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Nothing is impossibleTable of ContentsACKNOWLEDGEMENT .......................................................................
Nothing is impossible   Delay in getting DO .................................................................................
Nothing is impossibleACKNOWLEDGEMENTIt is superfluous to express my gratitude to Mr. Kunal Dutta, my Project Supervisor, f...
Nothing is impossibleCERTIFICATE OF ORIGINALITYThis is to certify that the project titled “Optimisation of truck turnaroun...
Nothing is impossibleCOMPANY PROFILE              Shree Renuka Sugars Ltd.At a GlanceSr. No.                 Title        ...
Nothing is impossibleThe company was founded by Narendra Murkumbi and Vidya Murkumbi in 1998, not justdreamers but doers i...
Nothing is impossible                                                          4500 Fig1: Different Plant Location of SRSL...
Nothing is impossibleMilestones crossed by SRSL     2009 : Acquisition of VDI at Brazil.     2009 : Commissioning of a c...
Nothing is impossibleVALUES of the CompanyBELIEF of the Company                                           9
Nothing is impossibleGlobal ScenarioSupply and demandIn 2007-08, global sugar consumption totaled 157.6 million tones vis-...
Nothing is impossible                                                     Sugar Production                                ...
Nothing is impossible                                            1,878                        2,000                       ...
Nothing is impossibleFlowchart1: Process Flow of Sugar refinery (SRSL)                                                    ...
Nothing is impossibleINTRODUCTIONTruck turnaround time is the average time elapsed between a truck‟s arrival at any plant/...
Nothing is impossibleThe suppliers are happy if they can supply the materials as much as possible to the customers byavail...
Nothing is impossibleDispatch system at SRSL, HaldiaIt is fully ex-mill basis; i.e. the buyer engage truck to lift the mat...
Nothing is impossible[D]      Delivery order (DO) issue: -The following steps are followed to issue a DO-      1. Query fo...
Nothing is impossible                       STARTFlowchart2 : Existing dispatch Procedure                                 ...
Nothing is impossibleFig3 : Existing Logistical Layout                                                      19
Nothing is impossibleDATA SOURCE IDENTIFICATIONThe gate register of SRSL contains the IN time and OUT time of each and eve...
Nothing is impossible   1. Intimation of truck no. by Broker via e-mail   2. Referred payment is confirmed/ available, i.e...
Nothing is impossibleTruck turnaround time may differ from one factory to another. It depends on the product and onthe ter...
Nothing is impossiblePROBLEM IDENTIFICATIONPractically, the gate register is depicting a different picture. Following is t...
Nothing is impossibleExperiment 1:The existing process of dispatch- right from vehicle entering in parking area for Delive...
Nothing is impossibleExperiment 2:For a period of one month, number of vehicles reporting to the plant was recorded daily....
Nothing is impossible           60           50           40   Hours           30           20           10           -   ...
Nothing is impossibleOBJECTIVEThe objective of the project is to optimize the truck turnaround time. Where TIME is the sub...
Nothing is impossibleWAITING AT TERMINAL (TP)Terminal waiting time is defined as the time taken by the truck from Main gat...
Nothing is impossibleIssues         1. Incomplete entry of IGP                 Missing particulars, commonly Party name a...
Nothing is impossible          Fig7 : Parking area of SRSL,Haldia - No proper arrangementImplication     1. No idea of exa...
Nothing is impossibleDelay in getting DOExisting System   Step1: A copy of IGP is sent to sales office from the main gate...
Nothing is impossibleIssues         1. Parties are sending trucks without any payment confirmation leading to Truck delay ...
Nothing is impossibleProposed System                      Flowchart4: Proposed DO issue procedureAdvantages  1. Only the t...
Nothing is impossibleWAITING AT QUEUE (TQ)Queuing time (TQ) is defined as the time taken by truck to reach the weigh bridg...
Nothing is impossibleAll this forces the security personnel to make a decision impromptu.Implication   1. Conflict between...
Nothing is impossible                                     Empty                Molasses                                   ...
Nothing is impossibleImplicationAs mentioned above, existing system doesn‟t follow any systematic approach in handling tra...
Nothing is impossibleFig9 : Proposed Logistical Layout                                                      38
Nothing is impossibleWAITING AT LOADING POINT (TL)This is defined as time taken to load the truck after tare-weight is com...
Nothing is impossibleGiven N – loading points, number of vehicles to be allowed for tare-weight should be 2N toavoid any t...
Nothing is impossibleAverage distance between 2 trucks: 2 MtrOptimum number of trucks to be in queue: 200/(8+2) = 20From t...
Nothing is impossibleTwo grades of Sugar are produced namely; M-30 (Medium Grain Size), S-30 (Small Grain Size).Each line ...
Nothing is impossible   1. Demand & Supply factors   2. Seasonal factors   3. Presence of competitors   4. Quality of the ...
Nothing is impossibleEXIT TIME (TEX)Exit Time is defined as the time by the truck to leave the SRSL premise.Various Steps ...
Nothing is impossibleBut, as per step 2, the driver/ helper go for lashing the tarpaulin on the truck after submitting the...
Nothing is impossibleOTHER HYGIENIC FACTORSThis sections deals with other hygienic factor which can further enhance the sp...
Nothing is impossibleCONCLUSIONLoading process is an in-plant logistic activity but its relevance is manifold. At one end ...
Nothing is impossibleThe rectified and alternative systems proposed in this project work can minimize the turnaroundtime t...
Nothing is impossibleANNEXUREAnnexure-I: Questionnaire for Sales Office personnelName:-                                   ...
Nothing is impossibleAnnexure-II: Questionnaire for Warehouse personnelName:-                                             ...
Nothing is impossibleAnnexure-III: Questionnaire for TransportersName:-                                          Organizat...
Nothing is impossibleAnnexure-IV: Data Table-1                                                                            ...
Nothing is impossibleAnnexure-V: Data Table-2                                     No. of Truck                            ...
Nothing is impossibleAnnexure-VI: SOP for Inward Gate Pass                                                          54
Nothing is impossibleAnnexure-VII: Order Confirmation                                                     55
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Project report on truck turnaround time

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It's a original project Report on Truck Turnaround Time By Puspendu Pattanayek.

