡Z n‡e| †hgbt
mgm¨vwU hw` Urgent nq Ges mswkøó Kg©KZ©vi hw` 12 N›Uvi g‡a¨ mgvavb w`‡Z bv cv‡i
Z‡e mivmwi gvbgxq e¨e¯’vcbv cwiPvj‡Ki wbKU wU wb‡q Avm‡Z n‡e| mgm¨vwU hw` Fire
Urgent nq Z‡e mv‡_ mv‡_ mswkøó wefv‡Mi DשZb Kg©KZ©v‡K AewnZ Ki‡Z n‡e Ges
mivmwi gvbbxq e¨e¯’vcbv cwiPvj‡Ki wbKU Problem wU wb‡q Avm‡Z n‡e|

25.1) System (SOP) Follow & Problem Solve:

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Drcv`b, †KvqvwjwU I cÖkvmwbK mn Ab¨vb¨ Kvh©µg‡K AviI ¸Zkxj Ki‡Z mKj cÖKvi mgm¨vi
mwVK mg‡q TNA Abyhvqx mgvav‡bi j‡ÿ¨ wb¤œewY~Z mg‡qi g‡a¨ Immediate Boss
Next Higher Boss Superior Boss †K mgm¨v Rvbv‡Z n‡e| hv wb¤œiæc:

Peporter TNA as per Classification of Problem

Sl (Problem Immediate Next Higher Superior Top
Fire Top
No Facedby Boss Boss Boss Most Urgent Normal
Urgent Urgent
Operator) Urgent
01 Op. Supv/LC Incharge Manager 0 Hrs 0 Hrs 0 0 Hrs 0 Hrs 15 Min
02 Supv/LC Incharge Manager AGM/DGM 0 Hrs 0 Hrs 0 Hrs 15 Min 30 Min
03 Incharge Manager AGM/DGM GM 0 Hrs 0 Hrs 15 Min 30 Min 1 Hrs
04 Manager AGM/DGM GM Director 0 Hrs 15 Min 30 Min 1 Hrs 3 Hrs
05 AGM/DGM GM Director CEO 0 Hrs 30 Min 1 Hrs 3 Hrs 6 Hrs
06 GM Director CEO MD 0 Hrs 1 Hrs 3 Hrs 6 Hrs 12 Hrs
07 Director CEO MD 0 Hrs 3 Hrs 6 Hrs 12 Hrs 24 Hrs
08 CEO MD 0 Hrs 6 Hrs 12 Hrs 24 Hrs 48 Hrs

197) Quality Department mivmwi e¨e¯’vcbv cwiPvjK Gi Under-G cwiPvwjZ| ZvB Quality
msµvšÍ mKj ai‡bi Report mivmwi/Phone/SMS Gi gva¨‡g e¨eš’vcbv cwiPvjK‡K Rvbv‡eb|
e¨e¯’vcbv cwiPvjK g‡nv`‡qi c‡ÿDGM (OP)/GM/CEO Report ¸wj Daily Basis Follow-up
Ki‡eb|

198) Drcv`b I †KvqvwjwUi †Kvb ai‡bi mgm¨v mgvavb Kivi Rb¨ cÖ_‡g whwb fzj K‡i‡Qb
wZwb wb‡RB mgvav‡bi †Póv Ki‡eb|hw` mgm¨v mgvavb Ki‡Z bv cv‡ib Zvn‡j wbR wbR
Floor/Section Gi Immediate Boss/Next Higher Boss †K Rvbv‡eb| D‡jøwLZ mg‡qi g‡a¨
mgvavb bv n‡j cieZ©x Boss †K Rvwb‡q mgm¨vi mgvavb Ki‡eb|

GQvovI AviI D‡jøL¨ †h, Riæix WKz‡g›U Gi mycvwik/ApprovedgšÍe¨/Daily Report/MIS

BZ¨vw` c`gh©v`v Abyhvqx Kg©KZ©w/Kg©vPvixi †Uwe‡j Rgv nIqvi m‡e©v”P1 (GK) w`‡bi
g‡a¨ mycvwik/gšÍe¨/¯^vÿi/mgvavb w`‡q cieZ©x †Uwe‡j Rgv w`‡Z n‡e| hw` †Kvb Kvi‡b †Kvb
Kg©KZ©v 01 (GK) w`‡bi g‡a¨ mswkøó WKz‡g›U/gšÍe¨ Ki‡Z bv cv‡ib Zvn‡j cieZ©x w`b
Aby‡gv`b bv Kivi Kvib D‡jøL K‡i Zv cieZ©x Boss Gi †Uwe‡j Rgv w`‡Z n‡e|

25.2) ‡Kvb mgm¨v/civgk© SOP †gvZv‡eK Sr. BOSS †K Rvbv‡bvi ci mgvavb bv n‡j/bv
Ki‡j mivmwi wb¤œwjwLZ bv¤^v‡i Rvbv‡bv cÖm‡½ t
‡Kvb mgm¨v n‡j mgvavb ev civgk© MÖn‡Yi Rb¨ wb‡¤œv³ c×wZ Aej¤^b Ki‡Z n‡e t SOP
†gvZv‡eK Sr. BOSS †K Rvbv‡Z n‡e| ZviciI mgvavb bv n‡j - Zvn‡j mivmwi Zv wb‡¤œwjwLZ
†gvevBj bv¤^v‡i Rvbv‡Z n‡e| bvgmn †gvevBj bv¤^v‡ii ZvwjKv t

199) e¨e¯’vcK (cÖkvmb I GwcGm Uz GgwW)t 01955550031 2)GwRGg (cÖkvmb) t

01955550032
200) GwRGg (GBP Avi) t 01955550031 4) wWwRGg(Acv‡ikb) t 01955550500
201) cÖavb wbe©vnx cwiPvjK t 01955550012 6) gvbbxq e¨e¯’vcbv cwiPvjK g‡nv`q t
01711591280

25.3) Team Work

Kg©KZ©v mKj kÖwgK, Kg©Pvix I Kg©KZ©v‡`i GKRb Av‡iK R‡bi cÖwZ mn‡hvMxZvi
g‡bvfve wb‡q KvR Ki‡Z n‡e| hv‡Z †Kvb cÖKvi mgm¨v m„wó bv nq| Avgv‡`i g‡b ivL‡Z n‡e
†h, 1 R‡bi KvRwU 10 R‡b Ki‡j Zv mn‡R Kiv hvq| Avgiv Avgv‡`i mnKg©x‡`i cÖwZ mvnv‡h¨i
nvZ ivwo‡q †`e| Gi d‡j †Kv¤úvbxi Kvw•LZ dj AR©b I mK‡ji KvR mnR I my›`i fv‡e m¤úv`b
Kiv m¤¢e n‡e|

