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INTRODUCTION
Crompton Greave is a much esteemed organization and I am working in its S-3 switch
gear campus. They have various departments like product design, marketing and sales,
procurement, inventory management, production plant, logistical operations, warehouse
management, quality management, IT, Research and development.
In this project I will be working in all of these departments in my training period. It
will help me learning all important functions of operations management throughout the
course of internship.
I will be learning Product Design and specifications, Procurement management -
Vendor selection, Vendor management, Inventory management -Scheduling, Stock
management, Buffer management, Process and production management -Process handling,Production planning, Layout and location, Logistical operations-Inbound logistics, Outbound
logistics, Packaging and labelling, Warehousing management-Raw material procurement,
Quality management-Quality checks.
Inventory Management Project and warehouse management was the live project we
were working on. Aim of the project was to reduce the current inventory levels using basics
of operations
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Basic functions of Operations
Product Design and Specification
Preface
Crompton Greaves work in two main divisions of product
We were working at Ambad Divison which has four major departments
y S1-
utdoor type instrumental transformers
y S2-Single pole Railway Appliances
y S3- Circuit Breaker.
y S4- ightning Arrestors.
We were working at S3 division.
Product
Consumer
Electrical
Appliances
ndustrial
Instrumental
Transformers
Circuit
Breakers
ightning
arrestors
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Product Range
CircuitBreaker
MediumVoltage
25KVInterruptor
25 KV GCB
33 KVSTD
33KV40 KA
72.5KV
72.5KV40
KA
High Voltage
145 SPDoubleStack
145 SP SingleStack
145 SP SPR
170SP SPR
170 GO
84" CAPSW
84" CSV
120" CSV
170 Pole
145 Pole
66 Pole
Extra HighVoltage
245 SP PN
245 SP SPSTD
400 KV WithPIR
400 KV w/oPIR
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Pro
ssforProdu
td
si
n andsp
ifi
ations
Switch Gear division totally works on customization. So customer requirements
are the highest priority for product design and specifications.
1. Custom
r:
As mentioned above, all the products are customized, the orders are as per the
customer requirement and specification, the order process would generally take place
from customer end by approaching the company for the required number of product.
2. Ind ntformat:
Generally, the marketing department receives the order indent from the customer
which includes all the necessary
y customer details,
It includes the customer name, the product type and the number of quantity
required.y product specification,
It includes all the precise details and in dept component list of all the
necessary items required for the customer for the required product
in a form of soft copy or SAP order.
Custom r
Marketin
department
y Produ
tdesi n
Department
y Produ
tion
y Testin
Indentformat
CC
Feedback
Feedback
Customer Order
Specification clearance
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3. Marketing Depart ent:
It is the department which acts as an interface between thecustomer and thecompany
for placement of the order of the product. Most often thecustomer initiates his order to
thecompany through the marketing department by providing the detailed information
and that detailed information is then CC to all other department. The other function ofthe marketing department is also to present its product catalogue to thecompanies
giving thecompanies a brief idea about their product and its quality.
4. Feedback:The feedback process includes the finalization of the design of the product from the
design department and then it issent to the marketing department so as to forward it to
thecustomer for the Final approval (Stamp Copy)so that the finalized design and
specification can besent to all the department of thecompanyto carry out the next
desired process.
Design Depart
ent Functions.
1. Preparation of Drawings as per customer requirements.
2. Sending the drawing to the marketing department.
3. Preparation on comments(Drawing restructure)
4. Release of Manufacturing Instruction to the Production, Planning and Testing
department.
5. Advance information sheet given to the purchase department.
6. SAP Maintenance (done by marketing department).
7. Production confirms.
8.
Cost Checking.9. Invoice
10.Discuss with R&D for new development.
11.To support testing.
Desgin Marketing Customer
Stampcopy(Final
Approval)
CC to allDepartment
Planningdepartment
Done only after SAP
Maintenance
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12.To Design a product according to GTA(Guaranteed Technical )
y General Information
y Guaranteed Ratings Circuit ratings, Electrical parameter rating, Temperature
ratings, Coils ratings, etc.
y Dielectric withstand ofcomplete breaker.
y Operating Mechanism.
y Data on SF6 Gas
y General dimensions
y Constructional details.
y Reference drawings.
y Validated operating conditions.
y Validated multiple uses.
