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A STUDY ON JUST IN TIME LOGISTICS NATPLIN FIBER AUTO DOOR INDIA

PVT LTD AT CHENNAI

CHAPTER 1

INTRODUCTION

DEFINITION:

Today in this new era, the basis of competition between the industries is time-
based. This means that the focus is on reducing lead time by responding more quickly to
customer demand for existing products. JIT II concept - a supplier's representative works
full-time in a customer firm while being paid by the supplier. JIT II is based on customer-
supplier concept and introduced by ERF industry. The project is to study the effectiveness of
JIT II in the purchasing, logistics, concurrent engineering, inter-organizational relationships
and other business processes through case studies.

INTRODUCTION

Just-in-time (JIT) is easy to grasp conceptually, everything happens just-in-time. For


example consider my journey to work this morning, I could have left my house, just-in-
time to catch a bus to the train station, just-in-time to catch the train, just-in-time to arrive at
my office, just-in-time to pick up my lecture notes, just-in-time to walk into this lecture
theatre to start the lecture. Conceptually there is no problem about this; however achieving it
in practice is likely to be difficult!

So too in a manufacturing operation component parts could conceptually arrive just-in-


time to be picked up by a worker and used. So we would at a stroke eliminate any inventory
of parts, they would simply arrive just-in-time! Similarly we could produce finished
goods just-in-time to be handed to a customer who wants them. So, at a conceptual extreme,
JIT has no need for inventory or stock, either of raw materials or work in progress or finished
goods.

Obviously any sensible person will appreciate that achieving the conceptual extreme outlined
above might well be difficult, or impossible, or extremely expensive, in real-life. However
that extreme does illustrate that, perhaps, we could move an existing system towards a system
with more of a JIT element than it currently contains. For example, consider a manufacturing
process - whilst we might not be able to have a JIT process in terms of handing finished
goods to customers, so we would still need some inventory of finished goods, perhaps it
might be possible to arrange raw material deliveries so that, for example, materials needed for
one day's production arrive at the start of the day and are consumed during the day -
effectively reducing/eliminating raw material inventory.

Adopting a JIT system is also sometimes referred to as adopting a lean production system.

JIT (also known as lean production or stockless production) should improve profits and
return on investment by reducing inventory levels (increasing the inventory turnover rate),
reducing variability, improving product quality, reducing production and delivery lead times,
and reducing other costs (such as those associated with machine setup and equipment
breakdown). In a JIT system, underutilized (excess) capacity is used instead of buffer
inventories to hedge against problems that may arise.

JIT applies primarily to repetitive manufacturing processes in which the same products and
components are produced over and over again. The general idea is to establish flow
processes (even when the facility uses a jobbing or batch process layout) by linking work
centers so that there is an even, balanced flow of materials throughout the entire production
process, similar to that found in an assembly line. To accomplish this, an attempt is made to
reach the goals of driving all inventory buffers toward zero and achieving the ideal lot size of
one unit.

Just-in-Time originally encapsulated the logistics aspects of the Toyota Production System.
Our current view of what it should encapsulate incorporates some of the principles of
"leanness" because by itself and specifically detached from Kanban and continuous
improvement it begins to lose its meaning. Also to implement these techniques without
flexible, reliable processes and appropriate organization is impossible. However at this point
it begins to blur with agile manufacturing principles. This section should therefore be read in
conjunction with these others and as a minimum JIT should include:

Strategic Capacity Management for example the use of multiple small machines (rather than
"efficient" expensive machines that have to be kept busy).

Group Technology (Also commonly called "Cellular" manufacturing). This is based on the
principle that segmented (possibly product focused) manufacture is much simpler, with less
interference of material flows, than factories where similar processes are grouped together,
such as heat treatment. This principle has also been applied to other processes where natural
groups are formed to perform a complete process aligned to customer needs in manufacturing
and other industries, and "category management" in procurement. However we have shown
in some circumstances that the benefits of cellular manufacturing can be gained by creating
virtual cells (without moving the plant). (See Business Process Reengineering /
Organizational Redesign)

Production smoothing, avoids the problems associated with poor demand tracking (See
Demand Management) and unnecessary interference of the production schedule. In a recent
consultancy assignment we established that whilst customer orders were highly volatile, the
underlying demand was extremely stable. The volatility downstream in the supply chain was
in fact being artificially induced by poor customer planning, resulting in late changes to the
order schedule, to bring the orders back in line with the very stable underlying demand!
However many companies experience cyclic or seasonal demand, where it is beneficial, and
in some cases vital, to flex or move resources to respond to fluctuating demand, the
alternative being to pre-build stock to a forecast to afford some production smoothness, at
some risk and tying up of capital. A refinement of this process is, in addition, to use "Takt"
times (See Previous Technique of the Week T021: "Takt Time, Measuring Throughput
Time") to set rates of production. I.e. the hourly rate of demand from customers (as opposed
to coarser units of time and uncorrupted by planning parameters).

Leveled schedules, bring more stability and regular patterns of production (See Previous Best
Practice of the Week 005: Level Scheduling).

Labour balancing when used in conjunction with Takt time (Previous Best Practice of the
Week 046: "Using Takt Time to Manage Your Business") highlights process / line imbalance
from the cycle time of one operation to the next and indicates the need to balance the
manning for each operation (and the opportunity to improve the slowest to achieve balance).
There are some dangers here in achieving balance. (See the question at the end of this article.)
This is the guiding principle of lean manufacturing where the problem would be permanently
solved as opposed to the traditional approach of buffering the uncertainty with stock.

Set-up reduction, which is based on the principle that small is beautiful as far as batch sizes
are concerned and that what is required, is made that day without inflating batch sizes. (In the
article Previous Technique of the Week T019: Avoiding Set Ups and Reducing Changeover
Times (SMED) (and thereby reducing batch sizes)) we show that there is in fact much more
to this than the set-up reduction techniques proposed by Shingo. But there are a number of
techniques available to do this stated by Shingo. His SMED techniques give rise to the
opportunity to reduce batch sizes by up to a factor of 50. It should be remembered however
that this should be applied to the bottleneck first and maybe even stop there.

STANDARD WORKING.

Defined by the operator, not the industrial engineer, it is a prescribed sequence of production
steps done by one operator and balanced to the required rate of demand. It becomes the basis
of understanding the job and therefore what can be improved.

VISUAL CONTROLS.

Characteristic of JIT factories are simple visible controls, held locally where they are used to
monitor key performance indicators and used as a spur to improvement. This is a deliberate
attempt to give eyeball control rather than the over-sophistication provided by remote
computer systems. Examples include:

Standard container sizes replacing irregular sizes such that stockholding is a simple question
of counting containers rather than the parts within them. The reorder point in this case is a
chalk mark on the wall rather than it being hidden in a computer system and appearing on a
reorder report the following morning.

The graphs of quality, productivity, safety and delivery performance updated daily and
discussed at the daily stand-up meeting.