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Project report on truck turnaround time

  1. 1. Nothing is impossibleTable of ContentsACKNOWLEDGEMENT ........................................................................................................................ 3CERTIFICATE OF ORIGINALITY ............................................................................................................. 4COMPANY PROFILE ............................................................................................................................ 5 Shree Renuka Sugars Ltd. .......................................................................................................................... 5 At a Glance ............................................................................................................................................ 5 Milestones crossed by SRSL ...................................................................................................................... 8 VISION of the Company............................................................................................................................. 8 VALUES of the Company ........................................................................................................................... 9 BELIEF of the Company ............................................................................................................................. 9 Global Scenario ....................................................................................................................................... 10 Supply and demand ............................................................................................................................. 10 Haldia Refinery ........................................................................................................................................ 12INTRODUCTION ............................................................................................................................... 14 Objective ................................................................................................................................................. 15 Methodology ........................................................................................................................................... 15 Dispatch system at SRSL, Haldia.............................................................................................................. 16 [A] Contract with parties/ Brokers: - ............................................................................................ 16 [B] Payment confirmation: - ......................................................................................................... 16 [C] Reporting of trucks at factory gate: - ...................................................................................... 16 [D] Delivery order (DO) issue: - ..................................................................................................... 17 [E] Loading operation: - ................................................................................................................ 17 [F] Paper works and truck release: -............................................................................................. 17DATA SOURCE IDENTIFICATION ........................................................................................................ 20PROBLEM IDENTIFICATION............................................................................................................... 23OBJECTIVE ....................................................................................................................................... 27WAITING AT TERMINAL (TP) ............................................................................................................. 28 Time taken to park the vehicle................................................................................................................ 28 Existing System .................................................................................................................................... 28 Issues ................................................................................................................................................... 29 Implication........................................................................................................................................... 30 Proposed System ................................................................................................................................. 30 1
  2. 2. Nothing is impossible Delay in getting DO ................................................................................................................................. 31 Existing System .................................................................................................................................... 31 Issues ................................................................................................................................................... 32 Implication........................................................................................................................................... 32 Proposed System ................................................................................................................................. 33 Advantages.......................................................................................................................................... 33WAITING AT QUEUE (TQ) .................................................................................................................. 34 Serial order of the Truck to enter ........................................................................................................... 34 Existing System .................................................................................................................................... 34 Issues ................................................................................................................................................... 34 Implication........................................................................................................................................... 35 Proposed System ................................................................................................................................. 35 Congestion at the Weigh-bridge for tare-weight/net weight ................................................................. 35 Existing System .................................................................................................................................... 35 Issues ................................................................................................................................................... 36 Implication........................................................................................................................................... 37 Proposed System ................................................................................................................................. 37WAITING AT LOADING POINT (TL) ..................................................................................................... 39 Coordination Game ................................................................................................................................. 40 Role of Gate Security ........................................................................................................................... 40 Role of Process .................................................................................................................................... 41 Role of Sales Team .............................................................................................................................. 42EXIT TIME (TEX) ................................................................................................................................. 