Report On PAFnew 2003

PakArab Fertilizers December 29, 2009
Report on
Pak Arab Fertilizers

Submitted to
Sir. Dr. Hayat Muhammad
Awan
Submitted by
Amar Anjum Noor
MBE – 08 – 13
Session 2008-2010
+923344003817
Operation Management Report

1
Sr.# contents
page no.
01 Acknowledgement
3
02 Introduction to Organization 4
03 Products 6
04 Strategies of the Organization 8
05 Location 10
06 Operations Department 11
07 Production Planning 13
08 Inventory Management 14
09 Quality Control 15
10 Human Resource Management 16
11 Project Planning 18
12 Distribution System 19

2
13 Conclusion 20
This report was a part of our subject OPERATION MANAGEMENT

assigned to us in III rd semester of MBA. By the grace of Almighty
Allah and the kind co-operation of our teacher Sir. Dr Hayat M.
Awan, I am able to complete this task which was provided to me. I
visited the Pak Arab Fertilizers located in Multan. I am very
grateful to the management and to the employees who provided
their time and co-operated with us in completing this assignment.

3
The company was established as a result of protocol concluded and signed on

November 15, 1972 by the two Governments---Pakistan & Emirate of Abu Dhabi, to
establish a joint venture in the field of Fertilizer Industry for exploitation of Natural
Resources available, to the mutual benefits of the two brotherly Muslim countries,
Consequently, a memorandum of Understanding was concluded between West
Pakistan Industrial Development Corporation of Pakistan (WPIDC) and Abu Dhabi
National Oil Company, Abu Dhabi (ADNOC) on March 7, 1973 and a participation
Agreement emerged on November 01, 1973 to establish a joint venture for the
expansion and modernization of the company’s predecessor-Natural Gas Fertilizer
Factory, Multan. Thus the Company was incorporated on November 12, 1973 with
total authorized capital of RS. 1000 Million.
Later:
ϖ PIDC share in the Company was assumed by National Fertilizer

Corporation of Pakistan (NFC) as a result of reformation of public sector
corporations.
ϖ ADNOC share in the Company had been assumed by International
Petroleum Investment Company, Abu Dhabi (IPIC).
Pakistan has equity share capital participation through NFC and Abu Dhabi through
IPIC in the ratio 52% and 48% respectively with a paid up capital of RS. 743.061
Million.
Pakarab Fertilizers is the largest fertilizer complex in Pakistan and is the only
fertilizer manufacturing facility producing compound fertilizer Nitro phosphate in the
country. Fertilizer production plants of Pakarab Fertilizers, located about 08
Kilometers from the ancient city of Multan, were completed in 1978 at a total cost of
RS. 2,279.010 Million inclusive of RS. 1,326.000 Million foreign component.
Ammonia/Urea plants rehabilitation and plants rationalization program was

undertaken with the World Bank Loan of US $ 24.1 Million and completed in 1986 at

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a total cost of Rs. 340.949 Million. Total Project Cost, as on June 30, 1997 was Rs.
3,274.694 Million.
Production capacity of the plants of the Complex is as follows:
FERTILIZER NUTRIENT PRODUCTION

PRODUCTS CONTENT CAPACITY
N P205 MTPD
NP (Nitro 23.0 23.0 1015

phosphate)
CAN (Calcium 26.0 - 1500
Ammonium Nitrate)
Nitric Acid 46.0 - 1380
INTERMEIATE PRODUCTION CAPACITY

PRODUCTS
MTPD
Ammonia 960
Urea 280
Pakarab Fertilizers had substantially contributed to the requirement of chemical

fertilizers since commencement of commercial production.

5
CAN (Calcium Ammonium Nitrate)
Designed capacity of this plant is 1500 M. Tons per day Calcium Ammonium Nitrate
having 26% Nitrogen contents and 1-2 % Potassium Sulphate as additional nutrient
to stabilize the prills & fulfill the soil requirement. It is manufactured by mixing
75% molten Ammonium Nitrate and 25 % Calcium Carbonate in the mixing tank
at 170 C. 550-700 M. Tons per day Ammonium Nitrate is produced directly by
reacting Ammonia gas and 60% Nitric acid in the Neutralization Reactor. 1050 M.
Tons per day Ammonium Nitrate is produced in the CN Section by reacting Calcium
Nitrate solution with Ammonia and Carbon dioxide gases in the CN Reactors. 600
M. Tons per day Calcium Carbonate is also produced in the same CN Reactors.
Calcium Ammonium Nitrate is hygroscopic by nature and absorbs moisture from

the atmosphere therefore it can be used in the soil with out sufficient water. It
contains 13% Nitrate Nitrogen which supplies nutrients immediately to the plants
and rest 13% Ammonium Nitrogen gives food slowly till ripe of the crop.
Process of the plant is designed by Hoescht whereas detail engineering is done by