13.They also release MI for particular product. MI is detailed manufacturing
Instructions.
14.BOM (Bill of material) is also provided by them
Procure ent function
After Clearance about Product specification from customer as marketing department sends
copy of indent to all departments. So after clearance about the design material
procurement playsvery important role.
Procurement department is divided into subdivisions according to the functions division
Vendorselection
VendorManagement
Purchaseplanning
Raw Material
Purchasing
Quality
Assurance
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As the product is divided into MV,HV,EHV.People working in this fuctions are also divided
accrording to product divisions and all of them have to take care of all of the functions
mentioned above.
Vendor Selection
This process is a online process.It starts on online portal of CG.Vendor who wish to provide
Raw material to CG apply through this portal.It starts with Form 0
Form 0
CG confirmationof
requirements
FORM 1 supplierinformation asper cg requirements
Evaluate
supplier
Form 2-Selfassessmentbysupplier
Evaluate Self
assessment
report
Form 2-AssessmentofsupplierBYCG representative
Suppliermeets CG
requirements??
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1. Form 0This form helps in Supplier introduction to CG. Basic Information about Supplier like
Name,
Material description,
Existing customer,
contact details,
Product details
2. CG confirmationofrequirements Material Manager of concerned division will confirm the requirement by approving form
0 of supplier. System will generate a reference number and will communicate to supplier
by email.
3. Form1Supplier accesses CG website with allotted login and password and submits required
information as per form 1.
4. Evaluate SupplierMaterial manager of concerned CG division will assess the information of supplier and
will approve the supplier for next process, if found suitable
System will communicate by email/SMS to the supplier the result of initial assessment.
5. Form 2Supplier will self assess their Quality system & decide whether they are meeting CG
norms for supply of CTQ or NON CTQ items.
6. EvaluateselfassessmentreportMaterial manager of concerned CG division will evaluate the self assessment report of
the supplier and will approve the supplier for the next process, if found suitable
System will communicate by email/SMS to the supplier the result of this assessment.
End
Samplelot acceptance
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7. Assessmentofsupplierby CGG representativesCG representatives will visit supplier works for assessment as per form 2 on a planned
date.
8. Finalevaluationofthesupplier Supplier will be approved based on score obtained in assessment. For supply of CTQ
items, minimum, *** rating is required.
9. Samplelot approval Supplier will send samples of the required item for CGG approval, before start of regular
supply
10.Pilotlot approval The first pilot lot (manufactured with full fledged tooling
will be monitored forperformance at CGG
11.Performancemonitoring The new supplier will be monitored for performance for first six months.
Quality Assurance
Quality assurance of each incoming raw material is a responsibility of vendor as well as
purchase manager.
33% of total cost of the raw material is levied on the vendor, if in case he fails to deliver
the raw material according to the decided quality and the entire lot of the ordered raw
material is sent back to vendor, so as to send the entire new lot of same raw material as
well as both side transportation cost.
Every new lot of raw material which comes in the company from the vendor is checked
at the stores and a random sample of the raw material is inspected for all physical
specifications and if any raw material fails the quality check, it is then and there rejected
and the entire lot is sent back to the vendor with the vendor liable to pay thetransportation cost.
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Vendor Manage ent
In CG, vendor management comprises ofvendor audits.
The integration ofvendors with CG is on contract and thesecontracts areyearly basis,
and renewed according to the overall rating which vendor gets from the auditor.
Everysix months there are qualitychecks which arecarried out and according to quality
reports, the ratings are given to thevendor.
Qualitychecks and Rating factor for thevendors.
Critical Performance Indicators are decided by CG policies
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According to the guidelines
y 1 = No evidence of system
y 2 = System awareness observed and implemented
y 3 = System is documented & fully implemented
y 4 = System is documented, implemented & periodically reviewedy 5 = Continuous efforts to improve the system
For Instance, if you want to rate supplier data it will be rated according to CTQ (Critical to
Quality
ratings.
