PROJECT REPORT ON

PRODUCTION PROCESS OF CREMICA

Submitted To Panjab University C!andi"ar! In #artia$ %u$%i$$ment o% t!e re&uirement %or t!e de"ree o% 'a(!e$or o% 'usiness Administration

SU'MITTED ') DIS*A S*ARMA UNI+ERSIT) RO,, NO- ./0..111/1/ 2*A,SA CO,,E3E FOR 4OMEN CI+I, ,INES ,UD*IANA 561.0 7 61./8

CERTIFICATE 7 I
I certify that the project report Produ(tion Pro(ess o% Cremi(a Industry9 has been undertaken by me for the partial fulfillment of the requirement of the degree of 'a(!e$or o% 'usiness Administration and is an original piece of work done and that no part of this project has been submitted for any other degree, diploma, fellowship or similar title in the university or in any other university. I express my sincere gratitude to my advisor, Ms- Pooja C!at$ey, for her valuable guidance, support and co-operation extended for completion of this project. Dis!a S!arma

CERTIFICATE 7 II
his is to certify that this project report entitled :Produ(tion Pro(ess o% Cremi(a Industry9, submitted in the partial fulfillment of requirement of the award of ''A 5'a(!e$or o% 'usiness Administration8 at 2!a$sa Co$$e"e %or 4omen affiliated to Panjab University is a bonafide research carried by !isha "harma, #niversity $oll %o. &'(&&)))')', under my supervision and no part of this project has been submitted for any other degree. Advisor

Ms- Pooja C!at$ey

AC2NO4,ED3EMENT
*oremost of all, I express my sincere indebtness to the +,lmighty- for bestowing me with all the favorable circumstances and kept me in high spirits. , feeling of elation insists me on expressing my heartiest thanks, deep sense of gratitude and indebtness to my major advisor Mrsfor her judicious, impeccable and sagacious guidance, constant and vital encouragement, perceptive enthusiasm, unstilted interest and determined efforts even in her demanding schedule. , formal statement of acknowledgement will hardly meet the ends of my justice in the matter of my deep and unbound sense of gratitude to A$$ %a(u$ty members for their guidance, support, time to time gearing up, cooperative attitude and generous help, which led to the completion of this project. I would like to thank Dr- 5Mrs-8 +arinder 2aur T!ind 5Prin(i#a$8 for providing us better infrastructure and other inputs for study.

!isha "harma

TA',E OF CONTENTS C!a#ter No.60/;<=> C!a#ter Name Introdu(tion Obje(tives Resear(! Met!odo$o"y Data Ana$ysis and Inter#retation Findin"s ,imitations Su""estions Con($usion 'ib$io"ra#!y Anne?ure Pa"e No-

INTRODUCTION

.roduction is a conversion function by which goods and services are produced. , typical production system comprises of three main components/ Inputs, ransformation process and 0utput. 1i2 1ii2 In#uts are men, materials, machines, instructions, drawings, and paper work and instructions. he Trans%ormation Pro(ess involves operations, mechanical or chemical, to 3hange4convert inputs into outputs. It also includes activities that assist conversion, ypical examples are 5 6 6 6 6 6 .lanning and control of factors of production. .rocurement of materials. $eceipt, storage and issue of materials. 7aterial handling 1to move materials to the point of use.2 Inspection of ill-process and parts.

6 6 6 1iii2

,ssembly and testing of products. "torage of finished goods. Instructions, authori8ations, inspections, information storage4retrieval etc. Out#ut is goods and services 1e.g. products, parts, paper work, served customers etc.

he combination of operations and activities stated above employed to create goods and services are known as .roduction "ystem. , .roduction "ystem therefore may be looked upon as an independent group of subsystems, each sub-system performing a distinct function. !ifferent subsystems may perform different functions, yet they are inter-related and require to be unified to achieve overall objectives of the organi8ation. .roduction "ystem needs to interact with both internal and external environment. he internal environment is the combination of engineering, marketing, personnel and accounts activities whereas external environment comprises of customers, competitors, suppliers, labor unions etc.

he selection of the .roduction "ystem is a strategic decision for most organi8ations since changes at a later date arc very expensive to make. he systems selected should be such that it can give the desired output, required quality and is cost-effective. FACTORS INF,UENCIN3 C*OICE OF PRODUCTION S)STEM here is no best .roduction "ystem for any product. objectives, namely 1i2 It must be able to meet the specifications of the final product, and 1ii2 It must be cost effective he product specifications can be met by choosing the right technology but that is not always an easy task. "ince stricter specifications add to the cost of the product, there is always a trade off between the desired specifications and the cost to achieve such specifications. *or example, sophisticated injection moulding machines and high quality plastics can produce excellent dolls cheaply provided they are produced in volume. 9owever, if their demand is limited, they may not be able to compete with home made: dolls produced in small quantities and sold at a fraction of the price of the moulded version. ;arious factors which determine the choice of the manufacturing process are as follows/ 5a8 E%%e(t o% vo$ume@variety 0ne of the major considerations in the process selection is the volume4variety of the products. he choice of the system depends on various circumstances but it must meet two basic

Re$ations!i# betAeen de"ree o% re#etitiveness B trans%ormation Pro(ess 9igh product variety require highly skilled labour, general purpose machines, detailed production planning and control system. 0n the other hand low product variety 1i.e. one or few products produced in large volumes2 enables the use of low skilled labor, highly automated mass production processes using special purpose machines and simple production planning and control systems. *ig. exhibits the relationship between output and the transformation process. he hori8ontal axis shows the degree of repetitiveness represented in terms of batch si8e, one end showing the products produced in batches of one and other end representing products produced in very large batch si8es. he vertical axis represents the transformation process, the top representing the project form where each project is followed by another 1no two projects being alike2 and the bottom representing the process form where the single product with highly continuous material flow 1e.g. as in refinery, sugar mill2 is produced. S!aded area in each bar suggests the .roduction "ystem desirable for the indicated volume. #nshaded area in the lower portion of the column implies

that it is inadvisable to use the continuous form when the batch is really small. "imilarly, when the batch is really large, it is not at all advisable to use the project form. *or these reasons, decisions involving process selection must be taken while formulating the corporate strategy of the firm 5b8 Ca#a(ity o% t!e #$ant he projected sales volume is a major influencing factor in determining whether the firm should go in for intermittent or continuous process. *ixed costs are high for continuous process and low for intermittent process while variable costs are more for the intermittent process and less for continuous process. Intermittent process therefore will be cheaper to install and operate at low volumes and continuous process will be economical to use at high volume.

