Professional Documents
Culture Documents
Inventory Management Kesoram
Inventory Management Kesoram
On
INVENTORY MANAGEMENT,
At
KESORAM CEMENTS LTD.
Report Submitted In Partial Fulfillment of the Requirements for the
Award
Of
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED
BY
CH.Trinath
H.T. NO, 4122-09-672-021
Under The Esteemed Guidance Of
Mr .N.R.B.CHARYULU
M.B.A
FACULTY OF FINANCE.
Osmania University
MADHIRA INSTITUTE OF TECHNOLOGY & SCIENCES
Kodad, Nalgonda (DiST) Osmania University
(2009-11)
CERTIFICATE
has
successfully
completed
his
project
work
entitled
EXTERNAL GUIDE
PRINCIPAL
DECLARATION
I also declare that this report and its content are original
work and are based in the information collected by me during the
training period.
DATE:
PLACE:
CH.TRINATH
ACKNOWLEDGEMENT
CH.TRINATH
CONTENTS
CHAPTER I
Page Nos
INTRODUCTION
1-4
5-28
INDUSTRY PROFILE
&
COMPANY PROFLE
CHAPTER III
29-46
THEORTICAL FRAME WORK
CHAPTER IV
47-66
DATA ANALYSIS & INTERPRETATION
CHAPTER V
67-69
FINDINGS & SUGGESTIONS
BIBILIOGRAPHY
CHAPTER-I
INTRODUCTION
INTRODUCTION
Inventory management is concern with the determination of optimum level of
investment for each components of inventory and the efficient use of
components and the operation of components and the operation of an effective
control and review of mechanism. The main objectives management is
operational and financial.
The operational objective mean the materials and the spares should be
available in sufficient quantity so that work is not disrupted for want of
inventory.
The financial objectives mean that the material and spares should be available
in sufficient quantity so that work is not disrupted for want of inventory. The
objective of this project is to learn the importance of Inventory Management
in todays business scenario.
MEANING AND NATURE OF INVENTORY:In accounting language, inventory may mean the stock
of finished
goods only. In a manufacturing concern, it may include raw materials, workin-progress and stores etc.
Definition:Material management is the flow of materials into an organization to the point
where those materials are converted into the firms end product(s). Bailey &
Farmer.
Sampling techniques
Probability sampling
Non-probability sampling.
The executives related to all departments were interviewed on
the basis of judgment and convenience of the interviewer which
helped the interviewer to get accurate and understand the opinion
of the officers and executives.
Source of Data
The methodology Is to study the inventory perception towards
Cement company with special reference to Sagar Cement it
Contains.
Primary data
Secondary data
Primary Data
Primary data has been collected with the help of the person
questionnaires, interviews, enquiry, observations designed and
developed for this purpose. The questionnaires has been supplied
to all the
Secondary Data
This data has been collected from previous published records like
Annual reports inventory reports, printed statements do the
company like wed site etc.
Limitations
Time Period:The study was carried in Kesoram Cements Limited for a period of 45
DAYS.
Limitations:The study has the following limitations:
The study is limited only for a period of 5 years i.e., from 2005-
06 to 2009-10.
CHAPTER-II
INDUSTRY PROFILE
&
COMPANY PROFILE
INDUSTRY PROFILE
The Cement industry has carried out a niche significant contribution in the
industrial map of the country by its spectacular and impressive growth. The cement plays a
vital role in peoples life. The market condition for cement is more competitive as many
numbers of companies in the private sector is entering into the market It is one of the most
important construction material and it an essential product, crucial to the sectors of our
economy such as agriculture, industries, defense, constructions and households.
In 1824, an English bricklayer Joseph aspolin improved upon the verity of cement
known as Portland cement. The name Portland cement arises from the fact that it resembles
the colour of a building stone that comes from Portland England.
Cement is used for:
Concrete for laying floors, roofs and constructing lintels, beams, weather sheds,
stands pillars etc.,
Construction of water tanks, wells, tennis courts, septic tanks, lamp posts, roads,
telephone cables etc.,
Manufacture of recast pipes, piles garden seats artistically designed urns, flower
pots, dustbins, tensing posts etc.,
TYPES OF CEMENT
market leader Raasi cement limited. Expanding their capacity with another 20 million
tones.
The mini cement plant sector also having an installed capacity of 2.5 million tones.
By the end of this year the total Andhrapradesh cement industry installed capacity has
reached to 18.5 million tones. The total production of entire Andhrapradesh cement
industry is approximate 12 million tones. In this the major cement plants contribution was
10.5 million tones where as the mini cement plants only producing the approximate 1.58
million tones. The cement consumption of Andhrapradesh is only 6 million tones. In 199798 and this figure has increased to 7 million tons by the end of 1998 because of various
development program taken up by the state government and the industrys dynamic
promotional activities.
The cement configuration in the state has been observing steady growth. In 1996-97
the cement the consumption was only 4.87 million tons and the further consumption
increased to 5.87 million tons. As far as production and consumption is concurrent,
Andhrapradesh cement industry performance increased its 5.29% and 8% respectively in
the year 1996-97. This percentage increase is very low when compared to national average
i.e 8.5% because in this no production activity from the newly erected plants as well as the
existing plants which are increased their installed capacity. One more reason for this type if
low growth rate was number of new plants and the existing plants which were increasing
their capacities started their production in various parts of our country the cement exports
in the year 1992-93, 36,200 tons exported to Bangladesh and some other countries and this
export figure increased to 1, 35,000 tons in 1993-94, there is only 10,000 tons of cement
exported to Burma from Vishakhapatnam. The following are the major contributors of
cement industry in Andhra Pradesh.
1. Madras Cements Limited
2. India Cements Limited
3. Zuari cements limited
Technology Trends:
Resin and fiber reinforcement manufacturers are refining their products to allow
fabricators to more easily process their raw materials into composites. This will allow
the industry to expand composite applications by reducing manufacturing costs.
Low shrink thermoset resin formulations are being developed to enable fabricators to
abandon some of the arcane production practices needed to compensate for current resin
characteristics.
With the exception of one or two recent developments, most of the polyester resins used
in the composites industry were developed 20 to 40 years ago. Resin manufacturers now
recognize the need to invest more fully in product innovations.
A large percentage of current off-the-shelf resin formulations will become obsolete
under practices specified in Maximum Allowable Control Technology (MACT).
