Project on Namkeen Industry

1. ACROPOLIS INSTITUTE OF
TECHNOLOGY & RESEARCH
Session : 2017 - 2019
Submitted to- Submitted by-
Prof. Juhi kamakoty Apurv Joshi

2. NARSINGH PVT. LTD. CO

3. CONTENT
 PRODUCT
 INTORDUCTION
 PRODUCTIVITY MANAGEMENT
 QUALITY MANAGEMET
 SEQUENCING
 SHCEDULING
 VENDOR MANAGEMENT
 INVENTORY MANAGEMENT
 OPERATIONAL CHALLENGES FACE BY COMPANY

4. PRODUCT

5. INTRODUCTION
It was started in 1990 . They provide a huge variety of namkeen and it has
become a popular brand now which is Narsingh Ke Namkeen .
Narsingh ke namkeen Is owned by G.I SHARMA .
They have 7 branches or outlet in Indore . And one in dewas , Ujjain & dhar
in MP .They also have there branches in Rajasthan , Gujarat & Maharashtra
and also they export there namkeen .

6. PRODUCTIVITY MANAGEMENT
Productivity describes various measures of the efficiency of production. A
productivity measure is expressed as the ratio of output to inputs used in the
production process, i.e. output per unit of input. Productivity is crucial factor in
production performance in firms and nations.
WAYS TO INCREASE PRODUCTIVITY
1. Examine the existing work flow. The first step is all about indentifying pain
points in their current work flow.
2. Update business process
3. Invest in continue employee education
4. have realistic expectations
5. Get smarter machining tools
6. Invest in maintenance
7. Stay organized
8. Encourage collaboration

7. QUALITY MANAGEMENT
BASIC CONTENTS OF THE QUALITY POLICY ARE :
Utmost satisfaction of clients expectations
Innovative, cost and time effective services
Consistent and continuous quality improvement
Fulfillment of defined quality objective targets
Develop the organization as an international centre for excellence
Continuous revaluation of market to explore challenging area of operation

8. SEQUENCING
•Prioritize jobs assigned to a resource
•If no order specified use first come first serve
OTHER SEQUENCING RULE :
FCFS - first come first serve
LCFS -last come first serve
DDATE - earliest due date
CR - smallest critical ratio
LPT - longest processing time

9. SCHEDULING
ALLOCATION OF THE RESOURCES
SHOP FLOOR CONTROL
MAKING MAXIMUM USE OF THE PLANT AT MINIMUM POSSIBLE COST
ENSURE THAT THE NEEDS OF THE MANPOWER ARE OPTIMUM
DETERMINATION OF THE SEQUNCE OF THE JOBS

11. VENDOR MANAGEMENT
A. GET ACCURATE ITEM SPECIFICATION
B. WRITE A VENDOR COMPLIANCE MANUEL
C. ESTABLISHED GOOD VENDOR RELATIONSHIPS
D. USE VENDOR SCORE CARDS IN THE REVIEW PROCESS
E. SETUP CORRECTION AND REMEDY PROCEDURE
F. PUSH COMPLIANCE UPSTREAM
G. INVEST IN INFRASTRUCTURE AND GAIN MANAGEMENT SUPPORT
H. HIRE OUTSIDE EXPRETISE WHERE NEEDED
I. USE A ROUTINE GUIDE FOR INBOND FREIGHT
J. DON’T FORGET DROPSHIP CONTROLS

12. INVENTORY MANAGEMENT
I. Physical inventory management simplified
II. Quality management
III. Stream lined work orders
IV. Firm inventory control and compliance with advanced tracking
V. Production planning
VI. Forecast requirements
VII. Master scheduling made easy
VIII.Resource planning
IX. Easier material requirements planning
X. Better capacity requirement planning

13. OPERATIONAL CHALLENGES FACE BY COMPANY
1-Maintaining the right inventory level:-Lack of a real time view of inventory
means you are less then fully confident in your ability to meet customer
demand.
2-Maximizing Production and ensuring high product quality:-The amount of
waste and scrap consumed by your production line can cause frequent
headaches.
3-optimizing inefficient processes-uncertain inventory levels and inconsistent
quality assurance processes create a drag on your overall operational
inefficiency