PROJECT REPORT

ON

PRODUCTION PROCESS OF CREMICA

Submitted To

Panjab University, Chandigarh

In partial fulfillment of the requirement for the degree

of

Bachelor of Business Administration

SUBMITTED BY

DISHA SHARMA

UNIVERSITY ROLL NO. 14311000404

KHALSA COLLEGE FOR WOMEN, CIVIL LINES

LUDHIANA

(2013 – 2014)

CERTIFICATE – I

I certify that the project report “Production Process of Cremica Industry”

has been undertaken by me for the partial fulfillment of the requirement of

the degree of Bachelor of Business 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 Chatley, for her

valuable guidance, support and co-operation extended for completion of this

project.

Disha Sharma

CERTIFICATE – II

This is to certify that this project report entitled “Production Process of

Cremica Industry”, submitted in the partial fulfillment of requirement of

the award of BBA (Bachelor of Business Administration) at Khalsa

College for Women, affiliated to Panjab University is a bonafide research

carried by Disha Sharma, University Roll No. 14311000404, under my

supervision and no part of this project has been submitted for any other

degree.

Advisor

Ms. Pooja Chatley

ACKNOWLEDGEMENT

Foremost of all, I express my sincere indebtness to the ‘Almighty’ for

bestowing me with all the favorable circumstances and kept me in high

spirits.

A feeling of elation insists me on expressing my heartiest thanks, deep sense

of gratitude and indebtness to my major advisor Mrs. for her

judicious, impeccable and sagacious guidance, constant and vital

encouragement, perceptive enthusiasm, unstilted interest and determined

efforts even in her demanding schedule.

A formal statement of acknowledgement will hardly meet the ends of my

justice in the matter of my deep and unbound sense of gratitude to All

faculty members for their guidance, support, time to time gearing up, co-

operative attitude and generous help, which led to the completion of this

project.

I would like to thank Dr. (Mrs.) Varinder Kaur Thind (Principal) for

providing us better infrastructure and other inputs for study.

Disha Sharma

TABLE OF CONTENTS

Chapter No. Chapter Name Page No.

1. Introduction

2. Objectives

3. Research Methodology

4. Data Analysis and Interpretation

5. Findings

6. Limitations

7. Suggestions

8. Conclusion

Bibliography

Annexure

INTRODUCTION

Production is a conversion function by which goods and services are

produced. A typical production system comprises of three main components:

Inputs, Transformation process and Output.

(i) Inputs are men, materials, machines, instructions, drawings, and paper work

and instructions.

(ii) The Transformation Process involves operations, mechanical or chemical,

to Change/convert inputs into outputs. It also includes activities that assist

conversion,

Typical examples are —

• Planning and control of factors of production.

• Procurement of materials.

• Receipt, storage and issue of materials.

• Material handling (to move materials to the point of use.)

• Inspection of ill-process and parts.

• Assembly and testing of products.

• Storage of finished goods.

• Instructions, authorizations, inspections, information storage/retrieval etc.

(iii) Output is goods and services (e.g. products, parts, paper work, served

customers etc.

The combination of operations and activities stated above employed to

create goods and services are known as Production System. A Production

System therefore may be looked upon as an independent group of sub-

systems, each sub-system performing a distinct function. Different sub-

systems may perform different functions, yet they are inter-related and

require to be unified to achieve overall objectives of the organization.

Production System needs to interact with both internal and external

environment. The internal environment is the combination of engineering,

marketing, personnel and accounts activities whereas external environment

comprises of customers, competitors, suppliers, labor unions etc.

The selection of the Production System is a strategic decision for most

organizations since changes at a later date arc very expensive to make. The

systems selected should be such that it can give the desired output, required

quality and is cost-effective.

FACTORS INFLUENCING CHOICE OF PRODUCTION SYSTEM

There is no best Production System for any product. The choice of the

system depends on various circumstances but it must meet two basic

objectives, namely -

(i) It must be able to meet the specifications of the final product, and

(ii) It must be cost effective

The product specifications can be met by choosing the right technology but

that is not always an easy task. Since 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. For example, sophisticated

injection moulding machines and high quality plastics can produce excellent

dolls cheaply provided they are produced in volume. However, 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.

Various factors which determine the choice of the manufacturing process are

as follows:

(a) Effect of volume/variety

One of the major considerations in the process selection is the

volume/variety of the products.

Relationship between degree of repetitiveness & transformation Process

High product variety require highly skilled labour, general purpose

machines, detailed production planning and control system.

On the other hand low product variety (i.e. one or few products produced in

large volumes) enables the use of low skilled labor, highly automated mass

production processes using special purpose machines and simple production

planning and control systems.

Fig. exhibits the relationship between output and the transformation process.

The horizontal axis shows the degree of repetitiveness represented in terms

of batch size, one end showing the products produced in batches of one and

other end representing products produced in very large batch sizes.

The vertical axis represents the transformation process, the top representing

the project form where each project is followed by another (no two projects

being alike) and the bottom representing the process form where the single

product with highly continuous material flow (e.g. as in refinery, sugar mill)

is produced.

Shaded area in each bar suggests the Production System desirable for the

indicated volume. Unshaded area in the lower portion of the column implies

that it is inadvisable to use the continuous form when the batch is really

small. Similarly, when the batch is really large, it is not at all advisable to

use the project form.

For these reasons, decisions involving process selection must be taken while

formulating the corporate strategy of the firm

(b) Capacity of the plant

The projected sales volume is a major influencing factor in determining

whether the firm should go in for intermittent or continuous process. Fixed

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.

Effect of volume on manufacturing process selection

(c)Flexibility

Flexibility implies the ability of the company to satisfy varied customers

requirements. Flexibility 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. Greater commonalities demands intermittent

manufacturing which is associated with higher inventories, large

manufacturing lead times and elaborate planning and control.