E%%e(t o% vo$ume on manu%a(turin" #ro(ess se$e(tion

5(8F$e?ibi$ity *lexibility implies the ability of the company to satisfy varied customers requirements. *lexibility and product variety are inter-related. If more variety is to be manufactured, the manufacturing facilities will have to be commonised and depending upon the volume, the extent of commonalities will require to be justified. <reater commonalities demands intermittent manufacturing which is associated with higher inventories, large manufacturing lead times and elaborate planning and control. 5d8 ,ead time =ead times more appropriately called delivery lead times expected by the customers 1i.e. how soon the demand has to be met without losing on sales2 is another major influencing factor in a competitive market. ,s a general rule, faster deliveries are expected in a competitive market. production4mass product 5e8E%%i(ien(y >fficiency measures the speed and the cost of the transformation process. >fficiency is the greatest when the product is mass producted. ?ut to mass produce a product, greater sales volumes are required. herefore, depending upon the sales volume, product variety will have to be considered and the process which will give the best efficiency in terms of machine and manpower utili8ation will have to be selected. he product, therefore, may require to be produced to stock using principles of batch

5%8Environment >nvironment brings in new technologies and forces the adoption of new process of manufacturing. *or example, wooden furniture is gradually being replaced by metals and plastic. , furniture manufacturing unit will have to change its technology 1i.e. change from one off production to batch production2 to fall in line with changing times. "imilarly, as market preferences change due fashions or other reasons, the manufacturing process has to be changed accordingly. C,ASSIFICATION OF PRODUCTION S)STEMS

3lassification of .roduction "ystem INTERMITTENT S)STEM In this system, the goods are manufactured specially to fulfill orders made by customers rather than for stock. 9ere the flow of material is intermittent. Intermittent production systems are those where the production facilities are flexible enough to handle a wide variety of products and si8es. hese can be

used to manufacture those products where the basic nature of inputs changes with the change in the design of the product and the production process requires continuous adjustments. 3onsiderable storage between operation is required, so that individual operations can be carried out independently for further utili8ation of men and machines. >xamples of intermittent system are/ machine shops, hospitals, general office etc. C!ie% (!ara(teristi(s o% intermittent system areC D 1i2 7ost products are produced in small quantities 1ii2 7achines and equipment are laid out by process. 1iii2 @orkloads are generally unbalanced. 1iv2 9ighly skilled operators are required for efficient use of machines and equipment. 1v2 In-process inventory is large. 1vi2 *lexible to suit production varieties. P$annin" and Contro$ Me(!anism %or Intermittent System C D 0rgani8ation of production planning and control operations in intermittent systems needs estimation of jobs, routing, scheduling, preparation of manufacturing orders, dispatching and production control. 9ere customer provides the blue print and other specification regarding the product to be manufactured. hen the organi8ation formulates their production strategy to suit the needs of the customer. 1i2 his type of .roduction "ystem covers specialties of every type and sub assemblies or parts which are required to manufacture the product. !ue to this there is continuous planning at each fresh order.

1ii2 !ue to variety of orders and different lot si8es, the system needs wise and careful sequencing of operations which makes routing and scheduling operations elaborate and complex. 1iii2 .roper regulation and close inspection is required at different stages of production. 1iv2 "torage facilities are to be provided at each operational stage. "o the job of stock control of raw materials, semi-finished goods and finished goods should be entrusted to competent personnel, who can regulate the operations and flow of material smoothly. Intermittent systems can be further classified into two categories, namely 5a8 Proje(t #rodu(tion .roject production where a single assignment of complex nature is undertaken for completion within the given period and within the estimated expenditure. 5b8 Job #rodu(tion Aobbing production where one or few units of a product are produced to customer-s requirement within the given date amid within the price fixed prior to the contract. 5(8 'at(! #rodu(tion ?atch production where limited quantity of each type of product is authori8ed for manufacture at a time. CONTINUOUS S)STEM In this system the items are produced for the stocks and not for specific orders. ?efore planning manufacturing to stock, a sales forecast is made to estimate likely demand of the product and a master schedule is prepared to

adjust the sales forecast according to past orders and level of inventory. 9ere the inputs are standardi8ed and a standard set of processes and sequence of processes can be adopted. !ue to this routing and scheduling for the whole process can be standardi8ed. ,fter setting of master production schedule, a detailed planning is carried on. ?asic manufacturing information and bills of material are recorded. Information for machine load charts, equipment, personnel and material needs is tabulated. In continuous .roduction "ystems each production run manufactures in large lot si8es and the production process is carried on in a definite sequence of operations in a pre-determined order. In process storage is not necessary which in turn reduces material handling and transportation facilities. *irst in first out priority rules are followed in the system. In short, here the input-output characteristics are standardi8ed allowing for standardi8ation of operations and their sequence. Produ(tion Contro$ Me(!anism %or Continuous Produ(tion SystemC D In this system the control mechanism is not as elaborate and complex as for intermittent system. In continuous system large quantities of standardi8ed products are produced using standardi8ed production process. Fo$$oAin" #oints o% (ontro$ me(!anism are Aort! notin" %or su(! a system 1i2 his system does not involve diverse work, due to which routing standardi8ed route and schedule sheets are prepared. 1ii2 In case of standard products meant for mass production, master route sheets are prepared for more effective co- ordination of various departments.

1iii2 "cheduling is required to rate the output of various standard products in their order of priority, operations and correct sequence to meet sales, requirements. 1iv2 @ork relating to dispatching and follow-up is usually simple. !ispatch schedules can be prepared well in advance in such systems - Continuous system (an be divided into tAo ty#es o% #rodu(tion name$y 5A8 Mass B 5'8 Pro(ess #rodu(tion7ass and flow production where a production run is conducted either on a single machine or on a number of machines, arranged according to the sequence of operations and several number of a product are manufactured at a time and stocked in warehouse awaiting sales. INTERMITTENT PRODUCTION S)STEM

'ATC* PRODUCTION ?atch production is characteri8ed by the manufacture of a limited number of product 1but many such, quantities of different products2 produced at regular

intervals and stocked in warehouses as finished goods 1or finished parts,2 awaiting sales 1or withdrawal for assembly2. ypical examples of batch production are / .rocess industries such as pharmaceuticals, paints, chemicalsB medium and heavy engineering industry engaged in the manufacture of electric motors, switch gears, heavy motor vehicles, internal combustion enginesB manufacturers of ready made garmentsB manufacturing and assembly shops such as machine toolsB sub-contractors which take on machining of batches of components to the drawings of a large manufacturer. ?atch production is used to produce or process any product in groups that are called batches, as opposed to a continuous production process, or a onetime production. ,n example of batch production can be found in a bakery. he products, for example bread, are made in batches of however many will fit in the bakerCs oven at a time. @hen that batch is made, the baker will start the process again with a new batch. ?atch production techniques are used in the manufacture of specialty chemicals such as active pharmaceutical ingredients, inks, paints and adhesives. In the manufacture of inks and paints, a technique called a color-run is used. , color-run is where one manufactures the lightest color first, such as light yellow followed by the next increasingly darker color such as orange, then red and so on until reaching black and then they start over again. his minimi8es the cleanup and reconfiguring of the machinery between each batch. @hite 1by which is meant opaque paint, not transparent ink2 is the only color that cannot be used in a color run due to the fact that a small amount of white pigment can adversely affect the medium colors.

here are inefficiencies associated with batch production. next batch can be produced.

