records of swipe card & actual production records do not match (i.e. not complete & not accurate), so that payments / wages cannot be verified OT wages are not paid correctly to all workers, should include all workers, that are not staff as well as piece rate workers
not all workers are paid according to law, e.g. cleaners
deductions (e.g. absence) not made from basic salary (divided by 30 days rather than e.g. 26 days) but from gross salary affecting allowances such as medical, house and rent (Bangladesh)
monetary fines used to discipline workers e.g. for late coming, playing cards, drinking on site
workers are not well aware of earned leave benefit, OT rate etc.
annual leave is not provided to all workers (e.g. piece rate workers are not getting paid leave)
in case of absent deduction from pay, factory divides basic salary by 26 days instead of 30 days
absenteeism includes weekly holiday and factory deducts 1 whole day for ½ day absence
weekly holiday included in sick or casual leave
sick & casual leave are difficult to get by the workers as no proper procedure in place
factory did not allow more than 2 days of casual leave and in cases added earned leave to it
in case of maternity leave, factory does not mention the leave duration date (starting and ending date of leave) in leave application or in leave register.
factory does not give 7 days paid paternity leave for husbands (China)
no compensatory wage paid for piece rate workers for statutory holidays
factory did not provide 12 months of payrolls
factory is not providing contract letters with employment conditions to workers prior to employment incl. working hours
factory does not educate mid level management and workers regarding workers rights/benefits, obligation and security. waste contractors who collect the waste and dispose of it have no licence
factory has not established a social accountability policy and has not communicated the ETI base code to workers and their suppliers waste not sold to a legal authority
Effluent Treatment Plant- Factory has to have a well functioning ETP prior to work with Marks and Spencer . waste not identified, segregated and labelled by type and hazard (e.g. plastics, cotton, electrical wastage, polythene etc.)
All the scales either mechanical or electrical- needs to be calibrated at least once in a year with calibration certificate on it. Regular in house calibration needs to be done for every month. Same applies for all the fire extinguishers. Need to display the calibration checklist.waste not stored in an allocated & appropriate area that avoids fire, spills or infestation
factory does not have a waste inventory and tracking system
no noise level assessment carried out in the factory, no system in place
factory does not have an inventory of & registered air emission sources incl. prevention and protection technical data and information
air emission units not registered and not regularly inspected, relevant documentation not available
factory has not obtained relevant consent orders from the pollution control board to operate (e.g. for air, water etc.)(India)
no EIA conducted and no EIA approval obtained environmental authority (China)
workers, cleaners and wastage loaders are not properly trained on waste handling, wastage identification, labelling and disposal
Following factors should be considered before viscose dyeing
In poor-quality viscose, carbon disulphide (used
to form cellulose xanthate) remain in the fibre and may create strong yellowing
during pre-setting and unlevel-dyeing problems while reactive dyeing. So bleach
the fabric with soda ash and hydrogen peroxide to eliminate carbon disulphide.
If possible use hot brand dyestuff. If hot brand
dyestuff is not available, dose colour at 45 degree Celsius to reduce affinity
of dyestuff.
Use migration method of dyeing.
Use a 1 degree cel per minute gradient for temp
increment when temp rise 45 degree to 90 degree.
There is no WIP room for “ready for compression stage”.
There is no WIP room for “ready for Coating stage”.
There is no Holding room in packing area for batch printed
Label, Shipper, Insert, Shipper label, etc , quantity of which is around sixty to seventy thousand Finished box.
Dispensing booth located.
Weighing material staging room
GF-32 is too small for this floor.
When GF-31 shifted to
No bottle dehumidifying room for PFS
Some Problem
This causes the drum of granules from two granulation suite holding or waiting in corridor.
This causes the drum of Tablets from 4 compression room holding or waiting in corridor.
House kipping of packing hall cannot be maintained, there is a chance of mix-up with one another, and label control was not possible, which is against cGMP.
Far away from RM store causing loss of labor hour & time consuming.
Material will be dispensed during continuation of process or holding inside the processing area.
There is no sugar store.
There is a chance of lump formation or spot in PFS.
Suggestion
GF 79 may be used for this purpose but still too small. GF-58 may be used for this purpose. Defoiler room can be arranged in other floor. GF-29(Un-Weighin may be used for this purpose. Better if it is located in(Sugar store) and make a connecting door in between attached together to minimized this problem. We can use(Bottle Store) for sugar store.
After crushed cardboard for Box Compression Testing Machine , automatic shutdown and return to the initial position;
Automatic one-touch operation, just press the test button can be 1;Can be set value, timing, stacking and other carton-specific test functions; 4 using circular ball screw, make the operation more stable and accurate;
Can store 20 sets of data, automatically calculate the average and maximum value;
With thermal printer, can print test results;
Third-generation upgrade controller, the user can adjust the calibration value;
For comparability reasons make sure to use
the same time-period (e.g. one fiscal year) for all processes. In case you do
not have the information and/or cannot collect it, try to fill out the table
based on estimates. In this case, mention in the comments line that the figures
are estimates.
To benchmark your performance and see your
improvements, use an “energy consumption per unit” ratio. The “unit” should be
the unit of production that is most useful for you. Examples could be “kg or m2
of product” or “1 000 units of product”. (e.g. my company needs X MJ of energy