44OTHER HYGIENIC FACTORS............................................................................................................... 46CONCLUSION ................................................................................................................................... 47ANNEXURE ...................................................................................................................................... 49 Annexure-I: Questionnaire for Sales Office personnel ........................................................................... 49 Annexure-II: Questionnaire for Warehouse personnel .......................................................................... 50 Annexure-III: Questionnaire for Transporters ........................................................................................ 51 Annexure-IV: Data Table-1 ...................................................................................................................... 52 Annexure-V: Data Table-2 ....................................................................................................................... 53 Annexure-VI: SOP for Inward Gate Pass ................................................................................................. 54 Annexure-VII: Order Confirmation .......................................................................................................... 55 2
  3. 3. Nothing is impossibleACKNOWLEDGEMENTIt is superfluous to express my gratitude to Mr. Kunal Dutta, my Project Supervisor, for hisinvaluable guidance & industry oriented teaching methods, without which my task on the jobwould not have been materialized.I extend my heartiest thanks to Mr. Yogesh Bhattar and all my colleagues and other seniorpersons who have helped me to carry out this project work.Puspendu PattanayekPlace: -Date: - 3
  4. 4. Nothing is impossibleCERTIFICATE OF ORIGINALITYThis is to certify that the project titled “Optimisation of truck turnaround time in dispatchsystem” is an original work of the student and is being submitted in partial fulfillment for theaward of the Master‟s Degree in Business Administration of Indira Gandhi National OpenUniversity. This report has not been submitted earlier either to this or to any otherUniversity/Institution for the fulfillment of the requirement of a course of study.SIGNATURE OF SUPERVISOR SIGNATURE OF STUDENTPlace: Place:Date: Date: 4
  5. 5. Nothing is impossibleCOMPANY PROFILE Shree Renuka Sugars Ltd.At a GlanceSr. No. Title Description01 Company name Shree Renuka Sugars Ltd.02 Plant location Haldia, Purba Medinipur, West Bengal03 Business Manufacturing and selling of White crystal sugar04 Main Raw material Raw sugar The factory produces the export quality white crystal05 Product information sugar having below 45 icumsa. The sugar is used in our daily consumption. Acquisition of a sugar refinery- VDI at Brazil at the06 International perspective end of 2009.Shree Renuka Sugars Ltd. (SRSL) was not born out of necessity, but the result of a compellingvision to emerge as the most efficient sugar processor and the largest marketer of sugar andethanol in India. 5
  6. 6. Nothing is impossibleThe company was founded by Narendra Murkumbi and Vidya Murkumbi in 1998, not justdreamers but doers in their own right.The combination of dreamers and doers produced enriching result: over last decade, the companyhas emerged among the most exciting proxies of a conventional Indian industry; the company isone of the largest and fastest growing sugar companies in India.SRSL has its corporate office in Mumbai (India) and headquarters in Belgaum (Karnataka). Itscane crashing Operations are located in Karnataka and Maharastra (Munoli, Athani, Havalga andGokak Sugars in Karnataka and Ratnaprabha Sugars in Maharastra). It also operates three leasedfacilities at Arag (Maharastra), Alanda and Raibag (Karnataka).The company Processes India‟s largest sugar refining capacity (4,000 TPD) across twointegrated refineries (1,000 TPD each at Munoli and Athani) and a port based refinery in Haldia(2,500 TPD). 6
  7. 7. Nothing is impossible 4500 Fig1: Different Plant Location of SRSLFig2: Grabbing the International markets 7
  8. 8. Nothing is impossibleMilestones crossed by SRSL  2009 : Acquisition of VDI at Brazil.  2009 : Commissioning of a cogeneration plant in Panchaganga cooperative sugar mill.  2008 : Commissioning of 2,500 TPD port based refinery at Haldia, West Bengal.  2007 : Acquisition of KBK Chem Engineering Pvt. Ltd.  2006 : Acquisition of sugar mill in Sindhkheda and relocated to Havalga, Karnataka.  2005 : Acquisition of Greenfield project at Athani, Karnataka.  2004 : SRSL IPO launched  2003 : Leasing of first co-operative mill.  2002 : Establishment of 250 TPD sugar refinery at Munoli.  2001 : Start os 60 KLPD distillery at Munoli.  2000 : Commencement of 11.2 MW cogeneration plant at Munoli.  1999 : Commencement of production at Munoli.  1998 : Acquisition of the assets of Nizam Sugars ltd.VISION of the Company 8
  9. 9. Nothing is impossibleVALUES of the CompanyBELIEF of the Company 9
  10. 10. Nothing is impossibleGlobal ScenarioSupply and demandIn 2007-08, global sugar consumption totaled 157.6 million tones vis-a-vis 167.2 million tones ofglobal production, creating a 9.6 million tones surplus. In 2008-09, however a reversal of thistrend was seen. According to the Czamikow Research, 2008-09 sugar production is expected toreach 153.5 million tons, down 13.7 million tons from the previous year. The deficit is expectedto be around 7.1 million tons. The world consumption is projected at 160.6 million tons, up 1.9%from 2007-08. WORLD SUGAR (Qty. in Million tons) 180 160 140 120 100 80 60 40 20 0 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 Production Consumption Stocks Chart1: Production, consumption & stock of sugar in the World 10
  11. 11. Nothing is impossible Sugar Production (Qty. in Million tons) Cuba Australia Former Soviet union Thailand US 2007-08 China 2008-09 India EU27 Brazil 0 5 10 15 20 25 30 35 40 Chart2: Production of sugar in last two seasonsThe dramatical changes in global sugar market helps SRSL to make a significant revenue. Thefollowing charts are depicting the picture clearly. 9257 10000 8000 Rs. in Million 6000 2682 4000 2000 0 Quarter ended 31.12.09 Quarter ended 31.12.08 Chart3: Comparative assessment of revenue from Sugar 11
  12. 12. Nothing is impossible 1,878 2,000 1,800 1,600 1,400 Rs. in Million 1,200 1,000 800 600 400 (40) 200 - -200 Quarter ended 31.12.09 Quarter ended 31.12.08 Chart4: Comparative assessment of PBIT from SugarHaldia RefineryHaldia refinery unit is the flagship of SRSL. The Haldia refinery unit is strategically placed toservice domestic and export markets. It imports raw sugar to sell locally after refining, refineslocal raw sugar to sell internationally, and imports and re-exports to address the demand forwhite crystal sugar.It is the largest standalone sugar refinery in India with installed capacity of 2500 MT/Day. It iscapable of meeting 75% requirement of Sugar of West Bengal. The Refinery is 100% dependenton Haldia port for Raw materials import. 12
  13. 13. Nothing is impossibleFlowchart1: Process Flow of Sugar refinery (SRSL) 13
  14. 14. Nothing is impossibleINTRODUCTIONTruck turnaround time is the average time elapsed between a truck‟s arrival at any plant/ facilityand its departure from the same. This is an indicator of the efficiency of receiving and shippingprocesses. This also directly affects freight carrier‟s profits on organisation. Thereby it becameeasier to the organization to avail the trucks according to requirement.We are living in the age of technology. Our surrounding environments are growing fast. We haveto speed up ourselves for make a proper harmony. Now we can communicate with others fromanywhere in the world within a fraction of second. Business environment is also becoming morecomplex and competitive. We have to serve better and faster than others to win the race.TIME is the most crucial factor in the success of our life. We must have to do the right job atright place and at right time.In transport economics, the value of time is the opportunity cost of the time that a traveler spendson his/her journey. In essence, this makes it the amount that a traveler would be willing to pay inorder to save time, or the amount they would accept as compensation for lost time.Production is meant for dispatch. If we cannot dispatch the produced goods to the customers atthe right time it will be meaningless. If the truck turnaround time cannot be optimized, the buyerwill be less interested to lift the material from the vendor. That will cause a loss to the vendor. 14
