PROJECT REPORT

On
WALLS UNILEVER PAKISTAN

Prepared by
Salman Khaliq Bajwa (17817)
Syed Mohammad Faisal Ahsan (14382)
Tehreem Qazi (15312)

Project Advisor
Lecturer, Mr. Aamir Paracha

College of Business Management

Institute of Business Management
Karachi

DEDICATION

This report is dedicated to

Our Parents,
Whose love, affection and support helped s in bringing our work to this level of
accomplishments; we are also thankful to them for educating us for unconditional support and
encouragement to pursue our interests, even when the interest went beyond the boundaries of
field and scope. Without their support and kindness this work would not have been possible.

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ACKNOWLEDEMENT
Praise to Allah the most beneficent and the most merciful.
We are using this opportunity to express our gratitude to everyone who supported us throughout
the course of this project. We are thankful for their aspiring guidance, invaluably constructive
criticism and friendly advice during the project work. We are sincerely grateful to them for
sharing their truthful and illuminating views on a number of issues related to the project.

We are also grateful to our Lecturer/Project Advisor Mr. Aamir Paracha, for enlightening us with
his precious knowledge and vast experience to benefit us in the future. We are also thankful to
the Area Manager WALLS COLD CHAIN, Mr. Kamran Nasir for his efforts. We also like to
thank all the other staff members of WALLS who directly or indirectly supported and assisted
us.

We would also thank with all gratitude and depth of our hearts to the management of Unilever
who helped us but with integrity and supported us in all our hardships. Finally our sincere thanks
to our institute IoBM, College of Business Management, for providing us the opportunity to gave
us the strength to undertake this project.
We pray this effort may prove to be the beginning of new era, an era in which Management
Sciences may make great progress in Pakistan and Pakistan may become a part of the developed
nations.
Thank you.

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Table of Contents
CHAPTER 1:...................................................................................................................................7
INTRODUCTION...........................................................................................................................7
1.0-INTRODUCTION.....................................................................................................................8
1.1-INTRODUCTION................................................................................................... 8
VISION.................................................................................................................. 8
PUPOSE AND PRINCIPLES..................................................................................... 8
HISTORY OF THE HEARTBRAND............................................................................ 8
WALL'S PAKISTAN................................................................................................. 8
KEY FACTS ABOUT WALLS PAKISTAN:...................................................................9
PRODUCTS & BRANDS.......................................................................................... 9
BRANDS................................................................................................................ 9
1.2-WALLS COLD CHAIN......................................................................................... 11
ORGANIZATIONAL HIERARCHY...............................................................................11
WALLS COLD CHAIN KARACHI................................................................................12
HOW OPERATIONS ARE PERFORMED IN COLD CHAIN.........................................12
1.

INVERT GATE PASS AND DOCUMENTATION...................................................13

2.

WASHING..................................................................................................... 13

3.

TESTING....................................................................................................... 14

4.

INVENTORY.................................................................................................. 14

DURING THE PROCESS....................................................................................... 14

OPERATIONS.......................................................................................................... 15
COMPLAINT PROCESS......................................................................................... 15
REPAIR & MAINTENANCE PROCESS....................................................................16
PROCESS FLOW.................................................................................................. 16

CHAPTER 2:.................................................................................................................................17
PROJECT OBJECTIVES..............................................................................................................17
2.1-PROJECT OBJECTIVE..........................................................................................................18
2.2-AIM.........................................................................................................................................18
2.3-PROBLEM DISCUSSION......................................................................................................18
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2.3.1-Common Problems Faced by Cold Chain in terms of P&O Management.......18

2.4-METHODOLOGY..................................................................................................................18
2.4.1-PHASEI- DEFINING THE OBJECTIVES.................................................................19
2.4.2- PHASE II- COLLECTION & SELECTION OF THE INFORMATION............................19
2.4.3-PHASE III- REPORT WRITING.............................................................................21

