CPU COLLEGE

* *

BUSINESS ADMINISTRATION (MBA) PROGRAM

GROUP ASSIGNMENT OF OPERATIONAL MANAGEMENT
On Addis Ababa Bottle and Glass Share Company
By:

1. Bekele Belay EMBA/260/12

2. Fantish Abreha EMBA/1590/11
3. Aden Genetu EMBA/695/12
3. Zelalem Tilahun EMBA/662/12
4. BanchiAbrham EMBA/219/12

Submitted to: Habtamu E. (Ph.D)

Addis Ababa, Ethiopia

October 2020

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ACKNOWLEDGEMENT

This project certainly had called up on the participation of various individuals who work in
Addis Ababa Bottle and Glass Share Company without which it could have not been realized. We
are especially grateful Production and Quality Assurance manager Mr Solomon Guji in the
factory, and the General Manager Mr Mengistu, and Miss Alem who is technical supervisor for
their valuable help in our tour. And we are also indebted to address our thanks to all employees
of the factory who were patient and courteous throughout our visit.

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Contents
PART ONE..................................................................................................................................................5

1.1. Company Background......................................................................................................................5

1.2. Rationale of the Project....................................................................................................................7

1.3. Objective of the Project....................................................................................................................8

1.4. Methodologies..................................................................................................................................8

1.4.1. Data Collection Techniques.......................................................................................................8

1.4.2. Data analysis techniques............................................................................................................8

PART TWO.................................................................................................................................................9

2. Theoretical and Conceptual Reviews...................................................................................................9

2.1. Process design and Product design...............................................................................................9

2.2. Inventory Management.................................................................................................................9

2.3. Layout Design.............................................................................................................................10

2.4. Quality Control...........................................................................................................................11

2.5. Work Place Safety.......................................................................................................................11

2.6. Supply Chain Management.........................................................................................................11

PART THREE............................................................................................................................................14

3. Analysis, Conclusion and Recommendation......................................................................................14

3.1. Analysis......................................................................................................................................14

3.2. Conclusion..................................................................................................................................24

3.3. Recommendation........................................................................................................................25

Reference...................................................................................................................................................26

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 PART ONE

1.1. Company Background

Addis Ababa Bottle & Glass Share Company is a manufacturing company located in Ethiopia;
Addis Ababa, Kolfe koraniyo Sub-city, and Woreda 13 and with the area of 81,000 care. The
company is mainly working in Glasses & Bottles business sectors. It was established in 1965 EC
with 10.5 million birr investment capital by private investors of Ethiopian in collaboration with
Americans.
As the case with other manufacturing companies in the country, AABGSC had been under the
government custody, ministry of industry, since 1967 EC in the category of alcohol and
beverages and later on under the cement corporation. After 1983 EC, the company was under the
Privatization and Public Enterprises Supervising Agency having delegated board of directors.
Following its’ privatization, the company had been under the Bazeto Industrial & Trading PLC
since 2002 EC. The company was again established as Addis Ababa Bottle & Glass SC in 2004
EC according to the Ethiopian Commercial Code. Since July 2007 EC, the share company has
been managed through a joint venture between Ethiopian and Chinese investors.

It is obvious that the establishment of any factory is not only for the profit of the owners. That
means they are supposed to contribute for the wellbeing of the society. Regarding to this
AABGSC is being in a position to contribute to the society by building school, Churches, and
administrative offices for the kebele.

AABGSC has organized with four major divisions i.e., Operation, Support, Corporate & Project
Management and Finance & Commerce division. As per the assignment of this course we were
selected this factory to visit how its operations are undertaken visa vise actual facts. Thus,
different department heads help us to understand the overall actual practices undertaken in the
Company and we have interview questions for Administrative service Manager (Miss Alem) and
for the Production Manager Mr Solomon.