UHDE Germany. This plant is in production since 1979
NP (Nitrogen Phosphate)
The process was based on license from Stamicarbon, Holland, while detailed
Engineering was made by Uhde,Germany.
The plant was designed to produce 229.4 MTPD of P2O5 or 1015 MTPD of NP having
22.6% P2O5 with 300 on-stream days/annum. The plant could not produce NP
product at its rated capacity both in terms of designed quality as well as quantity at

6
the time of guarantees; Uhde was made to undertake modifications on the plant,
which they performed through addition of 2-lines of Crystallizers making total six
lines. Similarly 2 centrifuges were added to 4 existing ones and additional
refrigeration capacity was provided. However, even after the modifications designed
product quality could not be achieved. The plant consumes much higher energy
level compared with design.
In view of the fact that plant could not produce 22.6% P2O5, the specs were revised
to 20% P2O5 and 22% Nitrogen (originally 22.6% each of Nitrogen and P2O5).
Urea
A new Urea unit of 280 MTPD capacity commenced production in April, 1986 based
on Snamprogetti design. Old Urea unit, Evaporation unit and Prilling Tower was
retained.
The new plant has 330 operating days/annum. Urea unit is a trouble free unit. It has
the highest production efficiency. The highest production achieved was 387 MTPD
against design of 280 MTPD (38.2% higher). Last year a production capacity of
101,754 MT of Urea as compared to design of 92,420 MT/annum and was 10.12%
higher inspite of gas load shedding (+ 13,619 M. Tons).
Ammonia Plant
Based on Kellogg process, steam reforming of the natural gas, the plant
commenced production in November 1978. The plant had capacity of 910 MTPD,
which was enhanced by 50 MTPD through addition of Purge Gas Recovery Unit in
April, 1986.
The plant is designed to operate 330-days per annum (initially 320-days/ annum
prior to capacity increase. Present energy consumption at the plant is 9.6 G.Cal /MT
of Ammonia (excluding non-productive gas), which was 9.464 G.Cal /MT of Ammonia
during guarantee period
Nitric Acid
There are two units (three lines) of Nitric Acid production. The old line has a
capacity of 180 MTPD of 60% Nitric Acid strength. This line commenced production
in 1963. Other two lines have a capacity of 600 MTPD of 60% Nitric Acid. These two
lines commenced production in December, 1978.
The old line was modified in 1986 when an additional Absorption Tower was added,
which resulted in increase of Nitric Acid concentration to 60% strength and reduced
pollution level i.e. NOx Emission from 4000-6000 mg/cubic meter to 800 mg/cubic
meter. The plant is operated as and when required.

7
The two new lines have on stream factor of 330 days (originally 320 days). The old
line consumes 0.310 MT Ammonia/ton Nitric Acid (100% basis) while the new lines
consume 0.290 MT Ammonia/ton of Nitric Acid (100% basis). Thus old unit of Nitric
Acid consumes higher energy.
Approximately 40% of total Ammonia produced is used to produce Nitric Acid.
Corporate strategy provides an overall direction that serves as framework for

carrying out all the organizations function corporate strategy determines the long
term goals and the possible means through which these goals are going to be
achieved.
It is composed of organization mission statement, managing changes in the law and

having distinctive competencies.
Mission of the organization
Vision Statement
Our philosophy is to deal honestly and fairly with our customers by providing the best products
and services to merit and earn their trust, and to deal fairly with our business associates. We
believe that the relationship that exists in the market today between the customer and the supplier
has run afoul due to greed, mistrust, and short-sightedness. We believe that the customer is
interested in a true business partner and we intend to build such relationships. We intend to
create wealth for our shareholders and in turn value for ourselves. We believe that all energy
comes from our customers and we respect and cherish the opportunity to serve them.
Distinctive competencies
The distinctive competencies of the org. are those, which the management
considered to be unique and giving strength to the organization.