Resin specific styrene suppressants are being developed that eliminate secondary
bonding problems. If the bonding issue can be addressed, the use of suppressant
technology will be far more useful to a wider segment of the industry. Styrene
suppressant additives are tremendously effective in reducing emissions. A suppressant
that works well with a specific resin may not be effective in an orthophthalic resin, or an
additive that works well with an isophthalic resin may be less effective with another
formulation.
The next generation of thermoset resins will be low emitting Hazardous Air Particulate
(HAP), and have wider handling parameters than current materials. Efforts are underway to
pull together packages of resins, suppressants, and required handling procedures from a
systems perspective for fabricators.
Epoxy resins may replace the current dominant resin (polyester) in production open
molding. Non-atomized flow applicators are perfectly capable of handling many epoxies,
and would solve the problem that epoxies dont spray well. Nanocomposites are expected
to find significant applications in stronger but lighter weight automotive parts, enhanced
gas-barrier properties in packaging, and improved flame-retardance. Gel coats are being
developed that are more tolerant of thickness variation so that low-tech brush or roller
application could be used in place of atomized spraying.
The non-atomized dispensing of gel coat will reduce environmental emissions.
Gel coat manufacturers have made some real progress in developing low monomer
products, with specialized formulations available in the 28% -33% range. Low emitting
or non-HAP gel coats will play a major role in environmental regulatory compliance.
Ciba Specialty Chemicals and Boeing developed a soft-tooling technique for the fast
fabrication of close-tolerance composite parts at a cost up to 70% less than conventional
mold making methods.
Low Cost Tooling for Composites (LCTC) utilizes seamless epoxy patties to build layup tools, The epoxy compound is oven-cured and can then be quickly CNC machined to
produce lightweight, extremely accurate, dimensionally stable tools for fabricating
prepare prototypes and short-run parts in an autoclave. Equipment manufacturers are
developing better resin spray gun and flow applicators to reduce overspray and lower
emissions.
Current equipment, including the gun, lines and force needed to pull the lines, is too
heavy. The lines are too stiff to allow the precise gun control required for high quality
application. New equipment reduces system weight and makes fluid lines more flexible.
Continued development of non-atomized fluid tip flow applicators in place of spray
technology.
Lower environmental emissions
Innovations involving the use of fluid impingement technology, dynamic mechanical
fluid tips, or the use of ultrasonic energy to reduce particle agglomeration characteristic
of multiple orifice flow nozzles Oriented Flow Chop could be the next major
advancement in open mold fabrication. One aspect of flow chopping is that the
electrostatic charge at the gun seems to be higher, and more difficult to disperse, as
compared to traditional spray application.
If the chop alignment could be enhanced, it would be possible to apply fiber oriented in
one direction.
Each ply of chop could be oriented in a specific direction, thus providing similar
mechanical properties as the fabrics used in hand lay-up. Better process monitoring
equipment is being developed to enhance product quality.
The integration of accurate flow meters in application equipment, coupled with easily
accessible bar code technology, will allow operators to apply exactly the right of
material to a variety of mold sizes and shapes. There will be a general phasing out of
high monomer resins, except in applications where they are absolutely required.
elastic flexibility, and ease in handling and installation. Acrylic modified resins such as
Ashland Chemical's Modar product are being developed for fire resistance.
Other new inorganic formulations and hybridized formulations will address the needs
for fire resistance. The use of phenolic resins in glass and carbon fiber composites is
growing, primarily due to their low flame spread, low smoke generation, and low smoke
toxicity properties.
Applications include mass transit, construction, marine, mine ducting, and offshore
structures. These areas traditionally used other resins such as polyesters, vinylesters, and
epoxies. More stringent fire resistance requirements are driving this market. In Europe,
hand lay-up phenolics composites have been used in mass transit since 1988 after a fire
broke out at the King Cross Station, which killed thirty-one people and injured several
hundred others. Nomex honeycomb with phenolic pre-pregs are employed to
manufacture lightweight composite panels for aerospace applications. The panels are
also used in Californias Bay Area Rapid Transit (BART) project. Other phenolic
composites applications include walls, ceilings, and floors of aircraft interiors. Pre-pregs
(partially cured resin and fiber reinforcement to be fully cured later by a composite
fabricator) are the dominant method of buying raw materials for aerospace, sporting
goods, and medical device composites.
Pre-pregs are more expensive than buying the resin and reinforcement separately, but
offer significant quality advantages, including:
Better control over the resin/fiber concentrations.
Elimination of storage of wet resin and catalyst.
Reduction in the amount of styrene emission.
Elimination of the manual roller process.
Ability to lay-up the material into some shapes that would be difficult with wet systems.
Several new types of pre-pregs have been introduced which have solved many of the
problems associated with traditional pre-pregs. Most of the new resins are available on a
wide variety of reinforcementsfabric, unidirectional tape, mat, braid, and tow using
fiberglass, carbon fibers, and aramid fibers.
Advances in winding software control systems have advanced considerably so that
rather exotic parts such as 90pipe elbows, T pipe sections, paddles, and square crosssections may now be fabricated using filament winding.
Market Structure:
This industry manufactures composite raw materials and composites that are used by
customers in a wide variety of transportation, construction, industrial, and consumer
markets. Five companies supply more than 90% of the glass fiber reinforcement total
industry shipments: Owens Corning (45%), PPG (20%), Vetrotex Certainteed (15%),
Sangobain (5%) and Johns Manville (5%) resulting in a concentrated oligopoly.
There are 22 establishments listed in SIC 32293 (textile glass fiber) producing $2.0
billion in sales annually with a total of 9,134 employees. The Plastics and Resins
manufacturers (SIC 2821) tend to be very large, capital intensive companies producing
products for the composites industry and other plastics users as well.
There is not a specific SIC code for manufacturers that produce composites resins only,
and many of the plastics companies within SIC 2821 do not support the composites
industry. According to the U.S. Census figures on SIC 2821:
24% of manufacturers employ less than 20 people. Nearly half the manufacturers
employ between 20 and 100 people. 29% of the total employ 100 or more employees.
Average employment is 134 people per establishment.
Median employment is 50 people per establishment.
Market power is more evenly distributed within the plastics and resins manufacturers
compared to the glass fiber industry.
Competitive Threats:
Composite materials are still considered a new technology in many market niches, and
therefore require lengthy product approvals.
