RE-STARTING OPERATIONS – A CHECK - LIST

Now that the lifting of the lock down, in phases, is on the horizon, we have

compiled a  List of Points to be taken care of while re-starting Operations.

We are happy to share the same with you for your use.  We hope you will 

find it helpful.

As you will see, it is built around the following Pillars

1) Workplace  Safety

2) Workplace Hygiene

3) Operations and Quality Integrity

4) Planning for the above

While the thrust is on Factory Operations,  a number of points apply to office areas, too, and additional points can be taken up, as applicable in the office environment.

We wish you a smooth and safe resumption of your operations.

hemendra k. varma

April 9, 2020

mumbai 

Sl No	Proposed Action	Remarks
1	Open all doors, windows, shutters and gates and let fresh air blow for at least 10 to 15 minutes ( to avoid fire, due accumulation of flammable gases, stench, etc.)
2	Do NOT put on lights or switch ON any electrical equipment till you have done above exercise as a stray spark may cause a fire if there is any accumulation of flammable gas.
3	Clear all gangways and passageways so that in case of any accident or untoward occurrence, people can safely run out
4	Check that all warning Sirens at your establishment are working.
5	Check all EARTHING  before starting machinery to avoid any electrical mishap.
6	Drain out your water tank so that you do not inadvertently drink or use the water that is lying stagnant for past 3 or 4 weeks.
7	Check every
	a)   Light
	b)  Water tap
	c)   PC
	d)  Flush
	e)  Kitchen/Canteen Gas Stove
	f)   Alarm Bell
	g)   Water Flow availability in Fire Hydrant
8	If you have material storage and scrap storage in Open yards and in fields, check thoroughly for rodents, lizards and  even snakes which due to inactivity for over 3 weeks would have found these places a safe haven.
9	Clean out all slippery areas.
10	Thoroughly clean  toilets ;  disinfect and,  where necessary,  change Toilet Pots,  Basins, Mugs  if they are inordinately dirty (which,  sadly,  is the norm in Indian industries)
11	Thoroughly clean  Canteen especially all utensils, water-coolers (esp. the storage water – tank), water-filters (replace Water Filter Candle if last replacement was more than 6 months back), drains, inside and outside the canteen. Disinfect all canteen areas – cooking, serving, eating and  ALL  Drains.
12	Plan out replacement of  utensils and meal-serving  Thaalis/Plates/bowls/glasses  with those made of Stainless Steel (which are easy to wash, particularly in hot water) ; if cost is high,  do it in phases,  but do you must.
13	Thoroughly clean  your Security Guards’ Cabin, Reception and Visitor’s area and properly disinfect them.
14	Thoroughly clean  Medical Block / Patient Examination Room and Patient Waiting Area and properly disinfect them.
15	Repair damaged Floors, to avoid accidents during re-start when everyone’s attention will be on restarting at the earliest and SAFETY aspects will tend to take a back seat.
16	Grease / Lubricate  every machinery before running putting it – Do not run all machines at once – build up electrical load gradually to avoid fuse blow-out.
17	Give a thorough air-wash to all electronic instruments / equipment and then wipe-clean the same before switching them on or starting their use.
18	Carry out a COT (Crane Operations Testing)  for all EOT Cranes and lubricate/grease all moving parts before starting their use. Similarly check  if Load test is due on any Hook or Chain and carry out the same, now,  if it is due within  2 months’ time.
19	Empty out and thoroughly clean all reaction vessels, pots, tanks that require such cleaning before re-use after such a long work stoppage.	Mostly applicable for Process Industries
20	Flush out and ensure uninterrupted flow in material input and output pipelines.	As above
21	Check all material storage tanks for material quality and integrity as this long storage might have spoilt some of these materials.	As above
22	Check that all valves are opening and closing easily and smoothly as some may have got jammed to long non-use.	As above
23	Check generator functioning.
24	Grease/Lubricate all Windows, Doors, Shutters.
25	Segregate out all rejected/defective material from good material so that your first despatches do not, inadvertently carry any defectives.
26	Clean all drains, thoroughly, as monsoon as fast approaching and having in-house flooding will only be a disaster.
27	Spray water over your roof to check /pin-point leaking areas and repair same before monsoon.
28	Discard all shelf life Items that are no longer useable like Paint that might have gelled, Rubber parts (belts, O rings etc.)and gaskets that might have hardened, medicines in First Aid Box etc. so that once you start work you are no longer held up because stock of these items, drawn from Stores, is NOT useable.
29	Sell of all scrap currently in the factory, before starting operations, so that you have a clean and much safer area to work in.
30	Remove cob webs.
31	Get your company vehicles thoroughly cleaned, disinfected and serviced. Change the Engine Oil and coolant.
32	One of your first acts should be to make payments for all Individual Bills, currently pending with you, that are below Rs. 25,000/-. Only this can energize your small suppliers/vendors and make it possible for them to resume their supplies to you. Don’t worry or delay because all documentation is not proper or inspection memos are not available. Make the payment immediately and then based on final documentation, adjust payment, if required, from future bills. However, this initial infusion of cash to your smaller suppliers at this stage is vital to get them started.
33	Do not call ALL your staff/workmen on first day of operations. Perhaps the first 4 days after opening should be devoted to only the above tasks and only staff/workmen required for the above operations should be called. Thereafter, you can start your operations calling in the rest of the employees in 2 or 3 phases depending on your operating strength and operating needs.	If all staff are called on Day 1 it will present a huge logistical problem in terms of drinking water, tea, toilet availability, clean sitting place etc.
34	Detailed Planning for all the above (who and  who all  will  do what, in what sequence etc. can be DONE now by remote working through teleconferencing, video conferencing and e-mail ; this is how the current Lockdown time can be utilized productively.