8
The distinctive competencies of the PAKARAB FERTILIZERS are:
1. Work force flexibility system.

2. Monopoly in CAN and NP.
Competitive Priorities
Competitive Priorities are the organization priorities or dimensions of competition,
which translate, market needs into operations terms. A firm gains an advantage by
performing a one or more of the following priorities.
τ Cost
τ Quality
τ Time
τ Flexibility
The priorities of the organization are:
ϖ Cost
ϖ Time
ϖ Quality
They said that we have contracted our suppliers on the best terms and cost is in our
limits and since capacity is fixed and we have to produce the fixed quantities and so
we also deliver the products in time to our distributions. So we focus on time
delivery.
As for as quality is concerned, we are producing consistent quality product these

quality standards are fixed. Since it is a product focus organization so we have to
remain in the available constraints of capacity & we produce fixed quantities with
consistent quality so these are our priorities.
Positioning Strategy
Based on competitive priorities for its products the organization selects a
positioning strategy, which determines how the operations system is organized. In
this organization the system is organized around a product focus strategy.
Now I can link the firm’s positioning strategy with its competitive priorities.
As it is a “product focus” organization so it
τ Produces more standardized products, with high

volumes.
τ Longer life cycle

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τ Consistent quality
τ More emphasis on low cost
τ Short delivery times.
Utilities
Power (27 MW)
3 Turbo Generators (9 megawatts each.)
Location of either service organization or any manufacturing organization depends

upon many factors. All these factors influence the profits of the organization.
There are some factors, which are very sensitive, and manager have to always take
a great care while taking decision about the location because if any one of such
factors is not met it will effect the performance of the organization.
Decision about locating Pakarab Fertilizers limited was taken back in 1970’s when
its foundation was kept as a public sector organization. These decisions are most of
the time political in nature and many factors also count in making these kinds of
decisions. Stable public and political environment is more beneficial for such type
of industries.
Other dominating factors they considered were
1. Favorable labor climate

In Multan labor is abundant and widely available, which can be hired at any time at
normal wage rates.

10
2. Proximity to Market
Multan is a central place of the country and it is considered that all the agriculture
land which is the market for fertilizers is available in the surroundings and therefore
supply from here to all other parts of the country is very easy.
3. Proximity to Resources
As for as proximity to resources is concerned that Sui gas is the main ingredient and
there is a compressor station of natural gas in Multan so it was better to locate the
facility here.
4. Infrastructure
As for as infrastructure is concerned it is available accordingly here, and it is very
easy to supply the products from here and raw material and other needed products
easily and in time delivery of the raw materials and products to the market is very
easy due to wide net work of roads.
5. Utilities
As other utilities are concerned including water, electricity. They are also
abundantly available.
6. Proximity to Suppliers
It is locate in an area close to market; it is easy for the managers to hire the
contractors or to have contract with suppliers, so therefore out bound transportation
costs are less.
7. Social facilities availability

All the social facilities are widely available in Multan. As the work force we have to
see other social factors including the proper education centers for their children,
hospitals, parks for recreation of children, security facilities, housing &
transportation facilities and Multan meet all these requirements. Thus Multan is
considered best for setting up such a huge project. So briefly all these factors
emphasize on cost, time, flexibility, quality and at a place we are working, as
meeting the requirements relating to cost, time and flexibility.
There is a separate operation department in the factory called production

department. It is controlled by production manager. It is a production unit, which is
centrally inter-linked with all other departments, including finance, marketing,
human resource etc. In the plant fixed capacity is utilized to get the described
production targets.

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There is no flexibility & no adaptability, production manager has a proper control

and decides about all the matters selected to this department for the availability of
inputs i.e. raw material efficient working of the operations is necessary, so therefore
manager forecasts at what time this particular material should be available and in
which quantity so that there comes no hurdle in the process. Since this department
has links with other department to make its functions reliable.
PAFL is basically a production plant and no marketing is concerned with it, for Sales
NFC has its own sales units. So production department is the main department
which controls the functions related to production what to purchase? How much to
produce at what quantity is required and when is it required? Thus it is the
backbone of the organization.
Demand Forecasting
PAFL is a product focus organization with limited capacity and produce remaining in
their constraints. As for demand forecasting ministry of food & crop estimates the
demand. Then it gives the annual targets to the NFC, PAK. American Fertilizers &
Pak. Saudi Fertilizers.
NFC again determines its annual production targets for FFC and PAFL so in PAFL
they themselves do not forecast rather they are given fixed annual production
targets which they have to meet. They told that demand shows fluctuations very
rarely. Nearly every year the targets are usually the same but now the situation has
changed from the last 2 or 3 years but this year it is assumed that Pak Arab will
meet its targets and no shortage of fertilizers will be in the country.
Purchase Process
Purchase process involves
ϖ Acquisition process
ϖ Suppliers selection
1. Acquisition process
Production department informs the purchasing department about the required
material through a purchase requisition showing type of material quality, quantity,
delivery date. Now purchase department is responsible to provide all the material at
required time.

