 Dear students, now we are going to discuss case study. Basically, there are two types of case study. First type is open-ended case study. In case of open-ended case study, there are not any answers or questions at the end of the case study. It is straightforward. Open case study, you have to study the case, and after studying the case, you have to give a solution. This is known as open-ended case study. Now I am going to talk about closed-ended case study. Close-ended case study means here we have a case study. At the end of the case study, there will be some questions. And you can get answers of those questions with the help of case study. This is known as close-ended case study. Now I am going to discuss with you a case study. And here this case study is the open-ended case study. Here I will discuss three things. Introduction of the case study. Background of the case study. And at the end, I will discuss with you the solutions of the case study. What are the possible solutions? Here we would like to start. Consang Zhong Long factory explosion. Accident was at 7 am on August 24, 2014. This is the organization at Consang Zhong Long factory. A serious dust explosion occurred in the car wheels polishing second workshop of Zhong Long metal products company limited in Consang City, Jiangsu Province, China. In a state of a morning in a city of China, there is a very serious type of accident there. And this accident happened in Runma. Second August 2014 at 7 am in the morning. Now let's see what happened there. How many people died there? What was the reason for this? Why did this happen? What is its background? How many people died there? What was the reason for this? What is the background for this? What is the reason for this? After this, we will recommend its possible solution. There were almost 264 people in the workshop at that time. At that time, when this incident happened or this accident happened, that time 264 employees were working in the organization. And 75 people were killed on the day of the accident. The day this accident happened, on 2nd August 2014, 75 people were there as a result of this accident. As of December 30, on 30 December, 146 people were killed, 146 people died and almost 118 people were injured. This is another incident. In the first incident, there were 264 people in the workshop. And 75 people were killed on the day of the accident. And this happened on 2nd August 2014. After that, on 30 December, 146 people were killed and 118 people were injured. Now let's look further. Let's investigate. Now let's look further. Let's investigate what is the background of this incident. This organization is basically the city and metal products company limited. It is established in China by 1998. Taiwan Funded Enterprise. Taiwan has supported it as a result of which this organization is established. The main production electroplating alloy wheels is the United States General Motor Designated Supplier. The United Motor Designated Supplier supplies the products or the products that were required from the wheel, the process production used and the materials used in it. We had taken all these products from there. Plants area of 50,000 sq.m. The total plant area was above 50,000 sq.m. Total of about 450 employees. When this incident happened, 450 employees were present there. This is a little bit of its background. I have tried to explain two or three things to the students. This organization is established. Number two, where do these organizations take their products? How many areas are covered by this plant? Number four, the last point, how many total number of employees are there? I repeat this for a quick review. This organization is established in 1998. The United States General Motor Designated Supplier takes the products. After the General Motor Designated Supplier, the area covered by this plant is above 50,000 sq.m. Total of 450 employees were present there. I want to brief you on the accident background shortly. Shortly before the accident. A little earlier than the accident. The startup time of the incident workshop was advanced from 8 a.m. to 7 p.m. From 8 a.m. to 7 p.m. This is the reporting time. Workers after work are 11 hours in a row. The workshop has serious dust. There was a lot of dust in the workshop. The dust removal equipment only has a blower, lacks separate dust removal equipment, and no special person is responsible for dust removal. I guess this may be the major reason of this incident or accident. There are three reasons. I have explained to you. Number one, there is no air blower, lack of separate dust removal equipment. No special person is responsible for dust removal. There is no special person who is designated here to remove the dust within the organization. There is no special person who is designated here to remove the dust within the organization. These three things have come to our notice. It is only when the months are not very busy that the worker is allowed to clean the air duct. When there was no dust in the workshop, the worker was assigned to clean the plant with the help of the blower and the organization's production. But it has also been seen that the workers were not cleaning the plant. Other than this, the accident coincided with the weekend. Accident doesn't happen on weekdays. On weekends, on Saturdays and Sundays. Due to the double pay overtime, this is a very important question. Organizations normally happen in the United States. If you are working on weekends, on Saturdays and Sundays, if you are given 5 dollars, 1 hour labor or wages, if you are working on weekends, on Saturdays and Sundays, if you are given 10 dollars, it might be possible. That is why most people plan to perform on weekends. So, high causalities. Moreover, the city work safety regulator said it had repeatedly warned the factory. The people in that city who were dealing with it, the municipal corporation, said that they had repeatedly warned this organization that there were complaints received. Further, some potential hazards of the explosion but it was ignored. This is the punchline. Organizations are saying that there are chances of explosion in your organization. There is a problem, there is a complaint, but the organization completely ignored this. Furthermore, the employees reported the pollution problem. These are very important questions. That within the organization, the employees are also complaining. They reported that pollution problems exist in the organization. But the factory has been ignoring it. The employee complained that there is a lot of pollution in the factory. But the factory manager ignored it. They were ignoring it. It might be possible the reasons of this weird accident. Now, come to the point. Solution and Evaluation of Conscient Explosion. Now, we have to see what is its solution. This incident happened. Number two, we have to evaluate it. Was the organization expecting that there could be a loss in the organization? No. No organizations would like to do this again in the organization. The organization should have a good job and the actual performance of the organization should be good. So that there is no discrepancy of any kind. The organization would like this. But what happened here? According to the expectation of the organization, this cannot be tackled. Now, let's see what is the solution of this case study and the solution of this organization. Number one, I have yesterday students for you people. What organization should do here in this particular case? Number one, improving the working environment. Dust. No factor. Employees were claiming. Outsiders were claiming. City district management group were claiming. Employees were already seen what is going to happen in the near future. Now, the question here is that the management of the organization, the top management of the organization, the CEO of the organization, should do the right thing. Employees have to work here. They have to move. They have to stay for 11 hours or 24 hours. If there is a double shift, no problem. Plants can be run at double capacity or 100% capacity. But with the condition, it must follow all the SOPs which are set by the production department. The standard operating procedure of the production department has been set. If there are any rules and regulations and we follow them, we obey them. Number two, avoid working overtime. Do not take every work on overtime. Overtime should be there. But at that time, when you have to deliver orders on Monday, you get orders on Friday. It is the time of Saturday Sunday. Then you can go with the option of overtime. If you put every work on overtime, then it might be possible. This may create problems for the employees. The entire week is working. On Saturday Sunday, how you can expect he or she is doing a better job for the favour of the organisation. No, he is not doing good work. He or she must take rest for 1 or 2 days at least within 7 days. What happens here is that the employee is working 5 days. In the greed of double pay, Saturday Sunday is working. The working environment of the organisation creates problems. And the employees get lost there. The point here is that overtime should be there. But in that case, the work of the organisation could not be done without overtime. And the last one, using protective equipment. Okay. Problems came from the organisation. There was a desk there. Overtime was also available. Things were not being managed. Ignore things. Do the employees weird their protective equipment? Here, the answer is no. If the employees wear masks, if the employees do not wear eyeglasses, if the employees do not wear protective oxygen, and if the safety jackets do not wear, do you think this could have been the last one? There were chances, there may be a less amount of hair, less amount of activities to occur. So, this third point is very important. If you want standard operating procedures to be applied, the employees must wear protective equipment. Whatever work you do, when you wear protective equipment, the work will automatically be in the favour of the organisation, in favour of the employees, in favour of management. And the most important, thank you so much.