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 General Manager
Office

Administrative and Corporate and Project Commerce and Finance

Operation Division
Support Division Management Division Division

Figure_1: Organizational Structure

Image_1: Addis Ababa Bottle & Glass Share Company

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1.2. Statements on Bottle and Glass Manufacturing

In recent decades, the scientific and technological revolution in all fields has led to enormous
changes in the science of glass and glass-making technology. Glass manufacturing is a high-
volume process, during which large substance quantities are transformed into commercial
products, and significant amounts of non-renewable resources and energy (i.e., thermal fuels and
electrical power) are consumed (Nadine, N., 2016) & (Mario, et al, 2017).

Glass is a material present in everyday life since primitive times. Obsidian glass, originating
from volcanic activity, was used to make tools due to its hardness. These natural glasses, which
result from the cooling of molten rock, or lava, contain a wide variety of components, including
alkali, alkaline earth, and transition metal oxides. There is still no consensus about which ancient
civilization made glass for the first time. In every case, however, silica is found to be the major
constituent of these materials. During more than 5000 years of glassmaking, the glass
applications were largely expanded, and today it is an indispensable material in modern society,
used in many fields such as communication, automotive engineering, architecture and energy
production (Lima1 , F et al., 2018).

According to Mario et al (2017) during the glasses manufacturing process, elements from the
raw materials form a new random network that is linked together by oxygen bridges. Thousands
of diverse chemical compositions can be made into glass, and their different formulas affect the
mechanical, electrical, chemical, optical, and thermal properties of the finished product. Even if
glass manufacturing depends mainly on the finished product, processes have a common origin:
the melting of required resources.

In Ethiopia, there are only four glass and bottle factories– Addis Abeba Bottle & Glass Factory,
Ethio Hanssam International Plc, Daylight Applied Technologies and Juniper Glass
Manufacturing. From these factories the largest one, Addis Abeba Bottle and Glass Factory has a
production capacity of 30,000tn of glass sheet and bottles annually. The company has an
expansion project, which is expected to increase the production capacity by 50tn a day at its –
factory site in Asko (Fortune, 2020).

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Thus, this project tries to visit the whole operations of AABGS’s and aimed to conceptualize the
decision area, describe the actual practice in the organization, and analyze theory practice gap
and forward conclusion and possible recommendations with the following objectives.

1.3. Objective of the Project

The main objective of this project is to investigate and understand the manufacturing practices of
Addis Ababa Bottle and Glass Share Company. Specifically, this project tries to,

 Understand theoretical background of Design of Good, Managing Quality, Process and

Capacity Design, Location Strategy, Layout Strategy, Human Resources and Job Design,
Supply Chain Management, Scheduling, Inventory Management and JIT,
 Investigate the design of Goods, Managing Quality, Process and Capacity Design,
Location Strategy, Layout Strategy, Human Resources and Job Design, Supply Chain
Management, Scheduling, Inventory Management and JIT in Addis Ababa Bottle and
Glass Manufacturing Company, and

 Analyze theory practice gaps and forward conclusion and possible recommendations.

1.4. Methodologies

1.4.1. Data Collection Techniques

Both primary and secondary data were collected from the possible sources using interview, field
observation and document reviews. Thus, the group tried to prepare interview questions and were
asks concerned bodies. In addition, the whole group members tried to observe the overall
practices of the company and have some photos. Documents prepared for other purposes were
used and internet sources are other secondary sources of information.

1.4.2. Data analysis techniques

Simple statistical tools like tables, charts and figures are used to make the analysis parts of this
document.

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 PART TWO

2. Theoretical and Conceptual Reviews

2.1. Process design and Product design

Often, we will treat the design of products and services, on the one hand, and the design of the
processes which make them, on the other, as though they were separate activities. Yet they are
clearly interrelated. It would be foolish to commit to the detailed design of any product or service
without some consideration of how it is to be produced. Small changes in the design of products
and services can have profound implications for the way the operation eventually has to produce
them. Similarly, the design of a process can constrains the freedom of product and service
designers to operate as they would wish (Nigel, S., et al, 2010).

In the past few decades, the use of glass in buildings has remarkably increased. As a result,
several transparent buildings have been constructed, in which the materials have almost
disappeared. Durability, safety, appearance, and efficiency of transparent buildings can be
improved through continuous refinement of designs, replacement of aged elements, prompt
repair of damaged protective coatings, and greater exploitation of double-sided screens (Fatemeh.,
P, 2016).