For example:
If a vendor is given a rating of2 for its supplier data, then CPK (Critical Performance
Indicator factors
> 1.33 for at least 50% CTQ items in last six months for variable data.
Interpretation is that the data provided by t he supplier is not very reliable as it is varyingconstantly.
Documentation
List of documents required from Vendors
1. Company registration certificate.
2. VAT registration.
3. Plant layout.
4. List of major customers.
5. Balance sheet.(Financial documents!
.6. Factory license.
7. Copy of ISO certification(Optional !
8. Environmental Certification.(Optional!
9. OSHAS certification.(Optional!
Factorsfor vendorselection andretention
y Financial data.
y History and background of company.
y Cost of raw material.
y Delivery time.
y Manpower.
y Technological Potential.
y Plant Capacity.
y Availability of other vendor for CG.
y Geographical Reach
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Production Planning
Production planning is a very important function in operations. Planning of production is
done month wise. According to thecustomers requirement about the product delivery
the product isscheduled in production.
Planning departments receivescleared order from marketing then according to
following factors theystart planning and scheduling.
1. Plant capacit" y SAP hassheet about UEOB that is Un-Executed Order Booking. These are quantities
which areyet to be produced.
y Plant capacity is operated with MOST documents (Maynard Operation Sequence
Technique) which gives us information about people and project skill matrix.
Marketingdept
Productdesign
productionplanning
Plant
capacity
Materialavailability
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For Example,
According to order for the day to be made, workers on the basis of their skills and
knowledge work on particular division of product. Areas and processes are allocated
according to flow. If order is less for particular product, workerscan beshifted to other
product divisions. Skill matrix helps particular product range manager to utilize their
labours to the highest efficiency.
y CapacityIt is a Potential to produce a product.
Capacity utilization refers to the relationship between actual output from installed
equipments and potential output.
For current month it is100 Cr.
y According to financial data, following graph shows thecapacity utilization ofswitch gear
plant.
Quantit
MV
HV
EHV
0#
10 #
20 #
$ 0 #
40 #
50%
60%
70%
80%
90#
Capcity Utilization
2007-08
2008-09
2009-10
10labours 7labours
15labours
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y According to capacity they plan how many breakers per month.
2. MaterialA& ailabilit' MArefers to Available inventory. Inventory is divided into Standard and non standard items.
Requirement of inventory is decided According to production schedule and AIS (Advance
information sheet).
AISsheet provides information about all material available in inventory
According to daily plan, kits for each breaker are drawn from RM warehouse.
Logistical Operations
CG logistical operationscomprise of transportation only.
They mainly focus on inbound and outbound logistics.
Outbound Logistics is ofvital importance in CG as it dispatches its products to thecustomer.
Outbound Transportation
y Countrywide.
y Export.
OutboundLogistics.
Inbound
Logistics.
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Countr(
wide Logistics
This is a general process for thecountrywide transport.
Modes of transportation
y Road.
y Railway.
Most of thecases road ischosen as the transportation mode.
Following are the factors on which transportation mode isselected.
Reasons for selecting road as a transport mode.
Clearance for dispatch
confirmation from marketing that money is received
Permission to dispatch
Road and excise permit from Government given bycustomer
Arrangement ofsuitablevehicle
According to weight and dimensions of product the, suitablevehicle ischosen
It also dependent on trasport rate.
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1.
Factors Rating(5=highest,1=lo ) est)
Cost 4
Transit time 2
Reliability 4
Capability 3
Accessibility 5
Traceability 4
Total 22
2. The Cost of transportation increases as the product has to be first taken to the railway
station, loaded onto the railway, unloaded at the receiving end and then taken to the
customer end. This involves a lot of transportation cost.
3. Air mode of transport is not selected as the circuit breakers are heavy and its size as well
as length is quite large. Small Consignments as well at the time of urgency product issent through Air mode. It is the most costliest mode of transport as its charges are Rs.