(d) Lead time

Lead times more appropriately called delivery lead times expected by the

customers (i.e. how soon the demand has to be met without losing on sales)

is another major influencing factor in a competitive market. As a general

rule, faster deliveries are expected in a competitive market. The product,

therefore, may require to be produced to stock using principles of batch

production/mass product

(e)Efficiency

Efficiency measures the speed and the cost of the transformation process.

Efficiency is the greatest when the product is mass producted. But to mass

produce a product, greater sales volumes are required. Therefore, 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 utilization will have to be selected.

(f)Environment

Environment brings in new technologies and forces the adoption of new

process of manufacturing. For example, wooden furniture is gradually being

replaced by metals and plastic. A furniture manufacturing unit will have to

change its technology (i.e. change from one off production to batch

production) to fall in line with changing times. Similarly, as market

preferences change due fashions or other reasons, the manufacturing process

has to be changed accordingly.

CLASSIFICATION OF PRODUCTION SYSTEMS

Classification of Production System

INTERMITTENT SYSTEM

In this system, the goods are manufactured specially to fulfill orders made

by customers rather than for stock. Here 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 sizes. These 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. Considerable storage between operation is

required, so that individual operations can be carried out independently for

further utilization of men and machines. Examples of intermittent system

are: machine shops, hospitals, general office etc.

Chief characteristics of intermittent system are: -

(i) Most products are produced in small quantities

(ii) Machines and equipment are laid out by process.

(iii) Workloads are generally unbalanced.

(iv) Highly skilled operators are required for efficient use of machines and

equipment.

(v) In-process inventory is large.

(vi) Flexible to suit production varieties.

Planning and Control Mechanism for Intermittent System : -

Organization of production planning and control operations in intermittent

systems needs estimation of jobs, routing, scheduling, preparation of

manufacturing orders, dispatching and production control.

Here customer provides the blue print and other specification regarding the

product to be manufactured. Then the organization formulates their

production strategy to suit the needs of the customer.

(i) This type of Production System covers specialties of every type and sub

assemblies or parts which are required to manufacture the product. Due to

this there is continuous planning at each fresh order.

(ii) Due to variety of orders and different lot sizes, the system needs wise

and careful sequencing of operations which makes routing and scheduling

operations elaborate and complex.

(iii) Proper regulation and close inspection is required at different stages of

production.

(iv) Storage facilities are to be provided at each operational stage.

So 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

(a) Project production

Project production where a single assignment of complex nature is

undertaken for completion within the given period and within the estimated

expenditure.

(b) Job production

Jobbing 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.

(c) Batch production

Batch production where limited quantity of each type of product is

authorized for manufacture at a time.

CONTINUOUS SYSTEM

In this system the items are produced for the stocks and not for specific

orders. Before 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. Here

the inputs are standardized and a standard set of processes and sequence of

processes can be adopted. Due to this routing and scheduling for the whole

process can be standardized.

After setting of master production schedule, a detailed planning is carried

on. Basic manufacturing information and bills of material are recorded.

Information for machine load charts, equipment, personnel and material

needs is tabulated. In continuous Production Systems each production run

manufactures in large lot sizes 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. First in first out priority rules are followed in the system. In short,

here the input-output characteristics are standardized allowing for

standardization of operations and their sequence.

Production Control Mechanism for Continuous Production System: -

In this system the control mechanism is not as elaborate and complex as for

intermittent system. In continuous system large quantities of standardized

products are produced using standardized production process.

Following points of control mechanism are worth noting for such a

system

(i) This system does not involve diverse work, due to which routing

standardized route and schedule sheets are prepared.

(ii) In case of standard products meant for mass production, master route

sheets are prepared for more effective co- ordination of various departments.

(iii) Scheduling is required to rate the output of various standard products in

their order of priority, operations and correct sequence to meet sales,

requirements.

(iv) Work relating to dispatching and follow-up is usually simple. Dispatch

schedules can be prepared well in advance in such systems. Continuous

system can be divided into two types of production, namely

(A) Mass & (B) Process production.

Mass 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 SYSTEM

BATCH PRODUCTION

Batch production is characterized by the manufacture of a limited number of

product (but many such, quantities of different products) produced at regular

intervals and stocked in warehouses as finished goods (or finished parts,)

awaiting sales (or withdrawal for assembly). Typical examples of batch

production are : Process industries such as pharmaceuticals, paints,

chemicals; medium and heavy engineering industry engaged in the

manufacture of electric motors, switch gears, heavy motor vehicles, internal

combustion engines; manufacturers of ready made garments; manufacturing

and assembly shops such as machine tools; sub-contractors which take on

machining of batches of components to the drawings of a large

manufacturer.

Batch production is used to produce or process any product in groups that

are called batches, as opposed to a continuous production process, or a one-

time production. An example of batch production can be found in a bakery.

The products, for example bread, are made in batches of however many will

fit in the baker's oven at a time. When that batch is made, the baker will start

the process again with a new batch. Batch 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.

A 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. This

minimizes the cleanup and reconfiguring of the machinery between each

batch. White (by which is meant opaque paint, not transparent ink) 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.

There are inefficiencies associated with batch production. The production

equipment must be stopped, re-configured, and its output tested before the

next batch can be produced.

Time between batches is known as 'Down Time' where the factory would

make seasonal items or consumables such as toasters where no one can

predict the quantity needed.

There are several advantages of batch production; it can reduce initial capital

outlay because a single production line can be used to produce several

products. As shown in the example, batch production can be useful for small

businesses who cannot afford to run continuous production lines. Also,

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. Other types of production

include: assembly line, job production, continuous, cell, and project.

Characteristics of batch production: -

(A) Supervisor to possess knowledge of a specific process

The supervisors have considerable knowledge of a specific process.

Supervisor in the grinding section for example, may not know about turning

and drilling work but is expected to P055C55 a fund of knowledge of

different types of grinding operations. Similarly, a supervisor in the gear

shop is expected to have sound knowledge in working of different types of

gear cutting machines.

