About Basic Training Centre, Khowang
Basic Training Centre, Khowang, Dibrugarh is the one of the oldest teacher training institution in the field of Primary Education in Assam.
Originally it was known “Guru Training Centre” and situated at the bank of the river Brahmaputra in Dibrugarh Town. It was established in the year 1948 by the Govt. of Assam based on Gandhian Philosophy of basic education.
1948
Established
5
Bigha Area
8
Staff
History of Basic Training Centre Khowang, Dibrugarh (Assam)
But after the earthquake in 1950's, the building of the institution was smashed away by the river and immediately it was officially shifted to one of the prominent place that ‘was located in Dibrugarh district at a distance of 34 K.M. from the main town. “Khowang” the new site was selected for the functioning of the Guru Training Centre and the institution was named after that.
The building constructed by the PWD, Assam under Basic Education Department at Khowang was allotted permanently for functioning the Guru Training Centre. From 1955, it was termed as Basic Training Centre instead of Guru Training Centre. Since then the centre has been continuing its journey by rendering the long term and short term in-service training for teachers of all over Assam.
Records found that
Duleswar Konwar was the superintendant of the Guru Training Centre upto the year 1950. Other renowned educationist and prominent litterateur Abdus Sattar also rendering his service as a Principal (1963-1973) of this institution.
Geographically the institute
is located within the latitude 27.2697" N, and longitude 94.8931° E. The total land area of this centre is 05 Bighas. It is bounded by paddy field and ‘Athabari village on the North and East, playground on the South and old A.T. road No. 37 and Khowang H.S. School on the West. The facility of electricity and running water is also available in this centre.
Results
The biggest challenge was that Arguzo was not utilizing technology properly. Too much of the work was still being recorded manually, which meant that the numbers took a long time to note down and then to be analyzed. Live data was also not available and decisions can only be made after all the required data and been received. This was holding Arguzo back; they knew they could corner more of the market if they had the ability to be more mobile. The work addressed three critical issues for Pharm Ltd.:
- Improve sales and operations and production planning:
The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.
- Determine the right inventory level:
With hundreds of medications in the market, Pharm Ltd. needed a proper method to predict and manage their inventory. Using a mean absolute percentage analysis (MAPE), the teams defined appropriate levels for raw materials and finished products by mapping actual versus forecasted sales on the most important SKUs.
- Optimize the supply chain for perfect order planning:
The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.
Arguzo employees are now more empowered; Arguzo also has the benefit of generating reports instantaneously whenever needed. They can now make decisions on the fly based on the latest real time data.
The effort vastly improved the company’s planning and execution functions, created and implemented a new stock policy that accounted for specific SKUs and key variables, streamlined the order preparation process and reduced distribution transport times.
By the numbers, the effort:
- Reduced lead time by 43%
- Decreased variability by 50%
- Lowered the risk of back-order by 95%
- Increased stock for finished goods by 10%
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