200/kg.
4. Water mode of transport is the cheapest mode of all as it charges are Rs 5 -10/kg but the
coverage of water transportation network is not feasible due to geographical reasons.
99% of transport is outsourced to the following companies.
y Associated Root Corporation.
y Adhunik Transport.
y Premier Root Carriers.
y Shree Roadways.
Export
This division handles the outbound logistics ofNasik and Aurangabad Plant.
25 to 30% turnover of CG is from exports.
Two Modes of transport
y Air.
y Water.
Road
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Water Mode
Generally there are two ways ofsea transportation.
FOB (Free on Board0
This is a way of transport where the CG is not responsible for deciding the FreightForwarder
for the transportation of the Product.
The process on transportation in FOB is that, CG is responsible to send the product to the
nearest port that is Neva Seva port-Mumbai and then the product is handed over to the
Freight Forwarder who takescare of all thecustoms and excise duties, and then forwards it
to theshipping company to transport it to thecustomer to his desired port. Freight
Forwarder is responsible for thesmooth transport of the product right from the uploading
of the product on ship till it reaches thecustomer.
C1
F (Cost insurance freight0
In this type of transport, CG has the responsibility to decide the Freight Forwarder. The
process on transportation in CIF is that, CG is responsible to send the product to the nearest
port that is Neva Seva port-Mumbai and then the product is handed over to the Freight
Forwarder who takescare of all thecustoms and excise duties, and then forwards it to the
shipping company to transport it to thecustomer to his desired port. Freight Forwarder is
responsible for thesmooth transport of the product right from the uploading of the producton ship till it reaches thecustomer.
Sea Transport
FOB(Free onboard)
CIF(Costinsurance
frieght)
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Process of transportation through Water
Required documents for the transportation
y LC (Letter ofcredit) It is a letter from customers bank to CG as a assurance of the
payment of the product.
y DO(Delivery order for container) It includescustomer name, finished productweight, details ofshipping company
y ARE-I It is documents from customs which indicates that thecontainer issealed by
thecustoms, as in thecustoms has inspected it and approves it.
y Filing Shipping Bill It hasBill of Lading. This is a very important document as it is a
proof that cargo is handed over to Shipping Company, as in its now the responsible
of theShipping Company.
y Documents by CG Invoice, Packing list, Shipping Marks. Stuffing and Packing is done
by CG only because as it is good market reputation.
CG.
Port.
Freight Forwarder.
Shiping Company.
Freight Forwarder.
Customer.
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Qualit Manage ent
DivisionalQualit2
Polic2
y Setting quality objectives & goals for operations as per needs of Divisional business.
y
Manufacturing, supplying products and providing services as per the requirements ofthecustomer at minimum cost.
y Commitment and involving of all employees for promotion ofcontinual
improvement and customer focus.
y Planned training to employees, suppliers and customers of the Division.
y Planned management reviewscovering assessment of opportunities for
improvement and resources.
Qualit3
Divisions
Qualitysection is divided into four main parts bySix Sigma Drive
1. Input Qualit4 Assurancey All the incoming raw material is inspected before it is handed over to the
production department for carrying out production activity.
y The qualitycheck is done at thestores level.
y All the raw material go through a certain process which mainlyconsist of physical
check, critical component check, tolerance test which is done with the help of a
pre-defined tolerancechart, variouschecklist for different type ofcomponent,
hardness test which are or basically two types HRC and BHT hardness test,
spring test and all these test arecarried out through specified design parameters
for certain types ofcomponents.
QualityAssurance
Input QualityAssurance IPQ(Process) Predispatchqualitycheck After SaleServices
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y Every measuring instrument goes through calibration process once in a year and
every instrument has the last calibration date and the due calibration date.