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2. Supplier selection
Suppliers are selected through bidding process. Suppliers who are interested are
offered to give quotations and on the basis of bidding process which is analyzed
commercially & technically. To see which supplier can meet which requirement.
Company announces a bidding date. A comparative statement is made, then it is
financially worked out in terms of low cost and which are lowest is awarded by a
letter of contract, usually it is short term bidding for certain Chemicals & spare
parts. For the major raw materials, they have long term contracts, for Sui gas the
contract was made in 1974 and now it was revised similarly for Rock Phosphate
which is imported from Jordan & Morocco. PAFL has long term contracts for its on
time delivery. It also have contract with National Shipping Corporation.
Production planning department generally deals with inventory holding, production

rate and work force planning.
This links the strategic goals & objectives with production plan for individual
products and specific components of these products. In production planning they
see what to produce, how much demand is there, how to produce, for all these
problems holding cost and set up cost is adjusted so that total cost could be
minimized. For this purpose it is decided at what capacity plant will operate.
ϖ Maximum capacity level

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ϖ Normal capacity level

ϖ Minimum capacity level
After deciding capacity level i-e normal operating capacity level or others, they
prepare yearly production plan approved by ministry of production & industries.
After yearly planning, they plan for raw material, for this purpose bidding is done,
then convert yearly plan into monthly, then daily & then hourly for utilities, plant
wear & tear, inventory holding planning is also done which comes under aggregate
planning.
Work force planning is also carried out, what schedule of work force will be better,
either it will work on the bases of shifts and whether the overtime or under time will
be applied, how much leaves will be given to the workers during the work etc. Thus
their aggregate planning basically production plan covers the all aspects related to
production directly an indirectly.
At this time it is running on 1250 MTPD whereas its capacity is 1500 MTPD while
250 MTPD is capacity cushion.
There are 3 shifts in 1 day and 8 hour shift there are:
1 Engineer
1 sub engineer
9 operators
2 supervisors
At one time working at one single plant
PAFL maintains high inventory lines both in raw materials & finished goods since
fertilizers have seasonal demand. During production season the demand is more
than the production so safety stock is kept. So pressures for keeping inventory in
PAFL are:
ϖ On time & fast delivery.

ϖ Customer satisfactions.
ϖ Labor & equipment utilization.

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ϖ Reducing transportation cost.
Inventory Management System

There is a computerized inventory management system. Since thousands of items
are held in inventory. Some are of high monetary value and some are low monetary
value. So ABC analysis system & management is used. Based on consumption, lead
time and safety stock requirement. They have divided items into following three
categories.
1. General routine items.

2. On demand items.
3. Direct change items.
These items are placed in inventory stores and warehouses. There is a special
inventory department, which keeps an inventory in each stage.
INVENTORY TYPES
1. Raw Material
Raw material inventory includes majority Rock phosphate, which is imported, and
usually 3 months safety stock is kept of Rock phosphate.
2. Sui gas
Sui has a continuous supply and with out the natural gas the production may be
delayed and so this is very important.
3. Finished Goods Inventory

In finished goods inventory various forms of fertilizers include like Kissan Urea, Nitro
Phosphate, and Calcium Ammonium Nitrate.
Inventory Placement
For lubricant & chemicals the inventory is placed in drums.
While other items including spare parts, general supply items, stationery, cement
etc., inventory is kept in stores. Where shelves bins and every shelf or location is
numbered for easy information.
For better facilitation they use EOQ and safety stock. Since already I have told
computerized inventory management system assisted by AS 400 is used. In the
system there is proper coding of every material, so proper information about
inventory is available. Moving Average method is used to calculate inventory
system provides information about inventory level and this information goes to
commercial department which observes and gives replacement order with all
specifications. Safety stock calculation in hand & fast rule is applied just judgmental
method is used; stock items have continuous review system.