2.2. Inventory Management

Control and maintenance of inventory is a problem common to all organizations in any sector of
the economy. The problem of inventory management is to maintain adequate, but not excessive
levels of inventories. Financially, inventories are very important to manufacturing companies. On
the balance sheet they usually represent from 20 to 60 percent of total assets when inventories
are reduced, their value is converted into cash, which improves cash flow and return on
investment. Also, there is a cost of carrying inventories, which increases operating costs and
decreases profit of the company. (Arnold, 1991:141). Hence, good inventory management is
essential for manufacturing organizations. You may think that managing inventory is an easy job.
But, as your manufacturing business continues to flourish and the demand for your products
skyrockets, you will find yourself dealing with difficulties. Inefficiencies and inaccuracies in

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inventory management aren’t just harmful for your manufacturing business, but can also affect
your entire business process and ultimately lead to customer dissatisfaction (kanya, 2018).
Inventories have been described as the life wire of any manufacturing organization. Inventories
represent investment designed to assist in production activities and/or serve customers, without
any doubt, inadequate supply of inventories may grind manufacturing operations into a halt. The
mode of control and management of inventories can be a crucial factor in the success or failure
of any manufacturing concern. For example, insufficient inventory can seriously disrupt the
production-distribution cycle that is so crucial to the survival of all manufacturing organizations.
On the other hand, excessive inventory can cripple a firm’s cash flow and thus endanger its
liquidity position. Either way, poor inventory management can present a serious challenge to the
productive capacity of a manufacturing organization.

2.3. Layout Design

The plant layout is a very critical part of running an efficient and cost-effective business. All
work areas, production lines, material storage facilities, etc. should be designed to perform to the
highest rate and the corresponding shortest cycle time. When designing a plant layout, it is
necessary to take into account all the functions within the business. The design must include not
only the needs for the present business levels but should also have provisions for future
expansion. This is included to avoid frequent and costly changes to the design as demand
increases. Plant Layout is the physical arrangement of equipment and facilities within a plant. i.e.
the grouping of equipment and operations in a factory for the greatest degree of efficiency. The
Plant Layout can be indicated on a floor plan showing the distances between different features of
the plant. Optimizing the layout of a plant can improve productivity, safety and quality of
Products. Unnecessary efforts of materials handling can be avoided when the Plant Layout is
optimized (Kadane, M and S. G. Bhatwadekar, 2011).

According to Hari, P. et al (2014) Manufacturing plant Layout is a systematic arrangement of

facilities which are essential for production of goods or delivery of services. The performance of
any job depends on entity of facilitates like machine tool, work centre, manufacturing cell,
machine shop, department, warehouse etc. in a facility layout. Usually the manufacturing system
faces layout problems which are related to the location of facilities in a plant.

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2.4. Quality Control

Quality is a universal value and has become a global issue. In order to survive and be able to
provide customers with good products, manufacturing organizations are required to ensure that
their processes are continuously monitored, and product quality is improved. Manufacturing
organization applies various quality control techniques to improve the quality of the process by
reducing its variability. A range of techniques are available to control product or process quality.
These include seven statistical process control (SPC) tools, acceptance sampling, quality
function deployment (QFD), failure mode and effects analysis (FMEA), six sigma, and design of
experiments (DoE) (Hairulliza, M et al, ND). According to (Krakowiak-Bal and Salamon, 2011)
stated in Miroslav, P et al (2016) The process of continuous quality improvement in
organizations requires the active use of management tools by organization managers in order to
improve the quality of production. Nowadays, there are many quality management tools, so
selecting the appropriate tools is not always easy Statistics has a unique place in the modern
society.

2.5. Workplace Safety

In today’s world, the economic growth rapidly in industrialization has been given a significant
impact of distributions of income and quality of life it is also led in enhance the number of
workplace accident in manufacturing industry and in the manufacturing industry, workplace
accident is cannot be avoided and it can be cost billions of money each year (Noor Aina Amirah,
2013).

