THE PROJECT REPORT OF APSOM INFOTEX LTD QUALITY & PRODUCTIVITY ENHANCEMENT

Arachhci [Link].

ADBM /EM/KU/101/01 PROJECT MANAGEMENT

NIBM KURUNEGALA BRANCH 2010/2011

Advance Diploma in Business Management

NATIONAL INSTITUTE OF BUSINESS MANAGEMENT

TABLE OF CONTENTS

1. Executive Summary

01

2. Company Profile

02

3. Productivity , Quality & Benchmarking

03

4. Productivity & Quality Related Issues

04

5. Recommendations

05

EXECUTIVE SUMMARY

Apsom Infotex Ltd

The Project Report that was obligatory to complete for the module of Productivity and Project Management in the Advanced Diploma in Business Management conducted by National Institute of Business Management and here with furnish a Project Report on Quality and Productivity enhancement program of Apsom Infotex Ltd. Apsom Infotex Ltd is a 19 years old company that will provide high quality technical and environmental engineering services to its clients. Apsom Infotex Ltd is scheduled to begin operations on July 16, 1993. Apsom Infotex Ltd will be a partnership, owned and operated by [Link] and Keerti Sharma. If we look at the industry we need to improve the product and service quality as below.

Reduce human health risks and ecological damage Improve eco-efficiencies and cost-effectiveness in processes Address environmental issues and problems. To offer World Class Industry Standard Products. Continuously work towards providing better 'after sales support 'and developing applications for specific industry segments. Continuously increase our physical reach in the market .Opening new offices and placing manpower in new cities. Identify new verticals and provide solutions.

So finally I have suggested some recommendation to overcome from these issues.

COMPANY PROFILE

Apsom Infotex Ltd

Leaders in India in the field of CAS (computer aided Sign Making) ,Digital printing and CAD software and peripherals for various vertical industry segment Leather, Jewelry, Rapid prototyping ,Dies& Moulds etc.. Apsom was established in 1993 as a services provider for the IT industry. It strived to evolve its business with changing times from being a hardware vendor to a solution provider for specific industry segments. Modest beginning and commitment to technology and its customers has enabled, Apsom, to grow into a medium scale organization with offices all over India. It has grown to gross revenues of over Rs. 100crores (US $ 24 million) and is projected to more than double its turnover every year in the next three years. Apsom's strength lies in its quality manpower. Today, the company employs more than 190 dedicated professionals from a number of diverse backgrounds. Coupled with the rich experience gathered through a multitude of turnkey projects, that has resulted in the wealth of expertise and intellectual capital. The environment within the organization encourages creativity and every Apsom mite has a strong commitment to quality and enhancing customer satisfaction. Key focus areas

To offer World Class Industry Standard Products. Continuously work towards providing better 'after sales support 'and developing applications for specific industry segments. Continuously increase our physical reach in the market .Opening new offices and placing manpower in new cities. Identify new verticals and provide solutions.

WHAT IS THE PRODUCTIVITY AND QUALITY

QUALITY Quality is the ability of a product or service to meet or exceed customer expectations. Who is the Customer? External Customer Recipients of an output but are not part of the organization supplying it. Internal Customer Recipients of another persons or department are output within an organization.

Eight dimensions of quality

1. 2. 3. 4. 5. 6. 7. 8. Performance Features Reliability Conformance Durability Serviceability Aesthetic Perceived Quality

PRODUCTIVITY

Productivity is a common measure on how well resources are being used and it is usually expressed as ratio of output to input. Accordingly, Productivity = Output/Input Whereas, Total productivity = total output / total input

Partial Productivity Total productivity of an organization can be further simplified by breaking down total productivity into partial productivities which represent relevant productivity to each and every different sectors of the organization separately. This is the ratio of output to a single input.

Example: Labor productivity = output / labor Energy productivity = output / energy Machine productivity = output / machine Capital productivity = output / capital

Multifactor Productivity Multifactor productivity is a collection of two or more partial productivities of an organization. More precisely, it is the ratio of output to two or more inputs out of all inputs.