1.6-IMPLEMENTATION OF POLC FOR THIS ACTIVITY......................................................23

CHAPTER 3:.................................................................................................................................25
ANALYSIS....................................................................................................................................25
3.0- ANALYSIS.............................................................................................................................26
3.1-FUNCTIONS OF MANAGEMENT IN WALLS COLD CHAIN...................................27
3.1.1-PLANNING..................................................................................................... 27
3.1.2-ORGANIZING................................................................................................ 29
3.1.2.1- ORGANIZING......................................................................................... 29
3.1.2.1.1-AUTHORITY AT WALLS........................................................................... 29
3.1.2.1.2-SPAN MANAGEMENT AT WALLS..............................................................29
3.1.3.1-INFLUENCING AT WALLS...........................................................................30
3.1.4.1-THE CONTROLLING PROCESS AT WALLS...................................................30
3.1.5.1-DECISION MAKING:.................................................................................... 30
3.1.5.1.1-IMPORTANCE OF DECISION MAKING....................................................30

CHAPTER 4:.................................................................................................................................33
GANTT CHART............................................................................................................................33
4.0-GANTT CHART.....................................................................................................................34
CHAPTER 5:.................................................................................................................................36
ECONOMIC ANALYSIS..............................................................................................................36
5.0-ECONOMIC ANALYSIS........................................................................................................37
5.1-GRAPHICAL INFORMATION............................................................................... 37

CHAPTER 6:.................................................................................................................................38
CONCLUSION..............................................................................................................................38
6.0-CONCLUSION.......................................................................................................................39
CHAPTER 7:.................................................................................................................................40
FUTURE RECOOMENDATIONS...............................................................................................40
7.0-FUTURE RECOMMENDATIONS........................................................................................41
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Executive Summary

The main purpose of Production and Operations Management is to understand the importance of
productions and operations management these days, its process that how it goes so that one when
goes into the market after completing his MBA and occupies a certain managerial position in the
organization, he should have knowledge of each and everything related to the productions and
operations management so that the organizational goals could be achieved easily.
The main reason of this activity is to understand how the production and operations department
of the organizations work and understand different processes involved within the organization to
achieve its goal effectively and efficiently. Furthermore, understand the issues faced by the Walls
Cold Chain department, where repairing and maintenance is done, and propose solutions
accordingly..

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CHAPTER 1:
INTRODUCTION

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1.0-INTRODUCTION
1.1-INTRODUCTION
Walls is subsidiary of Unilever Pakistan. It is sold in more than 40 countries making it the most
widely available ice cream worldwide. Unilever is the global leader of ice cream and frozen
desserts manufacturing with almost 18% of the global market share.
VISION

We help people meet needs for nutrition; hygiene and wellbeing, with brands that help people
look good, feel good and get more out of life.
PUPOSE AND PRINCIPLES

Our corporate purpose states that to succeed requires "the highest standards of corporate
behavior towards everyone we work with, the communities we touch, and the environment on
which we have an impact.
HISTORY OF THE HEARTBRAND

Unilever has been selling ice cream for decades; however the Heart brand was launched
worldwide in 1995. The Heart brand logo is common to every country and has come to be
synonymous with quality treats. Walls operates under different names in different markets
(Wall's in the UK and most parts of Asia, Algida in Italy, Langnese in Germany, Kibon in Brazil,
and Ola in the Netherlands).
WALL'S PAKISTAN

Walls came to Pakistan in 1995 establishing the Walls factory on Multan Road in Lahore. Fully
equipped with state of the art machinery, the Walls factory is a standard of hygiene and
technology in the region and has become synonymous with quality. Some of the most popular
brands loved by the masses are now linked to Walls; making an irresistible combination that few
could refuse.

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KEY FACTS ABOUT WALLS PAKISTAN:

Walls is a leader in Ice cream and frozen goods.

