Bert Internship Report 123

REPUBLIC OF CAMEROON
REPUBLIQUE DU CAMEROUN Peace-Work-Fatherland

REPUBLIQUE DU CAMEROUN **********************
Paix-Travail-Patrie MINISTRY OF HIGHER
*********************** EDUCATION
MINISTRE DE L’ENSEIGNEMENT
SECONDAIRE
INTERNSHIP REPORT
PRODUCTION MANAGEMENT AND ITS IMPACT ON
PROFITABILITY WITHIN AN ORGANIZATION: THE
CASE OF BERI SOIF”
An internship report carried out from the 1st August to the 31st 2021 in partial fulfillment of
the requirements for the award of the Higher National Diploma (HND)
SPECIALITY:
PROJECT MANAGEMENT
MATRICULE No:
IUC20E0054369
WRITTEN BY:
NDUKONG BERTILLA YAAH
ACADEMIC SUPERVISOR PROFESSIONAL SUPERVISOR
Dr, DOUMTSOP KANOUO GERVAIS
Mr. NFORMI JUSTUS MBINKAR
ACADEMIC YEAR: 2020/2021

PRODUCTION MANAGEMENT AND ITS IMPACT ON PROFITABILITY WITHIN AN
ORGANIZATION: THE CASE OF BERI SOIF
CERTIFICATION
This is to certify that this report entitled “PRODUCTION MANAGEMENT AND ITS
IMPACT ON PROFITABILITY WITHIN AN ORGANIZATION: THE CASE OF
BERI SOIF”. An internship report carried out from 1st July to 30st July 2021 at BERI
SOIF has been carried out by NDUKONG BERTILLA YAAH under the supervision of
Dr. DOUMTSOP KANOUO GERVAIS with registration number IUC 20E0054369 FOR THE
AWARD OF A Higher National Diploma in Project Management.
Academic supervisor
Dr. DOUMTSOP KANOUO GERVAIS
Sign: ……………………… Date: ……………….
Internship supervisor
Mr. NFORMI JUSTUS MBINKAR
Sign: ………………… Date:……………….
WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH I

DEDICATION
TO THE NFORMI’S
FAMILY
ACKNOWLEDGEMENTS
WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH II
I wish to thank the lord God almighty for his grace and strength granted to me during the
internship period and all those who in one way or the other supported me in the realization
of this work.
My first gratitude goes to the INSTITUT UNIVERSITAIRE DE LA COTE and its director
MR GUIMEZAP PAUL for creating such a wonderful institution in a conducive
environment. Thank you, sir!
I very much appreciate the efforts of my academic supervisor Dr. DOUMTSOP KANOUO
GERVAIS, for his guidance and advice for the accomplishment of this work.
Moreover, I am appreciating my professional supervisor Mr. NFORMI JUSTUS

MBINKAR, the Director of BERI SOIF for his kind attention by offering me a place in
their company and not forgetting the entire staff for the welcoming spirit, care, and
directions that they gave me during the internship period.
Furthermore, I appreciate my family members particularly my Uncle NFORMI

RICHARD NDUKONG Mr/Mrs NDUKONG and not leaving out my siblings
NDUKONG CECILIA, NFORMI KESSY and NFOR CYDEL for their financial
assistance provided to carry out this work and for their moral support and advices.
I also want to appreciate my classmates Marylyn, Becky and Queency for their time and
energy they dedicated to me.
ABSTRACT
WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH III
The work entitled “PRODUCTION MANAGEMENT AND ITS IMPACT ON PROFITABILITY

WITHIN AN ORGANIZATION” carried out by the intern at BERI SOIF for a period of one
month has as main objective to assess the Impact of production quality on the
organizations productivity. For the methodology used in production results, the intern used
both primary and secondary sources of data. For the primary source she made use of the
questionnaires, interviews and observation and for the secondary source, she made use of
the internet. During the internship period, the intern identified some problems face by BERI
SOIF of which some of them included; poor information flow, incomplete organizational
structure, insufficiency of trucks, non-professionalism of rivers an breakdown of tricycle.

In regards to this problems, the intern gives the following recommendation; meetings,
creation of missing departments, partnership, vehicle checkup and a preventive
maintenance.
WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH IV

RESUME
Le travail intitulé « LA GESTION DE LA PRODUCTION ET SON IMPACT SUR LA

RENTABILITÉ AU SEIN D'UNE ORGANISATION » réalisé par le stagiaire au BERI
SOIF pour une durée d'un mois a pour objectif principal d'évaluer l'Impact de la qualité de
la production sur la productivité des organisations. Pour la méthodologie utilisée dans les
résultats de production, le stagiaire a utilisé des sources de données primaires et secondaires.
Pour la source primaire, elle a utilisé les questionnaires, les entretiens et l'observation et
pour la source secondaire, elle a utilisé Internet. Au cours de la période de stage, le stagiaire
a identifié certains problèmes rencontrés par BERI SOIF, dont certains comprenaient ;
mauvaise circulation de l'information, structure organisationnelle incomplète, insuffisance
de camions, non professionnalisme des rivières, panne de tricycle. En ce qui concerne ces
problèmes, le stagiaire donne la recommandation suivante ; réunions, création des
départements manquants, partenariat, vérification du véhicule et un entretien préventif
WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH V

ORGANIZATION: THE CASE OF BERI SOIFIC
PREFACE
The Cameroon government with the aim of ensuring suitable development and providing business
with competent and competitive workforce in various fields through the Ministry of Higher
Education has opened the Private Institute of Education. Hence giving the opportunity to private
institutions to contribute to the acquisition of an academic and professional inadequacy with the
professional world.
This has made room for the creation of ISTDI (Higher Institute of technology and Industrial
Design) by degree N° 02/0094 / MINESUP / DDES / ESUP of September 13, 2002 and
authorisation opening N° 0102 / MINESUP / DDES / ESUP of September 18, 2002. Located in the
coastal region, Wouri department, District of Douala 5th, in Logbessou district. The ISTDI is then
created in the University Institute of the Coast (IUC) by decree N° 5/05156 /N / MINESUP / DDES
/ ESUP / SAC / EMB, and comprises today of four establishments.
1) The Higher Institute of Technology and Industrial Design (ISTDI) ISTDI

trains the following cycles:
 INDUSTRIAL BTS
 Maintenance of computer systems (MSI)
 Industrial Computer (II)
 Electrical engineering (ET)
 Electronics (EN)
 Cold and air conditioning (FC)
 Maintenance and after sales automobile (MAVA)
 Civil Engineering (GC)
 Wood Engineering (GB)
 Boiler making (CH)
 Mechanical Manufacturing (FM)
WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH vi