2. IPQ(InterProcessQuality)y Six Sigma Drive has divided every process in the division into IPQ cells.
y The Cells are of according to the product ranges and process, each cell has its cell
owner and has the responsibility to ensure total quality for that product.
y During manufacturing of product, the errors which occur are noted down on
yellow card. All the major and minor error which occurs during manufacturing
are noted here.
y Not to Move card is placed on the breaker with defects and they all the non-
conformities are attended by that cell owner in Quality hour. Every morning
there is a Quality hour where all the issues related to quality are addressed.
y When all the error is rectified a card known as Read y To Test card is issued by
the production manager and it is placed the breaker and is ready for testing.y Major and minor errors are occurring in daily productions are taken up by the Six
Sigma department as a project and the solutions are standardized.
y Major Failures include Gas Leakage, Arcing Failure and MV Failure.
3. Pre-Dispatch Inspectiony In this section actual testing of circuits, components, physical and electrical
aspects of components and physical aspects of the breaker are done.
y Generally, each breaker takes minimum 2 days for testing.
y Physical Testing Lengths, Materials, Height are checked according to MI and
Drawings.
y Closing coil checks AC/ DC Circuits, Voltage etc electrical parameters are
checked for used coils.
y Component checks Physical and Electrical Specification are checked.
y Pneumatic Operations Component Resistance, Mechanical part, Wire Inter
phasing, Pneumatic Pressure. Etc
y After the entire testing process, customer verifies the tested produced so as to
meet his requirement. The verification is done at CG plant.
y After customer clearance, the breaker is sent for packing and dispatch.
4. After Sales Servicesy After the dispatch of the breaker and when the breaker reaches the customer, the
installation as in erection is done at the c ustomers end by CG representatives and
engineers.
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y Constant track of feedback record is kept by the after sales service team in order to
maintain quality standard in case of any post installation failures and for servicing
purpose.
y Number of after service sales department are set up across the country for providing
the post sales services and corrective actions in order keep a check on failures and
have a constant quality standard.
y Generally a breaker requires servicing after 10-12 years.
y Service department are categorized into main four regions
East Kolkata.
West Mumbai.
North Delhi.
South- Chennai.
y Every failure that occurs post sales services are go through CAPA action sub -module
(corrective action, preventive action5
which are predefined actions for failure
occurrence.
Head Office
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ASSIGNMEN 1-Operational Research
AIM
To know and analyze the operational efficiency ofvariousvendors for Crompton Greaves
Global. This will help us in managing and controlling inventorystocks levels at CG byknowing Vendors potential.
SCOPE
Research was performed on all local vendors available in Nasik. It involvesvisiting all local
vendors personally. There are totally 8 major vendors available in Nasik
Okay tools
Turningpoint
6 edarEnterprises
R.P.
Vivek
Hextech
MRC
Bunts ltd.
Vendor List
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METHODOLOGY
Methodology selected for data collection is Personal Interview
Interview session was arranged by Crompton Greaves only.
Reasons
PI helps in gathering information very fast. Respondent cooperation is very important in this
type of methodology. Flexibility of questions If the cooperation is good then Information
collected can be reliable. As we were supposed to perform research on lo cal vendors only
geographical barriers were not the problem. Vendors are situated in a locality of 1 -2 km
only.
So PI is the best suited methodology here.
MajorQuestions Asked were
We started with the list of Raw material they sell to CG.
a7 What are the raw materials components u sells to CG??
b8 Is CG your only customer??What are the other customers??
c8 How long you have been CGs supplier??
d8 What kind of integration you have with CG??
e8
What is raw material required for particular component??f
8 What RM Procurement time for each component??What is the Process lead time??
g8 What are processes involved in making of one component??
h8 What is labor count in one plant??
i8 What is companys turnover??What percentage of turnover it has with CG??
j8 Any Problems they get from CG side??
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Main Findings
Around 70 9 components are procured from local vendors.
Vendorscustomer
Year wise relationship
Integrations made with vendors by CG are all on Yearlycontractual basis;vendors
are approved and given ratingseveryyear through vendor audits.
0 @
20@
40 @
60@
80@
100@
120 @
T.P Hextech Kedar Okay tools Vivek R.P.
others
Semens
ABB
CG
0
5
10
15
20
25
30
T.P Hextech Kedar Okay tools Vivek R.P.
years
years
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Percentage of turnover from CG
Vendor complaints
Major turnover of all local vendors is with CG. This gives bargaining power to CG but
if not handled well power can shift to vendors as there are the onlyvendorsforparticular component.