  15. 15. Nothing is impossibleThe suppliers are happy if they can supply the materials as much as possible to the customers byavailing the required quantity of trucks easily. The customer is delighted if he gets his materialwithout bearing any detention charge. The transporter is delighted if he can recycle the trucks asmuch as possible. The truck drivers and helpers are happy if they can earn more money bygetting more trips. All these are possible only by optimizing the truck turnaround time.ObjectiveThe objective of the project is “Optimization of truck turnaround time in dispatch system”.The project deals with all factors affecting truck turnaround time in final goods dispatch.Detailed study of existing systems and processes helps in understanding the integrities of thesubject matter and new systems are proposed to achieve the above mentioned objective.MethodologyThe scope of the study is all ex-mill dispatches to domestic customer which starts fromReporting of trucks at parking area to final release of truck from the Gate after invoicing. 1. Data Source identification – Understanding the existing framework 2. Data collection – Breaking the chain into small sub-processes and collecting data at individual level. Collecting information from the ground level officers and data records 3. Data analysis – Identifying root cause, Coming up with meaningful inferences & focusing on the objective of the subject. 4. Proposing new system vis-a-vis the existing ones. 5. Concluding with other hygienic factors which can further enhance the study made. 15
  16. 16. Nothing is impossibleDispatch system at SRSL, HaldiaIt is fully ex-mill basis; i.e. the buyer engage truck to lift the material and all the transportresponsibilities goes to the buyer outside the factory premises. The total dispatch operationincludes the following core activities-[A] Contract with parties/ Brokers: -SRSL sales it maximum sugar through its authorized Kolkata based 6 (six) brokers. The Salesmanager makes deal with brokers for a specified quantity in a specific terms and condition andthe brokers contact with the interested parties. They send a list of interested buyers. The salesmanager circulates the deal number to the broker. All the transactions and communications aremade with reference to this deal number.[B] Payment confirmation: -Customers directly make the payments at SRSL‟s bank account at HDFC Kolkata Branch. Thenthey inform the payment details- cheque/ RTGS/ fund transfer no. to the broker with whom theymake the deal. The brokers intimate the same to SRSL through e-mail. On the basis of thisinformation the accounts department of SRSL give clearance of the respective payment if it iscredited in SRSL bank account.[C] Reporting of trucks at factory gate: -The customers send trucks to SRSL factory to lift their material. They intimate the truck numberalong with its related payment details to SRSL sales office through the respective broker. Thedrivers/ helpers come to sales office and make query for DO. 16
  17. 17. Nothing is impossible[D] Delivery order (DO) issue: -The following steps are followed to issue a DO- 1. Query for DO by drivers/ helpers/ transporters, 2. Checking of truck number in e-mails sent by brokers, 3. If it is found in mail, check whether the respective payment is confirmed by the accounts department or not. 4. Issue the DO to the trucks having confirmed payment.[E] Loading operation: - After receiving the DO the truck wait at the parking area to enter inside the factory Make a queue in front of the weighbridge Tare weight and sent to loading point Trucks are loaded either by direct belt line of packing section or by labour from warehouse Loading complete and sent to weighbridge for Net weight Park the loaded truck at road and lashing done by driver and helper[F] Paper works and truck release: -The driver / helper submit the counter part of DO received from the Warehouse office to theSales office. Sales office prepares the invoice and gate pass and release the truck. 17
  18. 18. Nothing is impossible STARTFlowchart2 : Existing dispatch Procedure 18
  19. 19. Nothing is impossibleFig3 : Existing Logistical Layout 19
  20. 20. Nothing is impossibleDATA SOURCE IDENTIFICATIONThe gate register of SRSL contains the IN time and OUT time of each and every trucks. It is themaster data source for this project work. From the gate register the data of total truck turnaroundtime of 50 trucks randomly taken from different dates. It is found that average time is 12 hrs. pertruck where as in neighboring factories like- MCPI, HPL, etc it is approximately 4~5 hrs. Avg turnaround time Neighbouring factories (Hrs) ** MCC PTA India Corp Pvt Ltd., Haldia 4.20 Haldia Petrochemicals Ltd.,Haldia 4.00 Exide Industries Ltd.,Haldia 3.60 Dhunseri Tea & Petrochemicals Ltd., Haldia 5.00 Gokul Refoils & Solvent Ltd., Haldia 4.80 Ruchi Soya Industries Limited, Haldia 5.50 Tata Chemicals Ltd., Haldia 3.80 Hindustan Unilever Ltd., Haldia 4.50 Table-1 : Avergae turnaround time in neighbouring factories (Data source: Discussion with staffs of Logistics/ D ispatch section)Daily average production of the plant is 2300 MT. So the average dispatch rate should also beeither 2300 MT/day or more than that.The dispatch flow chart is clearly depicting that the DO can be issued only after getting the truckno. from the broker via e-mail and if the referred payment is confirmed/ available. It implies thatissuing of DO depends on two conditions- 20
  21. 21. Nothing is impossible 1. Intimation of truck no. by Broker via e-mail 2. Referred payment is confirmed/ available, i.e. the party has deposited the payment in SRSL‟s Bank a/c.Here both are external factors and fully depend on party/ broker. The next steps are SRSL‟sinternal factors. To cover up both internal and external factors three questionnaires (Annexure-I,Annexure-II, and Annexure-III) were prepared for Sales office personnel, Warehouse personnel,and Transporter and requested them to fill up the questionnaire with free mind. Their opinionhave been shortlisted as follows-Opinion of Sales office personnel 1. They have the capacity to issue DO of 3000 MT by 10 hrs. if everything is ok. 2. But sometimes they cannot issue DO to a truck as the above two conditions are not fulfilled. 3. They do not face any problem in invoicing and other paper works.Opinion of Warehouse office personnel 1. They can load more than 200 trucks daily, i.e. approx. 2500 MT. 2. They require daily dispatch projection rightly from sales dept. in well advance.Opinion of Transporters 1. In most of the cases their trucks are detained for 1~2 days only to get DO 2. It takes more than 12 hours to load and release for 30-35% trucks. 3. Truck turnaround time should be 31/2 ~ 4 hrs. 21
  22. 22. Nothing is impossibleTruck turnaround time may differ from one factory to another. It depends on the product and onthe terms and conditions of the dispatch system, i.e. whether it is Ex-factory or Free on Road(FOR) basis. However, by discussing with the transporters, SRSL staffs of Sales, Logistics andwarehouse department, if all the parameters are fulfilled in each step the standard turnaroundtimes should be as per the following table. Steps Jobs Optimum time required 1 Truck report at gate and DO issue 30 Minutes 2 Gate entry and sent to weighbridge 20 Minutes 3 Tare weight - truck loading – Net weight 60 Minutes 4 Paper works and truck release 20 Minutes 5 Average Waiting time in Queue (transitions) 60 Minutes Total 3 Hr 10 Minutes Table2 : Optimum time required in each stepsConsidering the average turnaround time listed in the Table -1 and Table-2, we can conclude thatthe standard truck turnaround time should be approximately 4 hours. 22