“PRODUCTION MANAGEMENT AND ITS IMPACT ON PROFITABILITY WITHIN AN
ORGANIZATION: THE CASE OF BERI SOIF”
WRITTEN AND PRESENTED BY YAHE NGANGMO FRANCOISE COZIANE
• INDUSTRIAL
AND
TECHNOLOGICAL
PROFESSIONAL
BACHELOR in partnership with the University of Dschang:
 Network Administration and Security
 Software Engineering
 Automatic and Industrial Computing
 Electrical
 Electronics
 Management of Automotive Services
 Maintenance and Expertise of Automobiles
 Maintenance of Industrial System
 Energy and Industrial Engineering
 Civil Engineering
 Wood Engineering
 Mechanical and Production Engineering
• BACHELOR OF TECHNOLOGY
MASTER PROFESSIONNEL INDUSTRIEL in partnership with the
University of Dschang
WRITTEN AND PRESENTED BY : NDUKONG BERTILLA

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 Electrical Engineering and Industrial Computing
 Engineering Telecommunication and Network
 Information Systems and Software Engineering
2) The Institute of Commerce and Business Engineering (ICIA) ICIA trains in

the following cycles:
• COMMERCIAL BTS
 Assurance (SA)
 Management Informatics (IG)
 Banking and Finance (BF)
 Commercial Action (ACO)
 International Trade (CI)
 Corporate Communication (CE)
 Accounting and Business Management (CGE)
 Logistics and Transport (LT)
• PROFESSSIONAL BACHELOR and MANAGEMENT in partnership with

the university of Dschang:
 Marketing
 Finance-Accounting
 Bank
 Bank-Insurance
 Human Resource Management
 Logistics and transport
 Control and Audit

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 Quality Management
• BACHELOR OF SCIENCE
EXECUTIVE MBA
PROFESSIONNEL MASTER COMMERCIAL in partnership with the
University of Dschang
 Management of organisations
 Finance Accounting
• MASTER ISUGA-France in partnership with EMBA
3) The Institute of computer engineering of Central Africa (3IAC) This school

trains in the following cycles and streams:
• ICT CYCLE in partnership with CCNB-DIEPPE of Canada:
 Networking and security
 Programming and analysis
• MASTER EUROPEEN in partnership with 3IL in France:
 Software Engineering
 Administration of Network systems
• MASTER PROFESSIONNEL in partnership with ENSP Yaoundè
 Civil Engineering
 Energetic Engineering and Environment
 Industrial Engineering and Maintenance
• CYCLE ENGINEER Computer scientist (3IL-France)
Innovation and Entrepreneurship Research Centre (PRIE)

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4) International Programs of Science and Technology Innovation (PISTI)

PISTI trains in the following cycles and streams:
 Cycle of preparatory classes at the Grandes Ecoles d’ingenieur (CP) in

partnership with France
 Preparatory classes
 Science and Technology Licenses
• ENGINEERING CYCLE of Industrial Engineering (ESSTIN-France)
• ENGINEERING CYCLE BIOMEDICAL ENGINEERING
• ENGINEERING CYCLE IN ARCHITECTURE ETURBANISM
All these schools offer courses of an international character in the sense that they are aligned with
the new LMD pedagogical system, and the skills acquired by our students, as well as the spirit of
openness and adaptation that we teach them allow to carry out the mission entrusted to them in all
the organisations and to consider the possible options for their professional future in a changing
global context, and whose environment is more demanding.
The student in HND is held in 2020 to perform a speciality project during his academic course. This
project will allow students to better understand the knowledge acquired and especially applied to a
field of specialty. It is with this in mind that we have done work on the theme

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IDENTIFICATION SLIP
SOCIAL NAME BERI SOIF
ACRONYMES BS
PROPRITOR Mr. NFORMI RICHARD
JURIDICAL STATUS PRIVATE LIMITE COMPANY S.A
DATE OF CREATION 2021
GEOGRAPHICL LOCATION KRIBI, CARRIFOUR JANGO
MOBILE (+237) 683287330/ 697156552

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LIST OF ABBREVIATION
ABBREVIATIONS FULL MEANING
BS BERI SOIF
HEVECAM HEVEA DU CAMEROON
SOCAPALM CAMEROONIAN PALMERIES

COMPANY
MRP MATERIALS REQUIREMENT

PLANNING
JIT JUST-IN-TIME
EBIT EARNINGS BEFORE INTEREST

AND TAXES
FIFO FIRST IN FIRST OUT

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TABLE OF CONTENTS
CERTIFICATION.................................................................................................................................i
DEDICATION.....................................................................................................................................ii
ACKNOWLEDGEMENTS................................................................................................................iii
ABSTRACT........................................................................................................................................iv
RESUME..............................................................................................................................................v
PREFACE...........................................................................................................................................vi
IDENTIFICATION SLIP....................................................................................................................xi
LIST OF ABBREVIATION..............................................................................................................xii
TABLE OF CONTENTS..................................................................................................................xiii
GENERAL INTRODUCTION............................................................................................................1
PART ONE: INTERNSHIP ENVORONMENT.................................................................................2
CHAPTER ONE: GENERAL PRESENTATION OF BERI SOIF.....................................................3
SECTION ONE: THE CREATION AND HISTORICAL EVOLUTION OF BERI SOIF.............3
1.1.1THE CREATION OF BERI SOIF........................................................................................3
1.1.2 THE HISTORICAL EVOLUTION OF BERI SOIF...........................................................3
SECTION TWO: ORGANIZATION AND OPERATION OF BERI SOIF....................................5

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1.2.1 ORGANIZATIONAL STRUCTURE OF BERI SOIF........................................................5
1.2.2 OPERATIONS OF BERI SOIF...........................................................................................7
1.2.2.1 OPERATION WITH THE INTERNAL ENVIROMENT...............................................7
1.2.2.2 OPERATIONS WITH THE EXTERNAL ENVIROMENT............................................8
1.2.2.2.1 THE MICRO-ENVIROMENT......................................................................................9
1.2.2.2.2 THE MACRO ENVIROMENT.....................................................................................9
CHAPTER TWO: EVOLUTION OF INTERNSHIP ACTIVITIES AT BERI SOIF.......................11
SECTION ONE: PRESENTATION OF THE DEPARTMENTS THAT RECEIVED THE

INTERN DURING THE INTERNSHIP PERIOD AT BERI SOIF..............................................11
2.1.1 THE RECEPTION OF THE INTERN..............................................................................11
SECTION TWO: THE EVOLUTION OF INTERNSHIP ACTIVITIES AND JUSTIFICATION