A small segregation area for quality defects kept deliberately small to ensure that problems
are solved quickly and rejects are not allowed to accumulate.

The flip chart to write down todays problems while they are still fresh.

Minimizing inventory, Minimizing Work in Process, and synchronizing production by the


use of replenishment systems such as Kanban. The principle of Kanban operation is
extremely simple but there are number detailed considerations to make in design and
implementation which are not trivial including:

Positioning of buffers
Buffer sizing
Signalling mechanisms
Prioritization of signal
OVERVIEW:

JIT is not a new concept. It has been part and parcel of the ERF rubber industry at adopted
approach for quite some time. It requires that equipment, resources and labor are made
available only in the amount required and at the time required to do the job. It is based on
producing only the necessary units in the necessary quantities at the necessary time by
bringing production rates exactly in line with market demand. In short, JIT means making
what the market wants, when it wants it. JIT has been found to be so effective that it increases
productivity, work performance and product quality, while saving costs.

The corporate commitment to developing the internal structures and the customer and
supplier bases to support JIT manufacturing is the primary requirement for developing a
viable JIT system. To be able to establish a JIT manufacturing system, every department
should have some commitment to align with a common goal. This goal must also be
supported by the company's top management in order to have resources and time allocated to
developing the necessary systems and procedures.

A significant financial commitment is necessary during the early stages of development and
implementation to change over to a JIT system. This system, however, needs to be
methodically developed on a scale that is within the employer's means from both a financial
and an applications standpoint. Ultimately, the operation of a JIT system will require the
unwavering support and commitment of the entire company.

NAPTLIN FIBER AUTO DOOR INDIA PVT LTD

CHAPTER -I

COMPANY PROFILE:

Company Background NAPTLIN FIBER AUTO DOOR INDIA PVT LTD is a sister

concern of Naptlin Group of Companies which was established in 2000. Naptlin Group

Managing Director G.Periyanayakkam pillay, Managing Director , P.Sundram Pillay, a


well reputed and leading business group in Chennai, engaged in diversified businesses like

motorcycles, Commercial vehicles (trucks and pickup vans), automatic brick manufacturing,

Properties and IT. The principal company Naptlin Automobiles Limited is now

manufacturing six parts of motor cycles (DAYANG) in its own manufacturing plant at

Bhaluka. The company, which started its business with handful of personnel, has now over

450 regular employees working in different companies of the group.

Naptlin Motors Limited was appointed as Exclusive Distributor for famous Eicher brand

trucks in Oct 2004. In 2010, the total sales volume becomes 4033 no of trucks and pickups

and 241 corers turnover which is almost 52 % of group turnover. Within this period the

company established 13 no of service centers in various important places controlled by the

central service centre at and appointed 20 no of parts dealer beside strong dealer network. To

enrich and ensure customer service, the company introduces Customer Care and Training

Cell department in 2007 which aimed to establish customer right and improving operational

efficiency through training and free vehicle check up campaign. Naptlin Motors Limited

introduces STAR mechanic (Authorized Mechanic) concept in the highway, first time in

Bangladesh where user can take service (Both free and paid) as per company instructions and

fast moving items are available there

The company has set the benchmarks in the field of innovation. It was the first company in
India to innovate and launch 100% hermetically sealed doors made from inorganic material
that doesnt lead bacteria grow and prevents cross contamination. This innovation brings the
phenomenon of focusing on patients safety in Indian healthcare industry.

Our major product portfolio consists of hermetic sealed OT doors, doors for Cold storages for
different temperature requirements in chiller, freezer and blast freezer storage areas, CA
doors (CA Star), clean room doors, flip flap doors and High Speed Doors. Besides our
expertise in doors, we offer world class dock solution products be it overhead sectional door,
dock shelter or dock leveler.
VISION STATEMENT:

To become a Leader in the Automotive Industry by focusing on Customers,


Employees, Growth, Innovation and Efficiency.

MISSION STATEMENT:

To develop the Dealership Business by establishing 3S facilities across the region


Emphasize on multiproduct and availability in spare parts business
Maximize operational efficiency by improving resource utilization
Expansion of appropriate supply source
To utilize the full potential of SAP to achieve maximum process efficiency and
optimization
Have the right people with adequate skills, knowledge, attitude & customer
orientation

OUR VALUES

Everything is connected. We are all ONE


All the people are equal. We just act in different roles
Trust, honesty and transparency reduces the complexity
Walk your talk
Teamwork is the foundation for excellence
We believe in transparency across all systems and processes
We adapt as we grow
We build skills

QUALITY POLICY

Naptlin Fiber Auto Door is committed to exceed customer expectations through consistent
adherence to Quality Management System & Product Standards coupled with sustained &
dedicated efforts to adopt and continually improve:-
Latest technology in products.
Best manufacturing practices.
Employee participation.
Minimum but dependable suppliers capable to provide reliable products.
Training employees to enhance technical skills, interpersonal skills, IT skills and to
promote team building environment
Thus ensuring prompt delivery of cost effective quality products conforming to
international standards

INDUSTRY PROFILE

INTRODUCTION

For more than 17 years, we have been a major Automotive Parts manufacturing company
in India. Over the years, we have set high standards and designed technological innovations
in the field of Automotive Components. We have been working with the most efficient
technologies so as to bring the finest array of products. With our sincere and thorough efforts
to develop cutting-edge Automotive Products, we have become a leading Manufacturer &
Supplier in this domain. Our quality range includes Camshaft, Brake Shoe, Clutch
Assembly, Clutch Hub, Clutch Center Holder and Clutch Plate, etc. These Automotive
Parts & Components are manufactured with the thoroughgoing processes of designing,
machining, heat treatment and surface coating. Also, our offered standard automotive
products are well-suited for all brands of automobiles.
In order to have sound technological edge over our counterparts in the market, we have an
excellent research & development facility. This wing is responsible for research data
collection and detailed analysis of current market needs as well as future positive
technologies. It helps us to get an eminent place in the domain of automotive product design
and development. Also, we work with the global quality standards. Therefore, all our Brake
Shoe, Clutch Assembly, Camshaft, and allied products are assured to be avant-garde,
developed on the grounds of the latest techniques and standards. Easy-to-fit, requiring low
maintenance and long-life, our Automotive Parts & Components are demanded in
wholesale. We have accomplished all the wholesale as well as bulk orders with total client
satisfaction, till the date.
We have a presence across India with headquarter and state of the art manufacturing unit in
Greater Noida and branch offices in Bangalore and Mumbai. We cater to 120 cities across 16
states in India.

Our sheer commitment towards sustainability makes it not optional, but a business imperative
for us. Naptlin Fiber Auto Door has always adhered to the sustainable approach to business
and has helped its clients in conducting their business in a sustainable manner. It is also our
endeavour to contribute towards our environment and hence we have installed the solar
power plant with 150kw capacity in our state of the art manufacturing facility.