he production

equipment must be stopped, re-configured, and its output tested before the ime between batches is known as C!own imeC where the factory would make seasonal items or consumables such as toasters where no one can predict the quantity needed. here are several advantages of batch productionB it can reduce initial capital outlay because a single production line can be used to produce several products. ,s shown in the example, batch production can be useful for small businesses who cannot afford to run continuous production lines. ,lso, companies can use batch production as a trial run. If a retailer buys a batch of a product and people do not buy them then the producer can cease production without having to sustain huge losses. 0ther types of production include/ assembly line, job production, continuous, cell, and project. C!ara(teristi(s o% bat(! #rodu(tionC D 5A8 Su#ervisor to #ossess EnoA$ed"e o% a s#e(i%i( #ro(ess he supervisors have considerable knowledge of a specific process. "upervisor in the grinding section for example, may not know about turning and drilling work but is expected to .)DD3DD a fund of knowledge of different types of grinding operations. "imilarly, a supervisor in the gear shop is expected to have sound knowledge in working of different types of gear cutting machines. 5'8 3enera$ #ur#ose ma(!ines and #ro(ess ty#e o% $ayout .lant and equipment is procured and arranged to obtain maximum flexibility. <eneral purpose machines and handling equipments capable of performing variety of operations with minimum set-lip tunes are installed in

lieu of variety of products.

he machines are arranged to give process

layout- layout by function. "imilar machines capable of doing similar types of operations are grouped together and kept at one place. .resses, for example, are put together and kept at one place, milling machines are placed together at another place, drilling machines are kept at the third place, and gear cutting machines are located at the fourth place and so on. >ach group of machines is usually designated as a work centre or a section or a shop.

5C8 Manua$ materia$s !and$in"/ 7aterials handling in batch production as compared to jobbing production are small. Individual components and parts arc placed in trolleys or in bins and are transported as unit loads. 7aterials handling may be mechani8ed by deploying power driven trucks. 5D8 Manu%a(turin" (y($e time a%%e(ted due to &ueues he manufacturing cycle time is comparatively smaller than jobbing production but is much more than mass and flow production. he batches of work tend to queue up at different machines due to differing cycle times, batch si8es and sequence of operations. 5E8 ,ar"e AorEDinD#ro"ress @ork in progress is comparatively large due to varying work content of different components, imbalances in manufacturing times, formation of queues between the machines. 5F8 Need to !ave #rodu(tion #$annin" and (ontro$ *unctions of production planning and control in a batch production unit are more complex than those in jobbing production or mass and flow production.

6 7aterials control and tools control functions are important. "cientific stock-control system needs to be used to ensure routine replenishment. 6 !etailed operational layouts and route sheets are prepared for each part of the product. 6 =o and scheduling needs to be more detailed and more sophisticated since every machine requires to be individually scheduled. 6 .rogressing function is very important to collect information on progress of work. , separate progress card needs to be maintained to record progress of each component. 6 >xpediting is generally necessary since quite often jobs, due to imbalances in work content, tend to lag behind. EFAMP,E OF 'ATC* PRODUCTION S)STEM

,s businesses grow and production volumes increase, the production process is often changed to a batch method:. ?atch methods require that a group of items move through the production process together, a stage at a time.

*or example when a bakery bakes loaves of wholemeal bread, a large ball of wholemeal dough will be split into several loaves which will be spread out together on a large baking tray. he loaves on the tray will then together be cooked, wrapped and dispatched to shelves, before the bakery starts on a separate batch of, for example, crusty white bread. %ote that each loaf is identical within a batch but that loaves can vary from batch to batch. ?atch production is a very common method of organising manufacture. <ood examples include/ .roduction of electronic instruments *ish and chip shops .aint and wallpaper manufacturers 3ereal farming ,!;,% ,<>" he batch method can be an advantage for businesses that produce a range of products. It is cheaper to produce a number of each item in one go because machines can be used more effectively, the materials can be bought in bulk and the workers can speciali8e in that task. here are two particular advantages of workers being able to concentrate their skills. hey should become more expert at their tasks, which will in turn increase productivity 1output per worker2. his will lower costs, as fewer workers are needed to produce a set amount. ?etter quality products should be produced as workers are more familiar with the task and so can find ways of improving it. !I",!;,% ,<>" ?atch production requires very careful planning to decide what batch will be produced when. 0nce a batch is in production it is difficult to change, as switching to another batch takes time and will mean a loss of output. ?atch methods can also result in the build up of significant work in progress: or stocks 1i.e. completed batches waiting for their turn to be worked on in the next operation2. his increases costs as it takes up space and raises the chance of damage to stock.

CONTINUOUS PRODUCTION S)STEM MASS PRODUCTION

"tandardi8ation is the fundamental characteristic of this system. 9ere items are produced in large quantities and much emphasis is not given to consumers orders. In fact the production is to stock and not to order. "tandardi8ation is there w.r.t. materials and machines. #niform and uninterrupted flow of material is maintained through pre determined sequence of operations required to produce the product. produce only one type of product at one time. hese days, mass production system is generally used to manufacture subassemblies or particular parts4components of an item. hese parts are assembled together by the enterprise to get the final product. 0ne distinct advantage of this approach is that different combinations of sub-assemblies he system can

or parts can be used to manufacture different kinds of products. "peciali8ation and standardi8ation in manufacturing single component also leads to economies in production and product diversification to meet specific demands of consumers. Mass #rodu(tion is the name given to the method of producing goods in large quantities at low cost per unit. ?ut mass production, although allowing lower prices, does not have to mean low-quality production. Instead, massproduced goods are standardi8ed by means of precision-manufactured, interchangeable parts. he mass production process itself is characteri8ed by mechani8ation to achieve high volume, elaborate organi8ation of materials flow through various stages of manufacturing, careful supervision of quality standards, and minute division of labour. o make it worthwhile, mass production requires mass consumption. #ntil relatively recent times the only large-scale demand for standardi8ed, uniform products came from military organi8ations. he major experiments that eventually led to mass production were first performed under the aegis of the military. Ma(!ine too$s and inter(!an"eab$e #arts he material basis for mass production was laid by the development of the machine-tool industry--that is, the making of machines to make machines. hough some basic devices such as the woodworking lathe had existed for centuries, their translation into industrial machine tools capable of cutting and shaping hard metals to precise tolerances was brought about by a series of &Eth-century innovators, first in ?ritain and later in the #nited "tates. @ith precision equipment, large numbers of identical parts could be produced at low cost and with a small work force. he system of manufacture involving production of many identical parts and their assembly into finished products came to be called the ,merican

