Glimpses Through The Rain - Chapter 1
CHAPTER 1
The day before that, Mitch had a hectic work schedule. Just like in the past quarters, he delicately reviewed the financial reports he received from the two departments under his team namely, the Pre-Production Department which was comprised of Customer Service, Order Entry, Calculations and Material-Issuer, and the Production Department which was commonly called as the Laboratory. After his one hour break, he then conducted three different conferences from the bottom to top managements to give all those concerned substantive and inspiring reports about how far the company has grown for the past 8 quarters, production-wise, since his assumption of a new post as the Chairperson of the Production Region.
Lambingord Visions was a multi-national company which supplied both prescription and fashioned eye glasses to high-end optical chains around Ohio County, Kentucky. Mitch had been working in that same company for seven years. He started as a ‘calculations’ staff and worked his way up the ladder. From being a Calculations Staff to Officer-In-Charge of Calculations Section to being Laboratory Overall-Supervising Officer to Orders-and-Laboratory Head and then to his newly assumed position at present. He appointed his best friend Mart as his Executive Assistant, who started working there also as a ‘calculations’ staff 3 years after Mitch’s entry to the organization. Both Mitch and Mart earned the right to be called M.D. in Ophthalmology. Mitch felt guilty for giving the guy a very hard time last week out of his dire need for the completion of inventory reports and financial quarterly statistical comparison to last year’s reports which he used in their presentation through the said three successive meetings that tackled about the company's current financial stand.
Before he could come up with a summarized report, Mart had to get updated information from the Order-Entry Department in line with the number of customers they presently received and a graphical presentation as to how many percent their received orders had increased at least since the past month per work-shift. The Customer Service Department also gave Mart an overview about the frequent complaints and inquiries they received both from avid and new customers. Then, he coordinated with the Calculations Section Manager and asked for information about how many 'clicks' they have used per week for the past past month. Clicks are literally just that, clicks. When the calculation specialist was processing a job order for the high-powered lenses that which had to be delicately estimated in regards to adjusting its edge- and center-thickness or thinness, and assessing which kind of material and index to be used for that job order, the specialist clicked on the advanced optical designs software for calculations. Almost like a trial-and-error because only after clicking on the drafted calculations will the specialist be able to actually view the three-dimensional outlook of the resulting lenses had they been cut according to that set calculations; when the specialist saw the resulting output on a three-dimensional picture, it was up to him to decide whether the customer could use the actual lenses then, otherwise he had to re-do the click for another drafted calculations that should meet the requirement set by the customer for that particular job order. Each click was pre-ordered from another supplier but having been given the figures, Mart would want to discuss with Mitch about pre-planning on storing up a sufficient number of clicks for their high-end customers and would want to set up a meeting with him together with the Calculations Section Manager to discuss how many more clicks they'd prefer to be supplied to them per week to avoid delays in their calculations process. Without the pre-ordered clicks, all those job orders would have to be held pending because the software would be useless as it was inter-connected to the network of the click's supplier.
Mart also consulted the Laboratory. He had a one-on-one session with each process supervisor, blocking - polishing - beveling. He also asked the officer-in-charge about the laser marking software and what common problems he encountered the most for the past four weeks. He learned that each job order was assigned to a unique barcode but not all barcodes on those job sheets were readable. Some staff had to manually key-in the series of numbers associated to that barcode of that job order into the computer which also meant so much delay in their overall processes. He took note of that information and planned on coordinating with their I.T. team later on to see if there was a way of fixing it immediately.
Mitch's meetings concluded about nine thirty last night, then he joined his colleagues at a party in celebration of his best buddy’s birthday, his name was Mart. Mitch decided to give his buddy a birthday dinner treat that night – a Friday night, although his actual birthdate was yet on Sunday – wherein after having dinner and all the greetings offered to Mart in honor of his birthday, he publicly announced that he was giving Mart two paid days off from work on the following Monday and Tuesday thereby making it a 4-day rest for Mart himself. The company was only open for operations on weekdays; never on weekends; thus Mart would only have 3 workdays the following week. Their party started at half past ten with boys' talks, the usual thing that happened when boys were all in the same crowd, and then they shared silly green jokes, gave toasts with beers for the day's success and sang-along with the club's music treat. The celebrations ended at one thirty the following morning.