All Walls products are made with Halal ingredients in a Halal compliant manner
PRODUCTS & BRANDS

With customers becoming more health conscious, Walls has also taken a conscious step to
providing healthier and nutritious products. Walls innovation centre in UK is constantly working
on making healthier products by reducing the fat content in the products yet offering the same
great taste. Walls is striving to be a healthier choice for kids by lowering sugar content and
introducing nutrient rich offerings like Moo which has calcium equal to one glass of milk.
BRANDS

The Walls Global brands available in the Pakistani market are:

CORNETTO

MAGNUM

PADDLE POP

CARTE DOR

CREAMY DELIGHTS

LOCAL JEWELS include:

Jetsport

Choc Bar

Feast

Donut

Badami Stick

KK Slice

KK Cup

Mango Cup

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Feast was one of the first Products introduced by Walls in 1995 and to date remains one of the
most popular treats that Walls has to offer. Truly a chocolate lovers delight, Feast comprises of
3 layers: a thick chocolate coating with rich chocolate ice cream inside and a smooth chocolate
bar in the centre. In 2009, Feast launched the bite for a bike campaign which is widely
recognized by consumers as one of the most memorable campaigns of Feast. Donut was
launched in 2005 and has quickly become one of the most loved products to date. Donuts unique
shape and quirky packaging makes it a favourite with both kids and adults alike.

Boasting a thick chocolate coating with a generous sprinkling of peanuts and a premium vanilla
ice cream inside, Donut satisfies the hunger and the ice cream urge alike. Peshawari Crunch is
the latest offering from the Heartbrand, and was launched in May 2011. It was launched with a
variation on a popular (Pashto) folk tune to reinforce its local roots. Comprised of all new
premium packaging to draw out the elements of Pathan culture, Peshawari Crunch offers high
quality ice cream with irresistible crunch inside. Jet Sport and Choc Bar two of Walls most
popular brands to date.

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1.2-WALLS COLD CHAIN

WALLS COLD CHAIN is system of transporting, storing, repairing and maintaining ice creams
cabinets also called fridges. Presently, there are four Cold Chain departments of Walls located in
Karachi, Multan, Islamabad and Lahore. All the Cold Chains are managed by National Asset
Manager of the Walls and each Cold Chain department is managed by an Area Manager and a
Junior Manager. Each Cold Chain has a staff of 140 highly skilled and low skilled workers.

ORGANIZATIONAL HIERARCHY
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WALLS COLD CHAIN KARACHI

Overall, there are 40000 cabinets (fridges) in Pakistan, out of which, 12000 cabinets are only in
the Karachi region. The Karachi region is comprised of Karachi, Hyderabad, Sukkur and Quetta.
Karachi has 7400 cabinets, whereas Hyderabad has 1800 cabinets, Quetta has 900 cabinets, and
Sukkur has 1900 cabinets. There are also 4000 Tri cycles of walls, out of which 1200 are only in
Karachi region.
National Asset Manager: Mr. Aasghar Nishan Malik
Area Manager: Mr. Kamran Nasair
Junior Manager: Shehzad Bhatti
Workers: 140 out of which 25 are field workers.
HOW OPERATIONS ARE PERFORMED IN COLD CHAIN

All the cabinets (fridges) and tricycles are the assets of Walls and Unilever Pakistan. These
cabinets are installed at different stores at different locations. The customers of the company are
basically the retailers. If there is any issue in a cabinet, the retailer (customer) calls on the toll
free number of the company i.e. 0800-WALLS and registers a complaint. The response time is
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four hours. The complaint is then forwarded by the Customer Care Representative to the
concerned Cold Chain Area Manager and Junior Manager in the form of an email and an SMS.
This complaint is then forwarded to the concerned field worker.

Field Worker
The field worker is a highly trained person and has highly advanced equipments for testing the
cabinets. He visits the retailer and performs different testing to check whether it can be repaired
or it has to be lifted; lifted means that it would go back to the Cold Chain for further testing. If it
is repairable, then it is repaired and if it is not then it is informed to the Cold Chain management
by the field worker with the help of an app CRM. The cabinet is then lifted and taken to the
Cold Chain. A new chilled cabinet is given to the retailer so that he would not have to face any
difficulty if the cabinet is taken to the Cold Chain for further maintenance.