We are aware that growth is inseparably linked to the well-being of our ecosystem -
employees, business partners, society and the environment.

MANUFACTURING FACILITY

Sprawling in the area of 1.5 acres, the state-of-the-art manufacturing plant of Naptlin Fiber
Auto Door is centrally located in Greater Noida, Uttar Pradesh. With world class facilities
and processes, this plant is well equipped with high class & modern machineries.

DESIGN & ENGINEERING FOR DOORS

Design and Engineering plays a key role in any manufacturing organization, more so in case
of Naptlin Fiber Auto Door since we are in the field of Patient Safety and Food care, which
poses new challenges every day.

At Naptlin Fiber Auto Door , our endeavor is to continuously innovate and design products
that can enhance user experience and add value to his business, which can be doctors in case
of Healthcare, consumer in case of food care and Industry when we consider our specialized
docking solutions.

Naptlin Fiber Auto Door was the first company to innovate and launch in India, 100%
hermetically sealed doors made from inorganic material that doesnt lead bacteria grow and
prevent cross contamination, a testimony to our promise of delivering world class solutions to
Indian Market

Naptlin Fiber Auto Door believes that having goals and a vision for your company that go
beyond products and profits definitely provides a warm touch to the business and will make
consumers more eager to engage with. We are an organization that believes in a relationship,
where we know our responsibilities not only towards our employees and stakeholders but
towards society as well.

UNDERSTANDING CSR

For many organizations, when thinking about corporate social responsibility, the definition is
providing funding and resources for worthwhile social causes, such as donating money or
employee time to charities. However, CSR is much beyond this which involves putting
together a real plan to produce products or provide services that are in the best interests of
society. These include factors like using safe materials in design and manufacturing,
corporate environmental initiatives, creating employment opportunities, building a
sustainable business etc.

SHOWING A TRUE COMMITMENT

We follow the same while designing and manufacturing our doors be it automated doors,
insulated doors, hermetically sealed doors, cold chain doors or industrial doors.

Our dedicated CSR cell, Naptlin Fiber Auto Door Foundation keeps on identifying the areas
where our special focus is required and have made our contribution to uplift the people, the
society. It is our thought that we have to give back to society what we have got from it.

We are integrating the two types of CSR together to show a true commitment to a cause. We
use inorganic material in our products which is a part of our commitment towards a green
environment. Prevention of air contamination and 100% air tightness is our another
contribution a towards green environment. Using sustainable materials in our products,
donates financial resources to environmental causes, and allows employees to take paid time
off for volunteering at environmental charities shows our true commitment to the
environment that goes beyond any single CSR initiative

QUALITY-AN INHERENT FEATURE

What would happen, if quality becomes an obvious component of any product or service.
Imagine the accomplishment and the problems we could resolve in our business and
ultimately in our society. This is what quality means for Naptlin Fiber Auto Door . We dont
consider it as just another function in our organization but an element which is a part of
everything that we do at Naptlin Fiber Auto Door Doors. When we all understand the impact
of our actions, how even the smallest action may pay enormous dividends, then that leads to
the path of true quality.

It is our dedication towards quality that we have managed to bring hermetic sealing concept
in India, the first ever company to bring such concept in the country.

Naptlin Fiber Auto Door Doors India strive towards providing the best quality doors to our
customers by continual improvement in our manufacturing processes and upgrading our
quality control inspection and testing facilities.

The synonym of quality is a trait and we are proud to say, that our quality depicts our trait of
nothing, but the best.

To begin talking about our forefathers search for a mode of transport to replace the horse
would necessitate traveling back in time over 300 years. Inventions (or what perhaps could be
better described as contraptions) utilizing wind power and even elaborate clockwork gearing
were all tried, up to the advent of steam power.

The oldest surviving self-propelled vehicle, Cugnot's 1770 Fardier owes its preservation to
the fact that on its trial runs it ran amok and knocked down a wall! Put into store, it survived
the French Revolution, was acquired by the Conservatoire des Arts et Mtiers in Paris in
1799, and has been a major exhibit there ever since.

It was followed by a number of even less practical designs from optimistic French, English
and American engineers, and it was not until 1801 that the first successful road carriage
appeared. The brainchild of Cornish mining engineer Richard Trevithick, the road carriage
would in-turn lead to the development of his London Carriage of 1803, which made a number
of successful runs before being dismantled to power a hoop rolling mill.

Trevithick lost faith in the practicability of his own inventions, and although they came very
close none were perfected. Other inventors of the day could see his vision, and so began
developing a range of supposed vehicles, although they were all ill-founded and better
suited to science fiction. The ideas ranged from machines driven by articulated legs, tiny
railway engines running inside a drum like squirrels, the use of compressed air and,
alarmingly, gunpowder!

THE IMPORTANCE OF FUEL EFFICIENT CARS.

Fuel economy became even more significant after the 1956 Suez War, when petrol was
rationed in many countries, and the event created a new breed of cycle-cars, which today we
refer to as Bubble Cars, such as the Heinkel, Messerschmitt and Goggomobil. The Bubble
Cars may have been cute, but they were primitive devices and not well liked at the time.

Their saving grace was their fuel economy should someone design a comfortable AND
economical car they would be doomed. That person was Alec Issigonis and his design - the
1959 Mini Minor. Now Cheap and Cheerful could also mean decent engineering, comfort
and handling. The Minis layout of front-wheel drive and transverse engine was to set the
pattern for the coming 20 years and more

But the 1950s had their glamour cars, too: Britain produced the big Healeys, the Triumph
TRs and the first MG to abandon the per perpendicular lines of the 1930s, the slippery
profiled MGA, even available with a temperamental twin-cam engine; Italy built big,
powerful sports cars like the Ferrari America and Super America; France, which had taxed
the Grand' Routiers like Delahaye out of existence, introduced the avant-garde Citroen DS;
and Germany, free of any war repatriation responsibility, were to release the
distinctive Mercedes 300SL Coupe one of the most highly sought after sports cars to this
day.

ORGANIZATION CHART :
CHAPTER III

RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY:

To study how the implementation of JIT II is useful in industries in their various


business processes. The goal of a JIT approach is to develop a system that allows a
manufacturer to have only the materials equipment and people on hand required to do the job

Achieving this Integrating and optimizing every step of the manufacturing process,
Producing quality product, Reducing manufacturing cost, Producing product on demand
,Developing manufacturing flexibility, Keeping commitments and links made between
Customers and Suppliers.

Attacking fundamental problems - anything that does not add value to the product.
Devising systems to identify problems.
Striving for simplicity - simpler systems may be easier to understand, easier to
manage and less likely to go wrong.
A product oriented layout - produces less time spent moving of materials and parts.
Quality control at source - each worker is responsible for the quality of their own
output.
Preventative maintenance, Total productive maintenance - ensuring machinery and
equipment functions perfectly when it is required, and continually improving it.

ELIMINATING WASTE.