Example: Labor + machine productivity = output / labor + machine Capital + energy + labor productivity = output / capital + energy + labor

BENCHMARKING
Benchmarking process 1. 2. 3. 4. Understand existing business processes Analyze business processes of others Compare own business processes with that of others Implement steps necessary to close performance gap

THE PRODUCTIVITY AND QUALITY RELATED ISSUES

As Comparing with our Mother Company(Roland Co orperaton-Japan) Apsom Infotex is far behind and can find lot of shortcomings as below.. 1) 2) 3) 4) 5) 6) 7) 8) 9) Design of the machines & soft ware not be user friendly Quality of the Material used not be green and sustainable Machines have less Safety features Machines not be light in weight and durable Machine not have dual feature of high quality and speedy Product not available minimum detachable parts to easy assemble Ergonomics Product not be Reliable Machine not be easy to install and hassle free

10) Spare parts not be easily available 11) Cost of Maintenance is very high 12) Product should be non-toxic and non- allergic 13) Appearance of the final product is not pleasant 14) Poor customer service 15) late delivery and after sales service. Currently we can identify the different issues in different segments of the our Company Scheduling Frequent Changes Assumes Infinite Capacit Poor Planning ( Capacity, Man-loading, Due Dates) Responsibility for Execution of Schedule

Organization: Learning Curve Products, Equipment, People, Systems Lack of Formally Trained Supervisors Lack of APICS Certified Planners Supervisors Expediting Not Supervising Contract Work Force, Continuously Training Operating Procedures: Lack of Documentation: Prints, Standards, Assembly Process Sheets Lack of Formal Operating Procedures For: Materials Delivery, Pickup Staffing Requirements (Direct, Indirect) Staging Requirements (Where) Process Flow: Processes Are Overstaffed, Poor Utilization of People People Idle for Long Periods of Time Long Set up Times - Excessive Time Spent to Locate Parts and Move Them to Line Excessive WIP on Floor Product Sits in Staging for Long Periods of Time No Go-to Lines to Minimize Downtime

RECOMMENDATIONS
Hire an Experienced APICS Certified Planner to Schedule the Operation. Staff and Dedicate Material Handling Personnel to Handle Workload and Move Material. Establish Formal Daily Operating Procedures to Move and Stage Materials - (Who, When, Where, Why, What) Expertise Should be Responsible for Running The Operation; Staffing, Equipment to be Used, Execution of Schedule. Develop Methods (One Piece Flow) and Standards for All Manual Packaging Operations and Develop the Tact Time For Each Job to be Run). Digital Printer Should Supply Forecast and any Changes in Schedule with Adequate Notice.

Staging Options (Inbound) Stage to Designated Central Area, Manifest, and Move to Secondary Staging Area Near Required Process Stage to Designated Area by Material Type, Manifest and Move to Point of Use. Have Dedicated Material Handling Personnel Pull by Order and Deliver Directly to the Point of Use. Take Direction from Steve O. Staging Options (Outbound) Stage Materials 3-Deep Along Back Wall As Originally Designed and Staff Appropriately So That Orders Are Processed Immediately Upon Completion Install pallet rack in designated area for returns; keep in returns rack according to plan/schedule. If part remains in rack for more than 1-week, return to warehouse. Develop a Stable and Well-Trained Workforce Revisit Organizational Structure and Personnel In Apsom Infotex Organizations. Ops Manager QC for Corrective Action Experienced Supervisors Human Resources Group Leaders Data Entry Personnel Certified Planner Industrial Engineer Master Scheduler Materials Personnel Facilities Support (Mechanics) Change Format and Agenda of Morning Meetings Eliminate Reports that are Not Used to Initiate Corrective Action Provide Work Force with Tools and Equipment to Efficiently Perform Their Daily Task

Establish Vendor Relationships: more frequent delivery of corrugation Immediately implement Kaizen Blitz to make easy and quick changes that will reduce costs and improve lead times