"ystem, because it achieved its fullest maturity in the #nited "tates. ,lthough >li @hitney has been given credit for this development, his ideas had appeared earlier in "weden, *rance, and ?ritain and were being practiced in arms factories in the #nited "tates. !uring the years &F)G-)F, for example, the *rench HmigrH engineer 7arc ?runel, while working for the ?ritish ,dmiralty in the .ortsmouth !ockyard, devised a process for producing wooden pulley blocks by sequential machine operations. en men, in place of &&) needed previously, were able to make &I),))) pulley blocks per year. ?ritish manufacturers, however, ignored ?runelCs ideas, and it was not until =ondonCs 3rystal .alace exhibition of &FD& that ?ritish engineers, viewing exhibits of machines used in the #nited "tates to produce interchangeable parts, began to apply the system. ?y the third quarter of the &Eth century, the ,merican "ystem was employed in making small arms, clocks, textile machinery, sewing machines, and a host of other industrial products. T!e assemb$y $ine- hough prototypes of the assembly line can be traced to antiquity, the true ancestor of this industrial technique was the &Eth-century meat-packing industry in 3incinnati, 0hio, and in 3hicago, where overhead trolleys were employed to convey carcasses from worker to worker. @hen these trolleys were connected with chains and power was used to move the carcasses past the workers at a steady pace, they formed a true assembly line 1or in effect a JdisassemblyJ line in the case of meat cutters2. "tationary workers concentrated on one task, performing it at a pace dictated by the machine, minimi8ing unnecessary movement, and dramatically increasing productivity. !rawing upon observations of the meat-packing industry, the ,merican automobile manufacturer 9enry *ord designed an assembly line that began

operation in &E&(. he result was a remarkable reduction of manufacturing time for magneto flywheels from G) minutes to five minutes. his success stimulated *ord to apply the technique to chassis assembly. #nder the old system, by which parts were carried to a stationary assembly point, &G &4G man-hours were required for each chassis. #sing a rope to pull the chassis past stockpiles of components, *ord cut labour time to six man-hours. @ith improvements--a chain drive to power assembly-line movement, stationary locations for the workmen, and work stations designed for convenience and comfort--assembly time fell to E( man-minutes by the end of ,pril &E&'. *ordCs methods drastically reduced the price of a private automobile, bringing it within the reach of the common man. 1see also Index/ automotive industry 2 *ordCs spectacular feats forced both his competitors and his parts suppliers to initiate his technique, and the assembly line spread through a large part of #.". industry, bringing dramatic gains in productivity and causing skilled workers to be replaced with low-cost unskilled labour. ?ecause the pace of the assembly line was dictated by machines, the temptation arose to accelerate the machines, forcing the workers to keep up. "uch speedups became a serious point of contention between labour and management, while the dull, repetitive nature of many assembly-line jobs bored employees, reducing their output. E%%e(ts on t!e or"aniGation o% AorE- he development of mass production transformed the organi8ation of work in three important ways. *irst, tasks were minutely subdivided and performed by unskilled workers, or at least semiskilled workers, since much of the skill was built into the machine. "econd, manufacturing concerns grew to such si8e that a large hierarchy of supervisors and managers became necessary. hird, the increasing complexity of operations required employment of a large management staff

of accountants, engineers, chemists, and, later, social psychologists, in addition to a large distribution and sales force. 7ass production also heightened the trend toward an international division of labour. national markets led to a search for customers overseas. goods, while others did the reverse. In the &EK)s and CF)s some countries, particularly in ,sia and "outh ,merica, that had hitherto been largely agricultural and that had imported manufactured goods began industriali8ing. he skills needed by workers on assembly-line tasks were easily acquired, and standards of living in these developing countries were so low that wages could be kept below those of the already industriali8ed nations. 7any large manufacturers in the #nited "tates and elsewhere therefore began JoutsourcingJ--that is, having parts made or whole products assembled in developing nations. 3onsequently, those countries are rapidly becoming integrated into the world economic community. Mass #rodu(tion 1also called %$oA #rodu(tion or re#etitive %$oA #rodu(tion2 is the production of large amounts of standardi8ed products on production lines. It was popularised by 9enry *ord in the early G)th 3entury, notably in his *ord 7odel . 7ass production is notable because it permits very high rates of production per worker and therefore provides very inexpensive products. 7ass production is capital intensive, as it uses a high proportion of machinery in relation to workers. @ith fewer labour costs and a faster rate of production, capital is increased while expenditure is decreased. 9owever the machinery that is needed to set up a mass production line is so expensive that there must be some assurance that the he huge new factories often needed raw materials from abroad, while saturation of hus, some countries became exporters of raw materials and importers of finished

product is to be successful so the company can get a return on its investment. 7achinery for mass production such as robots and machine presses have high installation costs. 0ne of the descriptions of mass production is that the craftsmanship is in the workbench itself, not the training of the workerB rather than having a skilled worker measure every dimension of each part of the product against the plans or the other parts as it is being formed, there are jigs and gauge blocks that are ready at hand to ensure that the part is made to fit this set-up. It has already been checked that the finished part will be to specifications to fit all the other finished parts - and it will be made quicker, with no time spent on finishing the parts to fit one another. his is the speciali8ed capital required for mass productionB each workbench is different and each set of tools at each workbench limited to those necessary to make one part. Use of assembly lines in mass production 7ass production systems are usually organi8ed into assembly lines. overhead monorail. In a factory for a complex product, rather than one assembly line, there may be many auxiliary assembly lines feeding sub-assemblies 1i.e. car engines or seats2 to a backbone JmainJ assembly line. , diagram of a typical massproduction factory looks more like the skeleton of a fish than a single line. his is also used in food manufacturer to produce foods continuously. C!ara(teristi(s o% mass B %$oA #rodu(tion 5A8 S#e(ia$ #ur#ose ma(!ines and #rodu(t ty#e $ayout/ "pecial purpose machines are used and the plant assembly stages are laid out on the basis of product layout, the layout-by-sequence. he assemblies pass by on a conveyor, or if they are heavy, hung from an

5'8 ,esser %$e?ibi$ity in #rodu(tion s(!edu$es Interruptions due to breakdowns and absenteeism seriously affect production as stoppage of one machine usually disturbs the working of other machines. "ystematic maintenance and provisioning of stand-by operators: are, therefore, two major management functions. EFAMP,E OF MASS PRODUCTION S)STEM *low production involves a continuous movement of items through the production process. his means that when one task is finished the next task must start immediately. herefore, the time taken on each task must be the same. *low production 1often known as mass production2 involves the use of production lines such as in a car manufacturer where doors, engines, bonnets and wheels are added to a chassis as it moves along the assembly line. It is appropriate when firms are looking to produce a high volume of similar items. "ome of the big brand names that have consistently high demand are most suitable for this type of production/ 9ein8 baked beans Lellogg-s corn flakes 7ars ?ars *ord cars

AD+ANTA3ES *low production is capital intensive. his means it uses a high proportion of machinery in relation to workers, as is the case on an assembly line. he advantage of this is that a high number of products can roll off assembly lines at very low cost. his is because production can continue at night and over weekends and also firms can benefit from economies of scale, which should lower the cost per unit of production.

DISAD+ANTA3ES he main disadvantage is that with so much machinery it is very difficult to alter the production process. his makes production inflexible and means that all products have to be very similar or standardi8ed and cannot be tailored to individual tastes. 9owever some variety: can be achieved by applying different finishes decorations etc at the end of the production line. PROCESS PRODUCTION .rocess production is characteri8ed by tile manufacture of a single product produced and stocked in the warehouses awaiting sales. he flexibility of such plants is almost 8ero as only one type of product can be produced in such plants. ypical examples of such plants are sugar, steel, cement, paper, coke, refineries, etc. C!ara(teristi(s o% #ro(ess #rodu(tionC D 5A8 S#e(ia$ #ur#ose ma(!ines Ait! bui$tDin (ontro$s he layout of plant, shape and si8e of its buildings, location of services and storage yards, position of cranes and conveyors is such that material flow is unidirectional and at the steady rate. "pecial purpose machinery and equipment with built-in controls to measure output and regulate input are employed to suit the needs. 5'8 *i"!$y me(!aniGed materia$s !and$in" 7aterials handling is highly mechani8ed. 3onveyor system and automatic transfer machines move materials from one stage to another.