26. †h‡Kvb ai‡bi Instruction cÖ`vb/MÖnY cÖm‡½ t

A‡bK mgq DשZb Kg©KZ©v I Aa:b¯Í Kg©KZ©v-Kg©Pvix‡`i G‡K Ac‡ii g‡a¨ mwVK wbq‡g

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†Kvb KvR cÖ`vb wKsev MÖnY Kiv nqbv weavq wba©vwiZ mg‡qi g‡a¨ KvRwU m¤úbœ bv n‡q
eis Pending †_‡K hvq Ges Kv‡Ri Quality Lvivc nq| ZvB mwVK mg‡q KvRwU m¤úbœ Kivi
j‡ÿ¨ e¨e¯’vcbv KZ©„cÿ KZ©„K cÖ`vbK„Z 3ÕwU wel‡qi cÖwZ jÿ¨ †i‡L †h‡Kvb ai‡bi
Instruction cÖ`vb/MÖn‡Yi mgq D³ KvR eywS‡q w`‡Z/ey‡S wb‡Z n‡e| hv wb¤œiæc t

K) mswkøó Kv‡Ri Time Line/Targe L) m¤¢ve¨ Costing/Budget M) Quality/Standard Etc

27. fvj Leader/Boss nIqv cÖm‡½ t

Leadership QualityGKwU we‡kl ¸Y| whwb wb‡Ri g‡a¨ Leadership Quality avib Ki‡Z cvi‡eb,
wZwbB Rxe‡bi Kvw•LZ j‡ÿ¨ †cŠQv‡Z cvi‡eb| Z‡e GKRb fv‡jvLeader/Boss n‡Z n‡j Zvi g‡a¨
wKQz ¸Yvejx _vK‡Z n‡e| hv wb¤œiæc t

202) mKj‡K fvjevm‡Z cviv

203) A‡b¨i mgm¨v‡K whwb wb‡Ri Kuv‡a wb‡Z cv‡ib|
204) Z¨vM ¯^xKvi Kiv|
205) wbi‡cÿ ‡_‡K †h †Kvb mgm¨v mgvav‡bi †Póv Kiv|
206) ‡h †Kvi e¨vw³i Awf‡hvM Ges Aby‡iva wb‡Ri g‡b K‡i mgvav‡bi †Póv Kiv|
207) Z¨vM ¯^xKvi Kiv|
208) mK‡ji gv‡S Avkvi Av‡jv R¡vjv‡bv Ges D‡`¨vMx Kiv|
209) ‡h‡Kvb e¨w³i mgm¨vwU mn‡RB whwb ey‡S wb‡Z cv‡ib|
210) MbZvwš¿K g‡bvfve _vKv|
211) MbZvwš¿K g‡bvfve _vKv|
212) ‡h‡Kvb e¨w³i mgm¨vwU mn‡RB whwb ey‡S wb‡Z cv‡ib|
213) Awab¯Í‡`i mwVKfv‡e Kg©c×wZ eywS‡q †`Iqv Ges wb‡Ri K‡i †`wL‡q w`‡Z cv‡ib|
214) fvj Kv‡Ri cÖmskv Kiv Ges †Kvb hw` †Kvb fvj K‡i Zv n‡j Rywbqi‡`i Uv †`Iqv|

28. Zero (0) Tolerance Gi AvIZvfz³ welqvewj t

GKwU my›`i I my-k„sLj Kg©cwi‡ek euRvq ivLvi j‡ÿ¨ Kg©iZ mKj‡K †Kv¤úvwbi cÖPwjZ
wbqg-bxwZi AbyKzj AvPvi-AvPiY I `„wófw½ cÖ`k©b K‡i Kg©‡ÿ‡Î mKj Kvh©µg cwiPvjbv
Ki‡Z n‡e| wKš‘ A‡b‡KB e¨e¯’vcbv KZ…©cÿ KZ…©K cÖ`Ë wbqg-bxwZ bv †g‡b wKsev
wb‡Ri Kibxq KvR bv K‡i eis †bwZevPK ev D‡Ïk¨ cÖ‡Yvw`Z g‡bvfve †cvlY K‡ib| hv bxwZgvjv
cwicwš’ KvR Ges e¨e¯’vcbv KZ…©c‡ÿi wbKU Zero (0) Tolerance wn‡m‡e MY¨ nq| e¨e¯’vcbv
KZ…©c‡ÿi wbKU †h mKj welq¸wj Zero (0) Tolerance wn‡m‡e MY¨ Zv wb‡¤œ Zz‡j aiv nj t
215) ¯^-¯^ †mK‡k‡bi Appropriate Report bv ivLv|
216) bZzb wb‡qvM cÖvß e¨w³‡K AvšÍwiKfv‡e mn‡hvwMZv bv Kiv|
217) Ill-motive/Controversial Mentality _vK‡j|
218) ‡Kvb Rywbqi wmwbqi Kg©KZ©v ev Kg©Pvix fvj KvR Ki‡j Zvnv‡K Block Kiv Ges
Zvnvi Kv‡Ri g~j¨vqb bv Kiv BZ¨vw`|
219) Grouping Kiv|
220) ‡bwZevPK g‡bvfve †cvlY Kiv|
221) Pushing bv Ki‡j KvR nq bv Ggb gvbwlKZv _vK‡j|
29. AvaywbK I MwZkxj Management cÖm‡½ t

222) A‡Kv-‡U· MÖæc-G Kg©iZ mKj Kg©KZ©v, Kg©Pvix‡`i‡K mKj Kvh©µg myôz, my›`i I
my-k„sLj fv‡e cwiPvjbv K‡i h_v mg‡q KvR m¤úv`b Kivi Rb¨ Ges eZ©gvb we‡k¦i AvaywbK

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 I MwZkxj Management Gi mv‡_ Zvj wgjv‡q KvR K‡i Kg©`ÿZv e„w×i gva¨‡g mdjZv cvIqvi
Rb¨ e¨e¯’vcbv KZ…©cÿ KZ…©K cÖ`Ë wb¤œwjwLZ c×wZ Follow K‡i KvR Ki‡Z n‡e| hv
wb¤œiæc :
223) Self-Motivated and Pro-active n‡Z n‡e|
WORK NATURE WORK STATION
S CLERI MANAGERIAL/DE
L RANKING AT AT
CAL/R CISION/MAKING/I
N PRACTIC OFFICE
OUTIN NITIATIVE/CERAT
o. AL FIELD DESK
E IVITY
1 Chairman 0% 100% 0% 100%
2 Managing Director 10% 90% 10% 90%
3 Director/Company Head 30% 70% 30% 70%
4 GM/Division Head 45% 55% 45% 55%
5 Manager/Deptt. Head 55% 45% 55% 45%
Officer/Executive/Sectio
6 70% 30% 70% 30%
n Head
Supervisor/ Segment
7 90% 10% 90% 10%
Head
8 Worker 100% 0% 100% 0%

Special Notes:
The above Daily Work Distribution in terms of its ``Work Station’’ is a Guideline but not fixed
which may vary for special Assignment like.
(a)For clerical/Data Entry6 type jobs someone has to w
(b)ork usually 100% at the Desk but in modern concept at least 10% time for Field Work is
Necessary.
(c)
(d)For Marketing/ Survey type jobs someone has to work usually 100% at the Field but in
modern concept at least 10% time for Desk Work in Necessary.