Cold Chain Workshop in Lahore

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The cabinet goes through different processes in for repair and maintenance at Cold Chain that are
given below;
1. INVERT GATE PASS AND DOCUMENTATION

When the cabinet is brought at the Cold Chain Karachi, the documentation is done for
maintaining the record of the cabinets. Every cabinet has a unique product code which is given in
order to identify the product has been installed at which location and given to which retailer. It
helps the company to maintain the data and information of the products.
2. WASHING

In the next step, the cabinet is washed in the washing department. The company has made it
mandatory for the products that if a product is brought at the Cold Chain for repair and
maintenance purpose, it would be washed properly.

Washing at Workshop
3. TESTING

After washing the cabinet, it is placed on the conveyor belt. It is not an automatic belt as it is
being controlled manually due to various reasons. In this step, different tests are performed like
Gas Leakage Test, Battery Leakage Test, Thermostat and Condenser Test, etc. The cabinet is
tested thoroughly in order to check whether it is repairable or not. If it is not repairable then it is
wright off. If it is repairable then it is sent to the concerned department. Like, if there is a gas
leakage, it is sent to the gas department. These cabinets cannot be repaired in the open market as
these cabinets contain highly inflammable gas called Green Gas.

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4. INVENTORY

Once the cabinet is repaired, it is sent to the inventory department. It would be installed at any
other location where the issue would occur next time.
DURING THE PROCESS

When the product is in-line then quality inspector check it at every stage of process. If these
inspectors will sign it for next process then product will go for next process. If they do not sign it
then the work will stop. Then for the accepted and rejected production, the quality inspector will
give report. This report has also included the sign of supervisor of process area. Therefore,
analyzing the rejection and acceptance percentage for next rectification and improvement then
report will be passed to the Area Managers so, on this base they can make the weekly and
monthly report. And it will pass to the top management. In this inspection is done at every stage
and will pass towards the top management. We can say that the chances of rejection will be
controlled. In this way the quality level is much improved and it reduces the customer
complaints. Monthly charts are also made and management also takes correction actions.

OPERATIONS
COMPLAINT PROCESS

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REPAIR & MAINTENANCE PROCESS

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PROCESS FLOW

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CHAPTER 2:
PROJECT OBJECTIVES

2.1-PROJECT OBJECTIVE
The objective of this project is to understand the production and operations management, basic
principles and how an organization tries to carry out the main functions of production and
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operations management namely product and service design, forecasting, capacity planning, JIT
and Lean operations, supply chain management, project management, etc. to achieve its goal
effectively and efficiently.

2.2-AIM
The aim of our project is to see how WALLS COLD CHAIN carries out its basic operations in
terms of repair and maintenance, response time, quality, and customer services.

2.3-PROBLEM DISCUSSION
Sometime, Managers or the Organizations fail to achieve their targets/goals due to different
reasons. The reason of this activity is to understand the problems faced by Organizations or
Managers in terms of Productions and Operations Management.
Presently, Walls Cold Chain department is facing different issues due to which the company is
unable to perform well and respond as quickly as expected.

2.3.1-Common Problems Faced by Cold Chain in terms of P&O

Management

Higher Response Time

Centralized Organizational Structure

Unavailability of KAIZAN

Training of the staff

Capacity issue

Overall Environment in terms of health and safety

2.4-METHODOLOGY
We have divided this project into following major phases:

Phase I-Defining the Objectives

Phase II-Collection and Selection of the Information by visiting WALLS.
Phase III- Report Writing
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2.4.1-PHASEI- DEFINING THE OBJECTIVES

The objective design phase included mainly the determination of the purpose of this activity. The
first step in this phase was the identification of aim and objectives. It actually gives the direction
what our tasks was and in which direction we had to move.

2.4.2- PHASE II- COLLECTION & SELECTION OF THE INFORMATION

Once our objectives were properly defined, we decided to collect the information by visiting the
Production and Operations department of WALLS located in Korangi Industrial Area. We visited
WALLS on 24th of April, 2015, met the P&O Head, Mr. Kamran Nasir and had a very
informative session with him. We also did some literature review and research for the proper
understanding of the whole activity by going through different case studies and visiting websites.
When all the information was collected, the main task was to analyze and compile the data for
report writing.
Visit

We were not allowed to take picture due to the strict policy of the company, however we were
able to take few.