JUSTDINDTIME PRODUCTION S)STEM 5JIT8

Introdu(tion/ Aust in

ime manufacturing is a systems approach to

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

Criti(a$ E$ements in JIT manu%a(turin" Partners!i#s In the past companies were capable of remaining independent and competitive when they had the capability and resources necessary to produce a product. his is no longer possible. ,s technology increases in complexity, companies overcome capital limitations or labor intensive requirements by becoming dependent on suppliers to provide services. 7any services and 0riginal >quipment 7anufacturing 10>72 suppliers have evolved as the result. 3ompanies now appreciate that long-term success relies on the quality of the customer-supplier relationship established so that they will develop successful partnerships. 9ence, successful partnerships require the development of mutually beneficial programs. Contra(ts Su##ortin" Partners!i#s ?y ensuring fair and equitable contracts, many of the problems in developing customer-supplier relationships are overcome by JIT manufacturers. he goal of JIT is to make long-term contracts with

suppliers. =ong-term contracts usually extend for one or more years and can consist of one or more part requirements

Inte"rated Pro(ess Contro$ 5IPC8 In most cases, the typical goals of manufacturing consist of meeting production schedules, cost projections, and product specifications. 9owever, two key points are usually overlooked/ optimi8ing the production process and meeting customer requirements concurrently. he company must be aware of changes in requirements and continually improve the production process. Integrated .rocess 3ontrol 1I.32 achieves the goals of JIT manufacturing by optimi8ing production to meet both manufacturer and customer requirements. In I.3, two concepts control the process of continual improvement. 3oa$s "ecure a steady flow of quality parts. $educe the lead time required for ordering product. $educe the amount of inventory in the supply and production pipe lines. $educe the cost of purchased material. Obje(tives Improve purchasing efficiency. Improve quality and delivery performance of suppliers. Isolate factors that influence the cost of material. $emove unnecessary cost factors in the materials supply system. Ta(ti(s $egard suppliers as an extension of the internal manufacturing process and cultivate them as long term business partners. >stablish long term purchasing and supply commitments. Improve communication with suppliers.

Involve

suppliers

in

early

stages

of

new

product

planning.

#se supplier expertise to improve design manufacturability and reduce product cost. Hua$ity %or JIT Muality is an integral part of a JIT program. Muality control concentrates on quality at every stage of manufacture including the purchase of raw material. o increase the supplier quality two methods are used in a JIT systemB supplier quality engineering 1"M>2 and receiving inspection 1$I2. "upplier quality engineering is used to evaluate supplier capability, help suppliers develop process control, resolve quality issues with suppliers, and certify that suppliers qualify for JIT production. $eceiving inspection provides an inspection service for purchasing. .lanning the production process , valuable tool in planning the production process is to isolate and define the elements that make up a production system as building blocks. .erformance measures o achieve continued improvement, a company must measure the performance levels of its smallest processes against its optimum values. his is accomplished by having performance measures visible to all levels in a company. he use of control charts is one of the best ways to show the collected performance measures.

CREMICA
he 3$>7I3, <roup, a widely diversified food products company from India, is an acknowledged frontrunner in both food retailing and food services industry. >stablished as a small enterprise by 7rs. ?ector, a passionate food enthusiast, three decades ago, the group has today metamorphosed into a huge food products conglomerate. he <roup has been constantly setting benchmarks for the food processing industry through its incomparable products, innovative flavours and fillings, internationally certified production facilities, consistent quality and unmatched expertise. his coupled with the group-s commitment to healthy eating has enabled it to emerge as a preferred consumer brand and a leading supplier to Indian and global food majors. It is extremely important to acknowledge the fact that success comes in any profession specially if that profession is derived from the hobby or interest. @e have a similer success story about he 3$>7I3, group. It was established in &EKF by 7rs. $ajni ?ector turning her passion for Ice 3ream making 1also her hobby2 into a small backyard enterprise. "he established the 3$>7I3, group today a widely diversified food products and services company with an annual sales figure of $s. ')) 3rores, growing at the rate of () per cent per annum. In the course of the past two decades, the 3$>7I3, group has established itself as a huge food products conglomerate, leading the food processing business through its range of products, its internationally certified production facilities, the consistency of its quality, and its unmatched expertise in the industry.

7rs. ?ector-s *ood "pecialities =td., is a part of 3remica <roup. 3remica, a name that always spelt quality, practical and great tasting food, is fast becoming a household name in India. Its vast array of products has been carefully selected to provide the best food processing industry has to offer. oday, 3remica is known for its unique recipes, health oriented ingredients and state- of- the art standards. #nleahing her own story, 7rs ?ector said, I started the business as a hobby and sold kitchen-made ice creams at a very small scale. 7y hobby converted in a profession when I saw the liking of my ice creams at a stall I had put for a !iwali 7elas in the late &EK)s.,lthough I had no formal training, the recipes were a runaway success. In &EFG, with a small investment of ())4-, a small unit was set up at home. @e produced only ice creams and puddings in the first year. =ater the company ventured into the biscuits, breads and condiment business.: oday, 3remica group does sales of over $s.')) crore 1$s.' billion2 and is an important link in the supply chain to the fast food industry with an inventory of buns, breads, sauces, ketchups and ice creams toppings. 3remica is an approved supplier of bakery and liquid products to @orld-s largest fast food giants 7c !onald-s:. Its products are also on the approved list of 3anteen "tores !epartment, which caters to the requirements of Indian ,rmed *orces. It is also a major supplier to Indian $ailways, "uper ?a8aars, ?ig ?a8aar, ;ishal 7ega 7art, $eliance, .i88a 9ut, 3afe 3offee !ay, ?arista, .apa Aohn-s, #nited %ations 1@orld *ood .rogramme2, Aet ,irways to name just a few.