There are seven types of waste:

Waste from overproduction.


Waste of waiting time.
Transportation waste.
Processing waste.
Inventory waste.
Waste of motion.
Waste from product defects.
AIM OF DOING THE PROJECT:

To Implement the management study and understand they better in the way of our project.

IMPORTANCE OF DOING THE PROJECT:

Acquiring detailed knowledge in a particular topic.


Dealing with the practical corporate environment.
Dealing with the practical models.
Throwing out best possible project skills to stand out of the crowd.
Enhancing the Creative and Innovative skills.

SCOPE OF THE PROJECT:

The impact of addition of JIT II on purchasing, logistics and concurrent engineering


processes.
How Better inter-organizational relationships are maintained through JIT II.
Defining the planning process for a JIT manufacturing system requires an
understanding of the objectives of JIT, and the goals and objectives of the JIT system.
After the objectives are established for the manufacturing, the process of planning
becomes one of determining what is required to meet those objective

RESEARCH DESIGN

This research is conduct for formulating the strategy.

METHODOLOGY OF DATA COLLECTION:

1. Primary Data

2. Secondary Data

PRIMARY DATA

Primary data directly collected from filling the Questionnaire, Survey, data analysis

SECONDARY DATA

Taken data from various magazines, Newspaper and other prominent source of information
collected from different websites and search engines.
SAMPLE UNIT

Individual in different occupation of different group were taken into account because all they
come under the segment of potential customer.

SAMPLE SIZE

A sample size of respondent of different class falling under this different segment of exiting
customer under usages of branded NATPLIN FIBER AUTO DOOR INDIA PVT LTD AT
CHENNAI to obtain result of the study.

RESEARCH INSTRUMENT

Contacting the customer through personally and studying the response. The questionnaire
fills up, related to usages of particular branded NATPLIN FIBER AUTO DOOR INDIA
PVT LTD AT CHENNAI.

CHAPTER SCHEME

Chapter 1 deal with the introduction, industry profile, company profile


Chapter 2 deal with the review of literature
Chapter 3 deals with the research methodology
Chapter 4 deals with the data analysis and interpretation
Chapter 5 deal s with the finding, suggestion, conclusion
CHAPTER- IV
DATA ANALYSIS AND INTERPRETATION

TABLE 4.1
PREVENTATIVE MAINTENANCE

Preventative
Frequency Percent Valid Percent Cumulative
Percent
24 22.4 24.0 24.0
Highly Satisfied

Satisfied 20 18.7 20.0 44.0


Neutral 20 18.7 20.0 64.0
Valid
Dissatisfied 14 13.1 14.0 78.0
22 20.6 22.0 100.0
Highly dissatisfied

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0

CHART 4.1
PREVENTATIVE MAINTENANCE
INTERPRETATION:

The above tables show that the Preventative of employee are 24% of the respondents
are highly satisfied, 20% of the respondents satisfied, 20% of the respondents Neutral, 14%
of the respondents Dissatisfied, 22% of the respondents the highly dissatisfied.

TABLE 4.2
TOTAL PRODUCTIVE MAINTENANCE
Frequency Percent Valid Percent Cumulative
Percent
24 22.4 24.0 24.0
Highly Satisfied

Satisfied 20 18.7 20.0 44.0


Neutral 15 14.0 15.0 59.0
Valid
Dissatisfied 12 11.2 12.0 71.0
29 27.1 29.0 100.0
Highly dissatisfied

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0

CHART 4.2
TOTAL PRODUCTIVE MAINTENANCE
INTERPRETATION:

The above tables show that the productive of employee are 24% of the respondents
are highly satisfied, 20% of the respondents satisfied, 15% of the respondents Neutral, 12%
of the respondents Dissatisfied, 29% of the respondents the highly dissatisfied.

TABLE 4.3

REDUCTION IN THE PRELIMINARY FINISHING TIME


Frequency Percent Valid Percent Cumulative
Percent
16 15.0 16.0 16.0
Highly Satisfied

Satisfied 17 15.9 17.0 33.0


Neutral 22 20.6 22.0 55.0
Valid
Dissatisfied 15 14.0 15.0 70.0
30 28.0 30.0 100.0
Highly dissatisfied

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0

CHART 4.3
REDUCTION IN THE PRELIMINARY FINISHING TIME

INTERPRETATION:

The above tables show that the preliminary of employee are 16% of the respondents
are highly satisfied, 17% of the respondents satisfied, 22% of the respondents Neutral, 15%
of the respondents Dissatisfied, 30% of the respondents the highly dissatisfied.

TABLE 4.4
REDUCTION IN SERIES

Frequency Percent Valid Percent Cumulative


Percent
18 16.8 18.0 18.0
Highly satisfied

Satisfied 16 15.0 16.0 34.0


Neutral 26 24.3 26.0 60.0
Valid
Dissatisfied 17 15.9 17.0 77.0
23 21.5 23.0 100.0
Highly dissatisfied

Total 100 93.5 100.0


7 6.5
Missing System
Total 107 100.0

CHART 4.4
REDUCTION IN SERIES

INTERPRETATION:

The above tables show that the Series of employee are 18% of the respondents are
says that are highly satisfied, 16% of the respondents are says that satisfied, 26% of the
respondents are says that Neutral, 17% of the respondents are says that Dissatisfied, 23% of
the respondents are says that the highly dissatisfied.
TABLE 4.5
MANUFACTURING PLANT LAYOUT

Frequenc Percent Valid Cumulative


y Percent Percent
Highly satisfied 20 18.7 20.0 20.0
Satisfied 14 13.1 14.0 34.0
Neutral 25 23.4 25.0 59.0
Valid Dissatisfied 16 15.0 16.0 75.0
Highly 25 23.4 25.0 100.0
Dissatisfied
Total 100 93.5 100.0
Missing System 7 6.5
Total 107 100.0
CHART 4.5
MANUFACTURING PLANT LAYOUT

INTERPRETATION:

The above tables show that the plant Layout of employee are 20% of the respondents
are says that are highly satisfied, 14% of the respondents are says that satisfied, 25% of the
respondents are says that Neutral, 16% of the respondents are says that Dissatisfied, 25% of
the respondents are says that the highly dissatisfied.
TABLE 4.6
BALANCE OF WORKING PROCESS IN PRODUCTION

Workingprocess
Frequency Percent Valid Percent Cumulative
Percent
Highly satisfied 21 19.6 21.0 21.0

satisfied 16 15.0 16.0 37.0


Neutral 27 25.2 27.0 64.0
Valid
Dissatisfied 15 14.0 15.0 79.0
Highly dissatisfied 21 19.6 21.0 100.0

Total 100 93.5 100.0


Missing System 7 6.5

Total 107 100.0


CHART 4.6
BALANCE OF WORKING PROCESS IN PRODUCTION

INTERPRETATION:

The above tables show that the working process of employee are 21% of the
respondents are says that are highly satisfied, 16% of the respondents are says that satisfied,
27% of the respondents are says that Neutral, 15% of the respondents are says that
Dissatisfied, 21% of the respondents are says that the highly dissatisfied.
TABLE 4.7
TAKE OF TIME

Frequency Percent Valid Percent Cumulative


Percent
23 21.5 23.0 23.0
Highly satisfied

satisfied 15 14.0 15.0 38.0


Neutral 18 16.8 18.0 56.0
Valid
Dissatisfied 16 15.0 16.0 72.0
28 26.2 28.0 100.0
Highly dissatisfied

Total 100 93.5 100.0


7 6.5
Missing System
Total 107 100.0
CHART 4.7
TAKE OF TIME

INTERPRETATION:

The above tables show that the Talk time of employee are 23% of the respondents are
says that are highly satisfied, 15% of the respondents are says that satisfied, 18% of the
respondents are says that Neutral, 16% of the respondents are says that Dissatisfied, 28% of
the respondents are says that the highly dissatisfied.
TABLE 4.8
OVERALL EQUIPMENT EFFICIENCY

Frequency Percent Valid Percent Cumulative


Percent
21 19.6 21.0 21.0
Highly satisfied

Satisfied 22 20.6 22.0 43.0


Neutral 18 16.8 18.0 61.0
Valid
Dissatisfied 16 15.0 16.0 77.0
23 21.5 23.0 100.0
Highky Dissatisfied

Total 100 93.5 100.0


7 6.5
Missing System
Total 107 100.0
CHART 4.8
OVERALL EQUIPMENT EFFICIENCY

INTERPRETATION:

The above tables show that the Equipment of employee are 21% of the respondents
are says that are highly satisfied, 22% of the respondents are says that satisfied, 18% of the
respondents are says that Neutral, 16% of the respondents are says that Dissatisfied, 23% of
the respondents are says that the highly dissatisfied.
TABLE 4.9
DEMAND DRIVEN SUPPLY CHAIN

Frequency Percent Valid Percent Cumulative


Percent
24 22.4 24.0 24.0
Highly Satisfied

Satisfied 17 15.9 17.0 41.0


Neutral 24 22.4 24.0 65.0
Valid
Dissatisfied 13 12.1 13.0 78.0
22 20.6 22.0 100.0
Highly Dissatisfied

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0

\
CHART 4.9
DEMAND DRIVEN SUPPLY CHAIN

INTERPRETATION:

The above tables show that the Supply chain of employee are 24% of the respondents
are says that are highly satisfied, 17% of the respondents are says that satisfied, 24% of the
respondents are says that Neutral, 13% of the respondents are says that Dissatisfied, 22% of
the respondents are says that the highly dissatisfied.
TABLE 4.10
LEAN PROCUREMENT (CONVERSION OF RAW MATERIAL TO FINISHED
PRODUCT FOR DISTRIBUTION

Frequency Percent Valid Percent Cumulative


Percent
19 17.8 19.0 19.0
Highly Satisfied

Satisfied 18 16.8 18.0 37.0


Neutral 30 28.0 30.0 67.0
Valid
Dissatisfied 17 15.9 17.0 84.0
16 15.0 16.0 100.0
Highly Dissatisfied

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.10
LEAN PROCUREMENT (CONVERSION OF RAW MATERIAL TO FINISHED
PRODUCT FOR DISTRIBUTION

INTERPRETATION:

The above tables show that the Procurement of employee are 19% of the respondents
are says that are highly satisfied, 18% of the respondents are says that satisfied, 30% of the
respondents are says that Neutral, 17% of the respondents are says that Dissatisfied, 16% of
the respondents are says that the highly dissatisfied.
TABLE 4.11
CONTINUOUS IMPROVEMENT CAN BE MAINTAINED

Kaizen
Frequency Percent Valid Percent Cumulative
Percent
Technology 30 28.0 30.0 30.0
Employees 25 23.4 25.0 55.0
Infrastructure 18 16.8 18.0 73.0
Valid
27 25.2 27.0 100.0
Health and safety

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.11
CONTINUOUS IMPROVEMENT CAN BE MAINTAINED

INTERPRETATION:

The above tables show that the Kaizen of employee are 30% of the respondents are
says that are technology, 25% of the respondents are says that Employee, 18% of the
respondents are says that Infrastructure, 17% of the respondents are says that Health and
Safety.
TABLE 4.12

REDUCING COST OF PRODUCTION

Frequency Percent Valid Percent Cumulative


Percent
20 18.7 20.0 20.0
Not a reason

Neutral 19 17.8 19.0 39.0


Any other 20 18.7 20.0 59.0
Valid 17 15.9 17.0 76.0
Quality service

24 22.4 24.0 100.0


Major reason

Total 100 93.5 100.0


7 6.5
Missing System
Total 107 100.0
CHART 4.12

REDUCING COST OF PRODUCTION

INTERPRETATION:

The above tables show that the Cost of Production of employee are 20% of the
respondents are says that are Not a reason, 19% of the respondents are says that Neutral,
20% of the respondents are says that Any other, 17% of the respondents are says that
Quality service, 24% of the respondents are says that the Major reason.
TABLE 4.13
ELIMINATING DEFECTS OF FINISHED PRODUCTS

Frequency Percent Valid Percent Cumulative


Percent
19 17.8 19.0 19.0
Not a reason

Neutral 17 15.9 17.0 36.0


Any other 27 25.2 27.0 63.0
Valid 15 14.0 15.0 78.0
Quality service

22 20.6 22.0 100.0


Major reason

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.13
ELIMINATING DEFECTS OF FINISHED PRODUCTS

INTERPRETATION:

The above tables show that the Finished Products of employee are 19% of the
respondents are says that are Not a reason, 17% of the respondents are says that Neutral,
27% of the respondents are says that Any other, 15% of the respondents are says that
Quality service, 22% of the respondents are says that the Major reason.
TABLE 4.14
LONG TERM SURVIVAL OF FIRM WITH COMPETITORS

Frequency Percent Valid Percent Cumulative


Percent
17 15.9 17.0 17.0
Not a reasom

Neutral 24 22.4 24.0 41.0


Any other 18 16.8 18.0 59.0
Valid 18 16.8 18.0 77.0
Quality service

23 21.5 23.0 100.0


Major reason

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.14
LONG TERM SURVIVAL OF FIRM WITH COMPETITORS

INTERPRETATION:

The above tables show that the Firm with Competitors of employee are 17% of the
respondents are says that are Not a reason, 24% of the respondents are says that Neutral,
18% of the respondents are says that Any other, 18% of the respondents are says that
Quality service, 23% of the respondents are says that the Major reason.
TABLE 4.15

REDUCE INVENTORY COST OF FIRM

Frequency Percent Valid Percent Cumulative


Percent
23 21.5 23.0 23.0
Not a reason

Neutral 13 12.1 13.0 36.0


Any other 24 22.4 24.0 60.0
Valid 17 15.9 17.0 77.0
Quality Service

23 21.5 23.0 100.0


Major reason

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.15

REDUCE INVENTORY COST OF FIRM

INTERPRETATION:

The above tables show that the Reduce Inventory cost of employee are 23% of the
respondents are says that are Not a reason, 13% of the respondents are says that Neutral,
24% of the respondents are says that Any other, 17% of the respondents are says that
Quality service, 23% of the respondents are says that the Major reason.
TABLE 4.16
TRIMMING SUPPLY SIDE LEAD TIMES

Frequency Percent Valid Percent Cumulative


Percent
22 20.6 22.0 22.0
Not a reason

Neutral 21 19.6 21.0 43.0


Any other 17 15.9 17.0 60.0
Valid 17 15.9 17.0 77.0
Quality service

23 21.5 23.0 100.0


Major reason

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.16
TRIMMING SUPPLY SIDE LEAD TIMES

INTERPRETATION:

The above tables show that the Trimming supply side lead Times of employee are
22% of the respondents are says that are Not a reason, 21% of the respondents are says that
Neutral, 17% of the respondents are says that Any other, 17% of the respondents are says
that Quality service, 23% of the respondents are says that the Major reason.
TABLE 4.17
REDUCING MATERIAL CONSUMPTION

Frequency Percent Valid Percent Cumulative


Percent
21 19.6 21.0 21.0
Not a reason

Neutral 20 18.7 20.0 41.0


Any other 19 17.8 19.0 60.0
Valid 19 17.8 19.0 79.0
Quality service

21 19.6 21.0 100.0


Major reason

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.17
REDUCING MATERIAL CONSUMPTION

INTERPRETATION:

The above tables show that the Reducing Material Consumption of employee are 21%
of the respondents are says that are Not a reason, 20% of the respondents are says that
Neutral, 19% of the respondents are says that Any other, 19% of the respondents are says
that Quality service, 21% of the respondents are says that the Major reason.
TABLE 4.18
REDUCING DEMAND SIDE LEAD TIME

Frequency Percent Valid Percent Cumulative


Percent
18 16.8 18.0 18.0
Not a reason

Neutral 20 18.7 20.0 38.0


Any other 21 19.6 21.0 59.0
Valid 18 16.8 18.0 77.0
Quality service
23 21.5 23.0 100.0
major reason

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.18
REDUCING DEMAND SIDE LEAD TIME

INTERPRETATION:

The above tables show that the Reducing Demand Side Lead time of employee are
18% of the respondents are says that are Not a reason, 20% of the respondents are says that
Neutral, 21% of the respondents are says that Any other, 18% of the respondents are says
that Quality service, 23% of the respondents are says that the Major reason.
TABLE 4.19
INCREASING PROFITABILITY OF FIRM

Frequency Percent Valid Percent Cumulative


Percent
23 21.5 23.0 23.0
Not a reason

Neutral 22 20.6 22.0 45.0


Any other 13 12.1 13.0 58.0
Valid 21 19.6 21.0 79.0
Quality service

21 19.6 21.0 100.0


Major reason

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.19
INCREASING PROFITABILITY OF FIRM

INTERPRETATION:

The above tables show that the Increasing Profitability of firm of employee are 23%
of the respondents are says that are Not a reason, 22% of the respondents are says that
Neutral, 13% of the respondents are says that Any other, 21% of the respondents are says
that Quality service, 21% of the respondents are says that the Major reason.
TABLE 4.20
TO GAIN COMPETITIVE ADVANTAGE I N MARKET

Frequency Percent Valid Percent Cumulative


Percent
18 16.8 18.0 18.0
Not a reason

Neutral 19 17.8 19.0 37.0


Any other 21 19.6 21.0 58.0
Valid 17 15.9 17.0 75.0
Quality service

25 23.4 25.0 100.0


major reason

Total 100 93.5 100.0


7 6.5
Missing System
Total 107 100.0
CHART 4.20
TO GAIN COMPETITIVE ADVANTAGE I N MARKET

INTERPRETATION:

The above tables show that the Competitive Advantage in Market of employee are
18% of the respondents are says that are Not a reason, 19% of the respondents are says that
Neutral, 21% of the respondents are says that Any other, 17% of the respondents are says
that Quality service, 25% of the respondents are says that the Major reason.
TABLE 4.21
GREEN INITIATIVE OF ECOSYSTEM (RECYCLE, REUSE, REFUSE )

Frequency Percent Valid Percent Cumulative


Percent
23 21.5 23.0 23.0
Not a reason

Neutral 17 15.9 17.0 40.0


any other 17 15.9 17.0 57.0
Valid 21 19.6 21.0 78.0
Quality Service

22 20.6 22.0 100.0


Major reason

Total 100 93.5 100.0


7 6.5
Missing System
Total 107 100.0
CHART 4.21
GREEN INITIATIVE OF ECOSYSTEM (RECYCLE, REUSE, REFUSE )

INTERPRETATION:

The above tables show that the Green Initiative of Ecosystem of employee are 23% of
the respondents are says that are Not a reason, 17% of the respondents are says that Neutral,
17% of the respondents are says that Any other, 21% of the respondents are says that
Quality service, 22% of the respondents are says that the Major reason.
TABLE 4.22
UNFAIR TRADING PRACTICES

Frequency Percent Valid Percent Cumulative


Percent
22 20.6 22.0 22.0
Not a reason

Neutral 15 14.0 15.0 37.0


Any other 23 21.5 23.0 60.0
Valid 17 15.9 17.0 77.0
Quality service

23 21.5 23.0 100.0


Major service

Total 100 93.5 100.0


7 6.5
Missing System
Total 107 100.0
CHART 4.22
UNFAIR TRADING PRACTICES

INTERPRETATION:

The above tables show that the Unfair Trading Practices of employee are 22% of the
respondents are says that are Not a reason, 15% of the respondents are says that Neutral,
23% of the respondents are says that Any other, 17% of the respondents are says that
Quality service, 23% of the respondents are says that the Major reason.
TABLE 4.23
EMPLOYEE RETENTION

Employee
Frequency Percent Valid Percent Cumulative
Percent
Yes 53 49.5 53.0 53.0
Valid No 47 43.9 47.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System

Total 107 100.0


CHART 4.23
EMPLOYEE RETENTION

INTERPRETATION:

The above tables show that the Employee of employee are 53% of the respondents are
says that areyes , 47% of the respondents are says that No frequency.
TABLE 4.24
USAGE OF FINANCIAL RESOURCES

UsageOfFinancialResources
Frequency Percent Valid Percent Cumulative
Percent
Yes 51 47.7 51.0 51.0
Valid No 49 45.8 49.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System
Total 107 100.0
CHART 4.24
USAGE OF FINANCIAL RESOURCES

INTERPRETATION:

The above tables show that the Usage of financial resources of employee are 51% of
the respondents are says that are yes , 49% of the respondents are says that No frequency.
TABLE 4.25
IMPLEMENTATION OF ORGANIZATIONAL RULES, PROCEDURES AND
POLICIES

Frequency Percent Valid Percent Cumulative


Percent
Yes 55 51.4 55.0 55.0
Valid No 45 42.1 45.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System
Total 107 100.0
CHART 4.25
IMPLEMENTATION OF ORGANIZATIONAL RULES, PROCEDURES AND
POLICIES

INTERPRETATION:

The above tables show that the implementation of Organization rules of employee are
55% of the respondents are says that areyes , 45% of the respondents are says that No
frequency.
TABLE 4.26
SATISFIED WITH THE SIZE OF THE FIRM

Frequency Percent Valid Percent Cumulative


Percent
Yes 48 44.9 48.0 48.0
Valid No 52 48.6 52.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System

Total 107 100.0


CHART 4.26
SATISFIED WITH THE SIZE OF THE FIRM

INTERPRETATION:

The above tables show that the Size of the Firm of employee are 53% of the
respondents are says that areyes , 47% of the respondents are says that No frequency.
TABLE 4.27
WHETHER TRADE UNIONS ARE NECESSARY FOR THE FIRM

Frequency Percent Valid Percent Cumulative


Percent
Yes 51 47.7 51.0 51.0
Valid No 49 45.8 49.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System

Total 107 100.0


CHART 4.27
WHETHER TRADE UNIONS ARE NECESSARY FOR THE FIRM

INTERPRETATION:

The above tables show that the Necessary for the Firm of employee are 53% of the
respondents are says that are yes, 47% of the respondents are says that No frequency.
TABLE 4.28
DO YOU FEEL LACK OF ROBUST &PROFESSIONAL RELATIONSHIPS WITH
SUPPLIERS

Frequency Percent Valid Percent Cumulative


Percent
Yes 51 47.7 51.0 51.0
Valid No 49 45.8 49.0 100.0
Total 100 93.5 100.0
7 6.5
Missing System

Total 107 100.0


CHART 4.28
DO YOU FEEL LACK OF ROBUST &PROFESSIONAL RELATIONSHIPS WITH
SUPPLIERS

INTERPRETATION:

The above tables show that the Professional Relation of employee are 51% of the
respondents are says that are yes , 49% of the respondents are says that No frequency.
TABLE 4.29
WOULD YOU CHANGE ORGANIZATION STRUCTURE

Frequency Percent Valid Percent Cumulative


Percent

Yes 46 43.0 46.0 46.0

Valid No 54 50.5 54.0 100.0

Total 100 93.5 100.0


7 6.5
Missing System

Total 107 100.0


CHART 4.29
WOULD YOU CHANGE ORGANIZATION STRUCTURE

INTERPRETATION:

The above tables show that the change organization Structure of employee are 46% of
the respondents are says that are yes , 54% of the respondents are says that No frequency.
CHAPTER IV

FINDING, SUGGESTIONS, CONCLUSION

FINDING:

The above tables 4.1 find that the Preventative of employee are 24% of the
respondents are highly satisfied, 20% of the respondents satisfied, 20% of the
respondents Neutral, 14% of the respondents Dissatisfied, 22% of the respondents the
highly dissatisfied.
The above tables 4.2 find that the productive of employee are 24% of the respondents
are highly satisfied, 20% of the respondents satisfied, 15% of the respondents Neutral,
12% of the respondents Dissatisfied, 29% of the respondents the highly dissatisfied.
The above tables 4.3 find that the preliminary of employee are 16% of the
respondents are highly satisfied, 17% of the respondents satisfied, 22% of the
respondents Neutral, 15% of the respondents Dissatisfied, 30% of the respondents the
highly dissatisfied.
The above tables 4.4 find that the Series of employee are 18% of the respondents are
highly satisfied, 16% of the respondents satisfied, 26% of the respondents Neutral,
17% of the respondents Dissatisfied, 23% of the respondents the highly dissatisfied.
The above tables 4.5 find that the plant Layout of employee are 20% of the
respondents are highly satisfied, 14% of the respondents satisfied, 25% of the
respondents Neutral, 16% of the respondents Dissatisfied, 25% of the respondents the
highly dissatisfied.

The above tables 4.6 find that the working process of employee are 21% of the
respondents are highly satisfied, 16% of the respondents satisfied, 27% of the
respondents Neutral, 15% of the respondents Dissatisfied, 21% of the respondents the
highly dissatisfied.
The above tables 4.7 find that the Talk time of employee are 23% of the respondents
are highly satisfied, 15% of the respondents satisfied, 18% of the respondents Neutral,
16% of the respondents Dissatisfied, 28% of the respondents the highly dissatisfied.
The above tables 4.8 find that the Equipment of employee are 21% of the respondents
are highly satisfied, 22% of the respondents satisfied, 18% of the respondents Neutral,
16% of the respondents Dissatisfied, 23% of the respondents the highly dissatisfied.
The above tables4.9 find that the Supply chain of employee are 24% of the
respondents are highly satisfied, 17% of the respondents satisfied, 24% of the
respondents Neutral, 13% of the respondents Dissatisfied, 22% of the respondents the
highly dissatisfied
The above tables 4.10 find that the Procurement of employee are 19% of the
respondents are highly satisfied, 18% of the respondents satisfied, 30% of the
respondents Neutral, 17% of the respondents Dissatisfied, 16% of the respondents the
highly dissatisfied.

The above tables4.11 find that the Kaizen of employee are 30% of the respondents are
technology, 25% of the respondents Employee, 18% of the respondents Infrastructure,
17% of the respondents Health and Safety.
The above tables 4.12 find that the Cost of Production of employee are 20% of the
respondents are Not a reason, 19% of the respondents Neutral, 20% of the
respondents Any other, 17% of the respondents Quality service, 24% of the
respondents the Major reason.

The above tables 4.13 find that the Finished Products of employee are 19% of the
respondents are Not a reason, 17% of the respondents Neutral, 27% of the
respondents Any other, 15% of the respondents Quality service, 22% of the
respondents the Major reason.
The above tables 4.14 find that the Firm with Competitors of employee are 17% of the
respondents are Not a reason, 24% of the respondents Neutral, 18% of the
respondents Any other, 18% of the respondents Quality service, 23% of the
respondents the Major reason.

The above tables 4.15 find that the Reduce Inventory cost of employee are 23% of the
respondents are Not a reason, 13% of the respondents Neutral, 24% of the
respondents Any other, 17% of the respondents Quality service, 23% of the
respondents the Major reason.

The above tables 4.16 find that the Trimming supply side lead Times of employee are
22% of the respondents are Not a reason, 21% of the respondents Neutral, 17% of the
respondents Any other, 17% of the respondents Quality service, 23% of the
respondents the Major reason.
The above tables 4.17 find that the Reducing Material Consumption of employee are
21% of the respondents are Not a reason, 20% of the respondents Neutral, 19% of the
respondents Any other, 19% of the respondents Quality service, 21% of the
respondents the Major reason.