OF TOPIC.......................................................................................................................................12
2.2.1 THE EVOLUTION OF THE INTERNSHIP ACTIVITIES..............................................12
PART TWO: CONCEPTUAL FRAME WORK...............................................................................15
CHAPTER THREE: BEST MANAGEMENTPRACTICES RELATING “PRODUCTION

MANAGEMENT AND ITS IMPACT ON PROFITABILITY WITHIN AN ORGANIZATION:
THE CASE OF BERI SOIF”.............................................................................................................16
SECTION ONE: BEST PRACTICES RELATED TO “PRODUCTION MANAGEMENT AND

ITS IMPACT ON PROFITABILITY WITHIN AN ORGANIZATION: THE CASE OF BERI
SOIF”..............................................................................................................................................16
3.1.1 DEFINATION OF TERMS...............................................................................................16
3.1.1.1. PRODUCTION..............................................................................................................16
3.1.1.2 BATCH TYPE OF PRODUCTION...............................................................................17
3.1.1.3 FEATURES OF BATCH PRODUCTION.....................................................................17

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3.1.1.4 MASS PRODUCTION OR FLOW PRODUCTION.....................................................17
3.1.1.5CONTINUOUS PRODUCTION OR PROCESS PRODUCTION.................................18
3.1.2 BEST PRACTICES RELATING TO PRODUCTION MANAGEMENT AND ITS

IMPACT ON PROFITABILITY WITHIN AN ORGANIZATION..........................................22
3.1.2.1 IMPACT OF PRODUCTION MANAGEMENT AND ITS IMPORTANCE TO

CUSTOMER SATISFACTION.................................................................................................22
SECTION TWO: MANAGEMENT SCIENCE TOOLS CONCERNING THE ANALYSIS

ORGANIZATION”........................................................................................................................25
3.2.1 DATA COLLECTION AND ANALYTICAL TOOLS....................................................25
3.2.1.1 Data collection................................................................................................................25
3.2.1.1.2 PRESENTATION OF RESULTS...............................................................................26
3.2.1.2 ANALYTICAL TOOL...................................................................................................26
3.2.1.2.1 PRESENTATION OF RESULTS...............................................................................27
3.2.2.1 STRENGTHS AND WEAKNESSES............................................................................28
3.2.2.2 OPPORTUNITIES AND THREATS.............................................................................29
CHAPTER FOUR: CRITICAL APPROACH...................................................................................31
SECTION ONE: DIFFICULTIES AND INSUFFICIENCY OF RELATING TO BERI SOIF

AND ITS IMPACTS ON PRODUCTION QUALITY..................................................................31
4.1.1 DIFFICULTIES FACED BY BERI SOIF.........................................................................31
4.1.2 INSUFFICIENCIES OF BERI SOIF...........................................................................31
SECTION TWO: SUGGETION AND RECOMMENDATION...................................................33
GENERAL CONCLUSION...............................................................................................................34

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ORGANIZATION: THE CASE OF BERI SOIFIC
GENERAL INTRODUCTION
A successful company is measure by more than just a bottom line, as it is also about
performance and Production relationships. The production industry is booming in
Cameroon and the African continent as a whole. The growing consumption for purified
water and yogurt for good health is a key sign for rapid expansion.
There are number of mineral production companies that have exited the market today due
to poor production quality they offer to their clients, as they ignore value added as a
means of customer retention and an open door to sustainable competitive advantage.
Other competitors in the industry include Super Mont, OPUR, Tangui and Vita.
WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH 1

PART ONE: INTERNSHIP

ENVORONMENT
This part is made up of two chapters; chapter one and two. Each chapter is divided into
two sections. Chapter one talks about the general presentation of BERI SOIF; section one
about the creation and evolution and section two talks about the organization structure
and operations.
Chapter talks about the evolution of the internship, which is also divided, into two
sections; section one talks the presentation of the host department and section two talks
about the chronogram of internship activities and justification of our topic.

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CHAPTER ONE: GENERAL PRESENTATION OF

BERI SOIF
This chapter states and explain the history and creation of universal logistics SARL
Cameroon where the intern carried out her internship. This chapter is divided into two
Sections
SECTION ONE: THE CREATION AND HISTORICAL EVOLUTION

OF BERI SOIF
1.1.1THE CREATION OF BERI SOIF
BERI SOIF is a mineral water and yogurt production and distribution Company created 2021
(approximately one year of existence). The head office and production plant is located in Carrifour
Jango, Kribi, Cameroon. The company is own by Mr. NFORMI RICHARD MBINKAR, who
hails from the North West Region, Cameroon.
1.1.2 THE HISTORICAL EVOLUTION OF BERI SOIF
After assessing the state and scarcity of good drinking water in Kribi town, he saw a need for a
good source of drinking water. This was to reduce the number of typhoid and cholera patient. To
this effect, administrative procedures followed with respect to the creation of BERI SOIF. Few
months after a geographical survey was carried out on the intended portion of the land on which the
forage had to be drilled 50 matters in to the surface where the water table was encountered.
Finishing work was done on the forage and the water purification process using a system of
industrial filters and the reversed osmosis system was installed. With this installation osmosis,

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water alkaline and natural purified water obtain as a by-product. The products are taking lead in the
town of Kribi because of the production of good quality water.
All BERI SOIF products are license for production by the Agency for Promotion of Small and
medium sized enterprises (APME) under the MINISTRY OF SMALL AND MEDIUM
SIZED ENTERPRISES, AND SOCIAL ECONOMY.
BERI SOIF, have an estimate of 10 workers including the Director, and distributors. Their main
areas of market distribution include. Kribi, Edea, SOCAPALM and HEVECAM, with their main
market recording the highest amount of sales being Kribi and HEVECAM.

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SECTION TWO: ORGANIZATION AND OPERATION OF BERI

SOIF
1.2.1 ORGANIZATIONAL STRUCTURE OF BERI SOIF
The President
The General
Manager
Ass. General
Manager
Purchasing Security
Sales Account
PRODUCTIO Manager Manager
N - Manager
Manager
Drivers Motor Boys
 VARIOUS POSITIONS IN BERI SOIF

 PRESIDENT
He is responsible for providing a strong leadership for the company manages
budgets and makes sure resources are allocated properly.