3remica

manufactures

high

quality

?iscuits,

?read

and

?uns,

3onfectioneries, Indian <ravies 43urries,

omato Letchup, "auces,

7ayonnaise, housand Island, "preads, "yrups, oppings, "alad !ressings, ?iscuits, ?read N ?uns, Ice-3ream, 3onfectionery and Indian "nacks, *ruit N *lavored syrups for 7ilk and thick shakes, Ice 3reams and !esserts etc. @hile talking about the source of inspiration as an entrepreneur, she said, >ntrepreneurship came naturally to me. ,fter all entrepreneurs is only a person who manages things by his4her own and in my opinion women are natural entrepreneurs. Innovation and pursuit for excellence were my magic potion. I have never compromised on the quality and taste of my products. his indefatigable pursuit to create the best products has seen 3remica rise to where it is today. <radually it moved from my kitchen, to backyard and then to our first factory unit . I have no special abilities and am just an ordinary person. ?ut willingness to succeed by working hard and learning have stood me in good stead. I was lucky to have the support of my family along the way.: he company was incorporated as D)/D) joint ventures with the Muaker 0ats 3ompany of #."., a *ortune G)) company. his project has been set up to produce liquid products such as, omato Letchup, 7ayonnaise, artar N he "andwich "preads, 7ilk shake "yrups and Ice cream oppings mainly for 7c !onald-s requirement in India and for the neighboring countries. plant has been operational from 0ct. &EEI. Muaker 0ats 3ompany withdrew from the joint venture in &EEE-G))) and the name of the company changed from Muaker 3remica *oods 1.2 =td. to 7rs. ?ector *ood "pecialities 1.2 =td. then company started institutional N retail market in addition to 7c !onald. In the year G))&, the company was converted into public limited

company. oday the group operates India-s largest tomato ketchup line and is country-s largest producer of ketchup portion packs capable of packing G.D million sachets per yearO hese high quality products have made a mark and are even exported to >urope ,frica, 7iddle >ast, #" and ,ustralia. he top of the line quality offered by 3$>7I3, represents a key component of the value proposition. "etting aside Indian standards, the group has established a quality assurance department that is responsible for the implementation of <7. guidelines, online inspection of products, analysis of all raw materials and testing of finished products. o facilitate this, the group has set up a fully equipped laboratory geared to handle even microbiological analysis. ,nd to maintain the highest standards in food safety, the group has adopted the 9,33. "tandards, which is certified by the %"* of #",. *ISTOR) he 3$>7I3, <roup was established in &EKF by 7rs. $ajni ?ector. urning her passion for ice cream-making 1also her hobby2 into a small backyard enterprise, she established the 3$>7I3, <roup 5 today a widely diversified food products and services company with an annual sales figure of I%$ & billion, growing at a rate of () per cent per annum. In the course of the past two decades, he 3$>7I3, <roup has established itself as a huge food products conglomerate, leading the food processing business through its range of products, its internationally certified production facilities, the consistency of its quality, and its unmatched expertise in the industry. his gives the <roup a critical edge in the market, enabling it to entrench itself as a leading supplier to global and Indian food

giants like 7c!onalds, .i88a hut, 3afe 3offee !ay and ?,$I" ,, to name just a few. PRODUCTS ',UE CURACAO @hen it is time to stir up the passion, itCs the time for 3apree. hese 3ocktail "yrups can bring exotica to simple drinks/ soft, hard, cold or hot. he variety offered is wide, really wide. "tock up your bar and add flair to your fare. 3heersO ITA,IAN DRESSIN3 If customer have a taste for finer things in life, definitely relish the subtle blend of flavours in our salad dressings. , spoonful of any of our dressings on fresh vegetables, meat or fish salad or a blend of any of these will tickle the taste buds of the gourmet in you. Mi$d Tandoori Di# 7ake snacking more funO "erve our irresistible dips with crackers and crunchy veggies for that tongue tickling taste. 3hoose from a range of spicy to mildly flavoured dips and enjoy your snacks.

Sim#$y Jammy "weet spreads for your early morning slice, available in delicious fruity flavours. Sin%u$ De$i"!ts *or the food lovers, plain is boring. @hen you want oppings and see how they exotic desserts, sin a little. =ace them with our !essert transform from soulfully simple to excitingly exotic. <o on, satisfy your urge. 9ave a little splurge. "pecially recommended for the ice creams, flans, tarts, shakes or whatever is your favourites. S#i(y Tamarind Sau(e ,dd dash of tongue tickling Indian flavours to your snacks with our spicy and tangy ethnic sauces. *ull of rich and complex aromas, these sauces are as authentic as your homemade chutneys. +e"etarian Mayonnaise If you are in a mood for good food, our range of rich mayos will meet your aspirations. ,vailable in several deliciously flavoured

variantsB from

housand Island to 3hunky 7int, our mayos are &))P

vegetarian, cholesterol free and trans fat free. CooEies 'is(uits "ome enriched with cashewnuts and dates, some with butter and some with coconut. 3risp and crumbly, they are the old favourites of children and aged alike. ,nd when it comes to 7arie, it-s an all time favourite to go with 7e. Cream 'is(uits he richness of the cream range of biscuits is unmatched. In a variety of seven flavours, these delightful cream sandwich biscuits can tempt anyone to split and lick off the cream in childlike ecstasy. .-. 3$u(ose 'is(uits his just the include extra range of <lucose ?iscuits, ea, Qou and

enriched with glucose, milk and right amount of extra vitamins, the .remium and the 7ilkies variety. ake a munch and get the punch.

'aEin" PoAder Indulgent granCma, pampering mom, and now its your turn. 0ur range is complete to adorn your table with par excellent desserts and cakes, grills, soups and sandwiches. 9onestly, custards and jellies were as much a favourite then 5 as they are today. '$a(E Pe##er )o"!urt @e know you are bored with your chips. "o spice them up with one of our interesting 3hip !ips. , hint of mint, hot and spicy salsa and tangy sour creamR.you have a choice so wide, that you can literally start feasting on chips from now on. Pe##y Sna(Es he spicy range of hot and crisp snacks can have anyone yearning for more. Irresistible till the last bite. "tock up all, because you never know which one you get hungry forR

C!i$$i Sau(e @hen did you last smack your lipsS ry our sauces and get back into the habit. hey are a wowO he lip smacking taste of omato Letchup, the tanginess of the 7ustard "auce and the peppiness of the "alsa 7exicana with all the peppers and chillies in it will have you tango with your favourite food. 'reads B 'unds @ho can resist the wafting aroma of freshly baked breadsS 7c!onalds couldnCt when it came to buns made by 3remica. ,nd so would you not be able to. 3risp rusks, soft buns and well textured bread are the hallmark of 3remica bakery. 'is(uits Cra(Eers

"avour the taste of our salty biscuits. hey are an anytime favourite of one and all. 3runch +em, munch +em, and get into the mood. .-6 Ready To Eat

@e-re ready, when you are. *or a quick delightful Indian feast, all you need is our assortment of ready to eat dishes. .-0 Traditiona$ Indian Curry

Indian gravies have wowed the world with their perfect blend of hot and spicy flavours. he rich taste and texture of these gravies is simply irresistible. If you are a die-hard fan of Indian cuisine, our range of ready to cook gravies is just what you want. Qou can now quickly prepare the celebrated Indian curries and treat your taste buds to perfection.

.-/ 'read S#reads

<et a taste of our yummy bread spreads. 0ur spreads outclass plain butter when used for sandwiches, footlongs, hotdogs and burgers. ake our word for thisRbecause this is what some of the best-known fast food chains think. .-; 2arvanda Fruity Favorites Qummy spreads packed with the goodness of fruits and flavours that will leave you asking for more. 0ther products N services we offer *ruity *avourites Cra(Eers "avour the taste of our salty biscuits. hey are an anytime favourite of one and all. 3runch +em, munch +em, and get into the mood.