  23. 23. Nothing is impossiblePROBLEM IDENTIFICATIONPractically, the gate register is depicting a different picture. Following is the scan copy of onepage of the gate register for the date 06.04.2010. Here one truck is taking 18 hrs 47 minutes, Fig4 : Scan copy of gate register- a true picture of turnaround timewhereas another truck is taking only 3 hrs 10 minutes. Again 8 out of 18, i.e. 44 % trucks aretaking more than 12 hrs for its turnaround time and only 22 % trucks have turnaround time forless than 5 hours.However, we are going through two experiments which can help us to identify the problems andtheir inferences. 23
  24. 24. Nothing is impossibleExperiment 1:The existing process of dispatch- right from vehicle entering in parking area for Delivery ordertill it leaves the premise with invoices was studied on normal dispatch with a sample of 50 trucksrandomly taken from ten days in the month of April 2010.The average times taken by trucks at various steps were tabulated (Annexure-IV: Data Table-1)and following observations are made: 1. Few trucks are getting DO timely; i.e. within 30 minutes 2. 34 % trucks are detained for more than 10 hrs even for one or two days. Only 28% trucks have the turnaround time for less than 5 hrs. 3. Extra time is consumed in each stage. 4. Average turnaround time for each truck is 10-12 hrs which is approx. 3 times of standard time. 22% 28% 12% 38% Truck turnaround time 3-5 hrs. Truck turnaround time 5-10 hrs. Truck turnaround time 10-14 hrs. Truck turnaround time more than 1 day Chart5 : Truck turnaround time 24
  25. 25. Nothing is impossibleExperiment 2:For a period of one month, number of vehicles reporting to the plant was recorded daily. Out ofwhich percentage of vehicles getting DO. Invoice same day was tabulated (Annexure-V: DataTable-2) and following observations are made: 1. All the reported trucks are not getting DO. 2. All the trucks are not loaded and released within the same day even after issuing DO 3. Remarkable daily backlog of pending trucks to be loaded.Inferences:Based on above two experiments and studying the process chart of the dispatch 4 concern areashave been identified which affects the overall turnaround time of the dispatch. They are 1. Truck Terminal 2. Waiting in queue before tare-weight 3. Waiting at loading point 4. Time after loading is over 6% 9% Waiting for DO 10% Waiting Gate entry & Tare weight Waiting for loading and net weight 75% Paperwork Chart6 : Contribution of each stage in total turnaround time 25
  26. 26. Nothing is impossible 60 50 40 Hours 30 20 10 - WB 29A 1639 WB29 9089 WB29 9806 WB29 8161 WB29 4331 WB29 6089 WB31 3387 WB29 5212 WB15 3349 WB29 9033 WB25 5240 WB29 2141 WB29 5808 WB39 8001 WB29 4607 WB29 8132 WB23 7502 WB29 2137 WB29 8096 WB29 8429 WB29 9041 WB29 8933 WB29 2052 WB29 9576 WB41C 5699 WB 11B 2851 HR38J 4323 WB29A 0067 WB29A 0043 WB29A 1513 WB29A 1924 WB29A 0956 WB11A 1062 WB11A 2888 WB37A 6222 WB15A 1634 WB29A 0725 WB29A 0650 WB41D 3176 WB 29 8851 WB03B 7303 WB 41 C 3584 WB41B 7112 WB41B 7038 WB11B 1101 WB15B 0366 WB 23 A 8214 WB 11 A 2446 WB 25 A 9309 CG 04J 3193 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 Paperwork Waiting for loading and net weight Waiting Gate entry & Tare weight Waiting for DO 3 Hrs 5 Hrs Chart7 : Time consumed at each stage- sample of 50 trucksThe above chart is showing that the turnaround time is crossing the standard limit, i.e. 3 ~ 5hours mainly because of “waiting for DO”. Chart8 : Average Truck turnaround time-Existing Vs. IdealApart from the above four, other hygienic factors have also been discussed in later sectionswhich can further increase the operational efficiency of the dispatches. 26
  27. 27. Nothing is impossibleOBJECTIVEThe objective of the project is to optimize the truck turnaround time. Where TIME is the subject,optimization can be defined by the lowest possible time. That‟s why we can construct ourobjective function as:Min (TTotal)TTotal = TP + TQ + TL + TEXWhere, TTotal is defined as the total turn-around time of truck. TP is Terminal Waiting Time TQ is time taken between gate Entry and the Tare weight. TL is the time taken for loading TEX is time taken by truck to leave the premise after loading 27
  28. 28. Nothing is impossibleWAITING AT TERMINAL (TP)Terminal waiting time is defined as the time taken by the truck from Main gate entry till itreceives the Delivery Order. This can be further divided into two: Time taken to park the vehicleat parking terminal (Tparking) and the delay in receiving the DO (TDO).Time taken to park the vehicleExisting SystemOnce the truck arrives at the main Security Gate; Inward Gate Pass (IGP) is issued withfollowing particulars: Truck No., Reporting Date & Time, Party name, Driver‟s mobile no. (ifany) Then truck moves to the truck terminal with IGP Fig5 : Scan copy of blank IGP 28
  29. 29. Nothing is impossibleIssues 1. Incomplete entry of IGP  Missing particulars, commonly Party name and Driver‟s Contact No 2. Duplicity in IGP  In case of misplacement of initial IGP, issuing fresh IGP with different Sl. No. or issuing more than one IGP for the same truck. 3. False generation of IGP  Issuing IGP to transporters in absence of physical truck 4. Wrong entry  Human error while noting the truck no. e.g. Truck No. WB 23 A 4505 instead of WB 29 A 4505 5. No proper arrangement of vehicle at parking area  No proper marking at truck terminal leading to random placement of trucks Absent of party name cause delay in DO issue as all the brokers mail to be checked to find out the truck no. Fig6 : Scan copy of incomplete(half filled) IGP 29
  30. 30. Nothing is impossible Fig7 : Parking area of SRSL,Haldia - No proper arrangementImplication 1. No idea of exact number of vehicle in the premise 2. Time delay in distributing DO because of insufficient information in IGP 3. Poor space utilization of truck terminal; restricting the number of vehicles 4. Quarrel among truck drivers because of no proper order of entering 5. Duplicate/false IGP leads to Financial blockage as unwanted DO lying at the gateProposed System 1. Right Surveillance System at the Gate with adequate infrastructure 2. To follow the SOP of completely filling the IGP (Please find the Annex-1) 3. Orderly arrangement of truck at parking area. 30
  31. 31. Nothing is impossibleDelay in getting DOExisting System  Step1: A copy of IGP is sent to sales office from the main gate in every 1hr interval  Step2: Dispatch details is intimated to Sales Office by the broker through the mail  Step3: IGP is matched with mail of the party received.  Step4: Payment confirmation from the accounts  Step5: DO is issued which is sent at the Security Gate.  Step6: In case of any discrepancies IGP is kept in hold. Flowchart3: Existing DO issue procedure 31
  32. 32. Nothing is impossibleIssues 1. Parties are sending trucks without any payment confirmation leading to Truck delay at parking 2. Sales office busy in matching DO issued with physical truck available. 3. Time wastage in truck no. rectification and handling DO lying at the gate. 4. Trucks are allowed in our parking without any document; which cause some unwanted trucks flocking in SRSL‟s premise.Implication 1. Parties always has complain of vehicle delaying for 3-4 days, using the same as excuse for demanding extension in lifting date. 2. Huge phone calls of parties for queries related to DO issue, attending the same leading to further delay in DO issue & at times avoiding calls leads to customer dissatisfaction 3. Drivers, helpers, transporters getting irritated because of confusion in DO issue leading to a noisy work environment.In short, complete mismanagement in issuing DO is the major factor in affecting the over-allturn-around time of a truck. 32
  33. 33. Nothing is impossibleProposed System Flowchart4: Proposed DO issue procedureAdvantages 1. Only the trucks having valid „order confirmation‟ will be allowed in our parking; restricting unwanted trucks. 2. DO can be issued easily on the basis of „order confirmation‟ 3. No waste of time. 4. Healthy working environment 5. Speed of dispatch will improve the truck availability. 6. Customer Satisfaction 33