224) wbR Kv‡Ri Pending List msiÿY K‡i Action Plan Abyhvqx Self Reminded n‡Z n‡e|
225) IT System Gi gva¨‡g Computer G Task Reminder Option e¨envi K‡i wbw`ó mg‡q KvRwU
m¤úbœ Ki‡Z n‡e|
226) Aek¨B Delaying or Pushing Habit cwiZ¨vM Ki‡Z n‡e|

30. 5 Steps Follow-up for Sourcing t

d¨v±ix cÖ‡qvR‡b †Kvb wKQz µ‡qi cÖ‡qvR‡b KZ©gvb wek¦ evRv‡i AvaywbK I Qualityful †h
†Kvb wRwbm Sourcing Ki‡Z n‡j wb¤œwjwLZ 5 points/Soruce Follow Ki‡Z n‡e t
227) Internal ev †Kv¤úvbxi wfZ‡i wK Av‡Q Zv fv‡jvfv‡e Rvbv|
228) Supplier/ Manufacturing/Brand/Audit Firm, Buyer Gi gZvgZ †bqv|
229) Sourcing K…Z `ªe¨wUi User Group/User Company`i gZvgZ Ges Performance †`Lv|
230) Internet Searching/ Book Study K‡i †`Lv|
231) Merlot Expert/ Consultant/ Specialist/Professional/Authority`i gZvgZ †bqv Ges AwWU
wefvM G wel‡q h_vh_ Z`viwK Ki‡e| †Kvb AmvgÄm¨Zv †`Lv w`‡j cÖkvmb wefv‡Mi
mnvqZv wb‡Z n‡e|

31. Policy/Direction/wm×všÍ ev¯Íevqb t

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wewfbœ Ae¯’v I †cÖÿvc‡Ui Av‡iv‡K †Kv¤úvwbi e¨e¯’vcbv KZ…©cÿ gv‡S-g‡a¨ ¸iæZ¡c~Y©
w`K-wb‡`©kbv w`‡q _v‡Kb| e¨e¯’vcbv KZ…©cÿ KZ…©K mg‡q Bmy¨K…Z G mKj cwjwm/
wb‡`©kbv mswkøó mKj‡K h_vh_fv‡e ev¯’evqb wbwðZ Ki‡Z n‡e| †m j‡ÿ¨ wb‡¤œv³ wb‡`©kbv
mg~n Abymib Ki‡Z n‡e t
232) Policy/Direction cvIqvi ci wefvM/‡mKkb cÖavbMY Dnv ev¯Íevq‡bi j‡ÿ¨ Staf/Worker ‡`i
wb‡q GKRb HR cÖwZwbwai Dcw¯’wZ‡Z Group Discussion Ki‡eb|
233) cÖ‡kœvˇii gva¨‡g mK‡ji K‡I cybivq eywS‡q w`‡q g~j¨ I gvb eRvq †i‡L ev¯Íevqb Ki‡Z
n‡e|
234) G‡ÿ‡Î 5 Points c×wZ Aej¤^b Ki‡Z n‡e|

32. e¨e¯’vcbv cwiPvj‡Ki wb‡`©kbvt

e¨e¯’vcbv cwiPvjK g‡nv`q wewfbœ mg‡q wgwUs, †gvevBj †dvb, d¨v±ix wfwRU Kivi mgq
MvBW jvBb cÖ`vb K‡ib| whwb D‡jøwLZ mg‡q Dw¯’Z _vK‡eb wZwb wbR Øvwq‡Z¡ cÖ`Ë
†gŠwLK, wjwLZ ev ¯^vÿiK…Z cwjwm/ bxwZgvjv/ wb‡`©kbv mg~‡ni wjwvLZ AvKv‡Ûi 1
Kwc cÖkvmb wefv‡M Rgv w`‡Z n‡e| cÖkvmb wefvM Zv hvQvB K‡i e¨e¯’vcbv cwiPvjK
g‡nv`‡qi AbygwZ wb‡q Awdm Av‡`k K‡I mKj‡K Rvbv‡eb|

33.
Implementation of Official secrect Act 1923:

The following activities will be treated as illegal and violation against trust and faith:
235) To copy, modify, upload to the web cloud, e-mail or even keep in the USB drive of any
company related data for our personal use.
236) To take a photograph of our buildings, docs, and any machines etc. Unless authorized by
the Top Management.
237) To invite or entertain anyone to our factory premise without any authorization from the
management.
238) To disclose any sensitive data to our very near and dear ones. (270)

34. Guide Line for Daily Work Distribution:

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 WORK NATURE WORK STATION
S CLERI MANAGERIAL/DE
L RANKING AT AT
CAL/R CISION/MAKING/I
N PRACTIC OFFICE
OUTIN NITIATIVE/CERAT
o. AL FIELD DESK
E IVITY
1 Chairman 0% 100% 0% 100%
2 Managing Director 10% 90% 10% 90%
3 Director/Company Head 30% 70% 30% 70%
4 GM/Division Head 45% 55% 45% 55%
5 Manager/Deptt. Head 55% 45% 55% 45%
Officer/Executive/Sectio
6 70% 30% 70% 30%
n Head
Supervisor/ Segment
7 90% 10% 90% 10%
Head
8 Worker 100% 0% 100% 0%

Special Notes:
The above Daily Work Distribution in terms of its ``Work Station’’ is a Guideline but not fixed
which may vary for special Assignment like.
(a)For clerical/Data Entry6 type jobs someone has to w
(b)ork usually 100% at the Desk but in modern concept at least 10% time for Field Work is
Necessary.
(c)
(d)For Marketing/ Survey type jobs someone has to work usually 100% at the Field but in
modern concept at least 10% time for Desk Work in Necessary.

35.
Management Improvement Target for the Year 2017:

239) Contributory Management Span:

Since its inception Oeko-Tex Groups`s Policy was to share everything with all the members of the
group. We are doing it for the last 14 years. You all have cooperated in doing those and we got
better results due to those and will keep on getting it. But now we have to change it due to work
load and Business Expansion. Now only the Departmental Heads will be asked to put forward their
comments, upon doing group discussion with their Team. We need you cooperation in our
contributory management as you have done previously.