(B) General purpose machines and process type of layout

Plant and equipment is procured and arranged to obtain maximum

flexibility. General purpose machines and handling equipments capable of

performing variety of operations with minimum set-lip tunes are installed in

lieu of variety of products. The machines are arranged to give process

layout- layout by function. Similar machines capable of doing similar types

of operations are grouped together and kept at one place. Presses, 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. Each group

of machines is usually designated as a work centre or a section or a shop.

(C) Manual materials handling:

Materials 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. Materials handling may be mechanized by

deploying power driven trucks.

(D) Manufacturing cycle time affected due to queues

The manufacturing cycle time is comparatively smaller than jobbing

production but is much more than mass and flow production. The batches of

work tend to queue up at different machines due to differing cycle times,

batch sizes and sequence of operations.

(E) Large work-in-progress

Work in progress is comparatively large due to varying work content of

different components, imbalances in manufacturing times, formation of

queues between the machines.

(F) Need to have production planning and control

Functions of production planning and control in a batch production unit are

more complex than those in jobbing production or mass and flow

production.

• Materials control and tools control functions are important. Scientific

stock-control system needs to be used to ensure routine replenishment.

• Detailed operational layouts and route sheets are prepared for each part of

the product.

• Lo and scheduling needs to be more detailed and more sophisticated since

every machine requires to be individually scheduled.

• Progressing function is very important to collect information on progress

of work.

A separate progress card needs to be maintained to record progress of each

component.

• Expediting is generally necessary since quite often jobs, due to imbalances

in work content, tend to lag behind.

EXAMPLE OF BATCH PRODUCTION SYSTEM

As businesses grow and production volumes increase, the production process is often

changed to a “batch method”. Batch methods require that a group of items move through

the production process together, a stage at a time.

For 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. The 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.

Note that each loaf is identical within a batch but that loaves can vary from batch to

batch.

Batch production is a very common method of organising manufacture. Good examples

include:

Production of electronic instruments

Fish and chip shops

Paint and wallpaper manufacturers

Cereal farming

ADVANTAGES

The 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 specialize in

that task. There are two particular advantages of workers being able to concentrate their

skills.

They should become more expert at their tasks, which will in turn increase productivity

(output per worker). This will lower costs, as fewer workers are needed to produce a set

amount.

Better quality products should be produced as workers are more familiar with the task

and so can find ways of improving it.

DISADVANTAGES

Batch production requires very careful planning to decide what batch will be produced

when. Once a batch is in production it is difficult to change, as switching to another batch

takes time and will mean a loss of output. Batch methods can also result in the build up of

significant “work in progress” or stocks (i.e. completed batches waiting for their turn to

be worked on in the next operation). This increases costs as it takes up space and raises

the chance of damage to stock.

CONTINUOUS PRODUCTION SYSTEM

MASS PRODUCTION

Standardization is the fundamental characteristic of this system. Here 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.

Standardization is there w.r.t. materials and machines. Uniform and

uninterrupted flow of material is maintained through pre determined

sequence of operations required to produce the product. The system can

produce only one type of product at one time.

These days, mass production system is generally used to manufacture sub-

assemblies or particular parts/components of an item. These parts are

assembled together by the enterprise to get the final product. One distinct

advantage of this approach is that different combinations of sub-assemblies

or parts can be used to manufacture different kinds of products.

Specialization and standardization in manufacturing single component also

leads to economies in production and product diversification to meet specific

demands of consumers.

Mass production is the name given to the method of producing goods in

large quantities at low cost per unit. But mass production, although allowing

lower prices, does not have to mean low-quality production. Instead, mass-

produced goods are standardized by means of precision-manufactured,

interchangeable parts. The mass production process itself is characterized by

mechanization to achieve high volume, elaborate organization of materials

flow through various stages of manufacturing, careful supervision of quality

standards, and minute division of labour. To make it worthwhile, mass

production requires mass consumption. Until relatively recent times the only

large-scale demand for standardized, uniform products came from military

organizations. The major experiments that eventually led to mass production

were first performed under the aegis of the military.

Machine tools and interchangeable parts The material basis for mass

production was laid by the development of the machine-tool industry--that

is, the making of machines to make machines. Though 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 19th-century innovators,

first in Britain and later in the United States. With precision equipment,

large numbers of identical parts could be produced at low cost and with a

small work force.

The system of manufacture involving production of many identical parts and

their assembly into finished products came to be called the American

System, because it achieved its fullest maturity in the United States.

Although Eli Whitney has been given credit for this development, his ideas

had appeared earlier in Sweden, France, and Britain and were being

practiced in arms factories in the United States. During the years 1802-08,

for example, the French émigré engineer Marc Brunel, while working for the

British Admiralty in the Portsmouth Dockyard, devised a process for

producing wooden pulley blocks by sequential machine operations. Ten

men, in place of 110 needed previously, were able to make 160,000 pulley

blocks per year. British manufacturers, however, ignored Brunel's ideas, and

it was not until London's Crystal Palace exhibition of 1851 that British

engineers, viewing exhibits of machines used in the United States to produce

interchangeable parts, began to apply the system. By the third quarter of the

19th century, the American System was employed in making small arms,

clocks, textile machinery, sewing machines, and a host of other industrial

products.

The assembly line. Though prototypes of the assembly line can be traced to

antiquity, the true ancestor of this industrial technique was the 19th-century

meat-packing industry in Cincinnati, Ohio, and in Chicago, where overhead

trolleys were employed to convey carcasses from worker to worker. When

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

(or in effect a "disassembly" line in the case of meat cutters). Stationary

workers concentrated on one task, performing it at a pace dictated by the

machine, minimizing unnecessary movement, and dramatically increasing

productivity.