2.6. Supply Chain Management

Fierce competition in today’s global markets, the introduction of products with short life cycles,
and the heightened expectations of customers have forced business enterprises to invest in, and
focus attention on, the relationships with customers and suppliers (Simchi-Levi et al., 2000).
Supply Chain Management (SCM) has become part of the senior management agenda since the
1990s. Executives are becoming aware that the successful coordination, integration and
management of key business processes across members of the supply chain will determine the
ultimate success of the single enterprise (Van der Vorst, 2000). According to Christopher (1998)
businesses no longer compete as solely autonomous entities, but rather as supply chains. The

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increased interest in SCM has been spurred by developments in Information and Communication
Technology (ICT) that enable the frequent exchange of huge amounts of information for
coordination purposes. Consequently, there is a need and an opportunity for a joint approach of
chain partners towards the establishment of more effective and efficient supply chains.

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 Materials Inventory
Customer
MGMT
demand

Layout
strategy
Quality
Control

Bottle and Glass

Manufacturing
HR MGMT
Location

Product Line

Scheduling

Product Manufacturin Customer

Design g Process Satisfaction

Figure_2: Conceptual Framework

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 PART THREE

3. Analysis, Conclusion and Recommendation

3.1. Analysis

3.1.1. The Products

The Company has two plants with BDT machines. Plant one is the oldest process line installed
by the company during its initial establishment whereas Plant two is the recent process line with
better technologies. Plant one has a daily manufacturing capacity of 30 ton per day and Plant two
has a capacity of producing 30 ton per day. The main product of the company is glass with
different shape, color, weight, size, etc.

Table 1: Name of the products with their color

S/N Name of the Product Colour Remark

1 ½ Liter Ambo Bottle Light green
2 330 ml Ambo mineral Bottle Light green
3 330 ml Ambo mineral Bottle Light green
4 475 ml Ambo mineral Bottle Light green
5 Beer (Meta décor) Amber
6 Bremer Beer I Amber
7 Bremer Beer II Amber
8 Areki Bottle Flint
9 Wine Bottle Olive green
10 Birle Flint
11 Jam –jar Flint
12 Wine bottle BORDEAUX Olive green
13 Wine bottle BURGUNDY Olive green
14 Beer 500 ML Amber
15 Zenith Cosmetics Light green
16 Wine SEDUCTION Olive green
17 Awash wine 330 Flint
18 Babile Olive green
19 Castel Beer Amber
20 Arekie Bottle 750mL Flint
21 Arekie bottle 1000mL Flint

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 S/N Name of the Product Colour Remark
22 Marathon 200mL Flint
23 Arekie 540g Flint
24 Wine Gebeta Olive green
25 Malta Guinness Amber
26 Mirinda Flint
27 Bremer Beer Amber
28 Arekie 520 DG Flint
29 Cosmetics Light green
30 Vimto Flint

As we can see from table 1 the factory produces 30 types of products with different features.

3.1.2. The Process

AABGSC follow a continuous process and the process has a “beginning” and an “end;” raw
materials are fed into the front of the furnace, and molten glass is removed from the end. As the
glass passes through different zones within the furnace, specific steps in the melting process are
performed.

To understand clearly about the production process of the factory let’s see the following chart.

Raw Material Batching Stage Melting Stage Forming Stage

Preparation stage

Packing Stage Printing Stage Quality Inspection Annealing Stage

Stage

Chart-1; AABGSC Bottle and Glass production process

Raw Material Preparation

Glass consists mainly of silica, obtained from the company’s own sources of sandpits, quarries.
This sand is washed and sifted to remove shells, stones and exceptionally large grains of sand,
before it is mixed with other materials which control the color and other properties, and lower
the 1730o C melting point of pure silica.

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Crushers and other machines are important to perform washing, sieving, drying and crushing the
raw materials the aforementioned Raw Materials.

Table 2: materials used in making glass

Materials Sources Cost level

Silica sand Own sandpits Average
Marvel Own sandpits Average
Sodash Foreign market High
Cullet From beverage factory Low

Cullet

Cullet washing activities

Recently two glass manufacturing companies joined the industry; thus demands for Cullet
increased. Similarly silica sand and Marble sources are not………….