Traditional materials such as steel, aluminum, and concrete have a longer history of
materials testing data including life cycle performance. Engineers are reluctant to
specify composites for new applications where there is insufficient test data.
Engineers tend to rely on design specifications rather than performance specifications. A
design specification typically spells out the type of material to be used, whereas a
performance specification allows the engineer to choose the material to meet a specified
performance level. Composites are less likely to be included in design specifications.
A lack of qualification criteria and design standards has hindered some engineers from
using FRPs.
Technology advances in lightweight steel and aluminum, particularly in the highly
competitive automotive sector, compete with composite applications. Material recycling
requirements by the automobile industry could limit composite applications. Composites
are not economically recycled. Technologies for the clean separation of the fiber
reinforcement and the matrix have not been fully developed so that the component
materials can be reused. Oil price fluctuations are more likely to have an impact on the
cost of composite raw materials (such as resins) due to their higher petrochemical
content. Foreign competition is minimal due to the high ratio of the shipping costs
compared to the product value, which is typically $1/lb for both the fiber reinforcement
and the resin matrix.
There is considerable foreign competition in carbon fiber production, where the product
value is in the range of $10 to $200/lb. Investment Issues This $3.7 billion a year
industry is considered capital intensive compared to other industries in the
manufacturing sector. For purposes of further understanding of these investment issues,
U.S. Census data from companies producing Plastics Materials and Resins (SIC 2821)
and Pressed and Blown Glass, n.e.c. (SIC 3229) were used. Composite matrix
manufacturers are typically found in SIC 2821.
Machinery and equipment assets for SIC 2821 represent nearly 70% of annual
shipments. Machinery and equipment assets for most manufacturing industries average
between 25% and 50% of annual shipments. Thus, there is $1 of machinery and
equipment assets in place for every $1.43 in shipments.
Buildings and structures assets represent only 1% of shipment value.
Approximately 5% of every dollar of shipment value for plastics materials and resins
manufacturers (SIC 2821) is reinvested in new capital expenditures each year. New
capital expenditures for textile glass fiber manufacturers (SIC 32293) represented 10%
of the value of shipments in 1992, a significant amount and the highest percentage for
any pressed and blown glass manufacturers listed in SIC 3229.
A total of $130 million was reinvested in new capital expenditures by 18 textile glass
fiber establishments with $1.3 billion in shipment value in 1992.
COMPANY PROFILE
Looking to the wide gap between the demand and supply of vital commodity
cement which it plays on important role in Nation Building, the government Private
entrepreneurs to argument the cement production Kesoram rose to the occasion and
decided to set up few cement plants in the country.
Kesoram cement is one of the prestigious units in the renowned Kesoram
industries group that is one of Indias leaden industrial conglomerates, under the leadership
of Mr.B.K.Birla, the famous personality of Indian Industry, who owes branches all over
India.
Kesoram cement Industry is one of the leading manufacturer of cement in India Kesoram
cement is a division of Kesoram Industries limited. It is a dry process cement plant. It is
located at Basant Nagar in Karimnagar District of Andhra Pradesh with the plant capacity
is 8.26 lakhs tones per annum. It is 8Kms away from the Ramagundam Railway Station
Lining Madras to New Delhi.
PLANTS SETUP:
The first cement point of Kesoram with a capacity of 2.1 lacks tones per
annum incorporating Humboldts suspension preheated system was committed
during the year 1969.
The second unit was setup in the year 1971 with capacity of 2.1lacks tons which
added to the above plant capacities.
The third plant with a capacity of 2.5lacks tons per annum, which went on stream
in the year 1978.
The coal for this company is obtained by singareni collieries and the power is obtained
from APSEB. The power demand capacity for the factory is about 21M.W. Kesoram has
got 20G sets of 4MN each installed in the year1987.
Kesoram cement belongs to the Birla group Companies one of the industrial giants
in the country. Kesoram cement industries distinguished itself among the cement factories
in India by bagging the national productivity award for two successive years i.e., in 198586 and 87. Kesoram cement also got the FAPCCI award for best family planning effort in
the state for the year 1987-88.
Kesoram also bagged NCBCNS national award for energy conservation for the year
1989-90. The Kesoram industries look for the welfare of the employees and it provide
various facilities which the employees and it provide various facilities which the employee
feels satisfied with in the organization and after the work they fees satisfies the worker and
1980.
Best FAPCCI award for but family planning effort in the state 1987-88.
FAPCCI award for best workers welfare 1995-96.
Best industrial productivity award of FAPCCI.
Best management award of state government 1993.
It has got Vanamitra award from the government of Andhra Pradesh
b)Rayon
c)Spun Pipes
d)Cement
Kesoram Cement,
Basantnagar-505187,
Dist : Karimnagar, Andhra Pradesh
e)Cement
Vasavadatta Cement,
Sedam-585222,
Dist : Gulbargah, Karnataka.
f) Tyres
Birla Tyres,
Shivam Chambers,
53, Syed Amir Ali Avenue.
Calcutta-700019.
Product Profile
The main brands of cement manufactured are:
RAASI GOLD (53 Grade)
RAASI SUPER POWER
RAASI 43 Grade cement.
All the brands are known for its best quality standards.
Industrial Relations
KIL,KNR is known for its best Industrial Relations practices in this region and won many
awards from Govt. of A.P. and Chamber of Industries.
Norms
Raw Mill Clinker Cement
Lime stone 96%
Iron ore 2.5%
Laterite 1.5%
Raw Mill 1.5 tonnes
Coal 20%
Clinker97%
Gypsum 3%
CHAPTER - III
THEORITICAL FRAME
WORK
The emphases on each area will vary depending on the company and how it
operates, and what requirements are placed on it due to market demands. Each of the areas
above will need to be addressed in some form or another to have a successful program
of Inventory Management and Inventory Control.
IMPORTANCE OF INVENTORY MANAGEMENT:
Inventory management refers to the process of managing the stocks of finished
products, semi-finished products and raw materials by a firm. Inventory management, if
done properly, can bring down costs and increase the revenue of a firm.
How much one should invest in inventory management? The answer to this
question depends on the volume and value of inventory as a percentage of the total assets
of a firm. The importance of inventory management varies according to industries. For
example, an automobile dealer has very high inventories, sometimes as high as 50 per cent
of the total assets, whereas in the hotel industry it may be as low as 2 to 5 per cent.