Drawing upon observations of the meat-packing industry, the American

automobile manufacturer Henry Ford designed an assembly line that began

operation in 1913. The result was a remarkable reduction of manufacturing

time for magneto flywheels from 20 minutes to five minutes. This success

stimulated Ford to apply the technique to chassis assembly. Under the old

system, by which parts were carried to a stationary assembly point, 12 1/2

man-hours were required for each chassis. Using a rope to pull the chassis

past stockpiles of components, Ford cut labour time to six man-hours. With

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 93 man-minutes by the end of April 1914.

Ford's methods drastically reduced the price of a private automobile,

bringing it within the reach of the common man. (see also Index: automotive

industry ) Ford's spectacular feats forced both his competitors and his parts

suppliers to initiate his technique, and the assembly line spread through a

large part of U.S. industry, bringing dramatic gains in productivity and

causing skilled workers to be replaced with low-cost unskilled labour.

Because the pace of the assembly line was dictated by machines, the

temptation arose to accelerate the machines, forcing the workers to keep up.

Such 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.

Effects on the organization of work. The development of mass production

transformed the organization of work in three important ways. First, tasks

were minutely subdivided and performed by unskilled workers, or at least

semiskilled workers, since much of the skill was built into the machine.

Second, manufacturing concerns grew to such size that a large hierarchy of

supervisors and managers became necessary. Third, 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. Mass production also

heightened the trend toward an international division of labour. The huge

new factories often needed raw materials from abroad, while saturation of

national markets led to a search for customers overseas. Thus, some

countries became exporters of raw materials and importers of finished

goods, while others did the reverse.

In the 1970s and '80s some countries, particularly in Asia and South

America, that had hitherto been largely agricultural and that had imported

manufactured goods began industrializing. The 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 industrialized nations. Many large manufacturers in the United

States and elsewhere therefore began "outsourcing"--that is, having parts

made or whole products assembled in developing nations. Consequently,

those countries are rapidly becoming integrated into the world economic

community.

Mass production (also called flow production or repetitive flow

production) is the production of large amounts of standardized products on

production lines. It was popularised by Henry Ford in the early 20th

Century, notably in his Ford Model T. Mass production is notable because it

permits very high rates of production per worker and therefore provides very

inexpensive products. Mass production is capital intensive, as it uses a high

proportion of machinery in relation to workers. With fewer labour costs and

a faster rate of production, capital is increased while expenditure is

decreased. However the machinery that is needed to set up a mass

production line is so expensive that there must be some assurance that the

product is to be successful so the company can get a return on its

investment. Machinery for mass production such as robots and machine

presses have high installation costs.

One of the descriptions of mass production is that the craftsmanship is in the

workbench itself, not the training of the worker; 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. This is the specialized capital required

for mass production; 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

Mass production systems are usually organized into assembly lines. The

assemblies pass by on a conveyor, or if they are heavy, hung from an

overhead monorail.

In a factory for a complex product, rather than one assembly line, there may

be many auxiliary assembly lines feeding sub-assemblies (i.e. car engines or

seats) to a backbone "main" assembly line. A diagram of a typical mass-

production factory looks more like the skeleton of a fish than a single line.

This is also used in food manufacturer to produce foods continuously.

Characteristics of mass & flow production

(A) Special purpose machines and product type layout:

Special purpose machines are used and the plant assembly stages are laid out

on the basis of product layout, the layout-by-sequence.

(B) Lesser flexibility in production schedules

Interruptions due to breakdowns and absenteeism seriously affect production

as stoppage of one machine usually disturbs the working of other machines.

Systematic maintenance and “provisioning of stand-by operators” are,

therefore, two major management functions.

EXAMPLE OF MASS PRODUCTION SYSTEM

Flow production involves a continuous movement of items through the

production process. This means that when one task is finished the next task

must start immediately. Therefore, the time taken on each task must be the

same.

Flow production (often known as mass production) 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. Some of the big brand names that have consistently high demand are

most suitable for this type of production:

Heinz baked beans

Kellogg’s corn flakes

Mars Bars

Ford cars

ADVANTAGES

Flow production is capital intensive. This means it uses a high proportion of

machinery in relation to workers, as is the case on an assembly line. The

advantage of this is that a high number of products can roll off assembly

lines at very low cost. This 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.

DISADVANTAGES

The main disadvantage is that with so much machinery it is very difficult to

alter the production process. This makes production inflexible and means

that all products have to be very similar or standardized and cannot be

tailored to individual tastes. However some “variety” can be achieved by

applying different finishes decorations etc at the end of the production line.

PROCESS PRODUCTION

Process production is characterized by tile manufacture of a single product

produced and stocked in the warehouses awaiting sales. The flexibility of

such plants is almost zero as only one type of product can be produced in

such plants. Typical examples of such plants are sugar, steel, cement, paper,

coke, refineries, etc.

Characteristics of process production: -

(A) Special purpose machines with built-in controls

The layout of plant, shape and size 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. Special purpose machinery and

equipment with built-in controls to measure output and regulate input are

employed to suit the needs.

(B) Highly mechanized materials handling

Materials handling is highly mechanized. Conveyor system and automatic

transfer machines move materials from one stage to another.

JUST-IN-TIME PRODUCTION SYSTEM

(JIT)

Introduction: Just in Time manufacturing is a systems approach to

developing and operating a Production System. It is based on the total

elimination of waste. JIT is not a new concept. It has been part and parcel of

the Japanese 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.

Critical Elements in JIT manufacturing

Partnerships

In the past companies were capable of remaining independent and

competitive when they had the capability and resources necessary to produce

a product. This is no longer possible. As technology increases in complexity,

companies overcome capital limitations or labor intensive requirements by

becoming dependent on suppliers to provide services. Many services and

Original Equipment Manufacturing (OEM) suppliers have evolved as the

result. Companies now appreciate that long-term success relies on the

quality of the customer-supplier relationship established so that they will

develop successful partnerships. Hence, successful partnerships require the

development of mutually beneficial programs.