Batch and mixing

The mixture of ingredients to make up the glass (silica, Na2CO3, CaCO3 and recycled glass,
together with small quantities of various other minor ingredients) are mixed in a rotary mixer to
ensure an even mix of ingredients and fed into the furnace.

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Check to ensure accuracy and dependable operation of the proposed equipment and methods
prior to the start of melting process and after making any changes in the location or arrangement
of the batching plant. Check the general layout of the plant before the equipment is erected to
ensure efficient operation and adequate space for stockpiling and handling materials in
compliance with specification requirements.

Weighting the materials, mixing materials and finally transporting to the next stage is the major
activities expected from batching and mixing stage of the company. Thus, the department control
the overall balance of inputs should be mixed and transported to furnace room. The following
figures shows us batching rooms and the technologies utilized to monitor the overall mixing and
transportation process of inputs.

Batch Room

Melting

In the glass-melting furnace, the raw materials are heated to temperatures ranging from 1500 to
1700°C (2700–3100°F) and are transformed through a sequence of chemical reactions to molten
glass. The furnaces are generally large, shallow, and well-insulated vessels that are heated from
above. In operation, raw materials are introduced continuously on top of a bed of molten glass,

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where they slowly mix and dissolve. Mixing is effected by natural convection, by gases rising
from chemical reactions, and, in some operations, by air injection into the bottom of the bed.
Glass-melting furnaces can be electric, gas-fired, or oil-fired. Electric furnaces are currently used

only for wool glass fiber production because of the electrical properties of the glass formulation.

The mixture is heated to 1500-1550o C, where the ingredients melt, various chemical reactions
take place and CO2 and SO3 are evolved.

Melting Machines

Forming

The molten glass is cooled to 1000o C in a drawing canal, and then drawn up a tower (the
drawing tower) where it is pressed into the desired width and thickness, and cools to 280o C.
Individual plates of glass are snapped off at the top of the tower and further cooled before being
put into storage ready for sale.

Transformation of glass-to-glass ceramics through controlled crystallization of glasses producing

tailored microstructure and crystalline to glassy phase ratio has opened up enormous possibilities
of new and improved functionalities. There are glasses/glass-ceramics based on
oxides, chalcogenides, fluorides, polymers and so on, and they show properties like insulators,
semiconductors and metals (Kothiyal, 2012).

In this stage the actual bottle is manufactured with its expected shape, size, weight and expected
qualities. Under forming stage there are three major processes; settle blow, counter blow and
final blow.

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 Final products with Expected Features

Annealing

According to Wikipedia Annealing is a process of slowly cooling hot glass objects after they
have been formed, to relieve residual internal stresses introduced during manufacture. Especially
for smaller, simpler objects, annealing may be incidental to the process of manufacture, but in
larger or more complex products it commonly demands a special process of annealing in a
temperature-controlled kiln known as a lehr. Annealing of glass is critical to its durability. Glass
that has not been properly annealed retains thermal stresses caused by quenching, which
indefinitely decrease the strength and reliability of the product. Inadequately annealed glass is
likely to crack or shatter when subjected to relatively small temperature changes or to
mechanical shock or stress. It even may fail spontaneously.

The annealing lehrs are a further stage in the cooling process, where the bottles are reheated to
600o C and then slowly cooled to remove stress points and prevent the glass from becoming
brittle. In short, in this stage the manufactured bottles should have heat treatment through
conducting stress removal activities. And then the manufactured bottle can adopt the external
environment and became ready to use.

Quality Control

In this stage, all manufactured products must be checked based on customer’s

specification/requirements. Since the customers are those beverage companies the factory must

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concentrate on shape, color, height, weight, capacity, pressure capacity, and so on of
manufactured bottles. The followings images can portray the devices which are important to
check the qualities of the manufactured bottles.

Strength measurement

Weight, shape and so on measurements

Printing

This is a stage where any types of brands, promotional mixes and related labeling activities are
undertaking. If the customer wanted/allowed to be printed the necessary information on their
products, this section should perform the printing activities sufficiently otherwise, the final
product directly goes to packing stage.