15
For quality control PAFL has its own technical divisions. It is facilitated with modern
computerized equipment. Some laboratories are at site and some are away from
the pressure. These are managed by technical division who is under the control of
technical engineer, which is also assisted by the other technical shift engineers.
Quality is managed at various stages. In the first step meeting the quality is
controlling quality at source. It means that raw material is properly inspected for
raw material specific standards, which always met the fixed criteria.
For Rock phosphate they have international contracts with different companies,
through Government of Pakistan and among the contract every specification was
mentioned and now it is not Material of other requirements are inspected at the
gate and if there is any thing wrong material then it is returned to the supplier.
For Sui-gas inspection, they have fixed analysis in the pipelines, since it is in
continuous supply, so in building process sophisticated quality criteria is met for
high quality.
Stage Wise Analysis

When material is put into process, it is inspected continuously at every stage by on
line quality control system. Many seasons are in the machinery fixed which shows
the quality if any deviations occur, it immediately comes into the notice of the
control room in change. Then accordingly specific measures are taken by control
section so from raw material to finished goods. There are strict quality measures in
use.
Inspection of the warehouse inspects the quality of finished goods inventory and the
delivery is made. For this purpose random sampling is done, standard is that and
out of hundred bags less than two may be defective but if it is two or more than two
then it will be rejected. If product is not meeting the requirement it is recycled and
reproduced.

16
Managing the work force is a crucial task in order to make the smooth running of
the business. In PAFL for their better management departmentalization is necessary
so that every department can have a good control on the employees.
In the factory 1500 permanent & 500 casual daily labor is available. In order to
decrease the turn over of the labor good working conditions are given to the
employees so that they can be satisfied with their work. Company has provided
them with many facilities which are enriching their physical mental & psychological
abilities.
Good Salaries
Employees are provided satisfactory salaries, and they are allowed to have one
leave if they wish, if worker do not take that leave it is accumulated in the leave
bank.
Social Facilities
Workers are also provided with best
ϖ Medical facilities
ϖ Educational facilities
ϖ Recreational facilities
ϖ Communicational facilities
ϖ Housing facilities
For medical aid

There is a medical center available where free check ups and medicines are
provided. If in case any accident occurs immediate medical aid is provided. In the
factory where dangerous fertilizers are made so workers are instructed strictly to be
careful about safety.
Educational facility
In order to provide the better education. PAFL has its own transport facilities for its
worker’s so that they can get the desire education therefore many students go to
schools, colleges and university by utilizing the transport facility provided by the
company.
Recreational facilities
For recreational purposes, the parties and informal functions are arranged so that
workers can feel relax and can talk on each & every topic freely.

17
Communication facility
For interdepartmental communication both formal and informal communication is
available. Means interdepartmental level open communication is used. Company
has its own telephone exchange.
Training
Training is a very important point of the organization operations. Inside the factory
there is a technical training center for the workers to enhance their abilities. It is
modern computerized equipment to provide the best knowledge with respect to the
current requirements. Short training courses are also available. Job turn over is also
there too more the personal more effective and experienced.
Employees are also sent to abroad to further sharpen their skills and abilities. Thus
employee turnover is very low.
Promotion
For promotion employees have their promotion system which is usually on the
bases of seniority and very good performance.
Hiring
For hiring employees, no informal method is in practice. personal influence is more
considered and when new facilities are constructed or expansion is required then
new employees are hired.

18
Project is defined as the set of interrelated activities to accomplish some specific

task and which has some specific start and ending.
Types of the projects:

Pakarab has divided the project into different categories like:
1. Development Projects:
These projects are the main projects, which are considered big and large. It is
believed that these projects will have the great effect on the production of the
organization. The example of the project is the development of the NITRO
PHOSPHATE (NP) PLANT. This plant was established in September 1979.
Process of managing these projects is very similar to any organization. For initiating
any project it usually comes from the top management. However the project
department only administers them or makes feasibility of the project. When the
development project is finalized then the project-planning department first makes a
team.
This team consists of different person from different departments. These team
member have a diversified knowledge of different fields and so it help them to get a
real process of engineering which is literally called the process of concurrent
engineering. After developing that team the project planning department comes
under the line authority of that team. Now team makes the control of onward
activities
2. Construction Projects:
These projects do not effect the production of the organization. These kind of the
projects are usually for the well being of the employees of the organization. One
example of these kinds of projects is the project of the construction of school, which
had recently completed. Another example of these projects is the installation of new
generator on the staff colony. Also there are not future planning for the expansion
of the factory and installing new facilities.
3. Maintenance Projects:
As long as the maintenance projects are concerned it is for the maintenance of the
existing installed machinery and equipment. These projects also called the
Engineering projects. These projects are continuous in nature and the project
planning department it self take care of these projects. These projects are no
capital intensive as compare to the development and construction projects.
However these projects increase the life and efficiency of the machinery. Usually
they start planning of these project 8 months before the maintenance starts. During
this period schedule the labor is changed, get the required and expected material
from the supplier through the procurement department.