The process of inventory management is a continuous one and there are various
kinds of solutions available. It is advisable to employ specialized staff for inventory
management.
The inventory management process begins as soon as one has started production
and ordered raw materials, semi-finished products or any other thing from a supplier. If you
are a retailer, then this process begins as soon you have placed your first order with the
wholesaler.
Once orders have been placed, there is generally a short period of time available to
a firm to put an inventory management plan in place before the supplies are delivered.
Inventory management helps a firm to decide in advance where these supplies should be
stored. If a firm is getting supplies of small-sized goods, it may not be much of a problem
to store them, but in the case of large goods, one has to be careful so that the warehousing
space is optimally utilized.
From invoices to purchase orders, there is lot of paperwork and documentation
involved in inventory management. Several software programs are available in market,
which help in inventory management.
Carrying material in inventory is expensive. A number of studies indicated that the annual
cost of carrying a production inventory averaged approximately 25% of the value of the
inventory. The escalating and volatile cost of money has escalated the annual inventory
carrying cost to a figure between 25% - 35% of the value of the inventory. The following
five elements make up this cost:
1) Opportunity cost (12% -20%)
2) Insurance cost (2% 4%)
3) Property taxes (1% - 3%)
4) Storage costs (1%- 3%)
5) Obsolescence and deterioration (4% - 10%)
Total carrying cost (20% - 40%)
Let us briefly look into these costs:
Opportunity cost of invested funds
When a firm uses money to buy production material and keeps it in the inventory, it simply
has this much less cash to spend for other purposes. Money invested in external securities
or in productive equipment earns a return for the company. Thus it is logical to charge all
money invested in inventory an amount equal to that it could earn elsewhere in the
company. This is the opportunity cost associated with inventory investment.
Insurance cost
Most firms insure the assets against possible losses from fire and other forms of damage.
Property taxes
This is levied on the assessed value of a firms assets, the greater the inventory value, the
greater the asset value and consequently the higher the firms tax bill.
Storage costs
The warehouse is depreciated every year over the length of its life. This cost can be
charged against the inventory occupying the space.
Obsolescence and deterioration
In most inventory operations, a certain percentage of the stock spoils, is damaged, is
pilfered, or eventually becomes obsolete. A certain number always takes place even if they
are handled with utmost care.
Generally speaking, this group of carrying costs rises and falls nearly
proportionately to the rise and fall of the inventory level.
Moreover, the inventory level is directly proportional to the quantity in which the
ordered material is delivered. Hence costs of carrying inventory vary nearly directly with
the size of the delivery quantity. This relationship is illustrated as follows:
(Carrying Cost per year) = (Average inventory value) x
(Inventory carrying cost as a % of inventory value)
ECONOMIC ORDER QUANTITY
Economic order quantity is that level of inventory that minimizes the total of inventory
holding cost and ordering cost. The framework used to determine this order quantity is also
known as Wilson EOQ Model. The model was developed by F. W. Harris in 1913. But still
R. H. Wilson is given credit for his early in-depth analysis of the model.
Underlying assumptions
1. The ordering cost is constant.
2. The annual (or monthly or whatever periodicity you desire, here we will use annual)
demand for the item is constant over time and it is known to the firm.
3. Quantity discounts doesn't exist.
4. The order is received immediately after placing the order.
Variables
Q = order quantity
C = fixed cost per order (not per unit, in addition to unit cost)
H = annual holding cost per unit (also known as carrying cost) (warehouse space,
refrigeration, insurance, etc. usually not related to the unit cost)
In order to determine the minimum point of the total cost curve, set its derivative equal to
zero:
Therefore:
ii.
iii.
Lead time
iv.
v.
i.
This is where proprietor(s) of the business should ask themselves why they are in business.
This helps them to focus on the aims and goals of their business hence are able to
predetermine profits and anticipate losses when times are harsh. Under getting the (ware)
house in order, a theory on inventory management was developed called the triangle of
cooperation.
The Triangle of Cooperation
The triangle of cooperation, developed by Jon Schreibfeder (2008), illustrates that most
companies want to achieve the goal of effective inventory management:
Effective Inventory Management allows a company to meet or exceed customers'
expectations of product availability with the amount of each item that will maximize net
profits or minimize costs. But whose responsibility is it to accomplish this goal? Often it is
left to one person or department but it has found that effective inventory management takes
support and acceptance of responsibility by sales, purchasing/replenishment, and
warehouse personnel. He - (Jon Schreibfeder) referred to this as the "triangle of
cooperation":
Without the active participation of each of the triangle's sides, achieving effective inventory
management is impossible. Here is a brief outline of specific responsibilities for
salespeople, purchasing or replenishment, and warehouse people necessary to achieve this
goal.
Salespeople
Help develop the forecast of future sales of each product. The salespeople are also
in the best position to observe customers' changing needs over time. They should
help determine why there was a large discrepancy between a forecast and what was
actually sold in a specific week or month. For example, why did a customer buy an
unusually large quantity of an item? Will this be a new ongoing requirement or was
it a one-time only sale? Studying unusual sales activity can provide salespeople
with valuable information for increasing future sales!
Help keep inventory records accurate. Salespeople are usually very empathetic with
their customers. They often will go to great lengths to meet a customer's needs.
However, they must follow the established rules for properly recording all material
disbursements. For example, salespeople should not take material out of a
warehouse without properly recording it in your computer system.
Make sure that inventory is available to meet the sales or usage forecast. While
accomplishing this primary and most important goal, buyers must replenish stock in such a
way as to minimize the "total cost" of each piece. If you minimize your total cost of
inventory, you will maximize your profits! Decisions involved in minimizing the total cost
of inventory include:
Decide the best source of supply for each product in each stocking location. Do you
buy it? If so, from what vendor? Are replenishment quantities transferred from a
central warehouse or distribution center? Do you assemble a product from
component parts in this warehouse?
Determine the economic order quantity for each product. The economic order
quantity (i.e., "EOQ") balances the cost of the material with the carrying cost of
inventory and the cost of issuing and receiving replenishment orders (Jon
Schreibfeder, 2008).
Warehouse Personnel
Warehouse people make up the third side of the triangle of cooperation and responsibility.
They must:
Organize stock in the warehouse to minimize the cost of filling orders. It makes
sense to store material to maximize the efficiency of the order fulfillment process.