  34. 34. Nothing is impossibleWAITING AT QUEUE (TQ)Queuing time (TQ) is defined as the time taken by truck to reach the weigh bridge for tare weightfrom the time it enters the Gate.Once the DO has been issued, entry of the truck depends on three major factors: 1. Serial order of the truck as per DO number. 2. Congestion at the Weigh-bridge for tare-weight/Net weightSerial order of the Truck to enterExisting SystemEvery truck No. is represented by 2 identification number namely, 1. Sl. No. of the IGP 2. Deliver Order No. as printed in DOPresently, it has been observed that no fixed number is used for entering the truck and ad-hocstrategy is used by the security personnel in that particular shift.Issues 1. Generally it has been found that in most of the cases truck forward in queue in terms of Sl. No. of the IGP is backward in terms of Deliver Order No. and the vice versa. 2. Truck driver are ignorant enough to understand the reasons for delay in issue of DO due to any valid reason whatsoever and questions any vehicle which reported after them but enters the plant for loading before them. 34
  35. 35. Nothing is impossibleAll this forces the security personnel to make a decision impromptu.Implication 1. Conflict between the different security officials present at times of execution 2. Conflict of truck drivers & security justifying their entry. 3. When the volume of Dispatch is high, the confusion of adopting the right choice ends up delay in the truck entry time.Proposed SystemAs discussed in the previous section, by adopting the proposed DO issue mechanism, the truckwill be reporting only with prior order confirmation.Sl. No of the IGP can be strictly used as the only criteria of order of entry of vehicles.With a fixed guideline in place neither a driver nor a transporter can raise any question and thesystem will be followed smoothly.Congestion at the Weigh-bridge for tare-weight/net weightExisting SystemCompany has currently 2 weigh-bridges for white sugar delivery. These two weigh bridges arealso used for Molasses dispatch. But only one weighbridge is used at a time for tare weight andnet weight for both kind of dispatch. It causes traffic jam in front weighbridge and ultimatelyaffect the turnaround time. Snapshot of the weigh-bridge location along with road leading tosame is shown below: 35
  36. 36. Nothing is impossible Empty Molasses trucks to empty sugar load tanker Molasses loaded tanker Fig8: Location of WeighbridgesIssuesFollowing are few observations on current mode of operation:Though the leading road is wide enough for two-way traffic movement, there is no traffic controloften resulting in jam  No track of number of vehicles with in the premise is maintained, which always leads to either shortage or excess entry of vehicles further adding to the congestion.  Tankers for molasses also use the same road affecting dispatch of sugar or molasses or at times both, since they do not want to wait in the same queue with sugar trucks which results in tussle between drivers.  Both the weighbridges are used for tare-weight & net-weight. 36
  37. 37. Nothing is impossibleImplicationAs mentioned above, existing system doesn‟t follow any systematic approach in handling trafficfor dispatches. There is all possible combination of conflicts namely; within truck drivers,security & Truck drivers, weigh-bridge operator & truck drivers.In a whole the process eats up lot of time affecting the turn-around time.Proposed System 1. Maintaining a tracking register at the gate, keeping count of vehicles allowed for entry and vehicles leaving from the gate. 2. By optimally using the one-way of the road it has been worked out that at a given time 20 vehicles can stand in queue after entering the Gate. See annexure for the calculation. 3. Arrangement of road divider and deploying one security personnel to act as traffic man to avoid any wrong traffic practice. 4. Molasses Dispatch: Separate road has been identified for molasses tanker. 5. Dedicated weighbridge for tare-weight & net-weight. 37
  38. 38. Nothing is impossibleFig9 : Proposed Logistical Layout 38
  39. 39. Nothing is impossibleWAITING AT LOADING POINT (TL)This is defined as time taken to load the truck after tare-weight is completed.TL comprises of 2 major components placing time of the vehicle and time taken by the vehicle toload. Placing of the vehicles is dependent on the availability of the loading point.Intricacies involved in placing vehicle at loading point can be studied from below mentionedflowchart: Flowchart5: Truck Loading 39
  40. 40. Nothing is impossibleGiven N – loading points, number of vehicles to be allowed for tare-weight should be 2N toavoid any time delay in transition of trucks at loading point. Later it will become three at a point:one which has just loaded vacates the place and waits for his documents while he lashes thetarpaulins etc. next one is loading and third waiting.Coordination GameFrom the above flowchart, it is clear the process of placing vehicle involves not only warehousebut other Departments too especially Sales, Logistics, Security & Process.The first two steps are fully controlled by Gate security; Process dept is playing an important roleat step 5 by declaring the available grade in belt lines; Sales dept. is playing a crucial role tomake arrangement for sufficient loading point by declaring the daily dispatch projection. FinallyLogistics/ warehouse dept. is mapping all the data by checking its feasibilityTL can be drastically reduced by the proper co-ordination among all the departments.Individual role of each Dept. is mentioned below:Role of Gate SecurityGate Security majorly regulates the inflow & outflow of truck within the plant premise. For theoptimum utilization of time the truck should be always available on the road from Plant Gate toWeighbridge.Calculation of optimum number of trucks in QueuePermissible length of the road: 200 Mtr.Average Length of a truck: 8 Mtr. 40
  41. 41. Nothing is impossibleAverage distance between 2 trucks: 2 MtrOptimum number of trucks to be in queue: 200/(8+2) = 20From the above calculation, Gate security should always maintain 20 numbers of trucks inqueue. For ease controlling gate security can use token for each entry truck. Whenever a truckwill enter for loading it will have a token and again when a truck is going out it will deposit thetoken to gate security. Whenever a token is deposited to them, they will enter the next truckimmediately. Gate security always should maintain a zero balance of available token in theirhand.A Security officer need to be designated for controlling the traffic between Gate and weighbridgeand must be responsible for having optimum number of trucks in queue as calculated.Role of ProcessOne of the peculiar dispatch arrangements in SRSL is the online dispatch through direct belt-lineproduction. After Bagging the finished good is dropped on a conveyor-belt which can directlyfeed truck waiting for loading (as shown in the picture). Fig10 : Truck loading through direct belt conveyor line 41
  42. 42. Nothing is impossibleTwo grades of Sugar are produced namely; M-30 (Medium Grain Size), S-30 (Small Grain Size).Each line can be used interchangeably depending on the mesh arrangement handled by ProcessDept. Since the online Belt-conveyor act as a loading point for dispatch, number of linesproducing S-30 & M-30 is vital information for logistic department to plan and place the loadingtrucks accordingly.A proper channel of information has been devised for prior intimation of line changing: Fig11 : Replica of the slip used forBagging line change informationRole of Sales TeamSales Team is the only group which is closed to the market because of their direct interactionwith the customer. Since the nature of sale in SRSL is on Ex-Work basis, vehicles are engagedby the customers and so the flow of vehicle for dispatch depends on many external factorsnamely, 42