240) Bed Intention (ill Motives) :

To have sustainable, modern, congenial atmosphere we need to cooperate each other to build a
strong Team Spirit. If this happens, the total success must become a complete success to the whole
Group. Therefore you are asked not to do the following:

241) “Negative Attitudes” towards anything and “Back Biting”.

242) Dishonesty and “Questionable integrity”.
243) Non co-operation by creating Groups and sub-Groups among a Team.
244) Hiding tendency in providing actual Data to the Management.
245) Company secrecy Leak out and Negative criticism.

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246) Favourition to individual or Teams or suppliers for personal liking and interest.

247) Delay in Providing Report :

Reports and returns are the key stones of any business. Considering that, OTG has also initiated
many reports and returns for the sustainability of the business. Many of the members understood
those but a few did not get involved in it. It is a must to submit the report on time and Management
will not pursue for the said report again. Rather anyone found more proactive, self-motivated and
potential than the supervisor will be given the chance to uplift them. In any regular day to day jobs
will not overrule the importance of the Management Report delivery time. But if anyone is asked
for two or more reports by the Management due on the same data and time, then the person
concern have the scope to ask in written and in person to the authority concern within 24 hours of
receiving the office order (written or verbal) and get it solved to have a revised data.

36. Segregation of Focus Style of Issue for Prioritized control:

All concerned officials including Merchandising Team Leaders (TLs) and high officials will give
highest importance to the mentioned Focus (Priority) Styles or Issues and keep themselves in-
depth involved from A to Z very closely:
248) For all new Buyer Style/ Issue (Either Basic or Critical) Fro First one year.
249) For all new Style of Issue (Either Basic of Critical of Uncommon for Existing Buyer, Our
offer style).
250) Previous Problem facing Style of Issue (Either Basic or Critical of Uncommon).
This will take immediate effect with o note that concerned departmental heads have to involve the
Managing Director in case of above mentioned Focus Styles/Issue from the very beginning.

37. Work Circuit:

To do any job as per the standard operating Procedure (SOP), all have to follow the work circuit.

Setting
Setting Target:
Target:
Assess
Assess the
the management
management requirement
requirement (mission
(mission and
and
vision).
vision).
Assess the local and global financial situation.
Assess the local and global financial situation.
Business
Business Growth
Growth Rate
Rate philosophy.
philosophy.
Competitiveness
Competitiveness by by doing
doing the
the SWOT
SWOT (Strength,
(Strength,
weakness,
weakness, Opportunity and
Opportunity and Threat)
Threat) analysis.
analysis.

Further
Further Improvement:
Improvement:
Data analysis WORK
Proper Planning:
Technical
Technical advancement.
advancement. CIRCUIT Proper
Proper Work
Work study
study and
and time
time
Research and Development. study.
Present
Present and
and Upcoming
Upcoming Market
Market Meticulous
Meticulous calculation
calculation about
about
Trend plant capacity.
Proper
Proper calculation
calculation of
of Efficiency
Efficiency
and productivity.
Supply
Supply Chain
Chain Management
Management
(SCM) and Situation.

Proper
Proper Execution:
Execution:
Working Manual.
Training
Training &
& Motivation
Motivation
Following up and Coordination meeting.
Report
Report keeping
keeping (Register
(Register entry
entry and
and
Page 137 of 145
Computer entry)
Report/
Report/ MIS
MIS Based
Based on
on kay
kay performance
performance Indicators
Indicators (KPls)
(KPls)
 Social & Technical Compliance:
38.

38.1) evqvi KZ…©K Audit:

wewfbœ evqv‡ii g‡bvbxZ cÖwZwbwa ev 3rd party Øviv d¨v±ix Audit Kiv‡bv nq| Drcvw`Z cY¨ I
KviLvbvi mvwe©K Kg©-cwi‡ek m¤ú©wKZ Buyer Gi Requirement c~iY Kiv †Kv¤úvwbi Ab¨Zg
jÿ¨| ZvB Buyer KZ…©K cÖvß Audit Findings ¸‡jv AZ¨šÍ ¸iæ‡Z mwnZ wb¤œwjwLZ Guide Line
Abyhvqx mgvavb Ki‡Z n‡e t
251) cÖvß Findings ¸‡jv `ªæZ mgvavb Kiv I †Kvb Findings mgvavb Ki‡Z mgm¨v cwijwÿZ n‡j
Da©Zb KZ…©c‡ÿi civgg© MÖnb Ki‡Z n‡e|
252) mswkøó wefvM/‡mKkb cÖavbMY Amgvß Findings ¸‡jv cÖwZ kwbev‡ii Weekly Meeting
G Dc¯’vcb Ki‡Z n‡e|
253) Kgcøv‡qÝ wUg KZ©K cÖwZw`b Findings ¸‡jv wbqwgZ Follow-up Ki‡Z n‡e|

38.2) evqvi‡`i code of Conduct and Health & Safety requirement:

†Kv¤úvwbi Pjgvb e¨emvq bZzb Buyer Develop Kiv †Kv¤úvwbi mswkøó cwjwmi Ask| †m j‡ÿ¨
bZzb evqvi S.Oliver Gi mv‡_ e¨emvwqK m¤úK© Dbœq‡bi j‡ÿ¨ wb¤œwjwLZ kZ© mg~n †g‡b
KvR m¤úbœ Ki‡Z n‡et
254) L/C cannot be negotiated without original inspection certificate.
255) In case of short shipment of more than minus.

38.3) Operational Maintenance I Compliance, Issue Monitoring:

d¨v±ix Af¨šÍ‡ii Safety Security,Compliance,Technical Compliance mn †Kv¤úbxi cÖPwjZ SOP
¸wj AviI ¯^”Q I my›`ifv‡e cwiPvjbv Kivi Rb¨ e¨e¯’vcbv KZ…©c‡ÿi wm×všÍ Abyhvqx ¯^ ¯^
†mKkb/wefv‡Mi Compliance, Technical Compliance, House Keeping, Maintenance Ges Record
Keeping Gi KvR ¸wj ¯^ ¯^ wefvM/‡mKk‡bi Compliance CommitteeÕi †bZ…©‡Z¡ Follow-up
Ges Monitoring Ki‡eb| cÖwZw`b FactoryÕi Internal Audit Team KZ…©K Audit Kivi mgq †Kvb
ai‡bi AmvgRm¨Zv/ AmsMwZ cvIqv †M‡j Zvi mKj ai‡bi `vqfvi mswkøó wefvM/‡mKkb
cÖavb‡K enb Ki‡Z n‡e| †mB †cÖwÿ‡Z Safety Issue ¸wj‡K 6 wU fv‡M fvM Kiv nq| hv wb¤œiæc
: 1) Fire 2) Electrical 3) Building 4) Health & Safety 5) Occupational Health & Safety (OHS) 6)
Environmental Health & Safety (EHS). D³ Safety Issue ¸wj Properly Maintain Kivi Rb¨ 4 wU
Stage G Follow-up & Monitoring Kivi Rb¨ Team MVb Kiv n‡q‡Q| wb‡¤œ mswkøó Team Gi
Kv‡Ri eb©bv †`Iqv nj:

256) 1st Stage Follow-up & Monitoring t mswkøó wefvM/‡mKk‡b Kg©iZ Office/Staff Mb ¯^-
¯^ `vwqZ¡iZ GjvKvq Compliance,Technical Issue Company’s SOP mn mKj ai‡bi safety
Related welq¸wj mve©ÿwbK Follow-up & Monitoring K‡i Ensure Ki‡eb|
257) 2nd Stage Follow-up & Monitoring t cÖmvkb, gvbe m¤ú`, wmGm, wmG, dvqvi I
†mdBwU, wmwKDwiwU wefv‡Mi cÖavb mn-e¨e¯’vcK mg c`gh¨v©`v m¤úbœ
Kg©KZ©vMb 1g av‡ci Kibxq KvR mgy` wbqwgZ Z`viKx Ki‡eb Ges cÖwZw`‡bi
Awbgq¸wji mgvav‡bi e¨e¯’v wb‡eb| hw` †Kvb ai‡bi mgm¨v nq Zvn‡j 1st Stage Gi

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 Kg©KZ©v‡`i Revew`wnZv g‡a¨ G‡b Zv Ensure Ki‡eb|
258) 3rd Stage Follow-up & Monitoring t
259) cÖwZw`b Compliance wU‡gi Gi m`m¨Mb mKj Zone Gi cwi®‹vi-cwi”QbœZv mn
Compliance, Operational Procedure Ges Technical Compliance Issue ¸wj mwVKfv‡e wbwðZ
Kiv n‡”Q wKbv †m welq Audit Ki‡eb|
260) Factory`I Af¨šÍ‡ii mKj ai‡bi Safety ¸wj Equipment ¸wj h_vh_ fv‡e Follow-up &
Monitoring Kiv n‡”Q wKbv K‡i cÖ‡qvRbxq e¨e¯’v wb‡eb|
261) Compliance wU‡gi m`m¨Mb Audit Kivi mgq hw` †Kvb Awbqg †`L‡Z cvb Zvn‡j Zvi Rb¨
2nd Stage Gi Kg©KZ©vMb‡K Revw`wn Ki‡Z n‡e|

262) 4th Stage Follow-up & Monitoring t ‡Kv¤úvbxi Top Management Gi Kg©KZ©vMb (DGM
n‡Z CEO ch©šÍ) d¨v±ix Af¨šÍ‡I mg¯Í Campus Gi 3wU Zone Gi Compliance,Technical
Compliance, Maintenance, Storing Production, Record Keeping Ges Company`s SOP
†gvZv‡eK mKj Kvh©µg cwiPvwjZ n‡”Q wKbv Zv Follow-up Ges Monitoring Ki‡eb| D³
KvR ¸wj Kivi mgq hw` †Kvb ai‡bi AmvgRm¨Zv/AmswMZ cvIqv hvq Zvn‡j 1st , 2nd, 3rd Stage
Gi `vwqZ¡cÖvß Kg©KZ©v‡`i‡K Revew`wnZvi AvIZvq G‡b Zv Ensure Kiv e¨e¯’v Ki‡eb|
cÖwZ 2 w`b AšÍi AšÍi 1wU K‡i Zone Monitoring Ki‡eb| A_v©r cÖwZ mßv‡n 3wU Zone
Monitoring K‡i †kl Ki‡eb|
263) Zone wise Compliance Team : 1st stage Gi KvR ¸wj mwVKfv‡e m¤úbœ nIqvi Rb¨ Zone
wise wb¤œ ewY©Z Compliance Team MVb Kiv nj| cÖwZwU Gi ‰Rô
Kg©KZ©v/Kg©PvixMb Zv‡`i ¯^-¯^ wefvM/‡mKk‡bi Compliance,Technical Issue,
Company`s SOP mn mKj ai‡bi Safety Related hveZxq welq¸wj ¯^”Q I my›`ifv‡e cwiPvj‡bi
Rb¨ wb¤œwjwLZ m`¨m¨Mb KvR Ki‡eb| hv wb¤œiæc t

38.4) Guide Line For Sub-Contract Factory Selection:

A‡Kv-‡U· MÖæc Gi mswkøó mKj wefvMxq cÖavb‡`i AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h, A‡bK
mgq Buyer Gi Pvwn`vi Kvi‡b wewfbœ †Kv¤úvbx/d¨v±ix‡Z Sub-contract Gi gva¨‡g KvR Kiv‡bv
n‡q _v‡K| wb¤œewY©Z Guide line Abymib K‡i Sub-contract -Gi KvR Kiv‡bvi Rb¨ mswkøó
mKj‡K wb‡`©k †`Iqv nj| hv wb¤œiæc:

1) Supply chain ZvwjKvfz³ †Kv¤úvbx/d¨v±ix †ÿ‡Î Kibxq Guide line mg~n:

264) Buyer Nominated Supply Chain ZvwjKvfz³ †Kv¤úbx n‡Z Sub-contact Kiv‡Z n‡e|
265) ‡h‡Kvb †Kv¤úvbx‡Z/d¨v±ix‡Z Sub-contact Kiv‡Z n‡j mswkøó wefvMxq cÖavb‡K
A‡Kv-‡U· MÖæ‡ci Compliance & Technical Team †K AewnZ Ki‡Z n‡e|
266) Compliance Team Supply Chain Gi ZvwjKvfz³ †Kv¤úvbx/d¨v±ix Audit Ki‡eb| D³ Team
Audit Gi mgq ZvwjKvfz³ †Kv¤úvbx/d¨v±ix‡Z Buyer/Auko-Tex Group Gi COC (Code of
Conduct) Abymib Ki‡Q wKbv, Social Compliance, Health & Safety mwVKfv‡e Abymib
Ki‡Q wKbv †mB mKj wel‡qi Audit Report cÖ¯‘Z Ki‡eb|
267) Compliance Team Supply Chain ZvwjKvfz³ †Kv¤úvbx/d¨v±ix cÖ¯‘ZK…Z Audit Report
gvbbxq e¨e¯’vcbv cwiPvjK g‡nv`‡qi wbKU `vwLj Ki‡eb|
268) Audit Report Gi wfwˇZ Supply Chain ZvwjKvfz³ †Kv¤úvbx/d¨v±ix‡Z Sub-contact
Kiv‡bv hv‡e wKbv †m wel‡q wm×všÍ MÖnb Kiv n‡e|
269) Selected †Kv¤úvbx/d¨v±ix‡Z Sub-contact †`Iqvi c~‡e© mswkøó †Kv¤úvbx/d¨v±ixi mv‡_
Terms & Conditions cÖ¯‘Z Ki‡Z n‡e| Terms & Conditions Gi
wfwˇZ ‡mB †Kv¤úvbx/d¨v±ix‡Z Kvh©v‡`k w`‡Z n‡e|
270) Sub-contact Gi Kvh©v‡`k †`Iqvi c~‡e© Aek¨B A‡Kv-‡U· MÖæc Gi Technical Team
KZ…©K D³ †Kv¤úvbx/d¨v±ix cwi`k©b K‡i mswkøó Kv‡Ri Rb¨ D³
†Kv¤úvbx/d¨v±ix Dchy³ wKbv Zv hvPvB Ki‡eb|