Keeping inventory records accurate. If the quantity in the computer system does not
agree with what is in the warehouse, salespeople won't know what is available for
sale, and buyers will not replenish inventory at the right time. This task probably
will involve conducting full physical inventories or cycle counting certain products
each day.
Ensure that all material movement (both receipts and disbursements) are properly
recorded. This will ensure that quantities in your warehouse remain accurate. After
all, you can have an accurate forecast and bring material in such a way to minimize
your total cost. But if it isn't properly recorded in your computer system, you will
probably experience problems such as:
o
sales, purchasing, and the warehouse. You must implement and maintain the "triangle of
cooperation and responsibility."
Protect the company against theft Make sure that the only people in your warehouse
belong in your warehouse. Pilferage is a larger problem than most distributors realize.
Establishing an approved stock list for each warehouse Order only the amount of nonstock or special order items that your customer has committed to buy. Before adding an
item to inventory, try to get a purchase commitment from your customer. If this is not
possible, inform the salesperson who requests the tem that he or she is personally
responsible for half the carrying cost of any part of the initial shipment that isnt sold
within nine months (Jon Schreibfeder, 2008).
Assign and use bin locations Assign primary and surplus bin locations for every stocked
item. All picking and receiving documents should list the primary bin location (in either
characters or a bar code). With correct bin locations on documents, order picking is
probably the least complicated job in your warehouse. Assign inexperienced people to this
task and your most experienced warehouse workers to receiving inventory and stock
management.
Recording all material leaving the warehouse There should be appropriate paperwork for
every type of stock withdrawal. Under no circumstances should material leave the
warehouse without being entered in the computer. Eliminate "no charge/no paperwork"
material swaps. Product samples should be charged to a salespersons account until they are
either returned to stock or charged to the customer.
Process paperwork in a timely manner All printed picking documents should be filled by
the end of the day. Stock receipts should be put away and entered in the computer system
within 24 hours of arrival.
Set appropriate objectives for the buyers Buyers should be judged and rewarded based on
the customer service level, inventory turns, and return on investment for the product lines
for which they are responsible. Ensure that stock balances are accurate and will remain
accurate Implement a comprehensive cycle counting program. A good cycle counting
program can replace your traditional year-end physical inventory.
ii.
Replenishment of inventory is normally based on safety stock quantities, order points, line
points, and standard order quantities:
Safety Stock Quantity: This is the level of inventory maintained in stock to protect stock
outs resulting from unexpected customer demand or vendor shipment delays.
Order Point: The Safety Stock Quantity plus predicted demand during the anticipated lead
time gives the point at which inventory should be replenished.
Line Point: The Order Point plus predicted demand during the supplier review or order
cycle the normal length of time between typical replenishment orders with the supplier.
Standard Order Quantity: This is the minimum quantity that can be ordered once
(Horngren, et al, 1997).
Replenishment orders are typically placed with a supplier when the Replenishment Position
(On Hand - Committed on Current Outgoing Orders + On Current Incoming
Replenishment Orders) of an item is between its Order Point and Line Point Stock receipts
for the replenishment orders. This will normally be received when the replenishment
position is somewhere between a point equal to the Line Point Line point
Quantity
Order point
issued
Line point
Quantity
Anticipated Lead
Received
Time Demand
anticipated lead time
and the Safety
Stock quantity:
Safety Stock Safety Stock
For example, if a product is ordered when its replenishment position is just below the line
Order point
point, shipment would be received when the available stock quantity equals the Line Point
minus Anticipated Lead Time Demand. But if the product is not ordered until the
replenishment position equals the Order Point, the receipt would probably arrive when the
available inventory equals the Safety Stock. Therefore it can be estimated that the
average quantity on hand at the time of stock receipt will be the average of the Line Point
- Anticipated Lead Time Usage and the Safety Stock quantity.
The stock receipt of products with recurring usage will normally be equal to the specified
Standard Order Quantity (SOQ) of the product. The average quantity of this SOQ on hand
during the time it takes to consume the entire SOQ will be equal to half the SOQ:
Therefore the ideal average on hand quantity of an item with recurring usage should be
equal to the average quantity on hand at the time of stock receipt plus half the SOQ:
[(Line Point - Anticipated Lead Time Usage) + Safety Stock]/2 + SOQ/2
Ideal average on hand quantity of each item with recurring usage can be multiplied with its
average cost and compare it with the current inventory value of the product to determine
whether there is currently over stocking or under stocking.
iii.
Lead time is the time that elapses between the placing of an order (either a purchase order
or a production order issued to the shop or the factory floor) and actually receiving the
goods ordered (Daniel et al, 1999)
If a supplier (an external firm or an internal department or plant) cannot supply the required
goods on demand, then the client firm must keep an inventory of the needed goods. The
longer the lead time, the larger the quantity of goods the firm must carry in inventory.
A just-in-time (JIT) is a philosophy that advocates the lowest possible levels of inventory.
JIT espouses that firms need only keep inventory in the right quantity at the right time with
the right quality. The ideal lot size for JIT is one, even though one hears the term "zero
inventories" used.
Small scale business can maintain extremely low levels of inventory. However, a firm may
have a lead time of up to three months. That means that a firm that uses goods produced
through a process of three months must place orders at least three months in advance of
their need. In order to keep their operations running in the meantime, an on-hand inventory
of three months requirement would be necessary.
iv.
It is the level of inventory that minimizes the total inventory holding costs and ordering
costs. It is one of the oldest classical production scheduling models. The framework used to
determine this order quantity is also known as the Wilson EOQ Model or the Wilson
Formula. The model was developed by F. W. Harris in 1913.
The required parameters in determining the EOQ are the total demand for the year, the
purchase cost for each item, the fixed cost to place the order and the storage cost for each
item per year. The number of times an order is placed will also affect the total cost;
however, this number can be determined from the other parameters (Schwartz, 2009).
Q = order quantity
C = fixed cost per order (not per unit, in addition to unit cost)
H = annual holding cost per unit (also known as carrying cost or storage cost)
(warehouse space, refrigeration, insurance, etc. usually not related to the unit cost)
.
To determine the minimum point of the total cost curve, set its derivative equal to zero:
.
The result of this derivation is:
.
Solving for Q gives Q* (the optimal order quantity):
Therefore:
Note that interestingly, Q* is independent of P, it is a function of only C, D, H.
Just-in-time
Just-in-time (JIT) is an inventory strategy implemented to improve the return on
investment of a business by reducing in-process inventory and its associated carrying costs.