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 THE GENERAL MANAGER

He is responsible for managing the overall operations of the company. Develops
and approves strategies to meet the needs of employees and client. Makes
important decisions that affect the company’s direction and its employees.
 THE ASSISTANT MANAGER

He is responsible for planning and managing logistics, warehouses, and transportation
and customer services. Directing, optimizing, and coordinating full order cycle.
Negotiates with customers.
 VARIOUS DEPARTMENTS OF BERI SOIF
 PRODUCTION/ SALES DEPARTMENT
He is in charge for the production and managing the distribution of BERI SOIF Products
in . Kribi, Edea, SOCAPALM and HEVECAM He also ensures the timely distribution of the
products to customers to avoid complains and loss of customers to competitors
 THE ACCOUNTING DEPARTMENT

They are in charge of the following;
• Handled account receivables
• They are responsible for petty cash [ the entrance and going out of
funds]
• Invoicing of clients
•
ake care of taxes

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 PURCHASING DEPARTMENT
Her responsibility is to procure all the necessary raw materials needed and daily
operation of the company.
 SECURITY
They are in charge of the security of the company 24hours
on 24
1.2.2 OPERATIONS OF BERI SOIF
This has to do with the day to day activities of BERI SOIF. The following are
some of the services rendered by BERI SOIF;
• Production of purified mineral water in in quantities of sachet 0.5cl,
Bottle 1.5L, Bottle 10L and Bottle 20L
• Packaging and storing of the water
•
ransportation and Distribution of the water to various customers in
different areas (Kribi, Edea, SOCAPALM and HEVECAM)
1.2.2.1 OPERATION WITH THE INTERNAL ENVIROMENT
1. Mission
T Mission of BERI SOIF is to “provide Quality water to our local communities
by ensuring the continuous production and distribution of quality water”.

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2. Company’s culture
Organizational culture is the collective behavior of workers of the organization
and values, vision, beliefs, habits that they attach to their action. BERI SOIF has a
culture of collective teamwork.
3. Resources
Here we specifically make mention of the financial resources. A company with
limited capital has little chances of growth. BERI SOIF is limited in financial
resources, which is a weak point.
4. Staffs
Employees are the main actors in the internal environment and the most important
element, which performs the tasks of the administration and Production activities.
Individual employees and the labor unions they join are important of the external
environment. If managed properly, they can positively change the organization’s
policies. However, a poorly managed workforce could lead to a catastrophic
situation for the company.
5. Owners
Owners are people who invested in the company and have property right and
claims on the organization. Owners can be an individual or a group of persons
who started the company; or who bought a share in the company in the share
market. Therefore, BERI SOIF is one-man business own by Mr. NFORMI
RICHARD NDUKONG
6. The Management Style
This refers to the approach of the manager in dealing with employees. This can be
autocratic, democratic or laisse faire management style is autocratic

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1.2.2.2 OPERATIONS WITH THE EXTERNAL ENVIROMENT

This is also known as the uncontrollable environment for it refers to those factors
Here, we have both the micro and macro external environment of BERI SOIF
1.2.2.2.1 THE MICRO-ENVIROMENT

This refers to those variables common to firms within a particular industry. Some
of which include;
1. Competitors
These are those who operate in the same industry. Some of the competitors of
BERI SOIF include; Super Mont, OPUR, Tangui and Vita.
2. Customers
They are usually referred to as KINGS for they are the ones who make up the
business. Without the customers, the company exists in vain. BERI SOIF Main
customers is the general
3. Suppliers
Suppliers are the providers of production or service materials. Dealing with
suppliers is an important task of management and keeping a good relationship
with the supplier is important to keep a steady following of quality input
materials.
4. Regulators
Regulators are units in the task environment that have the authority to control,
regulate or influence an organization’s policies and practices. Government
agencies are the main player in the environment and interest groups are created by
its members to attempt to influence organizations.

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1.2.2.2.2 THE MACRO ENVIROMENT

This refers to those larger external uncontrollable variables which influences
business organization irrespective of the industry.
BERI SOIF SARL Cameroon is affected by some political, economic, socio-

cultural, technological, environmental and legal factors that can either be an
opportunity or a threat to the company.
Political factors
Here, the political situation of the country is taken into consideration. It encloses
the political conditions that affects the business. Some of these political factors to
which BERI SOIF is exposed to include; taxes and road control of their trucks .
Economic factors
This involves the economical state of the country and especially that of the
citizens. They are factors that determine that direction towards which the economy
drives to. Some of the economics factors to which BERI SOIF is exposed to
include; the economic growth and development, inflation rate and the economic
system.
Socio-cultural factors
Every country has a distinctive culture. His attitude has an Impact on the business. These
factors might therefore affect the sales of services. Some these factors affecting BERI
SOIF include; the level of education and language.
Technological factors
Technology is advancement to innovations. The increase in the level of technology will
help the company to know how the customers adapt themselves to the various changes in
technology. Some of these technological factors related to BERI SOIF include;
innovation and invention, research and development.

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Ecological factors
This refers to natural environmental factors or variables, which affects organizations.
Some of this factors affecting BERI SOIF include, natural disasters, climate change.
Legal factors
This refers to the framework of law within which businesses operate. Legislative changes
take place from time to time. Many of these changes affect the business. Some of this
factors affecting BERI SOIF include; consumer protection and business regulations.
CHAPTER TWO: EVOLUTION OF INTERNSHIP

ACTIVITIES AT BERI SOIF
INTRODUCTION
This chapter talks about the reception of the intern at BERI SOIF and the different
activities carried out during the internship period. This chapter is divided into two
sections of which section one comprises of the reception of the intern in BERI SOIF and
the second section comprises of the activities carried out with their outcomes and the
justification of the topic.
SECTION ONE: PRESENTATION OF THE DEPARTMENTS THAT

RECEIVED THE INTERN DURING THE INTERNSHIP PERIOD AT
BERI SOIF
2.1.1 THE RECEPTION OF THE INTERN

Upon arrival, the intern was received by the general manager for he is in charge of
receiving all the interns due to the lack of a human resource department before taking
them to the various department where they will remain during the internship period.

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After being received by the general manager, a general presentation was made with all
the staffs of different departments of BERI SOIF. The intern was told that there is no
project management department in the company and it was then decided for her to
intergrade the company as a whole and to interact fully with all the departments.
In the interaction with the company, the intern was given a department where she will be
working which was with the Production and Distribution department.
The intern was given a task to perform which was to be handed at the end of her
internship period. The intern was engage in the packaging the water and transferring to
the ware house which will later be sent out for distribution to the different zones where
her customers are located.
SECTION TWO: THE EVOLUTION OF INTERNSHIP ACTIVITIES

AND JUSTIFICATION OF TOPIC
2.2.1 THE EVOLUTION OF THE INTERNSHIP ACTIVITIES
 WEEK 1: from Thursday 1st to Friday 8th July 2021

During this week, the intern got to familiarize with the company’s departments and with
the company as a whole. She got to know about the essential factors of the company such
as its mission, its employees, its internal rules and regulations which was lectured to her
by the general manager of BERI SOIF. The intern was then given the business plan of
the company to know more about it. In addition, her first assigned duty was in the
production department.
 WEEK 2: from Friday July 9 to Thursday 15 July 2021

During this week. The intern got a broader knowledge on the company concerning its
organizational structure. The intern then started working in the production department.