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 Printing of Mirinda glass

Packing and Labeling

It is the final step in the production process in which the final products are packed to dispatching
and ready for transportation or storage. Two packing alternatives are available; create packing
and shrink rapping. Packing room and printing room are close and may create some discomforts.

Packing of final products

3.1.2. Plant Layout

According to Moore “Plant layout is a plan of an optimum arrangement of facilities including
personnel, operating equipment, storage space, material handling equipment and all other
supporting services along with the design of best structure to contain all these facilities”.
AABGSC like other manufacturing firms it has its own lay out which is product line. In the
factory machines and auxiliary services are located according to the processing sequence of the

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Bottle and Glass product. If the volume of production of one or more products is large, the
facilities can be arranged to achieve efficient flow of materials and lower cost per unit. Special
purpose machines are used which perform the required function quickly and reliably. The
process followed in the factory starts from batching room passes through the above mentioned
steps and end up in the packing room that are made in the sequential manner to produce a
standardized product. Each room has its own fire extinguisher. So we can say that the layout of
the factory indicate the location of various departments and major equipment.

3.1.3. Inventory Control System and Maintenance

The main raw material of the factory used for their production process are Marble, limestone,
cullet, Sodash, and silica sand which have extracted from own sources and some are to be
purchased from inland and abroad suppliers.

They use fixed period inventory system which helps to control their inventories periodically.
There is no any plan to make a change in their current inventory control system and still now it is
manual.
AABGSC has a maintenance department with limited capacities. Due to this department
weakness plant 1 has been stopped for a long days and this leads to other additional costs.

3.1.4. Quality Control

In the case of this factory they have quality control department located in the production
department. There is no such quality control mechanism like Statistical Process Control. In the
factory there are different equipments that are used to control the quality of the glass products.
Count measure, strength tester, twist tester and so are important equipment employed by the
factory to ensure the qualities of its products.

3.1.5. Plant Maintenance Policy

To know the maintenance policy of the factory we were obtained information from Mr. Solomon,
and thus the factory use both corrective and preventive maintenance policies. The corrective
maintenance policy is used to maintain the machines while they breakdown during the
production process. The reason for the corrective maintenance policy is most of the machines
were purchased long ago and also the nature of the production creates inconsistency in the

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performance of the machines, and its breakdown is routine. There is a workshop in the factory in
which those machines that their breakdown is serious and requires further maintenance service
by mechanics.
Preventive maintenance policy is applied for the machines every 15 days as cleaning the
machines to tackle those interruptions occurred due to breakdowns. So the mechanics check all
the machines twice a month. The Manager reason out that Preventive maintenance is a means to
increase the reliability of their equipment. By simply expending the necessary resources to
conduct maintenance activities intended by the equipment designer, equipment life is extended,
and its reliability is increased.

3.1.6. Ergonomics and Employees

According to International Labor Organization It is “The application of human biological

sciences along with engineering sciences to achieve optimum mutual adjustment of men and his
work, the benefits being measured in terms of human efficiency and well-being.” It focuses on
human beings and their interaction with products, equipment facilities and environments used in
the work. So Ergonomics in AABGSC, the machines are user friendly which required less skilled
workers to operate them. But there is noise in the production process which negatively affects the
workers to do their work well, and regarding to the safety of the workers there is limited space
between the machines that hinder the operators move safely while operating the machines.
What we have seen unexpected in the factory is that however there is maintenance department
but there are machines without covers for the mills of the machine that will harm the safety of
employees. Since bottle production inputs are very dangerous and may cut human bodies there is
no any protection mechanisms applied by the firm. However, the factory has long years of
experience, but their production process is still now manual.
AABGSC have more than 600 workers and 80% of them are from operation sectors and the
remaining 20% are from other departments.

3.1.7. WorkPlace Safety

Work safe in any factory has an extensive schedule of proactive inspection programs aimed at
providing employers and employees with information on how to make safe working

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environments. But at AABGSC there is a definite schedule and even the management totally
undermine it.

Handling glass has some risks that are the risk of sprain and strain injuries while doing manual
works. At AABGSC the employees are completely venerable for such types of risks specially
those workers who engaged on washing the cullet.