Contracts Supporting Partnerships

By ensuring fair and equitable contracts, many of the problems in

developing customer-supplier relationships are overcome by JIT

manufacturers. The goal of JIT is to make long-term contracts with

suppliers. Long-term contracts usually extend for one or more years and can

consist of one or more part requirements

Integrated Process Control (IPC)

In most cases, the typical goals of manufacturing consist of meeting

production schedules, cost projections, and product specifications. However,

two key points are usually overlooked: optimizing the production process

and meeting customer requirements concurrently. The company must be

aware of changes in requirements and continually improve the production

process. Integrated Process Control (IPC) achieves the goals of JIT

manufacturing by optimizing production to meet both manufacturer and

customer requirements. In IPC, two concepts control the process of

continual improvement.

Goals

Secure a steady flow of quality parts.

Reduce the lead time required for ordering product.

Reduce the amount of inventory in the supply and production pipe lines.

Reduce the cost of purchased material.

Objectives

Improve purchasing efficiency.

Improve quality and delivery performance of suppliers.

Isolate factors that influence the cost of material.

Remove unnecessary cost factors in the materials supply system.

Tactics

Regard suppliers as an extension of the internal manufacturing process and

cultivate them as long term business partners.

Establish long term purchasing and supply commitments.

Improve communication with suppliers.

Involve suppliers in early stages of new product planning.

Use supplier expertise to improve design manufacturability and reduce

product cost.

Quality for JIT

Quality is an integral part of a JIT program. Quality control concentrates on

quality at every stage of manufacture including the purchase of raw material.

To increase the supplier quality two methods are used in a JIT system;

supplier quality engineering (SQE) and receiving inspection (RI).

Supplier 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. Receiving inspection

provides an inspection service for purchasing.

Planning the production process

A valuable tool in planning the production process is to isolate and define

the elements that make up a production system as building blocks.

Performance measures

To achieve continued improvement, a company must measure the

performance levels of its smallest processes against its optimum values. This

is accomplished by having performance measures visible to all levels in a

company. The use of control charts is one of the best ways to show the

collected performance measures.

CREMICAThe CREMICA Group, a widely diversified food products company from

India, is an acknowledged frontrunner in both food retailing and food

services industry. Established as a small enterprise by Mrs. Bector, a

passionate food enthusiast, three decades ago, the group has today

metamorphosed into a huge food products conglomerate.

The Group 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.

This 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.

We have a similer success story about The CREMICA group. It was

established in 1978 by Mrs. Rajni Bector turning her passion for Ice Cream

making (also her hobby) into a small backyard enterprise. She established

the CREMICA group today a widely diversified food products and services

company with an annual sales figure of Rs. 400 Crores, growing at the rate

of 30 per cent per annum. In the course of the past two decades, the

CREMICA 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.

Mrs. Bector’s Food Specialities Ltd., is a part of Cremica Group. Cremica, 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.

Today, Cremica is known for its unique recipes, health oriented ingredients

and state- of- the art standards.

Unleahing her own story, Mrs Bector said, “I started the business as a hobby

and sold kitchen-made ice creams at a very small scale. My hobby converted

in a profession when I saw the liking of my ice creams at a stall I had put for

a Diwali Melas in the late 1970s.Although I had no formal training, the

recipes were a runaway success. In 1982, with a small investment of 300/-, a

small unit was set up at home. We produced only ice creams and puddings

in the first year. Later the company ventured into the biscuits, breads and

condiment business.”

Today, Cremica group does sales of over Rs.400 crore (Rs.4 billion) 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.

Cremica is an approved supplier of bakery and liquid products to World’s

largest fast food giants “Mc Donald’s”. Its products are also on the approved

list of Canteen Stores Department, which caters to the requirements of

Indian Armed Forces. It is also a major supplier to Indian Railways, Super

Bazaars, Big Bazaar, Vishal Mega Mart, Reliance, Pizza Hut, Cafe Coffee

Day, Barista, Papa John’s, United Nations (World Food Programme), Jet

Airways to name just a few.

Cremica manufactures high quality Biscuits, Bread and Buns,

Confectioneries, Indian Gravies /Curries, Tomato Ketchup, Sauces,

Mayonnaise, Thousand Island, Spreads, Syrups, Toppings, Salad Dressings,

Biscuits, Bread & Buns, Ice-Cream, Confectionery and Indian Snacks, Fruit

& Flavored syrups for Milk and thick shakes, Ice Creams and Desserts etc.

While talking about the source of inspiration as an entrepreneur, she said,

“Entrepreneurship came naturally to me. After all entrepreneurs is only a

person who manages things by his/her 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.

This indefatigable pursuit to create the best products has seen Cremica rise

to where it is today. Gradually 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. But 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.”

The company was incorporated as 50:50 joint ventures with the Quaker Oats

Company of U.S.A a Fortune 200 company. This project has been set up to

produce liquid products such as, Tomato Ketchup, Mayonnaise, Tartar &

Sandwich Spreads, Milk shake Syrups and Ice cream Toppings mainly for

Mc Donald’s requirement in India and for the neighboring countries. The

plant has been operational from Oct. 1996. Quaker Oats Company withdrew

from the joint venture in 1999-2000 and the name of the company changed

from Quaker Cremica Foods (P) Ltd. to Mrs. Bector Food Specialities (P)

Ltd. then company started institutional & retail market in addition to Mc

Donald. In the year 2001, the company was converted into public limited

company. Today the group operates India’s largest tomato ketchup line and

is country’s largest producer of ketchup portion packs capable of packing

2.5 million sachets per year! These high quality products have made a mark

and are even exported to Europe Africa, Middle East, US and Australia.

The top of the line quality offered by CREMICA represents a key

component of the value proposition. Setting aside Indian standards, the

group has established a quality assurance department that is responsible for

the implementation of GMP guidelines, online inspection of products,

analysis of all raw materials and testing of finished products. To facilitate

this, the group has set up a fully equipped laboratory geared to handle even

microbiological analysis. And to maintain the highest standards in food

safety, the group has adopted the HACCP Standards, which is certified by

the NSF of USA.