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In the production department she took part in the packaging of purified water for sell she
was able to package 500 sachet of pure water. The intern was doing this with the
assistance from the other full time staff who are well experience. The intern was trained
on how to package water at first the process was difficult but with time and with the help
of the staff the intern gained enough experience from the production department.
 WEEK 3: from Friday 16 July to Friday 23 July

During this week, the intern started working in the warehouse department where all the
packaged water for distribution are stored. In the warehouse the FIFO (First In First
Out), the intern was train on the FIFO System. This system explains that the first set of
goods (sachet water) should be the first set of good that should leave the warehouse for
distribution to customers.
 WEEK 4: from Friday 23 July to Friday 30 July

During this week, the intern was engage in the distribution department. The intern took
part in the delivery of sachet waters using tricycles to the main zones. The intern working
with the staff of BERI SOIF was able to distribute a minimum of 5000 sachets of water
in the following areas Kribi, Edea, SOCAPALM and HEVECAM. The starting time for
distribution is 6:30am in the morning and finishing only when all delivery orders are
made.
At the end of the internship period, the intend handed the duty given to her by the general
manager and then, got her internship attestation that eventually proves that, the intern
carried out her internship at BERI SOIF
FINDINGS:
 From findings the intern notice the workers of BERI SOIF were very
collaborative that is working as a team and this made work very easy and

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go smoothly. As a result, more than 90% of their daily objectives were

achieve.
 The Manager was very proactive in providing lasting solutions for
problems faced by the staff of BERI SOIF. This was a good motivating
factor for the staff as it help boost the production capacity to meet up with
customers’ demands.
 With further findings, it was ensured the raw materials for packaging were
delivered on time using the JIT (Just in Time) system and this made
production faster as delays, and idle time of staff and machine were
avoided.

BERI SOIF also had a well plan distribution strategy, which made it easy
for the staff to easily deliver final products to their customers without
delays, which is also a good strategy to maintain good business
relationship with their customer
2.2.2 JUSTIFICATION OF TOPIC

ORGANIZATION: THE CASE OF BERI SOIF”. The intern choose this topic there is
need for organizations to compare their production with the profitability levels. This
will enable organizations avoid Over Production (which ties down company’s
capital) and “Under Production” (which demand exceeds supply and can lead to
loss of customers).

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CUSTOMER SATISFACTION
For it will be beneficial for BERI SOIF” to know how the client feel and think about
their services and how to improve in the case of dissatisfaction. For, it is the
customer that makes the business. For if there is no customer, there will be no
productivity and no profitability. So, the company’s maximization point is on
customer satisfaction. It is best to keep the actual customers and gain more rather
than gaining other customers and losing the actual ones.

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PART TWO: CONCEPTUAL FRAME

WORK
This part is made up of two chapters; chapter three and chapter four. Each chapter is
divided into two sections. Chapter three talks about the practical phase in which
section one is the definition of terms and the best management practices relayed to
the topic and section two is the means and results of the organization.
Chapter four talks about the critical approach that is the criticisms in which section
one is the difficulties and weaknesses and section two on the other hand is the
recommendation or the suggestions and challenges.

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CHAPTER THREE: BEST

MANAGEMENTPRACTICES RELATING
“PRODUCTION MANAGEMENT AND ITS IMPACT
ON PROFITABILITY WITHIN AN ORGANIZATION:
THE CASE OF BERI SOIF”
SECTION ONE: BEST PRACTICES RELATED TO

“PRODUCTION MANAGEMENT AND ITS IMPACT ON
PROFITABILITY WITHIN AN ORGANIZATION: THE CASE OF
BERI SOIF”
3.1.1 DEFINATION OF TERMS
3.1.1.1. PRODUCTION
Production
It is the process of creating a product using primary and intermediate factors of
production. Production is a specifically human type of metabolism between man and nature, or,
more precisely, the process of actively converting natural resources into a product by people.
Types of Production
There are four types of production
Unit or Job type of production
This type of production is most commonly observed when you produce one single unit of a product.
A typical example of the same will be tailored outfits, which are made just for you, or a cake, which
is made just as if you want it.
Features of Unit production or Job Production

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 Depends a lot on skill

 Dependency is more on manual work than mechanical work
 Customer service and customer management plays and important role
3.1.1.2 BATCH TYPE OF PRODUCTION

It is one of the types of production most commonly used in consumer durables, FMCG or other
such industries where there are large variety of products with variable demands. Batch production
takes place in batches. The manufacturer already knows the number of units he needs to a
manufacturer and they are manufactured in one batch.
3.1.1.3 FEATURES OF BATCH PRODUCTION
 Production is done in batches

 The total number of units required is decided before the batch production starts
 Once a batch production starts, stopping it midway may cost a huge amount to the company.
 Demand plays a major role in a batch production. Example – seasonality of products
3.1.1.4 MASS PRODUCTION OR FLOW PRODUCTION

One of the best examples of mass production is the manufacturing process adopted by Ford. Mass
production is also known as flow production or assembly line production. It is one of the most
common types of products used in the automobile industry and is also used in industries where
continuous production is required.
Features of Mass Production
 Mass production is generally used to dole out huge volumes of the product
 It is used only if the product is standardized
 Demand does not play a major role in a Mass production. However, production capacity
determines the success of a mass production.
 Mass production requires huge initial investment and the working capital demand is huge too.

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3.1.1.5CONTINUOUS PRODUCTION OR PROCESS PRODUCTION
There is a lot of confusion between mass production and continuous production. It can be

differentiated by a single element. The amount of mechanical work involved. In Mass production,
both machines and humans work in tandem. However, in continuous production, machines rather
than humans do most of the work. In continuous production, the production is continuous,24×7
hours, all days in a year.
 Features of Continuous production
 Majority of the work is done by machines rather than humans

 Work is continuous in nature. Once production starts, it cannot be stopped otherwise it will
cause huge loss.
 A very controlled environment is required for continuous production
 Production Management
Production management covers the planning and implementation of the entire production process,
from the order of raw materials to delivery to the client. Any decisions you make for your
business within these bounds is an element of production management. As a small business
owner, you focus on problem-solving, efficiency of production and quality of products.
Production management systems abound. Most businesses build around one system while
drawing on elements of others, creating a custom blend that suits their market and clients.
 Production Management Methods
Materials Requirement Planning
A given quantity of finished goods requires a given quantity of raw materials and components to
make them. Materials requirement planning systems are computerized tools that manage when