While the above is being done,  it is very important,  parallely,  to work on a series of communication messages to be conveyed to

      Employees (each and every employee,  from the top to the lowest level,) 

      Vendors

      Customers

to inform and update them about the reality of the company.

Inform Employees about

a)   your company’s  current position - (both operationally & financially and the foreseen prospects in the next 6 months)

b)   current cash position 

c)   current order book 

d)   current state of Plant & Equipment and the time and money it will take to get back to full, normal working at the  pre – Corona Lockdown level 

e)   losses already incurred because of the lock down 

f)    what is expected from the employees in terms of work commitment, extra hours working

g)   difficulties that will persist for a few months like non – availability of canteen food, non – availability of transport facilities, etc. 

h)   employee facilities withdrawal / salary cut  that may have to be temporarily taken to be able to put the company back on sound financial footing

i)    in tandem with para (h), above,  what support, if any,  the company will extend on crucial matters like some immediate requirements of employees  e.g. payment of Annual School Fees,  any cash requirements for domestic emergencies some employees may be passing through etc.

Of course,  in most of the organised sector,  organisations have been instructed NOT to deduct wages for the lockdown period, nor sack any employees.   In all probability, organisations are most likely to have followed these instructions.  If so,  then cash availability may not be an immediate problem for organised sector employees,  though it will certainly be an issue for large parts of the MSME sector.

The above communication can, perhaps,  be fashioned and delivered about 10 days after physical re-opening by when you have had a chance to make a reasonably accurate assessment of the state you find your company in.

It would be ideal if this communication is made by the CEO / President / MD  to all employees in 2 or 3 batches.  This is a very critical communication that must not leave any scope for misunderstanding or distortion and this can only be ensured if the same person makes the communication to all groups. 

Also,  and this is very important,  if the communication to Junior employees and workmen is made by someone other than the CEO,  they will feel devalued and it is of vital importance that nothing should be done which demoralises or demotivates any employee particularly the front-line employees on whose shoulders, really,  the entire organisation is dependent for its day to day running.

The above communication if transparently  drawn up (without hiding facts or soft-pedalling difficulties) and sincerely delivered,  it will go a long way in securing the confidence and faith of all the employees as the re-opening is but, just an event ; recovery is a long journey which apart from financial and material support will call for tremendous persistence, determination and belief in one’s ability to re-build ourselves and, eventually, excel and surpass what we had achieved in the past.

For this,  Top Management must ensure,  and leave no stone unturned,  to carry all the employees with them with constant and continuing communication about where the organisations is,  what is being done to restore normalcy and how it is succeeding (or failing) in this effort and what, therefore,  needs to be done to get back on track and improve the existing situation.

Coming now to the question of communicating with the Company’s Vendors and Customers,  the following is recommended :

Inform Vendors about

a)   your current position - (both operationally & financially and the foreseen prospects in the next 6 months)

b)   current cash position & current order book 

c)   hence, what is the kind of order level that the vendors can expect and the time it will take to get back to full, normal working at the  pre – Corona Lockdown level

d)   what is the support that you will try to give to the vendors

e)   what is the support you expect from the vendors

f)    what is the safety code adherence you want the vendors to abide by

Inform Customers about

a)   your current position - (both operationally & financially and the foreseen prospects in the next 6 months)

b)   current cash position & current order book

c)   current state of Plant & Equipment and the time and money it will take to get back to full, normal working at the  pre – Corona Lockdown level 

d)   what kind of support you want from your Customers – clearing of Old Bills,  advance for new orders, transportation / delivery support  etc.