Lambingord Visions was a multi-national company which supplied both prescription and fashioned eye glasses to high-end optical chains around Ohio County, Kentucky. Mitch had been working in that same company for seven years. He started as a ‘calculations’ staff and worked his way up the ladder. From being a Calculations Staff to Officer-In-Charge of Calculations Section to being Laboratory Overall-Supervising Officer to Orders-and-Laboratory Head and then to his newly assumed position at present. He appointed his best friend Mart as his Executive Assistant, who started working there also as a ‘calculations’ staff 3 years after Mitch’s entry to the organization. Both Mitch and Mart earned the right to be called M.D. in Ophthalmology. Mitch felt guilty for giving the guy a very hard time last week out of his dire need for the completion of inventory reports and financial quarterly statistical comparison to last year’s reports which he used in their presentation through the said three successive meetings that tackled about the company's current financial stand.
Before he could come up with a summarized report, Mart had to get updated information from the Order-Entry Department in line with the number of customers they presently received and a graphical presentation as to how many percent their received orders had increased at least since the past month per work-shift. The Customer Service Department also gave Mart an overview about the frequent complaints and inquiries they received both from avid and new customers. Then, he coordinated with the Calculations Section Manager and asked for information about how many 'clicks' they have used per week for the past past month. Clicks are literally just that, clicks. When the calculation specialist was processing a job order for the high-powered lenses that which had to be delicately estimated in regards to adjusting its edge- and center-thickness or thinness, and assessing which kind of material and index to be used for that job order, the specialist clicked on the advanced optical designs software for calculations. Almost like a trial-and-error because only after clicking on the drafted calculations will the specialist be able to actually view the three-dimensional outlook of the resulting lenses had they been cut according to that set calculations; when the specialist saw the resulting output on a three-dimensional picture, it was up to him to decide whether the customer could use the actual lenses then, otherwise he had to re-do the click for another drafted calculations that should meet the requirement set by the customer for that particular job order. Each click was pre-ordered from another supplier but having been given the figures, Mart would want to discuss with Mitch about pre-planning on storing up a sufficient number of clicks for their high-end customers and would want to set up a meeting with him together with the Calculations Section Manager to discuss how many more clicks they'd prefer to be supplied to them per week to avoid delays in their calculations process. Without the pre-ordered clicks, all those job orders would have to be held pending because the software would be useless as it was inter-connected to the network of the click's supplier.
Mart also consulted the Laboratory. He had a one-on-one session with each process supervisor, blocking - polishing - beveling. He also asked the officer-in-charge about the laser marking software and what common problems he encountered the most for the past four weeks. He learned that each job order was assigned to a unique barcode but not all barcodes on those job sheets were readable. Some staff had to manually key-in the series of numbers associated to that barcode of that job order into the computer which also meant so much delay in their overall processes. He took note of that information and planned on coordinating with their I.T. team later on to see if there was a way of fixing it immediately.
Mitch's meetings concluded about nine thirty last night, then he joined his colleagues at a party in celebration of his best buddy’s birthday, his name was Mart. Mitch decided to give his buddy a birthday dinner treat that night – a Friday night, although his actual birthdate was yet on Sunday – wherein after having dinner and all the greetings offered to Mart in honor of his birthday, he publicly announced that he was giving Mart two paid days off from work on the following Monday and Tuesday thereby making it a 4-day rest for Mart himself. The company was only open for operations on weekdays; never on weekends; thus Mart would only have 3 workdays the following week. Their party started at half past ten with boys' talks, the usual thing that happened when boys were all in the same crowd, and then they shared silly green jokes, gave toasts with beers for the day's success and sang-along with the club's music treat. The celebrations ended at one thirty the following morning.
...to be continued.
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