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materials must be ordered to supply production later. MRP is effective when output quantities are
known. Small business owners are often their own MRP systems, storing the information needed
to supply production in their knowledge and experience. Activities such as computer tracking
inventory and forecasting demand are MRP activities.
Just-In-Time
Just in time, or lean manufacturing, is a production management philosophy built around the
continuous reduction of waste. It is suited for businesses where production efficiency is key.
Anything that interferes with productivity is waste and, therefore, the enemy under JIT systems.
Techniques that support JIT philosophy include reducing inbound inventory by creating supplier
delivery schedules, minimizing outbound stock with customer delivery schedules and constant
work in-house reducing scrap material and wasted man-hours. These techniques improve cash
flow and maximize sales margins.
Flow Control
Flow control, also called optimized production technology, focuses on the efficient flow of
material through the production process. The philosophy of flow control focuses on bottlenecks.
For example, an owner using flow control will not buy a machine capable of 1,000 units an hour
if supply is only 500 units. Examine systems and determine where lowest flow is experienced,
then address that point and make sure it operates at full capacity. Flow control applies well where
maximum productivity is required.
Profitability
Profitability is the ability of a business to earn a profit. A profit is what is left of the revenue a
business generates after it pays all expenses directly related to the generation of the revenue, such as
producing a product, and other expenses related to the conduct of the business activities.

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There are many different ways for you to analyze profitability. This lesson will focus
on profitability ratios, which are a measure of the business's ability to generate revenue compared to
the amount of expenses it incurs. Let's look at a few of the primary analytical approaches
Net Profit Margin
Net profit margin measures the profitability of your business. The formula is:
Net profit margin = (net income / net sales) * 100
Gross Profit Margin
Gross profit margin measures the cost of production. The formula is:
Gross profit margin = (gross profit / net sales) * 100.
Operating Margin
Operating margin tells you how much costs unrelated to producing the product for sale are cutting
into your profits. Costs unrelated to production can include such things as general business, staff
and administrative expenses of the business. Net operating margin is often referred to as
your Earnings before Interest and Taxes (EBIT). The formula for this is:
Operating margin = (operating profit / net sales) * 100
CUSTOMER
A customer is a person or a company that receives, consumes or buys a product or
service and can chose between different goods and suppliers. The customer is the focus
of every company for they live through them and die through them. If the customer is not
there, then the company exists in vain. The customer is usually referred to as king for
they determine the profitability and breaking down aspect of the company. We have
several types of customers of which some of them include;

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 Loyal customers; they are very few in number but promote sales and
profit as compared to other customers as these are the ones who are
completely satisfies.
 Discount customers; they are frequent visitors but they are only part of
the business when discount is made on a product or a service therefore
buy only low quality products.
 Impulsive customers; they are difficult to convince since they often

come to buy in urge or caprice. They don’t have any specific item in
mind or in their product list but urge to buy what they find good and
productive at a point of time.
 Need based customers; they are product specific as they intend to buy
only habitual products. They are frequent customers but do not become
a part of buying most of the times so it is difficult to satisfy them.

andering customers; they are the least profitable customers as
sometimes they themselves are not sure of what to buy.
5. SATISFACTION
This refers to a pleasant feeling that you get when you receive something you wanted, or
when you have done something g you wanted to do. It can also be referred to as the act
of fulfillment in a way that a person feels pleased and satisfies towards something.
It is a feeling and can even be a state of mind, when a person has nothing to complain
about. Some of the satisfactions include;
 Customer satisfaction
 Employee or job satisfaction
 Life satisfaction

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CUSTOMER SATISFACTION
Philip Kotler defines customer satisfaction as a person’s feeling of pleasure or
disappointment, which resulted from comparing a product’s perceive performance or the
outcome against his/ her expectation.
Customer satisfaction implies how a company’s product or services meet or exceed

customer’s expectation. It is one of the main objective of every business. It is simply the
degree to which a company’s customers are happy with their purchase or experience with
the company. Customer satisfaction provides a leading indicator of customer purchase
intentions and loyalty. Customer satisfaction is measured at the individual level, but it is
almost always reported at an aggregate level. It can be, and often is, measured along
various dimensions. Customer satisfaction is an ambiguous and abstract concept and the
actual manifestation of the state of satisfaction will vary from person to person and
service to service.
3.1.2 BEST PRACTICES RELATING TO PRODUCTION MANAGEMENT AND

ITS IMPACT ON PROFITABILITY WITHIN AN ORGANIZATION
Production Quality plays a significant role in the Production industry. Customer satisfaction
depends merely in the Production Quality provided by the company. Production Quality is
not only a better interaction between the customers and the organization but also provides
better solutions to customer’s problems and the customers satisfaction depends on the
customer’s experiences while consuming the products.
3.1.2.1 IMPACT OF PRODUCTION MANAGEMENT AND ITS

IMPORTANCE TO CUSTOMER SATISFACTION
The topic “PRODUCTION MANAGEMENT AND ITS IMPACT ON PROFITABILITY WITHIN
AN ORGANIZATION, was chosen by the intern because she noticed that, the company BERI

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SOIF did not provide high quality products to its customers compared to her competitors due
to poor distribution channels and late delivery to customers compared to competitors.
Production quality is very important for and organization and has a very great impact as
long as business is concerned for it creates customer satisfaction and hence yields
profitability as figured below;
Production Customer
Profitability
Quality Satisfaction
FIGURE 3.1.2 RELATIONSHIP BETWEEN QUALITY, SATISFACTION AND PROFITABILITY.
The reasons for the BERI SOIF Company to provide a good Production quality includes;
 It is essential for customer satisfaction, which eventually leads to customer

loyalty. Providing a quality service to the customer makes the customer to know
that he is in good hands and thus not allowing the possibility to the customer to go
away.
 It ensures an increase in revenue and higher productivity for the organization.
That is, due to the quality production rendered, the customer will be constant and
will intern to pay the amount summed to him for the production for his
expectations were fulfilled. It makes the customer to spend more than what he has
planned.
 Gain advocates. When the customers are satisfied about the quality of the services
rendered to them, they will tend to advertise your services without you noticing;
you gain more customers without effort (Indirect Marketing).