19
When the finished is produced and stocked then there is a stage when it is to be
shipped and delivered to the customers. In this whole system following parties are
involved:
• NFC Head Office.
• Pakarab Zonal Marketing Office.
• Dealers.
• Transporters.
PROCEDURES:
Pakarab Zonal Marketing Office receives the applications from the interested parties
and prepare the survey report about the prospects of quantity consumption in that
particular area. On the basis of this report, NFC Head Office takes the decisions and
nominal security dues are submitted by the prospective dealers, which is Rs.
5,175/-.
Dealer agreement form is a contract document between Pakarab and Dealer.

Agency number is allotted to dealers. Pakarab is responsible for shipping up to the
destination thus Pakarab is in contract with some transportation companies, which
provides the facility in every corner of the country.
How much to dispatch, is the decision, which is taken in the light of instruction
given by NFC Head Office because the orders are received there and they take the
decision from which of the facility, the demand is to be satisfied.
STORE'S LOCATIONS AND CAPACITIES:
In-house Storages:
Pakarab has three in-house storages each for three finished Products Urea , CAN
And N P
Storages out-side the Factory:

Pakarab has also five bulk storages in the different regions of
The country the detail is as under.
1. Risal pur (12000 tons)
2. Jhang (25000 tons)

20
3. Lodhran (9000 tons)
4. Shahdad Pur (12000 tons)
5. Aimanabad (25000 tons)
The basic purpose is to support the Pakistan Economy through fertilizers. Profit
maximization is not the purpose. To make Pakistan self sufficient in the fertilizers is
the main aim of the organization. Therefore its whole production fulfills the local
requirements of fertilizers but in situations when it was having surplus urea stocks
which were exported globally. In Nitro phosphate and Calcium Ammonium Nitrate it
has monopoly. Pak Arab Fertilizers Limited is the pioneer, it is servicing as nursery
for Technicians and Engineers. Through all these efforts PakArab Fertilizers is not
only fulfilling the fertilizer needs of the country but saving scarce foreign exchange
and serving the whole nation.

21

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PakArab Fertilizers December 29, 2009

Pak Arab Fertilizers

Operation Management Report

Operation Management Report

This report was a part of our subject OPERATION MANAGEMENT

Operation Management Report

The company was established as a result of protocol concluded and signed on

ϖ PIDC share in the Company was assumed by National Fertilizer

Ammonia/Urea plants rehabilitation and plants rationalization program was

Operation Management Report

Production capacity of the plants of the Complex is as follows:

FERTILIZER NUTRIENT PRODUCTION

NP (Nitro 23.0 23.0 1015

INTERMEIATE PRODUCTION CAPACITY

Pakarab Fertilizers had substantially contributed to the requirement of chemical

Operation Management Report

CAN (Calcium Ammonium Nitrate)

Calcium Ammonium Nitrate is hygroscopic by nature and absorbs moisture from

Process of the plant is designed by Hoescht whereas detail engineering is done by

Operation Management Report

Operation Management Report

Approximately 40% of total Ammonia produced is used to produce Nitric Acid.

Corporate strategy provides an overall direction that serves as framework for

It is composed of organization mission statement, managing changes in the law and

Mission of the organization

Operation Management Report

The distinctive competencies of the PAKARAB FERTILIZERS are:

1. Work force flexibility system.

As for as quality is concerned, we are producing consistent quality product these

As it is a “product focus” organization so it

τ Produces more standardized products, with high

Operation Management Report

3 Turbo Generators (9 megawatts each.)

Location of either service organization or any manufacturing organization depends

Other dominating factors they considered were

1. Favorable labor climate

Operation Management Report

7. Social facilities availability

There is a separate operation department in the factory called production

Operation Management Report

There is no flexibility & no adaptability, production manager has a proper control

Operation Management Report

Production planning department generally deals with inventory holding, production

ϖ Maximum capacity level

Operation Management Report

ϖ Normal capacity level

There are 3 shifts in 1 day and 8 hour shift there are:

At one time working at one single plant

ϖ On time & fast delivery.

Operation Management Report

ϖ Reducing transportation cost.

Inventory Management System

1. General routine items.

3. Finished Goods Inventory

Operation Management Report

Stage Wise Analysis

Operation Management Report

For medical aid

Operation Management Report

Operation Management Report

Project is defined as the set of interrelated activities to accomplish some specific

Types of the projects:

Operation Management Report