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2.4.3-PHASE III- REPORT WRITING

Once all the information and data was collected and compiled, the most important task was to
write the report. Different tasks were assigned to every member of the group so that everyone
would be the part of this activity. Different sample reports were also reviewed so that there
should not be something missing.

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Phase I
Defining
Objectives

Phase II
Collection/Se
lection of
data

Phase III
Report
Writing

Figure-1.0-Methadology

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1.6-IMPLEMENTATION OF POLC FOR THIS ACTIVITY

We have also decided to use and implement the four functions of Management namely Planning,
Organizing, Leading and Controlling in this activity.
Our goal is to understand the principles and functions of management in this activity and write a
report on it.

1. PLANNING
Planning is basically forming a strategy to reach your goal. In this section, we defined our
objectives and planned how to reach them. We also have set timelines for different tasks so
that we would not have to face any difficulty at the time of report submission.
2. ORGANIZING
In this section, we have divided the whole activity into different segments so that everyone
would be the part of this project. Mr. Salman was made the manager of the project whose
responsibility was to manage all the group members and assign them different tasks and keep
them engage in this whole activity. Structure of our organization is given below;

Mr. Salman
Manager/Leade
r

Mr. Faisal

Ms Tehreem

Information
Analyst

Information
Head

Figure-1.1- Group Structure

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3. INFLUENCING
Influencing requires managers to motivate employees/workers to achieve business objectives
and goals. It requires the use of authority to achieve those ends as well as the ability to
communicate effectively. Mr. Salman was the manager so he kept motivating the group
members by using the Henry Gantts Reward Theory by inviting all the members for
dinner.

4. CONTROLLING
Controlling is a function of management that involves measuring achievement against
established objectives and goals. It also requires managers to be able to identify sources of
deviation from successful accomplishment and to provide a corrective course of action. Mr.
Salman, being the manger of the group was responsible for controlling the cost of this whole
activity because it was a self financed activity. He was also responsible for taking decisions.

Input

Process

Output

(Resources)

(Activities)

(Report)

Figure-1.2-Inputr/Output Process

Planning

Influencing

Organizing

Controlling

Figure-1.3- Functions of Management

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CHAPTER 3:
ANALYSIS

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3.0- ANALYSIS
After spending whole day at Walls Cold Chain, we observed the following main issues faced by
Walls Cold Chain;

Higher Response Time

Centralized Organizational Structure

Unavailability of KAIZAN

Training of the staff

Overall Environment in terms of health and safety

The most important issue that the company is facing is the high response time. The response time
between the complaint and visit of the field worker is 4 hours approximately which is quite high.
The reason of high response time is that there are only 20 field workers in the Karachi region.
The Karachi region consists of Sukkur, Hyderabad, Karachi and Quetta. It becomes difficult for
the company to manage such a large region with only few field workers. The company also
follows a centralized organizational structure at Walls Cold Chain. In a centralized structure, the
decision making power and authority lie with the top management of the company.
In case of any large issue, replacement and wright off, the staff has to consult with the Area
Manager or the National Asset Manager due to which the decision-making process becomes
slow. The centralized structure also demotivates the staff as they do not have any authority and
power; therefore, they feel helpless sometimes in different situation when there is high need of
on spot decisions.
Training of staff plays a very important role in the success of the company. At Walls Cold Chain,
it was observed that most of the staff is not properly trained due to which the staff is facing
serious issues in terms of health and safety. The overall environment of the Cold Chain is also
not good. Floor is not clean and there is a lot of garbage. The lack of training and unhealthy
environment decrease the overall productivity and efficiency of the staff.
Presently, the company has the capacity to maintain and repair 40 cabinets per day. The company
faces starts facing issues in the summer season especially during EID when the required capacity
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is 200 cabinets per day. In order to tackle that, the company hires seasonal workers which
increases the cost as well as decreases the overall efficiency of the workers. The company also
faces communication gap between the permanent workers as well as the seasonal workers. Their
level of expertise is not same, therefore, causes in delaying the maintenance process.