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 A quality production saves money. Retaining established customers is cheaper and

more cost effective than attracting new ones.
 It improves the way people see the company, which boost the company and its
brand.
 It helps to stay in business by keeping customers coming in door.
 It brings a more effective workforce. A satisfied customer helps create a positive
working environment.
 To achieve the organizational goals, objectives and mission.
 It makes the customer to trust the services rendered by the company and to the
company itself.
If production quality is not rendered, the company BERI SOIF may suffer from the
following;
 The customers may lack trust in the company
 The company has a high risk in losing its customers
 The company has high risk of losing its employees
 The company will have a negative brand perception
 Loss of market share
 They will have a decreased profit

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SECTION TWO: MANAGEMENT SCIENCE TOOLS

CONCERNING THE ANALYSIS “PRODUCTION MANAGEMENT
AND ITS IMPACT ON PROFITABILITY WITHIN AN
ORGANIZATION”
3.2.1 DATA COLLECTION AND ANALYTICAL TOOLS
3.2.1.1 Data collection

Data collection involves the process of gathering and measuring information on targeted variables
in an establishment system, which then enables one to answer relevant questions and evaluate
possible outcomes. During the research on “PRODUCTION MANAGEMENT AND ITS IMPACT
ON PROFITABILITY WITHIN AN ORGANIZATION”
Data was collected through secondary and primary sources.
The Primary sources include;
 Interviews:
Interviews where being carried out in the company by the intern so as to know the way
about of the company, to know how the employees achieve their tasks and what they
thing about the organization. An interview was also carried out to the external
environment so as to identify the customer’s perception towards the company.
 Observations;

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Observing is one of the most passive qualitative data collection methods. During the
internship period, the intern kept on observing the different moves of the employees,
their discussions and taking note.
The Secondary sources of data includes;
 The internet;
The internet enabled the intern to make some research on their competitors and to know
their way about. How they function, how they work so as to improve on the functioning
of BERI SOIF.
 School note books; the intern also used school note books she got from the classes
in school. That is;
 Production Management
 Supervisor; the academic and professional supervisors of the intern were also a
source of information to the intern.
3.2.1.1.2 PRESENTATION OF RESULTS

According to the research, the intern noticed that most of the employees are skilled
which makes the company to have full trust in the employees tasks performed.
It was also noticed that, some employees find the tasks given to them bulky but do
employ their maximum efforts to complete the job on time.
Furthermore, the intern noticed a poor information flow between the company and the
clients/top management with the employees.

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Moreover, there was a notice in the production department, for delivery tricycle vans,
which lack durable tires, which made it impossible for the tricycle to go on long
distances without breaking down, hence, limiting their market share and reducing their
clients.
In addition, it was noticed by the intern that, the drivers are not trust worthy.
3.2.1.2 ANALYTICAL TOOL
The intern used the quantitative analytical tool to analyze her data. She visited some of
the customers of BERI SOIF and interviewed them to rate on the service quality of
BERI SOIF. On a scale of four (4) and it was done as follows:
1 2 3 4
POOR AVERAGE GOOD VERY GOOD
Table 1: Rating scale
3.2.1.2.1 PRESENTATION OF RESULTS

Some of the customers visited included MINI PRIX, PAS D’OR GALAXY,
SALAM etc.
The results are presented as follows;

Name of the company Percentage of satisfaction Satisfaction level
MINI PRIX 50% Average
PAS D’OR 25% Poor
GALAXY 75% Good
SALAM 25% Poor

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Table 2: Percentage and level of satisfaction

To have the percentage satisfaction of the various customers, the intern used the
scale response of the customers multiplied by 100 as follows;
 MINI PRIX gave a rating scale of 2/4*100 giving her a satisfaction rate of 50%
 PAS D’OR gave a rating scale of 1/4*100 giving her a satisfaction rate of 25%.
 GALAXY gave a rating scale of 3/4*100 giving her a satisfaction rate of 75%
 SALAM gave a rating scale of 1/4*100 giving her a satisfaction rate of 25%
3.2.2.1 STRENGTHS AND WEAKNESSES
BERI SOIF has the following strength and limitations;
A) STRENGTHS
BERI SOIF has the following strengths:
•
ocation; BERI SOIF is situated at Kribi specifically at Carrifour Njango. Kribi is
a town where most commercial activities are been carried out and hence, tend out
to facilitate the company in its activities.
•
killed workers; BERI SOIF has a good number of professional skilled workers
who know what to do and how to do.
•
eam spirit/ work; in BERI SOIF, all the departments work as a team which is
one of their main strength

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29
•
nity of action; in BERI SOIF, the different departments often work together for
the accomplishment of their departmental objectives and hence leading to the
accomplishment of the organizations objectives and goals which is a quality
lacking in many competitors.
B) WEAKNESSES
Universal logistics has the following limitations;
 Capital, BERI SOIF is limited in its capital which is a very great limitation
for its activities. Capital is one of the main resource of a company for without
finances, activities will not move fluently and the employees too may risk
their pay and not to meet up with customers demand.
 Slow decision making; specifically concerning the finances. Finances in the
payment concerning their taxes, and some other obligations that may turn off
slowing down their activities.
 An incomplete organizational structure; the organization of BERI SOIF is
quite incomplete and tends to promote complexity of operations within the
employees which is a deficiency for its functioning.
 Customer service; due to a representative who is rude to a customer with the
customer then posting evidence and complaints to social media.
3.2.2.2 OPPORTUNITIES AND THREATS
A) OPPORTUNITIES;
Some of their opportunities include;
 Use of marketing or promotional techniques to promote the business. For example;

the use of indirect marketing.
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B) THREATS
Some of their threats include;
 Competitors; this is the biggest threat a company may face. Competitors are those
who deal in the same industry with you and a change in the competitive landscape
is a great threat to the company.
 Customer satisfaction; this is one of the major threat for BERI SOIF; for
satisfying a client comes up to know exactly what the customer wants and being
able to fulfill its expectation and even exceeding it.
 The suppliers; they are a great threat to BERI SOIF due to the fluctuation of
prices and who may at any time withdraw from the company and who might also
fail to fulfill its commitments.
 Changes in technology; this will be a threat to BERI SOIF the case where their
employees will not be enough trained and aware of the upcoming technologies.
 Taxation; increase in taxation that may reduce the profitability of BERI SOIF

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CHAPTER FOUR: CRITICAL APPROACH
This chapter elaborates on the difficulties and weaknesses of the enterprise and the various
solutions proposed by the intern to overcome the problems faced. It is divided into two
sections.
SECTION ONE: DIFFICULTIES AND INSUFFICIENCY OF

RELATING TO BERI SOIF AND ITS IMPACTS ON PRODUCTION
QUALITY
In this section, the intern elaborates on the difficulties and insufficiencies faced by BERI
SOIF Cameroon because of production quality and its impact on productivity.