HISTORY

The CREMICA Group was established in 1978 by Mrs. Rajni Bector.

Turning her passion for ice cream-making (also her hobby) into a small

backyard enterprise, she established the CREMICA Group — today a widely

diversified food products and services company with an annual sales figure

of INR 1 billion, growing at a rate of 30 per cent per annum.

In the course of the past two decades, The CREMICA 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. This gives the Group a critical edge in the market,

enabling it to entrench itself as a leading supplier to global and Indian food

giants like McDonalds, Pizza hut, Cafe Coffee Day and BARISTA, to name

just a few.

PRODUCTS

BLUE CURACAO

When it is time to stir up the passion, it's

the time for Capree. These Cocktail Syrups

can bring exotica to simple drinks: soft,

hard, cold or hot. The variety offered is

wide, really wide. Stock up your bar and

add flair to your fare. Cheers!

ITALIAN DRESSING

If customer have a taste for finer things in

life, definitely relish the subtle blend of

flavours in our salad dressings. A

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.

Mild Tandoori Dip

Make snacking more fun! Serve our irresistible dips

with crackers and crunchy veggies for that tongue

tickling taste. Choose from a range of spicy to mildly

flavoured dips and enjoy your snacks.

Simply Jammy

Sweet spreads for your early morning slice,

available in delicious fruity flavours.

Sinful Delights

For the food lovers, plain is boring. When

you want

exotic desserts, sin a little. Lace them with

our Dessert Toppings and see how they

transform from soulfully simple to excitingly

exotic. Go on, satisfy your urge. Have a little

splurge. Specially recommended for the ice

creams, flans, tarts, shakes or whatever is

your favourites.

Spicy Tamarind Sauce

Add dash of tongue tickling Indian flavours to

your snacks with our spicy and tangy ethnic

sauces. Full of rich and complex aromas, these

sauces are as authentic as your homemade

chutneys.

Vegetarian Mayonnaise

If you are in a mood for

good food, our range of rich mayos will meet your

aspirations. Available in several deliciously flavoured

variants; from Thousand Island to Chunky Mint, our mayos are 100%

vegetarian, cholesterol free and trans fat free.

Cookies Biscuits

Some enriched with cashewnuts and

dates, some with butter and some with

coconut. Crisp and crumbly, they are the

old favourites of children and aged alike.

And when it comes to Marie, it’s an all

time favourite to go with Tea, You and

Me.

Cream Biscuits

The 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.

1.1 Glucose Biscuits

This range of Glucose Biscuits,

enriched with glucose, milk and

just the right amount of extra vitamins,

include the Premium and the Milkies

variety. Take a munch and get the

extra punch.

Baking Powder

Indulgent gran'ma, pampering mom, and

now its your turn. Our range is complete

to adorn your table with par excellent

desserts and cakes, grills, soups and

sandwiches. Honestly, custards and

jellies were as much a favourite then —

as they are today.

Black Pepper Yoghurt

We know you are bored with your chips.

So spice them up with one of our

interesting Chip Dips. A hint of mint, hot

and spicy salsa and tangy sour

cream….you have a choice so wide, that

you can literally start feasting on chips

from now on.

Peppy Snacks

The spicy range of hot and crisp snacks can

have anyone yearning for more. Irresistible

till the last bite. Stock up all, because you

never know which one you get hungry for…

Chilli Sauce

When did you last smack your lips? Try

our sauces and get back into the habit.

They are a wow! The lip smacking taste of

Tomato Ketchup, the tanginess of the

Mustard Sauce and the peppiness of the

Salsa Mexicana with all the peppers and

chillies in it will have you tango with your

favourite food.

Breads & Bunds

Who can resist the wafting aroma of freshly

baked breads? McDonalds couldn't when it

came to buns made by Cremica. And so

would you not be able to. Crisp rusks, soft

buns and well textured bread are the

hallmark of Cremica bakery.

Biscuits Crackers

Savour the taste of our salty biscuits. They are an anytime favourite of one

and all. Crunch ‘em, munch ‘em, and get into the mood.

1.2 Ready To Eat

We’re ready, when you are. For a quick delightful Indian feast, all you need

is our assortment of ready to eat dishes.

1.3 Traditional Indian Curry

Indian gravies have wowed the world with their perfect blend of hot and

spicy flavours. The 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. You can now quickly prepare the

celebrated Indian curries and treat your taste buds to perfection.

1.4 Bread Spreads

Get a taste of our yummy bread spreads. Our spreads outclass plain butter

when used for sandwiches, footlongs, hotdogs and burgers. Take our word

for this…because this is what some of the best-known fast food chains think.

1.5 Karvanda Fruity Favorites

Yummy spreads packed with the goodness of fruits and flavours that will

leave you asking for more.

Other products & services we offer

Fruity Favourites

Crackers

Savour the taste of our salty biscuits. They are an anytime favourite of one

and all. Crunch ‘em, munch ‘em, and get into the mood.

Cream Biscuits

The 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.

Cookies Biscuits

Some enriched with cashewnuts and dates, some with butter and some with

coconut. Crisp and crumbly, they are the old favourites of children and aged

alike. And when it comes to Marie, it’s an all time favourite to go with Tea,

You and Me.

Glucose Biscuits

This range of Glucose Biscuits, enriched

with glucose, milk and just the right

amount of extra vitamins, include the

Premium and the Milkies variety. Take

a munch and get the extra punch.

CREMICA’S SERVICES

CREMICA has emerged as India’s largest player in the food services

business through its unparalleled expertise in product development,

ingredient substitution and product customization. With an extensive

industry experience spanning three decades, CREMICA 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.

CREMICA assists its customers succeed in the marketplace by helping them

develop new products, substitute ingredients with local alternatives and

reformulate existing products. The 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 R&D capabilities, its team of experienced food technologists and its

plants, which are specifically designed for food service applications.