Cream 'is(uits he richness of the cream range of biscuits is unmatched. In a variety of seven flavours, these delightful cream sandwich biscuits can tempt anyone to split and lick off the cream in childlike ecstasy. CooEies 'is(uits

"ome enriched with cashewnuts and dates, some with butter and some with coconut. 3risp and crumbly, they are the old favourites of children and aged alike. ,nd when it comes to 7arie, it-s an all time favourite to go with ea, Qou and 7e. 3$u(ose 'is(uits his range of <lucose ?iscuits, enriched with glucose, milk and just the right amount of extra vitamins, include the .remium and the 7ilkies variety. ake a munch and get the extra punch.

CREMICAIS SER+ICES 3$>7I3, has emerged as India-s largest player in the food services business through its unparalleled expertise in product development, ingredient substitution and product customi8ation. @ith an extensive industry experience spanning three decades, 3$>7I3, today serves as a one-stop solutions provider to all the leading food service chains, food retail chains, hotels groups and airlines in the country. 3$>7I3, assists its customers succeed in the marketplace by helping them develop new products, substitute ingredients with local alternatives and reformulate existing products. he company-s value proposition lies in the fact that it can deliver better quality products at the same price. Its core competence in this business arises from its extensive product development and $N! capabilities, its team of experienced food technologists and its plants, which are specifically designed for food service applications.

SER+ICE

3$>7I3, has emerged as India-s largest player in the food services business through its unparalleled expertise in product development, ingredient substitution and product customi8ation. @ith an extensive industry experience spanning three decades, 3$>7I3, today serves as a one-stop solutions provider to all the leading food service chains, food retail chains, hotels groups and airlines in the country. 3$>7I3, assists its customers succeed in the marketplace by helping them develop new products, substitute ingredients with local alternatives and reformulate existing products. he company-s value proposition lies in the fact that it can deliver better quality products at the same price. Its core competence in this business arises from its extensive product development

and $N! capabilities, its team of experienced food technologists and its plants, which are specifically designed for food service applications.

Customer 3rou#s Servi(ed 3offee 3hains .i88a 3hains "andwich 3hains >thnic 3hains *ood $etail 3hains 9otel <roups ,irlines CREMICAIs 2ey Innovations in t!e Food Servi(es 'usiness

!eveloping ;egetarian ?urgers and ;egetarian 7ayonnaise for 7c!onalds 3reating Imli and 7int 3hutneys for 7c!onalds 3reating the 7akhni <ravy for .i88a 9ut !eveloping 3urry ?read for 7c!onalds !eveloping types of 3hoco "auces Ingredient substitution for "yrups at ?,$I" , >volving solutions for the "oft "erve industry !evelopment of a variety of retail and institutional packaging options

C,IENTS OF CREMICA

S4OT ANA,)SIS OF CREMICA STREN3T*S OF CREMICA &. G. (. '. D. =argest player in biscuits industry. $apidly progressing company. Innovative flavours. 3onsistent in quality and unmatched expertise. "tarted exporting. 4EA2NESS OF CREMICA &. G. (. '. 9igher in prices N less in quantity. "hort range. =ess advertisment. %o extra schemes. OPPORTUNITIES FOR CREMICA &. G. (. '. =arge demand. 3an grow high by advertising. Increase income of people. =.p.g T*REATS FOR CREMICA &. G. (. 9igh transportation cost. "trong competition. .rone to junk foods.

O'JECTI+ES OF T*E STUD)

o study the production process of 3remica industry. o study the products and business of 3remica biscuits. o gain information about creamica industry. o study the product profile of 3remica industry.

NEED OF T*E STUD)

3remica industry .roduct has one factory at .hillaur in .unjab manufactures biscuits. he factory at .hilluar and =udhiana are the largest such his factory is located at strategic manufacturing facilities in .unjab.

locations, so as to ensure a constant output and easy distribution. >ach factory has state-of Tthe- art machinery with automatic printing and packing. ,ll 3remica product are manufactured under the most hygienic conditions. <reat care is exercised in the selection and quality control of raw materials, packaging materials and rigid quality control ensured at every stage of manufacturing process. >very batch of biscuit and confectionaries are thoroughly checked by expert staff, using the most modern equipments.

his study helps to understand the products process at 3remica industry and gain knowledge about production process of biscuits.

RESEARC* MET*ODO,O3)
RESEARC* DESI3N AND MET*ODO,O3) Des(ri#tion o% Resear(! Desi"n $esearch design is the choice of appropriate method of doing research keeping in view the nature of problem, the environment and the merits and demerits of each method. E?#$oratory Resear(! o study the, :Produ(tion Pro(ess o% Cremi(a Industry9 I had undergone exploratory research. *or carrying out exploratory research, two approaches were adopted, these are/&. =iterature "urvey G. >xperience "urvey .,iterature SurveyCD It is the quickest and most economical way of doing research. #nder this, one is to review the work of fellow researchers in the field who had been these before. ,fter this, I made a through search of secondary source of information such as/ UaV ?ooks UbV 3ompany records UcV %ewspapers47aga8ines UdV rade Aournals UeV @ebsites. 6E?#erien(e SurveyCD I have attempted to top the experience and expertise by interacting with the knowledgeable persons concerned with the area of research such as production manager, supply chain management of 3remica industry. hrough a series of structured and unstructured interviews, these persons were requested to give their views and options on the various aspects.

SOURCES OF DATA !ata may be obtained either from primary or from secondary sources. , primary is one that itself collects the data and secondary source is one that makes available data which was collected by some other agency. ;arious books, company-s records, newspapers, internet etc. were used for collecting data. SAMP,IN3 PROCEDURE "ampling procedure is adopted when secondary data are not available for the problem under study. ,s my study was mainly on secondary data and it was easily available to me. herefore, no sam#$in" #ro(edure Aas a##$i(ab$e-

T*E 'ISCUIT MA2IN3 PROCESS IN COMPAN) MIFIN3/ his is a process where all ingredients are put together in right proportion for dough formation. hese ingredient are then fed into 7ixers where mixing is done and dough is prepared for molding .7ajor ingredients are flour , fat ,sugar and others as per the product one would like to have. MOU,DIN3/ In this section we laminate the dough into sheet which then passes down to gauge rollers and sheet thickness achieved for cutting. 9ere we have a cutter or a molder as per the variety where one gets the shape and si8es of biscuits. 'A2IN3/ his is the area where we pass these moulded wet biscuit into baking oven . he biscuits are baked on desired temperatures .;arious type of heating are available now days as per the convenience and cost .!ifferent type ovens are available COO,IN3/ hese baked biscuits are then passed on to cooling conveyors for natural cooling prior to packing . he temperatures are brought down to room temperatures PAC2IN3/ hese biscuit are then stacked and fed into packing machine for packing. !ifferent packing material are available for packing of these biscuit in different packs .slug packs , pouch pack or family packs etc. hese packs are then put into secondary packaging like cartons to be transported to retailers. MET*ODS OF MIFIN3C his is a process where all ingredients are put together in right proportion for dough formation. hese ingredient are then fed into 7ixers where