3.1-FUNCTIONS OF MANAGEMENT IN WALLS COLD CHAIN

The basic principles and functions that are being followed and implemented at Cold Chain are
discussed below;

3.1.1-PLANNING
Planning is basically the strategy formed so that the organization can reach where it wants to and
accomplish its objectives. Planning involves deciding where to take a company and selecting
steps to get there.
3.1.1.2-PLANNING WALLS COLD CHAIN

Planning in Walls is mostly done by the top levels of mangers.

Top Level Managers
Top Managers are basically CEOs, Presidents, National level Managers, etc. They are basically
responsible for making organization wide decision and establishing goals and plans that affect
the whole organization. At Walls, Top Level Managers especially National Asset Managers are
mostly responsible for planning and setting Long Term and Intermediate Term Objectives.
Mid Level Managers
They are also called Middle Managers. They are Head of Departments, Regional Managers,
Project Leaders, and Plant Managers etc. They are acting as a Bridge between the Top Level
and Low Level Management.
At Walls, Mid Level Managers are mostly responsible for Short Term and Intermediate Term
planning process.
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Low Level Managers

Low Level Managers are Supervisors, Junior Managers etc. At Walls, they are sometime also the
part of planning process but their plans cannot be put into action because they are not seeing the
organization as a whole. They are only responsible for Short Term Planning because their plans
can affect them individually but cannot affect the whole organization mostly.

Managers

Planning Process

Top Level Managers

Mid Level Managers
Low Level Managers

Long Term &

Intermediate Term
Planning/
Implement
Plans/Set goals
Intermediate
Planning

Short Term
Planning

Figure-1.5-Planning Process at Walls

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3.1.2-ORGANIZING
Organizing comes after Planning. When you have defined your objective and set the goals, then
next most important step is to organize all your resources (Human, Monetary and Capital). It
basically creates a mechanism to put plans into action. Managers organize by bringing together
physical, human and financial resources to achieve objectives. They identify activities to be
accomplished, classify activities, assign activities to groups or individuals, create responsibility
and delegate authority. They then coordinate the relationships of responsibility and authority.

3.1.2.1- ORGANIZING

The organizing function is very important part of the function of Management because it is the
primary mechanism Managers uses it to put plans into action. At Walls, only top level managers
are involved in organizing the organizational resources due to centralized structure including,
Human, Monetary, Capital and Raw Material to reach the goals more effectively and effectively.
For example National Asset Managers are given the task to organize the Middle Level and Low
Level workers like Regional Managers, Assistant Managers, Junior Managers, Supervisors and
look after all the matters and affairs of all the Cold Chains.

3.1.2.1.1-AUTHORITY AT WALLS
Authority at Walls Cold Chain lies only with the Top level and mid level managers i.e. National
Asset Managers and Regional Managers. Junior Managers and Staff do not have any kind of
authority. They are only responsible for implementing the decisions of the top management and
carrying out on going processes.

3.1.2.1.2-SPAN MANAGEMENT AT WALLS

There is a tall span of Management at Walls Cold Chains which means the top level managers
and the low level managers have fewer subordinates to organize and control. But at Lower Level
of Management, the span of Management is Flat, which means that they have to organize and
control maximum subordinates. For example; a junior manager has to take care of 140 staff
members.
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3.1.3.1-INFLUENCING AT WALLS
As a corporate organization, Walls believes in leading, directing and motivating the employees
so that every employee may give his performance more than beyond. Only top and mid level
managers are responsible to lead and motivate their workers and build the professional work
environment to let everyone work. The Top Level and Mid Level Mangers are expected to be
creative and innovators.

3.1.4.1-THE CONTROLLING PROCESS AT WALLS

The Controlling Process is also one of the important functions of the Function of Management..
The Top Level Management is only responsible for taking necessary decisions on the available
information. The Mid level Management is also responsible for taking necessary decisions but
they are also responsible for controlling process, measuring performance etc. The Lower Level
Management is responsible for measuring the performance and forwarding it to the Top and Mid
Level Management.