In order to achieve JIT the process must have signals of what is going on elsewhere within
the process. This means that the process is often driven by a series of signals, which can be
Kanban, that tell production processes when to make the next part. Kanban are usually
'tickets' but can be simple visual signals, such as the presence or absence of a part on a
shelf. When implemented correctly, JIT can lead to dramatic improvements in a
manufacturing organization's return on investment, quality, and efficiency. Some have
suggested that "Just on Time" would be a more appropriate name since it emphasizes that
production should create items that arrive when needed and neither earlier nor later.
Quick communication of the consumption of old stock which triggers new stock to be
ordered is key to JIT and inventory reduction. This saves warehouse space and costs.
However since stock levels are determined by historical demand any sudden demand rises
above the historical average demand, the firm will deplete inventory faster than usual and
cause customer service issues. Some[1] have suggested that recycling Kanban faster can also
help flex the system by as much as 10-30%. In recent years manufacturers have touted a
trailing 13 week average as a better predictor for JIT planning than most forecasters could
provide.
Stocks
JIT emphasizes inventory as one of the seven wastes (overproduction, waiting time,
transportation, inventory, processing, motion and product defect), and as such its practice
involves the philosophical aim of reducing input buffer inventory to zero. Zero buffer
inventories means that production is not protected from exogenous (external) shocks. As a
result, exogenous shocks reducing the supply of input can easily slow or stop production
with significant negative consequences. For example, [3] Toyota suffered a major supplier
failure as a result of the 1997 Aisin fire which rendered one of its suppliers incapable of
fulfilling Toyota's orders. In the U.S., the 1992 railway strikes resulted in General Motors
having to idle a 75,000-worker plant because they had no supplies coming in.
JIT Implementation Design
Based on a diagram modeled after the one used by Hewlett-Packards Boise plant to
accomplish its JIT program.
1) F Design Flow Process
- F Redesign/relayout for flow
- L Reduce lot sizes
- O Link operations
- W Balance workstation capacity
- M Preventative maintenance
- S Reduce Setup Times
2) Q Total quality control
- C worker compliance
- I Automatic inspection
- M quality measures
- M fail-safe methods
- W Worker participation
3) S Stabilize Schedule
- S Level Schedule
- W establish freeze windows
- UC Underutilize Capacity
4) K Kanban Pull System
- D Demand pull
- B Backflush
- L Reduce lot sizes
5) V Work with vendors
- L Reduce lead time
- D Frequent deliveries
- U Project usage requirements
- Q Quality Expectations
6) I Further reduce inventory in other areas
- S Stores
- T Transit
- C Implement Carroussel to reduce motion waste
Effects
Some of the initial results at Toyota were horrible, but in contrast to that a huge amount of
cash appeared, apparently from nowhere, as in-process inventory was built out and sold.
This by itself generated tremendous enthusiasm in upper management.
Another surprising effect was that the response time of the factory fell to about a day. This
improved customer satisfaction by providing vehicles usually within a day or two of the
minimum economic shipping delay.
Also, many vehicles began to be built to order, completely eliminating the risk they would
not be sold. This dramatically improved the company's return on equity by eliminating a
major source of risk.
Since assemblers no longer had a choice of which part to use, every part had to fit perfectly.
The result was a severe quality assurance crisis, and a dramatic improvement in product
quality. Eventually, Toyota redesigned every part of its vehicles to eliminate or widen
tolerances, while simultaneously implementing careful statistical controls for quality
control. Toyota had to test and train suppliers of parts in order to assure quality and
delivery. In some cases, the company eliminated multiple suppliers.
When a process problem or bad parts surfaced on the production line, the entire production
line had to be slowed or even stopped. No inventory meant that a line could not operate
from in-process inventory while a production problem was fixed. Many people in Toyota
confidently predicted that the initiative would be abandoned for this reason. In the first
week, line stops occurred almost hourly. But by the end of the first month, the rate had
fallen to a few line stops per day. After six months, line stops had so little economic effect
that Toyota installed an overhead pull-line, similar to a bus bell-pull, that permitted any
worker on the production line to order a line stop for a process or quality problem. Even
with this, line stops fell to a few per week.
The result was a factory that eventually became the envy of the industrialized world, and
has since been widely emulated.
The just-in-time philosophy was also applied to other segments of the supply chain in
several types of industries. In the commercial sector, it meant eliminating one or all of the
warehouses in the link between a factory and a retail establishment.
Benefits
As most companies use an inventory system best suited for their company, the Just-In-Time
Inventory System (JIT) can have many benefits resulting from it. The main benefits of JIT
are listed below.
1. Set up times are significantly reduced in the factory. Cutting down the set up time to
be more productive will allow the company to improve their bottom line to look
more efficient and focus time spent on other areas that may need improvement. This
allows the reduction or elimination of the inventory held to cover the "changeover"
time, the tool used here is SMED.
2. The flows of goods from warehouse to shelves are improved. Having employees
focused on specific areas of the system will allow them to process goods faster
instead of having them vulnerable to fatigue from doing too many jobs at once and
simplifies the tasks at hand. Small or individual piece lot sizes reduce lot delay
inventories which simplifies inventory flow and its management.
3. Employees who possess multiple skills are utilized more efficiently. Having
employees trained to work on different parts of the inventory cycle system will
allow companies to use workers in situations where they are needed when there is a
shortage of workers and a high demand for a particular product.
4. Better consistency of scheduling and consistency of employee work hours. If there is
no demand for a product at the time, workers dont have to be working. This can
save the company money by not having to pay workers for a job not completed or
could have them focus on other jobs around the warehouse that would not
necessarily be done on a normal day.
5. Increased emphasis on supplier relationships. No company wants a break in their
inventory system that would create a shortage of supplies while not having
inventory sit on shelves. Having a trusting supplier relationship means that you can
rely on goods being there when you need them in order to satisfy the company and
keep the company name in good standing with the public.
6. Supplies continue around the clock keeping workers productive and businesses focused on
turnover. Having management focused on meeting deadlines will make employees work
hard to meet the company goals to see benefits in terms of job satisfaction, promotion or
even higher pay.