mixing is done and dough is prepared for molding .7ajor ingredients are flour, fat, sugar and others as per the product 0ne would like to have. 7ixing can be done in 0ne stage, two stage or three stages. 0ne stage or all in 0ne is type of mixing where all ingredients and water are added once. 7ixing is allowed till satisfactory dough is prepared .%ormally this type of mixing is used for hard !ough. TAo D Sta"e mi?in" C 3reaming / ,ll ingredients are added with water and mixed '-D minutes except for flour Gnd stage /*lour with chemicals are then mix with the creaming product to form a consistent dough . T!ree sta"e mi?in" C "tage 0ne / fat , sugar with other ingredient like milk, chocolate, malt , honey etc are mixed and cream is prepared with portion of water. "tage two/ "alt , chemical and flavours with colors are mixed with water. "tage three / *lour with water is then added to the prepared cream and mixed till satisfactory dough is prepared . 7ixing process have following characteristics which have be monitored for better result method. 7ixing time / %ormally any mixing could be achieved within &D-GD minutes 7uch depends on mixing speed of mixer , flour characteristicCs or temperatures required for dough. !ough emperatures/ ;ery important factor the temperature ranges between (D deg c - 'G deg c as per biscuit variety .

!ough consistency/

his is done manually by checking dough and

stretching the dough it should not break neither should it be so elastic. hese methods are mastered by bakers by trial and error method. *or cracker variety dough are had additional ingredient yeast and dough are kept for &)- G' hrs . PROCESS DESCRIPTION Re(e#tion 5Materia$ arriva$ and ana$ysis8C 3remica has laid down their standard specification as per 7rs. ?ector for all raw materials, chemicals and packaging materials. ,fter arrival of material, samples are taken and analy8ed in Muality 3ontrol =aboratory. ,fter testing if the material is in the range then it is accepted and unloaded otherwise rejected and sent back to the party. Mi?in" Se(tion5Si%tin" and mi?in"8C ,ll ingredients including maida are shifted through fine mesh. %ormally ')K) meshes are used in sifter. ,fter sifting, batch is prepared and mixed in high speed mixer or in vertical mixer. Produ(tion Se(tionC ,fter proper mixing dough mass is passed through a high frequency metal detector if there is any foreign material is in the dough, it will give loud sound and batch is taken for visual inspection. ,fter passing through metal detector dough is rolled by big roller and passed through rotary moulder ehere exact shape of biscuit is given. he weight of raw biscuit is noted down and matched with standard weight required for the process.

hen these raw biscuits are passed through tunnek type baking oven of varying length and temperature. It takes approximately ' minutes for proper baking. ?iscuits are baked in ovens and after baking, are cooled on cooling conveyors. 0ne more metal detector is installed to prevent any foreign material in biscuits. If there is any such type of particles in biscuit signal is given and cooling conveyors are shifted forward hydraulically N the total biscuit are discharged separately and rejected. 0therwise, after 0L signal by metal detector, biscuits are automatically lined up by the machine known as stacker. he final moisture content in the biscuit is ranging from G to G.DP. Pa(Ea"in" Se(tionC ,fter stacking, biscuit are automatically fed to the packing machine without touching by hands. ?iscuits are packed in already printed thick wax paper. hen desired number of packets are further packed in poly bags and finally in cartoons. Hua$ity Assuran(e Se(tionC *inal product is then checked chemically and organolaptically for maintenance of quality.

,IMITATIONS OF T*E PROJECT

,nalysis is only a means and not ends in itself. the same analysis in different ways. he employees of the production department were not interested in giving their knowledge of production process. 7anagerial staff was quite busy in their work so due to their tight schedule of work, I was not in position to get some important information in detail. ime for research was very much short to study the organi8ation in detail. he analyst has to make

interpretation and draw his own conclusion. !ifferent people may interpret

RECOMMENDATIONS
7arket potential of the 3reamica is much positive in competitive era and will sure cover the maximum market share of biscuit product. .otentiality of any product depends upon the futuristic performance of the product. it depends that how much retailers have potentiality to be permanent seller of 3remica. *or great potentiality it is necessary to improve those factors which are going to effect retailers. In my study I found some factors which can help to cover great potentiality. hese factors are following/ "cheme delivery should in perfect determining time. "ome places distributors not able to cover his particular area. hat should be improved. "cheme facility should be regular as much as possible. "mall pack also should be in the market. ,lways collect the views of retailers. It gives psychological effect on the retailers about careness by manufacturing company. hese factors are very important for the organi8ation. If company is able to improve these all factors then definitely its market share will more increase. "o potentiality is very high to 3remica biscuit in positive direction.

CONC,USION
,fter going thick on the thing, now time is to make a complete picture. @hile making a product a "L# 1"tock Leeping #nit2 of the shop retailers think about the <7$0I 1<ross 7argin $eturn 0n Investment2 and they promote the brand which provide them highest. hey expect return in the form of profit margin, company schemes, window display and references of the shop. ,mong these, company schemes make the differences and are the highest source of motivation after profit margin. $etailing demands a constant push from the company. 7arketer needs to use advertising and brand building strategies to address the discerning buyers and retail push to in different buyers. he manufacturer should understand consumer behavior because retailers canCt help quality and price. It is only up to dealers said it is demand they sell ?ritannia 'GP agree that at retail shop it is brand popularity, which determine the purchase of biscuit. here is a greater need to understand the retailer behavior considering them as a team working for the company may help them to be attached to the company. here should be feeling of belonging to the company in inner of the retailers. "etting values club for retailers so that they may exchange views with the company and help in understanding consumer behavior.

'I',IO3RAP*)

,swathapa L. N "urindhara ?hat L. 1G)&&2, .roduction and 0perations 7anagement:, 9imalaya .ublishing 9ouse Lothari 3.$. 1&EE)2, $esearch 7ethodology:, @ishwa .rakashan, &EE), I th >dition. 7ahadevan ?. 1G)&)2, 0perations 7anagement/ .earson >ducation India. heory and .ractice:,

,sbjorn $olstadas 1&EED2, .erformance 7anagement/ , business process benchmarking approach, .erformance planning to ensure achievements, published by chapman and hall, p &&F-&&E

3ecil 3. ?o8arth, $obert ?. 9andfield 1G))F2, +Introduction to operations and supply chain management-, second edition, +0perations 7anagement-, 3h/ &, ppD

3ecil 3. ?o8arth, $obert ?. 9andfield 1G))F2, +Introduction to operations and supply chain management-, second edition, +0perations 7anagement-, ch/ &, ppD

3ecil 3. ?o8arth, $obert ?. 9andfield 1G))F2, +Introduction to operations and supply chain management-, second edition, +.rocess 7aps-, 3h/ (, p ''DG

"ource/ 3ecil 3. ?o8arth, $obert ?. 9and field, G))F, Introduction to operations and supply chain management, 3h &G, p (KF .eter ?olstroff, $obert $osenbaum 1G))(2, "upply 3hain >xcellence, Initiating the opportunity analysis, *ish bone diagram, , 3h/ &), p &G'-&GF http/44www.mrsbectorfoods.com4aboutWus.html

http/44www.mrsbectorfoods.com4products.html

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http/44en.wikipedia.org4wiki4.roductionWandW0perationsW7anagement