SERVICE

CREMICA has emerged as India’s largest player in the food services

business through its unparalleled expertise in product development,

ingredient substitution and product customization. With an extensive

industry experience spanning three decades, CREMICA 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.

CREMICA assists its customers succeed in the marketplace by helping them

develop new products, substitute ingredients with local alternatives and

reformulate existing products. The 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 R&D capabilities, its team of experienced food technologists and its

plants, which are specifically designed for food service applications.

 

  

 

  

1 Customer Groups Serviced

Coffee Chains

Pizza Chains

Sandwich Chains

Ethnic Chains

Food Retail Chains

Hotel Groups

Airlines

CREMICA’s Key Innovations in the Food Services Business

Developing Vegetarian Burgers and Vegetarian Mayonnaise for

McDonalds

Creating Imli and Mint Chutneys for McDonalds

Creating the Makhni Gravy for Pizza Hut

Developing Curry Bread for McDonalds

Developing types of Choco Sauces

Ingredient substitution for Syrups at BARISTA

Evolving solutions for the Soft Serve industry

Development of a variety of retail and institutional packaging options

CLIENTS OF CREMICA

http://www.mrsbectorfoods.com/our_customer.html

SWOT ANALYSIS OF CREMICA

STRENGTHS OF CREMICA

1. Largest player in biscuits industry.

2. Rapidly progressing company.

3. Innovative flavours.

4. Consistent in quality and unmatched expertise.

5. Started exporting.

WEAKNESS OF CREMICA

1. Higher in prices & less in quantity.

2. Short range.

3. Less advertisment.

4. No extra schemes.

OPPORTUNITIES FOR CREMICA

1. Large demand.

2. Can grow high by advertising.

3. Increase income of people.

4. L.p.g

THREATS FOR CREMICA

1. High transportation cost.

2. Strong competition.

3. Prone to junk foods.

OBJECTIVES OF THE STUDY

To study the production process of Cremica industry.

To study the products and business of Cremica biscuits.

To gain information about creamica industry.

To study the product profile of Cremica industry.

NEED OF THE STUDYCremica industry Product has one factory at Phillaur in Punjab manufactures

biscuits. The factory at Philluar and Ludhiana are the largest such

manufacturing facilities in Punjab. This factory is located at strategic

locations, so as to ensure a constant output and easy distribution. Each

factory has state-of –the- art machinery with automatic printing and packing.

All Cremica product are manufactured under the most hygienic conditions.

Great 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. Every batch of biscuit and confectionaries are

thoroughly checked by expert staff, using the most modern equipments.

This study helps to understand the products process at Cremica industry and

gain knowledge about production process of biscuits.

RESEARCH METHODOLOGY

RESEARCH DESIGN AND METHODOLOGY

Description of Research Design

Research 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.

Exploratory Research

To study the, “Production Process of Cremica Industry” I had undergone

exploratory research. For carrying out exploratory research, two approaches

were adopted, these are:-

1. Literature Survey

2. Experience Survey

1. Literature Survey:- It is the quickest and most economical way of doing

research. Under this, one is to review the work of fellow researchers in the

field who had been these before. After this, I made a through search of

secondary source of information such as: [a] Books [b] Company records [c]

Newspapers/Magazines [d] Trade Journals [e] Websites.

2. Experience Survey:- 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 Cremica

industry. Through a series of structured and unstructured interviews, these

persons were requested to give their views and options on the various

aspects.

SOURCES OF DATA

Data may be obtained either from primary or from secondary sources. A

primary is one that itself collects the data and secondary source is one that

makes available data which was collected by some other agency. Various

books, company’s records, newspapers, internet etc. were used for collecting

data.

SAMPLING PROCEDURE

Sampling procedure is adopted when secondary data are not available for the

problem under study. As my study was mainly on secondary data and it was

easily available to me. Therefore, no sampling procedure was applicable.

THE BISCUIT MAKING PROCESS IN COMPANY

MIXING: This is a process where all ingredients are  put together  in right

proportion for dough formation. These ingredient are then fed into Mixers

where mixing is done and dough is prepared for molding .Major ingredients

are flour , fat ,sugar and others as per the product one would like to have.

MOULDING: In this section we laminate the dough into sheet which then

passes down to gauge rollers and sheet thickness achieved for cutting. Here

we have a cutter or a molder as per the variety where one gets the shape and

sizes of biscuits.

BAKING: This is the area where we pass these moulded wet biscuit into

baking oven .The biscuits are baked on desired temperatures .Various type

of heating are available now days as per the convenience and cost .Different

type ovens are available

COOLING: These baked biscuits are then passed on to cooling conveyors

for natural cooling prior to packing .The temperatures are brought down to

room temperatures

PACKING: These biscuit are then stacked and fed into packing machine for

packing. Different packing material are available for packing of these biscuit

in different packs .slug packs , pouch pack or family packs etc. These packs

are then put into secondary packaging like cartons to be transported to

retailers.

METHODS OF MIXING:

This is a process where all ingredients are  put together  in right proportion

for dough formation. These ingredient are then fed into Mixers where

mixing is done and dough is prepared for molding .Major ingredients are

flour, fat, sugar and others as per the product One would like to have.

Mixing can be done in One stage, two stage or three stages. One stage or all

in One  is type of mixing where all ingredients and water are

added once. Mixing is allowed till satisfactory dough is prepared .Normally

this type of mixing is used for hard Dough.

Two - Stage mixing :

Creaming : All ingredients are added with water and mixed 4-5 minutes

except for flour

2nd stage :Flour  with chemicals are then mix with the creaming product to

form a consistent dough .

Three stage mixing :

Stage One : fat , sugar  with  other ingredient like milk, chocolate, malt ,

honey etc are mixed and cream is prepared with portion of water.

Stage two: Salt , chemical and flavours with colors are mixed with water.