3.2. Conclusion
AABGSC privately owned factory was established in 1960’s to manufacture bottle and glasses.
The Share Company has 30 product lines with two plants. Plant one has manufacturing
capacities of 30 tons per day and Plant two has a manufacturing capacity of 50 tons per day.
We found that the factory has full production processing machines to produce bottle product
using Marble, limestone, cullet, and silica sand as its main raw material. Even if the factory has
two machines, we can understand it lacks automating the operation for maximum utilization
specially line 1. The operation of the factory is characterized by continuous production process
using product layout system. To run their production process there is quality control system and
maintenance service to have smooth production process but not supported by software
applications.

AABGSC is not limited for its profitability but also participate in the social aspects which will be
strengthen to the future because it is expected from the firms serve their community at large.
There is no such quality control mechanism like Statistical Process Control, but the factory tried
to control the weight, height, color, strength, shape and so on of the glasses with the help of
ordinary machines. They use fixed period inventory system which helps to control their
inventories periodically. There is not any plan to make a change in their current inventory control
system and still now it is manual. The factory has not risk and hazard control mechanisms and
this could make some negative consequence on the whole activities of the company.

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3.3. Recommendation

Based on the above results, we are pleased to forward the following major recommendations.

 The factory shall prepare sustainable risk protection mechanism and it is better to create
suitable & safe working environments for its workers,

 There are no alternative sources of suppliers considered for cullet and thus, the company
shall give special emphasis for this and better to act accordingly.

 There are advance glass manufacturing technologies available in the market especially
from quality control points so the factory better to emulate better technologies.

 The factory better to strengthening its maintenance capacities and enable plant 1 to
deliver better product quantities.

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Dirk, M. (2005). Product line Management in Practice·

https://www.researchgate.net/publication/249665342

Fatemeh, P. (2016). A review of design considerations in glass buildings (Conference paper.

http://WWW.researchget.net

Glass and Glass Ceramics: G.P. Kothiyal, ... G.K. Dey, in Functional Materials,
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Hairulliza Mohamad Judi, Ruzzakiah Jenal and Devendran Genasan Industrial Informatic
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High performance ballistic fibers and tapes; REINHARD CONRADT, in The SGTE Casebook
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Conference Paper · December 2016. : https://www.researchgate.net/publication/318445480

Info-alliance, (2007) Retrieved from https://www.google.com.

Inventory Management Hacks for Manufacturers; Kanya, 2018

https://www.hashmicro.com/blog/inventory-management-hacks-for-manufacturers/

Kadane, S. M. and Bhatwadekar, S. G. (2011). Manufacturing Facility Layout Design and

Optimization Using Simulation. International Journal of Advanced Manufacturing Systems
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 1. Annexes

CPU COLLEGE
MBA PROGRAM
OPERATIONS MANAGEMENT
Interview questions for Addis Ababa Bottling and Glasses Share Company

1) Year of establishment Founders___________________ Ownership

2) Area of establishment:
3) Number of Employees ________ Number of Management staffs: __________-
4) Number of Department with their names
___________________________________________________________________________
___________________________________________________________________________
_______________________.
5) Production type followed by the company:
6) What are AABGSC’s products with its name:
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_________________________________________________________________________.
7) The production process (Input_ Process _ Output)
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
__________________________________________________________________________.
8) Inventory control System
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
__________________________________________________.
9) How to control Quality of products
___________________________________________________________________________
___________________________________________________________________________
_______________________________________________.
10) How to protect employees safety
___________________________________________________________________________
___________________________________________________________________________

Addis Ababa Bottle and Glass Share Company Page 27

 ___________________________________________________________________________
_________________________.
11) Please tell us the Layout strategy of AABGSC
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________.
___________________________________________________________________________
___________________________________________________________________________
_____________________________________________
12) Who are major customers of the company?
___________________________________________________________________________
___________________________________________________________________________
_______________________________________

13) Can you tell us raw materials and major suppliers

___________________________________________________________________________
___________________________________________________________________________
____________________
14) How you design products?
___________________________________________________________________________
___________________________________________________________________________
___________
15) Maintenance and related activities?

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