Major
Jun 29, 2026 16:01
· 12:42
· English
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Speaker 1 (Major)
The process improvement
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knowledge is needed to be needed to be needed to be needed to
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be needed to be needed to be needed to be needed to be needed to
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be needed to be needed to be needed
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What is the
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measurement metric?
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What is the measurement metric?
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How should he go about
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the thing?
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So I was like,
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you know, swing a car school and I'm cutting the car.
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Quality key cars,
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key process,
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key procedure.
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It's really an incentive policy,
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how it works.
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Swing and work are management,
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management,
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non -management.
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Other people know,
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every whole I and come on TKRs.
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Regarding atel -nets,
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revert and leave,
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regarding workplace behavior,
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among all,
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what he cannot do.
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Quite a meeting for us.
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So what are we going
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to do? What are we going to do?
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What are we going to do?
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What are we going to do? What are we going to do?
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What are we going to do?
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What are we going to do?
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Speaker 1 (Major)
What are we going to do? What are we going to do?
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What are we going to do?
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What are we going to do?
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We didn't have the responsibility of the department.
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We didn't have the responsibility of the department.
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We didn't have the responsibility of the department.
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We didn't have the responsibility of the department.
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We didn't have the responsibility of the department.
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We didn't have the responsibility of the department.
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We didn't have the responsibility of
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the department.
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We didn't
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have the responsibility of the department.
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When I was a manager,
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I had a discussion of the team and the team.
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I had a weakness for the skill and
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weakness.
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The organization has a different
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culture,
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talent assessment,
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how to go down,
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how to give observation,
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how to put somebody on the job.
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We have
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a top five meeting meeting.
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We have to take a step.
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We have to take a step.
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We have to take a step.
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We have to take a step.
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We have to take a step.
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We have to take a step.
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We have to take a step.
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We have to take a step.
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We have to take a step.
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We have to take a step.
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Self -learning,
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self -improvement,
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etc.
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If you have a team,
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you can get a great performance.
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If you have a gap,
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you can also help them make
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their own list of work to be improved.
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So you can do coaching.
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You can do coaching.
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You can do coaching.
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You can do coaching.
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You can do coaching,
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empathic listening.
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How do they look today?
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Are they okay?
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Are they sad?
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Are they angry?
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Give them time,
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sometimes informal time.
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So,
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how to deeply analyze into the theme.
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Go and see for
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yourself.
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Make your hands dirty.
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You need to go yourself.
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You need to check things.
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I mean,
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I need to take a picture of the table in the field.
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In the field,
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we will immediately report.
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We will specifically report what we have to do.
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What is the behavior that we have to do?
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What is the behavior that we have to do?
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What is the behavior that we have to do?
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If there is a certain aspect of the behavior,
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we will not be able to do that.
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daily first-hour production and second-hour worship.
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So,
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holistically,
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these are the things.
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I am a provident fund,
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a provident fund policy.
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Provident fund is a statement that I don't
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want to be able to be able to be able to be able to be able to be able to be able to be able to be able to be
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able to be able to be able to be able to
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be
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able
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We have to talk about human resources.
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We have to talk about the organization and the organization.
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We have to talk about the organization and the organization.
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We have to talk about the
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organization. We have to talk about
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the organization.
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We have to talk about the organization.
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If you listen to me,
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I think it's very important to me.
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I think it's
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very important to me.
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I think it's very important to me.
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I think it's very important
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to me. I think it's very important to me.
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I think it's very important to me.
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I think it's
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very important to me.
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The excuse is the reason for non -performance reason.
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The reason for the DP is the solution.
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It is the philosophy of philosophy.
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It is the culture
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of culture.
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People.
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Your people are the people.
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Your people are the people.
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Your people are the people.
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If you process it,
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it will be easy to process it.
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It will be easy to process it.
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It will be easy to process it.
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Finally,
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there will be a problem.
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The flow must go on.
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He must be able
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to help these people to find out the problem.
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The flow should be running.
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You can do that.
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You can do that.
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What is this level of problem?
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In that department issue,
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we can see.
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Cutting,
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cutting, cutting,
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cutting, cutting, cutting.
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You can do that.
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You can do that.
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You can do that.
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This is clarity on the things.
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So,
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you can include all this.
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I have a handbook for the manager.
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I have a handbook for details.
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I have a subject.
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Hello, I'm a supervisor in
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Pajpur.
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I've been in a multi -year -old.
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When I went to Kajar,
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I've been in the third section.
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I've been in the third section.
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I've been in the third section.
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I've been in the third section.
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I've been in the third section. I've been in the third section.
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I've been in the third section.
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I've been in the third section.
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This is
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your pager.
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Then we had a calendar.
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Every day,
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five minutes,
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or two or five minutes later,
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there was a discussion.
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If you study it,
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then you discuss it.
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It's practical.
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Now see what is happening and what you're supposed
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to do.
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And how you're fixing the problem.
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How you can fix the problem.
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There's a lecture,
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discussion,
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demo.
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I can give a lot
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of demos.
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I can give a lot of demos.
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I can give a lot of
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demos.
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No doubt you won't give them.
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The results of these three were made,
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and they were delivered,
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and they were delivered.
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If you had a metric,
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you would have made a metric.
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Then they would have not given the expectation of the measure.
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We have discussed the details about the JDI and the RNR.
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We have talked about
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the technical knowledge.
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We have done a lot of
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the AGMs and DGMs.
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We have done a lot of the managers.
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We have done a lot
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of the company's managers.
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This will work.
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History of having a lot of the actual one -to -one.
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We are seeing our students as well.
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When you analyze your JD,
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you have to analyze your JD.
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You have to analyze your JD.
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You have to analyze your JD.
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You have to analyze your JD.
11:29
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You have to analyze your JD. You have to analyze your JD.
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You have to analyze your JD.
11:31
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You have to analyze your JD.
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You have to analyze your JD.
11:34
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You have to analyze your JD.
11:35
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You have to analyze your JD.
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You
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have to analyze your JD.
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So now he is going,
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he is analyzing the J .D.
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of the floor built -in tension.
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So now he is going,
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he is analyzing the J .D.
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of the floor built -in tension.
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So now he is going,
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he is
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analyzing the J .D.
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of the floor built -in tension.
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So now he is working on it.
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Maybe he will take three,
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four days.
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So maybe it's a syllabus for maybe three months,
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maybe six months.
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But you go through and go through and work.
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You don't have a priority goal.
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If you have a priority goal,
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you have a list of priorities.
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You don't have a list of your priorities.
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You don't have a list of your priorities.
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