  43. 43. Nothing is impossible 1. Demand & Supply factors 2. Seasonal factors 3. Presence of competitors 4. Quality of the material 5. Lifting Terms & ConditionAll the above factors directly or indirectly influence the dispatches and in turn the flow ofvehicles.Keeping in view the above mentioned factors, a right estimation on the availability of trucks oraverage lifting of the day can help in proper loading plan at warehouse end. Fig12: Coordination game 43
  44. 44. Nothing is impossibleEXIT TIME (TEX)Exit Time is defined as the time by the truck to leave the SRSL premise.Various Steps are involved: -  Step 1: After completion of NET weight, trucks park on the road inside the factory.  Step 2: The driver/helper submit the counter of the DO along with the weighment slip to the security at gate 2 and then they become busy to lashing the tarpaulin on the truck.  Step 3: Security persons forward the counter part of DO along with the weighment slip to the Sales Office.  Step 4: Final documents (Invoice and Gate pass) are generated at Sales office and it is handed over to Security persons at gate2.  Step 5: Security persons call the driver/ helper/ transporter via PA (Public Announcement) system to collect the final documents.  Step 6: Driver/ helper/ transporter collect the final documents.  Step 7: Driver/ helper take the copy of Consignment note (popularly known as bilty / Lorry Receipt) and advance cash (if any) from the transporter.  Step 8: Truck released move to destination.Here step 4 is the most important step. TEX largely depends on this step. Sales Office plays a vitalrole in TEX by releasing the final documents and the Transporters also have the same importancein TEX. If the Sales office can release the final documents within a shortest time there is a scopeof Min(TEX). 44
  45. 45. Nothing is impossibleBut, as per step 2, the driver/ helper go for lashing the tarpaulin on the truck after submitting thecounter part of the DO. They take around 30 minutes for lashing. That means the Sales officehave a scope to release the final documents by 30 minutes. But they take maximum 10 minutesfor that.So the performance of Sales office in final document releasing is significantly high; i.e. there isno scope of further improvement. 45
  46. 46. Nothing is impossibleOTHER HYGIENIC FACTORSThis sections deals with other hygienic factor which can further enhance the speed of dispatch.If one computer is installed in main gate with online truck tracking system (TTS) software, theobjective function can be more optimized. The computer will be connected with LAN (localArea Network). The system will be updated in each and every steps- main gate, sales office, andwarehouse. 1. While a truck is reporting to main gate along with the OC the truck no. and the OC number will be entered in the computer and the truck will be sent to parking area. Again while gate entry the status will also be updated in the system. 2. Sales Office will check the OC updated in TTS and will issue DO as confirmed by Broker‟s mail and will update the DO issue status in the system. 3. Warehouse office update the loading status- tare weight and net weight both will be updated in the system.As it is an online system, it will facilitate to track all the status as follows- 1. How many trucks are waiting for DO at parking area. 2. How many trucks are waiting for gate entry after issuing DO. 3. How many trucks are waiting at weighbridge for tare weight. 4. How many trucks are loaded and waiting for documents (invoice, gate pass etc.) 5. In short, mapping of each activity can easily be made. 46
  47. 47. Nothing is impossibleCONCLUSIONLoading process is an in-plant logistic activity but its relevance is manifold. At one end it showsthe operational efficiency of the company and on the other hand plays a major role in customerservice. The problem has been divided into smaller sub-steps which has been analyzed in detail,understanding the existing system, studying the issues involved, proposing new methods ormodifying the existing ones, thus finalizing step by step process which is more sound andefficient.Issuing DO mainly depends on two external factors as discussed in the first chapter. Theproposed system for DO issue can be most effective in controlling the external factors. The mainfactor- payment confirmation has been shifted to the time before reporting of truck at parkingarea. The truck itself brings a copy of OC. OC is issued only after payment confirmation. Thetransporters/ drivers of trucks are assured to get the DO immediately due to having a copy of OCwith them. That‟s why no unwanted/ unauthorized truck is placed in the parking area and DOcan easily be issued to the authorized trucks on the basis of OC- no any other document isrequired to check.To control the internal factors, proper co-ordination with all the departments which are co-relatedto dispatch system like- Sales, Gate security, Warehouse, and Process is highly required. Onlyproper co-ordination and mapping of all the factors will help to optimize the truck turnaroundtime.In addition, TTS software can enhance the speed of all the activities related to turnaround time. 47
  48. 48. Nothing is impossibleThe rectified and alternative systems proposed in this project work can minimize the turnaroundtime to 4 ~ 5 hrs. Chart9: Expected benefitIn short, the following benefits can be expected from this project work -  Dispatch system will be economic.  Smoothness in dispatch system.  Optimize utilization of manpower and loading capacity.  Parking of unwanted trucks will be avoided.  Customer satisfaction. 48
  49. 49. Nothing is impossibleANNEXUREAnnexure-I: Questionnaire for Sales Office personnelName:- Organization:-Designation:- Department:- 1. How many DO can be issued daily? 2. Can it fulfill the current dispatch volume of the organization? 3. What is the average time required to issue a DO? TRUCK IN 4. Can it (sl no. 3) be minimized? 5. Is there any constraint faced by you while issuing DO- 6. Scope of improvement- 7. What is the average time required for invoice and other formalities? TRUCK OUT 8. Can it (sl no. 7) be minimized? 9. Constraint faced by you while preparing invoices- 10. Scope of improvement-Date: - Signature 49
  50. 50. Nothing is impossibleAnnexure-II: Questionnaire for Warehouse personnelName:- Organization: -Designation:- Department:- 1. How many trucks are loaded daily? 2. Can it fulfill the current dispatch volume of the organization? 3. What is the average time required to load a truck? 4. Can it (sl no. 3) be minimized? 5. What are the basic requirements to load a truck? TRUCK LOADING 6. Is there any deficiency in your requirements? 7. Is there any other constraint faced by you to load a truck? 8. Scope of improvement- 9. Do you need any help/ co-ordination from other department? (if YES, please specify) 10. Scope of improvement-Date: - Signature 50
  51. 51. Nothing is impossibleAnnexure-III: Questionnaire for TransportersName:- Organization:-Designation:- Department:- 1. Are you getting DO timely? 2. Are your trucks got detained outside factory gate/ parking area? TRUCK IN 3. What is the average time of detention you are facing per truck at parking area? 4. What are the main causes of detention? 5. Is there any change required in the present system of issuing DO? a. (please specify) 6. What are the problems you are facing in gate entry of your truck? 7. Suggestion for improvement:- 8. Are your trucks got detained at loading point? LOADING TRUCK 9. What is the average time of detention you are facing per truck at loading point? 10. What are the problems you are facing in loading your truck? 11. Suggestion for improvement:- 12. Are your trucks got detained due to any delay in paper works? 13. What is the average time of detention you are facing per truck for paper TRUCK OUT works? 14. What are the problems you are facing in releasing your truck? 15. Suggestion for improvement:-Comments ( if any): -Date: - Signature 51