0A
20 A
40A
60A
80 B
100 B
120 B
T.P. okay tools R.P kedar vivek Hextech
Series3
Series2
Turnover with CG
23A
43B
34A
Pr le
No Problem
Material Pick up
Frequent changes in schedule
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ASSIGNMEN 2: InventoryManage ent
Introduction
Inventory is a stock or a list of goods and materials which can be of following types
1. Raw material
2. Work in progress(WIP)
3. Finished good
Project AiC
To reduce Current inventory levels in stores
To plan new inventory levels and Decidea purchasing cycle for each component.
Project Phases
Phase 1
Secondary Data collection about all raw material componentsname,description,SAP codeetc divided into MV,HV,EHV .
Data feeding
there are more than 1300components.
Phase 2
Primary data collection through Operational Research
collection of Lead times ofeach component from vendors andpurchasing manager
Deriving consumption pattern for next quarter
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For exaD
ple:
For MV, Mech frame is used in 72.5KV and 72.5KV40KA, total averageconsumption for
month is123.Calculate EOQ, SS, minimum quantity and maximum quantity
Solution-
For EOQ,
D=123, ordering cost is negligible, Inventorycarrying cost as per given bycompany.
SQRT (2 X D X ordering cost)
EOQ=
SQRT (Inventorycarrying cost)
EOQ=12
For SafetyStock,
Lead time=30, Safety factor of 90E
=1.247, Avg STD deviation (calculated)= 2.0027
SS=SQRT (LT) x SF X STDEV
SS= 5
Phase3
Calculating EOQ,SS for each component
Deciding Minimum and maximum stock level ofeachcomponent
Phase4
According to Cost ofeach material we will becalculatingBudget for each quarter for keeping minimum stocklevel considering average month consumption.
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For Min level,
As we didnt want any extra Inventory for the day, we calculate
Min stock level as Demand
Min. level=
(21 that is working days of plantF
Min. Level= 123/21
= 5.85
= 6
For Max level,
Max. Level = EOQ
Max .Level = 12
Both Min and Max levels are calculated according to CG needs not Standard formulae.
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ASSIGNMEN 3: Warehouse Manage ent
CG has only a raw material warehousestore.
Main functions of warehouse G anage G ent are
1. Quality Checks of incoming raw material.
2. Placing the raw material in respective bins.
3. Keeping the record ofevery incoming entity
4. Making kits for particular product according to requirements and orders.
5. Giving hold up information of raw materials
6. Keeping and giving stock out information to supervisors.
Project AiH
To improve thestore processes and process management techniques.
To manage Inventory levels in warehouse.
Project phases
Phase1
Understanding thecurrent processes.
Analyse the processes.
Phase 2
Understand what all raw material isstored in warehouse
Classify them according MV,HV,EHV.
Then Classify them according to Processes they go through(ifthey go through) like planting,casting etc
After that according to weights heavy,medium,light Socollecting and lifting them from bins will beeasy for workers.
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Existing StoreI
ap
Phase3
Analysing the material flow ofstore it should besuch that once a labor putsa cart between two rows all material should be available to him in that placeonly ,so as to decrease his physical efforts and save time
Current processes in warehouse are not like this.everything is hotchpoch.
Phase4
After material flow management assigning bin numbers to each component
currently CG has bin cards whereentry of incoming and outgoing count iskept bt the work over there is all manual so mistakes in counts lead to extrainventory
Phase 5
Implementation
feedback about improvement
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Proposedstoremap
Proposedrackstructure
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REFERENCES
Websites
y http://en.wikipedia.org/wiki/Inventory
y http://en.wikipedia.org/wiki/Warehouse_management_system
y www.inventoryops.com/warehouse_management_systems.htm
y http://www.accountingformanagement.com/minimum_level_or_minimum_limit.htm
y www.cgglobal.com
Books
y Supply chain Management, Tata Mc Graw Hill