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32
4.1.1 DIFFICULTIES FACED BY BERI SOIF

During the internship period, the intern noticed that BERI SOIF faced some difficulties in
the different departments as well as the organization as a whole. Some of which include;
 Fuel cost; one of the highest cost contributing to the cutting transportation cost
concern is fuel prices. Higher fuel prices are likely to increase transportation cost
transporting their products to different areas.
 Manpower management; one of the problems faced by BERI SOIF is managing
manpower. Dealing with productivity, warehouse management, sales agents and
distributors are some of the vital requirements and should be handled in a
respectful and efficient way.
4.1.2 INSUFFICIENCIES OF BERI SOIF
During the internship, the intern noticed some of the weaknesses faced by BERI SOIF
SARL related to production and its impact on production quality. Some of which include;
- Poor information flow; during the internship period, the intern due to her research
noticed that there was a poor information flow between the departments
specifically with the drivers responsible for the distribution of the products. The
accountant working directly with the distribution department did not have
information on the way bills of the clients on time. In addition to that, the drivers
after executing their job do not give all the details concerning the transaction
details to the logistics department.
- Incomplete organizational structure; BERI SOIF is a production company with an
incomplete organizational structure. They don’t have the following departments;
- Human resource department
- Operational department
Which are some of the important departments in an organization.

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- Insufficiency of trucks; during some times, the client will make a request to
have a certain amount of trucks but the trucks demanded by the client is not
available thus reducing customer’s satisfaction. This is a great problem faced
by BERI SOIF and this tends to reduce customer trust in the company and will
make the client to turn to another company to place order
- Breakdown of trucks: this is a problem that appears most at times when
customers demand and the respond is not favorable due to truck breakdown.
This tends to reduce the customers trust in the company.
SECTION TWO: SUGGETION AND RECOMMENDATION

Due to the different insufficiencies of BERI SOIF discovered by the intern, the following
are some of the recommendations proposed by the intern
- In other to solve the information blockage, there can be a meeting calling on the
drivers and the transportation department so as to know what the problem truly is.
- In addition to the above, the incomplete organizational structure can be solved by
creating the missing departments which some of them includes, the human
resources department, and the operation department. Doing this will tend to
reduce the work beard by the general manager.

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- Due to the breakdown of trucks, the intern proposes a Preventive Maintenance.

Preventive maintenance is the best way to keep the fleet of trucks running reliably
and reduce the risk of breakdown.
Preventive maintenance is a kind of proactive maintenance, which includes
- Adjustment cleaning
- Repairs and parts replacements so as to prevent potential problems and
maximize vehicle availability.
GENERAL CONCLUSION
“PRODUCTION MANAGEMENT AND ITS IMPACT ON PROFITABILITY

WITHIN AN ORGANIZATION” is good to be known by the company when carrying out
activities in the organization. The profitability and customer loyalty will be easily
achievable when the customers get satisfied with the services rendered to them the
company.
The Productivity quality is directly proportional to customer’s satisfaction and customer
satisfaction is directly proportional to customer loyalty reasons why, the intern decided to

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35
have as topic ““PRODUCTION MANAGEMENT AND ITS IMPACT ON

PROFITABILITY WITHIN AN ORGANIZATION” for it will be beneficial for BERI
SOIF to know how the client feel and think about their production quality and how to
improve in the case of dissatisfaction. For, it is the customer that makes the business and if
there is no customer, there will be no productivity and no profitability. So, the company’s
maximization point is on customer satisfaction. It is best to keep the actual customers and
gain more rather than gaining other customers and losing the actual ones.
The source of data used was both the primary and secondary source of data. The primary
source used includes; observation and interviews and the secondary data includes; the
internet, school note books and supervisor.
The analytic tool used by the intern is the quantitative tool. The intern used a rating scale on
five (4) to know the satisfaction level of the various customers of BERI SOIF.
Some of the problems discovered by the intern in BERI SOIF include: poor information
flow, insufficiency of trucks, no professionalism of drivers and breakdown of trucks.
From findings, the following recommendations; were made, firstly, we have meetings
calling on the drivers to resolve personal problem, creation of missing departments,
partnership, vehicle checkups and a preventive maintenance.

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36

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REPUBLIC OF CAMEROON

REPUBLIQUE DU CAMEROUN Peace-Work-Fatherland

Mr. NFORMI JUSTUS MBINKAR

ACADEMIC YEAR: 2020/2021

Dr. DOUMTSOP KANOUO GERVAIS

Sign: ……………………… Date: ……………….

Mr. NFORMI JUSTUS MBINKAR

Sign: ………………… Date:……………….

WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH I

Moreover, I am appreciating my professional supervisor Mr. NFORMI JUSTUS

Furthermore, I appreciate my family members particularly my Uncle NFORMI

The work entitled “PRODUCTION MANAGEMENT AND ITS IMPACT ON PROFITABILITY

structure, insufficiency of trucks, non-professionalism of rivers an breakdown of tricycle.

WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH IV

Le travail intitulé « LA GESTION DE LA PRODUCTION ET SON IMPACT SUR LA

WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH V

1) The Higher Institute of Technology and Industrial Design (ISTDI) ISTDI

 Maintenance of computer systems (MSI)

 Industrial Computer (II)

 Electrical engineering (ET)

 Cold and air conditioning (FC)

 Maintenance and after sales automobile (MAVA)

 Civil Engineering (GC)

 Wood Engineering (GB)

 Boiler making (CH)

 Mechanical Manufacturing (FM)

WRITTEN AND PRESENTED BY : NDUKONG BERTILLA YAAH vi

WRITTEN AND PRESENTED BY YAHE NGANGMO FRANCOISE COZIANE

BACHELOR in partnership with the University of Dschang:

 Network Administration and Security

 Automatic and Industrial Computing

 Management of Automotive Services

 Maintenance and Expertise of Automobiles

 Maintenance of Industrial System

 Energy and Industrial Engineering

 Mechanical and Production Engineering

MASTER PROFESSIONNEL INDUSTRIEL in partnership with the

WRITTEN AND PRESENTED BY : NDUKONG BERTILLA

 Electrical Engineering and Industrial Computing

 Engineering Telecommunication and Network

 Information Systems and Software Engineering

2) The Institute of Commerce and Business Engineering (ICIA) ICIA trains in

 Management Informatics (IG)

 Banking and Finance (BF)

 Commercial Action (ACO)

 International Trade (CI)

 Corporate Communication (CE)

 Accounting and Business Management (CGE)

 Logistics and Transport (LT)

• PROFESSSIONAL BACHELOR and MANAGEMENT in partnership with

 Human Resource Management

 Logistics and transport

 Control and Audit

WRITTEN AND PRESENTED BY : NDUKONG BERTILLA

PROFESSIONNEL MASTER COMMERCIAL in partnership with the

• MASTER ISUGA-France in partnership with EMBA

3) The Institute of computer engineering of Central Africa (3IAC) This school

 Networking and security

 Programming and analysis

• MASTER EUROPEEN in partnership with 3IL in France:

 Administration of Network systems

• MASTER PROFESSIONNEL in partnership with ENSP Yaoundè

 Energetic Engineering and Environment