Page 139 of 145

271) Sub-contact G KvR Kivi mgq mswkøó †Kv¤úvbx/d¨v±ix‡Z 4 gvm AšÍi AšÍi Periodically
Audit Ki‡Z n‡e Ges †Kvb Compliance Issue Development
Kivi cÖ‡qvRb n‡j Zvi w`K wb‡`©kbv w`‡Z n‡e|

2) Supply Chain ZvwjKv ewnf~©Z †Kv¤úvbx/ d¨v±ix †ÿ‡Î Kibxq mg~n t

Supply Chain Gi ZvwjKv ewn©f~Z †Kv¤úvbx/d¨v±ix‡Z I Sub-contact Kiv‡bv hv‡e bv, hw` bv
Dchy³Zv mv‡c‡ÿ Supply Chain Gi ZvwjKv ewn©f~Z †Kv¤úvbx/d¨v±ix Select K‡i A‡Kv-‡U·
MÖæ‡ci Compliance Team KZ…©K D³ †Kv¤úvbx/d¨v±ix‡Z Audit Pass Kiv‡Z n‡e| Selected
†Kv¤úvbx/d¨v±ixi Audit Report mswkøó - Buyer ‡K cÖ`vb K‡i - Buyer Gi gZvg‡Zi wfwˇZ
gvbbxq e¨e¯’vcbv cwiPvjK g‡nv`‡qi Approval wb‡q Sub-contact Gi Terms & Conditions -G
¯^vÿi Kiv‡Z n‡e|

3) Compliance Team Audit Kivi mgq †h mKj welq ¸wji Dci †ewk Focus Ki‡eb Zv nj:
a) Compliance with Laws and Workplace Regulations.b)Prohibition of Force Labor.
c) Prohibition of Child Labor. d)Prohibition of Harassment or Abuse.
e) Compensation and Benefits. f) Hours of Work.
g) Prohibition of Discrimination. h)Health & Safety.
i)Freedom of Association & Collective Bargaining. j)Environment.
k)Customs Compliance. l)Drug Interdiction.

4) Technical Team Audit Kivi mgq †h mKj welq ¸wji Dci †ewk Focus Ki‡eb Zv nj:
a) Machine Maintenance Procedure. b) Quality Control Procedure.
c) Record Keeping Procedure. d) Reporting Procedure.
e) Trouble Shooting Procedure. f) Manpower Skill Matrix.
g) SOP (Like Planning, PP Meeting, Trial Production etc).

38.5) Sub-Contact Factory-†Z KvR †`Iqvi c~‡e© Compliance Team Øviv Audit c~e©K
e¨e¯’vcbv cwiPvjK g‡nv`‡qi Aby‡gv`b wb‡q KvR Kiv‡bv cÖm‡½ :
Avcbv‡`i m`q AeMwZi Rb¨ Rvbv‡bv hv‡”Q †h, gvbbxq e¨e¯’vcbv cwiPvjK g‡nv`‡qi wm×všÍ
Abyhvqx †Kvb Sub-Contact Factory-†Z KvR Kiv‡bvi cÖ‡qvRb n‡j Avgv‡`i FactoryÕi
Compliance Team-†K Rvbv‡Z n‡e| Compliance Team Buyer Nominated Sub-Contact Factory
¸‡jv‡Z Buyer Gi †`Iqv COC (Code of Conduct) I legal Requirements Gi Dci Audit Kivi ci gvbbxq
e¨e¯’vcbv cwiPvjK g‡nv`‡qi wbKU Audit Report Submit K‡i Zvnvi Aby‡gv`b wb‡Z n‡e| hw`
†Kvb Factory-†Z Buyer Gi COC I Supply Chain †Kvb Awbqg †`Lv hvq Zvn‡j †Kvb Ae¯’v‡ZB
D³ Factory-†Z KvR Kiv‡bv hv‡e bv| wi‡cvUwU Kvjvi †KvW Abyhvqx Ki‡Z n‡e| meyR, njy`
Ges jvj K¨vUvMixi d¨v±ixi n‡e| njy` K¨vUvMixi d¨v±ixi n‡j mv‡Rkb w`‡q Zvnv‡`i‡K meyR
DbœwZ Ki‡Z n‡e| jvj K¨vUvMixi d¨v±ixi n‡j KvR Kiv‡bv hv‡e bv| mswkøó mKj‡K Dc‡iv³
wb‡`©kbv †gvZv‡eK KvR Kivi Rb¨ we‡kl fv‡e wb‡`©k cÖ`vb Kiv nj|

39.
CSR Activities:

A‡Kv-‡U· MÖæc Corporate Social Responsibility (CSR) Z_v mvgvwRK I RbKj¨vYg~jK

D‡`¨v‡Mi Ask wn‡m‡e Compliance Gi evwn‡iI wewfbœ ai‡bi Kj¨vYg~jK KvR K‡i _v‡K| †hgbt
kÖwgK‡`i‡K gvwmK †ikb cÖ`vb, cwi‡ek iÿv/cwi‡ek evÜve Kg©m~Px wn‡m‡e e„ÿ †ivcb I
webv g~‡j¨ Mv‡Qi Pviv weZib, kÖwgK-Kg©Pvix I `wi`ª kxZvZ©‡`I gv‡S kxZ e¯¿ weZib,
webvg~‡j¨ wPwKrmv †mev,---- wcjMÖx‡gR myweav mn 38 cÖKv‡iiI †ekx mgvR Kj¨vYg~jK
KvR wbqwgZ K‡I hv‡”Q| wb‡¤œ Zvi K‡qKwU bxwZgvjvmn D‡jøL Kiv n‡jv t

39.1) wkÿvLv‡Z Dce„wË t

‡Kv¤úvwb‡Z Kg©iZ Employee-†`i †Q‡j-‡g‡q‡`i Rb¨ 5g †kÖbx, 8g †kÖbx, GmGmwm I D”P
gva¨wgK cixÿvq DËx©Y‡`i‡K Av‡e`‡bi †cÖwÿ‡Z wb‡¤œv³fv‡e djvd‡ji wfwˇZ GKKvjxb
5000/-UvKv cÖ`vb Kiv nj t kÖwgK I mycvifvBRvi‡`i †Q‡j-‡g‡q‡`i djvdj b~b¨Zg G n‡Z †Mv‡ìb