Stage three : Flour  with water is then added to the prepared cream and

mixed till satisfactory dough is prepared .

Mixing process  have following characteristics which  have be monitored for

better result method.

Mixing time : Normally any mixing could be achieved  within 15-25

minutes Much depends on mixing  speed of mixer , flour characteristic's or

temperatures required for dough.

Dough Temperatures: Very important factor  the temperature ranges

between 35 deg c - 42 deg c  as per biscuit variety .

Dough consistency: This is  done manually by checking dough and

stretching the dough it should not break neither should it be so elastic. These

methods are mastered by bakers by trial and error method. For cracker

variety  dough are had additional ingredient yeast and dough are kept

for 10- 24 hrs .

PROCESS DESCRIPTION

Reception (Material arrival and analysis):

Cremica has laid down their standard specification as per Mrs. Bector for all

raw materials, chemicals and packaging materials. After arrival of material,

samples are taken and analyzed in Quality Control Laboratory. After testing

if the material is in the range then it is accepted and unloaded otherwise

rejected and sent back to the party.

Mixing Section(Sifting and mixing):

All ingredients including maida are shifted through fine mesh. Normally 40-

70 meshes are used in sifter. After sifting, batch is prepared and mixed in

high speed mixer or in vertical mixer.

Production Section:

After 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. After passing through metal

detector dough is rolled by big roller and passed through rotary moulder

ehere exact shape of biscuit is given. The weight of raw biscuit is noted

down and matched with standard weight required for the process.

Then these raw biscuits are passed through tunnek type baking oven of

varying length and temperature. It takes approximately 4 minutes for proper

baking.

Biscuits are baked in ovens and after baking, are cooled on cooling

conveyors. One 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 & the total

biscuit are discharged separately and rejected. Otherwise, after OK signal by

metal detector, biscuits are automatically lined up by the machine known as

stacker. The final moisture content in the biscuit is ranging from 2 to 2.5%.

Packaging Section:

After stacking, biscuit are automatically fed to the packing machine without

touching by hands. Biscuits are packed in already printed thick wax paper.

Then desired number of packets are further packed in poly bags and finally

in cartoons.

Quality Assurance Section:

Final product is then checked chemically and organolaptically for

maintenance of quality.

LIMITATIONS OF THE PROJECT

Analysis is only a means and not ends in itself. The analyst has to make

interpretation and draw his own conclusion. Different people may interpret

the same analysis in different ways.

The employees of the production department were not interested in giving

their knowledge of production process.

Managerial 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.

Time for research was very much short to study the organization in detail.

RECOMMENDATIONSMarket potential of the Creamica is much positive in competitive era and

will sure cover the maximum market share of biscuit product. Potentiality of

any product depends upon the futuristic performance of the product. it

depends that how much retailers have potentiality to be permanent seller of

Cremica.

For 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.

These factors are following:

Scheme delivery should in perfect determining time.

Some places distributors not able to cover his particular area. That should be

improved.

Scheme facility should be regular as much as possible.

Small pack also should be in the market.

Always collect the views of retailers. It gives psychological effect on the

retailers about careness by manufacturing company.

These factors are very important for the organization. If company is able to

improve these all factors then definitely its market share will more increase.

So potentiality is very high to Cremica biscuit in positive direction.

CONCLUSIONAfter going thick on the thing, now time is to make a complete picture.

While making a product a SKU (Stock Keeping Unit) of the shop retailers

think about the GMROI (Gross Margin Return On Investment) and they

promote the brand which provide them highest. They expect return in the

form of profit margin, company schemes, window display and references of

the shop. Among these, company schemes make the differences and are the

highest source of motivation after profit margin. Retailing demands a

constant push from the company.

Marketer needs to use advertising and brand building strategies to address

the discerning buyers and retail push to in different buyers. The

manufacturer should understand consumer behavior because retailers can't

help quality and price. It is only up to dealers said it is demand they sell

Britannia 42% agree that at retail shop it is brand popularity, which

determine the purchase of biscuit.

There 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. There should be feeling of belonging to the company in inner of

the retailers. Setting values club for retailers so that they may exchange

views with the company and help in understanding consumer behavior.

BIBLIOGRAPHY

Aswathapa K. & Surindhara Bhat K. (2011), “Production and Operations

Management”, Himalaya Publishing House

Kothari C.R. (1990), “Research Methodology”, Wishwa Prakashan, 1990, 6 th

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Mahadevan B. (2010), “Operations Management: Theory and Practice”,

Pearson Education India.

Asbjorn Rolstadas (1995), Performance Management: A business process

benchmarking approach, Performance planning to ensure achievements,

published by chapman and hall, p 118-119

Cecil C. Bozarth, Robert B. Handfield (2008), ‘Introduction to operations

and supply chain management’, second edition, ‘Operations Management’,

Ch: 1, pp5

Cecil C. Bozarth, Robert B. Handfield (2008), ‘Introduction to operations

and supply chain management’, second edition, ‘Operations Management’,

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Cecil C. Bozarth, Robert B. Handfield (2008), ‘Introduction to operations

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52

Source: Cecil C. Bozarth, Robert B. Hand field, 2008, Introduction to

operations and supply chain management, Ch 12, p 378

Peter Bolstroff, Robert Rosenbaum (2003), Supply Chain Excellence,

Initiating the opportunity analysis, Fish bone diagram, , Ch: 10, p 124-128

http://www.mrsbectorfoods.com/about_us.html

http://www.mrsbectorfoods.com/products.html

http://www.indiamart.com/cremica-group/products.html

http://www.mrsbectorfoods.com/our_customer.html

http://www.mrsbectorfoods.com/breads_buns.html

http://www.smallenterpriseindia.com/index.php?

option=com_content&view=article&id=782:the-success-story-of-cremica-

group&catid=68:women-in-business&Itemid=99

http://en.wikipedia.org/wiki/Production_and_Operations_Management