The above tables4.18 find that the Reducing Demand Side Lead time of employee are
18% of the respondents are Not a reason, 20% of the respondents Neutral, 21% of the
respondents Any other, 18% of the respondents Quality service, 23% of the
respondents the Major reason.
The above tables 4.19 find that the Increasing Profitability of firm of employee are
23% of the respondents are Not a reason, 22% of the respondents Neutral, 13% of the
respondents Any other, 21% of the respondents Quality service, 21% of the
respondents the Major reason.
The above tables 4.20 find that the Competitive Advantage in Market of employee are
18% of the respondents are Not a reason, 19% of the respondents Neutral, 21% of the
respondents Any other, 17% of the respondents Quality service, 25% of the
respondents the Major reason.
The above tables 4.21 find that the Green Initiative of Ecosystem of employee are
23% of the respondents are Not a reason, 17% of the respondents Neutral, 17% of the
respondents Any other, 21% of the respondents Quality service, 22% of the
respondents the Major reason.
The above tables 4.22 find that the Unfair Trading Practices of employee are 22% of
the respondents are Not a reason, 15% of the respondents Neutral, 23% of the
respondents Any other, 17% of the respondents Quality service, 23% of the
respondents the Major reason.
The above tables 4.23 find that the Employee of employee are 53% of the respondents
are yes, 47% of the respondents No frequency
The above tables 4.24 find that the Usage of financial resources of employee are 51%
of the respondents are yes, 49% of the respondents No frequency.
The above tables 4.25 find that the implementation of Organization rules of employee
are 55% of the respondents are yes , 45% of the respondents No frequency.
The above tables 4.26 find that the Size of the Firm of employee are 53% of the
respondents are yes , 47% of the respondents No frequency.
The above tables 4.27 find that the Necessary for the Firm of employee are 53% of
the respondents are yes, 47% of the respondents No frequency.
The above tables 4.28 find that the Professional Relation of employee are 51% of the
respondents are yes, 49% of the respondents No frequency.
The above table 4.29 find that the change organization Structure of employee are 46%
of the respondents are yes , 54% of the respondents No frequency.

CONCLUSION

JIT can only be achieved by a combination of strategic capacity considerations, strategic


supply chain management and detailed ways to make work flow using pull systems such as
NATPLIN FIBER AUTO DOOR INDIA PVT LTD AT CHENNAI . This can only be
achieved by a holistic view such as is given by Business Process Reengineering, followed by
a focused approach to continuous improvement. To sum up, we should make full use of
company in order to improve the performance of a production line which is under controlled
by Generally speaking, combined with base stock or immediately improvement to create a
hybrid production control system. Simulation results based on NATPLIN FIBER AUTO
DOOR INDIA PVT LTD AT CHENNAI show that this policy meets throughput targets
with significantly lower inventories than lone. As a result, NATPLIN FIBER AUTO
DOOR INDIA PVT LTD AT CHENNAI research considers a line production system
which purchases raw materials from a supplier, processes them into finished products and
delivers them to a buyer just in time. This study focuses on finding the optimal number of
raw material orders, finished goods deliveries between work stations for a time-proportionate
demand of finished goods.
BIBLIOGRAPHY

QUESTIONARIES

Dissatisfied

dissatisfied
Satisfied

Satisfied
S.No Lean supply practices

Neutral
Highly

Highly
Preventative maintenance-(Series of practices
and procedures that are undertaken in order to
1 [ ] [ ] [ ] [ ] [ ]
find and fix problems before they arise.
Total productive maintenance (TPM) - (Giving
the employees basic maintenance tasks such as
2 [ ] [ ] [ ] [ ] [ ]
inspection of the machines, cleaning, lubricating,
tightening, and calibration.)

Reduction in the preliminary finishing time -(


Aiming to reduce delays which occur due to
3 [ ] [ ] [ ] [ ] [ ]
tools changing and machines preparation.)
Reduction in series -(Movement of material
through the factory in the smallest possible
4 [ ] [ ] [ ] [ ] [ ]
series.)
Manufacturing plant layout - (Machines are
placed in the plant in a way that minimizes
5 [ ] [ ] [ ] [ ] [ ]
transportation within the manufacturing plant.
Balance of working process in production-
(Aims to put the same amount of pressure on the
6 [ ] [ ] [ ] [ ] [ ]
manufacturing system and to minimize the
accumulation of unfinished products.)
Takt time -(Each working unit has to
manufacture a certain product at a speed that is
7 [ ] [ ] [ ] [ ] [ ]
neither too small nor too great for the next unit in
the process.)
Overall equipment efficiency - (This is the
measure of utilization of each piece of equipment
8 [ ] [ ] [ ] [ ] [ ]
in relation to the possible capacity.)
Demand driven supply chain - (use of pull
system.)
9 [ ] [ ] [ ] [ ] [ ]
Lean procurement (Conversion of raw material
to finished product for distribution.)
10 [ ] [ ] [ ] [ ] [ ]

11. Kaizen Continuous improvement can be maintained with,


a) Technology. b) Employees. c) Infrastructure. d) Health
and safety.

12. Application of Applying less time spent on moving of material and parts in the output
End
Indicate in scale of 1-5, the extent to which the following reasons are why your firms practice
lean. supply chain (Where 5= major reason and 1= not a reason).

Firm practices 5 4 3 2 1
Reducing cost of production [ ] [ ] [ ] [ ] [ ]
Eliminating defects of finished products [ ] [ ] [ ] [ ] [ ]
Long term survival of firm With Competitors [ ] [ ] [ ] [ ] [ ]
Reduce Inventory Cost of firm [ ] [ ] [ ] [ ] [ ]
Trimming Supply Side Lead Times [ ] [ ] [ ] [ ] [ ]
Reducing Material Consumption [ ] [ ] [ ] [ ] [ ]
Reducing Demand Side Lead Time [ ] [ ] [ ] [ ] [ ]
Increasing Profitability Of Firm [ ] [ ] [ ] [ ] [ ]
To gain Competitive Advantage I nMarket [ ] [ ] [ ] [ ] [ ]

Green Initiative Of Ecosystem (recycle, reuse, [ ] [ ] [ ] [ ] [ ]


refuse )
Unfair Trading Practices [ ] [ ] [ ] [ ] [ ]

13.Estimation of different quality control methods adopted by the firm

Quality control methods adopted by the firm YES NO

Employee Retention [ ] [ ]
Usage Of financial Resources [ ] [ ]
Implementation Of Organizational Rules, procedures and [ ] [ ]
policies
Satisfied with the Size Of The Firm [ ] [ ]
Whether trade unions are Necessary For The Firm [ ] [ ]
Do you feel lack of Robust &professional Relationships [ ] [ ]
with suppliers?
Would you change Organization Structure? [ ] [ ]

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