  52. 52. Nothing is impossibleAnnexure-IV: Data Table-1 Waiting Gate Waiting for Waiting for Waiting for Loading & NET wt. loading and Paper works & Sl No. Truck no. Reported at gate DO issued tare weight entry & Tare Paperwork Total hours DO (hrs.) complete net weight release weight (Hrs) (Hrs) (Hrs) A B C D=C-B E F=E-C G H=G-E I J=I-G K=D+F+H+J 1 WB 29 8851 01/04/2010 10:02 01/04/2010 11:30 1.45 01/04/2010 12:40 1.17 01/04/2010 13:30 0.82 01/04/2010 14:05 0.57 4.00 2 WB29 9089 01/04/2010 10:05 01/04/2010 10:15 0.17 01/04/2010 12:35 2.32 01/04/2010 13:30 0.92 01/04/2010 14:12 0.70 4.10 3 WB29A 0067 01/04/2010 10:20 02/04/2010 10:22 24.02 02/04/2010 11:25 1.05 02/04/2010 12:20 0.92 02/04/2010 12:54 0.55 26.53 4 WB29 9806 01/04/2010 10:20 01/04/2010 14:05 3.75 01/04/2010 16:15 2.17 01/04/2010 17:20 1.07 01/04/2010 17:55 0.58 7.57 5 WB29 8161 01/04/2010 10:25 01/04/2010 16:50 6.40 01/04/2010 18:10 1.32 01/04/2010 19:00 0.82 01/04/2010 19:30 0.50 9.03 6 WB29 4331 02/04/2010 10:00 02/04/2010 10:56 0.93 02/04/2010 14:56 3.98 02/04/2010 15:44 0.78 02/04/2010 19:44 3.98 9.68 7 WB29 6089 02/04/2010 10:30 03/04/2010 11:30 24.98 03/04/2010 12:30 1.00 03/04/2010 13:30 0.98 03/04/2010 14:10 0.67 27.63 8 WB 23 A 8214 02/04/2010 10:40 02/04/2010 17:50 7.15 02/04/2010 18:20 0.50 02/04/2010 19:15 0.92 02/04/2010 19:45 0.48 9.05 9 WB29A 0043 02/04/2010 11:32 02/04/2010 11:50 0.28 02/04/2010 15:05 3.23 02/04/2010 16:05 0.98 02/04/2010 16:36 0.52 5.02 10 WB03B 7303 02/04/2010 11:35 02/04/2010 12:10 0.57 02/04/2010 14:34 2.38 02/04/2010 15:38 1.07 02/04/2010 16:02 0.40 4.42 11 WB31 3387 08/04/2010 13:45 08/04/2010 15:10 1.42 08/04/2010 16:10 0.98 08/04/2010 17:05 0.92 08/04/2010 17:32 0.45 3.77 12 WB29 5212 08/04/2010 13:50 08/04/2010 21:00 7.15 08/04/2010 22:30 1.50 08/04/2010 23:28 0.97 09/04/2010 00:48 1.33 10.95 13 WB29A 1513 08/04/2010 13:52 08/04/2010 21:10 7.30 08/04/2010 22:05 0.92 08/04/2010 22:55 0.82 08/04/2010 23:46 0.83 9.87 14 WB 29A 1639 08/04/2010 17:15 08/04/2010 18:35 1.32 08/04/2010 22:24 3.82 08/04/2010 23:20 0.92 09/04/2010 00:23 1.03 7.08 15 WB15 3349 08/04/2010 17:20 09/04/2010 11:30 18.17 09/04/2010 18:00 6.50 09/04/2010 19:06 1.08 09/04/2010 19:38 0.53 26.28 16 WB29 9033 09/04/2010 11:30 09/04/2010 19:50 8.33 09/04/2010 20:30 0.65 09/04/2010 21:48 1.30 09/04/2010 22:12 0.40 10.68 17 WB25 5240 09/04/2010 11:30 09/04/2010 19:20 7.83 09/04/2010 20:15 0.92 09/04/2010 21:31 1.27 09/04/2010 22:06 0.57 10.58 18 WB29A 1924 09/04/2010 11:35 09/04/2010 17:30 5.90 09/04/2010 18:10 0.67 09/04/2010 19:01 0.85 09/04/2010 19:40 0.63 8.05 19 WB29A 0956 09/04/2010 15:05 09/04/2010 16:05 1.00 09/04/2010 17:38 1.53 09/04/2010 18:32 0.88 09/04/2010 19:17 0.75 4.17 20 WB29 2141 09/04/2010 15:08 09/04/2010 15:35 0.43 09/04/2010 16:30 0.92 09/04/2010 17:30 0.98 09/04/2010 18:15 0.75 3.08 21 WB29 5808 14/04/2010 10:50 14/04/2010 12:10 1.32 14/04/2010 13:00 0.82 14/04/2010 14:05 1.08 14/04/2010 14:57 0.87 4.08 22 WB 41 C 3584 14/04/2010 11:30 14/04/2010 12:10 0.67 14/04/2010 13:12 1.03 14/04/2010 14:07 0.92 14/04/2010 14:49 0.70 3.32 23 WB11A 1062 14/04/2010 12:10 14/04/2010 13:05 0.92 14/04/2010 14:10 1.08 14/04/2010 15:19 1.13 14/04/2010 15:52 0.55 3.68 24 WB 11 A 2446 14/04/2010 12:10 15/04/2010 19:15 31.08 16/04/2010 11:45 16.50 16/04/2010 12:44 0.98 16/04/2010 13:22 0.63 49.20 25 WB39 8001 14/04/2010 12:15 14/04/2010 14:20 2.07 14/04/2010 15:20 1.00 14/04/2010 17:08 1.78 14/04/2010 17:41 0.55 5.40 26 WB41C 5699 16/04/2010 14:15 17/04/2010 11:15 21.00 17/04/2010 12:00 0.75 17/04/2010 13:13 1.22 17/04/2010 13:51 0.62 23.58 27 WB29 4607 16/04/2010 14:17 17/04/2010 15:25 25.13 17/04/2010 16:22 0.93 17/04/2010 17:18 0.93 17/04/2010 18:06 0.78 27.78 28 WB11A 2888 16/04/2010 16:17 16/04/2010 18:08 1.85 16/04/2010 19:02 0.88 16/04/2010 19:57 0.92 16/04/2010 20:37 0.67 4.32 29 WB37A 6222 16/04/2010 16:25 16/04/2010 18:22 1.93 16/04/2010 19:05 0.72 16/04/2010 20:05 0.98 16/04/2010 20:44 0.65 4.28 30 WB29 8132 16/04/2010 17:30 16/04/2010 19:40 2.17 16/04/2010 22:13 2.53 16/04/2010 23:22 1.15 17/04/2010 00:01 0.65 6.50 31 WB23 7502 20/04/2010 10:30 20/04/2010 20:50 10.32 20/04/2010 21:22 0.52 20/04/2010 22:19 0.95 20/04/2010 22:52 0.55 12.33 32 WB41B 7112 20/04/2010 10:35 22/04/2010 15:10 52.58 22/04/2010 15:50 0.65 22/04/2010 16:39 0.82 22/04/2010 17:27 0.78 54.83 33 WB 25 A 9309 20/04/2010 10:45 21/04/2010 11:12 24.45 21/04/2010 12:30 1.28 21/04/2010 13:39 1.15 21/04/2010 14:34 0.92 27.80 34 CG 04J 3193 20/04/2010 12:45 20/04/2010 20:20 7.57 20/04/2010 20:50 0.50 20/04/2010 21:49 0.98 20/04/2010 22:27 0.63 9.68 35 WB29 2137 20/04/2010 12:45 20/04/2010 20:30 7.73 20/04/2010 21:30 0.98 20/04/2010 22:25 0.92 20/04/2010 23:03 0.63 10.27 36 WB15A 1634 21/04/2010 09:50 21/04/2010 13:18 3.47 21/04/2010 14:03 0.75 21/04/2010 14:58 0.92 21/04/2010 15:29 0.52 5.65 37 WB41B 7038 21/04/2010 10:00 21/04/2010 20:20 10.32 21/04/2010 21:41 1.35 21/04/2010 22:46 1.08 21/04/2010 23:30 0.73 13.48 38 WB11B 1101 21/04/2010 10:02 21/04/2010 12:48 2.75 21/04/2010 13:38 0.83 21/04/2010 15:02 1.40 21/04/2010 15:47 0.75 5.73 39 WB 11B 2851 21/04/2010 13:05 21/04/2010 15:08 2.05 21/04/2010 18:00 2.85 21/04/2010 19:14 1.23 21/04/2010 19:52 0.63 6.77 40 WB29 8096 21/04/2010 13:35 21/04/2010 15:05 1.48 21/04/2010 15:50 0.75 21/04/2010 17:48 1.97 21/04/2010 18:35 0.78 4.98 41 WB29A 0725 28/04/2010 10:10 28/04/2010 15:12 5.02 28/04/2010 15:59 0.78 28/04/2010 17:08 1.15 28/04/2010 17:59 0.85 7.80 42 WB29 8429 28/04/2010 10:18 28/04/2010 12:35 2.27 28/04/2010 13:45 1.15 28/04/2010 14:44 0.98 28/04/2010 15:32 0.78 5.18 43 WB15B 0366 28/04/2010 10:18 29/04/2010 10:12 23.90 29/04/2010 10:42 0.48 29/04/2010 11:35 0.88 29/04/2010 12:14 0.65 25.92 44 WB29A 0650 28/04/2010 14:05 28/04/2010 18:45 4.67 28/04/2010 19:24 0.65 28/04/2010 20:33 1.15 28/04/2010 21:29 0.93 7.40 45 WB29 9041 28/04/2010 14:07 28/04/2010 14:15 0.13 28/04/2010 17:21 3.10 28/04/2010 18:18 0.93 28/04/2010 19:00 0.70 4.87 46 WB41D 3176 29/04/2010 11:30 29/04/2010 15:50 4.32 29/04/2010 16:29 0.65 29/04/2010 17:29 0.98 29/04/2010 18:06 0.62 6.57 47 WB29 8933 29/04/2010 11:35 30/04/2010 10:35 22.98 30/04/2010 11:38 1.03 30/04/2010 12:47 1.15 30/04/2010 13:37 0.83 26.00 48 WB29 2052 29/04/2010 11:45 30/04/2010 10:32 22.77 30/04/2010 11:20 0.80 30/04/2010 12:17 0.95 30/04/2010 12:57 0.67 25.18 49 WB29 9576 29/04/2010 12:50 29/04/2010 16:55 4.08 29/04/2010 17:55 0.98 29/04/2010 19:19 1.40 29/04/2010 19:53 0.57 7.03 50 HR38J 4323 29/04/2010 12:50 29/04/2010 13:40 0.83 29/04/2010 14:31 0.83 29/04/2010 15:45 1.23 29/04/2010 16:34 0.82 3.72 Total 430.37 84.70 52.58 37.25 604.90 Average 8.61 1.69 1.05 0.75 12.10 (Total / 50) 52
  53. 53. Nothing is impossibleAnnexure-V: Data Table-2 No. of Truck % of pending Truck Date Reported Balance to Loaded & Balance to DO issued To issue Do To laod at gate issue DO invoice load 7i=(4i *100) 1 2 3 4i = 2-3+4i-1 5 6i=3+6i-1-5 8 /(2+4i-1 ) Opening on - - 10 - 30 - - 01.04.2010 01.04.2010 152 122 40 127 25 24.69 16.45 02.04.2010 205 196 49 178 43 20.00 19.46 03.04.2010 185 150 84 108 85 35.90 44.04 04.04.2010 94 110 68 102 93 38.20 47.69 05.04.2010 154 139 83 115 117 37.39 50.43 06.04.2010 81 97 67 116 98 40.85 45.79 07.04.2010 54 50 71 99 49 58.68 33.11 08.04.2010 106 101 76 78 72 42.94 48.00 09.04.2010 169 186 59 171 87 24.08 33.72 10.04.2010 150 160 49 180 67 23.44 27.13 11.04.2010 123 141 31 170 38 18.02 18.27 12.04.2010 124 121 34 122 37 21.94 23.27 13.04.2010 120 146 8 133 50 5.19 27.32 14.04.2010 158 152 14 143 59 8.43 29.21 15.04.2010 167 179 2 113 125 1.10 52.52 16.04.2010 125 114 13 154 85 10.24 35.56 17.04.2010 154 136 31 159 62 18.56 28.05 18.04.2010 191 167 55 155 74 24.77 32.31 19.04.2010 206 184 77 250 8 29.50 3.10 20.04.2010 106 146 37 112 42 20.22 27.27 21.04.2010 169 152 54 86 108 26.21 55.67 22.04.2010 95 136 13 117 127 8.72 52.05 23.04.2010 70 69 14 52 144 16.87 73.47 24.04.2010 34 39 9 93 90 18.75 49.18 25.04.2010 93 91 11 131 50 10.78 27.62 26.04.2010 129 132 8 99 83 5.71 45.60 27.04.2010 153 129 32 49 163 19.88 76.89 28.04.2010 194 168 58 218 113 25.66 34.14 29.04.2010 209 256 11 291 78 4.12 21.14 30.04.2010 213 199 25 225 52 11.16 18.77 53
  54. 54. Nothing is impossibleAnnexure-VI: SOP for Inward Gate Pass 54
  55. 55. Nothing is impossibleAnnexure-VII: Order Confirmation 55

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