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Short Stories of “My Struggle for Excellence”# 03 (Arthveers – Revenue Warriors)

News & Blog

Chapter 3: Vital People – Understand What to expect

Siddarth and his ministers identified Vital people who could rebuild the kingdom’s strength. Not so obvious, but it was easy to locate good young people in the kingdom who were willing to make a difference. Most of them were front-line warriors and started doing an excellent job of nation-building. People called them “Veers (warriors).” There were the following types of Veers:

  1. Arthveer (Revenue Warriors)
  2. Kalveer (Machine Warriors)
  3. Sainyaveer (Skill Warriors)
  4. Sampattiveer (Waste Warriors)
  5. Soochnaveer (Information Warriors)
  6. Tantraveer (System Warriors)
  7. Shatruveer (Market Warriors)

The roles and responsibilities of these Veers are detailed as follows:

Arthveer (Revenue Warriors): The individuals primarily responsible for increasing the utilization of assets were called Arthveers. They helped enhance the capacity of machines and workshops in the kingdom, covering all businesses, be it commercial-like agriculture, silk, woven clothes, spices, dairy, etc., or defense-like chariot making, arms & ammunition, war vehicles, etc. They established

  1. Cycle Time: Each product’s cycle time gives a clear understanding of what each equipment/process can produce and at what rate.
  2. Controls on Output of each machine and plant: They made daily production plans and checked actual outputs against it. Based on deviations replanned to ensure timely supplies to customers as per schedules. They showed extraordinary capabilities to align all resources to produce as per the plan.
  3. Deviation Reporting: Production less than target reported with identified 12 reasons, viz. 
      1. Failures of Machines (breakdowns)
      2. Scheduled Maintenance (Planned Maintenance)
      3. Tool Change Time
      4. Product Change Time
      5. Time wasted in handing over shifts.
      6. Slow production primarily due to people skills
      7. Machine Stoppages for readjusting, inspecting, checking, etc.
      8. Loss in Time as raw materials or child parts are not available.
      9. Production stopped as resources needed for unloading output material were busy downstream.
      10. Production Loss as defective material destroyed.
      11. Production Loss as defective material reworked.
      12. Production loss as Defective material classified (as “Low Price).
  4. Systems to Minimize Reasons for Time Loss – Arthveers’s most significant contribution is setting Norms for the above 12 reasons and leading Improvement Projects to reduce them. Every day, they need to analyze events, identify causes, and take actions to eliminate recurrence. Repeated events constitute short to medium-term improvement projects to achieve higher capacities.

 Please wait for the next blog for the roles of other Veers (Warriors).

Key principles – Recognizing talent, identifying critical roles for talent, assigning responsibilities as per role, Cycle time estimates, Production Loss (OEE), event control, and improvement projects.

Relevance – Veers – High-performing business-oriented positions.