Problems within a JIT system
The major problem with just-in-time operation is that it leaves the supplier and downstream
consumers open to supply shocks and large supply or demand changes. For internal reasons, this
was seen as a feature rather than a bug by Ohno, who used the analogy of lowering the level of
water in a river in order to expose the rocks to explain how removing inventory showed where flow
of production was interrupted. Once the barriers were exposed, they could be removed; since one of
the main barriers was rework, lowering inventory forced each shop to improve its own quality or
cause a holdup in the next downstream area. One of the other key tools to manage this weakness is
production levelling to remove these variations. Just-in-time is a means to improving performance
of the system, not an end.
v.
There are three types of costs that together constitute total inventory costs: holding costs,
set-up costs, and purchasing costs.
Holding costs
Holding costs, also called carrying costs, are the costs that result from maintaining the
inventory. Inventory in excess of current demand frequently means that its holder must
provide a place for its storage when not in use. This could range from a small storage area
near the production line to a huge warehouse or distribution center. A storage facility
requires personnel to move the inventory when needed and to keep track of what is stored.
If the inventory is heavy or bulky, forklifts may be necessary to move it around.
Storage facilities also require heating, cooling, lighting, and water. The firm must pay taxes
on the inventory, and opportunity costs occur from the lost use of the funds that were spent
on the inventory. Also, obsolescence, pilferage (theft), and shrinkage are problems. All of
these things add cost to holding or carrying inventory.
If the firm can determine the cost of holding one unit of inventory for one year (H) it can
determine its annual holding cost by multiplying the cost of holding one unit by the
average inventory held for a one-year period. Average inventory can be computed by
dividing the amount of goods that are ordered every time an order is placed (Q) by two.
Thus, average inventory is expressed as Q/2. Annual holding cost, then, can be expressed
as H (Q/2).
Set-up costs
Set-up costs are the costs incurred from getting a machine ready to produce the desired
good. In a manufacturing setting this would require the use of a skilled technician (a cost)
who disassembles the tooling that is currently in use on the machine. The disassembled
tooling is then taken to a tool room or tool shop for maintenance or possible repair (another
cost). The technician then takes the currently needed tooling from the tool room (where it
has been maintained; another cost) and brings it to the machine in question.
There the technician has to assemble the tooling on the machine in the manner required for
the good to be produced (this is known as a "set-up"). Then the technician has to calibrate
the machine and probably will run a number of parts, that will have to be scrapped (a cost),
in order to get the machine correctly calibrated and running. All the while the machine has
been idle and not producing any parts (opportunity cost). As one can see, there is
considerable cost involved in set-up.
If the firm purchases the part or raw material, then an order cost, rather than a set-up cost,
is incurred. Ordering costs include the purchasing agent's salary and travel/entertainment
budget, administrative and secretarial support, office space, copiers and office supplies,
forms and documents, long-distance telephone bills, and computer systems and support.
Also, some firms include the cost of shipping the purchased goods in the order cost.
If the firm can determine the cost of one set-up (S) or one order, it can determine its annual
setup/order cost by multiplying the cost of one set-up by the number of set-ups made or
orders placed annually. Suppose a firm has an annual demand (D) of 1,000 units. If the firm
orders 100 units (Q) every time it places and order, the firm will obviously place 10 orders
per year (D/Q). Hence, annual set-up/order cost can be expressed as S(D/Q).
Purchasing Cost
Purchasing cost is simply the cost of the purchased item itself. If the firm purchases a part
that goes into its finished product, the firm can determine its annual purchasing cost by
multiplying the cost of one purchased unit (P) by the number of finished products
demanded in a year (D). Hence, purchasing cost is expressed as PD.
Total = Holding cost + Set-up/Order cost + Purchasing cost
or
Total = H(Q/2) + S(D/Q) + PD
The real world constraint is taken into account prior to deciding on the appropriate changes.
Simulations are conducted to verify the appropriateness of the analytical models using
actual process data.
Cash flow problem is identified, further analysis reveals that inventory levels are high and
turns are below most major competition.
This study has not focused on the systems necessary for inventory management; they have
only taken into consideration inventory level as a strategy for maximizing profit.
CHAPTER-IV
DATA ANALYSIS
&
INTERPRETATION
S.NO
PARTI
CULARS
2009-10
QUAN
VALUE
2008-09
QUAN
VALUE
2009-10
QUAN
VALUE
MTS
RS
MTS
RS
MTS
RS
6,02,57
5,16,43,393
5,57,99
4,31,82,80
7,25,239
6,01,30,427
LIME
1
STONE
LATER
RITE
21,057
54,55,237
36,927
1,28,69,04
40,067
2,03,94,980
GYPSUM
13,876
96,17,213
14,919
1,12,56,927
12,658
99,63, 143
12,599
30,03,109
1979
13,63,916
2,680
18,74,025
IRON
4
ORE
CLI
NKER
2,38,94,565
1,67,27,477
TRANSPORT
6
SLAG
52,746
2,16,07,526
37,544
1,33,47,166
23,662
67,76,999
29,175
8308,748
28,845
93,44,390
7,26,517
12,19,98,042
6,68,543
10,70,56,18
8,09,489
10,17,06,94
FLY
7
TOTAL
ASH
DETAILS OF MATERIALS
S.NO
2008-09
PARTI
CULARS
QUAN
VALUE (RS)
MTS
2009-10
QUAN
VALUE (RS)
MTS
LIME
1
STONE
7,58,012
7,30,72,048
7,29,474
8,06,74,608
18,57
7,30,72,048
1002
5,86,836
14,049
77,92,568
19,657
1,30,19,817
PURCHASED RAW
2
MEAL
LATER RITE
(AL)
LATERRITE
6,450
62,43,243
14,369
1,72,89,921
GYPSUM
12,521
1,14,89,566
13,724
1,60,42,857
IRON- ORE
6,450
62,43,243
14,369
1,72,89,921
1,594
8,14,926
597
3,05,126
DOLA MITE
146
42,311
SLAG
93
70,841
IRON-ORE
7
SLUDGE
10
FLY-ASH
TOTAL
42,136
1,68,28,509
2,953
12,52,445
8,57,753
12,80,08,810
7,83,616
13,02,20,264
INVENTORIES
PARTICULARS
2007-08
STORES&SPARES 4,24,62,539
2008-09
2009-10
2008-09
2009-1
3,81,29,634
4,04,73,415
4,03,72,167
4,70,83
RAWMATERIALS
43,23,631
53,84,125
67,10,394
85,08,184
71,09
COAL
78,12,148
1,73,77,900
1,06,81,760
1,55,64,080
1,61.90
PACKING
22,99,089
24,33,166
27,69,936
13,93,343
16,35
MATERIALS
GOODS IN
1,45
TRANSIT
WORK-INPROGRESS
FINISHED
GOODS
DELIVERED
3,28,74,681
2,00,55,080
74,51,674
17,87,742
42,23
66,05,349
16,27,777
20,69,280
26,34,248
17,57
33,92,234
98,63,270
85,28,720
22,39
ENERGY
TOTALS
AMOUNT
4,24,62,539
3,81,29,634
4,04,73,415
4,03,72,167
4,70,83,279
PERCENTAGE
10.20
6.15
0.25
16.62
RAWMATERIALS
YEARS
2007-08
2008-09
2009-10
2008-09
AMOUNT
43,23,631
53,84,125
67,10,394
85,08,184
PERCENTAGE
24.53
24.63
26.79
2009-10
71,09,270
16.44
INTERPRETATION 1.