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G+ ch©šÍ| Kg©KZv©‡`i †Q‡j-‡g‡q‡`i djvdj b~b¨Zg G+ n‡Z G+ ch©šÍ|

39.2) Medical:
Kg©iZ kÖwgK/Kg©Pvix‡`i mve©ÿwYK ¯^v¯’¨ †mev cÖ`v‡bi j‡ÿ¨ e¨e¯’vcbv KZ…©cÿ
e×cwiKi| †m j‡ÿ¨ KviLvbvq wb‡qvwRZ AwfÁ Wv³vi Øviv †gwW‡Kj †m›Uvi AZ¨šÍ my›`i I
g‡bvig cwi‡e‡k cwiPvwjZ n‡”Q, ‡hLv‡b wewfbœ cÖKv‡ii †gwWwmb webvg~‡j¨ mievivn Kivi
cvcvwk AZ¨vaywbK h‡š¿i mvnv‡h¨ `ÿ †jvK Øviv wewfbœ ai‡bi †U÷ Kiv n‡q _v‡K| hv w`ev-
ivÎx 24 N›Uv ch©vqµ‡g wZb Rb GgweweGm, `yBRb †UKwbwkqvb, `yBRb c¨viv‡gwWK I 2 Rb
bv‡m©i mgš^‡q cwiPvwjZ n‡q _v‡K|

39.3) Child Care:

Kg©iZ gwnjv kÖwgKiv hv‡Z Zv‡`i †QvU ev”Pv‡K wbivc` RvqMvq †i‡L wb‡ð‡šÍ I
g‡bvwb‡e‡k KvR Ki‡Z cv‡i †m j‡ÿ¨ GKwU my›`i I gvb m¤§Z wkï K‡ÿi e¨e¯’ i‡q‡Q| †hLv‡b `ÿ
cwiPh©©vKvix‡`i Øviv ev”Pv‡`i cwiPh©v Kiv nq| cvkvcvwk wkï‡`i cÖv_wgK †jLvcov
wkLv‡bv I we‡bv`‡bi Rb¨ wewfbœ ai‡bi †Ljbv i‡q‡Q| GQvovI †QvU ev”Pv‡`i ey‡Ki `ya cvb
Kiv‡bvi Avjv`v Kÿ i‡q‡Q|

39.4) gwnjv Employee †`i gvZ…Z¡Kvjxb myweav t

Gwnjv †`i Mf©eZx Ae¯’vq I Mf©Kvjxb mg‡q †`‡ki cÖPwjZ kÖg AvBb Abyhvqx gvZ…
Z¡Kvjxb myweav cÖ`vb Kiv nq| GQvovI Mf©ewZ gwnjv‡`i we‡kl K‡i bZzb gv †`i wbqwgZ fv‡e
¯^v¯’¨ ch©‡eÿY I cywóMZ Lvevi (wWg,`~a, Kjv, Av‡cj) cwi‡ekb Kiv n‡q _v‡K|

39.5) †ikwbs (Rationing) t

‡h mKj kÖwgK, Kg©Pvixi gvwmK nvwRiv‡Z †Kvb ai‡biLate, Absent, Lunch Out bv _v‡K
Zv‡`i mKj‡K e¨e¯’vcbv KZ…©c‡ÿi wb‡`©kbv Abyhvqx cÖwZgv‡m †ikwbs myweav cÖ`vb Kiv
nq| †ikb wnmv‡e cÖwZgv‡m 5 †KwR Pvj I 2 wU mvevb (1wU Mv‡qi mvevb I 1wU Kvco
KvuPv mvevb)|
39.6) C‡`i ï‡f”Qv Dcnvi t
C` gv‡b cwievi-cwiRb wb‡q GKmv‡_ Avb›` fvMvfvwM K‡i Dc‡fvM Kiv| ZvB C‡`i Avb›`‡K
Abvwej I Av‡iv Dc‡fvM¨ Kivi j‡ÿ¨ d¨v±ixi e¨e¯’vcbv KZ…©K Kg©iZ mKj kÖwgK,
Kg©KZ©v-Kg©Pvix‡`I gv‡S `yB C‡` wb‡¤œv³ DcKib mg~n ï‡f”Qv Dcnvi wn‡m‡e cÖ`vb Kiv
nq-

272) C`yj wdZi t K) cyiæl‡`i Rb¨ jy½x I cvÄvex, L) gwnjv‡`i Rb¨ kvox I w_ª-wcQ BZ¨vw`|
273) C`yj Avhnv t K) †cvjvIÕi PvDj = 1Õ †KwR, L) wPwb = 1Õ †KwR M) ¸ov `ya=
1Õc¨v‡KU, N) †mgvB = 1Õc¨v‡KU O) †dqvi GÛ jvfjx µxg =1ÕwU P) ‰Zj †ejxdzj) =
1ÕwU BZ¨vw`|

39.7) K¨vw›Ub (Canteen) t

kÖwgK, Kg©PvixMY hv‡Z b¨vh¨ g~‡j¨ ¯^v¯’¨ m¤§Z Lvevi µq K‡i Zv‡`i cywó RwbZ Afve
c~i‡b mÿg nq †mB j‡ÿ¨ d¨v±ix‡Z K¨vw›Ub myweavmn wbZ¨ cÖ‡qvRbxq `ªe¨-mvgMÖxi e¨e¯’v
K‡i‡Q| K¨vw›U‡b `ªe¨-mvgMÖx ivLvi wbqg wb¤œiƒct wbZ¨ cÖ‡qvRbxq `ªe¨ ‡i‡L b¨vh¨ g~‡j¨
weµq Kivi Rb¨ mKj wefvMxq cÖ`vb‡`i wbKU †_‡K ZvwjKv MÖnb K‡i cÖkvmb wefv‡M Rgv
w`‡Z n‡e|

39.8 Wi‡gUixt
Kg©iZ Kg©KZv©-Kg©Pvix‡`i Rb¨ webv g~‡j¨ Wi‡gUixi e¨e¯’v i‡q‡Q| wb‡¤œv³ wbq‡g
Wi‡gUix‡Z mxU eivÏ †`Iqv nq| †hgbt Wi‡gUix‡Z Kg©KZv-©Kg©PvixMb Av‡e`‡bi Av‡jv‡K
hvPvB-evQvB‡qi †cÖwÿ‡Z mxU eiv× †`qv n‡e| †KejgvÎ BDwUwjwU wej cwi‡kva K‡iB G
myweav †fvM Kiv hv‡e|

39.9) Sanitary Napkin:

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Kg©iZ gwnjv kÖwgK/Kg©Pvix‡`i ¯^v¯’¨MZ cwi”QbœZv wbwðZ K‡í Zv‡`i gv‡S wb‡¤œv³
c×wZ‡Z m¤ú~Y© webvg~‡j¨ Sanitary Napkin weZib Kiv nqt cÖ‡Z¨K Kgx©‡K cÖwZgv‡m 1
c¨v‡KU K‡i Sanitary Napkin webvg~‡j¨ nq Ges KviI AwZwi³ cÖ‡qvRb n‡j AviI 1 c¨v‡KU
Sanitary Napkin ‡Kv¤úvbxi µqK…Z g~‡j¨ bM` UKvi wewbg‡q cÖ`vb Kiv nq| GKRb Kgx©
gv‡m †gvU 2 c¨v‡K‡Ui †ekx MÖnY Ki‡Z cvi‡eb bv|

39.10) Yearly Health Check up:

d¨v±ix‡Z Kg©iZ mKj Kg©KZ©v-Kg©Pvix‡`i †Kv¤úvbxi wbR¯^ †gwW‡Kj ‡m›Uvi QvovI
†`‡ki cÖwm× Ges bvgKiv nvmcvZvj †_‡K †Kv¤úvbxi wbR¯^ Li‡P eQ‡i 1 evi Through Health
Check up Kiv nq| hv‡Z †ivM wbY©‡qi gva¨‡g †Kvb RwUjZv _vK‡j mn‡R wPwKrmv K‡i
my¯’¨ I Kg©ÿg _vKv hvq|

39.11) Employee -†`i m‡PZbvZv g~jK I wkÿvg~jK Program:

Employee †`i‡K Avgv‡`i †Kv¤úvbxi me‡P‡q eo m¤ú` wn‡m‡e g‡b K‡i _vwK| †m‡ÿ‡Î Zv‡`i‡K
m‡PZb Ki‡Z GgbwK Zv‡`i‡K cwievi cwiRb‡K m‡PZb Ki‡Z wewfbœ wel‡q Ávb cÖ`vb Kiv n‡q
_v‡K| Avgv‡`i †Kv¤úvbx‡Z hviv wb‡qvwRZ i‡q‡Q Zv‡`i g‡a¨ gwnjv‡`i Rb¨ HR Project Ges
cyiæl‡`i Rb¨ HIS Project cÖ‡R± Pvjy i‡q‡Q|

39.12) Health Insurance:

wba©vwiZ Health Insurance QvovI kÖwgK, Kg©KZ©v, Kg©Pvix‡`i Rb¨ K‡qKwU †MÖ‡W
Insurance Coverage Policy i‡q‡Q| ¯^v¯’¨MZ Amyweav n‡j Avw_©K myweav QvovI g„Zy¨ eib
Ki‡j GKKvjxb me©wb¤œ 2.00 jÿ †_‡K m‡e©v”P 10.00 jÿ UvKv ch©šÍ myweav cvIqv hvq|

39.13) Birth Day Wish Kivt

ÓA‡Kv-‡U· MÖæcÓGi mKj kÖwgK, Kg©Pvix I Kg©KZ©vMY‡`i AeMwZi Rb¨ Rvbv‡bv
hv‡”Q †h, A‡Kv-‡U· cwiev‡ii cÿ¨ †_‡K cÖwZw`b Rb¥w`‡bi ZvwjKv Abyhvqx hvnvi †h
Zvwi‡L Rb¥w`b Zvnv‡K H Zvwi‡L Rb¥w`‡bi Wish Kiv nq| GBP Avi wefv‡Mi Kg©KZ©vMb
cÖwZw`b Rb¥w`‡bi ZvwjKv cÖ¯‘Z K‡i Zv‡`i‡K Wish Ki‡eb Ges ‡Kv¤úvbxi cÿ n‡Z 01 wU K‡i
“Birth Day Gift” cÖ`vb Kiv nq|

39.14) kxZe¯¿ (Blanket)t

d¨v±ix‡Z Kg©iZ kÖwgK, Kg©Pvix I Kg©KZ©v‡`i Category Wise cÖwZeQi kx‡Zi mgq kxZ
e¯¿ (Blanket) cÖ`vb Kiv nq|
39.15) Fare Well ‡`Iqvt

39.16) Service Leanth 5/10 eQi n‡j Wish Kivt

Page 142 of 146

 12. Emergency Telephone Number For Pocurement:
SL
Name Designation Cell No.
no.
01712-025731. 01955-
1 Mr. Ashim kumar Ghosh DGM (A & F)
550110
01955-550092 01817-
2 Md. Abu Hasan Asst. Manager (CC)
074614
01955-550109
3 Md. Shahabuddin Sr. Executive (CC)
01813-351577
01955-550092
4 Md. Rezaul Karim Executive (Purchase)
01732-173331
01955-550094
5 Md. Mizanur Rahman Executive (Purchase)
01199-345320
01955-550093 01721-
6 Mr. Tusher Kanti som Executive (Purchase)
156546
7 United Hospital 10666
8 Fire Service Emmergency Dept. 02-9555555
Emmergency Dept. 02-9663429,
9 Dhaka Medical College
02-8616744
02-8916277,
10 Cantonment Police Station
02-8913077
11 Bonani Police Station 02-600458
01716-845158
12 Ashulia Police Station
01713-920581
13 Chokroborti Police Station 01713-049819
14 Auko-Tex Security (Factory) 01955-550041
15 (General Store) Store Officer 01955-550138
16 (Accessories Store) Sr. Store Officer 01955-550132
17 (Dyes & Chemical Store) Store Incharge 01955-550135
18 (Printing Chemical Store) Store Officer 01955-550278
19 (Yarn Store) Store Incharge 01955-550131
20 (Finish Fabric Store) Asst. Store Incharge 01955-550133
21 (Printing & Embroidery Store) Store Keeper 01955-550139
22 (Accessories Store) Store keeper 01955-550134
23 (Knitting Section) Officer Production 01955-550237
24 Mr. Shamim Hayder Asst. Manager (Audit) 01955-550115
Admin & Aps to MD) 01955-550034
25 Mr. Abul Basher
26 Mr. Abdullah Al Mamun Engineer 01955-550299
27 Mr. Farhabi Medical Officer 01955-550078
28 Head Office Front Desk 02-8413599
29 Head Office Security 01955-550195
30 Fire & Safety (Factory) 01955-550044

A‡Kv-‡U· MÖæ‡ci me©v½xb g½j Kvgbvq

(‡gvt mvnveDwÏb) (†gvt Avey nvmvb)

wmwbqi Gw·wKDwUf (wmwm) mnKvix e¨e¯’vcK (wmwm)

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A‡Kv-‡U· MÖæc A‡Kv-‡U· MÖæc

Page 144 of 146

Page 145 of 146