3.1.5.1-DECISION MAKING:
Types of Decisions
1. Programmed: Routine, Repetitive Decisions
2. Unprogrammed: One shot, ill structured.
3.1.5.1.1-IMPORTANCE OF DECISION MAKING

Managers have to take different types of decisions within the organization in the interest of the
individuals as well as the organization at different levels.
For Example: To wright off a product, the National Asset Managers and Area Managers are
involved and responsible. The process of decision making is based on two factors; the scope the
decision and the levels of management. The scope of the decision is the proportion of the total
management system that the decision will affect.

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Figure-1.9-Level of Management Vs Scope of Decision

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Managers

Decision Scope

Top Level Managers

Mid Level Managers
Low Level Managers

Long Term
Objectives/ Broad
Decision Scope
Intermediate
Scope/Long Term,
Short Term
Objectives
Narrow
Scope/Short Term
Objectives

Figure-2.0- Mangers Vs Decision Scope

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CHAPTER 4:
GANTT CHART

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4.0-GANTT CHART
Gantt Chart is a scheduling tool used today and it was given by Henry Gantt. The
purpose of using Gantt Chart was to use
Full:

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Resources

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CHAPTER 5:
ECONOMIC ANALYSIS

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5.0-ECONOMIC ANALYSIS
Walls is subsidiary of Unilever Pakistan. It is sold in more than 40 countries making it the most
widely available ice cream worldwide. Unilever is the global leader of ice cream and frozen
desserts manufacturing with almost 18% of the global market share. Walls came to Pakistan in
1995 establishing the Walls factory on Multan Road in Lahore. Fully equipped with state of the
art machinery, the Walls factory is a standard of hygiene and technology in the region and has
become synonymous with quality. Some of the most popular brands loved by the masses are now
linked to Walls; making an irresistible combination that few could refuse.

5.1-GRAPHICAL INFORMATION

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CHAPTER 6:
CONCLUSION

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6.0-CONCLUSION
We started off the project with aim to accomplish the simple looking task of establishing a report
on Walls. But with time and experiences it was learnt that this was not at all an easy task,
especially collecting the information and then analyzing the economical information as compare
to other organizations in the production and operations sector.
Though we are able to achieve all the goals of our project but still we think that lots of
advancement can be done on this project. We have provided the platform and the platform is
ready for everyone to work on it. For advancements, we need more time, money and hard work
to understand the principles of productions and operations management, skills of management,
functions of management of Walls Cold Chain.

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CHAPTER 7:
FUTURE RECOOMENDATIONS

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7.0-FUTURE RECOMMENDATIONS
After briefly observing and detailing the project, still it has many future advancement
possibilities of which are stated as below:
1. If the company hires more field staff, then the company would be able to decrease high
response time. Presently, the response time of the company is 4 hours with 20 field
workers. If the company doubles the field staff, the response time can be decreased to two
hours, which would give the company to achieve competitive advantage over its
competitors.
2. The company should work on increasing its capacity from 40 to 100 in order to resolve
the issue of capacity especially in summers and EID days. Presently, the capacity of the
company is to repair and maintain 40 cabinets per day which becomes low in Summers.
3. The management of Walls should focus on training and development of the staff. It
would not only increase the skills and efficiency of the workers but it would also help the
company to decrease the high turnover rate as well as the increase the loyalty towards the
company. The management should also focus on implementing KAIZAN chart that
would involve the staff members to take responsibility of the organization and resolve the
disputes their selves.
4. The company should also focus on improving the overall environment of the company as
there was a lot of garbage when we visited the company. Since, Walls is an international
brand; therefore, this gives the negative image of the company over its visitors. The
healthy environment also plays an important role in increasing the efficiency and
productivity of the employees.
5. Lower Level Management especially Junior Managers are not involved when planning
Long Term Objectives and decision-making process. They should also be involved so that
their scope would be broader so that they would also start taking organization as whole
which would not only affect them but the whole organization. The efficiency and
productivity of the lower staff can be increased by using a decentralized structure that
would give decision making power and authority to them.

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