2.
3.
4.
+
YEARS
2007-08
2008-09
COAL
AMOUNT
78,12,148
1,73,77,900
PERCENTAGE
122.45
2009-10
2008-09
2009-10
1,06,81,766
1,55,64,080
1,61,90,287
38.53
45.71
4.02
INTERPRETATION
1. The Total value of coal is in 2005-06 78,12,148.
2. In 2006-07 Total value of coal is 122.45%.
3. In 2007-08 The coal consumption is 38.53%,
4. In 2008-09 The Total value of coal is increased by 45.71% by
Comparing With 2007-08
5. Present year 2009-10 consumption of coal is 4.02% it was decreased
Comparing with previous year.
PACKING MATERIALS
YEARS
2007-08
2008-09
2009-10
2008-09
2009-10
AMOUNT
22,99,089
24,33,166
27,69,936
13,93,343
16,35,482
PERCENTAGE
5.83
13.84
50.00
13.38
INTERPRETATION
1.In 2005-06 Total value of Packing materials 22,99,089
2.In 2006-07 Total value of Packing materials 5.83%.
3.In 2007-08 Total value of Packing materials comparing with
previous year it was increased by 13.84%.
4.In 2008-09 packing materials are decreased by 50%.
5.In 2009-10 packing materials increased better than previous year
it was 13.38%.
WORK-IN-PROGRESS
YEARS
2007-08
2008-09
2009-10
2008-09
2009-10
AMOUNT
3,28,74,681
2,00,55,080
74,51,674
17,87,742
42,23,884
PERCENTAGE
39.00
68.84
76.01
136.27
INTERPRETATION
1.In 2005-06 Total value of work in progress 3,28,74,681
2.In 2006-07 Total value of work in progress 39%.
3.In 2007-08 Total value of work in progress 68.84%. it was decreased
comparing With previous year.
4.In 2008-09 The Total value of work in progress it was decreased
comparing With previous year. i.e 76.01%.
5.In 2009-10 The Total value of work in progress it was increased by
136.27%.By observing with previous year
FINISHED GOODS
YEARS
2007-08
2008-09
2009-10
2008-09
2009-10
AMOUNT
66,05,349
16,27,777
20,69,280
26,34,248
17,57,174
PERCENTAGE
75.36
27.12
27.30
33.30
DELIVERED ENERGY
YEARS
2007-08
2008-09
2009-10
2008-09
2009-10
AMOUNT
---------33,92,234
98,63,270
85,28,720
22,39,956
PERCENTAGE
190.76
13.53
73.74
INTERPRETATION
1.In 2005-06 The Total value of Delivered energy is nil.
2.In 2006-07 The Total value of Delivered energy 33,92,234.
3.In 2007-08 The Total value of Delivered energy 19.76%.
4.In 2008-09 The Total value of Delivered energy decreased by 13.53%.
5.IN 2009-10 The Total value of Delivered energy decreased by
73.74%By observing with previous year.
PARTICULARS
2007-08
2008-09
2009-10
2008-09
2009-10
44.06
04.49
08.11
02.29
43.13
06.09
19.66
02.75
50.58
08.39
13.35
03.46
51.24
10.80
19.75
01.77
58.57
08.84
20.15
02.03
----------
----------
-----------
----------
00.18
34.10
22.69
09.31
02.27
05.25
06.85
-------100.00
01.84
03.84
100.00
02.59
12.32
100.00
03.34
10.83
100.00
02.19
02.79
100.00
Intrepretation:-
YEARS
2007-08
2008-09
2009-10
2008-09
2009-10
AMOUNT
RATIO
23,76,55,692/9,23,88,677
41,21,48,760/8,42,09,826
70,34,96,783/7,94,04,110
72,68,72,943/7,95,86,736
2.57
4.89
8.86
9.13
YEARS
2005-06
2006-07
2007-08
2008-09
2009-10
SALES
1,11,18,31,603
1,12,03,59,310
1,53,77,19,469
2,47,14,33,454
2,74,61,83,129
PERCENTAGE
0.77
37.25
60.72
11.12
Intrepretation:1.Total sale of cement is in 2004-08 like this from 2006-07 0.77%, 2005-
PROFITS YEARLY
YEARS
2005-06
2006-07
2007-08
2008-09
2009-10
PROFITS
6,63,63,114
8,88,75,405
10,71,13,012
38,82,58,733
64,30,05,659
TREND RATIO
33.92
20.52
264
65
INTREPRETATION1.The Trend Ratio is from 2004-08 yearly like this 2006-07 33.92%,
2007-08 20.52%, 2008-09 264%, and finally 2009-10 65%
respectively.
INVENTORIES CONSUMED
YEARS
2005-06
2006-07
2007-08
2008-09
2009-10
INVENTORIES
9,63,77,438
8,83,99,916
8,00,19,735
7,87,88,484
8,03,84,989
TREND RATIO
8.28
9.47
1.54
2.03
INTREPRETATION1.Inventories consumption is according to table in 2006-07 8.28% 200506 9.47%, 2008-09 1.54%, and finally 2009-10 2.03% respectively.
CHAPTER-V
FINDINGS
& SUGGESTIONS
FINDINGS
7. Work-in-progress yearly from 2006-07 39%, 2007-08 68.84%, 200809 76.01%, and 2009-10 136.27% respectively.
SUGGESTIONS
BIBILOGRAPHY
BIBILOGRAPHY
- S.N.Maheswri
Website: www.madrascement.com
2004-2009